table of contents - david and lucile packard foundation€¦ · indonesian wild fisheries are...

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TABLEOFCONTENTSOURMISSIONTOIMPROVEOCEANHEALTHININDONESIA............................................................2

INDONESIAISAMARINECONSERVATIONPRIORITY........................................................................3

THEFOUNDATION’SINDONESIAMARINESTRATEGY.......................................................................5

KeyStrategyAssumptions..............................................................................................................7

STRATEGICLOGICMODEL..................................................................................................................8

StrategyComponent1:ProvideEvidenceofGoodFisheriesManagement...................................9

StrategyComponent2:InformFisheriesManagementPolicyReform........................................12

StrategyComponent3:BuildCapacityandLeadershipforImprovedManagement...................14

IMPLEMENTINGOURSTRATEGY.....................................................................................................15

ImplementingPartners.................................................................................................................15

Monitoring,Evaluation,andLearning..........................................................................................16

Communications...........................................................................................................................18

FundingPartners...........................................................................................................................19

InternalPartners...........................................................................................................................19

APPENDIX1:DETAILEDSTRATEGICLOGICMODEL.........................................................................20

APPENDIX2:EXPECTEDOUTCOMES...............................................................................................23

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OURMISSIONTOIMPROVEOCEANHEALTHININDONESIAFormorethan50yearstheDavidandLucilePackardFoundationhasmadeinvestmentstoexpandourunderstandingoftheoceanandhasworkedwithpartnersacrosstheglobetoprotectandrestoreoceanlife.Guidedbyscienceandinspiredbyhumaningenuity,weinvestincountriesandglobalstrategiesthathelpimproveoceansustainability.ThePackardFoundationhasinvestedinmarineconservationandfisheriesmanagementeffortsinIndonesiaforalmost20years.Theseinitiativesincludehelpingtoensurethatmarinefishingandaquaculturearesustainableandwellgoverned.Acrosstheglobe,theoceanhasbeenlargelyviewedasanendlessresource.Governmentslackanappreciationoftheocean’sphysicallimitsandundervaluetheimportantfoodsecurity,economic,andemploymentbenefitsprovidedbyfisheriesandmarineecosystems.InIndonesia,aselsewhere,thishasledtotheoverexploitationofresourcesandadocumenteddeclineinthediversityandproductivityofmarineecosystemsandinthesustainabilityoffisheries.Buildingsupportforbetterfisheriesmanagementiscriticaltoprotectingtheoceanenvironment,aswellasensuringsustainedcontributionofthesemarineecosystemstolivelihoods,communities,andtheeconomyinIndonesia.ThroughourIndonesiaMarineStrategy,weprovidesupporttopartnersforthedesignandimplementationofpilotinitiativesinasetofthreestrategicfisheriesthatwillserveasmodelsacrossIndonesianfisheries.Throughthesepiloteffortswehopetosupportandmotivatepoliticalleadersandtheprivatesectortoact.Thisstrategyalsosupportsworktohelpestablishmoreeffectivefisheriespoliciesandtobuildthenecessarycapacityofgovernmentandcivilsocietyinstitutionsandleaders.TheIndonesiaMarineStrategyfitswellaspartofthePackardFoundation’s15-yearOceanStrategicFramework.ThisframeworkoutlinesasetofprioritiesforenablingsoundmarinemanagementinsixcountriesencirclingthePacificOcean:Chile,China,Indonesia,Japan,Mexico,andtheUnitedStates.Together,thesecountriesrepresentgloballysignificantmarinebiodiversityandaccountformostofglobalseafoodproduction.Inadditiontoworkinginthesesixcountries,theFoundationsupportsfourglobalstrategiesthattranscendnationalboundariesandcontributetotheachievementofthegoalsinIndonesiaandeachofourotherprioritycountries:

1. GlobalSeafoodMarkets:Promotingglobalmarketsforsustainableseafoodthroughthedesign,implementation,andfinancingofnewstandardsofpracticefortheprivatesectorseafoodsupplychain;

2. MarineBirds:Protectingmarinebirdsthroughhabitatprotectionandbycatchreduction;3. EndingIllegalFishing:Eliminatingillegal,unreported,andunregulated(IUU)fishinginIndonesiaand

aroundtheworld;and4. ClimateChangeandOceanAcidification:Workingtomorebroadlyunderstandandproactively

addresstheimpactsofclimatechangeonoceansystems.

WeworkinclosecollaborationwithotherfunderscommittedtoaligningresourcesforcommongoalsinIndonesia.1

1 In particular, the Foundation plays a leading role in the Indonesia Marine Funders Collaborative (IMFC), an initiative of donors that share a vision of restoring and protecting coastal and marine resources while enhancing fisheries management in the country.

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INDONESIAISAMARINECONSERVATIONPRIORITYIndonesiaistheworld’sfourthmostpopulatednation2–avastarchipelagoattheheartoftheworld’sepicenteroftropicalmarinebiodiversity.Indonesia’soceanterritorycovers55,000kilometers(or34,175miles)ofcoastlinespanning7.7millionsquarekilometers.3

IndonesiasitsstrategicallybetweenthePacificandIndianOceansandrepresentsoneofthemostimportantplacesontheplanetforoceanbiodiversity.Itpossessestheworld’smostextensivecoralreef,housingmorethan75percentofknowncoralreefspeciesacrosstheworld,andhasagreaterdiversityofinvertebrates,mangroves,andseagrassesthananyotherregiononEarth.Thisbiodiversityundergirdshighlevelsofproductionofseafood.Indonesiaaccountsfortheworld’sthird-largestproductionofseafoodbyvolume.Domestically,Indonesianfisheriesareacriticalsourceoffoodandareimportanttothecountry’soveralleconomyandnationalcharacter.Approximately20millionofthepeoplewhocallIndonesiahomedirectlyorindirectlyrelyonthefishingindustryfortheirbasiclivelihoods;onlyChinaandIndiahavemorefishingboatsintheirterritorialwaters.FisheriesareanimportantfinancialresourceinIndonesia,withexportfisheriesprovidingagrowingsourceofrevenueforadiversifyingeconomy.Indonesia’sfisheriessectorgrew7.3percentin2014and8.3percentin2015,almostdoublethecountry’sgrossdomesticproduct(GDP)growthin2015.4Thatsaid,thesector’scontributiontonationalGDPhasremainedrelativelyflatoverthepastseveralyearsatbetween2.1and2.5percent.5TheIndonesiangovernmenthasbeguntoprioritizemarineresourcesasaneconomicgrowthsector,withplansafoottodoubleproductionfromwildfisheriesandaquacultureto40-50milliontonsperannumby2019.Itisnotclearhowsuchgrowthcouldbesustainedwithoutfurtherstressingexistingfishstocks.Indonesianwildfisheriesarealreadyatorabovetheirmaximumlevelofharvest,whichismorepronouncedinnearshorefisheriesthatprovidelivelihoodsandemploymentformanysmall-scalefishers.Aquaculture

2 255.4 million in 2015. 3 The United States, by comparison, has just 20,000 kilometers of coastline. 4 “Fisheries and Aquaculture,” EU-Indonesia Business Network, 2017, http://indonesien.ahk.de/fileadmin/ahk_indonesien/Publications/EIBN/Fisheries_and_Aquaculture_Sector_Report_2017_FULL.pdf. 5 “Investing in Indonesia: Indonesia Business Update on Fisheries,” BKPM, 2017.

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expansionwillclashwithcoastaldevelopmentandwillfurtherunderminetheproductivityofnearshorewaters.Additionalinvestmentinfishingcapacitywillnotleadtoincreasedeconomicgains,butwillinsteadoverexploitandthreatenthelong-termsustainabilityofthefisheries.Theseareworryingtrends,andyetinterestinimprovingthemanagementofmarineresourceshasneverbeenhigher.TheIndonesiangovernment,ledbytheMinistryofMarineAffairsandFisheries(MMAF),istakingboldstepstoimprovethemanagementofitsmarinefisheriessector.Itisactivelyworkingwithpartnersintheprivatesectorandcivilsocietyinlinewiththegovernment’sthreeprioritypolicypillars:increasingsovereignty,sustainability,andprosperityofIndonesia’speople.

