The HCCP project and missions are summarised **_in three main axes_** _:_ **_x 1: Improving the visibility of public procurement_** * Development of an information portal on public procurement in Martinique. This is a documentary database comprising: the market and project files, a directory of members, the agenda of events and bodies, business cards. * This proposal is based on findings from: * Shortage of structured, centralised and accessible information on public order. In addition, there is a lack of an up-to-date inventory of financing and pre-financing solutions for public procurement, and insufficient knowledge of the mechanisms and rules for awarding contracts; * Recurrent statistical flaws: Data on measuring and economic analysis of the impact of public procurement at local level are virtually non-existent. The methods used by the statistical reference instruments (INSEE, Banque de France) are limited to the accounting framework, or to macroeconomic aggregates, for Local Databases (LDBs); * Lack of awareness of the economic outlook for public procurement, which hinders the development of enterprises (foresight management of skills, material and financial resources); * Communication of local authorities and operators, limited to the budget horizon, with uncertainty about the nature of public commitments and business opportunities for local businesses. _The information made available would allow a reduction in exposure to risks for businesses, a good adequacy of human and financial resources (forecast management) and a better articulation of public policies. Changing professional practices_** This will contribute to improving access to public procurement for SMEs. * Changing professional practices: by signing and applying the charter of ethics between public procurement actors; an effort to train entrepreneurs; sharing experience by setting up a documentary background (toolbox for buyers). * Produce a critical analysis report on the evolution of public procurement and make adjustment proposals once a year. * Facilitate the structuring of sectors by formalising professional groups (clusters, clusters): Reflection on the widest possible information on public procurement, which may in some cases lead to personalised support and open public procurement workshops; information on public procurement issues beyond the regulatory aspect; temporary groupings of enterprises to favour small enterprises wishing to respond to public contracts; solutions in the form of financing and partnership. **_Axis 3: Making public procurement a lever for employment and training_** In order to meet the labour demand of companies, to develop skills and improve access to employment for integrated audiences: * Collect training and recruitment needs from market programming by setting up a fine and reactive analysis of skills and training needs. To build a working method favourable to a smooth and local response to employment and qualification needs * Implement the interface with the Public Employment Service (PES) and match employment/training * Organise exchange of expertise and build a network of buyers: Exchanges of practices between public buyers need to be strengthened. These networks exist around the state services. Extend these groups to other public buyers (CHUM, Communities, EPA...) on organised topics of training, problem identification and advice. Implement the inclusion clauses: Develop their use by ensuring the same level of knowledge through information, training and exchanges between stakeholders: contractors (elected — contract service — works department) enterprises, insertion structures, clause facilitators, experts...