The Information Society White Book of Corsica

Corsica, France

SYNTHESIS

The Information Society White Book was a participative project led by the Corsican regional authorities. The project, which lasted several months, was part of an overall strategy aimed at developing an information society in Corsica. The region, the state and the European Union (EU) have been making substantial contributions to developing information and communication technology (ICT) infrastructures in Corsica. In spite of such improvement, Corsica suffers from a lower diffusion of new technologies. In particular, only 78% of companies use the Internet, while the average in France is 93%. In order to foster the implementation of an information society in Corsica, it was decided to launch a collective reflection that would involve all potential actors and not only experts and policymakers. The White Book was seen as the best means for getting a clear picture of the Corsican actors and for identifying ideas, obstacles and recommendations for the future.

The White Book was organised around three main activities: - a kick-off meeting organised in February 2006 in Ajaccio (150 participants); - 14 meetings held from March to May 2006 across the island; - a final meeting organised in Ajaccio in June 2006 with the previous participants from meetings as well as new participants (around 400 participants).

From an organisational point of view, the project involved the Mission for Information Technologies in Corsica (MITIC) of the Regional Council of Corsica, and the Secretariat General for Corsican Affairs (SGAC), which is the French State's representative in Corsica. Both the regional authorities and the State authorities in Corsica agreed upon the process and the implementation procedures of the project.

In terms of results, the project enabled: - the identification of regional actors and projects related to ICT; - the networking of regional actors working in the ICT sector or using ICT in their daily activities; - the identification of barriers and opportunities for the implementation of an information society; - the definition of proposals for helping the setting-up an information society.

In terms of lessons, the project testifies that the involvement of Corsican stakeholders in a collective effort to understand the strengths and weaknesses of the island and to identify the opportunities for the future is a worthy endeavour. This was particularly the case as the stakeholder's proposal were taken into account by policy makers in defining th regional information society strategy. Corsica suffers from a negative image, as it is often described as an island closed in on itself with inhabitants not being enough open to each other or to the rest of the world. The White Book gave a different picture of Corsica that is to say an island with economic actors for whom the information society is already a reality. The project gave the opportunity to some of these actors to be identified and to voice their needs and views regarding the information society. Given the particularities of the

1 Corsican situation, one can state that the project was a success both in terms of involvement of a wide range of economic and social actors; and in terms of the leverage effect it has had on public and private funds in favour of the Information Society.

Background information

Country: France Region: Corsica Project title: The Information Society White Book of Corsica

Key words: information society: ICT access, e-inclusion; territorial dimension of regional development: remote, rural, coastal areas and islands

Duration of project: February 2006 – June 2006

Funding: Total budget €150,000 ERDF contribution €112,500 Regional budget €37,500

ERDF Objective: Objective 1

2 1. PROJECT DESCRIPTION

The overall objective of this project was to initiate a collective reflection on the development of an information society in Corsica. The goal was to identify the main areas on which the Regional Council of Corsica will concentrate its efforts in the coming years, especially in the context of the State-Region Planning Contract and of the programming of the European Union' Structural Fund interventions for the 2007-2013 period.

The Mission for Information Technologies in Corsica (MITIC), which is under the aegis of the region, led the project. The project manager was the director of MITIC. The purpose of the White Book was: - to give the opportunity to internet users and actors to voice their comments and views; - to identify local innovative actions; - to provide the regional actors of the information society with information on Corsican, national and foreign know-how, practices, approaches, innovative policies; - to bring together actors, both institutional and private, and their national counterparts, in order to perform a collective appraisal of current and future operational projects; - to prepare, through a collective process, the strategy that the Territorial Assembly (region legislative body) will have to discuss.

The project was organised around the following activities: - in June 2005, the region gave the green light for the launch of the White Book; - in February 2006, a kick-off meeting was organised with about 150 persons; - from March to May 2006, 14 meetings were held (in two waves, one in March and one in May). The objective was to cover the larger part of Corsica and to access each and every sub-territory of the island. In total, the meetings brought together more than 110 participants each time (with approximately half of new participants during the second wave); - in June 2006, a final meeting was organised that brought together past meeting participants as well as new participants. Around 400 persons attended the final meeting; - in November 2006, a first version of the White Book was completed; - in July 2007, the 6th version of the White Book was edited as a book.