MMAFMinisterSusiPudjiastutiandherstaffhaveannouncedanationwidebanontrawlinginoffshorewaters6andledadecisivecrackdownonillegalforeignfishing.PresidentJokoWidodohasalsoestablishedanational-leveltaskforcetoaddressthecriticalissueofIUUfishingwithinIndonesia’sexclusiveeconomiczone(EEZ).ThesemovesareexamplesofhowtheIndonesiangovernmentisboldlyapproachingenforcementandmanagementofitsmarineenvironmentandresources.Despitetheseadvances,effectivesystemsandregulations–includingminimumcatchsizesforspecificfisheries,increasedrestrictionsongear,reclassificationofboats,andspatialmanagement–arenecessaryandmustbeadequatelyenforced.Overall,fisheriesmanagementcapacityremainsweakandfragmentedacrossmanyagenciesandinstitutionsatthenationalandsubnationallevel.Theseinstitutionsaremandatedtoplan,implement,andenforcefisherieslegislation;however,individualjurisdictionsandresponsibilitiesremainunclear.Ofthehundredsofcommerciallyexploitedfisheriesinthecountry,fewhavecomprehensiveandaccuratedatasetstoinformmanagementdecisions.AsaresultofMMAF’srecentefforts,largerboatsarenowbeingtrackedandwelldocumented,whilemanyforeign-flaggedvesselshavebeenremovedfromIndonesia’sEEZ.Still,overhalfamillionIndonesian-operatedsmallerboatsremainunlicensedastheyfishproductive,buthighlysensitivenearshorewatersandhabitats.Thegovernmentneedssupportfromallsectorsifitssovereignty,sustainability,andprosperityambitionsaretobecomereality.

6 In late 2017 the Minister postponed the ban to allow operators time to adjust to new gear requirements, although she has insisted on initial conditions: Operators must maintain their current fleet size, without adding vessels; and they must report their vessel sizes accurately. It is not clear if and when the ban will take effect.

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THEFOUNDATION’SINDONESIAMARINESTRATEGYStrategyGoal:By2030,Indonesiawillhavesoundfisheriesmanagementpoliciesandregulationsinplace.

OurtheoryofchangeisthattheFoundationcanaccelerateprogressinIndonesiabybuildingthecapacityofinstitutionsandleaders,whilehelpingtoensuretheyhaveaccesstosounddataandprovenfisheriesmanagementmethods.Thisismadepossibleundertheexistingstrongpoliticalleadershipthatisactivelyseekingtoimprovefisheriesmanagement.

Ourapproachisalearn-by-doingmethodfocusedonsupportingpartnersastheyinformandimplementreformsinseveralstrategicallyselectedarchetypalfisheries.Basedonyearsofexperienceintheregion,theFoundationisfollowingapracticalapproachtosupportgovernmentandotherpartnersastheyworktoimplementnewpoliciesandbuildindividualandinstitutionalcapacityforimprovedfisheriesmanagement.

TheFoundation’sstrategyiscontingentonthepoliticalwillandleadershipatthenationallevel,whilealsodirectingsupporttostrengthenfisheriesmanagementgovernancesystemsandleadershipatalllevelsacrossIndonesia.Werecognizethatourstrategyaloneisinsufficienttoachievethegoalofhavingsoundmarineresourcemanagementinplaceby2030inIndonesia.Still,ourfocusonpolicyandmanagementaddressesanecessaryconditionforfisheriesmanagement.Whileextensivestructuralchangesingovernanceandtheruleoflawarealsocritical,theyarelargelyoutsideoftheFoundation’sscopeandability.

Through2021,wehavedecidedtofocusexclusivelyonwildcapturefisheriesmanagement,whichtheFoundationcurrentlybelievestopresentthemostpromisingopportunitiesforprogress,giventhestrengthsofourpartnersandthefocusoftheIndonesiangovernment.Asaresult,wearenotactivelysupportingsustainableaquacultureinIndonesiaoreffortstoprotectimportantmarinehabitats.Otherdonorsarealreadysupportingworkintheseareasorareactivelyexploringthepotentialforfuturesupport.7

TheFoundationwillsupportthedevelopmentofleadersinthegovernmentandcivilsocietythroughtrainingandtechnicalassistancetoimprovesystems,theuseofdataandscience,andpolicydiscourseandtoadapttolessonslearnedalongtheway.Implementationwillrequireapartnershipapproach,coordinationofmultiplepeople,bodiesandinstitutions,anddedicationovertime.

Specifically,ourportfoliofocusesonthreeprimaryandmutuallyreinforcingstrategiesthatfollowthispractical,learn-by-doingapproach.Thesethreestrategiesaresummarizedbelow,withmoredetailoneachinthepagesthatfollow.

7 The Foundation can make ad hoc grants, along with other lead donors, in support of habitat protection or aquaculture policy reforms where these align with our interests in fisheries reform. However, these investments will be minor and not a core part of the Foundation’s current strategic portfolio.

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TheFoundationispursuingthefollowingthreeprimarystrategies:

1. ProvidingEvidenceofGoodFisheriesManagement.TheFoundationissupportinglocalpartnerstoestablishexamplesofgoodfisheriesmanagementandmakeMMAFofficials,andotherleaders,awareofthesesuccesses.Partnerswillcollect,model,andmonitordatainimportantIndonesianfisheriestodevelopexamplesofmanagementthatworkwellinthelocalcontext.Thesefisheriesincludeblueswimmingcrab(BSC),mixedfisherydeep-watersnapper,8andtuna.9ThesefisheriesaresociallyandeconomicallyimportanttoIndonesiaandeachrepresentsadifferent“archetype”intermsofmanagementandgovernancechallengesandopportunities.Thefisheriesarerepresentative,generally,ofthethreeIndonesianmanagementlevels–districtandprovince(BSC),national(snapper),andinternational(tuna)10–thusprovidingmodelsformanagementacrossIndonesia.

2. InformingFisheriesManagementPolicyReform.TheFoundationrecognizesthatimprovedfisheriesmanagementrequiresspecificpolicyandmanagementchangesbyrelevantgovernmentagenciesbasedonsoundeconomic,political,andsocialanalyses.Wearesupportinglocalleadersthatareworkingtoshapethepolitics,policies,andeconomicfactorsthatmostinfluencemarineresourcemanagementinIndonesia.Wearealsosupportingacoalitionofcivilsocietypartnerstoworkwithgovernmentandindustrytoinform,develop,andimplementpolicyreformsbasedonexperiencegainedaroundtheworld,fromthesethreearchetypepilotfisheries,andfromeffortsandexperiencesofotherpartnersandstakeholdersinIndonesia.

3. BuildingCapacityandLeadershipforImprovedManagement.TheFoundationishelpingtobuildthemandateandcapacityofpublicandprivatesectorleaders,organizations,andinstitutionstoimprovefisheriesmanagement.Werecognizethatmanagementpilotsandpolicyreformmustgotogetherwithinstitutionalandleadershipdevelopment.Ourgoalistodevelopasetoflocalandnationalleadersacrosscivilsociety,government,andtheprivatesectorwithadesiretolead,who,withadditionalsupport,canarticulate,shape,anddrivepolicyreforms.CapacityandleadershipwillbedevelopedtosupportprogressinthethreearchetypefisheriesandmorebroadlyacrossIndonesiaaslessonsarelearnedfromthesefisheries.

8 The focus on this mixed snapper fishery targets more than 100 species of a deep-slope and demersal fishery in central and eastern Indonesia operating in waters of 50-500 meters in depth. These fisheries are referred to here as “snapper,” even though they include groupers (Epinephelidae) and emperors (Lethrinidae), as well as snappers (Lutjanidae) and several other families of fish. 9 Tuna belong to the Thunnini tribe, a sub-grouping of the mackerel family (Scombridae) – which, together with tuna, also includes bonito, mackerel, and Spanish mackerel. The Thunnini tribe comprises 15 species across five genera, the most important of which in Indonesia are skipjack tuna, yellowfin tuna, and big eye tuna. Indonesia supplies over 15 percent of the world’s tuna. 10 Indonesia focuses on a national plan for tuna fisheries management within its EEZ and nearshore waters. The management of tuna fisheries is also formalized under the Indian and Pacific Ocean Regional Fishery Management Organizations (RFMO).

