Maritime Blue Strategy
Click to edit Master title Item No. 3b attach Meeting Date: July 23, 2019 Washington's Strategy for the Blue Economy | January 2019 IntroductionClick to edit Master title Today, Washington State's maritime sector has emerged as a model for environmental performance and best practices. If the goal is to inspire increased motivation for innovative design, clean technology, and 21st century workforce development, arguably few places in the world provide such an opportunity. To build on the strengths and commitment of Washington's maritime sector, Governor Jay Inslee assembled his Maritime Innovation Advisory Council on December 12, 2017. He called upon the Council to develop a comprehensive plan for all stakeholders to accelerate and support technology innovation and best practices throughout the state's maritime industry. The Co-chairs and full Advisory Council have been responsible for stewarding the vision and setting the course for Washington State to become home to a world-class, thriving, and sustainable maritime industry by 2050. The Washington Maritime Blue Strategy Initiative has been led by the Governor's Maritime Sector Lead in the Washington State Department of Commerce. Global maritime and energy experts at DNV GL facilitated the strategy development and stakeholder engagement process. Funding for the Washington Maritime Blue initiative was provided by the U.S. Department of Commerce Economic Development Administration, i6 Program. The Blue Strategy has been developed through broad and inclusive stakeholder input from representatives of industry, workforce, research, academia, government, tribes, trade, labor, and environmental organizations and across maritime and related sectors such as clean tech, information and communication technology, aerospace, financial, and more. The Task Force, its Steering Committee, and the Pathway Workgroups have dedicated numerous hours in collaborative meetings and providing content review and shaping. This report, as well as the strategic vision and framework for Washington Maritime Blue would not have been possible without the contributions of all stakeholders. The Strategy is a product of what participants brought to the table and a direct outcome of the collaborative nature of the discussions and innovative thinking that was brought to the process. This report is for the public and has been written for non-technical readers as well as industry experts. Dec. 2017- Apr. Dec Jan.-March Apr. 2019 - March 2018 2019 Beyond 2018 Phases 2-4: Phase 1: Project Consultation and Rollout Implementation Launch Drafting Public Kickoff Stakeholder Survey Final Strategy Cluster Organization: Task Force Task Force & Advisory Rollout Event Implements Strategy Meeting Council Meetings Cluster Launch Executes Projects Working Groups Conducts Blue Forums Washington's Strategy for the Blue Economy | January 2019 2 Governor's Maritime Innovation Advisory CouncilClick to edit Master title "This Washington Maritime Blue: 2050 vision for accelerating innovation project will leverage the strong connections created through our Sector Lead Program to develop a diverse workforce, stronger businesses and new technology to meet the challenges ahead. Our goal is to build a green, efficient and sustainable maritime sector that will serve as a model for the rest of the country... I congratulate and thank everyone who has been part of the vision and commitment to implementing Washington Maritime Blue. I am proud that Washington is among those charting the course to ocean health and sustainable maritime practices. The transition is happening now in our state." Washington State Governor Jay Inslee "The Maritime Blue initiative is the first of its kind in the United States to ensure that Washington's maritime and fishing economy thrives as population growth, climate change, and global competitive pressures call for innovative workers and clean technology solutions. Today, Washington's maritime industries are the backbone of the most trade-dependent economy in the country. Tens of thousands of family-wage jobs in the maritime trades have transformed communities throughout our region and state. Now, we must find paths to give future generations of Washingtonians access to these jobs and opportunities. By developing a new generation of an inclusive and diverse maritime workforce, our companies will lead the world in creating hundreds of thousands of jobs in a clean-trade maritime economy that works for all of us". Representative Gael Tarleton, Washington State Legislature "I'm honored to have had the opportunity to co-chair Maritime Blue, which is aimed at a vision for Washington State to be home to a world-class, thriving, and sustainable maritime industry by 2050. To be successful, this strategy must be iterative, adapting as needed to achieve this vision as we proceed. At Vigor we believe tomorrow's economic opportunities involve sustainable solutions . Identifying courageous and committed long term investment will allow the maritime industry to lead in a way that honors our precious environment, accelerates innovation and creates great opportunities for skilled workers." Frank Foti, Vigor "Creating a more efficient, more competitive, more collaborative and cleaner maritime industry will mean green jobs, better air quality in our communities and a healthier climate. Becoming a global center for innovation creates and preserves the family wage jobs that the maritime industry has long provided in Washington. Congratulations to Governor Inslee for having the foresight to establish this effort and to the participants on the Advisory Committee and Working Groups. Implementation of key elements of the strategy is already underway and I am excited to be part of this important effort," Dennis McLerran, Cascadia Law Group Co-Chairs: Governor's Maritime Innovation Advisory Council Rep. Gael Tarleton WA State Legislature Frank Foti Vigor Dennis McLerran Cascadia Law Group Staff Joshua Berger Governor's Maritime Sector Lead Washington's Strategy for the Blue Economy | January 2019 3 Table of ContentsClick to edit Master title Executive Summary 5 Global Issues and Opportunities 19 Sustainable Blue Economy Global Trends Maritime Clusters Washington's Role in the Blue Economy 25 State Maritime Overview and Linkages Developments, Challenges, & Opportunities 32 State Maritime Subsector Analysis & Stakeholder Perspectives Washington Maritime Blue Strategy Maritime Blue Strategy Framework 51 Goals, Pathways & Initiatives Policy Recommendations Project Overview 69 Stakeholder Process Cluster Organization Conclusion 76 About the Team Appendix (available online) A. Maritime Blue Strategy Course Setting B. Cluster Organizations & Pathway Case Studies C. White Paper Workforce Sustainability in the Washington Maritime Industry D. References and Additional Sources The report is divided into four sections that can be downloaded individually: Strategy Summary Brochure Executive Summary Main Report Body Appendices The entire report with all sections can be read and downloaded at: https://www.commerce.wa.gov/growing-the-economy/key-sectors/maritime/ https://www.maritimeblue.org Washington's Strategy for the Blue Economy | January 2019 4 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 Click to edit Master title Global Issues and Opportunities Washington's Strategy for the Blue Economy | January 2019Washington's Strategy for the Blue Economy | January 2019 19 Ocean-Based IndustriesClick to edit Master title Offer New Opportunities Established and emerging ocean based industries offer significant opportunities for growth. Globally, public and private entities are increasingly turning to the ocean to explore the potential it offers. The ocean covers more than 70% of the earth's surface and holds about 97% of its water (NOAA 2018). According to the Organization for Economic Co-operation and Development (OECD), by 2030 many ocean-based industries have the potential to outperform the growth of the global economy as a whole (2016). OECD's projections depict the significance of the global ocean economy by measuring its value added in terms of the ocean-based industries contribution to economic output and employment. OECD estimates that in the business-as-usual scenario (BAU), industries are projected to double their contribution to global value, bringing in $3 trillion in 2030 compared with $1.5 trillion in 2010. The growth is in both established and emerging ocean based industries, particularly in marine aquaculture, offshore wind, fish processing, and shipbuilding and repair. The 2030 projections for industry employment growth are also significant with the addition of 40 million full-time equivalent jobs, particularly in offshore wind energy, marine aquaculture, fish processing, and port activities. Value added of ocean-based industries from 2010 to 2030 Image Source: OECD 2016 These increasing ocean-based activities also bring challenges, including growing pressure on an already stressed marine ecosystem. Threats to the environment include overexploitation , pollution, declining biodiversity, and climate change. In order ensure sustainable ocean industries, opportunities need to be carefully managed so the Blue Economy lasts well into the future. Washington's Strategy for the Blue Economy | January 2019 20 Sustainable Blue EconomyClick to edit Master title What is the Blue Economy? With this growing trend in ocean-based activities impacting marine ecosystems, the term Blue Economy has seen a surge of interest all over the world. An emerging concept with no universal definition yet, the Blue Economy is described by the World Bank (2017) as: Image Source: World Bank 2017 "the sustainable use of ocean resources for economic growth, improved livelihoods, and jobs while preserving the health of ocean ecosystem." The Blue Economy has diverse components including established ocean-based industries such as fisheries, tourism, and maritime transport, but also emerging industries such as offshore renewable energy, aquaculture, seabed extractive activities, and marine biotechnology and bioprospecting. The Blue Economy seeks to transition the maritime economy beyond "business as usual" and embrace the idea that economic growth and ocean health are entirely compatible, if not necessary, for long-term sustainability. Only by leveraging scientific and technological advances can the environmental challenges facing the oceans be adequately addressed. Innovations are expected in the areas of advanced materials, subsea engineering and technology, sensors and imaging, satellite technologies, computerization and big data analytics, autonomous systems, biotechnology, and nanotechnology. The role of government is important to facilitate the development of science, innovation, and technology in the Blue Economy. The global nature of the challenges facing our oceans and of the maritime industry makes international collaboration and cooperation essential to ensure a sustainable Blue Economy. Sustainable development will not be secured by regional or local initiatives alone. The Blue Economy is taking off around the world: Norway's ships are humming to electric engines. Ports are investing in the future for greater efficiencies, including the Port of Los Angeles/Long Beach constructing the world's first zero emission terminal. Marine renewable energy is growing to grid scale, and our ability to collect and analyze ocean data has increased dramatically. The various trends in the sustainable development of the global maritime industry are categorized in nine areas, as illustrated on the next page. Washington's Strategy for the Blue Economy | January 2019 21 Global Maritime Trends inClick to edit Master title Sustainable Development Alternative Fuels Digitalization Partnerships MEPC 72 GHG decision Data availability & Leading maritime capitals increases pressure for the transparency revolutionizes invest in collaboration low carbon transition traditional business models Gas-fuelled fleet expands The digital transformation Government, Industry and Biofuels, methanol, and provides opportunities to: Research partnerships hydrogen concepts develop Improve efficiency & accuracy Formal and dedicated further Add customer & stakeholder cluster organizations are Fuel cell technologies mature value. growing Wind on the horizon? Generate new businesses. Electrification Environmental Capital Efficient Design Falling costs & technical Growing awareness of and Advances in computing advances speed the uptake sensitivity to the health of power & advanced materials of battery & hybrid solutions marine ecosystems drive efficient designs Rapid expansion in shortsea Public and supply chain Advanced hydrodynamics and ferry applications stakeholder scrutiny and simulation capabilities Huge potential for hybrid expectations are growing Modelling of complex applications Industry taking a broader view cyberphysical systems Fully electric not viable for of its environmental impact Lightweight and next deep sea trade for Local environmental generation materials foreseeable future requirements Policy & Incentives Aquaculture Automation/Autonomy* Maritime nations are taking Aquaculture provides a Cost pressures and manning a more strategic approach growing share of the world's shortages drive advances in to the industry fish automated and autonomous technologies 'Smarter' policy is driving & Significant growth forecast to The first fully autonomous incentivizing development in meet global consumption demand ships key strategic areas Aquaculture pushing further Focus on safety and reliability Local emissions & offshore benefits of autonomy environmental rules rewarding Rapid innovation in technology & A future skills strategy must be positive efforts practices understood and addressed Washington's Strategy for the Blue Economy | January 2019 22 * IMO announced in 2018 to take first steps to address autonomous ships Maritime Clusters: EnhanceClick to edit Master title and Develop Maritime Sectors The maritime industry is a global business, characterized by many mobile companies. Attracting these companies to a specific location involves tough competition amongst other candidate locations. Specialized knowledge-based services are the least mobile companies in the maritime industry as they are deeply embedded in the local community due to links to universities and reliance on specialized local competence. Because firms increasingly split up their value chains, cities compete to attract activities not companies. Location attractiveness of a city or country can be defined as a function of: Companies competitiveness present in the location City attractiveness to host those companies. This relates to the qualities of resources (people, competence, access to capital, infrastructure) available in the location and the price they have to pay these resources and how these resources are perceived by companies inside and outside of the location Cluster dynamics present in the location. Strong cluster dynamics encourage increased competitiveness for companies and the location, which further attracts companies to the location. These three elements are directly influenced by public policies of the location that support value creation such as taxes, subsidies, R&D, education, and also indirectly by policies in other locations as the competition is global. The winners in the future will be those cities that are able to attract: Science and higher education Owners and headquarters R&D product and technology development Financial, legal and other sophisticated business services (Jakobsen et al. 2017) Washington's Strategy for the Blue Economy | January 2019 23 Cluster Focus & OrganizationsClick to edit Master title Strengthen Maritime Industry Countries and cities around the world compete to attract and retain global maritime companies operating in global markets. The race for attractiveness has never