ENG_MPA_VISION_2030_FINAL_PROOFREAD_16JAN21

MARINE PROTECTED AREAS VISION 2030
MPA VISION 2030

AND ROADMAP TO MPA MANAGEMENT:
Securing 10% of marine waters in Indonesia
towards biodiversity protection and sustainable use
MARINE PROTECTED AREAS

VISION 2030
Ministry of Marine Affairs and Fisheries, Republic of Indonesia

Directorate General Marine Spatial Planning (PRL)
Gedung Mina Bahari III Lt 5; No. 16 – Jakarta Pusat, Indonesia
E: humas.prl@kkp.go.id
T: +62 (21) 3519070, EXT. 6106
Citation:
MMAF (2020). MPA Vision 2030 and Roadmap to MPA Management:
Securing 10% of marine waters in Indonesia towards biodiversity
protection and sustainable use. Ministry of Marine Affairs and
Fisheries, Republic of Indonesia.
KKP (2020). Visi Kawasan Konservasi 2030 dan Peta Jalan Pengelolaan
Kawasan Konservasi: Melindungi 10% wilayah laut bagi perlindungan
keanekaragaman hayati dan pemanfaatan berkelanjutan di Indonesia
Kementerian Kelautan dan Perikanan Republik Indonesia.
2020 – 2030
Supported by: In collaboration with:
2
Specific Allocation Fund (DAK)
This mechanism is intended to create inter-regional justice (horizontal imbalances) with a very
under DAK are relatively small. However, they have been steadily increasing in recent years.
According to law no. 33/2004, DAK funds are sourced from the state budget (APBN) and aim to
(Standar Pelayanan Minim – SPM), as well as support the achievement of national priorities and
the acceleration of regional development.
DAK support.
Regional Incentive Fund (DID)
The DID mechanism is considered by many to be the only instrument in the Regional Transfers
what distinguishes the DID from other transfer mechanisms that can sometimes disincentivize
performance.
The fund was started in 2011 and is allocated from the state budget (APBN) through a state
budget Presidential regulation (PerPres APBN) which is revised annually. An areas’ eligibility to
access this fund is based on judgements from the Financial Inspection Agency (Badan Pemeriksa
Keuangan – BPK) (Wajar Tanpa Pengeculaian – WTP)
Opinion (Wajar Dengan Pengecualian – WDP), as well as regional budget (APBD) stipulations
through timely Regional Regulations (PerDa).
the application criteria, with an associated assessment of regional creativity and innovations
factored into considerations. In addition to this e-portals were established to ease planning
processes, and use of the funds were expanded beyond the public service sector to enable DID
resources to support rehabilitation and maintenance of government facilities and infrastructure,
adjusted to be based on the following.
�
� Processes — i.e. investment ease, regional planning, local government administration,
government agencies’ performance accountability systems and public service innovation.
� Outputs — i.e. basic public services in education, health and infrastructure.
� Outcomes — i.e. the welfare of the community through the percentage reduction in poverty
based upon the Human Development Index (HDI).
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To meet the above criteria, areas applying for DID funds need to show the relevant data for the
above indicators, and prove that:
i. the data is available in all provinces / districts / cities;

ii. the data is available annually;
iii. the data has been issued by the competent authority;
iv. ownership of the data is clear and it is represented by the guiding ministry / agency.
Although this fund is smaller than all the other regional transfer mechanisms, it has been
increasing over time since its initial IDR 1.39 trillion dispersal; with rapid increases in allocation
rise directly correlates with increased awareness of this fund, whereby the total number of DID
recipient areas (provinces, districts and municipalities) has nearly tripled over time, from 135 in
2011, to 366 by 2019.
IDR (trillions)
12
10
0
2011 2013 2015 2017 2019
Figure 9. DID allocations from 2011 to 2019

Source: IBC, 2019, processed from Presidential Regulation details the State Budget (APBN)
In terms of utilizing DID funds for MPAs (design, development, establishment and effective
management), there are options to explore to ensure conservation areas are recognized as
suitable for use of the funds. MPA related indicators could be added into the independent
performance category for consideration (under ‘Processes’); the establishment of MPAs to
support community welfare could be added to the ‘Output’ category (as a form of public service),
or the impacts of MPAs on sustainable livelihoods could be added to the ‘Outcome’ category.
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Photo by: Robert Delfs
REGIONAL STATE FUNDING

Ecology-Based Provincial and District Budget Transfers (TAPE & TAKE)
nations have started to consider, with successful implementation already taking place in Brazil
and Portugal.
In Indonesia, studies have been undertaken into its potential application as a mechanism to
ensure funds can be made available and targeted directly to support the preservation of the
environment and ecosystem services while optimizing regional and local income streams27
and maintain the integrity of ecological processes vital for human health and well-being. It
recognizes there is a considerable cost associated with effective conservation management,
but that the value of dividends and outputs are greater in terms of ensuring the maintenance
and sustainability of national heritage and resources for livelihoods, industries and fundamental
natural services.
Successful implementation of an EFT approach requires tailoring to local conditions, and to that
end the most appropriate mechanism for advancing an EFT approach in Indonesia is through
Bantuan Keuangan – bankeu) that already exist between
provinces and districts / municipalities; and between districts / municipalities and villages /
hamlets. These are respectively referred to as the TAPE and TAKE approaches.
27
UFZ-Diskussionspapiere.
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i. Ecology-Based Provincial Budget Transfer (Transfer Anggaran Provinsi Berbasis Ekologi

– TAPE).
that is already used to distribute funds from the provincial regional budget (APBD) to each
district or municipality in the province.
Bankeu is issued based on certain performance indicators that are agreed in advance. These
indicators are agreed through governor regulation (Peraturan Gubenor - PerGub) annually.
Including ecological and conservation performance indicators into this annual PerGub is a
Once included in the PerGub, each district or municipality can then compete for the funds
based on real-world performance and achievement of the indicators outlined. Those areas
TAPE can also be implemented directly between the provincial Governor and villages (this is a
bankeu dispersal approach that is often used to engender support from villages towards the
vision and mission of the elected Governor).
ii. Ecology-Based District Transfer (Transfer Kabupaten Berbasis Ekologi – TAKE). Districts
and municipalities can also utilize this ETF concept when distributing village fund allocations
(Alokasi Dana Desa – ADD) through the District Head / Regent (Bupati) bankeu mechanism.
In the same way the above TAPE mechanism will advantage those areas showing better
performance, TAKE will likewise target villages and hamlets that show achievements in
Such localized fund distribution can provide an important incentive to village heads and civil
allocation.
The TAPE and TAKE approaches can be used to support MPA design, development and effective
management, as well as associated ecological activities, such as promoting Green Open
Spaces (Ruang Terbuka Hijau –RTH), cleaning up watersheds (Daerah Aliran Sungai –DAS), and
but also promote regional cohesion and cooperation in achieving development targets. On a
broader spectrum, this mechanism also provides an effective formula for provinces, districts and
municipalities to distribute their funds based on performance.
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Regional Budget (APBD) Mechanisms in the Low Carbon Development Framework.

