Work Package 7 – Develop sustainable transition plans for selected sectors using case studies

Partner responsible – Queen’s University Belfast

Within this work package case study examples across a number of key marine sectors will be used as ‘living labs’ through which to identify Blue Growth (sustainable) Pathways. Blue growth is defined as growth that does not interfere with the marine environment’s long term ability to continue to deliver ecosystem services. Living labs are aimed to serve innovation in (evolving) real life contexts.

Co-creation and co-designing are key tenets, allowing a multitude of stakeholders to work together on complex challenges through user-driven processes of exploration, experimentation and evaluation. The living labs approach will involve: a) conducting a feasibility assessment of growth scenarios; and b) constraint mapping. A feasibility assessment assists analysts in producing forecasts about the probable impact of stakeholders in supporting or opposing the adaptation and/or implementation of different policy alternatives. Constraint mapping is a procedure for identifying and classifying barriers to Blue Growth. Constrains could be physical, legal, organizational, political, distributional or budgetary.

From these two tasks a sustainable, Blue Growth pathway will be developed for ports and shipping, marine tourism initiatives, marine energy, aquaculture and fishing. For example using Belfast port in Northern Ireland, this case study, in conjunction with local stakeholders, will critically evaluate the opportunities and challenges for ports and shipping under the Blue Growth agenda.The living labs approach is an innovative approach to identify the blue growth (sustainable) pathways of the chosen industries. Living labs are purposely aimed to serve innovation in (evolving) real life contexts. Co-creation and co-designing are key aspects of living labs, allowing a multitude of stakeholders to work together on complex challenges through user-driven processes of exploration, experimentation and evaluation.

By using several techniques, such as a feasibility assessment and constraint mapping, and by engaging with stakeholders over a longer period of time than other participatory methods (e.g. workshops), information regarding possible transition pathways towards sustainable Blue Growth in the chosen sectors will be co-produced with key stakeholders. Constrains (eg. physical, legal, organisational, distributional or budgetary) will be identified by the stakeholders within the living lab, with the view to developing innovative solutions to Blue Growth constraints.

WP6 Actions and Outputs

Action 1:
Blue Growth pathway for ports
Using the MARNET framework, identify development trends relevant to ports and shipping and sustainable pathways for growth of ports.
Action 2:
Blue Growth pathway for coastal tourism trails
Through a tourist and stakeholders’ survey, identification of preferences and development trends relevant to coastal tourism and sustainable pathways for growth of marine tourism trends.
Action 3:
Blue Growth pathway for aquaculture
The selection of indicators to produce the Composite Index is discussed at regional seminars with the stakeholders. Then the sustainable development levels are assessed and necessary policy recommendations for their balance presented
Action 4:
Blue Growth pathway for commercial fishing
•Characterize fishing impacts in Bay of Biscay
•Define and compute indicators of the localized environmental pressure and sustainability of the fishing industry
• Definition of blue growth pathway for fishing in Atlantic waters
Action 5:
Quantitative analysis of tourism mobility in the Atlantic Arc
•Characterize Atlantic tourism destinations in terms of mobility indicators.
•Detect transregional clusters based on the similarities present in the indicators system.
•Identify main factors affecting tourism mobility in the context of Atlantic Arc
Action 6:
Blue Growth pathway for marine renewable energy
•Characterize blue energy sources in Brittany.
•Assess impacts and growth potential.
•Identify obstacles to development at regional scale.