Solidarity Economy in Portugal - Good Practice Example: MONTE-ACE

SOLIDARITY ECONOMY IN PORTUGAL GOOD PRACTICE EXAMPLE MONTE-ACE

SUSTAINABLE AND SOLIDARITY ECONOMY: MONTE-ACE

1

THE SUSY PROJECT BRINGS TOGETHER AND SHOWS YOU EXAMPLES OF THE SOLIDARITY ECONOMY, SO THAT PEOPLE INVOLVED AND INTERESTED IN SOLIDARITY-BASED INITIATIVES CAN NETWORK AND INTERACT, AND WE CAN SHARE AND OPEN UP THE IDEA OF THE SOLIDARITY ECONOMY TO MORE AND MORE PEOPLE. BY COLLECTING AND SHARING THESE EXAMPLES, WE AIM TO GAIN NEW INSIGHTS INTO THE SOLIDARITY ECONOMY. WE HOPE TO ENABLE REFLECTION AND DISCUSSION IN ORDER TO DISCOVER AND EMBARK ON MORE AND MORE FUTURE OPPORTUNITIES AND POSSIBILITIES FOR THE SOLIDARITY ECONOMY. AT THE SAME TIME – LIKE OTHER INITIATIVES IN THE SOLIDARITY ECONOMY – WE ARE BUILDING LINKS WITH POLITICAL DECISION MAKERS SO TO INCREASE THEIR SUPPORT FOR AN ALTERNATIVE WAY OF DOING THINGS. WE ARE A NETWORK OF 26 ASSOCIATIONS IN 23 EUROPEAN COUNTRIES ENHANCING THE COMPETENCES OF LOCAL ACTORS THAT ARE ENGAGED IN THE SOCIAL AND SOLIDARITY ECONOMY, SUPPORTING A NEW PARADIGM OF ECONOMIC DEVELOPMENT IN ORDER TO FIGHT POVERTY AND TO DIFFUSE AN EQUITABLE AND SUSTAINABLE WAY OF LIVING.

This report has been produced with the financial assistance of the European Union. The contents of this document are the sole responsibility of the project team and can under no circumstances be regarded as reflecting the position of the European Union.

2

Imprint: This publication is a result of the project ’’SUSY – Sustainable and Solidarity Economy”. The Good Practice portrait by the filmmaker António Fonseca can be found on www.youtube.com/watch?v=KJFbNgfMfcA Publisher: Instituto Marquês de Valle Flôr Authors: Catarina Maciel Facilitators: IMVF’s Unity of Global Citizenship, Riccardo Troisi (Fairwatch), Monica diSisto (Fairwatch) Foto credits: António Fonseca Portugal, 2016

INDEX 1. Description of the SSE Good practice .............................................................................................................. 4 1.1) Name, Organization and/or network responsible for the practice, Location, Sector. ...................... 4 1.2) Proposed activities ..................................................................................................................................... 4 1.3) Management model and stakeholders involvement.............................................................................. 6 1.4) Turnover and job creation/quality ........................................................................................................... 6 1.5) Social and ecological externalities ........................................................................................................... 7 1.6) Communication and advocacy.................................................................................................................. 7 1.7) Networking, affiliations and openness of the Good practice to the existing networks.................... 8 2. Evaluation of the Good practice ..................................................................................................................... 10 2.1) The Good practice’s economic and social impact and potential........................................................ 10 2.2) The transformative impact on the territory and beyond .................................................................... 11 2.3) Policy impact of the Good practice ........................................................................................................ 11 2.4) Sustainability of the practice .................................................................................................................. 12 2.5) Participatory space open to the territory .............................................................................................. 14 3. What can we learn from the described Good practice?.............................................................................. 14 4. Individual story ................................................................................................................................................ 17 ADDITIONAL INFORMATION ......................................................................................................................... 20 STAKEHOLDER MAPPING ............................................................................................................................... 20 Interviews .............................................................................................................................................................. 21

3

SUSTAINABLE AND SOLIDARITY ECONOMY: MONTE-ACE 1. Description of the SSE Good practice

representative of the community and other

1.1) Name, Organization and/or network

agents of the territory)

responsible for the practice, Location,

Since 2002 Monte is a NGO for Development with

Sector.

the legal status of public utility. It’s also a Local Action Group (LAG)1.