In Indonesia both the sea and land are facing rapid levels of over-exploitation and unsustainable
transportation systems are resulting in increasing levels of CO2 emissions and environmental
degradation. Air quality in the nations’ major cities is becoming untenable, and failures in
costing Indonesia a loss of approximately 1.9 percent of national GDP annually)28.
If conventional patterns of development are maintained, with an increasing population growth,

the nation will soon reach and outstrip environmental and carrying capacity; and CO2 emissions
will accelerate the impact of climate change with potentially devastating consequences.
In recognition of this, since 2009 the government has committed to reduce greenhouse gas
(GHG) emissions (Presidential Regulation no. 61/2011 concerning the National Action Plan for
Reducing GHG Emissions [Rencana Aksi Penurunan Emisi GRK Nasional - RAN-GRK]). The level
in 2015, with Indonesia committing to reduce GHG by 29 percent if self-funded (i.e. through state
/ regional budgets), or up to 41 percent if assisted by international funding.
These commitments were further reinforced in 2017, when the Government of Indonesia
announced a goal of integrating climate action into the country’s development agenda. To achieve
this, the Low Carbon Development Initiative (LCDI) was launched through the Ministry of National
Development Planning (Bappenas) aiming to identify policies that maintain economic growth,
alleviate poverty, and help meet sector-level development targets while simultaneously helping
Indonesia to achieve its climate objectives and to preserve and improve the country’s natural
resources.
The Low Carbon Development Strategy (Pembangunan Rendah Karbon - PRK) produced through
this initiative found29 that a low carbon growth path can deliver an average increased GDP growth
rate of 6 percent annually (to 2045) as well as unlock an array of additional economic, social,
and by reducing carbon and energy intensity, Indonesia’s total GHG emissions can be reduced
by 43 percent by 2030 (surpassing Indonesia’s existing maximal target). However, effectively
transitioning to a low-carbon development trajectory and overall green economy as outlined in
the PRK can only be achieved if these goals are effectively integrated and internalized in all
relevant planning processes (and is no longer a stand-alone policy).
This is starting to gain traction, with the inclusion of the green economy strategies and policies in
the National Medium-Term Development Plan (RPJMN) 2020-2024, including policies to reduce
28 Based on World Bank calculations.

29 Bappenas (2019) Low Carbon Development: A Paradigm Shift Towards a Green Economy in Indonesia.
lowcarbon_development_full%20report.pdf)
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and the environment. Moving forward, it will be essential to also internalize these PRK strategies
into the Medium-Term Development Plans (RPJMD) and associated budget planning processes
of each region.
IDR (trillions)
10
9
8
7
6
5
4
3
2
1
0
2016 2017 2018
Climate Budget % of State Budget
Figure 10. Climate Budget Tagging expenditure, 2016-2018. Data from Ministry of Finance, 2019 presentation in Helsinki, on Climate
Budget Tagging and Green Sukuk/Islamic Bond.
However, as section AoW 1 (integrated planning) has outlined, there are range of challenges
related to planning processes and budgeting regimes that need to be overcome in Indonesia. In
order to address some of these challenges in relation to incorporating climate change mitigation
and adaptation strategies into planning, the government of Indonesia introduced a Climate Budget
Tagging (CBT) approach in 2016. This is a mechanism for monitoring and tracking climate-related
this framework have been increasing year upon year.
Funds that support the sustainable management of natural resources, climate change resilience,
green tourism and other sustainability initiatives are all eligible for CBT tagging (as well as
associated green bonds, see box 7). To date the Ministry of Public Works and Housing has been
the largest recipient of CBT funds (54 to 95 percent of all allocations from 2016 to 2018), while
MMAF has only had 0.01 percent allocation over this time.
Moving forward, the integration of PRK strategies into regional, as well as national planning, and
the “tagging” of environmental management efforts (CBT) regionally as well as nationally, could
leverage increased funds to support MMAF, MPAs and associated environmental management
efforts across Indonesia.
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NON-STATE FUNDING
The scale of the marine and coastal environment in Indonesia is vast. The archipelago is host to
more than 17,000 islands and over two-thirds of the nations’ territory is water, covering nearly 6
million km2. Supporting marine and coastal management at this scale is challenging, particularly
of Indonesia has recognized the importance of exploring non-state, market-based sources of
This recognition is further endorsed by ‘blue economy’ principles that acknowledge: (i) the
overall contribution of the oceans to economies, (ii) the need to address the environmental and
ecological sustainability of the oceans, and (iii) the ocean economy as a growth opportunity
for both developed and developing countries. Utilizing market-based mechanisms to leverage
Several mechanisms exist, or are in stages of development, to enable the acquisition and utilization
of non-state funding. These have been supported through law (UU) no. 32/2009 concerning
Environmental Protection and Management (tentang Perlindungan dan Pengelolaan Lingkungan
Hidup - PPLH) as well as through the technical stipulations outlined in Government Regulation
(PP) no. 46/2017 concerning Environmental Economic Instruments (tentang Instrumen Ekonomi
Lingkungan Hidup - IELH). These regulations, amongst others, have provided an opportunity for
the government to diversify environmental funding through various sources, including private
sector support, international funding, capital markets and insurance markets.
in the coming years. The following mechanisms to secure non-state funding support for MPAs are
outlined in this section:
ESTABLISHING A
PUBLIC PRIVATE
PUBLIC SERVICE BLUE BONDS
PARTNERSHIPS
AGENCY (SUKUK)
(PPP)
(BLU / BLUD)
THE CORPORATE
BLENDED
ENVIRONMENTAL SOCIAL
FINANCE
ESTATE FUND RESPONSIBILITY
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Establishing a Public Service Agency (BLU / BLUD)
Under Indonesian law, it is possible for government entities become a ‘Public Service Agency’ at
the national level (Badan Layanan Umum – BLU) or regional level (Badan Layanan Umum Daerah
– BLUD). This is a designation assigned to an agency within the government which is established
Regulation no. 23/2005 Pengelolaan Keuangan Badan Layanan Umum - Article 1 no. 1). A
BLUD status is intended to enable the provision of general goods and / or services, and manage
special funds to improve the economy and / or services to the community, and / or management
of certain regions / areas for the purpose of improving the region’s economy or public services
(article 30 para. 1, Ministry of Home Affairs Regulation - PerMen Dagri - no. 79/2018).
conferred upon an agency, including the freedom to employ non-civil servant staff approved by the
Work Training Center (Pusat Pelatihan Kerja – PPK / PPKD), and to generate and utilize non-state
funding sources. These funding sources may include unrestricted grants (operational income),
restricted grants (income treated in accordance with its designation), revenues generated from
the delivery of services, cooperation with other parties and other legal income. The Blu / BLUD
also has the freedom to utilize these funds directly. Income generated from services, restricted
grants and cooperation results are reported as non-tax state revenues by the relevant Ministry
/ Agency.
Institutionally, a BLU / BLUD is a work unit of a Ministry / Agency / Regional Government

with delegated authority. For MPA management, the work unit would likely be a Technical
Implementation Unit (Unit Pelaksana Teknis
(Dinas Kelautan dan Perikanan – DKP, Unit Pelaksana Teknis Daerah - UPTD), although a BLU /
BLUD can also be implemented by a regional work unit (Satuan Kerja Perangkat Daerah - SKPD).
Guidance and supervision is provided by a Technical Supervisor (Minister / Head of the Regional
Work Unit) and Financial Supervisor (from the Ministry of Finance or Work Training Center [PPK /
PPKD]); and for BLU/ BLUD that meet a set annual turnover or asset value, a Supervisory Board
is formed by ministerial decree (KepMen) or by the Regional Head.
Requirements and eligibility criteria for an UPT / UPTD to implement a BLU / BLUD are that it must
substantively provide — or become a provider of — quasi public goods / services, (as per article
30, para 1, Ministry of Home Affairs Regulation no. 79/2018). Additionally, it needs to show
the necessary technical ability to provide better service delivery under BLUD arrangement to
by a service development plan and plans to increase revenue following establishment). It is
its performance.
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BLUE BONDS (SUKUK)
Based upon the success of Indonesia’s Sovereign Green Bond scheme (see box 7), the government
in sustainable marine and coastal initiatives.
Initiatives to conserve coral reefs, mangroves, seagrass beds and various other marine biota,
through blue bonds. Indeed these sectors are the future of Indonesia and are now a top priority.
Such bonds could also support marine-related infrastructure development and could be
synergized with other sectors that are considered to have a positive impact for the development
of sustainable ocean industries; such as the development of marine-based education curriculum
and marine-related Medium-Small Micro Enterprises (MSMEs).
to support the effective management of MPAs in the coming years.
What are Green Bonds?