The results of the projects are strongly related to the regional policy-making process. They correspond to: - the formalisation of a process for identifying the innovative regional actors and projects; - the identification of a method for making proposals concerning the development of a specific sector; - the discovery of a process for identifying, in a collective manner, barriers and opportunities for the economic development of Corsica.

From the point of view of the contribution of the European Union, the European Regional Development Fund (ERDF) funding covered the period from February to June 2006. The ERDF contribution was 75% of the total budget (€112,500 out of €150,000). According to the director of MITIC, the request for ERDF funding for this specific project was motivated by the wish to inform the European Commission about the regional efforts

3 toward the development of an information society. At this time, it was a good opportunity to highlight what was achieved. The region provided the rest of the funding.

2. POLITICAL AND STRATEGIC CONTEXTS

Corsica is unique among French regions, in many ways: - in geographical terms, Corsica is not a homogenous territory but rather a patchwork of small territories, more or less connected to each other; - as regards economic activity, the service sector is prominent, notably tourism; - in terms of jobs, one-third of the active population is employed by the public sector, which is far higher than the national average; - as regards capital and investment, Corsican enterprises suffer from a lack of capital and are characterised by significant under-investment; - in terms of R&D efforts, public investments are significantly higher than private investments.

The region, the national government and the EU have been making substantial efforts to develop the infrastructure of Corsica. To be more specific, during the 1990s, the strategy adopted by the State and the region to sustain economic development was to develop infrastructure, in particular road infrastructure. In recent years, the strategy was to continue to improve the Corsican infrastructure with a focus on the diffusion of information and communication technologies (ICT) through improved telecommunication infrastructures. It is envisaged that, by the end of 2007, some 90-95% of the Corsican territory will be covered by high-speed Internet services.

In spite of improvements in the ICT infrastructure, Corsica suffers in general from a lower diffusion of new technologies. In particular, only 78% of companies use the Internet while the average in France is 93%. Accordingly, in order to foster the development of an information society in Corsica, it was decided to identify the main barriers and the opportunities in the Corsican society and economy. To do so, the decision was taken to initiate a collective reflection that would involve all potential actors and not only experts and policymakers. This gave birth to the White Book for an Information Society. The green light was given on 3 June 2005 after a vote of the Regional Council.

3. IMPLEMENTATION

3.1. Project design and planning The Mission for Information Technologies in Corsica (MITIC)1 was responsible for initiating the White Book for an Information Society of Corsica project. The starting point was the definition of the future strategy of the public actors as regards ICT in Corsica. At this time, the MITIC was at a crossroads. Created in 2004, two years before the launch of the project, the main tasks of the MITIC included support to projects aimed at developing services and uses of ICT in Corsica.

1 http://www.mitic.corse.fr/

4 For the next period of programming, (2007-2013), the MITIC wanted to reflect upon the focus of public action in favour of ICT in Corsica. To this end, the idea of a collaborative deliberation was discussed. This was preferred to an expert assessment report of the Corsican ICT landscape that would have proposed recommendations for actions. According to the staff of the MITIC, this option, which indeed was not formally taken into account, could have ended up with interesting prospective conclusions. However, there would have been also a risk that the insular Corsican reality had not been understood.

Before the project had been actually launched, the MITIC made a clear assessment of the main barriers that might hinder the functioning of the project. The first potential risk identified was an insufficient involvement of the target actors due to lack of interest and/or because of the difficulty in reaching them. The second potential risk that was taken into account was a self-interested behaviour of the actors to ask for services instead of making proposals. To deal with these risks, it was decided to organise the meetings in two waves, in order to adapt as much as possible in the second wave to the actual situation encountered during the first wave. In parallel, the communication campaign emphasised the participatory nature of the meetings and of the project in general.

To design the project in an appropriate way, it was decided that it was possible to benefit from Corsican uniqueness in comparison to other less-developed regions in Europe (in particular in the Mediterranean area) regarding the use of ICT. This benchmark exercise took the form of presenting regional cases at the final meeting.

The purpose of the project was to construct a collective process and the White Book provided an evaluation of the process. If the involvement and the participation of the Corsican actors had been insufficient, the White Book would have been an empty book.

