Supporting Resilient
Coastal Economies in
Vietnam:
Informing the operationalization of
Vietnam’s Marine Strategy with
international experiences
@2022 International Bank for Reconstruction and Development/ The World Bank
1818 H Street NW, Washington DC 20422
Telephone: 202-473-1000;
Internet: www.worldbank.org
This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions
expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the
governments they represent.
The World Bank does not guarantee the accuracy, completeness, or currency of the data included in this work and does not
assume responsibility for any errors, omissions, or discrepancies in the information, or liability with respect to the use of or
failure to use the information, methods, processes, or conclusions set forth. The boundaries, colors, denominations, and other
information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal
status of any territory or the endorsement or acceptance of such boundaries.
Nothing herein shall constitute or be construed or considered to be a limitation upon or waiver of the privileges and immunities
of The World Bank, all of which are specifically reserved.
Rights and Permissions
The material in this work is subject to copyright. Because The World Bank encourages dissemination of its knowledge, this work may be reproduced,
in whole or in part, for noncommercial purposes as long as full attribution to this work is given.
All queries on rights and licenses should be addressed to the Publishing and Knowledge Division, The World Bank, 1818 H
Street NW, Washington DC, 20433, USA, Fax: 202-522-2625; email: pubrights@worldbank.org.
Cover photo: Nguyen Quang Ngoc Tonkin - shutterstock.com. Further permission required for reuse.
Supporting Resilient Coastal
Economies in Vietnam:
Informing the operationalization of
Vietnam’s Marine Strategy with
international experiences
TABLE OF CONTENTS
LIST OF FIGURES.......................................................................................................... 8
LIST OF TABLES............................................................................................................ 9
ABBREVIATIONS......................................................................................................... 10
GLOSSARY OF TERMS............................................................................................... 14
PREFACE & ACKNOWLEDGEMENTS..................................................................... 16
EXECUTIVE SUMMARY.............................................................................................. 18
INTRODUCTION......................................................................................................... 29
CHAPTER I. DETERMINING THE ORIENTATION OF BLUE ECONOMY......... 36
1.1 BLUE ECONOMY DEFINITION AND APPROACHES.........................................................................37
1.2 INTERNATIONAL EXPERIENCE WITH BLUE ECONOMY DEVELOPMENT........................39
1.2.1 Australia.....................................................................................................................................................................39
1.2.2 India.............................................................................................................................................................................41
1.2.3 Indonesia...................................................................................................................................................................42
1.2.4 The European Blue Growth Agenda: measurement and programmatic investment......43
1.2.5 South Korea ..............................................................................................................................................................44
1.2.6 United States..........................................................................................................................................................45
1.3 IMPORTANCE OF DATA........................................................................................................................................46
1.3.1 Natural capital and ocean accounting.......................................................................................................46
1.3.2 Public expenditure review...............................................................................................................................47
1.4 RECOMMENDATIONS FOR VIETNAM.........................................................................................................49
1.4.1 Blue economy and COVID-19 recovery.................................................................................................52
Supporting Resilient Coastal Economies in Vietnam:
4 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
CHAPTER II. EFFECTIVELY USING MARINE SPATIAL PLANNING.................. 54
2.1 RATIONALE FOR USING MARINE SPATIAL PLANNING.................................................................55
2.2 The importance of integration in marine spatial planning........................................................................57
2.2.1 Inter-sectoral integration..................................................................................................................................57
2.2.2 Inter-administrative integration.....................................................................................................................61
2.2.3 Spatial integration.................................................................................................................................................62
2.2.4 Science/data management and integration.............................................................................................70
2.3 CRITICAL ELEMENTS FOR IMPLEMENTATION OF MSP...................................................................72
2.4 RECOMMENDATIONS FOR VIETNAM.........................................................................................................74
CHAPTER III. EFFECTIVENESS OF INTER-SECTORAL COORDINATION
BETWEEN AGENCIES ............................................................................................... 79
3.1 ICZM INTEGRATED GOVERNANCE: CHINA CASE STUDY.........................................................81
3.2 NATIONAL AND REGIONAL APPROACHES: US CASE STUDY................................................83
3.2.1 ICZM vertical coordination.............................................................................................................................83
3.2.2 The Mid-Atlantic – a regional inter-agency approach .....................................................................83
3.2.3 Maritime infrastructure and transportation in the US Arctic........................................................85
3.3 KEY ROLES AND RELATIONSHIPS: NEW ZEALAND CASE STUDY........................................88
3.4 LONG-TERM COORDINATION: PHILIPPINES CASE STUDY........................................................89
3.4.1 Coordination to secure finance....................................................................................................................89
3.4.2 Sustaining coordination via institutionalization.....................................................................................90
3.5 RECOMMENDATIONS FOR VIETNAM.........................................................................................................92
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 5
CHAPTER IV. STRENGTHENING CAPACITY FOR INTEGRATED
MANAGEMENT OF NATURAL RESOURCES FOR SEA AND ISLANDS
ENVIRONMENT........................................................................................................... 95
4.1 CAPACITY NEEDS.......................................................................................................................................................96
4.2 CAPACITY NEEDED FOR VIETNAM’S MARINE STRATEGY...........................................................97
4.3 EXAMPLES AND INSIGHTS FROM INTERNATIONAL EXPERIENCE........................................98
4.3.1 Marine and ocean governance/management........................................................................................98
4.3.2 Implementing marine economy initiatives...............................................................................................99
4.3.3 Marine science and technology................................................................................................................. 101
4.4 RECOMMENDATIONS FOR VIETNAM...................................................................................................... 103
CHAPTER V. MOBILIZING RESOURCES FOR PRIORITY INVESTMENTS
AND USING PUBLIC FUNDS TO LEVERAGE PRIVATE FINANCING............. 106
5.1 PRINCIPLES AND FRAMEWORKS FOR INVESTMENT IN THE BLUE ECONOMY....... 107
5.2 A DYNAMIC INVESTMENT LANDSCAPE AND MODELS .......................................................... 111
5.2.1 Leveraging government resources to support economic development:
New Zealand case study........................................................................................................................................... 112
5.2.2 Marine science investment for industry growth and sustainability:
Australia case study...................................................................................................................................................... 116
5.2.3 Mobilizing finance for blue economy: EU approach....................................................................... 119
5.2.4 Monitoring and disclosure............................................................................................................................ 121
5.3 RECOMMENDATIONS FOR VIETNAM...................................................................................................... 124
CHAPTER VI. INTERNATIONAL COOPERATION FOR SUSTAINABLE
DEVELOPMENT OF THE MARINE/COASTAL ECONOMY................................ 132
6.1 EXAMPLEs aND INSIGHTS FROM INTERNATIONAL EXPERIENCE....................................... 134
6.1.1 Policy guidance and directions................................................................................................................... 134
Supporting Resilient Coastal Economies in Vietnam:
6 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
6.1.2 Platforms for international cooperation for sustainable development................................. 136
6.1.3 Issues and constraints to international cooperation for
sustainable development in Vietnam.................................................................................................................. 138
6.2 RECOMMENDATIONS FOR VIETNAM...................................................................................................... 140
ANNEX........................................................................................................................ 142
A. OVERVIEW OF THE INTERACTION BETWEEN ECOSYSTEM SERVICES AND
THE BLUE ECONOMY................................................................................................................................................... 142
B. BLUE ECONOMY OPPORTUNITIES IN VIETNAM CONTEXT: EXAMPLE OF
MULTI-CRITERIA OUTCOMES................................................................................................................................. 143
C. ELEMENTS OF THE VIETNAM MARINE STRATEGY RELEVANT TO MSP........................... 144
D. TOOLS FOR IMPLEMENTING MSP IN AUSTRALIA AND SCOTLAND................................. 146
E. EXAMPLES OF CAPACITY BUILDING INITIATIVES.............................................................................. 148
F. INVESTMENT POLICY FRAMEWORKS AND DIRECTIONS FOR SUSTAINABLE
DEVELOPMENT.................................................................................................................................................................. 155
G. INTERNATIONAL COOPERATION PLATFORMS FOR SUSTAINABLE
DEVELOPMENT.................................................................................................................................................................. 158
H. SECTORAL MULTI-COUNTRY FINANCING MECHANISMS........................................................ 162
REFERENCES.............................................................................................................. 165
RESOURCES................................................................................................................ 176
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 7
FIGURES
Figure E1. Differences and alignment between MSP, ICM/ICZM and Blue Economy
Assessment......................................................................................................................................................................................21
Figure E2. Core functions of the government in blue economy development and finance..........27
Figure 1. OECD’s conceptual framework for ocean economy......................................................................38
Figure 2. Differences and alignment between MSP, ICM/ICZM and Blue Economy
Assessment......................................................................................................................................................................................55
Figure 3. Key steps in MSP Process................................................................................................................................56
Figure 4. High-level dimensions of integration required for successful MSP...........................................57
Figure 5. Hauraki Gulf Sea Change Marine Spatial Plan: existing aquaculture sites,
indicative areas preferred for future aquaculture development and areas unsuitable
for aquaculture..............................................................................................................................................................................65
Figure 6. Great Barrier Reef Marine Park zoning....................................................................................................67
Figure 7. Example screenshot from the Mid-Atlantic Ocean Data Portal................................................71
Figure 8. Examples of data sets available on the Mid-Atlantic Data Portal
(not exhaustive)............................................................................................................................................................................72
Figure 9. Potential MSP planning levels and components..................................................................................75
Figure 10. Potential MSP development model for Vietnam.............................................................................78
Figure 11. ICM outcomes driving integration...........................................................................................................81
Figure 12. Agreed priorities of MARCO ...................................................................................................................84
Figure 13. Examples of maritime infrastructure gaps in the US Arctic, identified by
the US Committee on the Marine Transportation System and other agencies........................................87
Figure 14. New Zealand’s Marine Economy ........................................................................................................ 112
Figure 15. Investment allocation by sector of the Primary Growth Partnership (PGP),
2019 ................................................................................................................................................................................................ 114
Supporting Resilient Coastal Economies in Vietnam:
8 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Figure 16. Key results of the Investment Framework for 2015–2020..................................................... 118
Figure 17. BlueInvest platform for SMEs ................................................................................................................. 120
Figure 18. Core functions of the government in blue economy development and finance........ 124
Figure 19. A schematic two-stage process for Vietnam in the context of marine action
plan and MSP development................................................................................................................................................ 126
Figure 20. The organizational and economic mechanism for encouraging investment
activities.......................................................................................................................................................................................... 135
Figure 21. Vietnam Marine Strategy objectives relevant to ecological elements of
the MSP.......................................................................................................................................................................................... 144
TABLES
Table 1. Overview of blue economy sectors and drivers for growth.........................................................29
Table 2. Blue economy: principles and definitions..................................................................................................37
Table 3. Approaches to blue economy in selected countries..........................................................................39
Table 4. India’s blue economy: overview of established and emerging sectors......................................41
Table 5. Success factors and challenges for ICM development in Dongying, China............................82
Table 6. Key issues and considerations for effective inter-agency
coordination and collaboration............................................................................................................................................91
Table 7. Financial instruments for investing in blue economy and conservation................................ 108
Table 8. Indicative blue economy opportunities for Vietnam and their potential by
investment model..................................................................................................................................................................... 129
Table 9. Key national and international organizations of relevance to developing
international collaboration for the sustainable development of Vietnam’s marine economy
(tentative list)............................................................................................................................................................................... 139
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 9
ABBREVIATIONS
ADB Asian Development Bank
AOC Australian Ocean Policy
APEC Asia-Pacific Economic Cooperation
ASEAN Association of Southeast Asian Nations
AUD Australian Dollars
BGI Blue Growth Initiative (FAO)
CBD Convention on Biological Diversity
CCRF Code of Conduct for Responsible Fisheries
CFA Conservation Finance Alliance
COVID-19 Coronavirus Disease
CPTPP Comprehensive and Progressive Agreement for Trans-Pacific Partnership
CRC Blue Economy Cooperative Research Centre (Australia)
CZMA Coastal Zone Management Area
EBM Ecosystem-Based Management
EBSA Ecologically and biologically significant area
EEZ Exclusive Economic Zone
EFSI European Fund for Strategic Investment
EIB European Investment Bank
EIF European Investment Fund
EIU Economist Intelligence Unit
ESESA Experimental System of Ecosystem Service Accounts
ESG Environmental, social and governance
EU European Union
EUR Euros
FAO Food and Agriculture Organization of the United Nations
FFA Pacific Islands Forum Fisheries Agency
GBRMP Great Barrier Reef Marine Park
GDP Gross Domestic Product
GEF Global Environment Facility
GHG Greenhouse Gas
Supporting Resilient Coastal Economies in Vietnam:
10 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
GIS Geographic Information Systems
IATA International Air Transport Association
ICZM Integrated Coastal Zone Management
IIA International investment agreement
IOC Intergovernmental Oceanographic Commission (UN)
IORA Indian Ocean Rim Association
IPBES Intergovernmental Science-Policy Platform on Biodiversity
and Ecosystem Services
IPCC Intergovernmental Panel on Climate Change
IPFSD Investment Policy Framework for Sustainable Development (UN)
IUU Illegal, unreported and unregulated (IUU) fishing
KIP INCA Knowledge Innovation Project for an Integrated system for Natural Capital
and ecosystem services Accounting
km Kilometer
LSI Land-Sea Interactions
m Meter
MACO Mid-Atlantic Committee on the Oceans (US)
MARCO Mid-Atlantic Regional Council on the Ocean (US)
MAES Mapping and Assessment of Ecosystems and Services (EU)
MAFMC Mid-Atlantic Fishery Management Council (US)
MNRE Ministry of New and Renewable Energy (India)
MOIT Ministry of Industry and Trade
MONRE Ministry of Natural Resources and Environment
MOST Ministry of Science and Technology
MPA Marine Protected Area
MPI Ministry of Planning and Investment
MPP Marine Planning Partnerships
MSFD Marine Strategy Framework Directive (EU)
MSP Marine Spatial Planning
NOAA National Oceanic and Atmospheric Administration (US)
NCM National Coastal Mission (India)
NDC Nationally Determined Contribution
NERRS US National Estuarine Research Reserve System
NGO Non-Governmental Organization
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 11
NMP National Marine Plan (Scotland)
NMSP National Marine Science Plan (Australia)
NOP National Policy for the Stewardship of the Ocean, Our Coasts,
and the Great Lakes (US)
NSC National Steering Committee (Vietnam)
NZCPS New Zealand Coastal Policy Statement
NZD New Zealand Dollars
ODA Official Development Assistance
OECD Organisation for Economic Cooperation and Development
OK 21 Ocean Korea 21 – Framework Law on Ocean and Fisheries Development
and its ocean strategy
OMC Oceanic, marine, and coastal
OPOC Office of the Pacific Ocean Commissioner
PBSP Pacific Blue Shipping Partnership
PEMSEA Partnerships in Environmental Management for the Seas of East Asia
PER Public expenditure review
PFI Policy Framework for Investment (OECD)
PGF Provincial Growth Fund (New Zealand)
PIC Pacific Island Countries
PIFS Pacific Islands Forum Secretariat
PPP Public-Private Partnerships
PROP Pacific Regional Oceanscape Program, which includes the Ocean Finance Program
and Fellowship
R&D Research and Development
RMA Resource Management Act (New Zealand)
RPB Regional Planning Body
SDG Sustainable Development Goal
SDP Sustainable Development Programme (Singapore)
SDS-SEA Sustainable Development Strategy for the Seas of East Asia
SEDP Social and Economic Development Plan (Vietnam)
SEDS Social and Economic Development Strategy (Vietnam)
SEEA System of Environmental-Economic Accounting (UN)
SEEA-EEA SEEA–Experimental Ecosystem Accounting (UN)
Supporting Resilient Coastal Economies in Vietnam:
12 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
SFFF Sustainable Food & Fibre Futures Fund (New Zealand)
SIDS Small Island Developing States
SIMNORAT Supporting Implementation of Maritime Spatial Planning in the
Northern European Atlantic (EU project)
SMEs Small and Medium Enterprises
SMR Scottish Marine Regions
SPC Secretariat for the Pacific Community
SPP Statement of Public Participation
STI Science, Technology and Innovation
tCO2e Tons of Carbon Dioxide equivalent
UK United Kingdom
UN United Nations
UNCSD United Nations Conference for Sustainable Development
UNESCAP United Nations Economic Commission for Asia and the Pacific
UNCLOS United Nations Convention on the Law of the Sea
UNCTAD United Nations Conference on Trade and Development
UNDESA Department of Economic and Social Affairs
UNDP United Nations Development Programme
UNEP United Nations Environmental Programme
UNESCO United Nations Educational, Scientific and Cultural Organization
UNFCCC United Nations Framework Convention on Climate Change
US United States
USD US Dollars
USP University of the South Pacific
VASI Vietnam Administration of Seas and Islands
VBEP Vietnam Blue Economy Partnership
WACA West Africa Coastal Area
WCS Wildlife Conservation Society
WFD Water Framework Directive (EU)
WFP United Nations World Food Programme
WSSD World Summit on Sustainable Development
WTO World Trade Organization
WTTC World Travel & Tourism Council
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 13
GLOSSARY OF TERMS
Blue economy: The World Bank defines the blue economy as an economy that uses ocean
resources to “promote economic growth, social inclusion, and preservation or improvement of
livelihoods while at the same time ensuring environmental sustainability” (World Bank 2017).