A green bond is an instrument designed specifically to encourage sustainability and
to support climate-related or other types of environmental projects. Green bonds
generally finance projects aimed at energy efficiency, pollution prevention, sustainable
agriculture, fisheries and forestry, the protection of aquatic and terrestrial ecosystems,
clean transportation, clean water, and sustainable water management. They also
finance the cultivation of environmentally friendly technologies and the mitigation of
climate change.
Green bonds come with tax incentives such as exemptions and credits, making them a
more attractive investment compared to taxable bonds. These tax advantages provide
a monetary incentive to tackle prominent social issues such as climate change and a
movement to renewable sources of energy.
The first official green bond was issued by the World Bank in 2009. In 2018, Indonesia
issued its first Green Bond, investing a value of $1.25 billion USD (IDR 16.75 trillion) by
the end of 2018.
Adapted from sources: Green Bonds, Segal & Scott, March 2020; Ministry of Finance,
2019 presentation in Helsinki, on Climate Budget Tagging and Green Sukuk/Islamic Bond.
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PUBLIC PRIVATE PARTNERSHIPS
A public–private partnership (PPP) is a cooperative arrangement between the public and private
sectors, typically of a long-term nature. PPP arrangements involve government(s) and business(es)
to advance infrastructure projects, such as the building and equipping of schools, hospitals,
transport systems, and water and sewerage systems.
In recent years however, the concept of PPP has expanded to wider sectors, including the
management of protected areas (both terrestrial and marine). In the marine realm, such
arrangements generally involve a partnership between the MPA management unit / lead
agency, and a private sector entity. Most commonly, MPAs attract partnerships with ecotourism
enterprises; and the partnership arrangements are tailored to the site. Internationally, such
Payment of Support collecting Support Support Managing Full

fee to & submitting reporting MPA undertaking MPA sub-sites / management
operate in wider MPA user violations surveying & concession areas agreement for
MPA fees observed monitoring within the MPA MPA
MPA
Produced by SSIC
Figure 12. Internationally PPP arrangements cover a wide spectrum of support options for MPAs.
In Indonesia, PPP arrangements in MPAs already exist in some areas, and could be further
ENVIRONMENTAL ESTATE FUND
In October 2019 the government launched the Indonesian Environmental Estate Fund (Badan
Pengelola Dana Lingkungan Hidup – BPDLH) based on the mandate of Presidential Regulation
(PerPres)77 of 2018 on Management of Environmental Funds (Pengelolaan Dana Lingkungan
Hidup - PDLH). This fund acts as a trust for the management of funds related to environmental
protection and conservation, with the intention to support community-based environmental
recovery efforts.
Through this mechanism it will be possible to raise funds, collect funds and channel funds to a
range of environmental initiatives, including those related to marine and coastal management.
Funds can be collected from a wide range of sources, including State / Regional budgets
(APBN / APBD), international grants, and private funds from Corporate Social Responsibility
(CSR) contributions.
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CORPORATE SOCIAL RESPONSIBILITY (CSR)
Amongst many private sector businesses there is a growing interest in providing support to social
and environmental causes through CSR. Generally, the business sector selects to support causes
made are generally accepted to not only support the target initiative, but also improve the social
credibility of the contributing organization, as well as enable such expenditure to be tax deductible
in most instances. CSR contributions are also increasingly being provided ‘in-kind’, in the form of
provide support and / or build capacity within the target entity.
management unit to adopt one of the other frameworks mentioned in this section (i.e. BLU/ BLUD
development, PPP arrangements, or access of funds through the Environmental Estate Fund).
BLENDED FINANCE
— utilizing non-state funding mechanisms, combined with increased state

provisions — when tailored to the needs of any given site, can offer a breakthrough for MPA
Combining all the various funding mechanisms outlined in this section, and selected based on
relevance, appropriateness and opportunities at any given site, will enable the creation of a
it possible to cultivate funds from a variety of investment instruments, with the release of funds
possible in the form of grants, loans, guarantees, subsidies and carbon markets.
MPAs. For example, communities working alongside MPA management units on an MPA zoning
sasi or associated traditional frameworks is
complementary to formal governance mechanisms and provides a real-world value in terms
of support and compliance. Similarly, voluntary community patrols (Pokmaswas) and the like
provide a service that has a real-world economic value (that can be calculated using recognized
valuation mechanisms).
Capitalizing on the above possibilities however requires strong governance, openness and
willingness of sectors to work together, and a determination to embody multi-stakeholder
collaboration to achieve common goals.
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AoW 5 STRATEGIC MANAGEMENT OBJECTIVES

& KEY STAKEHOLDERS FOR IMPLEMENTATION
In order to transition from the present condition to the expected condition, the following strategic
1. National State Funding
AoW 5 -1
Ensure the importance of MPAs is recognized in the RKP, and the Renja K/L and DIPA
documents effectively capture and articulate funding requirements to achieve the effective
on-ground establishment and management of MPAs.
This will be essential to leveraging optimal funds for MPAs through this existing mechanism.
Lead: MMAF. Support: Other related Ministries / Technical Agencies, Provincial Governments, NGOs
AoW 5 -2
Noting that increased revenue generation opportunities should be explored in collaboration with
stakeholders to ensure all parties are willing and compliant, and any additional revenue streams
are not at the detriment of stakeholders and communities.
Lead: MMAF / Ministry of Finance / Regional collection agencies.
Support: Other related Ministries / Technical Agencies
AoW 5 -3
Explore opportunities for MPA related managing agencies to retain PNBP funds for direct
use on effective MPA management.
This will be done through proposal submission to the Minister of Finance. Such proposals should
relate only to funds then being made available for direct use within MPAs, for the betterment of
biodiversity conservation and community welfare.
Lead: MMAF / Ministry of Finance / Regional collection agencies.
Support: Other related Ministries / Technical Agencies
AoW 5 -4
development and effective management.
Standar Pelayanan Minim – SPM).

Lead: MMAF / Provincial Governments
Support: Ministry of Finance, related District Governments and associated Technical Agencies, NGOs
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AoW 5 -5
Explore and develop opportunities to access Regional Incentive Fund (DID) support for MPA
development and effective management.
Explorations should consider that MPA related indicators could be added into the independent
performance category for consideration (under ‘Processes’); the establishment of MPAs to
support community welfare could be added to the ‘Output’ category (as a form of public service),
or the impacts of MPAs on sustainable livelihoods could be added to the ‘Outcome’ category.
Lead: MMAF / Provincial Governments.
Support: Ministry of Finance, related District Governments and associated Technical Agencies, NGOs
2. Regional State Funding
AoW 5 -6
Support and promote provincial governments to implement Ecology-Based Provincial Budget
Transfer mechanisms (Transfer Anggaran Provinsi Berbasis Ekologi – TAPE) in their annual
This will involve supporting provincial governments to set appropriate performance indicators
into their annual Governors regulation related to ecological criteria.
Lead: Provincial Governments / DKP.
Support: MMAF, Ministry of Finance, associated Regional Technical Apparatus Organizations
(Organisasi Perangkat Daerah – ODP), related District Governments, NGOs & CSOs
AoW 5 -7
Support district and municipality governments to implement Ecology-Based District
Transfer mechanisms (Transfer Kabupaten Berbasis Ekologi
assistance schemes (bankeu).
Lead: Provincial Governments / DKP / District / Municipal Governments.
Support: MMAF, Ministry of Finance, associated ODP, NGOs & CSOs
AoW 5 -8
Ensure Regional Medium-Term Development Plans (RPJMD) incorporate MPA and
environmental conservation activities that can be appropriately ‘tagged’ (CBT) to leverage
Lead: Provincial Governments.

