Archives: Projects

Favorisons l’Économie Bleue Solidaire en Méditerranée

Favoriser une sortie de la crise socio-économique générée par la Covid-19 par la voie de la promotion de l’Économie Bleue Solidaire (EBS) comme secteur résilient et durable général.

Objectif général:
Coordonner une action d’identification des acteurs de l’EBS dans l’Eurorégion Pyrénées-Méditerranée

Objectifs spécifiques:

• Identification et mapping des acteurs actifs dans l’EBS
• Création de synergies et de connexion entre les acteurs
• Organisation d’événements de réseautage et collaboration
• Elaboration d’une stratégie d’actions d’appui à l’EBS au profit de l’Eurorégion Pyrénées-Méditerranée

En savoir plus

Source de financement

Eurorégion Pyrénées-Méditerranée

Programme et contacts

• Coordinateur: Innovació i Economia Social en la Mediterrània, SCEL,  IesMed
• Responsable du projet au CIHEAM Montpellier: Zied Ahmed, ahmed@iamm.fr

Partenaires

• IES MED, Innovació i Economia Social en la Mediterrània
• Centre International de Hautes Etudes Agronomiques Méditerranéennes – Institut Agronomique Méditerranéen de Montpellier (CIHEAM Montpellier)
• Asamblea de Cooperación por la Paz Islas Baleares, ACPP

Implementation of a participative and inclusive approach to support the maritime, agricultural and rural economy of the Kerkennah islands based on a sustainable mobilisation of the local resources

Elaboration of a local governance process in the Kerkennah Islands that ensures the inclusive dialogue between the involved stakeholders and their participation in the definition, implementation and monitoring of a sustainable territorial development strategy which takes into account the current issues of the territory.

>> Facebook page

Objective

Reinforce the maritime, agricultural and rural economy of the Kerkennah Islands by supporting economic and social initiatives that enhance the local and specific resources of the Kerkennah Islands for the benefits of the overall population.

Target Groups

• Governance: local institutions, local consultative structures, development associations, professional organizations that will participate in the governance of the territory
• Economic and social initiatives: professionals and professional organizations, local development organizations, projects leaders, business support structuresui aux entreprises

Activities

To reach its objectives, the project is implemented in five steps including capacity building, training, support to public and private initiatives, monitoring and evaluation:

• Step 1 – Elaboration of the management processes (methodology and planning of actions)
• Step 2 – Creation of dialogue forums and reinforcement of the participative processes (elaboration of the local governance process)
• Step 3 – Joint elaboration and validation of the territorial development process (ensure that the process is in line with the already existing, public or private, territorial development interventions)
• Step 4 – Identification, selection and support in the implementation of the social and economic initiatives carried out by the private or public stakeholders (implementation and monitoring of the territorial strategy)
• Step 5 – Capitalization and valorisation of the project achievements

Results 

• A Local Development Committee (LDC), an operational forum for dialogue and for a collective management of the project
• 500 people from the Kerkennah Islands have an increased awareness of the development challenges of the territory and regularly participate in the dialogues and coordination meetings
• 100 local stakeholders (public, private, development organizations, civil society) have reinforced their capacities in the fields of inclusive and participative processes, territorial and local planning, economic development
• A territorial project, which integrates both the needs of the local population and the national strategic orientations, is elaborated and officially approved
• 40 economic and social projects, in line with the territorial project, are supported in their long-term establishment
• The partnership with the European development organizations is dynamic and adapted to the needs of the territory
• The national and European public institutions promote the achievements of the project in their policies.

More information

Contacts :

• Jean-Paul PELLISSIER – CIHEAM-IAMM – pellissier@iamm.fr
• Zied AHMED – CIHEAM-IAMM – ahmed@iamm.fr

Local and international valorization of Mediterranean agri-food products through quality certifications. The case of Dates Sector

The main objective of this research project is to explore ways of improving the value in the dates supply chains in three Southern Mediterranean countries (Algeria, Morocco and Tunisia called “South”) and one Northern country (France, called “North”).

The overall objective of the project is to analyze the constraints and opportunities associated with the national and international development of the Dates sector in the southern countries targeted by the project, through the implementation of quality marks. Indeed, the project aims to identify and evaluate, through an analysis of the interactions between the public and private strategies and modes of professional organizations, the effectiveness of value creation dynamics for a local Mediterranean products: dates.

To reach this goal, the project starts from the idea that the behavior of local value chains stakeholders are strategic responses to government actions. We will analyze these complex interactions, identifying their effects on the formation of prices in domestic markets and on the access to domestic and international markets.

The project will consist of three main axes:

1. Market opportunities and supply chain organization for local agri-food products in domesticmarkets,
2. International food Supply-chains: structure, strategies and value sharing,
3. Consumer perceptions, expectations and attitudes towards mark signs of the local product studied.

ValueTeam will address the issues raised above through new methodological approaches, including value chain approach with focus on quantitative analysis, models of industrial organization and models of operational research, applied on data collected from field surveys. The mechanisms of coordination and management of professional organizations will be analyzed as well as to assess their capacity to promote the emergence of dynamic valuable supply of local products along with fair distribution of value throughout the selected supply chains in Algeria, Morocco and Tunisia.