Blue growth: Blue growth is the means by which an unsustainable ocean economy can transition
towards a more balanced and sustainable one.
Coastal zone1: The coastal zone In Vietnam includes both the coastal waters and coastal land:
Coastal waters have an internal boundary, which is the Mean Low Water Mark (average height
(a)
of the lowest daily tide recorded over many years), and an outer boundary, which is at least
six nautical miles away from the Mean Low Water Mark in many years, which is delimited and
published by the Ministry of Natural Resources and Environment.
(b)Coastal land includes coastal communes, wards, and towns.
Co-management2 is a management method in which the government shares powers and re-
sponsibilities with community organizations involved in management of aquatic resource protection.
Ecosystems/ ecosystems processes refer to the interaction between the living and non-living
environment as a functioning unit (for example, coral reef ecosystems, mangrove ecosystems, and
others) (MEA 2005).
Ecosystem services are the tangible and intangible benefits that people obtain from ecosystems.
Ecosystem-based management (EBM) is an integrated approach that incorporates the entire
ecosystem, including humans, into resource management decisions, and is guided by an adaptive
management approach.
Exclusive economic zone (EEZ): The exclusive economic zone is the area of ocean extending
between 12 and 200 nautical miles from shore, including the seabed and subsoil. Coastal countries
enjoy sovereignty in their EEZ for the purpose of exploring and exploiting, conserving and managing
the natural resources, as well as the establishment and use of artificial islands, installations and struc-
tures, marine scientific research, and the protection and preservation of the marine environment.
Integrated coastal zone management (ICM/ICZM) includes comprehensive assessment,
setting goals, planning, and managing coastal resources systems, taking into account historical, cultur-
al and traditional factors, as well as benefits in usage conflicts. ICZM is a process of continuous prog-
ress to achieve sustainable development. ICM and ICZM are used inter-changeably in this report.
Integrated coastal resources management3 (ICRM) is the planning and implementation of
1 See Article 8 Decree, 40/2016/NĐ-CP detailing the implementation of a number of articles of the Law on Marine and
Island Resources and Environment.
2 See Paragraph 4, Article 3, Law on Fisheries 2017.
3 See Paragraph 1, Article 3, Circular 49/2017/TT-BTNMT formulates adjusting the program of integrated coastal resources
management.
Supporting Resilient Coastal Economies in Vietnam:
14 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
inter-sectoral and inter-regional coordination mechanisms, policies and tools to ensure that coastal
resources are exploited and used effectively for optimal functions. It requires that structures of
coastal ecosystems are maintained for sustainable development, contributing to protecting Viet-
nam’s sovereignty, sovereign rights, and national jurisdiction over the sea, ensuring national defense
and security.
Marine economy refers to all economic activity that takes place in and around the marine envi-
ronment, sustainable or otherwise. Also referred to as “ocean economy”.
Marine spatial planning is a “public process of analyzing and allocating the spatial and temporal
distribution of human activities in marine areas to achieve ecological, economic, and social objec-
tives that are usually specified through a political process” (Ehler and Douvere 2009)
Master planning on sustainable exploitation and use of coastal resources4 is the orien-
tation and arrangement of space for exploitation and use of resources of the coastal area.
National overall planning5 is national-level planning, which is strategic in the direction of re-
gional zoning and association, including land, islands, archipelagoes, waters, and airspace; urban and
rural systems; infrastructure; use of resources and environmental protection; natural disaster pre-
vention and climate change response; and national security, defense guarantees, and international
integration.
National marine spatial planning6 is national planning that concretizes the national overall
planning of functional zoning, arranging and rationally allocating the space of sectors and fields in
coastal areas and islands, archipelagos, waters, and airspace under Vietnam’s sovereignty, sovereign
rights, and jurisdiction.
Natural capital is the stock of natural resources, which includes geology, soils, air, water and all
living organisms.
● Living natural capital: Renewable stocks of natural resources that are harvested for use, such
as fisheries.
● Non-living natural capital: Nonrenewable stocks of natural resources harvested for use,
such as minerals from the seabed.
Ocean economy refers to the sum of the economic activities of ocean-based industries, and the
assets, goods, and services of marine ecosystems (OECD 2016). This definition does not imply
sustainability of these activities. In this report, ”marine economy” is equivalent to ocean economy.
Oceans natural capital is the total available biophysical stock of natural resources in the ocean,
for example, fish stocks, minerals and energy resources, mangrove forests, and so on (Narloch,
Kozluk and Lloyd 2016).
4 See Paragraph 7, Article 3, Law on Marine and Island Resources and Environment 2015.
5 See Paragraph 2, Article 3, Law on Planning 2017.
6 See Paragraph 3, Article 3, Law on Planning 2017.
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 15
PREFACE &
ACKNOWLEDGEMENTS
Inclusive and environmentally sound sustainable development re-
quires managing natural resources that societies depend on for the
long term. In the context of marine and coastal resources which pro-
vide an important source of income for large numbers of households
and revenue for countries, this implies balancing the economic, social,
and environmental dimensions of the use of the natural resources in
marine and coastal areas. The term “blue economy” is increasingly
being used to describe this balanced approach.
For coastal countries such as Vietnam, the importance of its marine
economy is well known. The country has used the goods and services
provided by the natural assets in its near-shore and coastal areas –
including fisheries, mangroves, wetlands, lagoons, and sandy beaches
– for tourism, production of seafood, and controlling climate events
that cause erosion and weathering. It has also used offshore resources
such as petroleum and minerals for revenue generation. Vietnam’s
12th Party Central Executive Committee has recognized the impor-
tance of sustainable development of the marine economy and has
approved ambitious growth and revenue targets in the strategy for the
Photo: Tony albelton - shutterstock.com
sustainable development of Vietnam’s marine economy by 2030, with
a vision to 2045 (herein referred to as the Marine Strategy), promul-
gated in Resolution No. 36-NQ/TW in 2018.
Supporting Resilient Coastal Economies in Vietnam:
16 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
In Vietnam, the World Bank is actively supporting the Government of Vietnam with the coastal
development agenda by informing its policy and investment decisions regarding integrated coastal
area management, marine economy (including fisheries, energy, tourism, logistics, and coastal city
development), resilience to climate change, and institutional strengthening. This support aims to
strengthen the development of sustainable and climate smart economic activities in coastal areas
in an integrated way, in other words, to facilitate a blue economy growth agenda in Vietnam. This
report is part of a series of World Bank-led studies that aim to contribute to Vietnam’s efforts to
boost its marine/coastal economy in a sustainable and climate resilient manner. 7
This report has been prepared under the oversight of Diji Chandrasekharan Behr (Senior Natural
Resource Economist) and Thu Thi Le Nguyen (Senior Environmental Specialist) from the World
Bank Vietnam office in Hanoi. The consultant team was composed of: Cerasela Stancu, Alicia Bullock,
Miriam C. Balgos, and Nigel Bradly from EnviroStrat. Ms. Nguyet Hoang facilitated the engagement
with the stakeholders in Vietnam and guided the remote consultations with the government. The
content of the report was informed by written input, dialogue and consultation with some of the
member agencies of the National Steering Committee, namely the Vietnam Administration of Seas
and Islands of the Ministry of Natural Resources and Environment (MONRE), Ministry of Planning
and Investment, Ministry of Industry and Trade and agencies in tourism, energy and fisheries. Valuable
input was received from four provinces that kindly shared their perspectives regarding the Marine
Strategy implementation and transition to a blue economy: Khanh Hoa, Kien Giang, Thua Thien
Hue and Quang Ninh. We are grateful for the insights from Dr. Mai Trong Nhuan and Dr. Nguyen
Chu Hoi, who generously shared their knowledge regarding Marine Strategy and environmental
management. Valuable dialogue was carried out regarding the state of the blue economy in Vietnam
and the region, as well as the international agenda, with representatives from the United Nations
Development Programme (UNDP) Vietnam and Partnerships in Environmental Management for
the Seas of East Asia (PEMSEA), and New Zealand Ministry of Foreign Affairs.
The financing of this work was provided by the PROBLUE Trust Fund. PROBLUE was established in
2018 as a multi-donor fund aimed at contributing to the implementation of Sustainable Development
Goal 14 (SDG 14). The Fund is fully aligned with the World Bank’s twin goals of ending extreme
poverty and increasing the income and welfare of the poor in a sustainable way and utilizes the
Bank’s expertise with integrated coastal management (ICM), fisheries and pollution prevention.
It is envisaged that by systematically embarking in ICM and expanding the blue portfolio, this can
act as a catalyst for sustainable economic growth, improved livelihoods, and more resilient oceans
and coastal areas.8 PROBLUE is part of the World Bank’s overall Blue Economy program, which
amounts to around USD 5.6 billion in active projects to date (World Bank 2020).
7 To date, other studies from this series cover the following topics: Situation Assessment of Integrated Coastal Zone
Management (ICZM) in Vietnam; Supporting Resilient Coastal Economies: Guidance for Valuing Natural Assets in Coastal Areas and
Establishing Coastal Setback Lines; Economic Impact of Non-Compliance With IUU - The Case of Vietnam: A Trade-Based Analysis;
and Mobilizing the Private Sector in Shrimp Aquaculture Activities in Vietnam.
8 For more information, see: https://www.worldbank.org/en/topic/oceans-fisheries-and-coastal-economies.
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 17
EXECUTIVE SUMMARY
The purpose of this report is to inform the operationalization
of the strategy for the sustainable development of Vietnam’s
marine economy by 2030, with a vision to 2045 (herein referred
to as the Marine Strategy) by providing relevant insights from
international experiences with blue economy development.
The World Bank definition for blue economy - to promote
economic growth, social inclusion, and preservation
or improvement of livelihoods while at the same time
ensuring environmental sustainability – is used as a
guiding framework for this work. The vision and objectives of
Vietnam’s Marine Strategy are broadly aligned with the concept
of blue economy; however, the term marine economy is
also used in this report in line with the language used in the
Marine Strategy.
As blue economy concepts and definitions continue to evolve,
countries have taken different approaches in the orientation
towards blue economy and blue growth – based on their context,
and specific needs and opportunities. The differences in country
contexts and scope of marine economy notwithstanding, there
generally are several key elements that all countries and regions
Photo: CravenA - shutterstock.com
have pursued in the effort to boost their blue economy:
Supporting Resilient Coastal Economies in Vietnam:
18 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● Establish the size of the marine economy (proportion of Gross Domestic Product [GDP], value
added, jobs) and its sustainability, and set up targets for sustainable growth – as part of a strategy
for policy integration or sectoral approaches
● Leverage coastal and marine spatial planning as a springboard for blue economy solutions and
opportunities
● Seek targeted investment in traditional or emerging ocean industries following sustainability
criteria, including through investment in science, technology and research
● Pursue smart climate solutions and low-carbon transition.
The Government of Vietnam has adopted an ambitious Marine Strategy that requires careful
planning and implementation to deliver complex and inter-dependent social, environmental and
economic objectives and targets. This ambitious strategy, promulgated in Resolution No. 36-NQ/
TW by Vietnam’s 12th Party Central Executive Committee in 2018, is accompanied by several
government resolutions – including Government Resolution 26, which is a Master Plan and five-
year plan for the implementation of the Marine Strategy and charts out the roles of key line
ministries. A range of topic areas need to be addressed concurrently to support the shift from
planning to implementation of the Marine Strategy. A summary of insights and recommendations
for these topic areas are presented below.
Determining the orientation of blue economy
The scope and objectives of Vietnam’s Marine Strategy are comprehensive and establish a wide
framework for a blue economy that consists of key economic sectors (natural resources, transport,
tourism and recreation, energy, coastal protection and marine ecosystem restoration). The Marine
Strategy is grounded in the principles of integration at all levels, harmonization of economic and
natural ecosystems, equitable participation, and other sustainable development principles.