Support: MMAF, Ministry of Finance, associated ODP, NGOs & CSOs
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3. Non-State Funding
AoW 5 -9
MPAs cross-sectorally.
This will involve awareness raising regarding:
� establishing a Public Service Agency (BLU / BLUD);
� the potential mechanisms for Blue Bonds (Sukuk) to provide support to MPAs;
� options and best-practice mechanisms for advancing Public Private Partnerships to support
MPAs;
� mechanisms to utilize the Environmental Estate Fund;
� mechanisms to optimize Corporate Social Responsibility contributions; and
� opportunities to promote Blended Finance in support of MPAs.
Lead: Ministry of Finance / MMAF.
Support: Provincial & District Governments, NGOs, Private Sector, CSOs and Donors
AoW 5 -10
Promote the advancement of ‘showcase MPA sites’ utilizing Blended Finance frameworks.
Such ‘showcase sites’ can provide learning platforms to inform and guide wider MPAs in the adoption
recognition of local and traditional community conservation actions can also provide alternative
opportunities to improve the effective management of MPAs.
Lead: Ministry of Finance / MMAF.
Support: Provincial & District Governments, NGOs, Private Sector, CSOs and Donors
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The following timeline shows the roadmap for implementing the above objectives.
Roadmap 2020 2021 2022 2023-2030
5.1 Ensure the importance of MPAs is recognized in

the RKP, and the Renja K/L and DIPA documents
effectively capture and articulate funding
requirements to achieve the effective on-ground
establishment and management of MPAs.
5.2
related Non-Tax Revenue contributions.
5.3 Explore opportunities for MPA related managing

agencies to retain PNBP funds for direct use on
effective MPA management.
5.4
Allocation Fund (DAK) support for MPA development
and effective management.
5.5 Explore and develop opportunities to access Regional

Incentive Fund (DID) support for MPA development
and effective management targets.
5.6 Support and promote provincial governments to

implement Ecology-Based Provincial Budget Transfer
mechanisms (Transfer Anggaran Provinsi Berbasis
schemes (bankeu)
5.7 Support district and municipality governments

to implement Ecology-Based District Transfer
mechanisms (Transfer Kabupaten Berbasis Ekologi
(bankeu).
5.8 Ensure Regional Medium-Term Development Plans

(RPJMD) incorporate MPA and environmental
conservation activities that can be appropriately
5.9 Promote awareness raising and greater
MPAs cross-sectorally.
5.10 Promote the advancement of ‘showcase MPA sites’

utilizing Blended Finance frameworks.
Table 11. Timeline for implementation of AoW5 strategic management objectives.
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AoW 6
Other Effective
Area-Based Conservation
Measures – OECM
Recognizing OECMs for their contribution to biodiversity conservation
governance frameworks for scaling up marine and coastal management,

they may also contribute towards government targets.
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Photo by: Freepik
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Present Condition
“A geographically Other Effective area-based Conservation Measures (OECMs)
defined area other than a were adopted at the 14th Conference of Parties (CoP) to the
Protected Area, which is Convention on Biological Diversity (CBD) in 2018 (decision no.
governed and managed 8/14), and
in ways that achieve
positive and sustained The decision agreed (amongst other things) to:
long-term outcomes for � Encourage parties (member countries to CBD) to “..identify
the in-situ conservation OECMs and their diverse options within their jurisdiction”, and
of biodiversity with to submit “data on OECMs to the United Nations Environment
associated ecosystem Programme’s World Conservation Monitoring Centre (UNEP-
functions and services WCMC) for inclusion in the World Database on Protected
and where applicable, Areas” (article 5);
cultural, spiritual, socio– � Urge parties to facilitate mainstreaming of protected areas and
economic, and other
locally relevant values.”
The inclusion of OECMs in the Indonesian MPA Vision is based
CBD/COP/DEC/14/8-November 2018
upon the above and wider international agreements, as contained
in the Global Biodiversity Framework Post 2020. This states that
the commitment to safeguard biodiversity is not only achieved
by establishing protected areas, but also by taking into account
areas that are effectively managed and have a positive impact on
biodiversity outside of formal protected sites.
Indonesia; particularly considering the geographical scale of the

nation, the diversity and extent of aquatic habitat, as well as the
ranging socio-economic contexts across the nation, in order for
Indonesia to meet its own national targets, as well as those outlined
in the Global Biodiversity Framework Post 2020 (i.e. to conserve 30
percent of the global marine area through the formation of MPAs
and OECMs).
Both traditionally established MPAs and OECMs are expected

to result in the long-term and effective in-situ conservation of
biodiversity. However, whereas protected areas have nature
conservation as a primary management objective, OECMs may or
may not have nature conservation as an objective.
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Rather, the conservation objectives may be:

1. Primary — including, for example, local / indigenous managed areas and privately managed
protected areas / concessions or marine conservation agreements (MCAs).
2.
of biodiversity conservation and support of ecosystem services.
3. Ancillary — e.g. areas managed for cultural / other purposes, with a side-effect of biodiversi-
ty conservation.
Whether OECMs have a primary, secondary or ancillary biodiversity conservation objective, all
need to be:
� Geographically delineated,
� Governed,
� Managed,
� Have positive outcomes for in situ biodiversity, and
� Be established for the long-term.
Through OECMs wider stakeholders and partners can be engaged to support global
conservation efforts.
OECMs in Indonesia
In Indonesia there are many types of marine and coastal areas being ‘managed’ outside of
could, or should, be potentially considered as an OECM.
In recent months, national workshops were held to discuss OECMs (September 2019 and January
2020) and managed to identify some potential areas for consideration (including marine tenured
towards GOI targets, as well as targets related to international commitments.
Expected condition
Based on the national workshops, MPA Visioning workshops and various discussions and meetings
held to date, it has been agreed that recognizing OECMs for their contribution to biodiversity
in terms of contributing towards government targets, but also in terms of exploring alternative
governance frameworks for scaling up marine and coastal management.
Indonesia and develop appropriate mechanisms for transparent and accountable incorporation
into GOI targets (see table 12).
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are few to no regulations regarding the management of coastal and marine biodiversity outside
of formally recognized conservation areas. Moreover, regulations that do exist stipulate formal
management by Government (central and local) through Law no. 31/2004 Jo Law 45/2009 on
Fisheries, and Law no. 27/2007 Jo Law 1/2014 on Coastal Management.
Nonetheless, coastal communities (local, traditional, indigenous) do have the right to manage
marine resources. Law no. 1/2014 outlines the right to conduct activities for the management
with statutory provisions (article 60); and Law no. 27/2007 recognizes, respects and protects the
rights of Indigenous Peoples, Traditional Communities and Local Wisdom for Coastal Areas and
Small Islands that have been used for generations (article 61).
Table 12.
POTENTIAL
POTENTIAL AREAS ISSUES TO ADDRESS
OECM CATEGORY
Government Regulated • Closure Areas within FMA 714 Lack of systematic

Fishery Areas • Apartemen ikan) information available (or
These are sites or expanses of • Deep water managed areas routinely gathered) on the
marine areas that have some form • Kawasan Ekosistem Essential (mangroves)
• Tuna management zones (e.g. Banda) to biodiversity; and a lack of
regulation in place, stipulated by • clarity on management.
government authority. • District areas with shark and ray bans in place
Community / • 15 Masyarakat Hukum Adat (MHA) coastal areas Lack of systematic

Adat Managed Areas • LMMA’s information available (or
These are areas designated • Sites under Panglima Laut, awig-awig, sasi, Papadak/ routinely gathered) on the
by community / village level hoholok-kelautan, Mane’e
agreement. These may sometimes • Village regulated species management areas to biodiversity; and a lack of
be supported by formal village • Daerah perlindungan laut (DPL’s) (village MPAs) clarity on management.
regulation (PerDes), and in some • Taboo/sacred areas
cases are further authorized by • TURFs30 and other RBFM31 areas established (outside of
District regulation (PerDa). MPAs)
• Sites set-aside through Conservation Agreements
Private Sector Managed • Kataloka – Pulau Koon Will be necessary to do

These are areas where some form • Program Dewi Bahari further screening.
of agreement exists with a private • Marine Tourism in Padang
sector partner for management of • Marine Conservation Agreement (MCA) sites (e.g. Misool)
the area. • Oil and Gas platforms / concession areas
• Outermost Islands
Military Managed Areas • Exercise Zones, Lack of systematic

• Mine areas (ex. World War 2) information available (or
routinely gathered) on the
biodiversity; and a need to

evaluate their governance.
in the Indonesian context, identify sites that meet this criteria across the nation, assess their
viability for recognition as an OECM and incorporate them into national frameworks.
30 TURFs = Territorial User Rights for Fisheries