been as intense as it is today. Several countries and cities have already recognized the tremendous success that comes from a cluster focus. Countries such as Norway, Singapore, and UK have already started initiatives aimed at helping maritime industries grow by giving them the support they need. One common method of ensuring the cluster focus and dynamics run smoothly is setting up a cluster organization. European Union defines cluster organizations as "structures or organized groups of independent parties designed to stimulate innovative activity by promoting sharing of facilities and exchange of knowledge and expertise and by contributing effectively to knowledge transfer, networking, information dissemination and collaboration among the undertakings and other organizations in the cluster." An overview of mature maritime clusters in leading maritime locations: Norway is one of the few European countries with a complete maritime cluster including shipbuilding Norway has a government-induced cluster that aims to enhance value creation within innovation, internationalization as well as developing Norway expertise Norway has 13 cluster organizations Singapore has 3 cluster organizations working towards strengthening Singapore's position as an International Maritime Center: Maritime & Port Authority (MPA), Singapore Shipping Association (SSA), and Singapore Maritime Foundation (SMF). Singapore MPA acts as an industry regulator, SSA as a National trade association and SMF as an industry outreach and promotion organization. UK benefits from a diverse, wide-ranging and competitive maritime sector with a number of important constituent parts. The UK maritime industry is represented by various industry United Kingdom associations and sector bodies that positively contribute to the overall cluster development, however each of them represent their own interests/priorities. Success from this cluster focus has worked well for these countries and they now hold a strong position as leading maritime countries across the world. This trend is easily observed in a ranking published in The Leading Maritime Capitals of the World (Jakobsen et al. 2017) and The Leading Maritime Nations of the World 2018 (Jakobsen et al. 2018) a study that benchmarks the 30 leading maritime city regions/countries around the world in four sectors: shipping, finance and law, technology, ports and logistics, together with an overall assessment of the cities' attractiveness and competitiveness. Norway ranks 4, UK ranks 8 and Singapore ranks 9. While the US holds a high rank of 2, Washington needs to work towards increasing the competitiveness of the state by developing strategies to attract highly productive and innovative companies and activities, along with talented individuals to make them more competitive. Washington's Strategy for the Blue Economy | January 2019 24 Click to edit Master title Washington's Role in the Blue Economy State Maritime Overview & Linkages Washington's Strategy for the Blue Economy | January 2019Washington's Strategy for the Blue Economy | January 2019 25 Context and ImpactClick to edit Master title The Washington Maritime industry impacts the entire state of Washington. Not every county in Washington State has a port authority, but the maritime sector directly employs workers in every county. Washington State boasts one of the most interdependent and diverse maritime sectors in the county, and it is the most trade-dependent state in the US with 1 in 4 jobs tied to international trade. Maritime activity has long been a pillar of Washington State's economy, with $17.1 billion in gross business income and 69,500 good-paying jobs. Today's maritime jobs have salary ranges above that of other trade industries. The average pay for a job in Washington is $56,900, while maritime workers are paid an average of $67,000 totaling over $4.7 billion in wages in 2015. This sector continues to grow at an average of 6.4% a year and has the potential for a much greater impact on the state's economy (Community Attributes Inc. 2017). Other key statistics include: Maritime industry worth more than $37 billion to state economy. Washington's maritime sector includes 2,300 companies that employs almost 70,000 people. The industry responsible for more than $17.1 billion in revenue and $4.7 billion in wages annually. Historically, the annual growth rate has been between 3% to 6%. The cluster represents a deep network of activities that positively contributes to economic growth of the state. Statewide, for every direct job in Maritime, an additional 1.6 jobs were supported elsewhere in the state economy. Likewise, every million dollars of sales by Maritime firms supported almost 10 jobs throughout the state economy. Washington's Maritime Economic Impact 2016 Economic Impact Study, Community Attributes Washington's Strategy for the Blue Economy | January 2019 26 Maritime Assets and PartnershipsClick to edit Master title Governor Inslee's Sector Lead Program Mission: To grow and strengthen communities by promoting a strong business climate in our state through targeted high demand industry sectors that focus on strategic economic development efforts. In recognition of the maritime sector's role and its potential in the state's economy, Governor Jay Inslee established a Maritime Industry Sector Lead in 2013, housed within the Department of Commerce. The Sector Lead serves as liaison for the Governor with maritime industry interests, supports industry-wide coordination, creates a supportive business climate, sets strategic direction, and encourages the development of the 21st century workforce. The lead is also responsible for coordination with key trade associations and cluster organizations, such as the Washington Maritime Federation and the new Washington Maritime Blue Cluster organization, described below. The Washington Maritime Federation This is a strategic alliance to accelerate (WMF) is a coordinated and unified voice growth in maritime business, technology of the diverse and interdependent and practices that promote a sustainable subsectors of the maritime industry. WMF future contributing to economic growth, supports policy and investment priorities ecological health, thriving communities that support the vitality, growth and the Blue Economy. resilience of Washington's maritime The alliance will drive implementation of industry. Regional, state, and federal the Washington Maritime Blue Strategy and priorities are based on a full consensus facilitate collaboration to ensure a strong decision-making process by WMF maritime cluster focused on technology members advised by associate members acceleration, entrepreneurship, business and a broad group of business, labor, and support services, and workforce government stakeholders. development It has created a communication conduit to Working in concert, the two organizations decision makers and for the various sub- can ensure that policies and incentives that sectors of the industry to engage with one support a thriving and sustainable maritime another. There are now open channels to industry are prioritized by decision makers convene ports, labor organizations, and regulators. the workforce system, university research centers, and other economic sectors. Washington's Strategy for the Blue Economy | January 2019 27 Maritime Innovation CenterClick to edit Master title In 2013, Governor Jay Inslee called for planning a Maritime Innovation Center to support Washington's diverse maritime needs for technology development, entrepreneurship and business services. Since that time a partnership has been built between the Washington State Department of Commerce, University of Washington's Applied Physics Lab, maritime businesses and the Port of Seattle to plan and build a facility. Sketch courtesy Port of Seattle In 2018, the Port of Seattle engaged the Maritime Alliance to complete a planning and feasibility study to underpin the start-up and ongoing operations of the Maritime Innovation Center and has subsequently included the building's development in the Port's Capital Budget Plan. Governor Inslee has proposed funding in the 2019-2021 Biennial Capital Budget to support the effort. Next Steps The Washington Maritime Blue cluster organization will work in partnership with the Port to develop a business plan to begin offering services and manage the facility as a focal point for a "hub and spoke" model to support innovation across the State of Washington. What is clear in our research of incubation programs is that co-location of like-minded businesses or startups with collaboration from academia, Industry, and policy-makers is critical to help facilitate the needed culture for innovation in maritime. The Maritime Innovation Center will: 1. raise the profile of maritime industries in a crowded media space, 2. leverage regional expertise in high-tech software and data companies to introduce disruptive technologies in the maritime field, 3. introduce young people to exciting new careers, and 4. support early stage maritime companies with a hub-and-spoke model of collaboration across the entire maritime sector in Washington State. (Source: Maritime Alliance & ECONorthwest 2018) Washington's Strategy for the Blue Economy | January 2019 28 Washington's Leadership, Need for LinkagesClick to edit Master title Washington State is recognized for its stewardship in sustainability. WA is part of a coalition of 15 states and territories that has committed to reaching the climate goals of the Paris agreement. Washington also shares the regional goals for reducing greenhouse gas emissions at least 80% by 2050 as part of the Pacific Coast Collaborative: "Through the Pacific Coast Collaborative, British Columbia, Washington, Oregon, California, and the cities of Vancouver, Seattle, Portland, San Francisco, Oakland, and Los Angeles are working together to build the low carbon economy of the future" (Pacific Coast Collaborative home page 2018). Governor Inslee has also provided policy and strategic guidance through his Deep Decarbonization efforts and Clean Energy Future for Washington State (both available on Governor Inslee's government website), which the Maritime Blue strategy is aligned with. CNBC Top Lowest Cost Most Best State States for Energy in U.S. Innovative Economy Business in (Department U.S. State (WalletHub) 2017 of Energy) (Bloomberg) #1 #1 #3 #1 Source: http://choosewashingtonstate.com/ Washington is also well known for being the birthplace for international companies and for being one of the best places in the US to start and to run a business. There is a culture of creativity and cooperation in this state that seems to be very beneficial for businesses. There are many reasons for this and the examples are many. The maritime industry in Washington is less known to the general public, however equally impressive. Washington's maritime industry operates in one of the most stringent regulatory climates and often with public scrutiny on the impacts of the industry on the natural environment and disaffected communities. Yet, in comparison to other maritime clusters, Washington's maritime industry is a global leader in best practices, technology deployment and sustainable actions, from innovative port stormwater systems to the world's first hybrid tug boat. The industry is eager to collaborate, share and communicate more clearly its leadership and intention to continue towards sustainability it's an integral part of the local ethic. Couple that drive with clear indications that the new ocean/maritime economy is set for extraordinary growth, and you have the perfect ingredients for a cluster organization's ability to facilitate the Blue Economy. In this context, collaboration and coordination of industry activities become key, including the creation of linkages that extend beyond state borders to leverage regional, national and global activities that align with the sector's common objectives. These linkages will broaden the knowledge base for WA stakeholders by sharing best practices and collaborating in innovation areas to accelerate commercialization opportunities. To optimize the opportunities and support growth throughout the industry regardless of location or sub-cluster, it is necessary to organize and provide support through a "hub and spoke" model. Washington's Strategy for the Blue Economy | January 2019 29 Building on Washington's Click to edit Master title Strengths Across Sectors In any strategy work, it is important to identify key strengths to be able to build on those to reach new goals. Washington has a long, proud history in the maritime industry. There is a reason why the Seattle baseball team is called the Mariners. As highlighted in the subsector analysis later in this report, state maritime industry has grown from a strong base of fishing fleets to encompassing the full range of support services, international and regional ports, yard services, and more. Some of the most exciting opportunities for the maritime sector, however, arise from collaborations with subsectors and leveraging some of Washington's other strengths. The State of Washington is an international leader in information and communication technology (ICT) and ranks highly as an alternative to Silicon Valley. Being the home of Amazon and Microsoft, as well as hosting a thriving entrepreneurial ICT community, the state is well-established as a innovation leader. For decades Washington has also been a leader in the aerospace industry, with material science, production engineering, and advanced manufacturing all standing out as strengths with potential applications in the maritime industry. Washington also boasts significant activity in the clean technology sector. According to the state's Department of Commerce website, there are nearly 90,000 clean tech workers in the state backed by more than $1 billion in venture capital. This sector has also been supported by innovation in academic and research institutions and state and federal funding. The defense sector is Washington's second largest direct public employer, just after the state itself. Defense industries here comprise many sectors, which contributes to a strong economy. The diverse defense missions, military installations, pioneering companies, and military- friendly communities contribute enormous value now and possibility. The economic contribution and historical legacy of the maritime industry in combination with the strengths of the industries described below are critical to developing and executing strategies to grow a Blue Economy. WA Clean Tech Sector WA Information & Communication Technology 100+ companies, possessing 195 patents serving Sector more than 12 different industrial sectors. This sector ~200,000 jobs at 14,000 Firms is supported by world-class research institutions Payroll $22 billion including the Pacific Northwest National Laboratory, Median Wages $110,00-$140,000 the University of Washington and Washington State University. WA Military and Defense Sector WA Aerospace Sector Second largest public employer in WA state (>127,000 employees) 136,100 jobs at 1,400 firms Supports over $13 billion dollars in annual $69.9 B in economic activity procurement through ~2,000 businesses, 59.8% of foreign exports representing almost 3% of the state's GDP. Boeing 777X and its carbon-fiber wing are built Focuses on strong military-civilian partnerships, here. enhancing innovation, providing for compatible use Emergent sub-sectors: UAV/UAS, space in local communities, and supporting the transition exploration, MRO and aviation biofuel. from service members to civilian life. Washington's Strategy for the Blue Economy | January 2019 30 Funding OpportunitiesClick to edit Master title for Maritime Innovation While Washington State does not have the same type of government financial support as seen in places such as Norway, Singapore, China and other countries ranked in the Leading Maritime