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KeyStrategyAssumptions:• Theselectedlocalfisheriesaretrulyrepresentativeandwillprovidesolutionsthatcanbeapplicable

acrossthemajorityoffisheriesinIndonesia,especiallyinrelationtothescaleandgovernanceoffisheriesatthelocal,provincial,andnationallevels.

• Gooddatacandrivegoodmanagement,assumingthatdatacanbecollectedandthatitwillbetrusted

asabasisforchangingmanagementpractices.• Currentfavorablenationalpoliticalcommitmenttoimprovefisheriesthroughreducedfishingcapacity

andtransparencyinthemarketplacewillremainstrong,especiallyinthefaceofanticipatedopposition.Indonesiannationalandlocalgovernmentelectionsoccurin2019.

• ThenewIndonesianLaw,No.23/2014,whichshiftsresponsibilityforgovernancefromthedistrictto

theprovinciallevel,andthenewregionalfisheriescommissionsassociatedwithWilayahPengelolaanPerikanan(WPP),therecognizedfisherymanagementunitsrecentlydesignatedinIndonesia,willbefullyrecognizedandimplementedadequatelytoestablishastrongfisheriesmanagementgovernancesystem.

• ItwillbenecessaryforIndonesiatoadoptarights-basedapproachtolimitaccesstokeyfisheries.This

hashistoricallybeenuntenablegiventheopenaccessnatureoffisheriesinIndonesia,aswellasthefishersthatwouldbedisplacedfromthesectorwithnoalternatives.Theopportunitythatexiststodaybuildsontraditionalgovernancesystems,whileimplementingnewlicensingsystems.

• Thereremainsagapincapacityofleadersandinstitutionsatmultiplelevelstoadvocateforthe

changesnecessarytorealizetheseimprovements,despitegenerallyincreasingrecognitionoftheneedforimprovedfisheriesmanagement.

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STRATEGICLOGICMODELComponents 2024Outcomes ComponentGoals IMSGoal1.ProvideEvidenceofGoodFisheriesManagement

1.AAtleasttwoblueswimmingcrabfisherypilotsinverydifferenttypesoffisheriesaresuccessfullyimplemented.1.BAtleastonesnapperfisherypilotissuccessfullyimplementedthatcoversalargegeographyfocusedonthedeepslopeshelfandadjacentfisheries.1.CAstrategyisinplacethatsupportstunamanagementatthenationallevel.

Thefundamentalsnecessaryforstrongfisheriesmanagementexist,includingsoundinformation,governance,andpolicies,demonstratedacrossarchetypefisheriestoserveasmodelsforreplicationnationwide.

By 2030, Indonesia will have sound fisheries management policies and regulations in place.

2.InformFisheriesManagementPolicyReform

2.A Government fisheries management principles are based on scientific and socioeconomic information about the sustainability and the economic and distributional effects of management. 2.B Effective coalitions of civil society partners and private sector actors are advocating for a fisheries policy reform agenda to support government reforms and policy outcomes. 2.CLawsandpoliciesareinplacethataresupportiveofamorelocalizedfisheriesmanagementsystem,andthatrequirerights-based,science-drivenapproaches.

Policiesareimplementedforeffectivefisheriesmanagement,basedonlessonslearnedfromexperienceinarchetypefisheries.

3.BuildCapacityandLeadershipforImprovedManagement

3.ARelevantMMAFdirectoratestaff,MMAFfieldextensionstaff,andprovincialcounterpartshaveimprovedcapacityandtheresourcesneededforimplementingsoundfisheriesmanagementandrelevantpolicies.3.BLeadersandinstitutionswithincivilsociety,industry,andmediahavetheskillsandcapacitytheyneedtoinformandguideappropriatefisheriesmanagement,policy,andotherreformefforts.3.CIndividuals,institutions,andorganizationsareworkingtogetherinacoalitionandareabletobuildsuccessfulexamplesoffisheriesgovernanceinactionbeyondthetargetfisheriesidentifiedinthisstrategy.

Strongcapacityandleadershipexistwithingovernmentandcivilsocietysothattheyareeffectiveagentsforimprovedfisheriesmanagement.

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StrategyComponent1:ProvideEvidenceofGoodFisheriesManagementStrategy 2024Outcomes GoalProvidesupporttoestablishexamplesofgoodfisheriesmanagementandmakeMMAFofficialsandotherleadersawareofthesesuccessesinthreefisheryarchetypes,includingsupportforcollectingandanalyzingeconomicandscientificdatatoinformgovernanceandpolicies,whichcaninturnserveasthebasisforbroaderreformsacrossIndonesia.

1.AAtleasttwoblueswimmingcrabfisherypilotsinverydifferenttypesoffisheriesaresuccessfullyimplemented.1.BAtleastonesnapperfisherypilotissuccessfullyimplementedthatcoversalargegeographyfocusedonthedeepslopeshelfandadjacentfisheries.1.CAstrategyisinplacethatsupportstunamanagementpilotsatthenationallevel.


Overfishingisacomplexproblemrequiringcomprehensivesolutionsthatconsiderbiophysical,cultural,political,economic,andmarketfactors.Evenwhenscientificassessmentsoffishstocksareavailableanddictatespecificaction,itistheinterplayoftheseotherissuesthatultimatelydeterminesthefutureofafishery.Managementmodelsmustaccountfortheseintersectingissues.TherearecurrentlyfewdocumentedexamplesofsustainablefishinginIndonesia.Wherethereareexamples,fewstakeholdershaveavisionforhowsuchmodelsbecomecommonplace.Theinstitutions,capacities,andpoliciesforsustainablefishingareweak,andinmostcases,near-termproductivitygainscontinuetobeprioritizedattheexpenseofthesustainabilityoftheresource.TheFoundationbelievesitiscriticaltodemonstrateconcretelyhowtoestablishsoundmanagementandgovernanceinasetoffisheriesthatarerepresentativeoftheseimportantandintersectingissues,withthegoalofreplicatingsuccessfulmanagementandgovernancemodelsinotherfisheries.TheFoundationisinvestinginpartnerstomodelgoodmanagementofthreearchetypicalfisheries,selectedaccordingtothefollowingcriteria:1.RepresentativeofSpecificManagementJurisdictionsFisheriesthatarerepresentativeofthethreegovernancejurisdictionsinIndonesiainclude:local(districtandprovince),national(crossprovince),andinternational.Provinceshaveauthorityovertheseafromtheshorelineupto12nauticalmilesandareresponsibleforlicensingvesselsbetween10and30grosstons.Vesselslessthan10grosstonsdonotrequireafishinglicensebutmustberegisteredattheprovinciallevel.11Atthenationallevel,theMinistryofMarineAffairsandFisherieshasauthorityovertheseabeyond12nauticalmilesfromtheshorelineandisresponsibleforlicensingvesselsabove30grosstons.12

11 The current law defines small-scale fishers as less than 5 gross tons. A new law (Law 7/2016) defines small-scale fishers as less than 10 gross tons. Small-scale fishers do not require a fishing (SIPI) or business (SIUP) license. It is not yet clear how these conflicting laws will be resolved. 12 There are also a multitude of inter-province boundary disputes, including disputes surrounding delineation of offshore islands and other features that affect possible management interventions.

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Otherfisheries,suchastuna,spanthroughoutIndonesia’sbroaderEEZ,thehighseas,andothercountries’waters,whichposeinternationalmanagementchallengesrequiringinternationalgovernanceauthorityinvolvement.132.HighEconomicandSocialValueFisheriesthatareofhigheconomicvalueandthereforehavetheinterestofgovernmentandtheprivatesectorandmarkets.3.RepresentativeScalesofEffortFisheriesthatarerepresentativeofsmall-,medium-,andlarge-scalefishingmethodsandfleetstoaddresscommonmanagementconcerns.