31 RBFM = Rights Based Fishery Management
125

In order to transition from the present condition to the expected condition, the following
implementation.
AoW 6 -1
tailored to the Indonesian context (with examples). It should also clearly outline the difference
include the following:
6 -1a
Conduct multi-stakeholder consultations at the national level to
Lead: Directorate of Marine Biodiversity Conservation (KKHL). Support: WCS
6 -1b
Prepare material for the legal basis and recognition of
Lead: KHHL. Support: Legal Section (Bagian Hukum), Directorate General Marine Spatial Planning (PRL), WCS
AoW 6 -2
Establish a legal umbrella for OECM recognition in Indonesia.
OECMs as contributing to GOI’s targets, as well as targets related to international commitments.
6 -2a
Review and identify the legal mechanisms required to recognize OECMs.
Lead: Bagian Hukum, Ditjen PRL. Support: KKHL, MMAF Legal Bureau (Biro Hukum KKP).
6 -2b
Internalize OECMs into Revisions to Fisheries Law (UU Perikanan)
Lead: Bagian Hukum, Ditjen PRL. Support: KKHL, MMAF Legal Bureau.
6 -2c
Internalize OECMs into part revisions to Government Regulation concerning the
Conservation of Fish Resources (PP no. 60/2007 tentang Konservasi Sumberdaya Ikan)
Lead: Bagian Hukum, Ditjen PRL. Support: KKHL, MMAF Legal Bureau
6 -2d
Develop Ministerial Regulation on OECM Supporting Operations
Lead: Bagian Hukum, Ditjen PRL. Support: KKHL, MMAF Legal Bureau
126
AoW 6 -3
Identify and register potential locations for recognition as OECM based on the
6 -3a
Identify potential OECM locations.
Lead: KKHL. Support: Directorate of Coastal and Small Islands Utilization (Direkturat Pemanfaatan Pesisir dan Pulau-
Pulau Kecil – P4K), Directorate Marine Services (Jasa Kelautan), Directorate Fisheries Resources-Capture Fisheries
(Direkturat Sumber Daya Ikan – Perikanan Tangkap –SDI-PT), Technical Implementation Unit (UPT) DitJen. PRL, Ministry
of Defense (Kemenhan), Tourism Ministry (KemenPa), WCS, WWF, Rare, Aliansi Masyarakat Adat Nusantara (AMAN)
6 -3b
Select locations for recognition of OECM based on Indonesia’s OECM criteria through
screening.
Lead: KKHL. Support: WCS, WWF, Rare, AMAN
6 -3c
Lead: KKHL. Support: The Center for Naval Hydrography and Oceanography (
– Pushidros AL), WCS, WWF, Rare, AMAN
AoW 6 -4
data collection and effectiveness assessments.

6 -4a
Develop SOP for OECM selection criteria.
Lead: KKHL. Support: UPT Ditjen. PRL, WCS, WWF, Rare, AMAN, relevant Management Units.
6 -4b
Develop SOP for the systematic long-term collection of data from OECMs.
6 -4c
Develop SOP for assessing the levels of ‘effectiveness’ and ‘impacts’ of OECMs in support
of GOI targets.
AoW 6 -5
Socialize and provide training on the three SOPs for monitoring and measuring OECM
impacts on biodiversity.
6 -5a
Socialize the three OECM SOPs — (a) OECM criteria, (b) OECM data collection, and (c) OECM
effectiveness and impacts monitoring.
Lead: KKHL. Support: Relevant Provincial Marine and Fisheries Agency (DKP), WCS, WWF, Rare, AMAN, relevant Manage-
ment Units
127
6 -5b
Rare, AMAN, relevant Management Units
Aow 6 -6
Utilize the SOPs to assess the levels of OECM ‘effectiveness’ and ‘impacts’ on
targets.
6 -6a
Collect data (as per SOP) on the impact of the OECM area on Biodiversity.
Lead: UPT Ditjen. PRL. Support: KHHL, relevant Provincial DKP, WCS, WWF,
6 -6b
Assess levels of effectiveness of OECM sites.
AoW 6 -7
Promote partnerships between OECMs and proximal MPAs to advance the conservation
and sustainable management of ecological networks.
This includes undertaking biophysical studies to determine ecological connectivity of OECMs
with nearby MPAs, and their potential role in supporting ecological networking and integrity of a
region; as well as studying OECMs contribution to critical habitat protection (reefs, mangroves
and seagrass) and protection of endangered, threatened and protected (ETP) species.
AoW 6 -8
Report Indonesia’s OECMs as contributing to GOI targets for relevant agreements and
commitments.
This will include reporting the OECMs to the UN (CBD Secretariat) through Indonesia’s CBD
National Focal Point (NFP), as well as submitting information and data regarding OECMs to
UNEP-WCMC and IUCN.
Lead: NFP CBD. Support: KKHL, WCS
128
2024 2027
Roadmap 2020 2021 2022 2023
2027 2030
6.1.
OECM in an Indonesian context.
6.1a Conduct multi-stakeholder consultations at the
6.1b Prepare material for the legal basis and
agreed.
6.2 Establish a legal umbrella for OECM recognition

in Indonesia.
6.2a Review and identify the legal mechanisms

required to recognize OECMs.
6.2b Internalize OECMs into Revisions to Fisheries

Law (UU Perikanan).
6.2c Internalize OECMs into part revisions to

Government Regulation No. 60/2007.
6.2d Develop Ministerial Regulation on OECM

Supporting Operations.
6.3 Identify and register potential locations for
and criteria developed (in objective 6 -1).
6.4 Develop standard operating systems (SOPs)
effectiveness assessments.
6.5 Socialize and provide training on the three SOPs

for monitoring and measuring OECM impacts on
biodiversity
6.5a Socialize the three OECM SOPs — (a) OECM

criteria, (b) OECM data collection, and (c) OECM
effectiveness and impacts monitoring.
6.5b Provide SOP implementation training
counterparts
6.6 Utilize the SOPs to assess the levels of OECM

‘effectiveness’ and ‘impacts’ on marine and
as contribution to GOI targets.
6.7 Promote partnerships between OECMs and

proximal MPAs to advance the conservation
and sustainable management of ecological
networks.
6.8 Report Indonesia’s OECMs as contributing

to GOI targets for relevant agreements and
commitments
Table 13. Timeline for implementation of AoW6 strategic management objectives
129
AoW 7
Communications and
Outreach Platform
Coordinated communication and outreach will support the alignment
of key partners on a path towards achieving the MPA Vision 2030, as
well as increase public understanding of, and appreciation for, MPAs
in Indonesia.
130
131
Photo by: Shutterstock
132
Present Condition
Achieving GOI’s twin goals of improved MPA management effectiveness and expansion of MPAs
requires coordinated mechanisms for key stakeholders to communicate, share information and
support timely decision-making and engagement.
From 2004 to 2012, the National Marine Conservation Commission (Komisi Nasional Konservasi
Laut - Komnasko Laut), provided guidance for communicating the GOI’s policies and goals (see
box 8). Since this platform ceased, the only open source of MPA data is the MMAF managed MPA
technical database.
While some MPA data sets and published studies can be accessed directly (upon request) from
owner researchers or organizations, and / or may be available through organizations’ institutio-
nal web platforms, there is no clearinghouse for Indonesian MPA data or publications and no
centralized portal for information access.
Awareness-raising materials for a general audience are also lacking. Most information about
material. Online communication products that are available for a general audience (such as
posters, infographics, videos) tend to focus heavily on more popular MPAs and do not include less-
known sites. This dearth of publicly available information creates a perceived lack of awareness,
understanding, and appreciation by the general public and other stakeholders on the status of
MPAs and the critical importance of the GOIs MPA goals for 2030.
One way to inspire MPA stakeholders to strive to achieve effective management is to organize
widely-publicized events to recognize contributions and successes in MPA management. MMAF
previously held the EKKP3K awards to recognize well-performing MPAs, and these kinds of
events in other countries (e.g. El Mar Awards in the Philippines, Blue Parks Awards in the US)
attract mainstream media enabling their communications messages of effective MPAs, lessons
learned and impacts of successful management to reach a wide audience. Currently, there is lack
of public knowledge about effective MPAs in Indonesia and their critical role for success in the
GOI’s MPA Vision for 2030.
Komisi Nasional Konservasi Laut (Komnasko Laut)