MONTE is an Association, non-profit private

Monte develops its activity in Central Alentejo,

entity, aims to promote social and economic

covering 11 of the 14 municipalities of this

development and advocacy on rural regions,

region. The headquarters of ADREPES is in

particularly Central Alentejo. Monte was founded

Arraiolos. Besides the intervention in Portugal

in 1996 by a group of four local development associations:

Aliende

(Local

Monte has being developing cooperation projects

Development

in Guinea Bissau, in the region of Cachéu, and

Association from Montoito), ADIM (Association

also Cape Verde, in the region of Santo Antão

for the Defense of Monsaraz Heritage), ADMC

Website:

(Montes Claros Development Association) and

ace.pt/site/uk/home_uk.html

Trilho (Rural Development Association). These associations

were

challenged

to

find

http://www.monte-

1.2) Proposed activities

an

organization that could manage LEADER II

The basis of Monte’s work was the LEADER

(important component of EU Rural Development

program and the aim to promote initiatives and

Policy for over 20 years) in the region, so they

social and economic development in low density

decided together to create Monte. In 2010 other

areas.

local association integrates Mont’s associates

Monte was the regional manager of LEADER and

Vendas Novas – Porta do Alentejo.

also SP3 Rural Development Programme -

Besides

the

associates,

a

PRODER. These programs aim to give financial

Cooperation Council involving other organizations

support to rural development plans at different

that could be representative of all the community

levels. From individuals to associations and

like

municipalities. Henrique Sim-Sim refers that

municipalities,

Monte

create

universities,

local

organizations and regional public entities. This

Monte

process was mainly encouraged by Leader

promoting different activities such as local

program, because this program has a major

tourism (an area where the region had good

was

very

competent

at

this

level,

principle the cooperation and local governance (The

local

development

groups

should

be 1

http://www.monte-ace.pt/site/uk/BI_UK_2014_WEB.pdf and Marta Alter Interview 4

results), supporting innovative projects in the

(…) then we start to cooperate with

field of agri-food sector.

Spain, because we share the same

All over the years Monte grew and extended its

problems, rural problems. (…) That way

activity to other fields, participating in other

we

programs at the level of social development,

practices,

employment and training. Covering different

achieving scale. Then we enlarge the

aspects of local development in the region and

territory and start to develop some

abroad.

projects in PALOPs”4

The most representative domains of activity are local

governance.

These

domains

work

a

reflect

brand, on

significant

the

processes,

Cooperation projects:

the following: Organic Agriculture, Fair Trade, and

can

o

are

with other national territories (PROVE –

commercialization

of

fruit

and

translated in four strategic areas and projects at

vegetables from small local producers

national level:2

that in Arraiolos in named Cabaz do



Territorial

promotion

(local

Hortelão),

products

Development) – promoting handcraft and

o

With

countries

Citizenship5”

(PRODER; Skills

Development:

o

With Portuguese Speaking African countries 

Santo Antão Regional Council

Social Innovation (Development Plan for

of Partners – Dissemination of

the Territory 2014-2020, Social Store,

LEADER

project;

Gender

building

of

domestic

Equality

and

violence,

fight

New

against

Deal

Capacity

local

knowledge

for

NGOs, transfer,

Employment – Project to promote youth

cooperation between different

employability

actors,

trough

agriculture

promotion and entrepreneurship)

business

Attending that cooperation is one of

platform

LEADER

adapted

methodologies

“Through

namely and

Portuguese an

with to

the

online contents national

context of Cape Verde

cooperation we learn together, so we 

start to cooperate with other national territories that work in a similar context

3

European

Entrepreneurship

Center for Female Entrepreneurship)

2

other

“Becoming a Change Agent for Rural

Lifelong Learning, CREMP – Resources



typical

local based initiatives like tourism3 Entrepreneurship



the

gastronomy of each region

promotion, Summer School for Rural



promote

Guinea Bissau – With the support of a local team, Monte

4

2014 Activities Report and interviews Henrique Sim-Sim and José Veiga interviews

5

5

Marta Alter interview http://quapro.eu/

is

promoting

projects

to

a bottom-up approach, with a real diagnosis

develop rural areas, capacity

defined by the basis. The local governance is one

building of local agents and

of the major principles of Monte”7 and its added-

preserving

value in the territory.

and

restoring

natural resources from Cacheu region.