Collectively,thesecriteriashouldensurethatthefisheryarchetypeschosenprovidearangeofsize,structure,catchmethods,governance,andmarketdynamicstoinformthedevelopmentofmanagementandgovernancemodelsthataddresscommonchallengesacrossIndonesia.Thethreefisheriesarchetypesare:Blueswimmingcrab–asamodelfornearshorefisheriesgovernancewithsmallfishingboatsatthelocal(regency,province)levelandanalmostentirelyexportfisheryallowingtheengagementofinternationalsupplychainactors.Snapper(mixedfishery,deepwater)–asamodelformulti-species(>100)fisheriesthatrequireregionalgovernancewithinalargerfisherymanagementunit14withlargefishingboatstravelinggreatdistancesandsupplyingIndonesian-basedprocessorsforbothdomesticandexportmarkets.Tuna–asamodelofahighlymigratoryanddiversemixedspeciesandmixed-scalefisherywithsmall-scaleandlarge-scalevesselsrequiringlocal,regional,national,andinternational15collaborationtomanage.13 Including the Indian and Pacific Ocean Regional Fishery Management Organizations (RFMOs). 14 This is in reference to Wilayah Pengelolaan Perikanan (WPP), the recognized fishery management units in Indonesia. 15 Including the Indian and Pacific Ocean Regional Fishery Management Organizations (RFMOs).

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FisheriesArchetypesforManagementModelsFishery Jurisdiction Economics ScaleBlueSwimmingCrab

Local,provincial Largetradevolumes;highvalue;largeexports

Small-scalefishingvessels

Snapper Provincial,regional Highvalue;largeexports Small-tomedium-scalefishingvessels

Tuna Local,regional,national,andinternational

Highvalue;largeexports Mixedscale(andspecies)offishingvessels:verylargeindustrialpoleandlineskipjacktunafishery(25percentofgloballandings);small-scalehand-lineyellowfintunafishery

ThesefisheriesrepresentthreeofIndonesia’stopfivefisheriesintermsofeconomicvalue.Theycommandsignificantinterestfromgovernmentandindustry,whichtranslatesintogreaterleverageandadditionalfinancialresourcesforfisheriesmanagement.TheFoundationanditspartnershaveinvestedinresearchtounderstandthesupplychainsofthesefisheries,resultingindataoneconomicandbiologicalparametersthatwillbecriticalforthecreationofimprovedmanagementplans.Ineach,aseriesofmarket-driven,industry-ledeffortstoimprovethemanagementofthefisheryisunderway.Buildingontheseefforts,granteeswillcollectandanalyzedataonstocks,bioeconomics,aswellasfisheryfleetsizeandrangetoinformascience-basedmanagementapproach.Designingandimplementingnewmodelsoffisheriesmanagementisnottrivial.Thedatawillbeusedtodefineandsetmanagementobjectivestorestorefisherystocksbasedonthefollowingcriteria:achievability,economicandecologicsustainability,andsocialacceptability.Managementoptionstoimplementthesechanges–suchasreductionincapacity,gearchanges,andcatchlimits–willbetestedtofindthebestapproachforeachlocationandfishery. Also,whiletheFoundation’sstrategydoesnotexplicitlycalloutmarineprotectedareas(MPAs)asapriority,webothappreciatethatprotectedareasshouldbedesignedtoconsiderfisheriesmanagementgoals,andthatoursupportforthefisheriesarchetypemanagementplanningwilllikelyrequirethatMPAsbeconsideredasatoolandbestpractice.16Itisessentialthatleadersingovernment,communities,andindustrymakethecaseformanagementoptionsbasedonsocialandeconomiclivelihoodgoals.Oncedetermined,themanagementoptionswillbeimplemented,workingwithinmulti-stakeholderfisheriesmanagementforatoguidemanagement.Policyandgovernancechangeswillalsobeidentifiedforongoingimplementation(seeStrategyComponent2).

16 For almost two decades, the Foundation has worked with other donors to support the development of MPAs and other spatial management areas as mechanisms for biodiversity conservation and sustainable marine resource management in Indonesia. This work included strengthening existing protected areas as well as declaring new local and national marine protected areas and locally managed marine areas.

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Improvingfisheriesmanagementwillrequirebetteralignmentofcapitalinvestmentamonggovernment,communities,andindustrytoadjustfishingcapacity.Methodsmustbeinlinewithsustainablemanagement,andadjustsupplychainstorewardsustainablemanagement.TheFoundationisworkingtounderstandandsupportstrategiestocoordinatepublicandprivatefinancingtoaddresstheseneeds. SupportingsharkandrayfisherymanagementasanotherimportantpriorityWhilenotafisheryarchetypeofthisstrategy,theFoundationcontinuestosupportpartnersinIndonesiaastheyworktoestablishsharkandrayreserves,todevelopandimplementpoliciesandcapacitytorestrictorbantheexploitationandtradeofthesespecies,andtodevelopthedata,knowledge,andcapacitytomanageandenforcenewpoliciesandlaws.Indonesiaistheworld’slargestexporterofelasmobranch(sharkandray)productsand,aswithmostfisheriesinIndonesia,ithasuntilrecentlyfunctionedasanunregulatedfisherywithfewfishinglimits.Withgrowinginternationalpressuretoprotectsharksandrays,includingthroughCITESandotherforums,andincreasingappreciationofthetourismvaluethesespeciesprovide,themomentumtoactisstrong.

Weseethisasanimportantopportunitytoimprovethelong-termecological,social,andeconomicvalueofthesespeciesforIndonesia,andtoinformthedeploymentofsimilaractionsforotherfisheriesmanagementeffortsthroughoutthecountry.

StrategyComponent2:InformFisheriesManagementPolicyReformStrategy 2024Outcomes GoalHelpidentifychangesrequiredforimprovedgovernance.Supportgovernment,civilsocietyorganizations,andtheprivatesectortoimplementchangestopolicies,practices,institutions,andtools.

2.AGovernmentfisheriesmanagementprinciplesarebasedonscientificandsocioeconomicinformationaboutthesustainabilityandtheeconomicanddistributionaleffectsofmanagement.2.BEffectivecoalitionsofcivilsocietypartnersandtheprivatesectorareadvocatingforafisheriespolicyreformagendatosupportgovernmentreformsandpolicyoutcomes.2.CLawsandpoliciesareinplacethataresupportiveofamorelocalizedfisheriesmanagementsystem,andthatrequirerights-based,science-drivenapproaches.


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WhilethereareprovisionsforimprovingthemanagementoffisheriesinIndonesia’sexistinglegalframework,thecountry’sfisheriesregulatorysystemcomprisesmanyconflictinglawsandregulations,oftensupportedbymanypresidential,ministerial,orprovincialdecreesthatfurtherconfoundmanagement.Catchlimitsarelackingforthevastmajorityoffisheries,thoughplansarebeingproposedtointegratelimitsintomanagementoverthenextfewyears.Certaingovernanceandmanagementresponsibilitieshaveshiftedfromthenationalgovernmentto11fisheriesmanagementareas,orWPPs,andprovincial-leveldecision-making,withveryfewregulatingguidelinesinplace.Whilesomeofthenecessarypoliciesareinplace,newpoliciesandrelatedcapacitiesareneededtoeffectivelyinstitutionalizefisheriesmanagementreformswithinappropriategoverningbodies.PolicyreformswilldirectlyrelatetothefisheriesmanagementreformspromotedinStrategyComponent1.Oncethenecessaryfisheriesmanagementchangesareidentifiedinthepilotarchetypefisheriesbasedonbiological,economic,andsocialparameters,assessmentswillbeconductedtoidentifywhichrelatedgovernanceandpolicychangesareneeded.Advocateswillneedtodevelopacompellingpolicyreformagendaandcommunicateit.Informationwillbecollectedtoinformdecision-makers,includingunderstandingwhichsectorsandcommunitieswillbemostaffectedandhow,andthesocioeconomicissuesinvolved.TheFoundationwillsupportcoalitionstocommunicateoptionsandtrade-offsandtoadvancepolicychangesatthenationallevel,incoordinationwithmulti-sectoralfisherymanagementforumsatthevariouslevelsofgovernancerequired.Ofimmediateimportanceisworkingwiththegovernmentandotherpartnerstodetermineanddemonstratehowimprovingmanagementandregulatingeffortsincreasesvalueforfisheries.Accordingtoarecentsetofpoliticalandeconomicanalysesco-ledin2016and2017bygovernmentandtheFoundation’sgrantpartners,theeconomicupsideofimprovedfisheriesmanagementinIndonesiaisconsiderableundervariousmodelsofdata-drivengovernanceandenforcementreform.By2050,fishingcommunitiescouldbeearningupwardsof$2.3billionmoreperyearandtheabundanceofwildfishstockscouldincreasebyupto6.3millionmetrictons,an11percentincreaseover2016stockdata.17Toachievethisprojectedupsidefromimprovedmanagement,agreatdealofsocialandfinancialcapitalmustgointogeneratingknowledge,encouragingleadershipfromindividualsandorganizations,andhelpingtobuildcollaborativerelationshipstodrivesignificantpolicyandgovernancereforms.Meanwhile,underabusiness-as-usualscenario,overexploitationwilllikelycontinuetoresultinthedeclininghealthoffishstocksandassociatedprofitsacrossIndonesia’sfisheriessector.Ultimately,achievingimprovedmanagementoffisheriesresourceswillrequirealignmentbetweenthenationalcontextandpractical,localreforms.PartnersmusthaveaclearunderstandingofIndonesia’spoliticalandinstitutionalrealities,anditwillbeimportanttosupportsuchalignmentandunderstanding.Exploringstrategiesforimprovingpolicyandregulatoryconditionsforbetteraquaculturepractices.Theproductionofseafoodthroughaquacultureisontherise.Havinggrownrapidlyoverthelastfewdecades,aquacultureisoutpacingthedevelopmentandimplementationofadequategovernance.ThisistruenotonlyinIndonesia,butmanycountries.Indonesiaistheworld’ssecond-largestaquacultureproducer,wherethesector’sgrowthisnegativelyaffectingwildfishstocks,habitats,andcoastlinesacrossthecountry.TheFoundation’sOceanStrategyFramework,inadditiontoprioritizingtheestablishmentofsoundfisheriesmanagementpoliciesinourcorecountries,alsosetsaprogramgoalthat“by2030,morethanhalfofseafoodfromthemostdamagingformsofmarineaquaculturewillcomefromcountrieswithresponsible17 University of California - Santa Barbara, 2016.

