The core differentiator of MEET ecotourism products is that they are based in and feature Mediterranean protected areas. This is integrated with local communities and local service providers, thereby creating a unique niche-market product in the Mediterranean that supports conservation. Building off what differentiates its products to others on the market, MEET is building a strong brand with embedded market value  for both inbound and outbound tour operators, as well as, destination management organisations.

The spatial database elaborated for the Azores archipelago was essentially based on the compilation of already existing and available cartographic information. This was due to the limited time period for the implementation of the MarSP project and the need for validation of information by the competent entities/authorities, in the case of the elaboration of new cartography. Thus, the new information collected was composed of information produced during the participatory process. The participatory process, with the resulting production of cartographic information, was based on two distinct steps: (i) development of individual interviews, with the main actors representing each of the sectors of maritime activities identified for the Azores and (ii) workshops for discussion and/or validation of preliminary results obtained during the research and sector interviews performed, and for adding more information (during the 3rd stakeholder workshop). To collect the data in the interviews conducted, a web-based solution (SeaSketch) was used. This solution brings together powerful tools to empower and improve the MSP process.

In order to understand the current and potential situation of maritime uses and activities in the Azores, an extensive sector analysis was elaborated, including nine sectors. For each maritime sector identified in the region, a sector briefing was done. Each sector briefing includes information relating to its characterization, the relevant legal framework, current and potential spatial distribution, a SWOT analysis, an analysis of interactions (with other sectors, with the environment and land-sea interactions), as well as an analysis of pressures resulting from different drivers of change (e.g. climate change, demographic changes and blue growth policies). This work involved an extensive collection of information, both through literature review and collected from stakeholders during the engagement process.

The Maritime Spatial Planning process plans towards a desired future and a common vision. The vision is usually an integration of various aspirations from different stakeholders and sectors that depend on the governance framework ruling them. A tool as scenarios’ development is of high importance, once it helps decision-makers visualize both the future that might unfold due to specific actions/policies and the actions/policies needed to make a certain future happen.  For the region of Azores, MarSP adopted a scenario-building process based on a combination of two approaches: an exploratory (“what can be done?”) and a normative (“how a specific objective will be reached?”).   

The methodology is structured in four main steps (Figure 1):

(i) setting MSP objectives based on policy review and following stakeholders’ inputs (BB2);

(ii) identifying key objectives after consultation with regional experts;

(iii) developing scenario storylines; and

(iv) balancing across scenarios based on feedback from stakeholders gathered through engagement actions (including, first, (i) a vote on the scenario and, second, (ii) a vote on the sentences that built the storyline of the scenarios).

Setting a vision and objectives is a fundamental initial step in all maritime spatial plans. Under the MarSP project, a methodology was created to develop MSP objectives. This methodology linked MSP objectives to established policy commitments of these archipelagos at the international, EU, national and regional levels. It was adopted in the Azores following these phases:

1. Policy review: review of marine policy to determine the objectives targeting the maritime space. The Portuguese policy horrendogram helped in the selection of policies.
2. Thematic classification of the objectives by themes and subthemes.
3. Generalisation of objectives by subthemes to obtain specific objectives.
4. Discussion, prioritisation and validation of specific objectives by stakeholders.
5. Legal validation and cross-check with MSP policy documents to finalise the MSP objectives.

During the first MSP stakeholder workshop in the Azores, stakeholders were asked to discuss and validate the specific objectives. This was also the case for the proposal of a regional MSP vision, also discussed and validated in the stakeholder workshop.

The Maritime Spatial Plan of the Azores was designed in a transparent and inclusive process, with the active involvement of a wide range of stakeholders. A strategy for stakeholder engagement and guidelines for public participation were drafted for this purpose. The engagement was designed in a series of three stakeholder workshops held simultaneously in the three most populated islands of the archipelago (São Miguel, Terceira and Faial). The workshops had the same structure, which combined communication about the MSP progress as well as activities to discuss, complement and validate the project outcomes. Prior to the workshops, stakeholders were mapped using the snowball technique. All identified stakeholders were assembled in the regional stakeholder directory and invited to participate in the events over the two years of the project. Complementary activities such as interviews were undertaken to fill important knowledge gaps related to specific maritime sectors.

The National Park counts with exceptional archaeological components. Yet, it only counted with one specialist among its staff. With approximately 20,000 archaeological sites located within the park boundaries, from which 1,000 Moai and 300 Ahu or ceremonial structures stand out, besides dwelling structures, rock art, and caves, the current administration has prioritized the safeguarding of the archaeological component, as highly significant for the living community. The strenghtening of the special department for the research and study of the preservation of this important cultural heritage enables the development of conservation strategies specific for this type of heritage, as well as the reconnection of the community with their cultural assets. The majority of these assets are exposed to the island climate conditions, as well as to decay due to the touristic use and the anthropic and livestock impacts. Among other activities, this new unit has developed:

• Capacity building and acquisition of digital recording tools for the diagnosis of the archaeological heritage.
• Conservation projects based on a portfolio of sites in emergency and a methodology that collects traditional rapanui knowledge linking it to scientific knowledge.
• Partnerships and networking on climate change impacts.

A fundamental step to take over the management was to recognize the Indigenous worldview of Rapa Nui People and their understanding of nature, as well as their relationship with their cultural heritage into the management of the protected area. This enable the consideration of place-specific needs and opportunities. This process implied:

• The recovery of the Indigenous language, for creating documents and materials for the management of the National Park.
• The consideration of the ancestral organization system based on clans, through the organization Honui that participates in the decision making process in the National Park.
• A survey of the sacred places. 
• A prospective recovery of the name Rapa Nui to name the island instead of Easter Island (Isla de Pascua).
• The reconnection with Rapa Nui traditional knowledge, festivities and cultural expressions.
• The development of a public use plan in which the community traditional uses dialogue with the tourist and heritage uses
• Recognition and promotion of ancestral use of medicinal plants based on the generation of projects and programmes for the enhancenment and recovery of the natural component and ancestral medicine of Rapa Nui.
• A plan for the return of Tupuna (ancestors) and cultural elements that are outside of the island. 

In order to be prepared for taking the responsibility of the management of the National Park, the community required to build capacities on legal, administrative and technical aspects. This approach also considered the capacity building of local park rangers, in charge of transmitting, promoting and safeguarding their heritage's cultural value. Ma’u Henua has become a space where diverse fields of technical academic specialization and local experts could develop their activities in a complementary and joint manner. This is one of the most important spaces for the application of cultural and technical methodologies that dialogue with the tangible and intangible heritage context.

In order to develop an enabling environment for the establishment of an Indigenous institution in charge of the administration of the National Park, it was necessary to develop a number of legal, administrative and financial instruments. This institutionalization process required the study of references and the generation of a regulatory and representative framework for the operations of the new management entity. This framework is based on a dialogue with governmental institutions in order to implement the administrative transfer, and the establishment of legal instruments that ratify the new administrative entity. The most important steps in this process were:

• Indigenous consultation in October 2015 in agreement with the ILO Convention 169.
• Creation of statutes for the Indigenous Community Ma’u Henua establishing its structure, operation, composition and Honui (clan representatives).
• Operational Plan in which CONAF and Ma'u Henua managed the park together between 2016-2017.
• Framework that could regulate the internal processes of economic audits and public management accounts in order to contribute to a transparent management.
• Enactment of a Ministry of National Assets Decree which granted the administration of the territory of the park to the Indigenous Community.