1.4) Turnover and job creation/quality Regarding internal activity of Monte:

1.3) Management model and stakeholders involvement The

members

of

Monte

are

5



private

The

board

is

composed

by

representatives of different organizations:

associations, each of them representing different

3

associates,

844

Administration Council and 3 at fiscal

individuals6. Besides this in its Legal Statutes

council. are men representing the 5

Monte has the figure of a cooperation Council

collective associates. Monte has also in

that is composed by several organizations public

the

(municipalities,

represented by a woman.

representing

a

total

universities)

of

and

private

(companies, other organizations).



on

General

board

a

Assembly,

5

Cooperation

on

the

Council

The technical team is composed by 16

It’s a very democratic process and the advantage

people (12 in Portugal and 4 in Guinea

of this process is that all of them have the

Bissau). The coordinator is a woman. The

territorial knowledge (In terms of needs and

gender racio is 68% of women. Most of

stakeholders) and have the facility to promote a

the team has between 25 and 46 years

real stakeholders engagement at different levels

(87, 5%). Most of the team is at Monte

of decision.

for more than 10 years, so the turnover is

Monte’s management model is very flexible. In

low and this is assumed as an added-

2014 Monte promoted a collective reflection in

value of the organization.

order to define the Central Alentejo Territorial Partnership

for

2014-2020

(59

participants

defining and signing the document) In order to pursuit its mission and develops projects

that

community,

suit

in

the

most

real of

the

needs

of

the

projects

the

association tries to engage local stakeholders and community.

“A

strategy

to

promote



local

association

developed

specific

policies to balance professional / family

development needs to organize the territory with

6

The

7

Article 5, Legal Statutes 6

José Veiga interview



lives as well as equitable income between

1141 people that benefit from CLDS (Local

women and men.

Partnership for Social Development), 1 volunteer

The team is multi-task and from different

network, 1 network of entrepreneurial women,

academic areas. 13 of the team members

415 PROVE fresh baskets per month, 1 local

are high qualified (3 people have a

development strategy for 2014-2020 with 59

master in different areas from Regional

local organizations

Planning, Human Resources or Local

Cape Verde: 1 association of local producers

Development). Besides this there is a

developed

clear bet in human resources qualification

in

Santo

Antão

(63

members),

capacity building of local agents in the field of

attending to the participation in a national

Communitarian

program of capacity building of social

Tourism

(17

technicians),

capacity building action for farmers (53 people)

NGOs and also the hours of training (379h).

Guine

Bissau:

environmental

education

at

different levels (Support to chance the way of

1.5) Social and ecological externalities

production

of

food

in

markets,

support

Monte’s supports different local organizations

applications to National Programs to Protect

and projects, promoting the creation of new

Environment, projects in schools and capacity

jobs, an entrepreneurial spirit and the recovery

building of teachers).

of local activities like tourism, handcraft and

1.6) Communication and advocacy

agriculture. The main social externalities of Monte are concerned with job creation or

“We

recovery as well as the investment in the

communication. We always try to involve social

territory preventing for instance the migration of

media and in all projects have some budget to be

youth.

used in communication”9 information.

developed by Monte in 20148 in the framework of

237 created

huge

attention

to

the

Indeed

communication

is

a

fundamental issue at different levels

SP3 PRODER:

o External communication and transparency – Monte has information about the

projects

approved

an

In terms of research we can validate this

Attending to some of the results of the projects

187

give

;

projects and also internal issues in the

jobs

website (Different documents like the

in

Annual Reports, Strategic Planning for

Central

next 3 years or Work Plan for 2016 as

Alentejo region,

well

8

9

2014 Activities Report 7

as

the

Marta Alter Interview

human

resources

and

organizational development – internal

or domestic violence or unemployed

training).

people training12

o Monte

follows

different

approaches/instruments promote

people

participation Projects

in

and

order

to

the

Forums,

of

advocacy

one

Pedro

Council,

one of the distinctive mark of Monte’s

Projects

work as well are the advocacy projects in

Public Discussion)

some relevant issues in the field of social

o In specific projects communication had an

economy such as local short marketing

added-value:

chains.

o Projects concerning prevention of domestic/relationship

Promotion

among

of

new

consumers:

attitudes

Responsible

violence.

consumption more engaged with local

“We try to do some advocacy in

resources; Consumers awareness of the

this is a very difficult area to work

ecological impact of their consumption

in small contexts, so we had to

and

find different strategies. We use

economy. This process in integrated in

theater but we also tried to

PROVE project. Monte was one the

involved local social media. During

entities that disseminate the process and

two years we had a monthly

is working in some thematic groups about

program in the radio with different

this.

people

to

talk

about

the

also

contributing

for

the

local

14

1.7) Networking, affiliations and openness

10

thematic”

of the Good practice to the existing

o Monte developed a project of

networks

capacity building of social media in the field of communication for

Monte is recognized by its role in the field of

development and ethical issues in

local governance but also for the promotion of

11

the media o In

field

Krupensky Pedro Krupenski13 refers that

organizations

(Cooperation

Showroom,

o Although Monte didn’t recognize a role in

the

field

of

the work in cooperation and networks. “Monte communication

and

knowledge transfer/sharing Monte has developed

different

material

covering

various thematic such as local governance 12

https://issuu.com/monteace/docs/manual_mirabal_net; https://issuu.com/monteace/docs/guia_formacao_desem pregados; https://issuu.com/monteace/docs 13 President of Portuguese Non-Governmental Development Organizations (NGDOs) Platform 14 http://www.minhaterra.pt/wst/files/I12296RESOLUCAOXARX65X2015.PDF