As implementing agencies, the Ministry of Natural Resources and Environment (MONRE) and
Vietnam Administration of Seas and Islands (VASI) need to increase awareness about the
importance of, and opportunities from, blue economy through focused dialogue,
education and engagement of stakeholders (sectors, provinces, science and research, and
communities). This includes articulating the potential for blue economy (current and emerging
sectors) to generate new jobs, growth and investment and improve welfare – while reducing
pressure on marine ecosystems and adapting to climate change. Development of a dedicated blue
economy portal with the dual role for enhancing networking and establishing a data and information
repository (that can also underpin the functioning of the National Steering Committee and marine
spatial planning process) is recommended.
Systematic measurement of the marine economy and the underlying natural assets is a critical
step towards establishing the baseline from which to monitor change – at country, provincial,
ecosystem and sector levels. Blue economy assessment to identify opportunities for investment
(linked to integrated coastal management [ICM] and marine spatial planning) is a foundational step
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 19
towards articulating growth and investment opportunities. Vietnam could adopt the use of the
UN’s System of Environmental-Economic Accounting (SEEA) to develop the net ocean-accounts
to reflect the productive use and value of ecosystem services and natural assets in the marine
economy. Seeking to mainstream the Marine Strategy objectives and specific targets into Vietnam’s
national planning instruments (e.g., the Social and Economic Development Strategy (SEDS) and
Social and Economic Development Plan (SEDP)), as well as the National Action Plan on Climate
Change, is important - even though the timing difference in the planning processes will make it
difficult at present.9
Short-term steps
• Initiate an initial assessment (systemic measurement) to establish the baseline (size and
value) of Vietnam’s marine economy, using statistics and emerging practices for valuing
Vietnam’s sea-based economic activities and the critical marine assets and ecosystems
services on which they depend (like in Australia, the European Union [EU] or United
States [US]). This can involve the development of the ocean accounts for Vietnam, which
would also assist with marine spatial planning development. The assessment should identify
appropriate dashboard indicators to measure change and trends and provide estimates at
sectoral and coastal provinces levels. This task should be led by the Ministry of Planning
and Investment (MPI) in coordination with inputs from the sector line ministries.
• Develop guidance for high-level prioritization of blue economy opportunities (preferably
as part of, or in synergy with, integrated coastal zone management (ICZM) and/or marine
spatial planning processes). This task should be co-led by MONRE and MPI in a consultative
manner with sector ministries and provinces.
• Engage with provinces and regions to increase awareness about blue economy and to
identify “quick-wins”: opportunities that will help drive project identification and investment
mobilization. The task on awareness-raising should be led by MONRE, in line with its task
to communicate on the seas and ocean as set forth in Government Resolution 26.
• Initiate engagement with business and the private sector – for example, through avenues
such as the proposed Vietnam Blue Economy Partnership and others that may be available
at central, regional or provincial levels – with the goal to increase awareness and mobilize
resources for blue economy opportunities. This task should involve the leadership of
MONRE, MPI and the Vietnam Chamber of Commerce and Industry.
9 The SEDS / SEDP process has already started, while the MSP process, which is a key step towards strategy
implementation, has not. However, the mid-term review for SEDP implementation can be used to further mainstreaming of marine
strategy objectives and targets.
Supporting Resilient Coastal Economies in Vietnam:
20 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Marine spatial planning and natural resource management
Marine spatial planning (MSP) is a cross-cutting policy and planning tool enabling governments
and stakeholders to apply a coordinated, integrated approach. Successful development of the
national MSP and the master plan on sustainable exploitation and use of coastal resources will help
to create a consistent legal basis for implementing coastal management activities in provinces and
provide certainty for investment in blue economy. The certainty associated with an MSP process
can also help reduce perceived risks in investing in the marine economy by the private sector. MSP
is fundamental to blue economy assessment (1). The MSP process is information intensive and
the national MSP should include a directed strategy for acquiring information and potentially
appoint a science lead as well.10
• Process of spatially prioritizing use and protection of coastal and
marine areas, and their services
• Both MSP and ICM/ICZM are processes aimed at prioritization and
allocation of coastal and marine resource uses in space and time to
achieve desired economic, environmental, cultural and social
MARINE SPATIAL outcomes
PLANNING
• Integrated framework for policy, governance and regulatory
INTEGRATED COASTAL solutions, including economic development
MANAGEMENT PLANS
• Government led with stakeholder input
BLUE ECONOMY • Maximize economic value and development of coastal and marine
ASSESSMENT environment in a sustainable manner
• Blue economy development must be consistent with MSP and
ICM/ICZM to ensure trade-offs/impacts are understood and
prioritized
• Government has a leading role in early assessment but must move
beyond government to succeed
Figure E1. Differences and alignment between MSP, ICM/ICZM
and Blue Economy Assessment
Integration (spatial, inter-sectoral and inter-administrative) is a critical dimension of MSP that needs
to be considered in the context of central government as well as regional and provincial interfaces.
A model for MSP development is recommended (see Figure 9 and Figure 10) that is reflective of
this and also seeks integration with national, subnational and sectoral plans, as opportune.
10 Note that the General Statistics Office of Vietnam (sitting under MPI) has been directed to study a set of indicators for Marine
Strategy.
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 21
The national MSP process should start with the ‘easy wins’ that can be achieved within a
relatively short timeframe, rather than contentious and heavily debated issues. For example, early
identification of ecologically and biologically significant areas (EBSAs) provides a basis for
ecosystem-based planning and management. As MSP is an iterative, living process, the identification
of existing sectoral activities and their spatial and temporal distribution is also a key starting point,
so that planning and implementation can occur with the best available data. Use of an online marine
planning portal enables data and maps to be regularly updated.
An MSP implementation plan should be developed that establishes national, regional and
provincial roles and responsibilities. VASI is the appropriately assigned agency for this role. VASI
may like to consider setting an inter-agency committee for MSP development and implementation.
This could be a sub-committee to the National Steering Committee.
Short-term steps
• Obtain approval from the National Steering Committee for the MSP development process/
model and the interface between central and provincial and/or regional levels (see for
example Figure 10), including resourcing. This task should be led by MONRE.
• Establish regional steering committees/clusters of provinces to drive MSP planning and
implementation at provincial and/or regional level. This task should be led jointly by MONRE
and MPI in close coordination with provincial level Departments of Natural Resources and
Environment (DONREs) and Departments of Planning and Investment (DPIs).
• Appoint a Science Lead for the MSP process. This task should involve MONRE, the Ministry
of Science and Technology (MOST) and related line ministries, with priority objectives to:
° Establish science needs and conduct stocktaking of science and data availability,
including information on ecologically and biologically significant areas, social aspects
(traditional uses, human settlements), physical processes (currents, waves, sediment
flow, bathymetry), climate change data, and sectoral activities.
° Develop a data and information acquisition strategy, and explore the development of a
data portal with input from stakeholders.
° Establish a framework for stakeholder engagement and public participation. This
can include awareness campaigns to develop common understanding on MSP and,
potentially, the blue economy as well. This task should be led by MONRE and shared
with the National Steering Committee.
Supporting Resilient Coastal Economies in Vietnam:
22 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Effective institutional arrangements and inter-sectoral coordination between
agencies
Two key elements for operationalizing a blue economy and marine spatial plans are clear institutional
arrangements at the country level. The latter should offer clear and specific responsibilities to
different ministries, agencies and actors in the marine space and have systems to hold them
accountable for delivering the assigned responsibilities. In addition, it is important to have robust
and low-transaction cost coordination mechanisms – both within ministries and across ministries.
To implement the Marine Strategy, the Government of Vietnam established the National Steering
Committee (NSC) through the merger of the state steering committee on basic surveys of marine
resources and environment and the coordination committee for the implementation of the
ICZM strategy. As an inter-disciplinary committee, the success of the NSC will depend on the
effectiveness of its coordination and collaboration, both within the committee itself, and in terms of
its engagement with relevant regional, provincial and sectoral coordinating mechanisms. This requires
clear outcomes and accountability, roles and responsibilities, and resourcing for activities. Because
the NSC is high-level in terms of institutional arrangements, further mechanisms will be required for
mobilizing resources, mainstreaming and implementing the Marine Strategy. This includes regional
and/or provincial steering committees. Because the existing policy framework relevant to the Marine
Strategy is extensive, we recommended conducting a network analysis to identify connections and
dependencies. This will aid in developing effective inter-agency coordination and confirm where the
implementation of the Marine Strategy can add value to existing efforts, build connections across
silos, and bridge policy and coordination gaps and weaknesses.
A Vietnam Blue Economy Platform (VBEP) has been proposed by MONRE. It is important that
the functions and objectives of the VBEP do not overlap, but they either support or stretch the
functions of the NSC. The VBEP platform could broaden the focus of the partnership beyond policy
insights to include a strong focus on marine strategy implementation and mainstreaming as well as
investment/financing.
Short-term steps
• Establish regional and/or provincial steering groups as a local mandate for the NSC (refer
to recommendations in the Chapter on Marine Spatial Planning for further related details).
• Conduct policy network analysis, stakeholder mapping and social network analysis to identify
connections, dependencies and gaps in Vietnam’s marine economy policy development
and implementation. This work should be led by MPI in line with their tasks in Government
Resolution 26 and presented to the NSC.
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 23
• Establish a Monitoring and Evaluation group within the NSC to provide for transparency,
consistency and accountability across all agencies that have a role in Marine Strategy
implementation. This should consider performance/reporting needs in relation to
coordination/collaboration, and ability to track tasks, outcomes and targets. The
coordination group should be administered by the NSC secretariat with the participation
of representatives from different line ministries.
• Progress the establishment of the Vietnam Blue Economy Platform, with a focus on priority
technical areas and investment mobilization. The platform establishment should be led by
MONRE and MPI should have the overall responsibility for investment mobilization.
Strengthening capacity for integrated management of natural resources and sea
and islands environment
Strengthening capacity is a pivotal component of Vietnam’s Marine Strategy. It is one of the
key elements of preparedness that could spell success or failure in operationalizing the Strategy
and effectively achieving its goals and objectives. It is therefore critical to carry out systematic
stakeholder and capacity needs analyses on which to base capacity building that meets the
needs of each focal area of the Marine Strategy.
Capacity needed at the individual, organizational, societal, and enabling environment levels to help
achieve the specific objectives of the Strategy must be identified and pathways for their development
have to be formulated. These two tasks should be coordinated by MONRE and each of the
involved line ministries should do their own capacity needs assessment and pathway development.
Important elements of capacity building needed to support the Strategy include: (i) internal
analysis of stakeholder organizations (both governmental and non-governmental) to identify core
competencies that can be leveraged in implementing the Marine Strategy; (ii) application of lessons
learned and best practices and approaches from relevant domestic and international capacity building
initiatives; and, (iii) coordination and collaboration among existing capacity building efforts. This task
should be linked with the stakeholder analysis mentioned previously. For this task, MONRE should
closely involve other line ministries.
Mobilizing resources for priority investments and using public funds to leverage
private financing
The Marine Strategy articulates a broad scope for which investments are necessary, and options
and pathways are sought to unlock finance in marine sectors and ecosystem management,
specifically for:
● Marine sectors such as tourism, aquaculture and fishing, maritime transport and logistics, coastal
industries, renewable energy, and oil and gas exploitation
Supporting Resilient Coastal Economies in Vietnam:
24 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● Science and technology, infrastructure, and innovative practices, in order to sustainably manage
marine and coastal resources
● Human well-being and reduced environmental risks and pollution.
A broad range of instruments are used to make capital available for blue economy and ecosystem
protection and conservation, with different levels of complexity and administrative requirements,
including: blended finance, blue bonds, conservation, climate and impact bonds, debt swap or carbon
schemes. Significant capability, clarity on roles and responsibilities among different ministries and
levels of government, and coordination among these ministries, levels of government, and among
government and private sector and international partners is required in Vietnam to test some of
the instruments and develop investable propositions. A two-stage process to undertake blue
economy assessment and prioritize opportunities is recommended for Vietnam in the context
of marine action plan and MSP development (see Figure 19). This will require environmental and
ecosystem-based management knowledge as well as economics, financial modeling, due diligence,
business planning and more. A strong program for building awareness about blue economy
opportunities and financial and investment literacy – including a ‘learning by doing’ approach through
technical assistance11 for blue economy projects is an appropriate approach for Vietnam. This could
include transfer of knowledge and skills from renewable energy or waste sectors, where
there is existing experience on the ground in Vietnam with investment. Insights and approaches
from Climate and Biodiversity Finance planning should also be considered, including the
transferability and synergy of investment solutions.
Development of an investment framework for blue economy is also recommended, starting with
carrying out an investment assessment to determine existing commitments for specific marine
strategy objectives and indicators towards the United Nations (UN) Sustainable Development Goal
14 (SDG 14) (not just from government but also development partners, multilateral organizations,
foundations, etc.). This approach (which can follow the public expenditure review practices) should
identify opportunities for coordination and efficiencies in public revenue. Potential functions for the
government include catalyst, regulatory, knowledge and data, and investment roles (see
Figure E2).
11 Technical assistance is often available from development partners and multilateral agencies, as well as investment funds.
In the Pacific region, the World Bank and the Global Environment Facility have funded the Pacific Ocean Finance Fellowship
Programme, an activity under the Pacific Islands Regional Oceanscape Programme (PROP).
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 25
Short-term steps
These suggestions are based on the premises that coordination with development partners
to access knowledge and technical assistance is the most viable pathway forward for Vietnam:
• Initiate a preliminary investment diagnosis to determine existing investment commitments
and capital flows and gaps (from government but also development partners, multilateral
organizations, foundations, etc.) for specific objectives and indicators of the Marine Strategy
and SDG 14. The assessment should consider the nexus between climate finance (which
is more advanced in Vietnam) and blue economy finance and aim to identify opportunities
for coordination and efficiency in public revenue as an initial step – including regarding
the use of new investment models. The development of an investment tracker for ocean
finance (conservation and sustainable use of marine assets) may also be considered. This
task should be led by MPI, consistent with the ministry’s mandate.
• Undertake a pre-feasibility assessment regarding the opportunity to establish a bespoke
blue investment facility for Vietnam. The mandate for such a facility is to accelerate
transition to blue economy through a focus on investment readiness and developing the
investment pipeline as well as providing technical assistance to public and private sector
entities. Where possible, the facility could also provide catalytic resources to leverage the
private sector. This task should be led by MPI and involve the Ministry of Finance and other
line ministries.
• Strengthen the focus of VBEP on investment to leverage the influence of development
partners to bring together different government agencies, the private sector, donors,
investors and non-governmental organizations (NGOs) seeking to establish an investment
pipeline. A focus on blended finance opportunities is encouraged as an effective model for
investment. This task should be led by MPI in close coordination with the line ministries.