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aquaculturemanagementpoliciesandregulationsinplace.”TheFoundationdedicatedasmallamountoffundingin2017toinformthedevelopmentofbroaderaquaculturegovernancestandardsandpossiblestrategiestomeetthisgoalinIndonesia,andtoinformotherdonorswhoareconsideringcommitmentstoaquaculture.ThisgrantprovidesareviewofexistingscientificandtechnicalguidanceforzonalaquaculturemanagementandapplicablelegalandpolicysystemsinIndonesia.WhiletheFoundationisnotprioritizingaquacultureinIndonesiagivenourongoingcommitmentofresourcestoadvancingwildcapturefisheriesreforms,wewillcontinuetoexplorepotentialavenuesforgrant-makingthatcanadvancebothourcorestrategygoalsaroundpolicy,capacity,andleadershipwhilealsoadvancingpriorityaquacultureobjectivesofourpartners.

StrategyComponent3:BuildCapacityandLeadershipforImprovedManagementStrategy 2024Outcomes GoalStrengthenhumanandinstitutionalcapacitiesandsystemstoimplementimprovedmarineconservationandresourcemanagementthroughthedevelopmentoftools,training,andotheralignedinvestments.

3.ARelevantMMAFdirectoratestaff,MMAFfieldextensionstaff,andprovincialcounterpartshaveimprovedcapacityandtheresourcesneededforimplementingsoundfisheriesmanagementandrelevantpolicies.3.BLeadersandinstitutionswithincivilsociety,industry,andmediahavetheskillsandcapacitytheyneedtoinformandguideappropriatefisheriesmanagement,policy,andotherreformefforts.3.CIndividuals,institutions,andorganizationsareworkingtogetherinacoalitionandareabletobuildsuccessfulexamplesoffisheriesgovernanceinactionbeyondthetargetfisheriesidentifiedinthisstrategy.


Afundamentalbarriertodevelopingnew,effectivepoliciesandfisheriesmanagementmodelsislackofleadershipandinstitutionalcapacity.TheFoundationiscommittedtostrengtheningandenhancingcapacityandleadership,especiallyacrosscivilsocietyandwithingovernmenttoimprovetheirabilitiestosupportdurableinstitutionsandreforms.TheFoundationaimstosupportthedevelopmentofleadershipcapacityfor:1. RelevantMMAFdirectoratestaff,MMAFfieldextensionstaffandtheirprovincialcounterpartsto

implementsoundfisheriesgovernanceandmanagementpoliciesandsystems;2. Civilsocietyorganizationstoinformgovernmentdecision-makingandtosupportandholdgovernment

accountableforimprovedfisheriesmanagement;3. Individualleaderswithincommunities,media,government,civilsociety,andindustrytorepresentlocal

needsrelatedtofisheriesmanagementdecision-making;and4. Multi-stakeholdernetworksandcoalitionstosupportmanagement,designpolicy,andstrengthen

capacitybuilding.

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ThisleadershipcapacitydevelopmentwillbeintegratedintotheimplementationofStrategyComponents1and2describedabove–fortheformationofarchetypefisheriesmanagementpilotsandinsupportofpolicyreforms.18Theaboveaimshavebeeninformedbyanumberofassessmentsofthecapacityandleadershipneedsamongscientists,governmentdecision-makers,civilsociety,andthemedia.Throughspecificinterventionsandbyworkingwithotherphilanthropypartnersanddonors,theFoundationwillsupportcapacitybuildingtoenhanceskillstobuildastrongermarineresourcemanagementfieldinIndonesia.Tofullysecurestrongongoingcapacity,advocateswillneedtomakethecaseforincreasedgovernmentandprivatesectorresourcestostrengthenmanagementandoperationsofkeyinstitutionsovertime.

IMPLEMENTINGOURSTRATEGYIndesigninganddeployingtheIndonesiaMarineStrategy,weareguidedbythecorevaluesoftheFoundation,ourOceanFramework,andbythefundamentalprinciplesoftransparency,partnership,andadaptivelearning.Weunderstandthatthechangesweseekwillnothappenovernight.Theywilltakeasustainedeffortandwillrequireanapproachthatdeliberatelyembracesexperimentationandlearningtoadvancenecessarychanges.Thislearningwillhappenincollaborationwithourpartnersandcolleagues.Wewillcontinuetolistentotheimportantmessagesgranteesandotherstakeholdersandexpertscommunicatewithus,andadaptourworkaccordingly.Todosoinanefficientway,wearecommittedtoworkingdirectlywithourinternalevaluation,andlearning,communications,andorganizationaleffectiveness(OE)teamsandsupportingjointactivitiesandinitiatives,aswellasworkingwithourimplementation(grantee)andfundingpartners.

ImplementingPartnersWearecommittedtosupportingourgranteepartners–establishedandnew–toimplementtheirprogramsandtoadvanceourstrategy.DuringtheearlydevelopmentofthisIndonesiaMarineStrategy,from2014to2017,theFoundationintentionallysupportedpartnersinvolvedinresearchandexplorationtobetterunderstandthecontextinwhichwemightdriveimprovementstofisheriesmanagement,capacity,andpolicy.Duringthattimethenumberofgranteesengagedandgrantsmadeincreased.TheFoundationisnowfocusedonreducingtheoverallnumberofgrantsandgranteestoconsolidateresourceswithasetofcoregranteesthatcanactasleadingpartnerstodrivethestrategy.Indoingso,wehaveshiftedresourcesawayfromsomelegacygranteesandareworkingtoextendthelengthofgrantstothosewewillcontinuetosupport.Weareespeciallyinterestedinprovidingtheselonger-term,multi-yeargrantstoasetofcoregranteeswhoareleadersinthefieldandwhocansupportcoalitionsofgranteesandpartnersaroundourcorestrategycomponents.Inparticular,wearefocusedonpartnerswhocanleadonthefisherymanagementinitiatives,aswellaspartnerswhocanleadandcoordinatesuccessfulpolicyreformsandcreatecapacitydevelopmentoutcomesforthelongterm.TheFoundationwillseektoidentifyandsupportadditionalpartnerswhocan18 In addition to building capacity and leadership to advance fisheries management reform, we will equip our partners with a growing body of knowledge about the threats and impacts from climate change and ocean acidification, and the need for improved aquaculture practices and policies, so that they can proactively help manage coastal and marine ecosystems to withstand pressures over time.