Nations of the World report, the US was just named as number one in the category of Maritime Finance and Law. This was due to its bond markets, large number of listed companies, IPO's and private equity markets (Jakobsen 2018). A cluster organization can help companies with finding ways to tap into these resources. In addition, there are state and federal funding opportunities available for maritime innovation and growth. Some of those opportunities are described below. Washington State Clean Energy Fund (CEF) WA Commerce manages this bi-annual fund to support development, demonstration & deployment of clean energy technologies. For CEF Round 3, $46 million was allocated as follows: Matching Program for Energy Research and Development (R&D) -$8.6 million Grid Modernization Program -$11 million Transportation Electrification -$11 million Solar -$4 million The Transportation Electrification category specifically calls out maritime transportation. Grid Modernization and R&D could also be applied for maritime shore power and other maritime clean energy innovations. For details, please visit: https://www.commerce.wa.gov/growing-the- economy/energy/clean-energy-fund/ Opportunity Zones The new federal Opportunity Zone program provides tax incentives for investing in certain low income census tracts. Washington State has 139 of these Opportunity Zones, and over 50 percent are located on the waterfront or in ports. For details, please visit: https://www.commerce.wa.gov/growing-the-economy/opportunity-zones/ Volkswagen (VW) Settlement Fund Washington State is eligible for $112.7 million from the VW settlement for projects that reduce emissions. According to the State of Washington Beneficiary Volkswagen Settlement Plan (2017), funds will be prioritized based on where VW vehicles were, are or will be operated and have greatest potential to mitigate the total, lifetime excess NOX emissions. The key opportunities include Electric Ferries In the Puget Sound and Electric Charging Stations (including ports, non-road equipment, marine vessels and heavy-duty trucks). For details, please visit: https://ecology.wa.gov/DOE/files/41/417a6510-a669-4a10-927d-4ebc02282f4a.pdf EPA Diesel Emission Reduction Program In April of this year, EPA announced that they anticipate awarding approximately $40 million nationwide in Diesel Emission Reduction Program (DERA) grant funding. This program includes commercial marine vessels. For details, please visit: https://www.epa.gov/newsreleases/epa- grants-available-reduce-emissions-diesel-engines-alaska-idaho-oregon-and-washington US Department of Commerce, Economic Development Administration's (EDA) Public Works and Economic Adjustment Assistance (EAA) programs EDA solicits applications from applicants in rural and urban areas to provide investments from $100,000 t0 $3 million that support construction, non-construction, technical assistance, and revolving loan fund projects. For details, please see: https://www.grants.gov/web/grants/view- opportunity.html?oppId=306735 Washington's Strategy for the Blue Economy | January 2019 31 Click to edit Master title Developments, Challenges, & Opportunities in WA's Blue Economy State Maritime Subsector Analysis & Stakeholder Perspectives Washington's Strategy for the Blue Economy | January 2019Washington's Strategy for the Blue Economy | January 2019 32 Range of WA's Maritime Industry and SubsectorsClick to edit Master title Washington's maritime sector includes a diverse range of maritime subsectors and support services. In addition to thriving private enterprises, the maritime industry includes significant public sector elements such as military and federal activities through the U.S. Navy, U.S. Coast Guard, National Oceanic and Atmospheric Administration; university and Maritime industry worth more than $30 billion to state research institutions; and numerous public support entities, including 75 port districtseconomy. statewide. Washington's maritime sector includes 2,300 companies that employs almost 70 000 people. The industry responsible for more than $17.1 billion in revenue and $4.7 billion in wages annually. Historically, the annual growth rate has been between 3% to 6%. Federal Presence in WA Maritime Sector Including indirect and induced impacts, the maritime sector is Naval Base U.S. Coast Guard National Oceanic & University of Kitsap/Puget Sound responsible for 191,000 good paying jobs, and $37.8 billion in District 13 Atmospheric Washington (UW) economic activity.Naval Shipyard Administration Western Regional Center Based in Seattle, Based in Seattle, UW has The Puget Sound Naval The cluster represents a deep network of activities that performing maritime Based in Seattle, houses substantial fisheries and Shipyard is the Pacific positively contributes to economic growth of the state. safety, security, law the largest variety of ocean sciences teaching Northwest's largest Naval Statewide, for every direct job in Maritime an additional 1.6 enforcement and NOAA programs at a and research shore facility and one of jobs were supported elsewhere in the state economy. Likewise, environmental missions single location in the departments, which are Washington State's every million dollars of sales by Maritime firms supported on the navigable waters of nation, including the strongly supported by largest industrial WA, OR, ID, MT and Pacific Marine federal research installations, employing almost 10 jobs throughout the state economy 460,00 square miles of Environmental Laboratory, programs. nearly 13,400 workers in the Pacific Ocean. Home Oceanography and Marine 2015. to the U.S. icebreaker Services and elements of fleet. the National Marine Fisheries Service. Most maritime activity is clustered around the Puget Sound, with important nodes across the state and along the Snake and Columbia rivers. Boat and ship building, repair and maintenance activities are centered in Kitsap, King, Pierce, Skagit, and Whatcom counties, with the largest number of workers are based at the Puget Sound Naval Shipyard in Bremerton. Recreational boat building and boating activities are centered in King County, which spread across the state's inland water resources including the Columbia River. Commercial fishing and seafood processing activities are clustered primarily in the Greater Seattle area, but smaller seafood processing and aquaculture activities can be found elsewhere in the state. The maritime logistics and shipping subsector extends into Eastern Washington with employment in rail and trucking activities directly related to the maritime sector. Rail networks extend across the state, with major railyards in Seattle, Tacoma, Centralia, Pasco, and Spokane. Rail is an essential component of Maritime Logistics and Shipping, facilitating the movement of marine cargo to and from the state's seaport terminals. The Northwest Seaport Alliancerepresenting Washington's two major containerized ports manages the movement of discretionary cargo traffic, i.e., imported containers destined for locations in the Midwest and elsewhere. Handling of this cargo supports many jobs and businesses within Washington, including among terminal operators, rail yards, and freight logistics businesses. Washington's Strategy for the Blue Economy | January 2019 33 Range of WA's Maritime Click to edit Master title Industry and Subsectors The Passenger Water Transportation subsector focuses on activities in King and Kitsap Counties, which include the daily movement of Seattle area commuters by ferry as well as cruise ships embarking from Seattle. Less visible but equally important to highlight are the dozen river boat manufacturers residing within Clarkston, a small town in eastern Washington that borders Idaho, and produces over $70 million dollars in annual sales. Maritime support services is a broad subsector that covers naval architecture, marine construction, geotechnical and environmental analysis, marine education, and associations. These businesses are spread across the state, though a large number are located in proximity to the maritime businesses they serve. Maritime Sector Employment by County 2015 Sources: Washington State Department of Revenue 2015; Washington State Employment Security Department 2015; United States Census Bureau 2014; Washington Maritime Federation 2016; Community Attributes Inc. 2016 Washington's Strategy for the Blue Economy | January 2019 34 Washington's Maritime Subsector AnalysisClick to edit Master title As part of the Maritime Blue strategy initiative, an analysis was conducted for six key marine industry subsectors, as shown in greater detail in the figure below: Passenger Water Transportation Ship & Boat Building, Deep sea passenger Repair, & transportation Maintenance Coastal & great lakes Ship building and repairing passenger transport Recreational boat building, Inland water passenger repair & maintenance transportation Puget Sound Naval Shipyard Other support activities Maritime Support Services Geotechnical & Ocean Science Environmental Commercial Fishing Technology Naval Architecture Law & Seafood Products Ocean Energy Accounting Finfish farming & fish Ocean instrumentation Associations hatcheries Oceanography & Marine Marine Construction Shellfish farming Science & Engineering Finfish fishing Robotics & Submarines Maritime Insurance Shellfish fishing Marine Biomedicine/ Seafood product biotechnology preparation & packaging Clean Water Logistics & Shipping Port & Harbor Operations Marine Cargo Handling Warehousing & Storage Navigational Services to Shipping Deep Sea & Coastal Freight Freight Transportation Arrangement Drayage & Trucking The subsector analysis on the following pages provides a snapshot of their economic contributions, current developments, and current challenges that impact Washington's Blue Economy. The six subsectors were defined, categorized, and grouped based on previous maritime-industry studies, such as those conducted by the Washington Maritime Federation. There are two differences in the grouping for this analysis: Ocean Science Technology was added as a single subsector, given current national and international developments in this area. The Recreational Boat Construction and Recreational Boating category was designated within the Ship and Boat Building subsector. This analysis drew on numerous sources, which are listed in Appendix D: Subsector Analysis Sources. Washington's Strategy for the Blue Economy | January 2019 35 Commercial Fishing & Click to edit Master titleSeafood Processing This subsector includes 3 areas: Wild Capture Fishing: aquatic life is not controlled (includes finfish and shellfish fishing) Aquaculture/Fish Farming: Raising aquatic life for commercial use (includes finfish and shellfish farming) Seafood Processing: Establishments involved in processing, preparation and packaging of seafood. DNV GL photo In 2015, this Washington subsector: Supported 23% of total maritime jobs Contributed 44% of the total maritime industry Paid $1,075 million in revenue wages Current Developments Current Challenges Precautionary, ecosystem-based federal Changing climate conditions increasing fisheries management ensuring world-class uncertainty in fish stock forecasts and sustainable fisheries. business planning. Increased investment (e.g., new vessels and Trade-dependent WA State seafood industry value-added processing) in North Pacific and challenged by uncertain trade agreements. West Coast fisheries that account for more Seafood industry markets impacted by than 70% of all U.S. seafood landings. agenda-driven, not science-driven non- Improved technology and performance in governmental organizations. groundfish fisheries promoting "clean" fishing, Decreased funding for stock surveys, critical including decreased Chinook bycatch. research, and key federal agency personnel. Advances in marine science allowing for more Access to resources limited by allocation accurate stock assessments and climate conflicts and extra jurisdictional regulatory predictions. bodies. Puget Sound Partnership addressing water High regulatory standards and compliance quality and habitat in Puget Sound. cost relative to other producing regions in Shellfish aquaculture rapidly expanding. global seafood markets. Non-native fish farms being phased out in Puget Sound vital signs below 2020 targets. Washington. Interactions with marine mammal predators. Federal funding made available to assist with Increasing costs and lack of maritime, aquaculture pilot projects. industrial lands for working waterfronts. Washington's Strategy for the Blue Economy | January 2019 36 Maritime Logistics Click to edit Master title& Shipping This subsector includes 3 areas: Transportation: Establishments involved in water transportation of cargo. Warehousing: Establishments involved in providing refrigerated and general warehouse facilities. Support Firms & Services: Establishments that provide specialized logistics & shipping services such as operating ports and marine cargo handling. DNV GL photo In 2015, this Washington subsector: Supported 32% of total maritime jobs Contributed 24% of the total maritime Paid $1,479 million in industry revenue wages Current Developments Current Challenges Seaport Alliance's Strategic Business Plan: Declining cargo market share due to: Optimized infrastructure investment to develop facilities for the future Terminal productivity and rail competitiveness Deliver customer focused operational excellence Difficulties in securing the industrial lands for world class Successful policies from Ports of Vancouver facilities and Savannah, GA: Shifting global trade patterns, New investment models for financial alliance models and route sustainability and growth diversification Improved siting and project delivery Fewer green-related incentives/rewards Enhancing port stakeholder coordination (e.g., discounted harbor dues) than Regional Green Initiatives: neighboring and competing Port of Northwest Ports Clean Air Strategy, Vancouver as well as leading ports in participation in Green Marine, Cold the world. Ironing (onshore power supply), FRATIS (freight advanced traveler information system), cargo handling equipment with fuel-efficiency plans. Washington's Strategy for the Blue Economy | January 2019 37 Passenger Click to edit Master titleWater Transportation This subsector includes 3 areas: Deep Sea Water Transportation: Transportation of passengers to and from foreign ports (cruise) Coastal & Inland Water Transportation: includes all water transportation of passengers in coastal and inland areas (ferries). Support Activities: establishments involved in providing services to water transportation. DNV GL photo In 2015, this Washington subsector: Supported 3.3% of total Contributed 2% of the maritime jobs total maritime industry revenue Paid $138 million in wages Current Developments Current Challenges Reducing environmental impact of International regulation and local factors passenger water transportation: cleaner driving a need to reduce the burning engines, low-emissions fuels, environmental impact of the growing reduced risk of fuel spills, hull design to deep sea water transportation market. reduce wake, and quieter machinery. WSF face growing demand and ridership $600,000 funding to Washington State while contending with: Ferries (WSF), to explore conversion of three ferries (Jumbo Mark II Class) from Aging fleet: all but 13 vessels are over diesel to hybrid electric. 