Running from 2004–2012, Komnasko Laut was established as a platform for
stakeholders to give input to government on MPAs and sustainable fisheries. Members
included MMAF, Ministry of Finance, Bappenas and NGOs active in MPA management.
Stakeholders contributed to ministerial decree development and prepared policy briefs

for government via specific working groups (e.g. marine conservation, sustainable
fisheries, etc.). Komnasko Laut had a secretariat at MMAF but limited human and
financial resources made it difficult to maintain. In 2014, Komnasko Laut continued as
Komnasko SDP (Komite Nasional Konservasi dan Sumberdaya Perikanan).
133
Expected Condition
A strong and coordinated communication and outreach platform will support increased alignment
among key partners on a path towards achieving the 10-year MPA vision. It will also aim to
increase key stakeholders’ and the general public’s understanding of and appreciation for MPAs
in Indonesia.
In ten years, the multi-layered MPA communications and outreach platform is envisioned to
support the achievement of Indonesia’s MPA goal for 2030 by:
� leading strategic communications;
� supporting strategic partnerships and collaborations with government agencies, NGOs,
local governments and regional / international initiatives;
� strengthening MMAF’s internal technical database and communications platform to serve
as a data clearinghouse; and
� socializing Indonesia’s 2030 MPA targets to the general public, key stakeholders and the
media through a range of promotional and informative online, education and outreach
materials, and signature events.
134

In order to transition from the present condition to the expected condition, the following
implementation.
Note: A detailed communications and outreach strategy will be developed as a separate,
supportive document to the MPA Vision and Roadmap.
AoW 7–1
Establish a Communications and Coordination Core Team to develop a strategy in support
of achieving Indonesia’s MPA goals for 2030.
7–1a
Undertake key message development and partnership activities to develop and implement
the platform, including:
1. developing key messaging about Indonesia’s MPA Vision 2020–2030 for various
audiences, i.e. policymakers, international fora, the Indonesian public;
2. supporting strategic partnerships and collaboration with government agencies, NGOs,
local governments and regional / international initiatives; and
3. meeting regularly to guide and assess progress on the implementation of the
communications and outreach platform strategy.
Lead: MMAF, CTC, Core Team. Support: MOHA, Ministry of Finance, Bappenas, Ministry of Tourism, Coordinating Ministry
for Maritime Affairs, MEF, WWF, WCS, CI, Rare, YKAN.
7–1b
Develop and socialize a communications and outreach platform concept and roadmap to
key MPA stakeholders.
Lead: MMAF. Support: CTC, WWF, .
7–1c
Propose and seek endorsement of the Communications and Coordination Core Team
(comprising government agencies [MMAF, MOHA, Ministry of Finance, Bappenas, Ministry
of Tourism, and Coordinating Ministry for Maritime Affairs and MEF] and NGOs [CTC, WWF,
TNC, WCS, CI, Rare and TNC]) by MMAF ministerial decree.
Lead: MMAF, CTC, WWF. Support: MOHA, Ministry of Finance, Bappenas, Ministry of Tourism, Coordinating Ministry for
Maritime Affairs, MEF, WCS, CI, Rare, YKAN.
135
AoW 7–2
Strengthen MMAF’s internal technical database and communications platform to serve as
an MPA data clearinghouse.
This will require the development of an internal data sharing platform for MPAs (through existing
or new portals), managed by / in collaboration with MMAF Data and Information Center (Pusat
Data dan Informasi - PusDatIn) for government and non-government stakeholders to share
technical data on MPA coverage and management effectiveness. The platform will:
1. ensure accurate and up-to-date information on MPAs in Indonesia is accessible by decision

makers;
2.
3. be a storehouse for outputs from the MPA Visioning Process.
The platform should link with other government databases to improve alignment between
agencies, including:
• MOHA, so that provincial progress can be rolled up and reviewed;

•
appropriate budget tagging allocations;
• Bappenas for the e-planning system; and
• Bappenas, Ministry of Finance, and Ministry of Administrative and Bureaucratic Reform
(Pendayagunaan, Apartur Negara dan Reformasi Birokrasi– PANRB) for integrated planning,
budgeting and performance management e-system (Krisna).
Lead: MMAF, WWF, Core Team. Support: MOHA, Ministry of Finance, Bappenas, Coordinating Ministry for
Maritime Affairs, MEF, CTC, WCS, CI, Rare and YKAN.
AoW 7–3
Develop a public-facing online communications platform and portal to disseminate
Indonesia’s MPA Vision 2020-2030.
7–3a
Develop, launch and manage a public-facing interactive online communications platform
for sharing and learning about Indonesia’s MPAs, targeted towards MPA practitioners, the
international conservation community, public and private sector stakeholders interested in
The portal should be accessed through a dedicated site and linked with the formal MMAF
platform and regional and international initiatives (such as the CTI-CFF and the Arafura
Timor-Sea Project), with materials and promotional support provided by key NGOs in-
country.
Lead: MMAF, CTC, Core Team. Support: MOHA, Ministry of Finance, Bappenas, Coordinating Ministry for
Maritime Affairs, MEF, WCS, CI, Rare and YKAN.
136
7–3b
Promote MPA sites to visitors and travelers in Indonesia via the platform.
Lead: Ministry of Tourism, MMAF, CTC, WWF. Support: MOHA, Coordinating Ministry for Maritime Affairs,
MEF, WCS, CI, Rare and YKAN.
7–3c
Develop and launch youth-led communications campaigns through collaborations with
universities and schools linked to the online the communications platform.
Lead: MMAF, CTC, Core Team. Support: MOHA, Ministry of Finance, Bappenas, Coordinating Ministry for
Maritime Affairs, MEF, WCS, CI, Rare and YKAN.
AoW 7–4
Utilize the platform to socialize Indonesia’s MPA Vision 2020–2030 (with commitment for
MOU / Agreement).
Develop, launch and disseminate a range of information, education and outreach materials to
socialize Indonesia’s MPA Vision 2020–2030 to the general public. These materials will have a
shared narrative stating the value of and need for coastal protection as a foundation in achieving
the MPA vision. Key themes and topics to highlight in these materials will be decided by the Core
Team.
Lead: CTC, MMAF, Core Team. Support: MOHA, Ministry of Finance, Bappenas, Ministry of Tourism, Coordinating Ministry for
Maritime Affairs, MEF, WWF WCS, CI, Rare and TNC.
AoW 7–5
Organize signature events to recognize and promote Indonesia’s MPAs.
Organize an annual / bi-annual event to promote and / or recognize effectively managed MPAs to
the general public and generate pride amongst local stakeholders and MPA managers. The event
MPAs, and may be organized in collaboration with private sector sponsors.

Lead: MMAF, CTC,Core Team. Support: Ministry of Tourism, Coordinating Ministry for
Maritime Affairs, MEF, WWF WCS, CI, Rare and YKAN.
AoW 7–6
Present and highlight the achievements and milestones of Indonesia’s MPA Vision in
international conferences and international fora and international and national media.
Lead: MMAF, CTC. Support: Ministry of Tourism, Coordinating Ministry for
Maritime Affairs, MEF, WWF WCS, CI, Rare and YKAN.
AoW 7–7
Ensure continuity of the online communications platform as a key information portal for
MPAs in Indonesia for the future.
Lead: MMAF. Support: CTC.
137
2022 2026
Roadmap 2020 2021 2030
2025 2029
7.1 Establish a Communications and Coordination Core

Team to develop a strategy in support of achieving
Indonesia’s MPA goals for 2030.
7.1a Undertake key message development and

partnership activities to develop and implement the
platform.
7.1b Develop and socialize a communication and

outreach platform concept and roadmap to key
MPA stakeholders.
7.1c Propose and seek endorsement of the

Communications and Coordination Core Team.
(note: cross institution commitment)
7.2 Strengthen MMAF’s internal technical database

and communications platform to serve as an MPA
data clearinghouse.
7.3 Develop a public-facing online communications

platform and portal to disseminate Indonesia’s MPA
Vision 2020-2030.
7.3a Develop a public-facing online communications

platform.
7.3b Promote MPA sites to visitors and travelers in

Indonesia via the public platform.
7.3c Develop and launch youth-led communications

campaigns through collaborations with
universities and schools linked to the online the
communications platform.
7.4 Utilize the public platform to socialize Indonesia’s