• Consider the possibility of adopting the Sustainable Blue Economy Finance Principles and
joining the UNDP’s Sustainable Blue Economy Finance Initiative (a platform targeted at
the finance, investment and insurance sectors). Joining such frameworks helps demonstrate
commitment to blue economy, build knowledge and access to data and tools, while also
increasing the ability to attract investment. These efforts could be driven as part of the
VBEP platform. This task should be led by MPI jointly with MONRE and other key line
ministries.
Supporting Resilient Coastal Economies in Vietnam:
26 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
• Increase awareness of blue economy and • Facilitate development of partnerships (PPPs)
mainstream in sectoral strategies • Create demand for environmental markets, e.g.,
MAKING
• Support feasibility studies and pilots to certified fisheries, blue carbon offsets, MSP zoning
THE CASE
develop investable propositions and test • Incentives or subsidies
investment instruments
• Support & market facilitation, i.e., regulation to trigger demand (carbon, water quality)
REGULATORY • Development of MSP/ ICZM
• Enforcement & compliance (of MSP zoning, rules, permits, etc.)
• Data & information, i.e., ecosystems conditions and trends
KNOWLEDGE (GIS data, research and monitoring data, etc.)
AND DATA
• Ecosystem valuation, natural resource economics
CAPABILITY
• Measurement, monitoring & reporting • Investment performance & accountability
• Provider of loan or funding facilities • Issuer of debt/ debt swap
INVESTMENT • Provider of guarantees (for example, for blue bonds)
• Direct investor in a project or fund • Grants
Source: Authors’ compilation
Figure E2. Core functions of the government in blue economy
development and finance
International cooperation for sustainable development of the marine/coastal
economy
Implementation of the SDGs remains a national hurdle for Vietnam going forward, constrained,
among other challenges, by the lack of cooperation and coordination among government
agencies and the business sector, other domestic organizations and the international community,
as well as by weak engagement and resource mobilization from the private sector.
Addressing SDG 14, and development of a blue economy in Vietnam in particular, calls for
mobilization of international donor support for the blue economy agenda in the country,
which could benefit from lessons learned from international and national initiatives, especially on
organizational structure, coordination and collaborative mechanisms, and investment policies.
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 27
Key messages
The decade of the 2020s will be critical for delivering the SDGs.
Significant resource mobilization, political support and careful planning
and thinking innovatively will be necessary to achieve the ambitious
targets set in Vietnam’s 2030 Marine Strategy with a vision to 2045.
There is a low level of awareness about the concept of blue economy
(that is at the core of the Marine Strategy) as well as limited capability for
implementing and capturing blue economy development opportunities.
However, government agencies and provincial administrations are
motivated to start implementation of the Marine Strategy as a means
to capture social and economic benefits and there is regional and
international experience that can be accessed.
A positive start for the implementation of the Marine Strategy depends
on the ability of the NSC and government agencies to swiftly develop
the master plan guidance for marine spatial planning. At the time of
preparing this report, a potential window of opportunity to progress
the MSP in coordination with the planning process for the SEDS/
SEDP to increase its significance is to inform the mid-term review of
SEDP implementation and to inform master planning processes at the
subnational level. Science and research knowledge and tools need to
be leveraged in the planning process and expanded to contribute to the
transition towards blue economy and emerging sectors (for example,
nature-based solutions).
Inter-provinces collaboration can be fostered through the MSP process
by focusing on cluster solutions (e.g., shared infrastructure or flooding
protection.) The NSC is high-level and its effectiveness can be enhanced
through the establishment of sub-committees (for sectors or issues) Photo: Vadim Petrakov - shutterstock.com
and replication at the provincial level – reflecting on the experience
with ICZM in Vietnam and across the region.
Private sector involvement, including investment and finance, needs to
be secured at the planning stage for the implementation of the Marine
Strategy to increase awareness and understanding about blue economy
opportunities and investment in new assets, like nature-based solutions
for carbon sequestration or water purification.
Supporting Resilient Coastal Economies in Vietnam:
28 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
INTRODUCTION
Globally, over three billion people are dependent on marine and coastal environments and draw
benefits from the sea directly or indirectly. The importance of marine-linked economic activities and
contribution to GDP of coastal areas is well understood and increasingly measured (World Bank
2018, OECD 2016). The Organisation for Economic Co-operation and Development (OECD)
estimates that the ocean economy gross value-add will increase from USD 1.5 trillion in 2010 to
3 trillion in 2030 (OECD 2016). In the same period, the direct employment contribution of ocean
industries is expected to increase from 31 million to 40 million people. There are significant drivers
for growth that will continue to increase the importance of the ocean and marine ecosystems in
the coming decades (EIU 2015):
● Food security
● Climate change and interest in renewable sources of energy
● Rapid coastal development and urbanization
● New technologies that make it feasible and economically viable to access new ocean resources
● Maritime transport.
However, ocean resources are limited and the health of the marine ecosystems is declining. The
combined impact of climate change and sea level rise, ocean acidification, over-exploitation and
degradation of marine ecosystems is putting many people living in coastal areas at risk and threatens
on-going economic activities. Importantly, it is also creating uncertainties for the potential to capture
value from the ocean economy into the future (IPBES 2019, IPCC 2019).
Climate change is expected to impose significant costs on coastal communities, however timely
investment in blue economy solutions and low-carbon transitions can reduce adaptation costs while
also providing opportunities for economic growth and job creation in established and emerging new
marine sectors (Table 1) (EIU 2020).12 Carbon sequestration and natural solutions (for example,
waste assimilation by mangroves) are seen as emerging industries with large potential for growth.
Table 1. Overview of blue economy sectors and drivers for growth
Type of activity Ocean / Industry sector Drivers for growth
marine service
Use of marine Seafood Fisheries (primary Demand for food and
living resources fish production nutrition
through processing,
trading, equipment
and infrastructure)
12 There are increasing debates over whether industries like offshore oil and gas extraction should be considered as blue
economic activity – since they generate large greenhouse gas emissions and directly impact marine habitats.
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 29
Type of activity Ocean / Industry sector Drivers for growth
marine service
Aquaculture Demand for food and
nutrition
Trade in non-edible
products
Marine living Pharmaceutical Research & development
resources for non- products and (R&D) for high-value and
food use chemicals emerging industries (health
care, cosmetic, enzyme,
nutraceutical)
Use of marine Minerals (seabed) Mining Demand for minerals
non-living
Energy sources Renewables (tidal, Demand for energy
resources
wave, wind)
Oil and gas Demand for energy
Freshwater supply Desalination Demand for freshwater
Commerce and Transport and Shipping Growth in seaborne trade
trade linked to trade
Ports and
ocean
infrastructure
Coastal National planning – Urbanization
development public and private
Tourism & Tourism Growth in tourism
recreation
Coastal Coastal urbanization
development
Response to Coastal protection Protection from Growth in coastal and ocean
marine protection storms, sea level protection and conservation
challenges rise, habitat activities
protection
Carbon Blue carbon Climate mitigation
sequestration
Waste Disposal Assimilation of Wastewater management
for land-based nutrients
industry
Ecosystem Technology R&D in ocean technologies
monitoring &
surveillance
Source: World Bank 2018
Supporting Resilient Coastal Economies in Vietnam:
30 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Awareness about ocean and marine ecosystems was enhanced by the UN 2030 Agenda for
Sustainable Development and SDG 14 – Life Below Water, as well as the active promotion of the
importance of ocean and marine economy, and the opportunities for blue economy development
(World Bank and UNDESA 2017). Because Blue Economy sectors rely on healthy sea and coastal
ecosystems, their degradation and over-exploitation, and the effects of climate change present
both risks as well opportunities for investment to shift away from harmful practices and economic
activities (Credit Suisse 2020).
As countries are increasingly focused on making progress on SDGs, the 2020-2030 ‘UN Decade
of Ocean Science for Sustainable Development’ presents an opportunity for boosting the blue
economy policy agenda while creating a platform for the science community to strengthen
transdisciplinary approaches and collaborations to identify and promote blue economy solutions
(Claudet., J. et al. 2020).
Marine context in Vietnam
Vietnam has 3,260 kilometers (km) of coastline (excluding the coastline of islands), an exclusive
marine economic zone of about 1 million km2, which is triple the area of the mainland. Coastal
provinces and cities under the central government occupy 51 percent of the total area of the
country and nearly 50 percent of the country’s total population live in these provinces and cities.
Vietnam also has 3,000 islands. The estimates of the size of the marine economy are between 6
percent to 30 percent of GDP (depending on the definition used).
The land strip along the coast is estimated (by MONRE) to be 6 million hectares, of which 2 million
is classified as agricultural land and 1.8 million are classified as forests. About 250,000 hectares of
mangrove forest also remain on the coast (distributed primarily in the northern and southern parts
of the country). In the central region there are also 40,000 hectares of lagoons – shallow water
blocks that have brackish or saline water and are highly favorable for fisheries development – as well
as 290,000 hectares of intertidal zones and 10,000 hectares of beach sand.
Drawing on outdated baseline survey and mapping work, it is known that Vietnam’s marine
mineral assets (done at different resolutions and at various points in time) revealed that there are
more than 50 points of marine mineral sand accumulation with rare earth minerals and cassiterite
and gold in the seabed. There are also 18 fields of sand for construction materials at depths of
30 meters (m). There is also petroleum stock in the continental shelf under 200 m of water.
There are approximately 11,000 living species in Vietnam’s waters, scattered across 20 typical
ecosystems and six different marine biodiversity areas. There are also a range of ecosystems –
island ecosystems, sand dunes, wetlands, river mouths, aquaculture ponds, coral reefs, sea weeds,
mangrove forests, lagoons, swamps, coves, bays, gulfs, inlets, tidal zones, soft and hard seabeds –
that create the diversity and richness of Vietnam’s seas. These ecosystems contain high economic
and conservation value.
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 31
The expansive coastline of Vietnam is one of the most exposed to extreme climate events and
sea level rise. Recent World Bank analysis by Rentschler et al. (2020)13 found that approximately
11.8 million people in coastal provinces are exposed to the threat of intense flooding and over
35 percent of settlements are found on eroding coastlines. In addition, large tracts of the low-lying
deltas of Vietnam are exposed to the risks of salinity intrusion. Compounding current risks and flood
and erosion events is climate change. In a pessimistic scenario, mean sea levels are projected to rise
by 30 centimeters by 2050 and 70 centimeters by 2100.
There is recognition that continuing business as usual is not feasible if the country is to make
use of its assets in coastal areas over the long-term. There is interest in building a blue economy
through transitioning the marine economy to smart climate solutions, sustainable natural resource
management and ecosystem protection. The potential for Vietnam’s coastal economy includes the
development of seaports, tourism and renewable energy (wind, solar, tidal). These opportunities
are rapidly being exploited and there is urgent need to be more systematic and strategic in how
they are used for the socioeconomic development of the country, national interests and local
livelihoods.
Strategy for the Sustainable Development of Vietnam’s Marine Economy
Vietnam’s 12th Party Central Executive Committee promulgated Resolution No. 36-NQ/TW on
the strategy for the sustainable development of Vietnam’s marine economy by 2030, with a vision
to 2045 (herein referred to as the Marine Strategy) in 2018. The Strategy recognizes the important
contribution of the marine economy to Vietnam’s economic and social development, and sets out
targets and objectives that will be delivered through specific pathways that:
● Develop the marine and coastal economy
● Develop sea areas by optimizing natural conditions, harmonizing conservation and development
● Consider environmental protection, marine biodiversity and climate resilience (including managing
marine plastic waste)
● Ensure national defense, security, external relations and international cooperation
● Improve people’s lives.
They will also be delivered through breakthroughs such as:
● Innovative institutional and growth models for marine economy
● Advanced scientific and technological breakthroughs
● Multipurpose infrastructure (based on economic and natural ecosystems).
13 See World Bank report on Resilient Shores, at: https://openknowledge.worldbank.org/handle/10986/34639.
Supporting Resilient Coastal Economies in Vietnam:
32 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
The implementation of the Marine Strategy is enabled by other important policies and legal
frameworks that the Government has adopted, particularly the 2015 Law on Natural Resources
and Environment of Sea and Islands and the 2017 Law of Planning, which includes a requirement for
national marine spatial planning (the Master Plan currently in development). The operationalization
of the Strategy is supported by two key policy instruments. These are:
● Decision No. 203/QD-TTg approved in February 2020, which establishes the National Steering
Committee on the implementation of Vietnam’s Marine Strategy. The National Steering
Committee (NSC) has the responsibility to:
• Inform policies and laws on sustainable marine economic development
• Assist the Prime Minister to issue schemes and projects of sustainable marine economic
development
• Direct, regulate and coordinate across ministries
• Help with ensuring effective implementation of marine economy activities.
● Resolution No. 26/NQ-CP approved on March 5, 2020, which is the Government’s five-year
Master Plan for implementing the Marine Strategy. Resolution 26 includes 51 activities, assigned
across key ministries, that need to be implemented within the time period of 2020-2025.
● Prime Minister Decision No. 647/QD-TTG dated May 18, 2020, which approved the proposal
on Strengthening International Cooperation for Implementing Vietnam’s Marine Strategy. The
decision primarily authorizes the pursuit of greater cooperation with international donors
and organizations to mobilize support to deliver both Party Resolution 36 and Government
Resolution 26.
● The approval of the planning task for the Marine Spatial Plan – this lays out the approach and
orientation that will be taken in the process of formulating the Marine Spatial Plan.
Report outline
The core purpose of this report is to share key considerations for operationalization of Vietnam’s
Marine Strategy based on insights from international experiences regarding blue economy
development. The report also helps to raise awareness regarding how a blue economy agenda
could be a pivot for boosting coastal resilience and development in Vietnam.
The report covers specific areas of interest related to institutional approaches and capitals (natural,
human and financial) that were identified by the World Bank in dialogue with the Government of
Vietnam, starting with an orientation to blue economy. These distinct but closely inter-linked areas
are viewed as critical to bringing greater coherence to the additional support requirements for
developing the Vietnamese coastal economies/ blue economy:
● Marine spatial planning and natural resource management
● Effectiveness of inter-sectoral coordination
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 33
● Capacity building
● Mobilization of investment
● International support and coordination
In order to gather the most relevant insights, three methods were applied in the preparation of
this report:
● Consultations with selected government agencies and stakeholders in Vietnam directly responsible
for implementation of the Marine Strategy or with an interest in blue economy and sustainable
development – with the aim to gather firsthand input and perspectives to guide and refine the
focus of this work, based on expressed views and needs14
● Wide review of relevant and recent literature and initiatives on the subject matters to identify the
most meaningful insights for Vietnam’s context
● Country case studies with a view to broad approaches and/or specific practices and experiences.