30 years old WSF Long Range Plan to build new Lack of time for maintenance: Boats hybrid/electric fleet and transition to a are in service 20+ hours a day zero-carbon-emissions, including the One relief boat and limited drydock accelerated adoption of both ferry capacity: electrification and operational improvements that will conserve energy, Aging workforce and a need to focus cut fuel use and reduce the cost of on succession planning operating ferries. Washington's Strategy for the Blue Economy | January 2019 38 Ship and Boat Building, Repair, & MaintenanceClick to edit Master title This subsector includes 3 areas: Puget Sound Naval Shipyard: repair and maintenance of military (U.S. Navy) vessels. Boat & Ship Building: new construction of commercial and recreational vessels. Repair & Maintenance: maintaining all existing commercial and recreational vessels. DNV GL photo In 2015, this Washington subsector: Supported 30% of total Contributed 12% of the maritime jobs total maritime industry revenue Paid $1,395 million in wages Current Developments Current Challenges U.S. consumers want fish that have been An ageing workforce and a growing sourced in an environmentally friendly skills gap as new methods and manner need for fisheries and fish technologies emerge. farms to create a green image. Washington's annual average wages Washington State Ferries shift to hybrid- for technical shipbuilding professions electric propulsion systems opportunity to is much higher than US average, demonstrate leadership. making shipyards less competitive Increasingly strict international, EPA and domestically. state environmental legislation increases Norway and Denmark are strong the need to build and operate green competitors in building specialized vessels. tonnage with state-of-the-art Strong ties with Canada and Asian trade technologies. partners present opportunities for Neighbouring Canada is growing into a cooperation and export. strong international competitor in Washington Clean Energy Funds available batteries and fuel cell technologies. for maritime electrification to support renew or retrofit of fleet with clean technologies. Washington's Strategy for the Blue Economy | January 2019 39 Maritime Support ServicesClick to edit Master title This subsector includes 3 areas: Naval Architecture & Marine Engineering: construction & architecture firms specializing in designing & building structures on or near water. Geotechnical & Environmental: firms engaged in providing environmental impact analysis, geotechnical analysis and engineering, & environmental remediation. Other professional services: ecosystem of legal, insurance, & accounting firms. DNV GL photo In 2015, this Washington subsector: Supported 12% of total Contributed 19% of the jobs total maritime industry revenue Paid $569 million in wages Current Developments Current Challenges Rising demand for maritime engineering Gap between workforce demand and expertise driven by emerging supply, particularly for skilled maritime technologies and legislative challenges. disciplines and professional services. Increasing public and private focus on Limited business associations restrict technology research and development to collaboration within the sector. meet changing industry needs. A lack of specialized maritime capital Growing promotion and recognition of sources and financial service providers. the value of green and sustainable Innovation restricted by a lack of practices and design. knowledge transfer and limited Societal and consumer expectations for mechanisms for incubation and increased transparency in business acceleration. processes. Washington's Strategy for the Blue Economy | January 2019 40 Ocean Science TechnologyClick to edit Master title This subsector includes 4 areas: Ocean Technology: includes ocean energy, ocean instrumentation, & oceanography. Robotics & Submarines: includes both manned and unmanned underwater vehicles. Water Technology: addressing water quality and desalinization. Marine Biomedicine/Biotechnology: products developed from marine animals and plants. DNV GL photo Washington is a leader in: Clean water science, ocean research, Clean energy technologies research, and data collection and processing development, and commercialization More than $300 million of annual federal funding to ocean research institutions in WA State, including: PNNL-MSL, UW-APL, NOAA, WWU-Shannon Pt. Marine Center Current Developments Current Challenges Explosive growth in marine renewable energy Ocean Energy resources are located in (wave, tidal, offshore wind) and significant challenging environments where progress in cost reductions. conventional technologies are impractical. Development in instruments for environmental Critical shortage of offshore energy monitoring and modelling for marine installation vessels in US shipyards to meet mammals, ocean acidification, condition Jones Act requirements. monitoring and the changing arctic. Lack of a permitting process to encourage Increase of unmanned/autonomous vehicles innovation and small-scale demonstration of for measurements and data collection. new blue technologies. Improvements in climate and ecosystem Storm water runoff leading to water pollution modelling capabilities. and causing floods. High cost for solutions. Potential growth in innovative products in Lack of awareness of commercial marine biotechnology. opportunities and cross-over to maritime Real-time environmental monitoring and markets. coordination on ocean acidification, cabled Limited access and engagement from private seafloor infrastructure and arctic awareness capital investors. Bioretention filtration techniques for storm water remediation. Washington's Strategy for the Blue Economy | January 2019 41 Stakeholder PerspectivesClick to edit Master title As part of the development of the Strategy Framework, DNV GL and the Department of Commerce conducted a survey in April 2018 of maritime stakeholders. Referred to as the Cluster Survey in this report, the objective of the survey was to gather stakeholders' perspectives of Washington's relative strengths and weaknesses and possible growth opportunities. The results of this survey were supplemented by another survey carried out in January 2018 to gauge interest in and preferences for a proposed Maritime Innovation Center. This earlier survey, referred to as the Maritime Innovation Center Survey, was designed by Port of Seattle, ECONorthwest, and The Maritime Alliance. The results of the two surveys are complementary, indicating both perceived priorities for the effective growth of the cluster and, specifically, stakeholders' expectations for the future development of innovation in the cluster. Cluster Survey The Cluster Survey questionnaire was based on one used by DNV GL and Menon The online questionnaire was issued to Economics to evaluate the strengths and more than 450 maritime stakeholders in weaknesses of leading maritime clusters. Washington State. The survey had a Respondents were asked to: response rate of approximately 21%. Rank the attractiveness of Washington The stakeholders were divided into two as a place to do maritime business in a main groups: number of competitive dimensions. Say to what extent they felt statements Maritime industry businesses associated with leading maritime 57% of the responses clusters applied to Washington State. Express their interest in participating in Trade associations, ports, labor a formal cluster organization organizations, Associate Development Organizations, research facilities etc. 43% of the responses The Maritime Innovation Center Maritime Innovation Center Survey Survey was conducted by ECONorthwest and designed to better understand the The online survey was sent to over 400 needs and views of targeted stakeholders stakeholders and 136 full responses such as startups and SMEs in the were received. maritime and BlueTech sectors. The survey was sent to stakeholders with 40% of the respondents self-identified potential interest in a Center and they as affiliated with the Maritime were asked to help identify: Business sector with the second largest category being the Innovation and growth barriers Government (17.7%). The survey Trending technology that can transform also had representations from other the maritime business stakeholders such as academia and Preferred focus and services of the investors. Center Washington's Strategy for the Blue Economy | January 2019 42 Survey ResultsClick to edit Master title Results from the Cluster Survey The following factors were regarded as the 55% of respondents most attractive aspects of doing business in would participate in a Washington State: blue economy cluster 100% organization Proximity to sophisticated customers 80% Availability of world-class competence Specialized/competitive supply chain Respondents 60% 40% Maritime businesses cited widespread cooperation between the maritime companies 20% in this region, and respondents also felt that the demands of local customers drove 0% Yes Definitely Maybe Definitely Not innovation and improvement of products and Source: DNV GL in publication services. The aspects of WA's maritime industry that participants ranked as most unattractive compared to other regions were: Access to capital (investors, banks and brokers) Personnel costs Policy framework Statements which participants disagreed most strongly with were: Our banks and financial service providers have highly specialized maritime competence Our maritime research institutions are among the best in the world Our maritime educational institutions are among the best in the world The relationships among the companies in the maritime cluster are characterized by openness and information sharing Our government and governmental bodies are supportive of the maritime industry Results from the Maritime Be More Innovative! Innovation Center Survey 2 out of 3 respondents felt the maritime sector in the state is lacking in terms of All sectors surveyed indicated that the innovative performance when compared Center should focus on the following with other industries. objectives (roughly equally): Promote knowledge transfer. Promote business incubation. Promote workforce development. Washington's Strategy for the Blue Economy | January 2019 43 Maritime Innovation Center Survey ResultsClick to edit Master title Takeaways from the Maritime Innovation Center survey TOP FIVE TOP FIVE BARRIERS INCUBATOR SEVICES TO MARITIME GROWTH Survey respondents were asked to Approximately 400 stakeholders were assess a large range of incubator asked to assess a large range of services. The following are the top five business and innovation challenges in challenges they identified in order of the maritime sector. rating priority: The list shows the top five identified 1. Shared resources with research challenges: centres, testing facilities, 1. Lack of public policy and incentives universities, and private support companies 2. Guidance and mentorship from 2. Workforce talent, skills, and business leaders/investors development 3. Business support service provider 3. Understanding assistance (e.g., HR, legal, and business/opportunities within the marketing) maritime sector 4. Access to general equipment for testing or fabrication of prototypes 4. Access to investors and funders 5. Classes/trainings for workforce 5. Lack of R&D resources and skills development (Source: Maritime Alliance & ECONorthwest 2018) The barriers to growth identified in the Maritime Innovation Center survey align well with the Maritime Blue stakeholder feedback identifying stakeholder engagement and awareness, lack of investment opportunities, regulations and standards, and workforce skill gaps as sector-wide challenges. Washington's Strategy for the Blue Economy | January 2019 44 Critical Issue: Blue GrowthClick to edit Master title Growth in a Sustainable Blue Economy more jobs that are meaningful, place-based, and provide a high quality of life, which The drive for sustainability is rewriting the strengthens communities. rules for all industries and maritime is no exception. The longevity and profitability of its There are many examples demonstrating how operators depend on a proactive approach to companies can benefit from sustainable sustainability. The nature of the industry is practices. However, the full potential of changing and there are many issues that could sustainable business models will only be bring unwelcome disruption, but there could realized through a broad industry collaboration also be opportunities for those companies that involving all stakeholders in the entire value are well prepared. This makes it all the more chain. Going it alone will only ever get the important to look at the market, regulatory industry so far. and technological challenges, and opportunities of future scenarios for a growing If we are to find answers to the challenges, we and sustainable maritime future. will only do so as part of a much broader dialogue that will have to take place between The notion that "going green is good for operators, regulators, and society at large. business" has been discussed, Together, we must meet the challenges and editorialized, and debated many times over. work in a collaborative, strategic manner to From large multinational corporations to deliver transformative technology and small entrepreneurs in developing countries, solutions that will support a growing and most can attest that reducing/eliminating sustainable industry. waste, providing meaningful work and wages, cooperating with competitors, aligning community values, and investing in innovation have proven can be very profitable. But it is risky to be a trailblazer, it often requires significant capital investment and it is challenging to gain trust from community stakeholders. If maritime companies are supported to adopt a technology and innovation-based business plan and economic model, they can make investments and see their return on sustainability investments increase as technology innovation increases. This acceleration takes place faster and more effectively when it is in collaboration across the sector. When businesses, public agencies, and research and training institutions are working together, identifying opportunities, directing funding, and gaining social license and public trust, the benefits occur faster. The model above highlights how a growing When this ecosystem begins to grow, it maritime economy fosters a culture of innovation attracts talent, recruits more investment, and and sustainability. Each blade is needed to propel businesses expand. This allows them to create the industry forward. Washington's Strategy for the Blue Economy | January 2019 45 Critical Issue: Addressing BiasClick to edit Master title Addressing Bias and Working Towards Inclusion Addressing gender, racial and socio-economic inequalities as a core objective and value statement is often overlooked in economic development strategies. With a goal to accelerate the Blue Economy For All, this strategy seeks to provide support and program development that address bias in the maritime workplace and supports workforce training opportunities for youth of color, low-income white youth, women and girls. For details, please see Appendix C: Workforce Sustainability in the Washington Maritime Industry . A maritime story and symbol that genuinely and respectfully acknowledge the history of tribal entities and contributions of women, people of color, and other groups may give more Washingtonians a sense of pride in the maritime sector. Tressa Arbow, University of Washington School of Marine and Environmental Affairs "As the Washington maritime industry embarks on its strategic plan to become the most sustainable maritime industry in the US by 2050, it will be crucial that sustainability goals include providing equal opportunities for different demographic groups in Washington to build a career in the maritime sector. The creation and retention of a diverse workforce is critical to the sector's long-term sustainability. Research has demonstrated that diverse workforces are not only more profitable Photo courtesy: Sound Experience but are also more productive and satisfying places to work. However, attempts to make the workforce look more diverse without addressing the reasons it isn't will not be enough. Telling a maritime story that is recognizable and representative, removing barriers to entry, and increasing retention are parallel imperatives that will require dedicated leadership, funding, and the endorsement and commitment of Washington decisionmakers. Furthermore, efforts to expand current initiatives or embark on new ones should include input from a wide range of perspectives, including women, people of color, tribal entities, managers, community members from throughout the state, and workers from various stages of maritime career trajectories" (Arbow 2018). Washington's Strategy for the Blue Economy | January 2019 46 Sector-Wide Challenges from Stakeholder FeedbackClick to edit Master title Washington State has a diverse range of maritime subsectors that have recently gone through numerous developments. There are challenges that need to be addressed that are specific to each subsector and some that are sector-wide. To achieve the 2050 vision, it is critical to identify and overcome these universal barriers. The challenges were initially identified through the subsector analysis and further refined through workshops with the industry stakeholders. The workshops also helped identify development pathways that formed strategic directions for cluster development. Addressing the following 10 sector-wide challenges will be critical to the success of the Maritime Blue strategy and each pathway to the 2050 vision: 1. Stakeholder expectations moving faster than industry Public and consumer awareness of environmental and sustainability challenges is growing, whether from the state's Deep Decarbonization efforts, the continued decline in the Southern Resident Orca population or the growing pressure on marine ecosystems in general. This sets expectations which the sector struggles to meet in a fiercely competitive setting. 