3.2. Management, monitoring and evaluation system The director of the Mission for Information Technologies in Corsica (MITIC) was assigned as project manager, while the daily tasks were the responsibility of one of their engineers. The steering group was composed of the director of the MITIC, the regional director general of services responsible for ICT issues, a representative of the state, responsible for ICT issues at the Secretariat General for Corsican Affairs (SGAC)2 and a representative of the consulting company that was recruited to support the project. Members of the steering group knew each other beforehand since they are regularly involved in activities related to ICT in Corsica and have to meet on a regular basis for these activities.

The steering group convened the first time in January 2006. After the first wave of meetings, a meeting was held with all the members (in April 2006). In June 2006, the steering group had a meeting in order to prepare the final meeting. The steering group discussed the final deliverable in January 2007.

In order to support the project team, a consulting company, with a strong knowledge in ICT issues, was hired from mainland France. The consultants had a great deal of experience in preparing and animating public debates. Their duties were to lead some of the meetings and to write up deliverables for the production of the White Book. Four other facilitators were recruited from Corsica, also with experience in public debates, for

2 http://www.corse.pref.gouv.fr/

5 conducting some of the meetings. The criteria for their selection were related to their knowledge in the field of the meetings that they would lead and their specialisation in ICT.

The project involved also the president of the Department of Economics and Laws of the General Council of Information Technologies (CGTI)3. The CGTI is an advisory body that is attached to the national Ministry of Industry to provide local authorities with specific expertise on ICT.

Each Friday, the MITIC team, the president of the department of economics and laws of the CGTI, the consulting company and the facilitators had a teleconference. For daily contact, apart from emails and phone calls, the project actors were provided with a tool for posting messages and sharing the list of tasks to do.

The project was launched without a clear view regarding the procedures to follow. It was rather decided to proceed with pragmatism. As a matter of fact, the overall approach of the project in regards to organisation was to be as flexible as possible.

3.3. Governance: partnership and leadership The main actors in the process, regarding the project management, were the Mission for Information Technologies in Corsica (MITIC) and the Secretariat General for Corsican Affairs (SGAC). In practice, the project was mostly carried out by the members of the MITIC and the president of the department of economics and laws of the General Council of Information Technologies (CGTI). Since the project was a project led by the regional authorities, the SGAC played a less active role. Nevertheless, it fully supported the initiative.

The Mission for Information Technologies in Corsica was created in 2004 in order to give a new impetus to the regional ICT policy. Regarding the State's role in Corsica, the main actor responsible for ICT is the Secretariat General for Corsican Affairs (SGAC). In Corsica, this responsibility was delineated in 2001. The SGAC’s duties are to provide expertise on issues related to spatial planning in terms of infrastructures, ICT use and e- administration.

From 2001 to 2003, the regional interlocutor of the SGAC regarding ICT was the Agency for Economic Development of Corsica, which did not have a departments dedicated to new technologies. As a matter of fact, the SGAC was the only public actor that was really pro- active as far as ICT is concerned. The creation of the MITIC considerably modified the landscape in a positive way. The main impact was that the selection and the follow-up of projects were performed in a cooperative manner between state and region staff. Besides that, this gave the possibility to build and share a common strategy on what to do for the implementation of an information society in Corsica.

As far as the external partners are concerned, namely the consulting company, it had difficulties to adapt its work and its methods to the specific situation of Corsica. Indeed, its role tended to diminish as the project progressed. In contrast, the role of the MITIC and of the president of the department of economics and laws of the CGTI increased because they profoundly believed in the project and refused to let it fail.

3 http://www.cgti.org/index.php

6 3.4. Innovative elements and novel approaches to implementation The approach that was considered for the implementation of the project was not innovative per se but was innovative for Corsica, since it was the first attempt to encourage a real participatory process of local people in meetings all over Corsica. In the context of the White Book, new practices were utilised in the way the meetings were organised. The main idea was to give the floor to the participants as much as possible, not to provide them with a course on the use of the ICT or on the knowledge economy. Efforts were made to make people share their experiences, questions and proposals and eventually to make new ideas emerge. In other words, a bottom-up approach was encouraged throughout the workshops.

The idea was to cover the larger part of Corsica in order to reach as many different people as possible and to take local specificity into account. Corsica is often described as an island made of very small territories that, because of the geography, are almost not connected to each other. The White Book had the ambition to overcome the geographical barriers and to involve as many territories as possible. The idea was that a regional strategy for ICT, which is aimed at connecting people and territories, could not be restricted to either a top- down approach nor to a participatory process involving only people from the main cities.

