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Work Packages

Some partners have a direct responsability in the management of the projet.

Each Work Package will be coordinated by specific partners as mentioned above. Each WP leader will have the responsibility for:

  • Producing an action plan on a yearly basis;
  • Producing (in coordination with all other partners) a yearly WP internal report; and
  • Producing (in coordination with all other partners) a yearly WP external report.

Vertical coordination will be developed in the two main activities work packages of the project – MEDSEATIES GOVERNANCE and MEDSEATIES CAPACITIES – each one being led by one partner chosen for his competences and ability to ensure an effective cross-border and inter-disciplinary mix; the leadership of the two WP is balanced, one being under the responsibility of a partner from the North (Liguria Cluster, for WP5), the other one under the responsibility of a partner from the South (UNDP Lebanon, WP4). It reinforces the impact of the outputs and motivates the project team to provide target-driven timely results.

Work Packages:

  • WP1: Management and Coordination, coordinated by AVITEM
    • The AViTeM, as applicant, manages the general coordination of the project and activities.

      1. General coordination

      The general coordination of the project covers the day-to-day management of activities, consisting in coordinating partners and Work Package leaders in the implementation of their activities. This includes the following tasks:

      - Elaborating management guidelines at project level;
      - Producing yearly implementation guidelines for WP leaders who will elaborate out of it yearly action plans for their WP;
      - Following up the implementation of WPs held on a monthly basis with WP leaders;
      - Addressing each partner questions and specific requests on a daily basis;
      - Implementing an activity monitoring system including an internal reporting of each partner on the progress of its activities every 3 months;
      - Elaborating a yearly project internal report on activities progress addressing partners, based on the yearly WP internal reports produced by each WP leader;
      - Elaborating a yearly project external report on activities progress addressing external stakeholders, based on the yearly WP external reports produced by each WP leader;
      - In itinere evaluation by an external expert who will participate to all project meetings and will produce a mid-term and a final evaluation report.

      2. Management of Steering and Technical Committees

      Four Steering and Technical Committee meetings will take place during the project. These meetings enable partners to: follow up the project implementation, share the on going activities results, prepare the next activities, communicate methodological orientations to all the partners, implement administrative tasks and financial balance, solve common problems. At the end of each meeting, the SC officially approves the decisions taken.


      3. Financial and administrative management

      The AViTeM closely manages financial issues at project level, and plays a role of advice and support to partners: (i) timing follow-up of expenditures in close relation with the implementation of activities; (ii) verification of the eligibility of partners' expenses; and (iii) development of any administrative task for the good implementation of the project.

  •   WP2: Communication, coordinated by the City of Marseille
    • All the activities developed throughout this work package will aim to achieve high visibility of the project, targeting the appropriate stakeholders. The City of Marseille leads this work package.


      1. MEDSEATIES communication strategy

      A communication plan designed at the beginning of MEDSEATIES develops the strategy implemented all the project long and defines:

      - Key messages to be disseminated to the target audiences;
      - Target groups and tailored messages to be used in order to reach them in the most appropriate way;
      - Efficient and cost effective communication tools to select and how to make optimal use of the available resources;
      - Appropriate communication tools between all parties involved in the project (project partners, other stakeholders, public authorities, general public, etc.).


      2. MEDSEATIES communication tools

      Based on the communication strategy, communication material is developed in cooperation with the partners to ensure efficient communication both internally and externally: graphic tools (logo and visual identity, brochure); regular newsletters to support dissemination of actions; a dedicated website to give a full visibility to the project; and participation to virtual social networking such as LinkedIn and Twitter.


      3. Territorial best practices videos

      In order to support the diffusion of key messages elaborated in the communication plan and reach target groups, best practices videos will be realized and adapted to each territory. These videos will display good examples of coastal management realized thanks to successful collaboration experiences. They will focus in priority on similar challenges met by each MEDSEATIES territory, in order to raise identification, appropriation and emulation by the various territorial stakeholders.

  •  WP3: Capitalization of the Results, coordinated by Al Fayhaa Urban Community
    • Al Fayhaa Urban Community is the partner in charge of the capitalization of the results work package. Its role is three-fold.


      1. MEDSEATIES Friends’ Club meetings

      A MEDSEATIES Friends’ Club has been created, gathering some associate partners and other relevant stakeholders in coastal management. This Friends Club is in charge of assessing the capitalization strategy proposed by Al Fayhaa, so as to enable all MEDSEATIES partners to benefit from the international expertise and networks of stakeholders external to the project. The Friends Club also provides advice to include existing best practices in MEDSEATIES GOVERNANCE WP and prepares the training sessions planned in MEDSEATIES CAPACITIES WP. Meanwhile, associate partners and other club members are kept informed of project activities and outputs.


      2. Capitalization with other projects on similar subjects

      It is very important that MEDSEATIES partners capitalize on the other experiences related to coastal governance already implemented in their territories in particular at transnational level. That is why a strong emphasis is put on the mobilization of other projects which are invited to share their results and experiences through capitalization workshops. The relevant associate partners are also invited to contribute. These workshops pursues two goals: first sharing experiences and results of the projects; secondly proposing recommendations to key issues related to local governance improvement and identified as particularly challenging in transnational projects.