2. Aging fleets (fishing, ferries, coastal trade) Much of Washington State's fleet across fishing, ferries and coastal trade consists of aging vessels. This presents both an operational and investment challenge and an opportunity for renewal. 3. Lack of investment and funding availability All sub-sectors suffer from a lack of sustainable funding mechanisms to support the industry and limited access to sources of capital. 4. Local regulation and standards impacting competitiveness Strict permitting processes and high environmental standards slow planning and development and lead to increased costs in development and operation, reducing Washington's competitiveness. 5. Competition for industrial lands and infrastructure Waterfront land is highly prized for urban development, plays a critical role in the marine ecosystem and can have significant impact on local communities. 6. High cost of doing business High labor costs and aging infrastructure combine to make Washington a less attractive place for doing business than other maritime regions. 7. An aging workforce is not being replaced A proportion of the current workforce is approaching retirement while not enough youth are getting involved in the industry. Washington's Strategy for the Blue Economy | January 2019 47 Sector-Wide Challenges from Stakeholder FeedbackClick to edit Master title 8. Skill gap between current and future workforce needs With the current workforce, employers are faced with a growing talent crisis that will have serious implications when the current workforce retires and as the nature of work evolves. 9. Low awareness and societal engagement in the maritime industry An important factor contributing to the lack of participation from the broader community. The next generation has particularly low awareness. 10. Lack of collaboration and coordination across the industry The various challenges facing the sector are too large for any one part of it or group to address alone. By pursuing clearly defined initiatives, each Maritime Blue pathway presents an opportunity to address these structural challenges for the sector and secure a thriving, competitive and sustainable future for the industry. DNV GL photo Washington's Strategy for the Blue Economy | January 2019 48 Turning Challenges into OpportunitiesClick to edit Master title Feedback from both stakeholder surveys and the pathway workshops all identify similar challenges and barriers for the growth of Washington maritime industry. Meeting these challenges and overcoming these barriers will present the sector with valuable opportunities for sustainable development. The Washington Maritime Blue Cluster will play an integral role in this development and will be essential in ensuring long term sustainable performance and competitiveness of Washington in the industry. Aligning with stakeholder expectations Through public outreach and engaging stakeholders in sector initiatives, the sector will be better able to understand, anticipate and meet public and consumer expectations for environmental and societal benefits from sustainable development. Fleet modernization Modernization of Washington's fleet with low carbon technologies and low impact vessel designs will help the sector to establish a competitive edge in sustainable vessel construction and develop an ecosystem for innovation. Develop new sources of investment and funding Strategic partnerships need to be established to drive the commercialization of emerging blue technologies. The industry will need access to financing for all stages, from earlystage start capital to financing newbuilds and large infrastructure investments. Regulatory predictability Establishing a predictable regulatory environment while maintaining environmental, safety, and social standards will improve competitiveness for the sector. Securing industrial lands A broad, strategic approach to infrastructure planning will secure sufficient land for the industry's needs while holistically managing environmental and societal impacts. Washington's Strategy for the Blue Economy | January 2019 49 Turning Challenges intoClick to edit Master title Opportunities Moving from high cost to high value Nurturing a high skilled, high value workforce and securing sustainable investment in infrastructure will present a compelling benefit case and enable the sector to capitalize on Washington's other advantages. An inclusive and sustainable workforce pipeline Working waterfronts and workforce development pathways will manage the future careers of maritime workforce. A skills strategy to meet future workforce needs A targeted skills strategy will ensure not only a sustainable supply of appropriate talent, but enable the industry to manage the transition to new operating models in a just and fair manner. Raising awareness and building a societal stake Community outreach and engagement in all areas of society will be critical to align the development of industry to the expectations and priorities of the public and ensure that all of Washington State has a stake in its future success. Industry collaboration and coordination A well-coordinated approach to policy-setting, the adoption of standards and development of funding mechanisms will ensure a level playing field for fair competition. Promoting collaboration on issues of common interest across government, industry and academia will leverage greater investment in innovation and accelerate technological development. Washington's Strategy for the Blue Economy | January 2019 50 Click to edit Master title Washington Maritime Blue Strategy Washington's Strategy for the Blue Economy | January 2019Washington's Strategy for the Blue Economy | January 2019 51 Values to Ensure Success ofClick to edit Master title Washington's Blue Economy Washington Maritime Blue is committed to the development of maritime business, technology, and practices that promote a sustainable future contributing to economic growth, ecological health, and thriving communities. BLUE VALUES Growing Economy: We will build a strong business climate, attract talent and investment and develop an efficient regulatory structure that supports innovation and infrastructure. We collaborate for growth to drive operational efficiency in our maritime companies. We use strategic partnerships to develop resources and infrastructure. We promote an efficient and goal-based approach to regulatory implementation. Healthy Ecosystems: We are committed to restoring and sustaining the health of our coastal and marine ecosystems. We drive the adoption of best management practices or standards by addressing barriers to their adoption and implementing incentives. We leverage the knowledge of our research institutions in renewable energy and ocean research. We apply an environmental ethic to development and seek to minimize impact. Resilient Communities: We will apply a social justice lens to all our efforts to ensure thriving and resilient communities will be engaged in the sustainable development of the maritime sector. We proactively engage with our stakeholders to achieve social license and anticipate and address unintended consequences of development and sustainability initiatives (supporting holistic decision making). We reduce adverse impacts of economic development on vulnerable communities, while supporting climate change and natural disaster resiliency. We are committed to a diverse, inclusive and representative maritime industry with increasing living-wage jobs. Washington's Strategy for the Blue Economy | January 2019 52 Washington Maritime BlueClick to edit Master title Strategy Framework Vision: Washington State will be home to a world-class, thriving, and sustainable maritime industry by 2050. Mission: The Washington Maritime Blue Strategy will accelerate the Blue Economy as a leader in maritime clean tech innovation and best management practices that will support a growing maritime economy in all sectors with increasing living-wage jobs, a healthy environment, and resilient communities. This will be accomplished through partnership with all stakeholders; including public entities, maritime business, academic and research institutions, ports, labor groups, and community organizations. Strategy Framework: The strategy framework was built from the ground up leveraging direct stakeholder input and stewardship from the Advisory Council. Strategic Goals are the high level, aspirational goals established to achieve the Vision of the Plan Development Pathways are the strategic directions for cluster development. They are measurable efforts based on the region's expertise, needs and opportunities. Initiatives are specific recommendations for policies, projects and milestones that need to be implemented to reach the vision. Action Areas are the tools used to achieve the strategic plan. Values: Underlying all we do, the three values of the Blue Economy guide our process to maintain balance in in defining the course for achieving the vision. Thriving, Global Strategic Goals Growing 21st Century World-Class Low Carbon Innovation Gateways Workforce Cluster Industry Hub What success will look like Development Pathways How we will achieve the goals Working Waterfronts Initiatives Projects & Milestones Policy Recommendations Course setting for In progress, short term (pre-2025), Regulatory, financial and policy priorities Implementation medium term (pre-2035) Action Areas R&D, Best Practices, Communications, Education & Policy, Regulation, What tools we use Demonstration, Standards, & Outreach, & Training & Finance Incubation Certifications Collaboration Values Engaged & Resilient Growing BLUE Economy Healthy Ecosystems What guides our Communities actions Washington's Strategy for the Blue Economy | January 2019 53 Strategy is a Combination of Effort from All StakeholdersClick to edit Master title The work that has been undertaken since the Governor launched the Maritime Blue initiative and selected the Maritime Advisory Council back in December 2017, has been a broad concerted effort engaging a number of maritime sub-sectors and communities. Several workgroups, task force meetings and steering committee meetings have taken place, in addition to outreach via online surveys across the different communities, companies and organizations that are part of the industry. It has been important to ensure that the full breadth of the industry and the parties that are affected have been given the opportunity to take part in the development of the strategy framework, and that the findings are 'by and from' the stakeholders themselves. Washington Maritime Blue Strategy Task Force January 20, 2018 Task Force & Advisory Council April 24 & 26, 2018 Pathway Workgroup Meetings June 22-28, July 18, 2018 Governor's Maritime Innovation Advisory Council & Launch Event Joint Session Co- December 12, 2017 Chairs & Steering Committee October 19, 2018 Washington's Strategy for the Blue Economy | January 2019 54 Pathways Addressing Sector-Wide ChallengesClick to edit Master title The Maritime Blue strategy will address each of the identified sector-wide PATHWAYS challenges through the five Maritime Blue pathways as shown in the figure below. The extent to which these challenges are managed or mitigated will be a key test of all initiatives and projects to meet the Maritime Blue goals and achieve the vision of a worldclass , thriving, and sustainable maritime Deep Decarbonization Blue Innovation industry by 2050. Working Waterfronts Workforce Development Cluster Coordination 1. Stakeholder Engagement 2. Aging Fleet 3. Lack of Investment 4. Regulations & Standards CHALLENGES 5. Land & Infrastructure 6. Cost of doing business 7. Aging Workforce 8. Skill Gap 9. Low awareness 10. Lack of collaboration Challenge Addressed Washington's Strategy for the Blue Economy | January 2019 55 Strategic Direction: Thriving, Low-Carbon IndustryClick to edit Master title Strategic Goal: A Thriving, Low-Carbon Industry Establish a decarbonized maritime industry that continues to grow and maintain resiliency by taking advantage of an ecosystem of innovations for cleaner air and efficient, costsaving operations. Pathway: Deep Decarbonization Accelerate the transition of Washington's maritime industry to a low-carbon future pursuing technological innovations, infrastructure, and incentives to enable the transition of local, coastal, and international maritime activity. Initiative 1: Initiative 2: Initiative 3: Low-carbon maritime Low carbon shore- Strategies for emissions technologies on board side infrastructure reductions Demonstration Projects Establish case Leverage studies to existing demonstrate Strategic collaborations Leverage real return on infrastructure to establish time emissions Electrification of investment & planning to support regional tracking tools to State & regional reduction in investments in low- agreements for ID opportunities ferries. emissions for carbon energy and common to improve transition to fuel infrastructure. emissions performance. electrification, targets on the LNG, renewable West Coast and fuels, & fuel beyond. cells. Washington's Strategy for the Blue Economy | January 2019 56 Policy RecommendationsClick to edit Master title Thriving, Low Carbon Industry WA State Policy Recommendations Secure funding to support Adopt policies and Ensure public funds vessels & shore side incentives to create market directed towards infrastructure for electric conditions that reduce clean energy and operations and low-carbon carbon (and other) carbon mitigation fuels. emissions from maritime are available for applications. maritime, clean technology applications. Detailed Policy Statements Secure funding for Adopt a clean fuel standard electrification of (and credit program) to state/county/regional/privat incentivize the development e ferries and passenger and usage of alternative services. fuels. Secure continued and increased funding for the WA Clean Energy Fund and ensure inclusion of maritime innovation. Secure an array of incentives and funding mechanisms to drive earlystage innovative clean fuel and electrification projects for ports. Bond funding, cap and trade revenues, grants, loans, and other financing mechanism for capital investments. Washington's