The WG3 related to specific objective 3 will converge towards the experimentation of pilot actions in the areas of the project. These actions will allow the concrete implementation of new devices (such as services, equipment, tools, methods or approaches) derived from a joint reflection or will demonstrate the feasibility/transferability of existing solutions to a specific territory/sector.
Pilot test of the AI-based predictive platform “Henko” and innovative digital technologies with end-users of palliative care (A3.2): people with palliative care needs (N=120), family members (N=50), professionals (N=25). (1 pilot action implemented in the 7 care beneficiaries, INTRAS, GSS, HEALTH, DIPBI, CHUB, PM, IPO).
Pilot or mini-pilots of the “Tool Box” (A3.3): Brief experimentation of innovative technologies or services in the market or with sufficient technological maturity, as well as process innovations or care models. “Soft evaluation” methodology. (1 pilot action implemented in the 7 care beneficiaries, INTRAS, GSS, HEALTH, DIPBI, CHUB, PM, IPO).
Conduct of a randomised multicenter clinical trial with intervention and control group in 300 elderly patients of the Geriatric/Internal Medicine service in the hospitals participating in the project. The hospital care model of the HUN Geriatrics Service has demonstrated, through scientific evidence, the prevention of disability generated during hospitalisation in 60 % of patients who perform the individualised exercise program. Starting from the basis of this model, and seeking its optimisation, an innovative hospital care model will be developed jointly that will be implemented in HDFF (Portugal), CHU-T (France), SAAS (Andorra) and HUN (Spain). The design of the clinical trial will take into account the needs, possibilities and characteristics of each hospital for its implementation and subsequent follow-up after 3 months of the intervention, in order to assess the adherence and the results of the practice of physical exercise and adoption of healthy habits. This pilot activity will begin with the joint elaboration of the protocol, and, after its approval by the different Ethical Committees, the recruitment of patients in the 3 hospitals that will be randomised through a blind procedure (month 7) will begin. The duration of the clinical trial is estimated at 2 years, and once completed, the results analysis will be carried out. The results of this pilot activity tested in the three hospitals will allow the development of a solution that can be easily transferred to other hospitals in different territories. The implementation of this pilot activity in three hospitals in different countries and regions brings added value to the results, since it includes a heterogeneous population with different social and economic characteristics of the SUDOE territory and with different health systems, increasing the impact of the results at a scientific level with social and political impact.
Evaluation of each pilot case, analysing its social impact, the functioning of the business unit and the sustainability of each pilot. Conclusions will be drawn that may favor its future replication and a comparative economic analysis of the expenditure in each pilot versus the savings induced in public health services will be made. This savings will serve to look for public-private solutions that allow the replication of pilot experiences.
The strategy for the development of agrotourism in the Sudoe space includes the strategic conclusions of the implementation of the different pilot experiences planned in Agrotour, as well as the integration and systematisation of the contents produced by the knowledge device, initiated previously. As described in activity 3.2., its development will follow a participatory approach through the involvement of public and private entities that have collaborated from the beginning with the project and that are integrated into the different Advisory Forums. This involvement will be achieved through the collection of written and oral testimonies, as well as the realisation of different thematic focus groups. It will also ensure consistency with the strategies currently in force in the territories participating in Agrotour. The strategy will develop its proposal for transnational intervention in accordance with the following principles: Sustainable development in the social, economic and environmental aspects of the agrotourism sector. Taking advantage of the sector’s tractor potential for the social and economic development of the Sudoe rural areas, as well as the fight against depopulation, ageing and lack of generational renewal in the agricultural sector. Strengthening the interactions between urban and rural environments and contributing to the rebalancing of both contexts. —Valorisation of the enogastronomic heritage of the Sudoe and link to environmental and cultural capital. Improving the profitability of agricultural holdings through the diversification of income and offering value-added services. —Incorporation of digital tools for the improvement of competitiveness and redesign of agrotouristic products. Implementation of dynamic public-private collaboration structures.
The action plan for the construction of sustainable public-private partnerships will contain the operationalisation of the content of the development strategy of agrotourism in the Sudoe space. In particular, a series of models of public-private collaboration, including the transnational dimension, will be defined collectively, which will give continuity to the models tested at pilot scale during WG2. It will be based on an identification of models and sources of support that will serve to identify the resources (methodological, financial, material or collaboration-based) that can be used to provide continuity to the actions tested at pilot scale. On this basis, each partner will then work with the key public and private actors of the sector in its territory to integrate the results of the project into existing programs or structures or, eventually, in the creation of new models. In the areas in which it is efficient, the possibility will be opened to the construction of transnational public-private partnerships. The action plan resulting from these actions will contain different models of assimilation of results through public-private collaboration, which will serve as an example or reference for other territories interested in replicating the actions of the Agrotour project.
Strategy developed jointly by the CULTUR-MONTS consortium for the enhancement of heritage, material and immaterial, linked to mountain cultural landscapes and the promotion of formal spaces for cross-sectoral knowledge transfer. The strategy includes and structures the methodological proposals derived from the different pilots and articulates a proposal of syntheses and implementation (action plan) in which the necessary interconnection between the WGs is explained to achieve a comprehensive valorisation of the heritage and its use as a basis for processes of social innovation and territorial development. The strategy will provide practical examples of implementation and development to guide public authorities and organisations that wish to adapt it in their territories.
Common strategy for innovative and sustainable socio-economic development of rural areas in the SUDOE area based on their cultural and natural heritage: Co-design of the strategy – model of rural socio-economic development based on the cultural and natural heritage of the SUDOE space. The objective is to generate territorial attractiveness, helping to establish population and attract sustainable tourism (interested in ecological, cultural, artistic and social aspects) thanks to the preservation, reuse and enhancement of heritage. The strategy will contain different elements necessary to achieve the socio-economic development of rural territories based on their heritage (training of local agents, readaptive use of heritage, generation of artistic-cultural activities, public-private partnerships as well as the construction of networks). PP4 will draft the strategy with contributions from all partners and taking into account the results of WG2 activities. In WG 3, we consider testing different elements of the Strategy. To this end, there will be a common share of all partners, including the development of a participatory governance system (A3.1); design of an action plan translating the strategy into concrete measures (A3.2) and training for local actors (A3.3). Together with this common part, a thematic pilot will be developed per country that will test one or more elements of the strategy, depending on the needs of each territory. The Strategy will be adopted by all project partners (except PP4) in the first quarter of 2026.
WG 1, linked to specific objective 1, will focus on the development of a common strategy and action plan. These achievements, developed jointly within the framework of the partnership, will achieve the objectives set in the framework of the project. They will also provide a longer-term vision to generate far-reaching changes in the areas covered by the project, but also beyond, thanks to communication initiatives.