10

Marta Alter Interview http://www.monte-ace.pt/site/PlanoFormacao_CursoRadar.pdf 11

8

has at least three or four levels of participation:

very committed with this network

local, regional, national and transnational”15

since the beginning”17 o A Minha Terra is a private non-



Local Level – Knowledge of the territory,

profit

its agents and needs, working together (Local

Councils

for

Social

53)

structures

of

affiliate and an active partner, collaborating

with

development

National Level

of

the different

activities.18 Rural

Nacional

(National

o ANIMAR - Portuguese Association

Rural Network) join agents of rural

for Local Development constituted

development located in Portugal.

by 82 collective associations and

It works as a platform for the dissemination

and

information,

experience

knowledge,

to

sharing

facilitate

110 individuals. This network bet

of

the sharing of knowledge and

and

practices among its associates,

the

develop sharing and cooperation of actions to be implemented in order

de

rural areas. Monte is one of its

such as the Directory of

LDAs Networks from Alentejo o Rede

(Associações

solutions for the development of

the

Agriculture and Fishery from Lisbon area; 

Development

and aims at the implementation of

Regional : Working with the municipalities government,

Local

Desenvolvimento Local - ADL),

Alentejo; Villages Assemblies regional

of

Associations

in different CLAS in the region of Central

and

public

2000 by a large group (currently

Intervention/Action) – Monte participates



with

interest. It was established in

with the community and local actors: CLAS

organization

to

improve

promoting

local

initiatives,

dissemination

products

the

and

cultural

implementation of programs and

potential

policy and the qualification of the

of

experiences,

and

communities,

measures of rural development

employment for

economic

based

on

resources,

the

culture,

heritage and local staff.

intervention of those involved in

o Portuguese

rural development16. “Monte is

Development

Non-Governmental Organizations

(NGDOs) Platform is a private non-profit 15

17

16

18

Henrique Sim-Sim Interview http://www.rederural.pt/index.php/en/rede-ruralnacional/who-are-we/introduction

organization

that

José Veiga Interview Information from A Minha Terra (Colected on the 1st phase of the project) 9

represents a group of 68 NGDOs,

more interesting for the development of our work

registered

and we are committed with them”19

Foreign

in

the

Affairs.

represents

Ministry

The

and

of

Platform supports

2. Evaluation of the Good practice

Portuguese NGDOs at a national and

international

contributing

to

2.1) The Good practice’s economic and social impact and potential

level,

strengthen

the The most important contribution recognized by

intervention of the civil society in the

areas

Cooperation,

of

all the interviews, from beneficiaries to the

Development

Humanitarian

regional entities was the role of Monte in

and

enhancement of endogenous resources (human,

Emergency Aid and Development

natural and financial). This has an economic

Education. 

impact, that most of times is difficult to quantify,

International Level

but also a social impact, promoting the territory.

o EUROACE Network – network of LDAs from Extremadura (Spain)

“Monte was one of the booster of projects to

and Portugal (Alentejo Region and Center Region). create

to

promote agriculture recovery and stimulating

A euro-region

promote

youth interesting in the agriculture”, promoting

knowledge

the competitiveness of low density territories and

transference

new opportunities to young people. “Nowadays

o European Anti-Poverty Network is

local

the largest European network of national,

regional

and

products,

endogenous

resources

are

important assets of Alentejo, bringing qualified

local

youth to the territory in order to promote a more

networks, involving anti-poverty

sustainable development.”20 Projects like PROVE

NGOs and grassroot groups. as

or New Deal for Youth Employment have an

well as European Organisations,

economic impact but mainly social

active in the fight against poverty and social exclusion. Monte is the

One of the major impact of Monte’s activity,

responsible for the coordination of

specially as regional manager of some programs,

this network in Evora Region since

is the fact that it gives new opportunities to small

2014.

actors that otherwise would be excluded of communitarian

The role of Monte in all the networks is “to

funds.