Strategy for the Blue Economy | January 2019 57 Strategic Direction:Click to edit Master title Global Innovation Hub Strategic Goal: Global Innovation Hub Establish Washington State as a global maritime technology innovation hub Pathway: Blue Innovation Drive the commercialization of emerging blue technologies in Washington State by through strategic partnerships. Initiative 2: Low-Impact Vessel Design & Initiative 1: Digital Transformation Advanced Manufacturing 1.1 Digitally assisted 1.2 Maritime data operations science Demonstration Projects: Establish maritime Establish shared data Joint Industry Create model for innovation validation platform and Project to advanced manufacturing zone for R&D, testing, standardized model implement low techniques and materials & evaluation of safety to enable pilot for impact vessel in shipbuilding while & performance of blue-ware and design for NOAA increasing jobs and digitally-assisted blockchain Marine Sanctuary training programs. operations. applications. Program. Initiative 3: Modernization of Fishing, Initiative 4: Collaborative R&D, Incubation, & Seafood, & Ocean Innovation Commercialization for Innovation & Demonstration Projects Demonstration Projects Demonstration Projects: Development of new Design & build a Increase in- gear and marketing Maritime Innovation PNNL's state seafood strategies for harvest Center to house cluster Macroalgal processing with of hatchery salmon in programing, co- NOMAD project, full utilization the lower Columbia working space and demonstration technology. for harvest of support phase. hatchery fish and commercialization of release of wild fish. technology. Washington's Strategy for the Blue Economy | January 2019 58 Policy RecommendationsClick to edit Master title Global Innovation Hub Blue Innovation WA State Policy Recommendations Develop incentives and finance mechanisms for maritime innovation in shipbuilding & manufacturing, including vessel replacement for ferries, modernizing fishing fleet, noise reduction, and water quality. Designate a maritime innovation validation zone to perform R&D, testing, and evaluation of safety and performance for digitally-assisted operations. Fund and develop incubation, R&D, and commercialization platforms for maritime innovation facilities and research centers. Detailed Policy Statements Hybrid finance model: Leverage state money for overcoming challenges, attract private capital with scale. Support state agency efforts in adopting innovation and technology based economic development activity for recruitment, retention, expansion, rural economic development, and small business export assistance. Ensure public funds directed towards clean energy and carbon mitigation are available for maritime clean technology applications. Washington's Strategy for the Blue Economy | January 2019 59 Strategic Direction: Growing GatewaysClick to edit Master title Strategic Goal: Growing Gateways Washington will be a premier region for imports, exports and maritime industrial activity with a reputation for safety, transparency, efficiency, and sustainability. Pathway: Working Waterfronts Washington will lead the nation in efficient, clean, and safe maritime practices across all maritime communities and sectors of the industry. Initiative 2: Infrastructure Initiative 1: Smart Ports and Regulatory Strategy 2.1 Long-term 1.3 Attracting and maritime 1.1 Digitalized 1.2 Clean & efficient Training the infrastructure & 2.2 Regulatory predictability & land use processes operations Future Workforce transportation of our ports strategy Demonstration Projects: Work with Support Regulatory bodies Modernization of Create holistic long- regulatory development of to leverage agreed port infrastructure Host future of term infrastructure agencies to create common platform, upon across the state maritime and transportation pilot permitting standards for data certifications, best including workforce summit strategy to plan for process for sharing across practices and electrification of addressing future needs and innovation that terminals & standards to Northwest Seaport growing needs of technology meets sustainable provide incentives create incentive- Alliance cargo our ports. developments for economic to encourage based regulatory terminals. freight mobility development participation. scheme. criteria. Initiative 3: Blue Gateway 3.2 Maritime sector 3.1 Attracting business activity 3.3 Increase eco-tourism & stewardship & Corporate through sustainability recreational boating Social Responsibility Demonstration Projects: Develop an optimization tool Maritime Non-governmental & for maritime applications to Community Based Build up shore power/ gauge sustainability indicators Organization partnerships for wastewater infrastructure like ROI, jobs & emissions conservation supporting to reduce emissions and impacts (for vessels, Corporate Social Responsibly impact. infrastructure, operations). and social licence Washington's Strategy for the Blue Economy | January 2019 60 Policy RecommendationsClick to edit Master title Growing Working Waterfronts Gateways WA State Policy Recommendations Investment in critical Align and simplify the Develop regional Port and maritime regulatory and permitting collaborations & infrastructure to process to improve, speed, partnerships maintain and increase efficiency and predictability in that promote modernization and shoreside maintenance, competitiveness and competitiveness. remediation and construction. reduce ecological impact. Detailed Policy Statements Secure funding for Work with regulatory agencies to Support inclusion of West infrastructure & digitalization create pilot permitting process for blue Coast/Asia air emission development for port terminal innovation projects that meet targets/incentives. operations & freight mobility. sustainable economic development criteria. Secure funding to implement Secure regulatory predictability and Support participation in goals of Puget Sound transparency for maritime collaborative approaches to Partnership recommendations infrastructure development. align on ecological goals and other (global, regional, local). mitigation/conservation priorities. Secure port & state incentives Promote authority within Office of Coordinate with other ports in for international and coastwise Regulatory Innovation & Assistance the region (West Coast) to ship owners using established (ORIA) to improve permitting timelines increase use of incentives to best practices and voluntary and efficiency. decrease emissions and certifications. impacts (including noise). Secure state funding for Secure maritime industrial lands broadband initiatives to ensure through integrated planning for cities and communities have industrial zoning & economic access to a vibrant broadband development (Growth Management Act or fiber system. & Shoreline Master planning). Use "Industrial Sanctuary" & "Essential Public Facilities" designations. WA State to continue to push Congress to address Harbor Maintenance Tax imbalance. Washington's Strategy for the Blue Economy | January 2019 61 Strategic Direction:Click to edit Master title 21st Century Workforce Strategic Goal: 21st Century Workforce A technologically adaptable and inclusive workforce with a sustained stream of high-caliber entrants will be developed Pathway: Workforce Development Next generation of an inclusive and diverse maritime workforce with technological expertise and access to clean, healthy, living-wage jobs. Initiative 1: Career pipeline, pathways, & connections Demonstration Projects: 1.1 Skill demand 1.2 Mapping career forecasting & strategy pathways in & through 1.3 Career-connected learning for workforce pipeline the industry Skill demand Launch marketing Leverage existing Youth Maritime forecasting and campaign for maritime registered Collaborative housed creation of a forward- careers leveraging apprenticeship programs within Maritime Blue looking strategy integrated website with to increase training Cluster & sustained framework that mapped pathways & across the maritime with funding to consolidates efforts to forecasts. supply chain expand opportunities. date. Initiative 2: Inclusivity, support, & outreach Demonstration Projects: 2.1 Create broader 2.2 Outreach and opportunities for equitable engagement & inclusive participation Develop an equity Host a Maritime Blue framework for maritime Forum between workforce employers & training organizations, industry, & providers with Community ambassadors for under- Based Organizations. represented communities. Washington's Strategy for the Blue Economy | January 2019 62 Policy RecommendationsClick to edit Master title 21st Century Workforce WA State Policy Recommendations Dedicate funding for Support initiatives for state maritime specific training, wide workforce Adopt recommendations of education, and workforce development that Career Connected development at the K-12, encourage alignment and Washington and regional community college and 4- efficiency of programs efforts to define and year universities; including according to community support maritime career expansion of registered and industry sector based pipeline development. apprenticeships in youth priorities. programs. Detailed Policy Statements Leverage existing registered Align with initiatives from the State Board for Community apprenticeship programs to and Technical College (SBCTC), Office of Superintendent of increase training across the Public Instruction (OSPI),Workforce Training Board (WTB), Careermaritime supply chain. Connect Washington Task Force, and Workforce Development Council (WDC). Secure change in RCW to include Secure funding according to the Workforce Training Board Port investments in workforce (WTB) proposal for incumbent worker training. development. Support federal designation and Development of funding for Domestic Maritime training certification that is Center of Excellence for Maritime more consistent across the state and preferably across Workforce Training and Education. multiple states Secure Washington State University funding for marine electrical engineering program. Washington's Strategy for the Blue Economy | January 2019 63 Washington State Policy RecommendationsClick to edit Master title For the Maritime Blue Strategy, the key support from local, state, and federal governments is their capacity to convene stakeholders and to create and regulate a policy regime that is supportive of the vision and goals of the Blue Strategy particularly when it impacts the rate at which industry can accelerate innovation and living-wage job creation. Combined Policy Recommendations for Blue Goals Adopt policies and incentives Thriving, Secure funding to develop Ensure public funds for clean to create market conditions Low Carbon and support vessels & shore energy and carbon mitigation that reduce carbon (and Industry side infrastructure for are directed towards other) emissions from electric operations and maritime, clean technology maritime applications. cleaner low-carbon fuels. applications. Develop incentives & finance mechanisms for maritime Designate a maritime Fund and develop incubation, Global innovation in shipbuilding & innovation validation zone to R&D and commercialization Innovation manufacturing, including perform R&D, testing & platforms for maritime Hub vessel replacement for evaluation of safety and innovation facilities and ferries, modernizing fishing operational performance for research centers. fleet, noise reduction, & digitally assisted operations. water quality. Align and simplify the Invest in critical Port and Develop Regional regulatory and permitting Growing maritime infrastructure to collaborations and process to improve, speed, maintain and increase partnerships that promote Gateways efficiency and predictability modernization and competitiveness and in maritime infrastructure competitiveness. reduce ecological impact. projects. Dedicate funding for Support initiatives for maritime specific training, statewide workforce Adopt recommendations of 21st Century education and workforce development that encourage Career Connect Washington Workforce development, including alignment and efficiency of and regional efforts to define expansion of registered programs according to and support maritime career apprenticeships and youth community and industry pipeline development. programs. sector-based priorities. These recommendations are intended to be complimentary and aligned to parallel or connected policy initiatives when they are supportive of the Blue Strategy Goals. However, please note that even if a particular policy or aspect of a recommendation may be highlighted in the Blue Strategy, it is not necessarily an endorsement of an entire initiative. Other initiatives that share at least some alignment include: Governor Inslee's Clean Energy Future for Washington State Washington Maritime Federation 2019 Legislative Priorities Washington State Ferries 2019 Long Range Plan Puget Sound Partnership Agenda Northwest Ports Clean Air Strategy Southern Resident Killer Whale Task Force Recommendations Career Connect Washington Policy Agenda Other State Agency policy and funding requests Local municipality and ports policy agendas Washington's Strategy for the Blue Economy | January 2019 64 Click to edit Master titleStrategic Direction:World-Class Cluster Strategic Goal: World-Class Cluster An organized cluster of competitive companies and partners will continuously drive sustainable economic development for the maritime industry Pathway: Cluster Coordination A formal Cluster Organization will drive implementation of the WA Maritime Blue strategy & collaboration to ensure a strong maritime industry founded on competitive maritime companies and an attractive business environment. Blue Focus Blue Forum Blue Forward Blue Force Implement a communications and Platform for Cooperation to marketing campaign collaborative R&D enable the plan in conjunction Networking and strengthening of the projects, Joint workforce of the with partner knowledge base: Host workshops, Industry Projects future through organizations, to provide market data, (JIP), and teaming coordination, raise visibility & for grant funding & public connect with opportunities. forums. opportunities. Incubation to drive Scholarships for early stage workforce Establish website Cooperation with innovation to development. Job to serve as a focal authorities to Cross sector commercialization. board. Fostering point for create a better engagement and Guidance and internship & information about framework to coordination with mentoring for apprenticeships. & for WA's Blue develop new other clusters start-ups & Mentor-mentee Economy. technology. businesses looking relationships. to expand into the Hands on learning Blue economy. for K-12. Blue Finance Blue Facility Blue Federation Conduit for public and private funding The Maritime opportunities. Attract investors and connect Innovation Center the dots on the value proposition for houses incubation, Partnered with the innovators. acceleration, co- Washington Maritime working, and public Federation to ensure meeting space. It acts continued support and as a hub to the many Establish Maritime Innovation Fund for capital coordination of spokes in rural investment in innovation-based startups with a industry priorities. maritime communities potential for high growth and job creation across the state. Washington's Strategy for the Blue Economy | January 2019 65 Maritime Blue: Charting a Course for 2050Click to edit Master title Washington's Strategy for the Blue Economy | January 2019 66 Maritime Blue Click to edit Master titleKey Demonstration Projects Electrification of state and regional ferries to reduce air & noise emissions & establish competitive edge in sustainable vessel design & manufacturing: Conversion of 2 existing state ferries WSF to construct 2 new electric ferries Planned Skagit County