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providespecifictechnicalassistancewhenexistingpartnersarenotabletodoso.WewillworkwiththesecoregranteestocoordinatethecollectiveeffortsofagroupofNGOsthroughsub-grantingrelationshipswithinfisheries-specificinitiativesandbyprovidingleadershiponcollectivecommunicationandpolicyreformefforts.Itisexpectedthatapproximatelyfivegranteescouldreceiveupto50percentoftheannualgrantbudget,withthebalanceallocatedbetweeneightto10partnerswhoaredeemedcriticaltothesuccessofthestrategy.Inaddition,theFoundationiscommittedtoinvestinginIndonesianorganizationsandindividualssothattheybecomeaneffectiveforceforoceanstewardship.Animportantgoalofourgrant-makingistoincreaseoursupportforlocalIndonesianpartnersfromapproximately25percentcurrentlyto35-40percentofour$5millionannualgrantbudgetby2021,withtheunderstandingthatdoingsomeanswemustadjustexpectationsabouthowquicklywecanseeenduringcapacityandimpactfromsomeofthesepartners.

Monitoring,Evaluation,andLearningAspartoftheFoundation’scommitmenttocontinuousimprovement,weengageinMonitoring,Evaluation,andLearning(MEL)activitiesonanongoingbasis.TheguidingprinciplesforMELareto:continuouslylearnandadaptinpartnership;informdecisionswithmultipleinputs;cultivatecuriosity;andsharethislearningtoamplifyimpact.MELisintegratedatthebeginningofgrant-makingandguidesourstrategyonaregularbasis.ThisprocessincludesusingtheFoundation’srecentlyrefreshedproposalandreportingguidelines.Italsocallsforidentifyingoutcomeindicatorswithgranteesduringtheproposalprocess,thatarethentrackedthroughoutthegrant,aswellasengaginginactivelearningwithpartnersandexperts.HavingastrongMELplanallowstheFoundationtomakestrategydecisionsandrefinementsthatarebasedoncontinuouslearningfromexperimentationandreflection.TheIndonesiaMarineprogramteamengagestheFoundation’sinternalEvaluationandLearningteamandoutsideexpertstodevelopandmanagetheMELplan,tocarryoutthefollowingactivities:Monitoringistheongoingcollectionofinformationaboutprogramimplementationandtheshiftingstrategiccontext.Ithelpsusunderstandwhatisandisnotworking,andwhatisemerginginourfields.

• Annualgranteereports:Granteesprovideannualreports(interimorfinal)withanupdateonprogressfortheirgrant.Thegranteereportsincludebothanarrativeupdateonprogressandafinancialreport.Thesereportsalsopresentupdatesonprogresstowardthespecificindicatorsthegranteehasagreedtotracktheirperformanceandimpactagainst.Thesehelptrackprogresstowardmulti-yearoutcomesandlonger-termstrategyobjectives.Throughthisprocess,theindicatorsareaggregatedintoadashboardinFLUXX(theFoundation’sgrantreporttrackingsystem).Thisdashboardbecomesabasisformonitoringspecificgranteeimpactsacrossthelandscapeofactors,andservestoinformourunderstandingofthefullstrategyimpactsovertime.TheIndonesiaMarineprogramteamreviewstheannualreportsandprovidessignificantverbalandwrittenfeedbacktoeachgrantee.GranteereportsandFoundationstaffresponsesarestoredintheFoundation’seGrantfileforeachgrant.

• Granteemeetings:TheFoundationstaffconductphonecallsandin-countryvisitswithgrantees

severaltimesthroughouttheyear.Theseareingroupsettingswithmultiplepartnersorviaone-on-onemeetings.TheFoundationaimstoconducta“listeningandlearningtour”atleastonceperyeartoprovidegranteeswithanopportunitytoshareupdatesontheiroverallplans,recentsuccessesandchallenges,andtosharenewideas.Ideally,thesearecombinedwithfieldtripstothespecificregionor

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areawherethepartnersarefocusingtheirefforts.Afterreturningfromin-countryvisitsandgranteemeetings,Foundationstaffpreparetripreportsandconductfurtherindividualoutreachtogranteestodiscussanddeterminenextsteps.

Evaluationisthesystematiccollection,analysis,andinterpretationofdatatodeterminethevalueofaprogramorpolicy.Evaluationlooksatwhatwehavesetouttodo,whatwehaveaccomplished,andhowweaccomplishedit.

• Mid-strategyreview:Foundationstaffconductmid-strategyreviewstoinformcoursecorrectionsandadjustments.Theteamrecentlyconcludedamid-strategyreviewin2017.ItconsideredallthathasbeenlearnedduringthefirstthreeyearsoftheIndonesiaMarineStrategy’simplementation,drawinglessonsfrommonitoringgrantees’workthroughmeetingsandreports,aswellasinformationgatheredonthebroaderscientific,political,andsocialcontextwithinwhichtheFoundationisoperating.Thismid-strategyreviewprocessinformedthisupdatedversionoftheIndonesiaMarineStrategy.

• Third-partystrategicevaluation:Foundationstaffwillconductathird-partyevaluationofthestrategy

toinformafullstrategyrefreshin2020,thefinalyearofthestrategy,aseitherapartofafullOceanprogramevaluation,orasaseparateIndonesiaMarineStrategyevaluation.

• Annualstrategyreview:Themainformofinternalevaluationisthroughtheannualstrategyreview.EachNovember,theIndonesiaMarineprogramteamconductsastrategyreviewmeetingwithFoundationleadership–includingcolleaguesfromtheConservationandScience,Ocean,Communications,OrganizationalEffectiveness,andEvaluationandLearningteams.Thismeetingallowsstafftousequantitativemeasures(i.e.,granteeannualreports,includingonspecificindicators)andqualitativesynthesis(i.e.,findingsfromgranteemeetings,conversationswithpeerfunders,andassessmentofthefield)toreflectonchallenges,successes,andshiftsforthestrategy.Themeetingisintendedtobearetrospectivereviewtoconsiderprogressoverthepastyearandtoanticipateanypotentialcoursecorrectionsthatmaybeneededoverthecomingyear.AnysignificantchangesidentifiedduringthisannualreviewprocessmaybeincorporatedintoanupdatedversionoftheIndonesiaMarineStrategy.

Learningistheuseofdataandinsightsfromavarietyofinformation-gatheringapproaches–includingmonitoringandevaluation–toinformstrategyanddecision-making.Foundationstaffconductavarietyofactivitiestocontinuouslylearnandhelpfurthermonitorandevaluatetheprogressofprograms.

• Learningquestions:TheFoundationidentifiedasetoflearningquestions,whicharehigh-levelinquiriesrelatedtocontinuouslyassessingtheassumptionsinourstrategyandtheoryofchange(asexplainedabove).TheseinquirieshelpFoundationstafffocustheirlearningtoimprovethestrategy.Wewillrefertotheseregularlywithgrantees,partners,andotherdonorsasweimplementthestrategy.Thesequestionswillbethebasisforformalandinformalassessments(includingthetopicaldeepdivesreferencedbelow),andresultswillbecommunicatedtopartnersinmeetings,memos,orreports.

• Topicaldeepdives:Asneeded,andofteninrelationtothelearningquestions,theIndonesiaMarineprogramteamcommissionsdeep-diveinvestigationstoexploreatopicofinteresttothebroaderfieldincloserdetail.ArecentexampleincludescommissioningarapiddesktopassessmentofaquaculturetrendsinIndonesiatoexplorepotentialavenuesforgrant-making.Overthepastyear,theFoundationhasalsoengagedinexploratoryresearcharoundprivatefinance.In2018,theIndonesiaMarineStrategyprogramhascommissionedalegalanalysisoffisheriespolicyandregulationsinIndonesia.

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• In-countrylearningsessions:TheFoundationconvenesmeetingsinIndonesiawithindividualand

multiplegranteesatleastannuallytofocuslearningacrossthestrategy.Thesesessionsofferachancetoreviewprogressoncollectivemetrics,whilelearningtogether,andplottingthecourseforcomingyears.Inaddition,theFoundationparticipatesingranteelearningsessionsconvenedeverytwoyearsbytheIndonesiaMarineFundersCollaboration(IMFC).19TheseIMFCmeetingsservesimilarpurposesaroundcollectivelearningandplanning,butincludealldonorsandtheirrespectivegrantees–amuchlargergroup–withafocusontheIMFCcommonframeworkgoals.