Monte

promote

the

creation of new jobs, support innovative projects.

contribute to the network, because the network

“Created employment in the territory, support

gives us a lot. Be in a network represents an added-value because we share and we learn. In

19

each network we look to the areas that can be

20

10

Marta Alter Interview Henrique Sim-Sim Interview

different companies to grow or consolidate,

territory: youth returning, youth staying, more

qualified the territory and support territory

qualified youth in the territory, new business and

development (…) But the capacity building of

The most relevant role of Monte in the territory is

people contribute to the qualification of the

to keep the rural world alive and dynamic,

community and with impact in the origin, in the

maintaining people in their villages, in their

families”21

mountains, but having acess to some support to maintain themselves in these places (…) Its not

“The social impact of Monte is stronger, because

about economic viability but maintain a living

this association encourages the self-organization

landscape, because there will be no rural world

of local agents. That territorial animation helps to

without people, if no one lives there. If we lose

consolidate initiatives”22

this all the tourists lose the interest.”24 This vision of Monte wok is real important as this

2.2) The transformative impact on the territory and beyond

issues are so relevant that the Portuguese Government decided to create last month a new

Transformative impact in the way they look at

structure to reflect about the desertification and

the territory terms of as intervention that is act

promotion of low density territories.

closed with the people, it’s part of local actors and its their self-organization that is relevant.

The transformation of mentalities and local

Monte is disruptive in the way the organization

awareness were shared by almost all the

looks to the territory, It creates disruption in

stakeholders. Mainly concerning the way people

some territories and dynamics, adding value. A

look at their territory, improving the partnership

work with the most vulnerable, developing

and a communitarian approach. We can analyze

common strategies with the women, youth, the

these impacts on PROVE.

unemployed working deep in the field of qualification, crossing interests. Monte has strong competences and strong networks, hard skills

2.3) Policy impact of the Good practice

but also relational skills, qualifying itself but also its territories. That makes the difference in the

In what concern with policy impact the analysis is not obvious.

territory.23

Attending that most of Portuguese policies are

Local Pacts for Employment or the Project New

defined at a central level it’s difficult for an

Deal for youth unemployed are contributing to a

organization or its stakeholders to clear identify

new economic and social dynamics in the

areas in each they did the difference and had a real policy impact.

21

Henrique Sim-Sim Interview José Veiga Interview 23 Henrique Sim-Sim 22

24

11

Alberto Pirata

28

However almost all the interviewees referred that

with Barca Report

Monte contribute for sure for some changes

have shown that they can be successful in

together with others. The principal contribution

developing

was in the field of rural policies:

integration and institutional cooperation. This

new

local initiatives, as LEADER, ideas,

promoting

policy

integration has a significant impact at regional “Monte and other LDAs are responsible for the

level: “Originally this kind of organization were

release of a set of initiatives and policies like

created to ‘implement’ an approach of local

rural entrepreneurship. This was a concept that

development that would converge to integrate

policy-makers didn’t use. (..) However with the

the public policies at a local level and that can be

development of different projects in the field of

done with small grants, because they should only

handcraft or local products that started to be

operate in the failures of the policies”29. The role

regulated at a communitarian level and the

that Monte and other ADLs in the territory was

Protected Designation of Origin25, LDAs open this

not clearly this but their activities contribute to

field. (…) Not directly Monte but attending to the

policy integration. Monte also recognize this role

networks in which Monte’s participate, this association

influenced

positively

internally: “The intervention that Monte and

these

other entities as ours do, in this kind of territories

discussions at a political level”26 At this level we

where the support/grants are not enough. The

can considerer the impact of PROVE Project in which

Monte

participate

actively

and

central politics doesn’t take into account the

that

specific local needs I believe we are making the

contribute for change at a policy level in terms of

difference mainly because we are trying to

the short marketing chains with new regulation

adapt, adjust and integrate the policies. We try

at a national level.

not only to share our knowledge but also

Monte is also recognized as an organization that

influence the politics of our region, having a

promotes local governance. And that for sure has

close interaction with the municipalities in order

impacts at a policy level. “Monte introduced a

that our opinion can be taken into account in the

new way to be in the territory. Open, competent,

formulation of new programs and policies”30

innovative, in relation with others. This has been transferred not only for local organizations but

2.4) Sustainability of the practice

also for municipalities and regional entities”27

Attending to the circumstances of this kind of

At local level is particular relevant the importance

organization the sustainability has to be analyze

of policy integration. This approach is recognized

at different levels:

at high level (European Commission). According 28

http://ec.europa.eu/regional_policy/archive/policy/future /pdf/report_barca_v0306.pdf, pp 126 29 José Veiga Interview 30 Inácia Rebocho Interview

25

http://ec.europa.eu/agriculture/quality/ 26 José Veiga Interview 27 Henrique Sim-Sim Interview 12



Organizational

level:

Monte

as

LEADER

an

manager of some regional funds - At this

sustainable,

level

support in order they can grow

the

organization

is

always

Government.