Over 15 countries are referenced in the report.
The chapters of the report first present the rationale for the topic, followed by examples and
insights from international case studies. Each chapter includes recommendations for Vietnam that
are based on the insights and lessons learned in other countries. Short-term/immediate next steps
have been identified for all of the six subject areas. The chapters present the following:
● Chapter 1, Determining the orientation of blue economy, focuses on the concept of
blue economy (principles and definitions), including the distinction from the marine economy, and
provides country examples regarding the approaches and positioning of blue economy within the
wider economy and green growth drivers.
● Chapter 2, Effectively using marine spatial planning, provides insights and lessons from
a wide range of countries about their experience with preparing and implementing marine spatial
plans. Critical elements of effective MSPs and the potential benefits are also addressed.
● Chapter 3, Effectiveness of inter-sectoral coordination between agencies, outlines
various approaches to integration to overcome the traditionally fragmented, sectoral approaches
to marine management. Effectiveness of agency coordination on aspects like infrastructure
development and access to funding is also covered.
● Chapter 4, Strengthening capacity for integrated management of natural resources
and sea and island environments, explores integrated management as a fundamental pre-
requisite for the effective implementation of the Marine Strategy.
14 A semi-structured discussion framework was developed jointly with the World Bank as basis for engagement with
selected stakeholders: central government ministries and agencies (MONRE & VASI, MPI, MIT, MCST), four provinces, academia
(University of Hanoi) and international partners (UNDP and PEMSEA). Input and perspectives were gathered through consultations
by telephone or video-link; translation was used when necessary. Several of the consulted parties provided written responses, which
were translated from Vietnamese into English.
Supporting Resilient Coastal Economies in Vietnam:
34 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● Chapter 5, Mobilizing resources for priority investments and using public funds to
leverage private financing, describes a range of countries’ investment approaches involving public
and private finance, and the importance of measurement, science and technology in articulating blue
growth.
● Chapter 6, International cooperation for sustainable development of the marine/
coastal economy, explores how Vietnam can leverage international cooperation efforts to
maximize positive impacts in the development of the country’s blue economy – with a focus on
resource mobilization.
The ability of Vietnam to leverage such knowledge and its own experiences (SEDS, ICM, etc.) to
pivot and adapt within a recovery-focused agenda, will assist with the success of the Marine Strategy
implementation.
Photo: Hikari0909 - shutterstock.com
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences 35
CHAPTER I.
Determining Photo: GreenOak - shutterstock.com
the orientation
of blue economy
Supporting Resilient Coastal Economies in Vietnam:
36 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
1.1 Blue economy definition and approaches
The concept of the ‘blue economy’ emerged with the increased need to ensure that socioeconomic
growth did not occur at the expense of marine and coastal environments and natural capital. There
are different definitions and principles that underpin the concept of a ‘sustainable’ blue economy
(see Table 2 below).
Table 2. Blue economy: principles and definitions
Principles for a sustainable Blue economy Blue economy
blue economy (World Bank 2017) (FAO 2014)
(WWF 2015)
Is governed by public and An economy that “seeks Coherent approach
private processes that are to promote economic for the sustainable,
inclusive, well-informed, growth, social inclusion, and integrated and
adaptive, accountable, preservation or improvement socioeconomically
transparent, holistic, and of livelihoods, while at sensitive management
proactive the same time ensuring of oceans and wetlands,
environmental sustainability” focusing on capture
Public and private actors must
fisheries, aquaculture,
set measurable goals and [This is distinct from the
ecosystem services,
communicate progress, develop broader ‘ocean economy’,
trade and social
adequate rules and standards which includes all economic
protection of coastal
for the effective governance activity taking place in and
communities
of marine space and actively around the ocean, sustainable
cooperate to promote change or otherwise]
Partnerships in Environmental Management for the Seas of East Asia (PEMSEA) has identified four
key elements required in coastal and marine economic activities to be considered blue economy:
● Protects, restores and sustains healthy coastal and marine ecosystem services
● Generates sustainable, equitable economic benefit and inclusive growth
● Integrates approaches between multiple industries and government
● Innovates, informed by the best available science.
In the 2016 report The Ocean Economy in 2030, the OECD put forward a framework for ocean
economy that illustrates the linkages (impacts and dependencies) between marine ecosystems as
natural capital assets on which ocean-based industries depend (Figure 1). The OECD measures the
size of the ocean economy based on gross value-add (i.e., the direct net economic contribution
of an industry to the overall economy) and highlights the need for marine ecosystem valuation to
recognize and address environmental externalities.
CHAPTER I: Determining the orientation of blue economy 37
OCEAN
ECONOMY
Intermediate inputs
Ocean-
Marine
based
ecosystems
industries
Impacts
Physical Non-
Market Natural
capital stock market
flows and capital
ocean-based flows and
services assets
industries services
Figure 1. OECD’s conceptual framework for ocean economy
For the purpose of this work, the World Bank definition is followed, which is aligned with the scope
of blue economy as defined in Vietnam’s Marine Strategy.
Countries have taken different approaches in the orientation towards blue economy and blue
growth, based on their contexts, and specific needs and opportunities. The differences in country
contexts and scope of blue economy notwithstanding, there generally are several approaches (or
a combination of them) that countries and regions have pursued in the effort to progress blue
economy (Patil et al. 2018):
● Measure the size of the marine economy (proportion of GDP, value added, jobs) and its
sustainability (environment and ecosystems, social) and set up targets for sustainable growth, as
part of a strategy for policy integration or sectoral approaches
● Seek private investment in traditional or emerging ocean industries along principles of sustainability,
often enabled by public investment in science, technology and research
● Leverage coastal and marine spatial planning as a springboard for blue economy solutions and
opportunities.
Mitigation of climate change is also one of fundamental principles that drives the focus on blue
economy opportunities, even though it may not be defined as an actual approach.
To the extent that blue growth overlaps with green growth, OECD policy recommendations include:
● Enhancing efficiency in the use of resources and natural capital, and reducing waste
● Stimulating innovation of new technologies to support GDP growth and enhance natural capital
Supporting Resilient Coastal Economies in Vietnam:
38 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● Creating new markets by stimulating demand for green technologies, goods, and services
● Measuring natural capital and incorporating in economic decisions
● Boosting investor confidence through addressing environmental and social risks.
1.2 International experience with blue economy development
Generally, countries apply more than a single approach in their effort to progress blue economy,
which is reflective of the integrative nature of blue economy concept (see Table 3). The combination
of approaches depends on policy frameworks and objectives (for example, climate objectives),
sectoral growth potential (for example, aquaculture or tourism), and the science and research and
development (R&D) capability. Leadership and champions of blue economy in government, science
or industry can also be factors that influence the approach towards blue economy.
Table 3. Approaches to blue economy in selected countries
Broad South United
Australia EU Indonesia India
approaches Korea States
Measuring the
blue economy;
X X X
sectoral
approach
MSP/ICM driven X X X X X
Programmatic
investment; X X X X X X
science
Mitigation/
adaptation to X X X
climate change
In the context of recovery from the Coronavirus Disease (COVID-19) pandemic, a blue green deal
approach is appearing to emerge, with efforts underway in countries like the US, where a policy
framework for developing the US blue economy in the 21st century has been proposed.15
1.2.1 Australia
Australia’s view of blue economy is to promote the development of marine industry that ecologically,
economically and socially benefits from marine ecosystems, and to ensure that the ecosystem-
based management model is at the core of decision-making processes for industrial and community
development (Australian Government 2012). This is in line with the Australia’s Ocean Policy
Framework that was developed in 1998.
15 Policy document available at: https://www.middlebury.edu/institute/sites/www.middlebury.edu.institute/files/2020-07/
OCAP%20Final%20Report%20July%202020.pdf?fv=jU9WiDNR.
CHAPTER I: Determining the orientation of blue economy 39
The country’s approach to Blue Economy is articulated in the National Marine Science Plan
2015-2025 (NMSP), a 10-year marine science plan to support the development of Australia’s
blue economy. The plan is intended to support the growth of the ocean economy to 100 billion
Australian dollars (AUD) by 2025 through addressing seven key challenges:
● Maintaining marine sovereignty and security and safety
● Achieving energy security
● Ensuring food security
● Conserving biodiversity and ecosystem health
● Creating sustainable urban coastal development
● Understanding and adapting to climate variability and change
● Developing equitable and balanced resource allocation.
The NMSP provides the blueprint for and is helping to channel some of the resources for boosting
blue economy. The plan outlines the role of research and development activities to address each
challenge, without a central role for marine spatial planning (Voyer et al. 2017).
To transition the blue economy into mainstream economic development, address risks from
ecosystem degradation and climate change, and capture opportunities for development, a wide
range of programs and initiatives are ongoing at state, local and international levels. 16 One of the
recent major initiatives is the establishment in 2019 of the Blue Economy Cooperative Research
Centre (CRC) to enhance the development of Australia’s sustainable blue economy through
the delivery of world-class, industry focused research into integrated seafood and renewable
energy production systems. The CRC is an AUD 329 million research project based on a 10-
year collaboration between 45 national and international partners from industry, research and
government, underpinned by an AUD 70 million cash investment from the Federal Government,
plus an AUD 78 million cash investment and AUD 181 million in-kind investment from participants.
It is expected to generate more than AUD 4 billion for the national economy.17
Australia’s blue economy agenda is also reflected in its international activities. For example, the
National Marine Science Committee has a leadership role in communicating about the UN’s Decade
of Ocean Science for the benefit of Australia.
The experience with progressing blue economy – and more specifically, the Ocean Policy, as an
underpinning framework – is not without criticism. The major marine bioregional planning process
undertaken by the federal government as part of the activities under the Ocean Policy (an MSP-like
process) lost momentum due to limited state involvement, confusion, too narrow responsibility and
sectors having a dominant role. Lack of dedicated funding for implementation after the initial period,
as well as monitoring and evaluation, are part of the challenges identified (Vence, J. 2014).
16 Australia has three levels of government: federal, state and local levels, which involve a combination of specific powers as
well as shared/concurrent powers. The federal government is responsible for areas like foreign affairs and defense, and it has shared
responsibilities with state governments in areas like environment, fisheries, tourism, science and technology. The federal government
provides about half of the budget of state governments to manage the implementation of policy and delivery of services.
17 There is no information available on how the contribution to the Australian economy was estimated.
Supporting Resilient Coastal Economies in Vietnam:
40 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
1.2.2 India
A quarter of the country’s population lives by the coast and improving coastal management is
an important element of India’s Nationally Determined Contributions (NDCs) under the Paris
Agreement in order to:
Create an additional carbon sink of 2.5 to 3 billion tons of carbon dioxide equivalent (tCO2e)
through additional forest and tree cover, including mangroves, by 2030
Better adapt to climate change by enhancing investment in sectors vulnerable to climate change,
including coastal regions
Build capacity and invest in cutting-edge climate technology.
The National Coastal Mission (NCM) was initiated under the National Action Plan on Climate
Change (NAPCC) and aims to improve the management of coastal areas to respond to the threats
of climate change. The NCM is part of the Society of Integrated Coastal Management (responsible
for ICM implementation) and is tasked with promoting the blue economy agenda while recognizing
the importance of conservation and resource sustainability.
In 2017, the Federation of Indian Chambers of Commerce and Industry, the national business and
industry advocacy group, led to the development of the knowledge paper Blue Economy Vision
2025: Harnessing Business Potential for India Inc and International Partners. The aim was to increase
awareness within India Inc about the growing global and regional focus on the sustainability of
harnessing ocean resources. Although this is not an official document of the Government of India,
it does provide a framework for action to progress blue economy opportunities.
The paper notes that development of the blue economy depends on the evolution of the established
sectors to embrace a low-waste, low-carbon future alongside emerging sectors and ocean-based
industries and activities (see Table 4).
Table 4. India’s blue economy: overview of established and emerging sectors
Established sectors Emerging sectors
• Fisheries • Renewable ocean energy (offshore wind,
tidal and wave energy and biofuels)
• Shipping
• Seabed mining for metals and minerals
• Port and maritime logistics
• Marine aquaculture
• Marine coastal tourism and leisure
• Marine biotechnology
• Conventional minerals exploration and
production • Ocean monitoring, control and
surveillance, and education and research
• Marine construction activities
CHAPTER I: Determining the orientation of blue economy 41
The Task Force responsible for the development of India’s Blue Economy Vision 2025 recommends
that India Inc needs to give priority to the following sectors:
● Fisheries and aquaculture
● Seaport and shipping (including port development)
● Tourism (including island development for tourism)
● Renewable ocean energy
● Mining (offshore hydrocarbons and seabed minerals).
The paper notes that determined efforts have to be made in terms of planning, investment, and
sectoral allocation to ensure the growth of India’s blue economy. It recommends that “priority areas
for different sectors of the Blue Economy should be identified, based on the potential and feasibility
of the Blue Economy in India. (FICCI 2017)” This includes reviewing business opportunities and
constraints in India and a suggested high-level methodology for the blue economy assessment.
Currently, the focus is on leveraging the NCM platform to develop state-level integrated coastal
management plans and execute ‘no-regret’ coastal investments in states where such plans already
exist. Continuing to build institutional and technical capacity at federal and state levels is also a focus
and is being done with World Bank support.
1.2.3 Indonesia
The development strategy and foreign policy objective for Indonesia is to become a “global
maritime axis” at the crossroads of the Indian and Pacific Oceans by focusing on maritime security,
connectivity and commerce, and conservation through better management. Indonesia is a Member
State of the Indian Ocean Rim Association (IORA) and signatory of the 2018 Jakarta declaration
(IORA 2017) which commits to the development of IORA’s blue economy for priority sectors,
including: fisheries and aquaculture; renewable ocean energy; seaports and shipping; offshore
hydrocarbons and seabed minerals; deep sea mining, marine tourism; and marine biotechnology,
ocean observation, research and development. Currently, the marine economy contributes 6.4
percent towards Indonesia’s GDP and aims to rise to 12 percent by 2045.
Indonesia’s blue economy policy is focused on growth in the ocean economy to lift the country into
the upper middle-income bracket, based on four main objectives:
● Strengthening sovereignty over the country’s waters and resolving maritime border disputes
● Sustainably managing the natural resources and protecting the marine environment, notably by
stepping up efforts to both combat illegal capture fishing and to expand aquaculture development,
exponentially growing public revenues from the sector by 2019
● Increasing tourism (doubling visitors by 2019) by building marinas along yacht routes, for example
● Building science and research capacity for a blue economy, for example, through construction of
three marine science-techno parks by 2019 (Salim 2014).