Despite the fact that a regional public agency led the project, a major requirement of the process was that the Regional Council, the region legislative body, would not vote against the conclusions of the project. Accordingly, the Regional Council role was to validate the legitimacy of the process and not to accept or to refuse the conclusions. This was different from what happened to two previous strategies that were voted on by the regional assembly in July 2003, one related to ICT infrastructures and the other related to ICT use.4

The corollary of the previous comment is that, at some point, the White Book and its recommendations have to be accepted by the regional representatives and by the executive of the region. Otherwise, there is a risk that it becomes just another report on the shelf instead of being the milestone it was expected to be by all the lead participants. The risk was not underestimated, but at the same time, the persons responsible for the project trusted the region to design specific actions based on the White Book.

3.5. Key implementation obstacles and problem-solving practices The main obstacle was a lower than expected participation of stakeholders in the activities of the project, in particular there was a difficulty to involve small companies. The main participants were representatives from public or semi-public administrations (see Annex 1 for details).

To counter low attendance, the Mission for Information Technologies in Corsica tried to involve actors with whom it already had contacts. A communication campaign was also organised in order to reach as many new people as possible. The result was not as high as expected. Yet the core team decided not to become overly concerned and continued working with the stakeholders who showed interest. The core team knew perfectly the Corsican context and were aware of the fact that in Corsica inertia is very strong, which does not mean that there is no individual innovative behaviour. Besides that, the core team took the White Book itself as a good means to publicise the overall approach and to reach new participants with the view to introduce further improvements. In all, there is evidence

4 Both documents were produced by the Agency for Economic Development of Corsica (ADEC,http://www.corse-adec.org/fr/index_aides.html), which is also under the aegis of the region.

7 that the participants were in general enthusiastic to attend the meetings and to voice their views and proposals. A blog was also maintained by the MITIC for comments and suggestions, but few contributions were made.

Secondly, topics selected by the MITIC team, and supported by the president of the department of economics and laws of the CGTI, were not necessarily relevant for the context of the White Book in the sense that they did not correspond to information society policy. The selection of the topics was not sufficiently discussed beforehand, because time was lacking, rather a choice was made to focus on general themes. However, it became clear after the first wave of meetings that the selected topics were too restrictive.

Subsequently, it was decided that the second wave of meetings would be devoted to discussing proposals oriented towards the elaboration of concrete projects rather than to continuing general debates. The White Book that has been written from the contributions of the seven pairs of thematic workshops did not keep to the seven themes. In the end, five topics were identified, including accessibility, economic development, sustainable development, education and training, collective rules and practices.

Third, the consulting company had difficulties understanding the logic of the project. To some extent, the situation was the result of vaguely defined terms of reference regarding the actual tasks the consulting company would have to handle. The reasons why the consulting company faced problems are twofold. On one hand, the context of Corsica is peculiar in the sense that the Corsicans are less keen on participating in public debates than other French people. It seems that the consulting company underestimated this. Furthermore, for the consultants, a meeting involving 20 persons was considered as a failure whereas it has to be considered as a success for Corsica.

On the other hand, the consultants had difficulties to make proposals on the basis of the meetings. It seems that consultants considered their task was to achieve consensus amongst discussants whereas they were recruited for provoking discussions between participants. Due to these two elements, the level of participation of the consultants in the drafting of the White Book on the basis of the meetings and of the final meeting was not as important as expected at the beginning. This was counterbalanced by a higher participation of the MITIC team and of the representative of the CGTI. Fortunately for the project, the team was flexible enough to counterbalance the lower involvement of the consulting company and to continue with the project actions.

4. INNOVATION RESULTS

The support for innovation was indirect and was a search for enhancement of strategy and policy making capacity on the one hand, and a reinforcement of innovation linkages and knowledge flows between Corsican actors on the other.

Three innovative results are related to this policy making process. The first result corresponds to the formalisation of a process for identifying the innovative regional actors and projects. The implementation process provided public actors for the first time with the possibility to identify the IT companies that are spread around the Corsican territory and their characteristics. In other words, as far as the information technology companies that participated in the meetings are concerned, they displayed characteristics different than

8 their national counterparts. They are of a smaller size (around five persons on average) and most often, specialised in narrow domains.

