Project Management Assistance for Operational Support and Capacity Building for the Local Development Corporation "Greater Agadir for Mobility and Urban Transport" (GAMDU)
Context
Greater Agadir is experiencing rapid socio-economic changes, including population growth, extensive urban expansion, increased traffic-generating activities, and rising mobility demands. In response to these changes, the urban public transport system is no longer meeting the rising demand for urban mobility. GAMDU has planned to reorganize and improve the public transport system with several modernization projects:
- Construction and commissioning of the first Bus Rapid Transit (BRT) line in the agglomeration,
- Restructuring of the network and implementation of integrated zonal pricing across transport modes,
- Renovation of vehicles, operating and passenger information support systems, ticketing, etc.,
- Awarding a new operating contract following the upcoming expiration of the current contract.
Objective
The Local Development Corporation "Greater Agadir for Mobility and Urban Transport" (GAMDU) oversees the Permanent Control Service (SPC) for the public bus service contract in the Agadir agglomeration.
The SPC used to face challenges due to underqualification, and its control methods needed to be updated to align with the new ambitions of the agglomeration, especially with the renewal of the bus network operation contract in 2025 and the initiation of a high-level service bus line.
GAMDU aimed to equip itself with the necessary tools to ensure the proper execution of the future contract in all aspects (service provision, usage, service quality, finance, investments, etc.) and establish a control structure with adequate human and technical resources for the tasks assigned by the future contract.
Our contribution
To provide the necessary operational support and strengthen the capacity of SDL GAMDU, Espelia first conducted an assessment of the current contract monitoring tools.
The team then assisted in organizing the SPC by proposing an optimal organizational structure, identifying human resource and training needs, assisting in the recruitment of a new technical manager for the SPC, defining material and procedural requirements, and developing a capacity-building plan.
Finally, Espelia implemented a control system for the new contract and trained SPC staff in the new control tools developed, including quality indicator monitoring, asset verification and inventory tools, administrative and legal contract execution control, and financial clause monitoring of the contract.
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