MSUO Information Technology and Geographical Information Systems: Common Protocols & Procedures. Report to the Marine Safety Umbrella Operation

The Marine Safety Umbrella Operation (MSUO) facilitates the cooperation between Interreg funded Marine Safety Projects and maritime stakeholders. The main aim of MSUO is to permit efficient operation of new projects through Project Cooperation Initiatives, these include the review of the common protocols and procedures for Information Technology (IT) and Geographical Information Systems (GIS). This study carried out by CSA Group and the National Centre for Geocomputation (NCG) reviews current spatial information standards in Europe and the data management methodologies associated with different marine safety projects. International best practice was reviewed based on the combined experience of spatial data research at NCG and initiatives in the US, Canada and the UK relating to marine security service information and acquisition and integration of large marine datasets for ocean management purposes. This report identifies the most appropriate international data management practices that could be adopted for future MSUO projects

The governance of Singapore’s knowledge clusters: off shore marine business and waterhub

Based on two case studies of knowledge clusters (off shore marine/rig business and water hub) in Singapore, the paper illustrates the importance of good knowledge governance in creating robust and value-creating knowledge clusters. We begin by defining key terms used such as knowledge clusters, hubs and governance, followed by a short historical account of good knowledge governance for Singapore’s development. The two cases studies of knowledge clusters presented here include (i) the offshore oil rig business (Keppel) which we posit as an example of innovative value creation based on sophisticated fabrication methods and R&D as well as (ii) the island republic’s dynamic and rapidly emerging, global hydrohub called ‘WaterHub’. We examine the structural characteristics of both clusters, assess their progress based on the cluster lifecycle literature, highlight key governance enablers required to create and sustain such competitive hubs and draw conclusions for K4D latecomers

Redesigning work organizations and technologies: experiences from European projects

Currently distributed business process (re) design (resulting in components of business networks) basically relies on technical criteria. And that are the main purposes of most research projects supported by EC. Through the process of building a European Research Area, this means a strong influence in the national research programmes. However it is generally accepted that it should also take into account social criteria and aspects such as the quality of working life, or participation in decision processes. Those were some of the objectives of projects in de 80s decade, and framed some of the main concepts and scientific approaches to work organisation. The democratic participation of network and organisations members in the design process is a critical success factor. This is not accepted by everyone, but is based in sufficient case studies. Nevertheless, in order to achieve an optimization that can satisfying the requirements of agility of a network of enterprises, more complex design methods must be developed. Thus, the support to the collaborative design of distributed work in a network of enterprises, through a concurrent approaching business processes, work organisation and task content is a key factor to achieve such purposes. Increasing needs in terms of amounts of information, agility, and support for collaboration without time and space constrains, imposes the use of a computer-based model.business process; networks; decision processes; collaborative design;

Towards better integration of environmental science in society: lessons from BONUS, the joint Baltic Sea environmental research and development programme

Integration of environmental science in society is impeded by the large gap between science and policy that is characterised by weaknesses in societal relevance and dissemination of science and its practical implementation in policy. We analyse experiences from BONUS, the policy-driven joint Baltic Sea research and development programme (2007–2020), which is part of the European Research Area (ERA) and involves combined research funding by eight EU member states. The ERA process decreased fragmentation of Baltic Sea science and BONUS funding increased the scientific quality and societal relevance of Baltic Sea science and strengthened the science-policy interface. Acknowledging the different drivers for science producers (academic career, need for funding, peer review) and science users (fast results fitting policy windows), and realising that most scientists aim at building conceptual understanding rather than instrumental use, bridges can be built through strategic planning, coordination and integration. This requires strong programme governance stretching far beyond selecting projects for funding, such as coaching, facilitating the sharing of infrastructure and data and iterative networking within and between science producer and user groups in all programme phases. Instruments of critical importance for successful science-society integration were identified as: (1) coordinating a strategic research agenda with strong inputs from science, policy and management, (2) providing platforms where science and policy can meet, (3) requiring cooperation between scientists to decrease fragmentation, increase quality, clarify uncertainties and increase consensus about environmental problems, (4) encouraging and supporting scientists in disseminating their results through audience-tailored channels, and (5) funding not only primary research but also synthesis projects that evaluate the scientific findings and their practical use in society – in close cooperation with science users − to enhance relevance, credibility and legitimacy of environmental science and expand its practical implementation

The excessive complexity of national marine governance systems - Has this decreased in England since the introduction of the Marine and Coastal Access Act 2009?

With successive Government restructuring and the introduction of the Marine and Coastal Access Act in 2009, this paper revisits a previous set of organograms created in 2006 indicating the government departments with responsibilities relating to the marine and coastal environment in England in 2014. The 2009 Act presented an opportunity to harmonise marine management by simplifying the complexity in England through a radical restructuring of marine governance; however this is apparently not the case with many overlapping responsibilities still existing. This paper provides an overview of the 2009 Act, discussing some of the significant changes like the creation of the Marine Management Organisation (MMO), examines the current structure of marine management in England following its enactment and highlights the continued overlaps in jurisdiction, responsibilities and complexity of the government agencies with a marine remit. © 2014 Elsevier Ltd

European Arctic Initiatives Compendium

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