Proceedings magazine is a communication tool for the Coast Guard's Marine Safety & Security Council. Each quarterly magazine focuses on a specific theme of interest to the marine industry.
Issue link: http://uscgproceedings.epubxp.com/i/205896
The Coast Guard Academy Center for Maritime Policy and Strategy In an era of a changing climate and extreme storms, increasing confict regarding ocean uses, reduced fshing quotas, emerging maritime security threats, and dwindling government resources, the maritime domain needs social capital — and marine planning can help build it. U.S. Coast Guard Academy Superintendent Rear Admiral Sandra L. Stosz recently initiated the Center for Maritime Policy and Strategy at the academy, which is intended to become a national center of excellence on this and other such challenges facing the maritime domain. Additionally, marine planning, collaboration, and other maritime governance matters are currently being integrated into the academy curriculum, preparing cadets to engage in today's maritime world. U.S. Coast Guard Academy Superintendent Rear Adm. Sandra Stosz, right, speaks with Mayor Denise Michels of Nome, Alaska, and retired U.S. Coast Guard Rear Adm. Gene Brooks at the U.S. Coast Guard Academy. Brooks and Michels were invited to speak at the academy's Center for Maritime Policy and Strategy. U.S. Coast Guard photo by Petty Offcer Diana Honings. introducing you to another key contact. Later, you do the same for him or her. LeBlancdescribesthebeneftsofsocialcapital built through his involvement in Rhode Island's marine plan: "I met people who I didn't even know existed. It opened up a whole world for me of resources I can tap into, to make decisions regarding navigation safety, maritime security, and other Coast Guard missions." The inherently complex nature of the maritime environment illustrates the need for collaboration and the value of social capital. A complex web of government agencies oversees ocean and coastal resource management: By one count, there are at least 20 different federal government agencies charged with implementing more than 140 federal statutes and regulations related to the ocean.1 Moreover, the maritime environment is increasingly crowded by more users, interests, and issues. Traditional users like commercialfshermenandshippersarenowjoined by renewable energy developers and aquaculturists. Maritime security presents another overlay of issues, as does the threat of global climate change. All of these agencies, users, interests, andissuesintersect(andoftenconfict)inthe maritime environment. "Marine planning is a way to coordinate action in shared jurisdictions, and to get information that you may not have, particularly about users of the marine environment," said Grover Fugate, executive director of the RI Coastal Resources Management Council (CRMC), the regulatory agency that led the state marine plan development. Despite these challenges, there have been relatively few venues or established practices outside of projectspecifcpermittingprocessesthroughwhichmarinerelated agencies and stakeholders come together, coordinate activities, and share information. And whileproject-specifcpermittingprocessesmaybring agencies and stakeholders together, such processes canalsodevolveintoconfictabouttheprosandcons of the project, especially if social capital has not been generated beforehand. Mr. Grover Fugate, project director of the RI Ocean Special Area Management Plan, center, speaks with Bureau of Ocean Energy Management offcials at a Rhode Island Sea Grant-sponsored international marine spatial planning conference. Photo courtesy of the RI Sea Grant / University of Rhode Island Coastal Resources Center. 56 Proceedings Fall 2013 Providing a Seat at the Table Fortunately, the Coast Guard and other agencies have a history of facilitating collaborative processes to address specific issues. For example, ports and www.uscg.mil/proceedings