The second innovative result has to do with the method of making proposals for developing an information society policy. The result was innovative in the sense that the approach is less conceptual and less ideological than a report written up by experts or by technicians would have been. Such an approach ensures that the question of the information society in Corsica was considered holistically. It makes sure that the barriers and the challenges are considered from the point of view of the users, of the IT actors, of the economic actors and of the public actors altogether.

The third innovative result that is of interest for policymakers is that the project enabled the design of a process for identifying, in a collective manner, barriers and opportunities for the economic development of Corsica. It was a good means for them to have a clear assessment of Corsicans’ needs and wishes regarding the direction the island should follow in the future. For policymaking, the aim was to provide them with a set of recommendations not to provide them with a tool for identifying recommendations. They were not expected to intervene in the process but to really translate recommendations into actions

The following were included among the main proposals made: 1) to continue the development of high-speed internet supply. Public authorities should guarantee access in all areas including those not profitable to the private sector. Priority should be given to provide businesses with high-speed Internet access; 2) to consider ICT as a main line of the economic development of the island. A regional observatory and support to regional initiatives should accompany Corsica into a knowledge-based society; 3) to enhance service platforms in the field of e-administration and business support; 4) to provide structures to the administration for the sustainable development of the island with dedicated tools in order to display regional geographic information; 5) to promote the virtual discussion spaces to increase public debate. For example, the creation of a public debate website could be carried out by the public authorities in cooperation with the media; 6) to develop the P@M (Multimedia Access Points) network for the benefit of the territories. The P@M network should have coherent missions and objectives. Consequently the elaboration of a charter signed by the P@M staff, public administrations, and the region is an important initiative to launch; 7) to structure the regional information network to promote information access, and collective work at a regional level and between citizens and public institutions; 8) to launch e-inclusion project pilot territories; 9) to design a numerical workspace for school courses including working and communication tools, school services, and access to documentation; 10) to create a website offering distance-learning opportunities and life-long training possibilities; 11) to design of a website aimed at promoting the Corsican language and culture.

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Regarding the strengthening of the innovation linkages and knowledge flows between Corsican actors, the project was a good opportunity to try out new ideas for identifying instruments to connect people. All the interviewed actors highlighted that the White Book was a good means for meeting people they had not met beforehand. This was true for the public actors in particular, the Mission for Information Technologies in Corsica team and those responsible for ICT at the Secretariat General for Corsican Affairs, and for all the participants in general. It was also an opportunity for these persons to see that other people sometimes shared their problems as well. This gave them all the possibility to share their experiences in order to collectively find solutions to fix these problems.

5. SUSTAINABILITY AND TRANSFERABILITY

5.1. Sustainability The question of sustainability is twofold. First, the White Book was open for discussion until it was published in July 2007. Comments and suggestions could be made through the website of the Mission for Information Technologies in Corsica. It has been recognised as crucial to give the possibility to Corsican actors to continue to participate in the elaboration of the strategy aimed at implementing an information society in the island. Besides that, all agree on the necessity to renew the approach, however, it seems clear that people are not keen on participating in the same meetings again. The way of achieving this is a serious challenge that the MITIC will have to face at some point.

Secondly, the White Book was not a project on its own. It was embedded in a larger approach. It was preceded by other actions, such as the development of the high speed Internet infrastructure. Now it has to be followed by policy actions in favour of the development of use of ICT in Corsica. The project outcome was the identification of specific practices that were successful and that can be labelled as “good practices”, such as e-learning and of 'electronic schoolbags'. Policy measures have to be designed to facilitate the diffusion of these practices throughout Corsica. The operational programme for Corsica (2007-2013) clearly benefited from the White Book, given that one of the three priority axes follows the objective to better connect social and economic actors though the development of ICT. In order to reach this objective, the Operational Programme mentions the need to construct a regional strategy on the basis of the results achieved by the White Book.

In this context, the challenge is to translate recommendations put forward by the White Book into actual measures. As previously mentioned, it was difficult to interest people in this approach, and if the White Book had ended up without actual decisions, the people that participated in it would be discouraged and would not be keen on participating in such an action again. Now, it is up to the Corsican authorities to use the White Book efficiently.

5.2. Transferability From a general point of view, the participative approach is obviously transferable, as a whole. Nonetheless, the main lesson is that an efficient transfer relies on a clear assessment of the differences in terms of cultural context. Some elements are transferable as such, while others are not. In the scope of the White Book, it was necessary to keep in mind the difficulty in reaching the Corsican people and to involve them in such a project.