>> Site web

More information

Source of funding

• Agence Nationale de la Recherche (ANR), France

Programme and contact references

Coordinateur:  Faculté Polydisciplinaire d’Errachidia (Maroc)

Responsables projet au CIHEAM Montpellier:

• Fatima El Hadad-Gauthier, elhadad@iamm.fr
• Myriam Kessari, kessari@iamm.fr

Partners

• CIHEAM Montpellier: Institut Agronomique Méditerranéen de Montpellier (France)
• Centre de Recherche en Economie Appliquée pour le Développement (Algérie)
• Université de Bejaia – Research Unit (Modeling and Optimization of Systems) (Algérie)
• Ecole NAtionale Polytechnique – Département de Génie Industriel (Algérie)
• The research laboratory DEDSPAZA – University of Biskra (Algérie)
• L’Institut Supérieur de gestion de Tunis (Tunisie)
• INRA-ALISS (France)

Mediterranean Terroirs: heritage, mobility, changes and social innovation

More information

• Bruno Romagny (IRD LPED) – bruno.romagny@ird.fr
• Hélène Ilbert, associée au WP “dispositifs de valorisation : labellisation, certification, qualification des produits de terroir et filières” – ilbert@iamm.fr
• Contact secrétariat : Virginie Avignon

Territorial Innovation, Social Acceptance

Because of legislative changes, Agricultural Management Centers have to take up significant challenges in terms of development. They are willing to integrate these changes in their operation and hold discussions on new coordination modes at a regional scale, as well as to design new collaborations. Management centers are at the heart of a dynamic phase of innovation promotion in order to comply with territorial needs specific to human resources – the existing needs-, but also new needs, with constant revenues.

The method proposed in order to address these evolutions is based on five steps which will cover the three years of the program.

Step 1: Definition of the needs:

This initial work mobilizes the stakeholders in order to identify their needs and their area of action. This initial diagnosis particularly aims to identifying if mountainous factors are constraints, potentials or both.

Step 2: First concertation:

This step constitutes the first working period when all the actors of the program are gathered to take note of the first elements of analysis. The objective is to:

• Provide all stakeholders with the same information;
• Open a concerted dialog on territorial innovation and social acceptance.

Step 3: Modelling:

This step includes individual and collective tasks. Individual work is based on surveys implemented in each Management Center. Its goal is to collect reliable and relevant information in a view to design a functional and configurable model (in order to test different scenarios at a later date). The collective work is based on discussing synthetized individual results. On this basis, a state of the issues, constraints and future development opportunities for this new Regional Management Centers structure will be presented, analyzed and discussed. These discussions will lead to the identification of organizational, governance and pooling assumptions which will be developed thanks to the functional model developed.

Step 4: Study of the alternatives:

Hypotheses, results and modelling parameters are presented to stakeholders in order to analyze, comment and discuss the results obtained as regards to the different contexts (including mountains). These discussions are carried out to collect advices and critics and identify divergences and points of agreement among stakeholders.

On this basis, other hypotheses will be tested in order to reply to the stakeholders’ needs and expectations. One or more “mountains” scenarios will be studied.

Step 5: Evaluation:

Step 4 results will allow the evaluation of the effects and impacts of each governance and mutualization strategy on the regional and territorial organization of Management Centers.

The purpose of this work is to give an opportunity to Management Centers of adopting new working and cooperating methods. These results will improve and anticipate public political actions on:

• Management of Human Resources in territorial civil services to ensure it is adapted to local government employers in the context of land-use planning, in particular in mountainous areas;
• Local sustainable development;
• Maintaining the proximity and access equity to civil services;
• Maintaining the population and preserving jobs, in promoting equal opportunities for women, men and territories;
• Land tenure patterns of territorial welfare.

Coordinator

Fédération Nationale des Centres de Gestion (FNCDG) – France

Supporting eco-innovation to reduce food waste and promote a better resource efficient economy

The ECOWASTE4FOOD project brings together seven local and regional authorities from seven countries throughout Europe to promote eco-innovations against food waste. Its ambition is to address the crucial issue of food waste, not only to stop an unacceptable situation which causes the loss of up to 30% of the agricultural production in the EU that keeps not consumed or is consumed in a wrong way regarding health concerns, but also to demonstrate that food waste could be at source of a resource efficient and environmentally friendly economy for the territories. During the four years of the project, the partners commit themselves to share their experiences in this field, in order to jointly draw up action plans to support eco-innovations via European Regional Development Funds (ERDF).

>> Website

Objectives

The overall objective of the project is to improve the partners’ policy instruments for regional development, and mainly their action plans, in their capacities to protect the environment and promote resource efficiency through the support of eco-innovation in the field of food waste.

Activities

Main ECOWASTE4FOOD activities are threefold:

• to promote exchange of experience and sharing of practices among 7 EU regions, through targeted workshops and cross-visits,
• to promote the active participation of regional stakeholders in the interregional learning process of eco-innovation in the food systems through 7 local stakeholders groups,
• to foster the preparation, implementation and monitoring of 7 Action Plans for integrating and upscaling eco-innovative and resource efficient good practices within regional policies.

Results and impact

• Characterization of the types of eco-innovations in the territories concerned
• Mobilization of stakeholders groups in the territories concerned (SMEs, consumers…)
• Capitalization and dissemination of 40 best practices eco-innovations
• Implementation of 7 action plans to support eco-innovations between 2019 and 2020
• Mobilization of the ERDF to support eco-innovations (target of EUR 20 millions)
• Recommendations to improve territorial food governance through post-2020 EU regional policies

Coordinator

CIHEAM-IAMM – France

More information

Contacts:

• Jean-Paul PELLISSIER – CIHEAM-IAMM – pellissier@iamm.fr
• Samuel FÉRET – CIHEAM-IAMM – feret@iamm.fr