Supporting Resilient Coastal Economies in Vietnam:
42 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
To achieve these objectives, the country is using integrated sea use management and marine spatial
planning as delivery platforms. To date, the country has made good progress in the development
of marine spatial planning, and 21 provinces out of 34 had completed and passed into regulation
the MSP.
In addition, Indonesia is setting up blue economy demonstration zones in Lombok and Anamabs
islands and Tomini bay for visitors to explore the blue economy model, with features on the marine
industry, fishery, seaside tourism industries, small island collective, regional and bay development
(Wenhai, L. et al. 2019). This involves support from a 20-year engagement by the World Bank
and the Coral Reef Rehabilitation and Management Program (COREMAP). Furthermore, a project
is also underway to strengthen the institutional capacity for monitoring and research in coastal
ecosystems to produce evidence-based resource management information.18
Some of the challenges that Indonesia is facing in pursuing blue economy include illegal, unreported
and unregulated (IUU) fishing, piracy, and waste/marine debris. The efforts focused specifically on
the blue economy are still fairly new.
1.2.4 The European Blue Growth Agenda: measurement and programmatic investment
The EU-wide Blue Growth Agenda was initiated in 2012 and the Blue Economy Innovation Plan,
which guides the region’s blue economy agenda, was launched in 2014 with a three-prong approach
for implementation. First is the focus on areas that have high potential for sustainable growth and
jobs in specific sectors:
● Aquaculture
● Maritime, coastal and cruise tourism
● Marine biotechnology
● Marine mineral resources
● Blue energy.
These sectors have been identified in the 2012 blue growth study that was undertaken with the
goal to estimate the current size (value-add and employment), recent growth, and future potential
of the maritime economy in the EU.19
To further the sector focus, the strategy includes three essential components to provide knowledge,
legal certainty and security in the blue economy:
● Marine knowledge to improve access to information about the sea
● Maritime spatial planning to ensure efficient and sustainable management of activities at sea
● Integrated maritime surveillance to give authorities a better picture of what is happening at sea
18 For more details on the project, see: https://www.worldbank.org/en/news/loans-credits/2017/06/16/indonesia-coral-reef-
rehabilitation-and-management-program-coral-triangle-initiative-coremap-cti-restructuring.
19 For details on the methodology to estimate the size of blue economy, go to: https://webgate.ec.europa.eu/maritimeforum/
system/files/Blue%20Growth%20Final%20Report%2013092012.pdf
CHAPTER I: Determining the orientation of blue economy 43
Lastly, to give effect to the strategy, sea basin strategies were developed to ensure tailor-made
measures and to foster cooperation between countries. The onus of the EU approach is on
innovation, knowledge and technology – and the marine spatial plans for sea basins ensure that the
ecosystem-based management is built in.
The legal framework for implementation is provided by the EU’s Marine Strategy Framework
Directive, which has been in force since 2008. It requires Member States to set up national marine
strategies to achieve, or maintain where it exists, ‘good environmental status’ by 2020 (EU 2020).
The policy framework was further enhanced with the development of the Directive on a framework
for maritime spatial planning and integrated coastal management.
The EU assists the implementation at the Member State level with strategic guidance as well as
through monitoring and reporting on the blue growth progress through the annual EU Blue Growth
report and an online indicators dashboard for the sectors established in the blue growth report.20
There is significant investment available both at the EU and selected country levels, and currently
the alignment under the Green Deal is being considered (EU 2020).
1.2.5 South Korea
South Korea has had an ocean strategy since 2002, known as Ocean Korea 21 (OK 21). The
strategy’s recent objectives were to increase the contribution of the ocean sector to the national
GDP from 7 percent (approximately USD 33 billion) in 2005 to 10 percent by 2016. The 10-year
operational plan for the OK 21 covered most of the commitments on oceans and coasts under the
World Summit on Sustainable Development (WSSD) and the Sustainable Development Strategy
for the Seas of East Asia (SDS-SEA).
According to PEMSEA, the integration of land and ocean management programs in 2008 created
the Ministry of Land, Transport and Maritime Affairs, and enabled improved implementation of
integrated land and ocean policies. This led to the revision of the Coastal Zone Management Act
in 2009, which now includes a coastal zoning scheme. Almost all coastal-located local governments
have developed and are currently implementing their coastal management plans.
To stop the decline of the marine ecosystem and to ensure that blue growth is not jeopardized, the
country has been working towards a Master Plan for Marine Space to serve as the Government’s
highest-level plan for marine space management, providing a framework for building an integrated
marine space management system. A marine spatial management plan was initiated in 2018 and
expected to be completed in 2022.
Government priorities and resources, conflicts in marine spaces and sector trade-offs, and sustainable
use of marine spaces are all being considered in the establishment of the marine spatial plan. The
main components of the Marine Spatial Planning System will include (PEMSEA n.d.):
● Coastal zoning system
● Marine spatial assessment
● Marine space suitability consultation
20 Blue indicators dashboard is accessible at: https://blueindicators.ec.europa.eu/access-online-dashboard_en
Supporting Resilient Coastal Economies in Vietnam:
44 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● Research and technology development
● Oceans and fisheries platform
● Participatory and cooperative governance.
Science and technology, and private sector involvement play a prominent role in the ocean economy
initiatives. Provinces provide input into the development of the Master Plan and are responsible for
implementation.
The experience with green growth strategy implementation provides meaningful insights in relation
to the ocean policy and MSP implementation, and potentially add value if integration is sought (due
to the focus on climate adaptation and low-carbon transition in green growth).
1.2.6 United States
The United States has had a long-term focus on ocean policy and economic development of ocean
resources. The focus on ocean economy is informed by the experience with ocean economics and
the governance and management of ocean observing systems, monitoring, and data management
systems. In 2010, the country established the National Policy for the Stewardship of the Ocean, Our
Coasts, and the Great Lakes (NOP), which required the government to consider the entire ecosystem
when making decisions regarding ocean management. NOP established the requirement for marine
planning as a science-based tool that regions can use to address specific ocean management challenges
and advance their economic development and conservation objectives. Because of the federalist model
of government, regional governance approaches have emerged to address existing and upcoming
challenges to ocean health. There is recognition that regional approaches foster cooperation among
the States, avoidance of conflicts in managing shared resources, and efficiency in regulatory processes.
The first complete economic assessment of the value of America’s marine economy, including
goods and services, was completed in 2020 and showed that marine economy contributed about
USD 373 billion to the nation’s gross domestic product in 2018 and grew faster than the country’s
economy as a whole (BEA n.d.).
Currently, a national policy framework, The Ocean Climate Action Plan (OCAP)—A Blue New Deal, is
being championed by scientists and policy experts with the aim to:
● Use ocean and coastal resources to reduce greenhouse gas emissions and draw atmospheric
carbon dioxide (CO2) down to safer levels
● Enable coastal communities to more effectively and equitably adapt to climate impacts
This proposed policy framework addresses four issue areas:
● Coastal adaptation and financing
● Clean ocean energy
● Ports, shipping, and the maritime sector
● Sustainable fisheries, aquaculture, and marine biodiversity conservation.
CHAPTER I: Determining the orientation of blue economy 45
1.3 Importance of data
It is self-evident that a robust blue economy development framework requires reliable and up-to-date
data and analysis. Without these, it is not possible to have evidence-based decision-making for optimal
growth of the blue economy. Data are needed on the stock and flow of assets in the marine/coastal
space. Data are also important to how public expenditures are currently used to address issues relevant
to the oversight of oceanic, marine, and coastal (OMC) resources, environmental degradation, and a
country’s development aspirations driven by economic sectors dependent on these “blue” resources
and environments. A better understanding of public expenditures can help adjust these expenditures
to help generate sustainability. Along with the analysis of natural capital, a public expenditure review is a
set of analytical works that will inform the impact of current efforts according to various metrics. There
are a host of tools that can be used to compile information on natural assets and public expenditures.
1.3.1 Natural capital and ocean accounting
Natural capital accounting is a tool used for more explicitly recognizing a natural asset in the
system of economic accounts and for measuring changes in the natural assets on which people
and economies depend. The marine natural capital is the ocean’s stock of natural assets, which
include living and non-living resources. From this natural capital flows a variety of marine ecosystem
services – the benefits that people obtain from marine ecosystems. Ecosystems can provide a
higher amount of services, and therefore better support human well-being, when they are healthy,
thus also providing more benefits for more people.
The United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP) has led
experimental work for the development of Ocean Accounts under the international statistical standard
System of Environmental-Economic Accounting (SEEA). Natural capital/ocean accounting is seen as a
valuable tool to establish the evidence and measure the progress towards blue economy, noting that:
Application of natural capital analysis and accounting in the marine environment is an area of
learning and exploration, and tools and methods are still emerging.
● A blue paper was just published by the High-Level Panel for a Sustainable Ocean Economy on
National Accounting for the Ocean and Ocean Economy, about the opportunity for incorporating
ocean accounts into national accounting frameworks and the data and technology already available
for this.
● By using natural capital accounting, a country can create a snapshot of the ocean economy’s
contribution to its national economy. An overview of the interaction between ecosystem services
and the blue economy is included in Annex A. Overview of the interaction between ecosystem
services and the blue economy
● Current thinking and practice continue to be informed by land-based approaches, while recognizing
the limitations and gaps in data due to the highly dynamic nature of marine species and ecosystems.
A range of countries have committed to producing ocean accounts and developing their knowledge
and ability to make effective decisions about the use of oceans to progress the 2030 Agenda for the
SDGs. Ocean accounting is also instrumental for the development of MSP and guidance is available
showing how ocean accounts provide and meet the data needs of MSP.
Supporting Resilient Coastal Economies in Vietnam:
46 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Natural capital accounting at EU level
Because natural capital is a critical dimension of the growth and innovation agenda for the EU, the
Knowledge and Innovation Project on an Integrated system for Natural Capital and ecosystem
services Accounting (KIP INCA)21 was established. The goal of the project is to design and implement
an integrated accounting system for ecosystems and their services in the EU by testing and further
developing the technical recommendations provided by the SEEA–Experimental Ecosystem
Accounting (SEEA-EEA). KIP INCA builds on the EU initiative on Mapping and Assessment of
Ecosystems and Services (MAES), an initiative which coordinates and oversees the ecosystems
knowledge base, including condition, service provision capacity, biodiversity and the pressures to
which they are exposed (Maes et al. 2018). KIP INCA supports the second phase of MAES, which
focuses on the valuation of ecosystem services and their integration into accounting and reporting
systems (La Notte et al. 2017).
1.3.2 Public expenditure review
Public expenditure reviews (PER) are widely used to improve public spending to achieve a
government’s sectoral objectives. Similarly, a blue economy PER could help identify and quantify:
The level of public expenditure being made to achieve the objectives of the blue economy
Whether the expenditures are ensuring positive impacts and avoiding negative externalities to
OMC sectors. It is important to consider the adverse effects of investments on coastal/marine areas
and ecosystems when determining whether they are socially justified.
The impacts of public expenditure (for example, explicit or implicit subsidies) on blue natural
capital and externalities to OMC sectors (for example, construction of some kinds of infrastructure,
transport, agriculture, etc.).
Missed opportunities to generate public revenue from beneficiaries of blue natural capital
(fees/taxes).
The public expenditure review should provide answers to the following questions:
1. How much does the government spend and on what?
2. Relative to the government’s policies and goals and sector needs, how much is spent now
(adequacy), and what can be afforded in the medium and long term (sustainability)?
3. Are public resources being used efficiently and effectively?
4. Is the public financial management system set up to enhance financial accountability?
5. Does public spending promote equity?
Unlike sectoral PERs, blue economy PERs are not limited to sectoral or ministerial lines. It, therefore,
is imperative to conduct the PER with a clearly established focus for the analysis and the objectives
of the PER.
21 Set up by the European Commission (including Directorate-General for Environment, Directorate-General for Research
and Innovation, JRC and Eurostat) and the European Environment Agency.
CHAPTER I: Determining the orientation of blue economy 47
Key insights and observations from international examples:
• Blue economy is applied as a macro approach that is underpinned by specific strategic
policies and frameworks to drive execution, for example, climate mitigation or investment
in science and innovation (EU, Indonesia, South Korea).
• Information on the size of the marine economy and opportunities for growth and risk
exposure underpin strategic frameworks for blue economy. Such evidence is key for
determining growth targets and environmental and social indicators. Public revenue,
GDP, employment and natural capital metrics are examples of indicators used to
measure size and trends of a blue economy.
Measurement and valuation
• Valuation of ecosystem benefits (both market and non-market) using ecosystem
accounts or ocean accounts to more accurately articulate the role and importance of
natural assets for blue economy is also applied and increasingly critical to the investment
agenda (Australia, EU).
• Clear idea of public expenditure and identification of opportunities for improving
expenditure efficiency are also critical elements for identifying where to mobilize private
financing and for building a sustainable blue economy.
MSP as platform for blue economy
• A form of ICM or MSP is applied by all countries to guide implementation and resolve
conflicts in blue economy sectors. ICM is especially relevant when marine economy is
defined more broadly (includes coastal economies).
• Lack of resources for MSP implementation can pose a risk to effective implementation
and capturing of benefits from blue economy.
• The ‘blue’ aspect of the blue economy requires careful consideration to understand
effects of economic activities on ecosystems. Gas and seabed mining are increasingly
perceived as untenable blue economy opportunities.
Multi-sectoral approaches
• Most countries focus on sectors and industries in order to quantify the marine economy,
assess potential and set targets for growth (EU, Australia).
• In this approach, two aspects seem very important:
° Integration of environmental and social considerations (negative screening)
° Recognition that the individual sectors of the blue economy are interdependent and
often rely on common skills and shared infrastructure (ports, electricity distribution,
roading).
Supporting Resilient Coastal Economies in Vietnam:
48 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
• Inter-sectoral collaborations and solutions are starting to emerge and are expected to
drive solutions and significant investment in the industry. For example, Australia’s joint
government–science–industry collaboration, the Blue Economy Cooperative Research
Centre, is delivering industry-focused research into integrated seafood and renewable
energy production systems.
Capacity for science-based solutions and management
• Science, technology and innovation has a prominent role in all blue economy approaches
(EU, Australia, South Korea).
• Successful implementation in blue economy depends on good science and marine
observation systems to support MSP, data management and analysis through technological
innovations at sectoral and inter-sectoral levels. For Australia, science appears to drive the
momentum for a stronger and more innovative blue economy agenda.
• Complex marine observation systems are being put in place for ecosystem monitoring
and management – and some of the development partners support such investments
(India, Indonesia, EU, Australia).