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The participative approach has been used again in Corsica for the question relating to the future of energy on the island, in December 2006. The starting point of this project was what had worked for ICT should also work for energy. The Agency for Economic Development of Corsica (ADEC) was in charge of it. The project was, however, a bit different in the sense that there was only one large meeting, similar to the final meeting that was held in June 2006 for the White Book. So the geographical coverage was less than for the White Book. From this viewpoint, the project on energy was less ambitious than the White Book. According to the Mission for Information Technologies in Corsica team, this project was also a success, but the future will only show whether or not the final impact will be similar.

6. CONCLUSIONS: MAIN SUCCESS FACTORS

The main success factors of the project are of four kinds. Firstly, enthusiastic and committed persons were strongly involved in the project. These persons were keen on supporting the economic development of the island as well as the implementation of an information society. They have also a very good knowledge of the Corsican context: Corsica is a patchwork of disconnected small territories; the population is often reluctant to change and prefers ‘business as usual’ as underlined by the Corsican representatives interviewed. However, in spite of these barriers, the actors in charge of the White Book knew that Corsica also has dynamic local leaders. They have the conviction that the economic development of the island, and the setting-up of an information society, has to rely on these individuals, providing that the public authorities support them.

Secondly, the project and the overall approach have been fully supported by the different levels of public authorities that can impact the implementation of an information society in Corsica. There was agreement between the State and the regional authorities on the participative method for the identification of actions to be implemented in favour of the diffusion of ICT in Corsica. This trust-based environment is definitely a major advantage for the development of the information society in Corsica.

Thirdly, the project was embedded within an overall strategy in favour of the development of ICT in Corsica. As already noted, substantial efforts have been made beforehand to support IT infrastructures in the island. Corsica has started by spreading access to high- speed Internet and has now a process that will end up with proposals in favour of extending the use of ICT within the Corsican society and economy. From this point of view, the White Book came at the right time to speed up the realisation of the information society.

Finally, the project was an opportunity to make different opinions more visible and heard. Although Corsica is often described as a conservative island, this view is definitely too narrow. On the contrary, Corsica can count on individuals keen on participating in the implementation of an information society, from the economic side, from the technological side, and from the administrative side. Their involvement in the project permitted the White Book to come to fruition. They are also assets for the future.

11 PROJECT CONTACT DETAILS

Contact person

Name: Eric Ferrari Position: Director Organisation: MITIC

Address: Villa Spinosi 4 Avenue Impératrice Eugénie B.P.215 20187 AJACCIO CEDEX 1

Telephone: +33 4 95 10 50 80 Fax: +33 4 95 10 50 75

Email: [email protected] Project’s website: www.mitic.corse.fr

The information contained in this case study is up to date as of: October 2007

This case study has been prepared by Patrick Eparvier in the framework of a study carried out by Technopolis Group on behalf of the European Commission. The contents and views expressed in this case study are those of the author(s) and do not necessarily reflect the opinions or policies of the European Commission.

12 Annex I. Number and type of participants in the several meetings

Date of Total No of Public and para- Private Art education % of new Thematic Place Association Other meeting particip. public admin. company institution participants

Kick-off meeting Ajaccio 22/02/06 150 n/a na n/a n/a n/a -

Peri 27/03/06 24 16 5 3 - Public access Lama 16/05/06 13 11 2 15%

Bastia 29/03/06 n/a n/a n/a n/a n/a n/a - Support to the person Vico 18/05/06 n/a n/a n/a n/a n/a n/a

Ajaccio 27/03/06 9 6 2 1 - Sustainable development Calvi 19/05/06 8 4 4 75%

Bastia 28/03/06 24 7 16 1 - Economy Bastia 17/05/06 24 9 14 1 54%

Corte 31/03/06 25 3 5 3 11 3 - Education and training Bastelica 16/05/06 n/a n/a n/a n/a n/a n/a

Corsican Cervione 29/03/06 26 10 5 4 7 - language and identity Sartène 18/05/06 n/a n/a n/a n/a n/a n/a

Piedicroce 30/03/06 15 11 4 - Public services and admin. Porto-Vecchio 15/05/06 n/a n/a n/a n/a n/a n/a

Final meeting Ajaccio 22/06/06 400 n/a n/a n/a n/a n/a

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