all-electric ferry High-speed passenger ferries across the region Design and build a Maritime Innovation Center to house cluster programing, co-working space, incubation & support commercialization of technology. The Center will serve as a focal point for the blue economy and support early stage companies through hub-and-spoke model of collaboration across the entire maritime sector in the state. Work with regulatory agencies to create a process for Blue innovation projects that meet sustainable economic development criteria .This could include establishment of a maritime innovation validation zone; and a designated inwater location with streamlined permitting to allow for research, demonstration, testing, and evaluation of new technologies. Youth Maritime Collaborative is committed to guiding today's youth toward maritime-related careers. With a focus on reaching underrepresented communities through experiential events and high school internships, the Collaborative works to connect companies with the next generation of workers. An independent WA Maritime Blue Cluster organization is launching and will be charged with implementation of the strategy through an alliance of maritime businesses, public entities, community organizations, research and training institutions that are ready to proactively accelerate innovation and growth. Washington's Strategy for the Blue Economy | January 2019 67 Click to edit Master titleStrategic Alignment with Global Goals Sustainable Development Goals (SDGs): The United Nations (UN) has identified 18 sustainability goals that are a call for action by all countries to promote prosperity while protecting the planet. They recognize that ending poverty must go hand-in-hand with strategies that build economic growth and address a range of social needs including education, health, social protection, and job opportunities, while tackling climate change and environmental protection. In a disruptive, rapidly-evolving environment for industry, the SDGs provide a clear framework to structure sustainability efforts for the public and private sectors and for civil society. As a response to some of the biggest challenges facing modern society, the SDGs can present valuable opportunities for innovation and growth in new markets. All of these challenges present opportunities for public and private partnerships to develop innovation to address the needs. The maritime industry has a critical role to play in meeting many of the SDGs in terms of facilitating of sustainable economic growth, delivering benefit to society and safeguarding the marine ecosystem. The Washington Maritime Blue Strategy has been developed to align with the SDGs to ensure innovations developed in Washington can address global challenges, and lead to competitive success. Alignment of Washington Maritime Blue goals and 5 SDGs: An energy transition to a Thriving, Low Carbon Industry will deliver real climate action. Creating a Global Innovation Hub will bring benefits to industry, innovation and infrastructure. Making Growing Gateways will secure decent work and economic growth Developing a 21st Century Workforce will create a demand for quality education. The course towards these goals will be steered by a World-Class Cluster in partnership for the goals. Thriving, Global 21st Century World-Class Blue Goals Growing Low Carbon Innovation Gateways Workforce Cluster Industry Hub Values Engaged & Resilient Growing BLUE Economy Healthy Ecosystems What guides our Communities actions Washington's Strategy for the Blue Economy | January 2019 68 Click to edit Master title Project Overview Washington's Strategy for the Blue Economy | January 2019Washington's Strategy for the Blue Economy | January 2019 69 Governor's MaritimeClick to edit Master title Innovation Advisory Council Governor Jay Inslee announced his Maritime Innovation Advisory Council on December 17, 2017. In his letter endorsing the Blue initiative, he stated the following: "This Washington Maritime Blue: 2050 Vision for Accelerating Innovation project will leverage the strong connections created through our Sector Lead program to develop a diverse workforce, stronger businesses and new technology to meet the challenges ahead. Our goal is to build a green, efficient and sustainable maritime sector that will serve as a model for the rest of the country." Co-Chairs Rep. Gael Tarleton, WA State Legislature Frank Foti, CEO Vigor Dennis McLerran, Cascadia Law Group, Former EPA Administrator Region 10 Members Sen. Ann Rivers, WA State Legislature Director Eleni Papadakis, Workforce Training Chairman Leonard Forsman, Suquamish Tribal Board Council John Wolfe, Northwest Seaport Alliance Commissioner Fred Felleman, Port of Seattle Paul Stevens, Saltchuk Mayor Laurie Gere, City of Anacortes Joe Ritzman, SSA Marine Secretary Roger Millar, WSDOT Stefanie Moreland, Trident Seafoods Director Brian Bonlender, Dept. of Commerce Vince O'Halloran, Maritime Trades / AFL-CIO Director Sheida Sahandy, Puget Sound Bob Miyamoto, UW Applied Physics Lab Partnership John Dwyer, USCG Sector Puget Sound Director Craig Kenworthy, PS Clean Air Agency Bruce Anderson, Starcrest Consulting Barbara "b.g." Nabors-Glass, Seattle Goodwill Stakeholder Process Overview Advisory Council Co-Chairs Engagement of Other Organizations: Industry WA Maritime Federation Maritime blue Steering Port and Marine Trade Communities Task Force Committee Environmental NGOs Government Agencies & Pathw Pathw municipalities Pathway Pathway Workgroupay Workforce and Training System Workgroupay Trade & Labor Tribes Facilitation, Coordination, and Communication: WA Department of Commerce & DNV GL Washington's Strategy for the Blue Economy | January 2019 70 Washington Maritime BlueClick to edit Master title Initiative Overview Stakeholder Engagement and Staffing Task Force Steering Committee Ann Avary, Center of Excellence for Marine Manufacturing and Technology Eleanor Kirtley, Green Marine Nan McKay, Northwest Straits Commission Steve Sewell, Washington Maritime Federation Andy Stewart, University of Washington Applied Physics Lab The Task Force and Pathway Workgroups were supported by hundreds of stakeholders from WA State and beyond. While the list is too extensive to include, the strategy would not have been possible without the contributions from all of the participants. Department of Commerce Staff Joshua Berger, Governor's Maritime Sector Lead Sarah Lee, Project Director Industry Sector Development Program Key DNV GL Staff Support Jennifer States, Senior Consultant and Business Development Manager Energy Advisory Simon Mockler, Head of Section - Maritime Advisory Anders Mikkelsen, Business Development Director Maritime Initiative Overview Strategy & Cluster Next Steps: Stakeholder Pathway Benchmarking Supporting Facilitation Development & Launch Demo Projects Advisory ID key trends, WA State Global Council, Task challenges, ferries benchmarking Force, competitive edge electrification workgroup meetings ID funding & Feedback Data-sharing launch consolidation platforms organization Stakeholder Surveys Policy & project Cluster Joint industry recommendations implementation projects (JIP) Washington's Strategy for the Blue Economy | January 2019 71 Maritime Blue Strategy TimelineClick to edit Master title The Maritime Blue strategy launched in December 2017 and has completed four primary phases prior to report delivery in January 2019, as illustrated in the figure below. It is important to note that the Advisory Council and Task Force has been participating in meetings since December 2017 and throughout the entire strategy process to support the realization of this strategy. In January 2019, the Governor's Innovation Advisory Council will deliver the final strategy report to Governor Inslee at a roll-out event. At the same time, the Maritime Blue Cluster Organization will officially launch and begin implementing the strategy and demonstration projects. In April 2019, the cluster plans to host a Blue Forum event for knowledge sharing and networking. Strategy Development Timeline and Stakeholder Meetings: Dec. 2017-May 2019 Dec April - 2017 July Phase 2: 2017 Phase 4: Public Kickoff Draft Strategy Steering Implement Framework Roadmap Task Force Committee Meeting Stakeholder Working Final Survey Group Roadmap Advisory Sessions strategy Phase 1: Council & Task Phase 3: Project Force Pathway Aug - Launch Jan Evaluation Dec 2018 2018 Dec Dec 2018 Roll-Out 2019 Blue Forum Event Implement Strategy & Launch Maritime Marketing Events Projects Blue Cluster Knowledge-Sharing Organization Events Maritime Final Report Blue Cluster Delivery April Jan Organization 2019 - 2019 beyond Washington's Strategy for the Blue Economy | January 2019 72 Cluster OrganizationClick to edit Master title Cluster organizations are truly public-private partnerships. The public-private partnership status is also underlined by the fact that typically Public-private partnerships 40% of funding comes from private sector with 60% from contribution from the public. Having Staff size formal membership is strongly associated with financial sustainability and improved Financial sustainability collaboration among firms. Intense networking & bottom- Cluster initiatives with large staffs perform better up cooperation in every aspect, both internally and externally. Number of initiatives Having a dedicated cluster website is strongly associated with many performance measures. Dedicated Website Cluster initiatives with a website perform better in terms of innovation, competitiveness, meeting Online collaboration platform (e.g., one tested in EU) deadlines and goals, being financially sustainable and attracting new members than the very few that do not have a website. They are also better at improving collaboration with other clusters and global markets. Key Observations Cluster organizations globally are established with different structures, forms, sizes and follow various set of priorities; and therefore, it is not feasible to provide a universal definition that will be common to each cluster organization. In some occasions, trade/sector associations act as a form of cluster organization that connect different stakeholders together under one umbrella in order to archive their common objectives; it's also recognized that formation of highly successful cluster organizations can be done as a result of government induced programs (e.g. NCE in Norway). The EU further describes cluster organizations as "structures or organized groups of independent parties (such as innovative start-ups, small, medium and large enterprises, as well as research and knowledge dissemination organizations, non-for-profit organizations and other related economic actors) designed to stimulate innovative activity by promoting sharing of facilities and exchange of knowledge and expertise and by contributing effectively to knowledge transfer, networking, information dissemination and collaboration among the undertakings and other organizations in the cluster" [source: ESCA]. It has become evident that the implementation of a cluster organization is needed to support accelerated development and strengthening of the maritime industry in WA. This is further elaborated in the following pages. Washington's Strategy for the Blue Economy | January 2019 73 Washington Maritime Blue Cluster OrganizationClick to edit Master title Key to accomplishing the WA Maritime Blue vision is a cluster organization that develops and supports maritime business development, technology innovation and best practices promoting a sustainable future and contributing to the values of economic growth, ecological health, and thriving communities. As an organized cluster of partners, the WA Maritime Blue Cluster will continuously drive sustainable economic development for the maritime industry to: Implement the goals of the Washington Maritime Blue Strategy for a Blue Economy. Develop into a competitive and internationally-ranked maritime cluster. Create shared ownership for the industry founded on economic, environmental and social added-value. Leverage and optimize collaboration within the industry and build links across adjacent industries and clusters. Lead in public and private investments and partnerships. Tours, Global Outreach, WA State and Cluster to Cluster Delegation Visit to Engagement Norway, September Tour of WA Norway 17-21, 2018 State Ferry Delegation planned for Visit to WA hybrid electric State, May 3- conversion, 4, 2018 Tour of May 3, 2018 "Center for Urban Waters," April Tour of new 24, 2018 cold storage & processing facility for Trident Seafoods, April 22, 2018 Washington's Strategy for the Blue Economy | January 2019 74 Washington Maritime Blue Cluster OrganizationClick to edit Master title Operating as an independent, non-profit cluster organization , this strategic alliance will implement the following strategic action areas: Blue Focus: Acting as a communication and marketing hub Blue Forum: Hosting events to broaden the knowledge base and connect resources Blue Forward: Facilitate R&D and Demonstration Projects, impact and market analysis Blue Force: Connecting employers to workforce development and training opportunities Blue Finance: Develop Maritime Innovation Fund & connections to financial resources Blue Facility: Management of the Maritime Innovation Center, incubation and acceleration services Specifically, industry members and organizational partners will have access to: Knowledge sharing events Research centers and institutions Funding and financing opportunities Partners, costumers, and supply chain vendors Maritime Blue Incubator/Accelerator Business services consultation Joint industry projects Visiting delegations B2B introductions Trade shows and trade mission eligibility Marketing and communications campaign Industry focused workforce initiatives WA State delegation to Norway, Sept. 2018 This will be accomplished by building on the successful engagement of businesses, governments, academic institutions, ports, labor organizations, economic and workforce development entities, tribal nations, and community-based organizations. Because Washington's maritime industry is located in a mix of urban and rural areas, Washington Maritime Blue will deploy a hub-and-spoke model that will ensure that entrepreneurs and small and medium-sized businesses in underserved and rural communities can access services, research, and networking. Washington Maritime Blue is an independent 501c6 nonprofit Cluster Organization charged to implement the Washington Maritime Blue Strategy as a partnership between Public Entities, Private Industry, and Research &A Training Institutions. A Strategic Alliance for Maritime Innovation & Sustainability Washington's Strategy for the Blue Economy | January 2019 75 ConclusionClick to edit Master title Washington State will be home to a The development of new mechanisms to world-class, thriving, and sustainable provide focused investment in maritime maritime industry by 2050: this is the innovation will build an attractive basis for vision for the Washington Maritime Blue future growth and attract new sources of strategy. The strategy framework was built capital. from the ground up leveraging direct stakeholder input and stewardship from the Coordinated policy and lobbying efforts by Advisory Council. Stakeholder engagement the cluster regulatory bodies will help to included input from representatives of mitigate the most critical of regulatory industry, workforce, research, academic, challenges. government, tribes, trade, labor, and A broad, strategic approach to environmental organizations and across infrastructure planning will secure sufficient maritime and related sectors such as clean land for the industry's needs while tech, information communication holistically managing environmental and technology, aerospace, financial, and societal impacts. more. Securing sustainable investment in The Task Force, its