“Nowadays

the

o Valorization

give

them

of

endogenous

sustainability of this organizations is not

resources: natural resources and

easy for different reasons: economic and

economic activities as well as

social conjuncture, when organizations

human

launch new projects they are always

building of local agents assures

dependent of grants and financial aids.

part of the sustainability of the

And these grants have specific goals. The

processes), promoting the social

sustainability of this organization is also

sustainability of the territory and

affected by new political cycles, new

people (Projects like New Deal for

agents”31

Employment

The

organization

is

aware

of

developed

this

resources

or in

(capacity

the

Cape

projects Verde

or

Guinea)

an organization that is always trying to

o Knowledge transfer at different

innovate and develop different strategies.

levels and direction: from other

And this is a field in which Monte is also

territories but also to other agents

investing, trying to use new tools like the

trough

social impact bonds (in partnership with

methodologies and a practice of

the private sector of the region). Besides

evaluation (external and internal) 

this “when Monte doesn’t get the grant,

the

definition

of

Governance level: One of the added-value

they try to develop the initiative in a

of Monte is the local governance “rural

different way more related with reflection

communities can organize themselves

or stakeholders engagement”

32

and Local governance – That will never finish. The Government requires that

Projects level: o Built in a bottom-up approach and

Monte, as a LDA, be representative of all

answering to real needs, clearly

local agents and can have that legitimacy,

identified

in order their program can match the

in

participatory

collective interests and needs”33

diagnosis and taking into account the target-group. As a manager of

32

and

and consolidate their action;

dependency. And Monte is recognized as

31

Monte

support initiatives that are clearly

from



PRODER

association developing social projects and

dependent of external grants, mainly



and

Henrique Sim-Sim Henrique Sim-Sim interview

33

13

José Veiga

2.5) Participatory space open to the territory

o

Member of the Portuguese Network for Sovereignty and Food and Nutritional Security. www.realimentar.org;

Monte follows all the principles of a democratic

o Relevant stakeholder in a network of

organization attending to its foundation, an

ADLs (Local Development Associations -

association of collective organizations. So the internal processes are all very participatory.

Besides the involvement of the Cooperation Council not only in the definition of the strategy but mainly in the field of the local plan and strategies for the territories.

One

of

its

principles is

participation and

proximity and Monte is recognized by all the interviews as an organization that is based on local

governance.

Indeed,

Monte

aims

to

promote an integrated development, through

http://www.animar-dl.pt/) with different

participation and placed based intervention,

interventions/campaigns in the field of

involving different stakeholders. In most of their

social economy and local development -

projects the beneficiaries identified their needs and help to identify the solutions.

Work

Some

or

New

Deal

for

Active

o Monte participated as a representative of

3. What can we learn from the described Good practice?

a

working group of the CamĂľes Institute of

Attending to the results of the interviews as well

Cooperation and language to promote a Cooperation

sectoral on

Food

as the research about Monte we can identify

Portuguese Security

Citizenship

2.pdf)

LDAs:

of

Rural

ace.pt/site/Flyer_web_2013-04-24-ps-

some interventions together with other NGOD or

strategy

da

(http://www.monte-

concerns advocacy Monte is being developing

Platform,

Bases

o One of the promoters of the project

the added-value of this organization. In what

NGDOs

de

Economy)

This is recognized by different stakeholders as

Portuguese

“Lei

national regulation in the field of Social

Youth

Employment

the

of

Economia Social� (The most important

examples like CLDS (Local Contract for Social Development)

Group

clearly the main results of this practice at

and

national and international level:

Nutrition for sustainable development, 14

o Contribution to SSE – Principles and

urban) and reinforce the economic

projects developed o Empowerment

and social dynamics in a bottomof

communities

up

approach

(Promoting

based on the enhancement of

endogenous

endogenous resources and trough

products and tourism)

a real involvement of communities

resources,

local

o Crossing two major areas: cooperation for

in their own development;

development and a practice of regional

o Social and economic inclusion of

SSE

most vulnerable, the ones that are

o Attending that this was one of the

marginalized and don’t benefit

main points of this study its

from public policies.

important to emphasis the role

o Promoting rural entrepreneurship

that Monte is having at this level,

and the recovery of economic

inspiring

dynamics trough innovation and

because this area is assumed as

territorial animation

natural

o Developing projects in cooperation

other

organizations

development

of

the

organization by almost all the

with others, involving other in

stakeholders

decision-making, supporting them.

interviewed.