• StateofFisheriesinIndonesiareport:ToserveasabaselineofinformationfortheFoundationandothersactiveinthefield,wehavecommissionedaStateofFisheriesinIndonesiareportontrendsincoastalmarineresourcesandfisheriesmanagement.Thefirstreport,completedin2016,used2015data.20Asecondeditionusing2017datawillbereleasedin2018.Thepurposeofthereportistotrackindicators(e.g.,stockstatusofkeyfisheries,leveloffundingforfisheriesreform,privatesectorengagement)relevanttotheFoundation’sstrategyandthatarerelatedtotrendsinthebroaderlandscape.Thereportprovidespartnerswithverifieddatatohelpsupportgooddecision-making.The2018reportwillbehousedonourwebsite,sharedwithourgranteesandotherpartners,andreferredtoinourannualin-countrylearningsessions.

CommunicationsInternalandexternalcommunicationsareintegraltomakingprogressontheIndonesiaMarineStrategy.TheFoundationwillfocusonthefollowingcommunicationobjectives:Ensureclarityofcommunicationwithgrantees,otherfunders,andFoundationcolleagues.Regularandeffectivecommunicationwithpartnersiscentraltoourapproach.ItisaprioritytoclearlycommunicatethegoalsandkeyinitiativesofthisstrategyandhowtheyalignwiththeFoundation’sbroadergoalsandotherprograms.AsnotedintheMELplanabove,theIndonesiaMarineprogramteamfocusesondirectengagementwithpartnersthroughanumberofimportantreportingprocesses,discussions,andlearningevents.Wewillcontinuetocreateandcommunicatestrategydocumentsandourprocesses,inEnglishandBahasaIndonesia,whilepostingkeydocumentsontheFoundation’swebsite.SelectivelyusetheFoundation’svoicetosupportgranteeeffortsandtoamplifyandaccelerateprogress.TheFoundationiswellrespectedamongcivilsocietyorganizations,keygovernmentpartners,andthebusinesssectorinIndonesia.Asneeded,wewillcommunicatedirectlywiththeseaudiencestoaccelerateprogressonthegoalsoftheIndonesiaMarineStrategy,aswellasthoseoftheotherFoundationstrategiesthatimpactIndonesia.Supportgranteecommunicationeffortscriticalfortheachievementofourstrategygoals.ItisexpectedthattheFoundationwillsupportspecificcommunicationsactivitiesandcampaignsinthefieldthathelpmakeprogresstowardourstrategicgoals.TheIndonesiaMarineprogramteamwillcoordinatewiththeFoundation’scommunicationsteamtodevelopprioritiesforcommunicationcontractsandgrantstosupportsuchactivities.

19 The IMFC is a group of funders whose goal is to improve the health of Indonesia’s marine and coastal ecosystems. 20 "Indonesia Fisheries: 2015 Review," 2016, https://www.packard.org/insights/resource/indonesia-fisheries-2015-review

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FundingPartnersGiventheimmensityofthechallengeofreformingfisheriesinIndonesia,significantfundingresourcesarerequired,whichtheFoundationcannotprovidealone.TheFoundationbelievesitisessentialtoalignresourceswithotherphilanthropicinstitutionsandpartnerstomaximizeimpact.TheIndonesiaMarineprogramteamworkscloselywithmembersoftheIMFC–agroupoffundersdedicatedtoimprovingthehealthofIndonesia’smarineandcoastalecosystems.TheIMFCallowstheFoundationtostayinclosecommunicationwithpeerfundersactivelyengagedinIndonesia.TheIMFCmeetsannuallyintheUnitedStates,andatleastonceeverytwoyearsinIndonesiaaspartofanall-granteelearningevent.Inaddition,IMFCmembersparticipateinquarterlyphonecallsandshareinformationonanadhocbasistostayapprisedofeachother’sstrategiesandtoidentifyopportunitiesforalignedgrant-making.Inparticular,theFoundationworkstoalignstrategiesandfundswiththelargestfunders:theWaltonFamilyFoundation,M.A.CargillPhilanthropies(MACP),andUSAID.21TheFoundationisafoundingmember,andhasworkedtoincreaseparticipationintheIMFCasameansofleveragingtheFoundation’sfundingtothefield.Overtime,theIMFChasincreasedthenumberofalignedfundersandtotalprogramdollarsspentcollectively.TotalfundingforMarineprogramsinIndonesiaisnowaround$25millionannually,20percentofwhichismadebytheFoundation.

InternalPartnersTheIndonesiaMarineprogramteamworkstocoordinateprogramswithrelevantinternalteamsattheFoundation,andespeciallywiththeFoundation’sotherOceanstrategies.Inparticular,theIndonesiaMarineprogramteamcoordinatescloselyontheGlobalSeafoodMarketsstrategytoleveragemarketforceswithintheseafoodindustryandtoaligntheseforceswithin-countrygovernancereforms,withtheScienceprogramonastrategytoimproveenforcementmeasurestotackleIUUfishing,andonastrategytoaddressinternationaltunafleetsfishingglobally.TheFoundationworkscloselywithOceans5onthelattertwoitems.TheIndonesiaMarineprogramteamalsocoordinateswiththeFoundation’sIndonesiaPalmOilstrategyteamandtheemergingAgriculture,Livelihoods,andConservationstrategyteam,bothofwhichfocusonIndonesia.Finally,theIndonesiaMarineprogramstaffalsoworkcloselywiththeFoundation’sOrganizationalEffectiveness,EvaluationandLearning,andCommunicationsteams.

21 Note: The MacArthur Foundation has been a major funder, but has changed funding priorities for the future, with their final year of grant award decisions in Indonesia being 2017-2018.

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APPENDIX1:DETAILEDSTRATEGICLOGICMODELComponent Goal Strategy Tactics1.ProvideEvidenceofGoodFisheriesManagement


ProvidesupporttoestablishexamplesofgoodfisheriesmanagementandmakeMMAFofficialsandotherleadersawareofthesesuccessesinthreefisheryarchetypes,includingsupportforcollectingandanalyzingeconomicandscientificdatatoinformgovernanceandpolicies,whichcaninturnserveasthebasisforbroaderreformsacrossIndonesia.Threerepresentativearchetypefisheriestoserveasmodels:• Blueswimmingcrab:

governedatthelocalandprovinciallevel

• Snapper(partofamixedspeciesfishery):governedatprovincialandregionallevels

• Tuna:governedatlocal,provincialnationalandinternationallevels

PursuemanagementmodelsinarchetypefisheriestoidentifyandestablishtheconditionsforscalingmodelsacrossIndonesia,includingscience-baseddecision-making,robustmanagementcontrolmeasures,andnestedgovernancestructuresatthelocal,regional,andnationallevels.

Securebaselinedataonstock,fleet,andotherfisheriescharacteristics,aswellasopportunitiesformanagementinmultiplesites.Defineboundariesoffocalsites.Securedataonfisheryandfleet,includingdefininggeographicboundariesforfisheries.Engagestakeholders,includinggovernment,fishers,andcivilsociety,ina“fisheriesmanagementforum”tobechairedbyarepresentativeofthegovernmentagencyresponsibleforreviewinganddevelopingfisheriesmanagementobjectivesandplan.Usebestavailablesciencetodefinemanagementobjectivesthatarenotonlyachievablebutalsooptimizethemixofeconomic,social,andecologicalneedsforthefishery.Communicatetheobjectivestoabroadersetofpartners.Inconsultationwithallparties,formulatemanagementoptionstopilottoworktowardmanagementobjectives.Facilitatefisheriesmanagementplanning,definemilestonesandrolesofdifferentparties,securefinancialsupport,andimplement.Implementmanagementstrategiesandperiodicallyevaluateoutputsagainstclearlydefinedbiophysical,social,andinstitutionalbenchmarks.Sharefindingsfromfisherypilotswithpolicymakersandothers,includingprovidingMMAFwithregularupdates.Identifyopportunitiestoscaletheexperience.Integrateleadershipdevelopmentandpolicycomponentstoensurecapabilityandopportunitiesforscale.