MPA Visions 2030. (note: commitment for – MoU/
Agreement)
7.5 Organize signature events to recognize and

promote Indonesia’s MPAs.
7.6 Present and highlight the achievements

and milestones of Indonesia’s MPA Vision in
international conferences and international fora
and international and national media.
7.7 Ensure continuity of the online communications

platform as a key information portal for MPAs in
Indonesia for the future.
Tabel 14. Timeline for implementation of AoW7 strategic management objectives
138
139
SUMMARY
CONCLUSION
This MPA Vision 2030 presents ambitious, but attainable management objectives, that
are necessary for Indonesia to achieve “the establishment of 32.5 million hectares of MPAs
coastal and small island communities in Indonesia”.
The seven areas of work addressed in this vision document are key to ensuring the necessary
enabling environment, systems, processes and support frameworks are in place for the
expansion and effective management of MPAs across the country. This is vital, not only to
protect and sustainably manage the nation’s maritime heritage, but also to achieve the nations
commitments to the UN CBD’s Aichi target (11), and to establish MPA goals and designations
for the CBD Global Biodiversity Framework 2030 and the UN Sustainable Development Goals.
The development of this Vision and Roadmap began with constituency building; bringing together
a wide range of stakeholders, including multi-sectoral government agencies (at central, provincial
and district levels), NGOs, CSOs, private sector stakeholders (businesses, industry), coastal
communities and funders. Together, this shared vision, and the 99 strategic objectives outlined
The second, and most critical step, is implementation. This will require commitment and action
from all key parties. Every constituent has a role to play. Everybody has a shared responsibility
for turning the ideas presented in this document into realities.
Finally, the formal adoption of this Vision and Roadmap by all key stakeholders, and the
internalization of these objectives into individual organizational and agency planning and
budgeting, will be vital to ensure all parties strive towards these common goals.
Collaboratively we can, and must, succeed — not only for the sake of our nation’s marine heritage,
prosperity and biodiversity today, but also for the future generations that are depending upon us.
140
MONITORING,
EVALUATION & LEARNING
To monitor the progress of this vision and roadmap, assess achievements, and ensure
implementation is on track, the various objectives and goals are anticipated to be incorporated
into the key performance indicators (KPI) (Indikator Kinerja Utama – IKU) of each respective
annual targets.
It is also anticipated that a Task Force / Working Group (Pokja) will be formed to evaluate the
achievements of those KPIs, through the collection and analysis of relevant data every two
years with representatives from all key lead agencies. Results and lessons learned from such
assessments will be documented and shared through popular publications to provide both
This Working Group is anticipated to be formed through a continuation of the collaborative

committee established during the development of this document. This voluntary and informal
team is driven by MMAF, with representatives from the Ministry of Finance (KemenKeu) and
Ministry of Home Affairs (KemenDagri); as well as representatives from NGOs (CTC, WWF, YKAN,
WCS, CI and Rare).
Performance will be assessed based on the level of achievement of the objectives and targets
as outlined in this vision and roadmap, both in the short-term (2020-2024) and long-term (2025-
2030).
Photo by: Purwanto/CTC
141
142
AOW 1 – 2020 2021 2022 2023 2024 2025 2026-2030

Integrated
Planning,
Programs and 1.1. MPA Vision incorporated in RPJPN/RPJMD
Budgeting
1.2. Inter-agencies coordinate for MPA planning & budgeting
1.3. MPA plans & budgets prioritized cross-agency
1.4. Cross-agency MPA policies reviewed and aligned
1.5. Key MPA stakeholders engaged in national planning
1.6. MPA effectiveness is KPI for provincial governors
1.7. Provincial RPJPD,RPJMD, RKPD, Rentra OPD & Renja OPD include MPA targets
1.7a. RKPD M&E in each province
1.8. Provincial NSPK in place for MPA planning & budgeting
1.9. MAP collaborative & co-management options promoted
1.10. Every MPA has a management unit
1.11. Regional MPA data accurately collated at national level
1.12. EKKP-3-K framework revised
1.13. ‘How to’ guidelines for MPAs produced & aligned with new EKKP-3-K
AOW 2 2020 2021 2022 2023 2024 2025 2026-2030
– Human
Resources, 2.1. Suite of on-site MPA management frameworks available
Competencies
& Capacity
2.2. MPA management personnel guidelines available
2.3. Institutional structures and professional development plans in all RPZs
2.4. MPA recruitment expanded for wide skills-

sets
2.5. Open recruitment systems available locally
2.6. Staff retention optimized
2.7. Professional development database available in MMAF
2.8. Professional development linked with echelon advancement
2.9. Workload and knowledge transfer systems improve work conditions
2.10. Competency-based labor utilization studies in pilot MPAs
in MPAs
2.13. Range & number of D1-D4 training courses increased
2.14. Graduates from AUP-STP encouraged to work in MPAs
2.15. In-service training opportunities increased
2.16. SKKNI & SK3 institutionalize training in key competency areas
143 MARINE PROTECTED AREAS VISION 2030

144
AOW 3 2020 2021 2022 2023 2024 2025 2026-2030

– Legal &
Regulatory 3.1. Fisheries law updated to recognize role of MPAs in EAFM
Frameworks
3.3. Guidance provided to align RPJMD & Renstra DKP with law no.23/2014
3.4. MPAs and AOIs are recognized in provinces RZWP-3-K
3.5. National planning involves provincial, regional and partner institutions
3.6. Technical guidelines available for management of KKM
3.7. Best practice examples of MPA regulatory adoption available
3.8. Inter-govermental policies on MPAs are harmonized
AOW 4 – 2020-2021 2022 2023 2024 2025 2026 2027-2028 2029-2030

Sustainable
Use in MPAs
4.1. MPAs have carrying and environmental capacity assessments
4.2. Collaborative patrol, surveillance and enforcement systems promote compliance
4.3. FEO trained and mobilized to support sustainable use
4.5. Vessel licensing systems in place

for SFZs
4.6. Communication materials available for resource users on MPA regulations

AOW 4 – 2020-2021 2022 2023 2024 2025 2026 2027-2028 2029-2030
Sustainable
Use in MPAs
4.8. Fishers in MPAs are trained to optimize engagement and livelihoods
4.11. Clear guidelines and regulations available for aquaculture in MPAs
4.12. Cultivators in MPAs are trained on sustainability
4.15. Develop clear criteria and incentives for ‘sustainable’ enterprise investments in MPAs.
4.16. Sustainable tourism opportunities optimized for local communities
4.17. MPAs have infrastructure to promote sustainable tourism opportunities
4.19. Research & education

opportunities promoted
4.21. MPAs have infrastructure to promote research & education
4.22. Communities engaged in MPA research & education
4.23. Exemplar MPA Center of Excellence available

146
AOW 5 – 2020 2021 2022 2023-2030

Sustainable
Financing
5.3. MPA-related PNBP funds retained for management
5.4. DAK funds accessible for MPA development & management
5.5. DID funds accessible for MPA development & management
5.6. TAPE available for MPAs under provincial bankeu
5.7. TAKE available for MPAs under district bankeu
5.10 Showcase MPAs utilize Blended Finance frameworks

AOW 6 – 2020 2021 2022 2023 2024-2027 2027-2030
Integrated
Planning,
Programs and
Budgeting
6.5. OECM SOPs socialized & training provided to key agencies (a-criteria, b-data
1.6. MPA effectiveness is KPI for provincial governors collection, c-effectiveness monitoring)
6.6. OECMs assessed for impact and effectiveness
6.7. Partnerships & networks promoted between OECMs & formal MPAs
6.8. OECMs reported as contributing to GOI targets

148
AOW 7 – 2020 2021 2022-2025 2026-2029 2030

Communi-
cations and
Outreach 7.1. Core team established for communications strategy & platform
Platform
7.1b. Platform concept & roadmap socialized
7.1c Core team endorsed
7.2. MMAFs internal database strengthened as data clearing house
7.3c. Collaborative campaigns launched through platform (youth,

schools, universities)
7.4. MPA Vision 2030 socialized to wider public
7.5. Signature events promote Indonesia’s MPAs
7.6. MPA Vision 2030 achievements presented in national & international fora and media
7.7. MPA platform sustained as key information portal