“We are growing together, looking

and

partners

o “They start with actions in their

for new solutions for a common

own

territory (…) learning together and

cooperation is like an extension of

this way of work is so consistent,

their intervention in a field that

so natural, that it’s easy for us to

they know well. It’s a win win

cross strategies and projects” o Monte

was

34

and

doing

relation. They implement projects

and

together with local organizations,

consolidate under the LEADER

they are not located there and

program as this approach is real

their main concern is the capacity

important because inspired the

building of local NGOs”35 When

local/regional development (This

Monte developed the first project

methodology was transferred to

in Cape Verde was to disseminate

urban

a

context)

created

territory

and

most

of

LEADER

experience.

The

LEADER principles are the same of

approach was exactly the same

the ones of SSE: improve the rural

than in Portugal and based of

territories (more vulnerable than 35 34

Hermínia Ribeiro Interview (1st phase), Networking for Development Platform

Inácia Rebocho Interview 15

capacity building of local agents in

development in quite different

order

own

areas from the ones that they

endogenous resources. Then they

develop in Portugal (renewable

started to work in Guinea and

energy). Experiences like Monte

maintain the approach but went

are very few and this practice can

deep with a local intervention in

inspire other organizations in both

the promotion of local resources,

directions,

mainly

developing projects in cooperation

to

promote

natural

their

resources

in

Cacheu region, helping the local

or

agents

practices

to

promote

dynamics

and

economic economics

preserving

the

organizations that

bringing

they

have

the and

disseminate in Portugal, in a win-

competitiveness but maintaining and

organizations

win relationship.

natural

o Knowledge transfer

resources36. The principles, the

o One of the major points stated by

knowledge is the same because is

all the stakeholders is the way as

deeply dependent of the local

Monte transfers knowledge from

needs.

other territories to Alentejo, being

o Although

this

approach

seems

a mediator of knowledge from

very clear and simple at the

Europe to the region, codifying,

national

huge

working and preparing all the

impact because as identified in the

knowledge to be disseminated and

Premises chapter in Portuguese

transferred to other region with

context

different

context

has

there

developing

a

are

NGOD

characteristics

like

37

projects

in

countries

and,

o The knowledge transfer is also

mainly, citizenship awareness or

very important at a community

advocacy in Portugal (And in the

level: “When we talk about rural

last two or three years we have

development is very important to

some

organizations

enhance the knowledge related

developing small experiences of

with the rural promotion but also

SSE

the intergenerational knowledge,

development

of in

this

Portugal),

or

Guinea or Cape Verde

local

organizations promoting SSE and

Indeed

developing

values and the image of the

cooperation

for

is

important

that

the

territory, that is distinct from 36

http://spore.cta.int/en/blue-economy/environmentalconservation-ensures-food-security.html

37

16

Henrique Sim-Sim interview

others, can be incorporate and

new challenges. The organization

valued by the ones that live here

never

but also by others.

innovate.38 Projects trying to fix

o Qualification of territories and people

youth in the territory were highly

o Different stakeholders referred this

stopped

innovative

to

and

reflect

inspire

and

other

as the major input of Monte to its

organizations in different parts of

territories. Not only related with

the country.

the fact that this organization is high

qualified

put

this

Monte’s work is the bridge that

to

the

they try to promote between the

territory. But promoting a real

needs of the vulnerable territories

qualification of the territory trough

and the tools and policies created

sharing knowledge.

to supported that needs. “Monte

qualification

For

and

o Another differentiating factor of

available

instance

Resources

in

CREMP

Center

for

Entrepreneurship

where

capacity

of

building

–

knows the territory, the local

Female

needs but also know the tools, the

the

grants

potential

that

promote development

by Monte but also encouraging

making

the

partnership”39

qualification,

sharing

between

potential

knowledge entrepreneurs

and

business

this

sustainable the

region,

process

in

In Monte we identified two individual stories that

o Innovation is

recognized

an

are

organization

constantly

improving

translate

the

different

form their territory, assuring not just productive

their

processes but mainly projects with social viability and the involvement of the community in their

solutions for old problems, like

own development.