Policiesareimplementedforeffectivefisheriesmanagement,

Helpidentifychangesrequiredforimprovedgovernance.Supportgovernment,civil

Assesspolicyandgovernanceneededforstructuralreformstoimplementimprovedfisheriesmanagement(forexample,introductionofdata-based

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basedonlessonslearnedfromexperienceinarchetypefisheries.

societyorganizations,andtheprivatesectortoimplementchangestopolicies,institutions,andtools.

licensingstructure,enforcement,etc.).Adoptanestedgovernanceapproachthatrecognizesthesupportneededateachlevelofgovernancetoensurethebroadersystemofgovernancecanbeeffective.Collectinformationtoinfluencedecision-makers,includingunderstandingwinnersandlosersfrommanagementchanges,thesocioeconomicissuesinvolved,andrelationshiptomacroeconomicdevelopmentmodel.Developastrongcommunicationscomponenttosupportmanagement.Workwithpartnerstodefineclearrolesandresponsibilitiesbetweenmainimplementers.Identifyplanofactiontoreviewoverlappingandunclearjurisdictionalareasinjurisdiction.WorkwithprovincialanddistrictgovernmentsandpartnerstoidentifyopportunitiestoenhancesolutionsforIUUfishing.Promoteexistingtraditionaltenuresystemsasamanagementoptionforgovernment.Identifyopportunitiesforgovernmentdepartmentsandinter-departmentalcoordinationtoaligninterventionsaroundabroaderecosystemsapproach.Workwithkeypartnerstoidentifyoptionstosupportthegovernmentlicensingsystem.Createnarrativethathighlightstheneedsforimprovedfisheriesmanagement,includingdifferentscenariosandtheirprosandcons.Ensurethatscientific,social,andeconomicconsiderationsarebalancedanddocumentedforthedifferentfisheriesmanagementscenarios.Informgovernancestructurereformsandpolicyreformstoimplementimprovedfisheriesmanagementstructure(forexample,informtheneedfordata-basedlicensingstructure,enforcement,etc.).

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Establishanalyticaltoolsforongoingscience-basedfisheriesmanagementforgovernmentandothers.Alignphilanthropyandnetworksofpartnersoncommonnarratives,communications,andmediaoutreach.



Strengthenhumanandinstitutionalcapacitiesandsystemsrequiredtoimplementimprovedmarineconservationandresourcemanagementthroughthedevelopmentoftools,training,andotheralignedinvestments.

Assesscapacityandleadershipneedsincluding:scientificcapacity,governmentcapacity,civilsociety,media,andotherneedsrelatedtothearchetypefisheriesfocalareas.Providetrainingandmentoringforindividualsinthepublicandprivatesectortostrengtheninstitutionsmandatedtoconservemarinebiodiversityandmanagefisheries;ensuresupportcoversindividuals,organizations,andnetworksinscience,governance,media,andleadership.Buildleadershipincivilsociety,includingemergingindividualleaders,institutions,andnetworks.Ensurefisheriesmanagementauthoritiesaretrainedinprogressivescience-driven,co-managementapproach(throughexchanges,etc.).Identifykeyareasofresearchforcapacitybuilding,includingmonitoring,controlandsurveillance,limitedsciencemethodologies,newtechnologies,andotherareasasneeded.Developnewprogramsandinstitutionstofillgapsidentifiedinfisheriesgovernanceandmarineconservation.Developthecaseforincreasedresourcestobededicatedtostrengtheningmanagementandoperationsofkeyinstitutions.Increaseandalignphilanthropyinvestmentforcapacitybuilding.

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APPENDIX2:EXPECTEDOUTCOMESComponent Goals 10-year(2024)Outcomes Near-termMELOutcomes1.ProvideEvidenceofGoodFisheriesManagement

Thefundamentalsnecessaryforstrongmarineresourcemanagementexist,includingsoundinformation,governance,andpolicies,demonstratedacrossarchetypefisheriestoserveasmodelsforreplicationnationwide.

1.AAtleasttwoblueswimmingcrabfisherypilotsinverydifferenttypesoffisheriesaresuccessfullyimplemented.1.BAtleastonesnapperfisherypilotissuccessfullyimplementedthatcoversalargegeographyfocusedonthedeepslopeshelfandadjacentfisheries.1.CAstrategyisinplacethatsupportstunamanagementpilotsatthenationallevel.

By2021,threemulti-stakeholderfisheriesmanagementplans–whichhaveaccesstobestavailablesocial,stock,andeconomicdata–aredrafted,consultedupon,andadoptedbyinstitutionsresponsiblefortheirimplementation.By2021,bestavailablefisheriesmanagementtoolsaretestedandprototypedforthreefisherypilots.Toolsthatlimitaccessandcontroleffortinsomeformareatthecoreofthefisheriesmanagementplan.By2021,social,institutional,biological,andeconomicbenchmarksaredocumentedforthreefisherypilots.Targetsforimprovementsareestablished,andmethodsforregularmonitoringandreportingonthosebenchmarksareinplace.By2021,afunctioningmanagementbodyexistswithrepresentationofallfisherystakeholders.Themanagementbodyplans,endorses,consults,andultimatelyimplementsthemanagementplan.



2.AGovernmentfisheriesmanagementprinciplesarebasedonscientificandsocioeconomicinformationaboutthesustainabilityandtheeconomicanddistributionaleffectsofmanagement.2.BEffectivecoalitionsofcivilsocietypartnersandprivatesectoractorsareadvocatingforafisheriespolicyreformagendatosupportgovernmentreformsandpolicyoutcomes.2.CLawsandpoliciesareinplacethataresupportiveofa

By2021,anarrativeforimprovingmanagementoffisheriesiswellpopularizedacrossIndonesia.Thestorylinehighlightstheroleoffisheriesasarenewablenaturalresourcethatcanprovideconsiderablebenefitstothecountry’sprosperitywiththecorrectmanagementinplace.By2021,roles,jurisdictions,andfisheriespolicyinplaceacrossthegovernancespectruminIndonesia(i.e.,village,kabupaten,district,province,andMMAF)tobetter

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morelocalizedfisheriesmanagementsystem,andthatrequirearights-based,science-drivenapproach.

supportfisheriesmanagement.By2021,rolesandresponsibilitycentersandfunctionsofinstitutionswithjurisdictionoverfisheriesmanagementclarified.By2021,sounddataonIndonesiafisheriesispubliclyavailable.DataareusedtoinformscientificallybasedpoliciesandmanagementinterventionsthatfitwithinIndonesia’scontext.By2018,acoalitionisprovidingkeyministry,business,andcivilsocietyactorswithhigh-qualityinformationandanalysistosupportstrategicactionstoimprovefisheriesmanagement.Onanannualbasis,50storiesarepublishedinhigh-qualityoutlets(IndonesianorEnglishlanguageoutlets)thatprovideinformationonthestateofoceanhealthandserveasacredibleknowledgebaseforstakeholderstomaintainpublicopinion.


Strongcapacityandleadershipexistwithingovernmentandcivilsociety,sothattheyareeffectiveagentsforimprovedfisheriesmanagement.

3.ARelevantMMAFdirectoratestaff,MMAFfieldextensionstaff,andprovincialcounterpartshaveimprovedcapacityandtheresourcesneededforimplementingsoundfisheriesmanagementandrelevantpolicies.3.BLeadersandinstitutionswithincivilsociety,industry,andmediahavetheskillsandcapacitytheyneedtoinformandguideappropriatefisheriesmanagement,policy,andotherreformefforts.3.CIndividuals,institutions,andorganizationsareworkingtogetherinacoalitionandareabletobuildsuccessful

By2018,anassessmentofleadersandinstitutionsengagedinfisheriesmanagementiscomplete.By2018,acoalitionofpartnersformstoevaluatethestatusoffisheriesmanagementinIndonesia.Thereisimprovedcoordinationwithinandacrosssectorsworkingonfisheriesmanagement.By2021,acoalitionofpartnersidentifiesopportunitiesforcross-sectoralcollaborationandimprovementinfisheriesmanagement-relatedpolicies.By2021,opportunitiestoimprovecapabilityofkeyindividuals,

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examplesoffisheriesgovernanceinactionbeyondthetargetfisheriesidentifiedinthisstrategy.

institutions,networks,andstakeholdersareidentifiedacrossthewholefisheriesmanagementsector.Opportunitiesaresupportedandleveragedwherepossible.By2021,legallyrecognizedandfunctioningmanagementbodiesexistwiththeauthorityandabilitytoproviderecommendationstoimprovefisheriesmanagement,planning,licensing,andenforcement.

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