      3. Capitalization of MEDSEATIES results and political commitment

      As with capitalization with other projects, it is very important that MEDSEATIES results are visible and usable by external stakeholders and after the project. To this end, MEDSEATIES will enable a practical diffusion and use of its results by elaborating a synthesis report of its main and most relevant deliverables. In particular, the stress will be put on the Policy Implementation Guidelines developed within MEDSEATIES GOVERNANCE WP.

      The sustainability of project results after the end of the project will be guaranteed by the signature of 6 Memoranda of Agreement committing mobilized local stakeholders to adopt tailored governance process according to the different legal frameworks in the cities, and coordinating stakeholders activities related to coastal areas, both on each territory and at the Mediterranean level. These MoA will foreshadow ICZM process which will be based on Policy Guidelines.

  • WP4: MEDSEATIES Governance, coordinated by UNDP, Lebanon
    • MEDSEATIES GOVERNANCE work package, coordinated by UNDP Lebanon, elaborates a common governance framework in order to initiate coordination between stakeholders related to urban costal zone management, at territorial and local level on the one hand, at transmediterranean level on the other hand.


      1. State of the art and evaluation: current measures and initiatives

      During the first semester of the project, partners evaluate current measures and initiatives influencing the management of coastal areas in their territories, in comparison with similar ones already realized in other Mediterranean zones. To achieve such objective, all the partners, under the coordination of the WP leader, will: (i) agree upon a set of common indicators for governance of coastal zones (based on existing ICZM expertise); (ii) identify and evaluate the good practices implemented in the Mediterranean basin, based on the common indicators and criteria set; and (iii) identify current measures and initiatives which are realized within their own territories, and evaluate them in the light of the good practices and indicators which will have been set up previously.


      2. Identification of the diversities in partners’ legal systems

      At the end of the first semester, partners process the study and analysis of the legal systems related to coastal management in their territories. This study enables partners to identify the diversities in their legal systems in planning and managing the urban/coastal zones. This step ensures the knowledge and understanding between stakeholders, necessary to initiate transnational connections.


      3. Identification of key stakeholders

      Overlapping the two previous activities, the partners identify the key local stakeholders related to urban coastal management in each territory as well as the international and national actors. These stakeholders will be listed in one database per territory that will be useful and essential to initiate local and international connections between the relevant stakeholders.


      4. Initiation of local connections – Local Working Groups

      Based on the studies and identification of stakeholders realized in the previous steps, local connections in each partner territory are initiated through the organization of Local Working Groups. These LWGs gather the identified key stakeholders (local authorities, international actors, businesses, universities and civil society) and rely on a close coordination between national, regional, local authorities, in relation to the various authorizations for joint decision-making procedures and activities that may be achieved.

      LWG meetings enable each territory to produce recommendations for improved governance within their territory. UNDP Lebanon will use these recommendations to publish a Policy Implementation Guidelines, which will be based on the best legal and institutional tools to be implemented at national level in order to favour an inter sectoral and integrated governance of costal urban territories.


      5. Initiation of international connections

      When Local Working Groups are set up and have already met, international connections between them will be initiated with the aim to reinforce good local governance. An international meeting between the LWGs of all the territories will be organised at the end of the project at the occasion of the public conference in Aqaba.

  • WP5: MEDSEATIES Capacities, coordinated by Liguria Cluster of Marine Technologies
    • MEDSEATIES CAPACITIES Work Package enhances public and private stakeholders awareness, capacities and autonomy in order to give them competences to have clout in ICZM. Activities will then take place in parallel to MEDSEATIES GOVERNANCE WP and are led by the Liguria Cluster of Maritime Technologies.


      1. Experience sharing and know-how transfer

      Based on the Local Working Groups created within MEDSEATIES GOVERNANCE WP, two dedicated sessions are organized in each territory, where members of each LWG share experiences and transfer know-how on the following regulatory and scientific topics:

      - Existing mechanisms for sustainable networking of institutions, sectoral legislations and planning;
      - Opportunities associated to economic, financial and fiscal instruments: clusterization of maritime businesses, management of public and private lands, use of the property, etc.;
      - Technical concepts related to ICZM: specific environmental risks and issues challenging coastal cities sustainable development (including climate change), sustainable scientific and technical assistance of the international network and cross-border cooperation.


      2. Communication tools adapted to territories and target groups

      In coordination with Communication WP, partners elaborate and diffuse communication tools adapted to their own territories and to each target group (national, local decision-makers and economic and civil society). This means that, unlike tools produced in WP2, and with the aim to better reach each target group, every partner is be responsible for the production of specific communication material for his territory, which promotes the integrated coastal zone management and its impact on environment and on the communities living there.


      3. Raising public awareness related to coastal management

      Each partner sets up a campaign to build awareness and inform inhabitants about social benefits of coastal environment protection and changes related to coastal management happening in their territories. These campaigns, interactive and specific to each territory, will also be based on local communication means (local TV and radios) and direct interaction with relevant people (meetings with the different communities, interventions in schools, participation to local celebrations).