• The relationships between science, government and the private sector are increasingly
complex, with innovative partnership and collaborations emerging in the blue economy
space, including:
° Shared investments and risks (Australia, EU, South Korea); and
° Prototyping solutions.
1.4 Recommendations for Vietnam
Vietnam is advanced in its formulation of the Marine Strategy. The existing Resolution 36 is
comprehensive and establishes an all-encompassing framework for the pursuit of blue economy
that involves key economic sectors (natural resources, transport, tourism and recreation, energy,
coastal protection and marine ecosystem restoration). The strategy indicates alignment to the
principle of sustainable development and integrated management (coastal to sea), recognizing the
strong connections between marine sectors and marine and coastal ecosystems as part of a broader
economic system. Resolution 36 also emphasizes the need for climate solutions and resilience to
sea level rise and extreme weather events, providing a strong emphasis on resilient blue economy
solutions. Lastly, it outlines the need for equity and inclusiveness in mobilizing and sharing resources.
The strategy recognizes the importance of international coordination in the regional context, but
also with a view to access to knowledge and resources.
As mentioned earlier in this report, Vietnam has also taken steps to facilitate inter-sectoral
coordination, use current tools (e.g., MSP and ocean accounts), and foster mobilization of additional
financing. These are critical steps in preparing for implementation.
CHAPTER I: Determining the orientation of blue economy 49
Box 1: Piloting of ocean accounts in Vietnam
Ocean accounting has been applied in the northern province of Quang Ninh using SEEA-
EEA, focusing on pollution, ecosystems and tourism accounts. The province’s major issues
are water pollution due to wastewater and coal mining activities, urban and industrial solid
waste, air pollution due to thermal power and cement plants, and forest degradation and
reduction of biodiversity. Data on land-sea pollution flows, ecosystem types and condition
are taken from detailed maps (which reinforces the integrative value of MSP). Ecosystem
mapping demonstrated 80–100 percent loss of identified sea grass areas, 25 percent
mangrove reduction, and 70 percent loss in extent of coral. The impacts were driven by
aquaculture, the use of toxic chemicals for fishing, sedimentation from flash flooding, and
land-use conversion by industry. Major challenges in ocean accounting in Quang Ninh
include dealing with multiple data sources and agencies, and capacity regarding geographic
information systems/technology.
The following high-level recommendations are put forward for consideration as Vietnam advances
with the implementation of its Marine Strategy (more specific recommendations are presented in
the subsequent chapters):
Increase awareness about the importance of and opportunities from blue economy
● Raise awareness and educate stakeholders (government agencies, private sector, community and
youth organizations) at national, regional and provincial levels about blue economy opportunities,
especially in the context of the Marine Strategy. This includes:
• Outlining the areas of potential in current and emerging blue economy sectors to generate
jobs and revenue, reduce risks and pressure on marine ecosystems, and adapt to climate
change.
• Establishing a consistent definition for the marine economy and estimating the value of this
economy, using statistics for valuing Vietnam’s sea-based economic activities and the critical
marine ecosystems services on which they depend (like Australia, EU or US). This should
include estimates at sectoral and coastal provinces level.
• Presenting information on how the marine environment is currently being used, the needs of
different activities today and in the future, and what new technologies are emerging.
• Presenting information on the (market and non-market) benefits and opportunities of
transitioning to a blue economy in existing and emerging sectors.
● Articulate the importance of blue economy at regional and provincial levels by guiding the
process of subnational planning to align with the central planning processes. Refer to the chapters
on Marine Spatial Planning, Capacity Building and Resource Mobilization for further insights
and suggestions. In the short term, this should include engaging with provinces and regions to
increase awareness about blue economy and to identify “quick-wins” opportunities that will help
drive project identification and investment mobilization.
Supporting Resilient Coastal Economies in Vietnam:
50 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● Create platforms for dialogue and decision-making on how to reconcile economic growth and
resilience, for example, how to augment the area for renewable energy without compromising
fisheries habitat or increasing risk to extreme weather events.
● Consider the development of a dedicated blue economy information portal to act as a platform
for data repository, networking, and knowledge and skills sharing (like US, Australia, India and
other countries).
Generate and use evidence in decision-making
● Develop ocean accounting as a management framework for the marine economy and the
underlying natural capital assets – thus making the linkage between economic output and the
status of ecosystems.22 This would also assist with MSP development and measuring Vietnam’s
progress towards the 2030 Agenda for Sustainable Development.
● Enhance the practice and use of risk-adjusted economic analysis and valuation of marine
ecosystems and their services to articulate blue opportunities in decision-making (like Australia,
EU or US).
● Identify appropriate indicators for the blue economy to measure changes and trends. These
indicators should be drawn from an assessment of the blue economy and be set up as a
dashboard of indicators that measure changes and trends and provide estimates at the sectoral
and coastal provinces levels.
Mainstream and integrate blue economy thinking into economic development
● Strengthen the institutional framework for the implementation of Marine Strategy by confirming
the government’s role and ensuring coordination of relevant agencies and sectors at different
level of government (national, regional, provincial and local) with a view to policy development,
regulatory enforcement and investment (see Chapter 3 on Inter-agency Coordination for more
detailed information).
● Align and integrate relevant Marine Strategy objectives and specific targets into key government
policy documents and international commitments – e.g., planning documents and National
Action Plan on Climate Change (as was done in India). Targets from the Marine Strategy that
can be integrated into such documents include:
• Environmental: marine and coastal conservation zones area are increased to over 6 percent;
coastal mangroves are restored to at least the area from the year 200023
• Economic and social: coastal provinces will make up 65-70 percent of GDP from 20.8 percent
currently and per capita income will be 1.2 higher than the national average; sea-based
industries will deliver 10 percent of national GDP.
22 Guidance on preparation of ocean accounts under the UN SEEA has been recently launched. The Global Ocean
Accounts Partnership was established with the purpose to coordinate and support countries and organizations interested in
ensuring that the values and benefits of oceans are recognized and accounted for in decision-making about social and economic
development. More details are available at: ww.oceanaccounts.org
23 The actual area size is not identified in the Marine Strategy, but it could be through the MSP process.
CHAPTER I: Determining the orientation of blue economy 51
● Develop guidance for high-level prioritization of blue economy opportunities (preferably as part
of, or in synergy with, ICZM and/or MSP processes), following a multi-criteria approach (financial,
social, environmental and cultural). An indicative example is provided in Annex B.
● Identify and target opportunities that are relevant in the provincial context, recognizing the
importance of specific sectors in the provincial economy and the need for “quick wins”. The
goal is to generate commitment and drive project identification and investment mobilization –
either within a specific sector and intra-sectoral (like aquaculture and ocean renewable energy
in Australia).
● Reflect on the lessons (both positive and negative) from the implementation of green growth
strategy to enable more effective implementation and mainstreaming of blue economy (like
South Korea) – including in relation to mobilizing investments.
● Anticipate and respond to the impacts of climate change on the marine environment.
Strengthen engagement with the private sector
● Engagement of the private sector (including investment and finance) is critical for the orientation,
planning and implementation of blue economy. Refer to the chapters on Marine Spatial Planning,
Capacity Building and Resource Mobilization for further insights and suggestions linked to the
proposed establishment of the Vietnam Blue Economy Platform as one of the pathways for
strengthening private sector engagement.
● Provide clear ideas for implementation and develop investment opportunities for the private
sector, i.e., progress from planning to execution.
Leverage and expand science support for blue economy
● Leverage science needs and opportunities to strengthen engagement with the private sector as
well as international partners. The UN Decade of Ocean Science provides a strong platform for
coordination and support from partner countries (like Australia or New Zealand) where science
is focused on blue economy solutions and insights.
1.4.1 Blue economy and COVID-19 recovery
The impact on the marine economy globally from the COVID-19 pandemic is significant and
ongoing. Countries that are reliant on marine industries like fisheries, shipping or tourism are
facing significant challenges and have a task of seeking short-term relief while considering long-
term solutions. It is estimated that maritime shipping has dropped in activity by up to 30 percent in
some regions (Sharpe 2020) and fishing activity has decreased by as much as 80 percent in China
and West Africa (Korten 2020). The impact on tourism globally may lead to a 20-30 percent
decline in tourist arrivals and the International Air Transport Association (IATA) reported an 80
percent fall in flights worldwide. The World Travel & Tourism Council (WTTC) calculates that up
Supporting Resilient Coastal Economies in Vietnam:
52 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
to 75 million jobs in tourism and travel are currently at risk, with over USD 2 trillion in potential
GDP loss (UNWTO 2020).
To counter the economic and social impact, many countries have initiated recovery packages and
green transitions, which mean blue to green ideas are being encouraged. According to the United
Nations Conference on Trade and Development (UNCTAD), the pandemic offers the opportunity
to shift resources allocated to boost capacity in sectors like fisheries or maritime transport towards
policy instruments that encourage ecosystem restoration (work towards the marine protected
areas target of 30 percent globally) or improve sustainability, traceability and digitalization in the
sector. In tourism, recovery funds for furloughs could be re-oriented towards hiring people to
restore coastal ecosystems, or execute sustainability upgrades in tourism.24 Because of the significant
greenhouse gas (GHG) emissions of the shipping industry, a focus on investments to accelerate
progress towards decarbonizing shipping and electrifying ports should also be prioritized. The study
A Sustainable and Equitable Blue Recovery to the COVID-19 Crisis, commissioned by the High-Level
Panel for a Sustainable Ocean Economy, has identified five areas for investment stimulus:
● Coastal and marine ecosystem restoration and protection
● Sewerage and wastewater infrastructure for coastal communities
● Sustainable community-led, non-fed marine aquaculture (mariculture)
● Zero-emission marine transport
● Sustainable ocean-based renewable energy.
While not directly comparable to the current crisis, a study by the University of Oxford compared
green stimulus with traditional stimulus after the 2008 global financial crisis. It found that green
projects create more jobs, deliver higher short-term returns per dollar spent by the government,
and lead to increased long-term cost savings compared with investment in carbon-intensive
infrastructure (EIU 2020). It is too early to estimate the extent to which recovery initiatives will
benefit the blue economy or initiatives with a blue economy orientation will create more jobs.
However, the fundamentals for driving progress towards sustainability in marine economy remain
unchanged: the need to combat climate change and sustainably feed a growing population (The
Economist 2020).
In a post COVID-19 world, there is also the opportunity to use the ocean and ocean accounting
to make progress with a new system of national statistics that is fit for purpose and accounts better
for the importance of oceans to human well-being.
24 A certain level of skill may be required and the opportunity for re-orientation needs to be considered on a case-by-case
basis.
CHAPTER I: Determining the orientation of blue economy 53
EAST ASIA AND PACIFIC ECONOMIC UPDATE, SPRING 2021
CHAPTER II.
Effectively using Photo: Ca Dao - shutterstock.com
marine spatial
planning
54 PART II. POLICY
2.1 Rationale for using marine spatial planning
Marine spatial planning (MSP) is one of the key processes and policy instruments that that can assist
in developing and operationalizing the concept of the blue economy. It is also a requirement in the
implementation of the Marine Strategy. MSP and the wider integrated coastal zone management
(ICZM) are processes aimed at prioritization and allocation of coastal and marine resource and
how to facilitate the optimal use of these resources in space and time to achieve desired outcomes.
Effective development and implementation of MSP can produce a variety of environmental, social,
and economic benefits. At the economic level, one of the major benefits of MSP is increasing the
certainty for private sector investments as well as the transparency in permitting and licensing
procedures. This was the case in Belgium where the Consultative Commission on MSP – which
included representatives of each public administration with competence at sea – gave advice for
applications of the use of zones for commercial and industrial activities. In the context of renewable
energy, this process resulted in the decision that the Minister for North Sea and the Minister for
Energy would develop a competitive procedure for tendering the new zones for renewable energy,
and that the Minister for North Sea would coordinate the procedure for determining the space
allocated for the transmission of electricity. MSP and ICZM play a key role in the blue economy:
allocation from MSP and ICZM can be leveraged to inform a blue economy assessment used to
attract investment to pursue economic development and sustainable initiatives (Figure 2)
• Process of spatially prioritizing use and protection of coastal and
marine areas, and their services
• Both MSP and ICM/ICZM are processes aimed at prioritization and
allocation of coastal and marine resource uses in space and time to
MARINE SPATIAL achieve desired economic, environmental, cultural and social
PLANNING outcomes
• Integrated framework for policy, governance and regulatory
INTEGRATED COASTAL
solutions, including economic development
MANAGEMENT PLANS
• Government led with stakeholder input
BLUE ECONOMY
ASSESSMENT • Maximize economic value and development of coastal and marine
environment in a sustainable manner
• Blue economy development must be consistent with MSP and
ICM/ICZM to ensure trade-offs/impacts are understood and
prioritized
• Government has a leading role in early assessment but must move
beyond government to succeed
Figure 2. Differences and alignment between MSP,
ICM/ICZM and Blue Economy Assessment
CHAPTER II: Effectively using marine spatial planning 55
MSP is a public process that helps to achieve the objectives that are specified through political
processes. As a process, it helps to plan and manage human activities in the marine space, as marine
ecosystems or components of the ecosystem cannot be planned. MSP promotes an efficient use of
marine space, as well as the reduction of cumulative negative human impacts, thereby contributing
to preserving marine ecosystem services while generating development benefits.
MSP also contributes to the allocation of space for marine conservation outcomes, such as marine
protected areas (MPAs), which in turn generate economic and social benefits (such as improved fish
stocks and tourism). At the social level, MSP can improve opportunities for public and stakeholder
engagement in ocean use management, and enable the protection of cultural, social and recreational
values. The Marine Strategy requires the expeditious development of national maritime space planning,
and overall planning on the exploitation and sustainable use of coastal resources. In Vietnam, the 2017
Law of Planning25 includes a requirement for national marine spatial planning, and has defined the
National Maritime Spatial Plan as a National Master Plan. See Annex C for further details regarding
the ICZM/MSP planning landscape in Vietnam and elements of the Marine Strategy relevant to MSP.
1 MAKING THE CASE
• Economic and social benefits
• Entry points for MSP
2
• Regulatory
REVIEW ENABLING • Institutional
CONDITIONS • Financial
3
• Define goals and objectives
• Define study area
PLANNING
• Compile data
• Consult stakeholders
Conduct various studies and analyses:
• Sectoral • Ecological
• Socioeconomic • Climate change
[consider trade-off modeling & conflict analyses]
Prepare and endorse plan
4
• Investments
• Coordination and Integration
IMPLEMENTATION • Monitoring and Evaluation
• Adapt to climate change
Figure 3. Key steps in MSP Process
25 Law No. 21/2017/QH14 dated November 24, 2017, passed by the National Assembly of the Socialist Republic of
Vietnam.