Steering Committee, infrastructure and nurturing a high skilled, and the Pathway Workgroups have high-value workforce and will present a dedicated numerous hours in collaborative compelling benefit case and enable the meetings and providing content review and sector to capitalize on Washington's other shaping. The strategy is a product of what advantages. participants brought to the table, and a direct outcome of the collaborative nature A concerted effort is needed to engage the of the discussions and innovating thinking next generation of maritime workforce. that was brought to the process. A targeted skills strategy will ensure not only a sustainable supply of appropriate Key to accomplishing this strategy is a talent, but enable the industry to manage cluster organization that develops and the transition to new operating models in a supports maritime business development, just and fair manner. technology innovation, and best practices that promote a sustainable future and Community outreach and engagement in all contribute to the values of economic areas of society will be critical to aligning growth, ecological health, and thriving the development of industry to the communities. Coordinated outreach will expectations and priorities of the public and help showcase the industry's efforts ensure that all in Washington State have a and engage with society at-large to agree stake in the future success of the sector. common approaches to meeting environmental and societal challenges. A well-coordinated approach to policysetting , the adoption of standards, and By modernizing the fleet with low-carbon development of funding mechanisms will technologies and low-impact vessel ensure a level playing field for fair designs, the sector can establish a competition. Promoting collaboration on competitive edge in sustainable vessel issues of common interest across construction and develop an ecosystem for government, industry, and academia innovation. Washington's Strategy for the Blue Economy | January 2019Washington's Strategy for the Blue Economy | January 2019 Blue Steering CommitteeClick to edit Master title The Washington Maritime Blue Steering Committee has been instrumental to the development of the Strategy. They have each brought significant leadership to the process and represent multiple perspectives. They have driven towards consensus and represented their respective stakeholders. Ann Avary is Director of the NW Center of Excellence for Marine Manufacturing & Technology for Washington State. She is current Chair of the Marine League of Schools, a national consortium of 14 marine technology education providers. Ann works directly with the marine industries of Washington State, standards organizations, and state and national partners, to embed industry-based technologies, processes and best practices in the classroom and lab to support the marine industries workforce. Ann has led multiple research projects focused on the marine industries workforce, emerging technologies and the development of industry-recognized skill standards. As Principal Investigator for the Composite Recycling Technician Education Program (CRTEP), she took a leadership role in the introduction of innovative curriculum for technician education, and applied research for professional-technical students. Ann holds a BA in Economics. Dr. Eleanor Kirtley is the West Coast & US Program Manager for Green Marine, North America's leading environmental certification program for the maritime industry. Dr. Kirtley joined the program and opened their Seattle office in 2014. She supports their membership located on Canada's West Coast and throughout most of the United States and manages the ship owners' technical committee. In addition to responsibility for the certification criteria on the vessel side, Eleanor oversees air emissions for the landside programs. Prior to joining Green Marine, she was a consultant and project manager at Glosten for six years. Within their ocean engineering and analysis group, she led vessel traffic and risk assessment studies. Eleanor completed her BS in Mechanical Engineering from Tufts University in 2004 and her PhD in Naval Architecture and Marine Engineering from the University of Michigan in 2008. Nan McKay was appointed by Gov. Jay Inslee to serve on the Northwest Straits Commission. Early in her career she worked for associations of local governments in the Pacific Northwest on issues including growth management, energy policy and election law. From 1985 to 2002, she served three Washington governors as deputy director and executive director of the Puget Sound Water Quality Authority and later chair of the Puget Sound Action Team. Nan developed and led the environmental sustainability program for The Russell Family Foundation, managing hundreds of grants to nonprofit organizations. She has also worked as Service Corps Director at 501 Commons and now serves as a senior advisor to the program. Nan has served on a variety of public and nonprofit boards. She was a founding member of the Association of National Estuary Programs and is past president of the Environmental Education Association of Washington. She currently chairs the boards of the Center for Sustainable Infrastructure and the Sustainable Path Foundation and serves on the boards of the North Cascades Institute, Earth Economics and Western Rivers Conservancy. She is serving her second term on the Northwest Straits Commission and on advisory groups for the Salish Sea Institute and Curriculum for the Bioregion. Washington's Strategy for the Blue Economy | January 2019 77 Blue Steering CommitteeClick to edit Master title Steve Sewell currently serves as Board Secretary of the Washington Maritime Federation and is the former Maritime Sector Lead at the Washington State Department of Commerce. Steve draws on a career of over 25 years of experience in the transportation industry. Steve was Senior Vice President and a founding executive of LoadStara subsidiary of Hutchison Port holdings, the world's largest container port operator. Steve held executive management positions at the Port of Seattle, including Managing Director of the Seaport, where he was responsible for marketing, development and operations of all port facilities, including container terminals, cruise ship terminals, recreational and fishing marinas, warehousing and distribution facilities and commercial real estate. Steve began his career as an attorney, serving as King County Senior Deputy Prosecuting Attorney and then General Counsel for the Port of Seattle. Steve earned his Bachelor of Arts degree from the University of Washington and his Juris Doctorate from Willamette University, and has served on the Board of Directors of a number of public and charitable organizations. Dr. Andrew Stewart is an Assistant Director of the University of Washington Applied Physics Laboratory and an Associate Director of the Pacific Marine Energy Center. His work supports the development of next-generation ocean science technology and the creation of new tools to advance capabilities and maintain strategic advantage for the U.S. Navy. Focus areas include vehicles, marine renewable energy technologies, undersea instrumentation, and robotics. Through employing design methodologies rooted in fundamental principles, Stewart contributes to all phases of project development from conceptual design to fabrication, testing, and deployment. In addition to conducting federally-funded research, Dr. Stewart is actively commercializing technology developed within the Laboratory and regularly collaborates with industry to identify and harness economic impact opportunities. Dr. Stewart received the B.Sc. degree in mechanical engineering from the University of California San Diego, La Jolla, in 2006 and the M.A. and Ph.D. degrees in mechanical and aerospace engineering from Princeton University, Princeton, NJ, in 2008 and 2011, respectively. University of Washington graduate student, Tressa Arbow, wrote her master's thesis on "Workforce Sustainability in the Washington Maritime Industry" alongside the stakeholder process for Washington Maritime Blue. The White Paper is referenced in the Final Report. Tressa Arbow is a master's student in the School of Marine & Environmental Affairs at the University of Washington. Her research explores the ways local communities contribute to and are impacted by the use of the marine environment, with an emphasis on social justice and sustainability. Tressa is a Foreign Language and Area Studies Fellow at UW and has also worked as a NOAA Science Camp and Orca Bowl education coordinator for Washington Sea Grant. Prior to beginning her graduate studies, she was an Assistant Principal in Austin, Texas and served as a Peace Corps Volunteer in Rwanda. Washington's Strategy for the Blue Economy | January 2019 78 Commerce TeamClick to edit Master title The Washington State Department of Commerce is the one agency in state government that touches every aspect of community and economic development: planning, infrastructure, energy, public facilities, housing, public safety and crime victims, international trade, business services and more. We work with local governments, businesses and civic leaders throughout the state to strengthen communities so all residents may thrive and prosper. The Office of Economic Development & Competitiveness (OEDC) supports the needs of small businesses, entrepreneurs, startups, exporters and investors in order to create living wage jobs and grow local economies throughout Washington State. The OEDC offers a suite of services and programs focused on six specific areas: business development, retention and expansion; foreign investment; key sector strategic growth; export assistance; marketing, and rural development. The Industry Sector Development Program (ISDP) mission is to grow and strengthen communities by promoting a string business climate, promote public/private partnerships, and support the development of a 21st century workforce through targeted high demand industry sectors. Joshua Berger Governor's Maritime Sector Lead As the Governor's Maritime Sector Lead for the State of Washington, Joshua works as the liaison between maritime industry interests, Governor's office, legislature and state agencies. As Sector Lead he focuses on economic development, building public/private partnership, and ensuring a 21st century workforce. In his role, Joshua has facilitated the development of Washington's strategic vision for a sustainable, decarbonized maritime industry alongside the development of a Maritime Innovation Center. Previously, Joshua served as Director of the Washington Maritime Federation and brings extensive maritime industry experience to his position. He earned a Master's Degree from Antioch University Seattle in Participatory Planning. Joshua is also a professional Merchant Mariner having worked in the towing industry and spent six years as captain, of the historic schooner Adventuress. Sarah Lee Program Director, Industry Sector Development Program Sarah Lee runs a national program that helps small- and medium-sized manufacturers find and secure the resources they need to be more competitive and productive. Before joining the WA State Dept. of Commerce, she worked for the Puget Sound Regional Council, and previously served as press secretary to a U.S. Congressman, director of public affairs at EPA Region 10, deputy executive director of a housing authority, and as senior vice president of an international multimedia firm. She holds a BA in Journalism from Western Washington University and a Master of Public Affairs degree from the University of Washington, and several executive certificates from Harvard Business School. She goes sailing whenever she has time. Department of Commerce Interns A group of interns have supported the Washington Maritime Blue initiative since its kick-off in December of 2017. Their dedication to learning, support and input throughout the process has been invaluable. Thank you. Kate Merifield Hannah Martin & Anika Vroom Washington's Strategy for the Blue Economy | January 2019 79 DNV GL TeamClick to edit Master title DNV GL is a global quality assurance and risk management company. Driven by our purpose of safeguarding life, property and the environment, we enable our customers to advance the safety and sustainability of their business. Operating in more than 100 countries, our 13,000 professionals are dedicated to helping customers in the maritime, oil & gas, power and renewables and other industries to make the world safer, smarter and greener. In the maritime industry DNV GL is the world's leading classification society and a recognized advisor for the maritime industry. We enhance safety, quality, energy efficiency and environmental performance of the global shipping industry across all vessel types and offshore structures. We invest heavily in research and development to find solutions, together with the industry, that address strategic, operational or regulatory challenges. In the power and renewables industry DNV GL delivers world-renowned testing and advisory services to the energy value chain including renewables and energy management. Our expertise spans onshore and offshore wind power, solar, conventional generation, transmission and distribution, smart grids, and sustainable energy use, as well as energy markets and regulations. Our experts support customers around the globe in delivering a safe, reliable, efficient, and sustainable energy supply. Washington Maritime Blue Staff Jennifer States - Co-Project Manager Jennifer is Business Development Manager and Senior Consultant specializing in development and management of cross cutting opportunities for DNV GL Energy North America. She brings 20 years of renewable energy and clean tech experience in industry, non-profit, government and research environments. Her greatest accomplishments include launching of a start-up in advanced materials recycling, the implementation of renewable energy policy, and driving development of sustainable maritime, renewable energy and storage projects across the U.S. In addition to her work for DNV GL, she serves as City Councilor for the City of Sequim, WA Simon Mockler, Co-Project Manager Simon is Head of Section for DNV GL Maritime Advisory Americas. He is an experienced marine risk consultant with extensive operational experience from technical and safety risk management. He has over the past five years been delivering and developing risk management and fleet management advisory services to ship owners, ship managers, regulators, port and terminal operators and charterers across all marine industry sectors in the Americas. His specialties lie within project risk management, the qualification of new technologies, safety management and fleet performance management. Anders Mikkelsen, Project Sponsor Anders is Business Development Director for DNV GL Maritime with focus on West Coast North America. He has a MSc degree in Naval Architecture from Norwegian NTNU and NUS in Singapore and 15 years of experience ranging from working in the world's largest shipyards in Asia, to market entry studies, large strategy and capability building projects for ship owners, yards, equipment makers and government bodies. He has been living and working in Norway, Korea, China, Singapore and Canada. Washington's Strategy for the Blue Economy | January 2019 80 Click to edit Master title Copyright Washington State Department of Commerce 2019. All rights reserved. Reference to part of this publication which may lead to misinterpretation is prohibited. Copyright DNV GL 2019. All rights reserved. Reference to part of this publication which may lead to misinterpretation is prohibited. DNV GL is a trademark of DNV GL AS. Washington's Strategy for the Blue Economy | January 2019Washington's Strategy for the Blue Economy | January 2019 81
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