youth unemployment, or looking partners

and

support the activities of two small associations

approach in order to find new

new

relevant

approaches and projects of this entity. Monte

as having a deep

knowledge of the territories and

for

in

to

4. Individual story 40

women o Monte

available

a

entrepreneurs is promoted directly peer

are

or

methodologies. During the last 20 38

months, Monte had the capacity

Henrique Sim-Sim interview Inácia Rebocho Interview 40 Full interview recorded, filmed and transcribed (Attachments) 39

to regenerate itself and look for 17

Dupla Personalidade Association

they also have support sharing equipment and

The story of the project in small steps: Alberto is

human support. “We have some support from

a youth that was supported by Monte at different

the

phases of his life, first as a children/teenager

association like our need a different support,

when he went to Monte just to use the internet

more human, helping us to reflect and to grow,

(Monte’s resource center was very important for

to pursuit our aims and our activity. And in

youth because they just have internet at school

Monte we found that space and support”.

municipalities,

some

grants,

but

an

and at Monte they have the opportunity to use the internet for other things and to be with

This group is working, together with Monte,

friends in a different space), then as an

some social issues through theater. Like gender

association

of

violence. Monte develops a project to support the

internship. The story shared here is about the

victims and in that project Dupla Personalidade

support that Monte gave to his organization.

participate developing some work in the field of

Alberto and other teenagers had a theater group

community theater. This kind of partnership and

in School and they decided to create a youth

support helps the entity to develop it’s activity

association in order to organize small theater

and gain some space in their community.

performances.

Alberto

leader

and

This

then

in

association

terms

Dupla

regards that Monte give particular

Personalidade aims to promote arts, culture and

attention to the needs of the local community.

sports through different initiatives; promote

“Monte is like a factory of new agents in the

youth; promote citizenship and solidarity in the

region, involving youth in the processes in order

community. The diversification of some of their

they recognized they are needed and a resource

activities was due to the work that they develop

for the development of their own territory”41.

with Monte.

Indeed, Alberto shared that thanks to the support of Monte they were able to pursuit some training in professional theater. All over the years 41

18

Alberto, Dupla Personalidade Association

Liga dos Pequenos e Médios Agricultores de

“Although this project assured small agriculture

Montemor-o-Novo

production, it’s impact is higher than that, attending that it contributes to occupy usefully

Another project and organization that was

some people, to help people to overtake some

supported by Monte was

difficulties,

for

instance

Liga dos Pequenos e Médios Agricultores de

loneliness,

or

some

Montemor-o-Novo (Association of small and

contributing

medium farmers of Montemor-o-Novo). The

intergenerational exchange”42

to

unemployment,

financial

the

family

or

constraints, income,

project was born in 2012 mainly because the community wanted a space to produce some goods for their own consumption. Attending to this

need

the

municipality

gave

to

this

association a large property in order they can manage and distribute some land plots to different people. The organization of this process was only possible with Monte’s support. Trough PRODER they get the financial support to manage the land and also to implement an irrigation system.

The main role of Monte in this process was indeed to understand the relevance and social feasibility of the project, because “in a project like this we can’t expect economic feasibility, profit but only social issues. That support, the understanding of the project impact was the major element that allowed the development of this project”43.

That way was possible to promote community gardens. This way the community assure their own

fresh

products

and

plants

as

well

neighborhood improvement, sense of community and

connection

intergenerational

to

the

share

of

environment

and

knowledge

and

experiences.

42 43

19

Alexandre Pirata, interview Alexandre Pirata, interview

ADDITIONAL INFORMATION STAKEHOLDER MAPPING

HIGH PROFILE

      

LOW POWER

Cidadania e Território ISCTE ANIMAR EAPN Observatório de Lisboa UCP – ES Universidade de Évora

 CIMAC  Fundação EDP

HIGH POWER

 Rede Intermunicipal  FCG  Plataforma ONGD

     

LOW PROFILE

20

UCCLA CASES Camões IP CCDR–A Seg. Social – CPD CCDRLVT

Interviews With the contributions of the following stakeholders: 

For the selection of the Good Practice: o Network of rural associations: Luís Chaves and Luís Pedroso (Federação A Minha Terra); o Non Governamental Development Platform: Pedro Kruspensky (ONGD Platform) and Hermínia Ribeiro (Networking for Development: From Town Twinning to More Efficient

Cooperation), o SSE sector: Eduardo Figueira (ANIMAR) and Cátia Cohen Cases and Jorge Nunes (Informal Network: Cidadania e Território) 

For the evaluation of the good practice we interviewed o Representative of Local/regional Authoraties: José Veiga (Directory of Agriculture from Alentejo Region) o Expert of a Regional Network: Henrique Sim-Sim (Mission Structure for Social Innovation in Portugal) o Beneficiaries: Alberto Santos (Dupla Personalidade Association), Alexandre Pirata (Manager of Liga dos Pequenos e Médios Agricultores de Montemor-o-Novo) o Responsible for the organization: Marta Alter (General Director of Monte) o Worker: Inácia Rebocho

21