Adaptation to climate change is a complex change and transformation process and needs good cooperation and coordination between the private and public sector who usually have different understandings, priorities, and work cultures. In many cases there is even a history of failed cooperation attempts and an underlying sense of mistrust or prejudice. To overcome those obstacles and to build a strong cooperation structure between its counterparts, ADAPTUR followed the Collective Leadership Model from the Collective Leadership Institute in Potsdam, Germany.

The model understands change as a longer process with several phases and includes key elements from creating a shared vision, building cooperation structures, consolidating agreements, and implementing learning mechanisms. The result was integration of smaller groups of well selected change agents of private, public and social sectors (so called “containers”) who show strong support for the envisioned change, act as first movers and at a later point in time motivate other actors in the sector to join the initiative or movement.

The first step towards the development of a target group specific communication and capacity building strategy was a KAP analysis (knowledge, attitude, practices), which established a baseline, in terms of understanding the private sector´s knowledge about climate change, as well as its attitude towards the topic and the practices already in place. The analysis also included a capacity needs assessment, which served as input for ADAPTUR´s capacity building and training program. The findings were also used to train counterparts, consultants, and project members in better understanding the private sector and to improve their communication skills by using the right words, concepts and messages.

The training program comprised several topics about climate change vulnerability, climate-proof investment, cost-benefit analysis, national/subnational policies related to climate change, EbA solutions, public-private cooperation, financial mechanism, etc.

At the same time, a press campaign was launched in cooperation with local media and journalists. The ADAPTUR website was introduced with regular newsletters, best-practices, case studies and messages from industry leaders. It also contained a resources section with studies, tools and information material.

Traditionally, climate change has been conveyed as an environmental and scientific concept. But since its impact on industries and productive sectors has become more and more apparent, there is an urgent need to better understand the economic dimension of climate change and its financial risk for the decision-making of the private sector.

Translating environmental risks into business risks also helps to draw the private sector's attention. Therefore, the project ADAPTUR performed an economic risk assessment in three of its project destinations to calculate the future costs of climate change for the tourism industry. Additionally, a handbook on climate-proof investment was published, which was developed with inputs and participation of the private sector, especially during the design of methodology. One of the conclusions was that adaptation would be a good investment because by making businesses more resilient to climate change, it is possible to reduce their future costs.

Marine habitats sustain critical biodiversity and fish stocks that support the livelihoods of coastal communities across Honduras and the world. Healthy oceans and well managed fisheries ensure continuous benefits for those who depend on them during good times and bad.

Saving clubs provide economic safety nets against crises and shocks by serving as mechanisms for families to save and borrow in the absence of formal financial services. During COVID-19 and after the hurricanes, saving clubs provided an immediate safety net for many families.

Fish Forever’s overarching community-driven approach and concrete elements within it, like savings clubs, have strengthened bonds between community members and built social capital across fishing communities. Stronger social cohesion and greater social capital—through shared savings and joint participation in natural resource management— proved essential in times of crises and resulted in families and communities supporting each other with food and other essentials.

One of the major learnings from the evolution of the University of Wollongong's (UOW) Blue Economy work is the need to be open to alternative ways of seeing the world. Our partnership with the Illawarra Local Aboriginal Land Council and the influence of our Aboriginal co-investigators have led to a significant focus on decolonising our research, and methods for decolonising environmental decision making. This has largely involved a series of workshops with team member and Traditional Knowledge Holder Jade Kennedy, who pioneered the innovative Jindaola program within UOW. The Jindaola program is designed to reconcile and build relationships across different knowledge systems.

The University of Wollongong (UOW) Blue Economy projects recognized that building a community based approach requires an investment in relationships. This means that we expended considerable resources in building networks, fostering relationships and giving those relationships time to mature and evolve. This occurred internally, as we got to know the different disciplinary areas that different team members represented within the project. It also involved building collaborations with external partners over time. The most significant demonstration of this the growing role of Aboriginal partners in the research. Aboriginal partners and co-investigators had input into the early stages of the project and over time this relationship grew and evolved to the point that today our partners, the Illawarra Local Aboriginal Land Council, are co-leaders in the project and are co-developing future collaborations with UOW.