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Maritime Spatial Planning as part of broader marine governance at the 2nd Baltic Maritime Spatial Planning Forum

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Maritime Spatial Planning as part of broader marine governance at the 2nd Baltic Maritime Spatial Planning Forum

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Maritime Spatial Planning as part of broader marine governance by Dr.Katrine Soma, University of Wageningen, LEI Wageningen at the workshop 'Is maritime spatial planning in the Baltic Sea Region up to the challenge of coordinating marine activities and policies?' at the 2nd Baltic Maritime Spatial Planning Forum in Riga, Latvia on 23-24 November 2016 (the final conference of the Baltic SCOPE collaboration).

Video and other presentations - www.balticscope.eu
www.vasab.org

Maritime Spatial Planning as part of broader marine governance by Dr.Katrine Soma, University of Wageningen, LEI Wageningen at the workshop 'Is maritime spatial planning in the Baltic Sea Region up to the challenge of coordinating marine activities and policies?' at the 2nd Baltic Maritime Spatial Planning Forum in Riga, Latvia on 23-24 November 2016 (the final conference of the Baltic SCOPE collaboration).

Video and other presentations - www.balticscope.eu
www.vasab.org

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Maritime Spatial Planning as part of broader marine governance at the 2nd Baltic Maritime Spatial Planning Forum

  1. 1. Katrine Soma W 2/6 Is maritime spatial planning Wageningen Economic Research (WUR), The Netherlands in the Baltic Sea Region up to #BalticMSP MSP as part of broader marine governance the challenge of coordinating marine activities and policies?
  2. 2. Marine Spatial Planning Regionalization and social innovation Baltic 2nd Maritime Spatial Planning Forum Riga, 23-24 November 2016, Katrine Soma Wageningen Economic Research, the Netherlands
  3. 3. Overview 3 Marine spatial planning 1) Introduction 2) Regionalization 3) Social innovation 4) Dutch case
  4. 4. Introduction 4 Marine Spatial Planning Ecosystem Based Management Blue Growth • Harness untapped potential of Europe's oceans, seas and coasts for jobs and growth • Smart, inclusive, sustainable growth • COM(2012) 494 final • Enable sustainable use of marine goods and services • Continue to protect and preserve • Prevent deterioration • DIRECTIVE 2008/56/EC The coordination of activities and policies
  5. 5. Regionalization  Marine Strategy Framework Directive (2008) ● Marine environmental policy ● Main goal: ● “...to establish a framework within which Member States shall take the necessary measures to achieve or maintain good environmental status in the marine environment by the year 2020 at the latest.” ● Ecosystem Based Management (EBM) ● Precautionary principle Regionalization 5
  6. 6. Regionalization  Regionalization processes ● Coordination ● Sector activities and policies (initiated top- down) ● Governance levels (local, national and international), actors, objectives and states ● Changing institutional and political rationale ● Organizing and integrating maritime activities ● Empowering non-governmental actors ● Evolving new power relations 6
  7. 7. Regionalization  Special Issue in journal Ocean and Coastal Management 7 Ecosystem based management (EBM) Integration  Activities and policies  Stakeholders  Sustainability goals Cooperation  Interaction of actors  Trust  Leadership  Communication skill  Vision sharing Governance principles  Responsibility  Representation  Transparency  Accountability  Legitimacy Marine Governance Regionalization
  8. 8. Social innovation  Maritime Spatial Planning Directive (2014) ● Blue growth ● Main goal: “...to promote sustainable development and to identify the utilization of marine space for different sea uses as well as to manage spatial uses and conflicts in marine areas” ● Processes must result in comprehensive planning ● Different uses and multi-purposes ● Long term and climate change Social innovation 8
  9. 9. Social innovation  Social innovation (Neumeier 2016) ● Coordinating activities and policies bottom-up ● Group of people joined in a network of coordinated interests ● New and improved ways of collaborative action within the group and beyond ● Changes of attitudes, behavior or perceptions ● Relation with the group’s horizon of experiences  Social innovation (Biggs et al 2012) ● inventing, supporting and implementing novel social and ecological solutions to public needs 9
  10. 10. Social innovation 10 Critical for social innovation ● Enablers ● Aims beyond economic growth (poverty, equity, environmental and social sustainability) Impacts ● Scale - number of people ● Scope - new social practices ● Resonance - imagination and believe in what is possible ● End product - social transformation
  11. 11. Dutch case How to translate the theoretical concepts social innovation and regionalization into practice? 11
  12. 12. Dutch case  Potential wind farm areas (red) (Borssele, Zuid- Holland en Noord- Holland)  Existing wind farms (blue) (OWEZ in the very north; Princes Amaliawindpark in Noord- Holland; Luchterduinen not yet finished in Zuid-Holland) 12
  13. 13. Dutch case  Do Dutch mussel producers want to invest and operate offshore in wind farms in future?  Present situation at a glance: ● The windfarms still in in planning stages ● Only a very small part is yet open to wind entrepreneurs to apply ● Agreements with wind entrepreneurs now must take into account possible future user possibilities ● Government is now preparing for mussel pilots offshore 13
  14. 14. Dutch case  Interviews of 5 large mussel producers in the NL (January 2016) 14 Yes (1) No (4) Future vision: Barriers: Conditions: • Food security based on mussels worldwide • Trust in government • Exclusive private user rights at sea • Business as usual • Adaptations of present production techniques • Economic risks fully at government
  15. 15. Dutch case  Regionalization ● Integration and coordination of two very different sectors ● Believe in possibilities to coordinate, cooperate and integrate ● At this stage not a core issue to mussel producers ● Needs for making appointments ● Problem for sector: ● Cooperation and trust with government and environmental organizations 15
  16. 16. Dutch case  Social innovation ● Vision: food security – or business as usual? ● Enablers – one interviewee ● Crisis before change ● Impacts - how to define a network – cooperation among mussel producers ● The public sector – private sector barrier – a matter of trust ● Private user rights at sea 16
  17. 17. Thanks for your attention! Any question? 17

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