APPENDIX ONE
MPA Vision: Process steps
Process Steps Timeline
MMAF and NGO meeting as follow up to GOI announcements of 30 million ha

of MPA’s to be established by 2030, with the 20 million ha existing MPAs effectively Oct, 2018
and equitably managed.
Series of update and review meetings with MMAF (Andi Rusandi and Amerh Hakim) Jan 2019 – Aug 2019
MPA Visioning meeting as add-on to IMFC event Oct 2019

Preliminary summary document & Strawman outline the steps moving forward Oct / Nov 2019
Strawman disseminated to NGO MPA VWG members for feedback / input Nov 2019
NGO MPA VWG Workshop — to discuss the issues outlined in the Strawman Nov 26-27, 2019
(Bali) 1.5 days
Status and Recommendations Report shared with MPA VWG for input Dec 2019
Small group update meeting with MMAF (WWF, CTC and Pak Budy) Dec 2019
11 / 12 December
OECM-dedicated workshop - KKP & Partners 22 Jan, 2020
KKP & NGO Vision Workshop (Jakarta) — to review status on all three
28 Jan, 2020
(i) The Status of MPAs in Indonesia, (ii) A Joint MPA Vision Roadmap; (iii) A
communications and outreach platform
Small-group Follow Up Meeting (KKP) (Jakarta) 29 Jan, 2020
Small meeting group (Progress Review) – KKP & NGO VWG

focusing on issue of indicators to be discussed at the Regional Management
Coordination Meeting (Jakarta-WWF). 12 Feb 2020
Reviewing: (i) The most recent workshop report; (ii) The MPA Vision Roadmap
concept outline; (iii) The plan for the next workshop
Internal KKP Technical Meeting on MPA Management Units (Jakarta) 18-20 Feb 2020
Intergovernmental Workshop Preparation meeting (Jakarta) 28 Feb 2020

(No.66/SD.III/TU/SUPD/II/2020)
Technical Workshop Preparation meeting KKP & NGO VWG (Bali-CTC) 5 Mar 2020
Technical KKP Workshop Preparation meeting (Jakarta) 13 Mar 2020

(No. 553/DJPRL.5/III/2020)
150
Process Steps Timeline
Virtual Technical Meeting for MPA Vision continuation, following 31 Mar 2020
the cancellation of the intergovernmental workshop due to the Covid-19 outbreak.
Virtual Meeting on Integrated Planning (AoW 1) and establishment of 03 Apr 2020
six AoW teams
Virtual AoW team meetings, development and production of 04 Apr – 25 May 2020
AoW documents, outlining (for each AoW): Present Condition, Expected
Condition, Strategy Required, Role and Responsibilities of Stakeholders
(Government, Local Government, NGOs), and Roadmap.
Virtual AoW7 discussion for drafting Communication & Outreach Platform 08 Apr 2020
Virtual AoW1 discussion for drafting Integrated Planning 13 Apr 2020
Virtual Meeting hosted by MMAF for follow up and writing of AoWs 21 Apr 2020
(No.862/DJPRL.5/IV/2020)
Virtual AoW submissions, discussions, translation and draft document 01 Jun – 22 Jun 2020
development
Virtual MMAF hosted AoW draft team review meeting (Aow
3 – legal and regulatory frameworks, AoW 4 – Sustainable Use, and AoW 5 – 23 Jun 2020
Sustainable Financing) (No.1274/DJPRL.5/VI/2020)
Virtual MMAF hosted AoW draft team review meeting (Aow 1 –
Integrated planning, AoW 2 – Capacity and Completencies, AoW 6 – OECMs, and 26 Jun 2020
AoW 7 – Communications Platform) (No.1312/DJPRL.5/VI/2020)
Virtual WhatsApp group discussion: Received all inputs AoW 1-7 from MPA WG 29 Jun 2020
Virtual MMAF hosted for preparation InterGov Workshop with Webinar Dirjen PRL 2 Jul 2020
21 Jul 20
Virtual MMAF –CTC-WWF for follow up preparation InterGov Workshop on 21 July 7 Jul 2020
2020
Virtual MMAF InterGov Workshop MPA Vision focus on 21 Jul 2020
Integrated Planning & Sust.Use MPA
Virtual MMAF hosted review (inc. foreword, acknowledgements, etc.) 26 – 28 Jul
Virtual Final roadmap review workshop (cross-sector) 13 Aug 2020
151
MINISTRY OF MARINE AFFAIRS AND FISHERIES
DIRECTORATE GENERAL OF MARINE SPATIAL MANAGEMENT
Jl. Medan Merdeka TImur No.16

Gedung Mina Bahari III, Lantai 10
Supported by In collaboation with:

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MARINE PROTECTED AREAS VISION 2030

MPA VISION 2030

MARINE PROTECTED AREAS

Ministry of Marine Affairs and Fisheries, Republic of Indonesia

Supported by: In collaboration with:

Specific Allocation Fund (DAK)

Regional Incentive Fund (DID)

adjusted to be based on the following.

i. the data is available in all provinces / districts / cities;

Figure 9. DID allocations from 2011 to 2019

Photo by: Robert Delfs

REGIONAL STATE FUNDING

i. Ecology-Based Provincial Budget Transfer (Transfer Anggaran Provinsi Berbasis Ekologi

Regional Budget (APBD) Mechanisms in the Low Carbon Development Framework.

costing Indonesia a loss of approximately 1.9 percent of national GDP annually)28.

If conventional patterns of development are maintained, with an increasing population growth,

28 Based on World Bank calculations.

Climate Budget % of State Budget

this framework have been increasing year upon year.

of Indonesia has recognized the importance of exploring non-state, market-based sources of

Establishing a Public Service Agency (BLU / BLUD)

Institutionally, a BLU / BLUD is a work unit of a Ministry / Agency / Regional Government

by a service development plan and plans to increase revenue following establishment). It is

BLUE BONDS (SUKUK)

in sustainable marine and coastal initiatives.

to support the effective management of MPAs in the coming years.

What are Green Bonds?

PUBLIC PRIVATE PARTNERSHIPS

Payment of Support collecting Support Support Managing Full

ENVIRONMENTAL ESTATE FUND

CORPORATE SOCIAL RESPONSIBILITY (CSR)

provide support and / or build capacity within the target entity.

— utilizing non-state funding mechanisms, combined with increased state

AoW 5 STRATEGIC MANAGEMENT OBJECTIVES

1. National State Funding

development and effective management.

Standar Pelayanan Minim – SPM).

2. Regional State Funding

Lead: Provincial Governments.

Photo by: Robert Delfs

Roadmap 2020 2021 2022 2023-2030

5.1 Ensure the importance of MPAs is recognized in

5.3 Explore opportunities for MPA related managing

5.5 Explore and develop opportunities to access Regional

5.6 Support and promote provincial governments to

5.7 Support district and municipality governments

5.8 Ensure Regional Medium-Term Development Plans

5.9 Promote awareness raising and greater

5.10 Promote the advancement of ‘showcase MPA sites’

Table 11. Timeline for implementation of AoW5 strategic management objectives.

governance frameworks for scaling up marine and coastal management,

Indonesia; particularly considering the geographical scale of the

Both traditionally established MPAs and OECMs are expected

Rather, the conservation objectives may be:

could, or should, be potentially considered as an OECM.

towards GOI targets, as well as targets related to international commitments.

Government Regulated • Closure Areas within FMA 714 Lack of systematic

Community / • 15 Masyarakat Hukum Adat (MHA) coastal areas Lack of systematic

Private Sector Managed • Kataloka – Pulau Koon Will be necessary to do

Military Managed Areas • Exercise Zones, Lack of systematic

biodiversity; and a need to

30 TURFs = Territorial User Rights for Fisheries

AoW 6 STRATEGIC MANAGEMENT OBJECTIVES

include the following: