They decided not to reinvent the wheel but to build on the work already done. Their goal? To anchor results in the field, systematise their approaches in new contexts, and prepare for effective transfer to new territories.
Let’s revisit the projects AZA4ICE, LOGREENER, MPA4CHANGE, TO CARE MED, and WE GO COOP for the second instalment of our series on capitalising the results of Interreg Euro-MED projects. Their experiences offer inspiration for current and future partners as they design their own initiatives!
Capitalising to Upgrade and Combine Results from Multiple Projects
A first capitalisation approach involves developing the initial results, either by strengthening it to address new challenges or by consolidating existing tools to facilitate their adoption in new territories.
As the issue of overtourism has become a pressing public debate in Mediterranean coastal areas, the TO CARE MED project now addresses it through a more forward-looking approach. Building on previous initiatives like TOUR MED ASSETS and ALTERECO PLUS, the project has evolved from basic statistical analysis to a multi-source approach, combining official data, visitor reviews, and mobile positioning data. This richer dataset provides deeper insights into tourist behaviour and destination pressures.
‘Initially, we focused on quantifying tourist numbers. Now, we analyse what tourists actually do—their interests, movements, and impacts—using diverse data to refine our tools,’ explains Nicola Camatti, Associate Professor at Ca’ Foscari University of Venice. ‘At the same time, two working groups tackle another challenge: planning. They are expected to develop scenarios and action plans that balance economic, social, cultural, and environmental needs for each destination,’ he continues. This complementary approach enriches the relevance of the Tourism Carrying Capacity Limit (TCCL) tool and adds a strategic dimension sought by local authorities and destinations.
In terms of consolidating pre-existing tools, the LOGREENER project builds on three earlier projects:
- LOCAL4GREEN, which developed local green fiscal policies to promote renewable energy;
- PRISMI, which created a technical tool to model renewable energy scenarios based on local conditions (such as wind and solar potential);
- and COMPOSE, which compiled and structured tools and resources into a clear, step-by-step, user-friendly guide for local energy transition planning, covering assessment, implementation, monitoring, and stakeholder engagement.
‘We combined these three projects from their original proposals. Our focus was on how capitalisation could promote wide dissemination, not of the three separate outputs, but of the three together, reaching more local authorities,’ explains Yolanda Nicolau Abad, LOGREENER Project Coordinator. The aim is to establish this toolkit as a reference standard. More broadly, the question of disseminating developed tools to a wider range of users is the second major aspect of the capitalisation processes led by Interreg Euro-MED projects.
Capitalising to Expand the Diffusion of Operational Solutions in the Field
Capitalisation also supports the adoption of project results by end users or in broader geographical contexts. In both cases, the objective is to operationalise developed solutions and actively contribute to change on the ground.
To integrate circularity into spatial planning and aquaculture models, the AZA4ICE project built on the work of the BLUEfasma project, which assessed SMEs’ readiness to adopt circular aquaculture practices in their day-to-day activities, identifying barriers and co-designing capacity-building measures. With these elements in mind, AZA4ICE tested pilots in freshwater and marine sites, considered environmental and economic conditions, and designed action plans for public authorities and guidelines for SMEs.
‘The added value is clear: BLUEfasma provided the conceptual groundwork, while AZA4ICE transformed it into concrete spatial planning, production models, and governance tools ready for local, national, and transnational application,’ explain Thanasis Koukounaris and Konstantina Marousi from the project team.
Other projects have clearly aimed to extend their practices and results to new territories:
- After testing wetland contracts in pilot sites across the Mediterranean and creating a dedicated Community of Practice (CoP) in the WetNet and TUNE UP projects, WE GO COOP ‘broadened its scope beyond traditional wetlands to include rivers, coastlines, and marine areas, fully aligning with the RAMSAR Convention’s expanded definition,’ highlight Romina D’Ascanio and Elisa Avellini, researchers at Roma Tre University. By embracing this comprehensive framework, the project ensures that all water-related ecosystems—from inland marshes to coastal zones—are integrated into a cohesive conservation strategy.
- TO CARE MED has not only expanded its approach but also its geographical scope. ‘Now we’re adapting the Tourism Carrying Capacity Limit (TCCL) to new destinations: coastal cities, rural areas, and everything in between. Each partner trains their local group in the Carrying Capacity methodology, creating a cascade-learning effect,’ says Nicola Camatti.
- Finally, MPA4CHANGE also marks the final stage of a progressive effort that began with MPA Adapt, which tested climate adaptation tools for Marine Protected Areas (MPAs), followed by MPA Engage, which refined these tools and expanded their reach. ‘In MPA4CHANGE, we’re at the end of this process. We’ve tested the tools, learned from the pilot phase, and identified what was preventing their wider adoption. Now, we’re refining these tools to ensure they can be effectively used by a growing network of MPAs across the Mediterranean,’ explain Nicolas Espitalier, consultant at B.Link, and Joaquim Garrabou, scientist at the Institute of Marine Sciences in Barcelona.
This leads us to the final major challenge: what are the best practices and the right mindset to effectively disseminate project results to new territories?
Three Tips for Managing Legacy, Transfer, and Ownership of Solutions
To ensure long-term impact, projects must leverage governance events to expand networks, identify transfer territories early, and build synergies with other organisations.
- Leverage Governance Events to Expand Networks
‘Interreg Euro-MED Programme and its Missions governance projects events offer opportunities to connect with other projects, share ideas, and explore synergies that can enrich new proposals,’ advises Yolanda Nicolau Abad from LOGREENER.
This approach proved transformative during a recent Institutional Dialogue event in Brussels, where presenting the project toolkit as a policy champion sparked widespread interest. ‘After our presentation, many thematic projects contacted us to integrate their outputs into our toolkit—they recognised the value of a unified resource,’ notes Francesco Filippi from the project team. The event not only validated the toolkit’s relevance but also opened doors for cross-project collaboration.
Now, the team is exploring how to incorporate these contributions. ‘It strengthens the potential of our toolkit to be proposed to other organisations, even beyond the Euro-MED area.’
- Build Synergies with Wider Organisations
Building synergies with other organisations is essential to ensuring the long-term sustainability of any initiative. As MPA4CHANGE demonstrates, ‘The goals we’ve set for the Mediterranean can’t be achieved by a single project. That’s why we’ve sought collaborations with regional organisations like MEDPAN, IUCN, WWF, and the Union for the Mediterranean—all of whom have agreed to contribute to the governance of the 100 MPA MedAlliance’, add Nicolas Espitalier and Joaquim Garrabou. This collective engagement not only strengthens the initiative’s credibility but also, with MEDPAN taking on secretariat duties, provides both resources and a broader platform for impact.
The growing community of managers, eager to implement these tools independently, reflects a self-sustaining momentum. ‘It’s not about consolidation or funding anymore—it’s about ownership for sustainability. MPAs see the value and want to adopt these protocols themselves’. This growing engagement ensures the initiative’s long-term viability, embedding resilience into Mediterranean conservation efforts.
The project published in early 2026 two policy briefs recommendations focusing on incorporating climate change adaptation measures in Marine Protected Areas: 100MPA MEDAlliance: empowering MPA managers for climate resilience and From tools to action: scaling climate adaptation through the MPA4CHANGE toolkits.
- Identify Transfer Territories Early and Adopt the Right Mindset
Yolanda Nicolau, LOGREENER project coordinator finally emphasises the importance of early engagement with target authorities: ‘Identify your local or regional recipients and bring them on board from the start. Consulting them directly makes capitalisation smoother; we often assume we know what they need, but listening reveals gaps we’d otherwise miss.’
Francesco Filippi, from the project team, also stress a mindset shift: ‘Last but not least, be generous. When you enter a new partnership to capitalise on results, you lose some control and ownership of what you created. But in return, you gain far greater benefits in terms of reaching new territories and authorities.’
From anchoring results in the field to systematising best practices and ensuring early transfer, these projects prove that capitalisation turns short-term successes into lasting regional impact.
Next month, the third and final instalment in our series will follow up on our last argument about ownership and integration of new partners. We will explore how to build an effective partnership for capitalisation—because even the best results need the right team to thrive.
(Stay tuned for Part 3: ‘The Art of Partnership—How to Capitalise Together’)