Supporting Resilient Coastal Economies in Vietnam:
56 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
International experience points to the importance of conducting various steps in an MSP process
(see Figure 3.) Following such steps, and keeping the importance of implementation in mind while
conducting the planning. can help ensure the MSP is operational. International experience also
confirms that an effective MSP is integrated across sectors, agencies and levels of government,
ecosystem-based (i.e., balancing the ecological, economic and social objectives towards sustainable
development), place-based or area-based, adaptive (adjusted as there is learning from experience),
strategic and focused on the long term, and participatory (Ehler and Douvere 2009).
There are several widely used guides for MSP. The purpose of this section is to underscore some
key aspects of MSP and share international experiences regarding these.
2.2 The importance of integration in marine spatial planning
INTER- INTER-
AGENCY ADMINISTRATIVE
DIMENSIONS
INTER-
OF INTEGRATION SPATIAL
SECTORAL
FOR MSP
SCIENCE-
INTERNATIONAL
MANAGEMENT
Figure 4. High-level dimensions of integration required for successful MSP
Integration is crucial for MSP, which requires a holistic rather than sectoral focus. A selection of
country case studies are described below to illustrate the approach for some of the key dimensions
of integration for MSP (Figure 4). These integration dimensions are discussed below, except for
inter-agency integration, which is addressed in the chapter on Inter-agency Coordination.
2.2.1 Inter-sectoral integration
Stakeholder participation and MSP
MSP planning can help alleviate stakeholder conflicts, turning an otherwise zero-sum game into
one that can mutually benefit all groups. Involving stakeholders in the planning and the decision-
making process should, therefore, be facilitated and embedded into institutional processes. While
CHAPTER II: Effectively using marine spatial planning 57
ensuring proper stakeholder participation may be time consuming, it reduces transaction costs at
later stages in the process, especially during implementation and encourages compliance among
stakeholders with the MSP (Birnbaum 2016). It also broadens the knowledge basis of the MSP by
raising awareness and empowering stakeholders, as well as ensuring the planning process draws on
local experiences and contextual insights (Birnbaum 2016).
Mid-Atlantic Ocean Action Plan: United States case study
The Mid-Atlantic States regional planning experience provides a useful comparison to the
Vietnamese context. The Mid-Atlantic ocean coastal region, covering the states of New York,
New Jersey, Delaware, Maryland and Virginia, is fundamental to the U.S economy, generating USD
2 trillion or 14 percent of US gross domestic product annually (MARCO n.d.), and is home to
over 34 million people. Like Vietnam, this stretch of coastal states has a well-established marine
economy with significant revenue derived from a range of activities, including: commercial fishing,
transportation, renewable energy production, telecommunications, science and research, and
tourism. This coastline also supports many recreational interests (e.g., fishing) and cultural activities
(e.g., involving indigenous Shinnecock Nation communities) and is used extensively for maritime
defense purposes.
Joint planning among these states, to maintain and enhance the health of the ocean and to support
sustainable use of the ocean, has taken place following an MSP process, within the framework
of the 2010 National Ocean Policy. This involved engagement and collaboration between state,
tribal, and federal governments along with stakeholders, led by the Mid-Atlantic Regional Planning
Body.26,27 The outputs of the regional planning process are the Mid-Atlantic Regional Ocean
Planning Framework and the Mid-Atlantic Ocean Action Plan. The Plan is the result of over three
years of collaborative planning to address complex ocean management challenges and advance the
two goals of the Mid-Atlantic Regional Planning Body (RPB):
● Promote ocean ecosystem health, functionality, and integrity through conservation, protection,
enhancement, and restoration.
● Plan and provide for existing and emerging ocean economic uses in a sustainable manner that
minimizes conflict, improves effectiveness and regulatory predictability, and supports economic
growth.
The Plan is designed around a framework that enables adaptive management, which accounts for
changing information, ecological and socioeconomic contexts, and other dynamics. As a result:
● Minor changes and updates to its portal and planning documents are made on an ongoing basis.
RPB is currently developing a Performance Monitoring and Evaluation (PME) plan which, in the
future, will provide structure around the way the Plan is managed/adjusted.
● The Plan provides tools, information, and processes that enhance the capacity of federal, state, and
indigenous (tribal) entities and the Mid-Atlantic Fishery Management Council (MAFMC) to carry out
26 See: http://www.boem.gov/Environmental-Stewardship/Mid-Atlantic-Regional-Planning-Body/index.aspx for detailed
membership information of the Mid-Atlantic Regional Planning Body.
27 This process built on the earlier initiatives of the Mid-Atlantic Regional Council on the Ocean, a voluntary partnership
forged among the five State Governors in 2009 in collaboration with federal agencies, tribes, local governments, and other
stakeholders.
Supporting Resilient Coastal Economies in Vietnam:
58 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
their missions, work together more effectively, and serve the needs of stakeholders in the region.
● The Plan does not change existing authorities or create new mandates at the federal, state or tribal
levels. Rather, actions within the Plan (e.g., data and information coordination plan; federal-tribal
coordination plan; actions to foster sustainable ocean uses, etc.) aim to improve the effectiveness
of federal, state, tribal, and MAFMC implementation of their respective responsibilities in the
Mid-Atlantic region’s waters (BOEM 2016).
● To support data management for the Plan, the Mid-Atlantic Data Portal was established and
is fundamental to implementation. As part of the planning process, the Mid-Atlantic Regional
Ocean Assessment was carried out, collating and summarizing the best available information on
the ocean ecosystem and ocean uses (e.g., commercial fishing, transportation, renewable energy
production, tourism, etc.).
National Marine Plan: Scotland case study
The National Marine Plan (NMP) for Scotland was finalized in March 2015, setting national objectives
for managing Scotland’s seas. The plan has a three-yearly review and follows the high-level policy
context and common vision of the United Kingdom (UK) Administration as set out in the UK
Marine Policy Statement. It provides the broad aim of having “clean, healthy, safe, productive, and
biologically diverse oceans and seas” (Marine Scotland 2015).28
The NMP is to be implemented at a regional level through twelve Scottish Marine Regions (SMRs).
Within each SMR Scottish Ministers have the right – but not the duty – under the Marine (Scotland)
Act 2010 to appoint a delegated group (Marine Planning Partnerships [MPP]), made up of members
who bring relevant expertise, skills and knowledge of marine planning in the region (Hull 2013).
These groups are responsible for drafting local marine plans based on regional needs, pressures and
opportunities. The MPPs are the principal mechanism for stakeholder engagement in Scottish MSP.
Marine Scotland is mandated to release a Statement of Public Participation (SPP), outlining how
stakeholder and public engagement and cross-boundary collaboration are ensured. According to
the SPP, “Marine Scotland, and the Scottish Government as a whole, is committed to:
● Involving all relevant stakeholders and members of the public in the development of policies that
will impact upon them
● Arrangements for participation are inclusive, clear and transparent
● Communication is provided through a range of formats and jargon free
● All representations are fully considered.”29
The general dissemination and presentation of information to the public by Marine Scotland has
been commended in this respect (Smith and Jentoft 2017). For example, in 2011, Marine Scotland
published their Marine Atlas, which is “an assessment of the condition of Scotland’s seas, based on
scientific evidence from data and analysis, supported by expert judgment” and “provides baseline
28 Scotland’s National Marine Plan is available at: https://www.gov.scot/publications/scotlands-national-marine-plan/.
29 The need for a common language and understanding across agencies, stakeholders and communities was reflected in
agency interviews for this project, and also identified as a key issue in the World Bank/ VISI ICZM Situation Assessment (2019).
CHAPTER II: Effectively using marine spatial planning 59
information from which the national marine plan will be developed (Marine Scotland 2011).” The
continuously updated data is now available through the National Marine Plan interactive (NMPi).30
Members of the public can request data be added to the interactive, via a comment function.
Despite the effectiveness of information provision to the public, the Scotland NMP has received
criticism for failing to take a meaningful participatory approach:
● Objective-setting engagement via a multi-sectoral workshop process excluded local community
representation. The majority of attendees at the NMP workshop held economic interests in
decisions on the use of marine space, and these interests were not necessarily aligned with those
of coastal communities (Marine Scotland n.d.). It was not until three years later that community
engagement occurred.
● Communities gave feedback that this eventual process was not one of meaningful engagement,
and that industry interests were prioritized at the expense of participatory processes.
● In terms of the substance of the plan, there were notable concerns from the community that the
NMP focused too heavily “on economic uses of the environment and not enough on the marine
environment, climate change or biodiversity” (Marine Scotland 2014).
Insights and observations:
• The MSP development process is just as important as the plan itself. Decision-making
should be clear and transparent, creating realistic perceptions amongst stakeholders and
the public of their role and influence. The data portal can play a key role here if it is
designed and managed effectively to be useful to all key stakeholders.
• MSP is fundamentally about affecting the behavior of people and their activities relative to
one another and to the environment. For MSP and ICZM to be implemented effectively, it
must be understood and supported by stakeholders, including local communities.
To achieve this, a common language and understanding, and jargon-free
communication for local communities, is vital.
• A framework for public participation and stakeholder input is often developed
at the outset of the planning process and the public/ wider community is included
throughout the process. The participation framework defines who should be involved,
when and in what fora.
• MSP should reduce conflict in the marine area by bridging gaps between the various sectors.
It is important, therefore, to encourage collaboration, and information and data sharing on
sustainable development of the coastal and marine areas. MSP may assist sectors to
more efficiently achieve a balance between economic, environmental and
social needs in their plans and expand the evidence base of their plans.
• The social capital (collaboration, connection and trust) built up during the planning
process can deliver significant benefits during the implementation phase.
30 National Marine Plan interactive (NMPI) can be accessed at: https://marinescotland.atkinsgeospatial.com/nmpi/. For
example, the September update included updates to five aquaculture data layers (accessed 15 September 2020).
Supporting Resilient Coastal Economies in Vietnam:
60 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
2.2.2 Inter-administrative integration
MSP is reliant on integration across multiple agencies and their jurisdictions. This integration can take
time and resources. Without appropriate institutional and budgetary support, such coordination
can fail to occur, impacting the effectiveness of MSP.
Great Barrier Reef Marine Park: Australia case study
The Great Barrier Reef Marine Park (GBRMP) commenced in the 1980s and is known for being one
of the first examples of effective MSP.
The integrated management approach taken by the GBRMP extends well outside the marine area to
include all the islands, tidal areas and activities in the catchments (whereas legal jurisdiction was split
landwards [Queensland state] and seawards [federal] from low water.) The integrated governance
and management model consider both marine and terrestrial aspects within the adjoining state and
federal jurisdictions. The value of this integrated ecosystem-based management (EBM) approach
(driven by ecosystem extents and connectivity, not administrative boundaries) is now widely
acknowledged (Vince and Day 2020). Most of the management approaches today in the GBRMP
(e.g., addressing water quality issues) are done through partnerships with local government and
industries throughout the catchment.
The application of zoning in the GBRMP, along with the range of other spatial and temporal tools
that complement the underlying zoning, provide useful lessons for effective marine management
elsewhere. (See Spatial Integration section below).
Sea Change Marine Spatial Plan: New Zealand case study
Marine and coastal planning within New Zealand’s territorial sea is divided between central, regional,
and local government under the Resource Management Act 1991(RMA).31
The coastal and marine area is principally managed by 18 regional councils (similar to provinces
in the Vietnamese context) and area-based management occurs on the basis of regional political
boundaries. The division of regional jurisdictional boundaries responds in part to catchment areas,
recognizing the freshwater/salt-water ecosystem and the land-sea connection. The allocation of
responsibility for both the terrestrial and the marine environment to regional councils therefore
embodies a robust example of integrated coastal management and the RMA has been hailed as a
model for ICZM legislation globally (Makgill and Rennie 2012).
Under the New Zealand Coastal Policy Statement (NZCPS), each regional council must develop
a coastal plan for its region. That plan must be consistent with the national level principles and
must be approved by the Minister of Conservation. Although MSP is not specifically identified as
a management tool under the RMA, regional plans must nevertheless set out the objectives for
the region, implementing policies and activity rules designed to achieve those objectives as well as
procedures to facilitate cooperation between regional and district authorities.
31 The Resource Management Act seeks to integrate the management of air, land, fresh water and marine areas (out to
the limit of New Zealand’s territorial sea) into one piece of legislation and integrate management of these areas via a hierarchy of
policies and plans prepared at the national, regional and district levels.
CHAPTER II: Effectively using marine spatial planning 61
The region within which ecosystem-based planning is most advanced is the Hauraki Gulf. New
Zealand’s Sea Change Marine Spatial Plan for the Hauraki Gulf was an example of applying a multi-
regional approach to MSP, with the plan covering the jurisdiction of two major regional councils,
Auckland and Waikato. This plan is currently being considered by government for implementation.
Typically, a single agency is put in charge of the MSP planning process, with mechanisms developed
to engage across government. The Sea Change project establishing a co-governance entity to
represent four agencies and 26 indigenous tribal groupings during preparation of the plan. Because
the entity only had a mandate to prepare the plan, the implementation stalled, and it required non-
governmental organization (NGO) and public pressure to reignite.
Insights and observations:
• Inter-administrative integration is key to the success of MSP. It takes time and
resources and must be given dedicated support (human resources, funding, mandate).
Capacity building is a key element of preparedness for carrying out MSP, which should
ensure that major players understand and foster integrative principles in the MSP process.
• A robust MSP development model will ensure vertical integration and application
from central to regional to provincial levels, ensuring clear roles and responsibilities
and appropriate outputs/components at the different planning levels.
• For effective, integrated management of the coastal and marine areas, it is important to
be driven by ecosystem extents, functions and connectivity, not by administrative
boundaries.
• Development of the MSP should also include planning for implementation, including
continuity of involvement for implementation processes and development of more detailed
regional/provincial plans. Resources for implementation need to be considered too.
2.2.3 Spatial integration
The use of spatial approaches and tools in MSP enables decision makers to:
● Prioritize areas for generation of new economic value that offer benefits to the environment
and society.
● Use zoning for increased marine and habitat protection and co-existence of development and
protection/restoration.
● Attach importance to biodiversity conservation and ecosystems restoration, especially conservation
and restoration of coral reefs, sea grass beds, mangrove forests and coastal protection forests. The
spatial identification of these habitats helps to realize key economic benefits, including sustaining
successful tourism, fisheries, and the provision of ecosystem services.
Supporting Resilient Coastal Economies in Vietnam:
62 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● Recognize connectivity in space and time between natural systems and the use of those systems
for economic purposes and well-being – optimizing the benefits of sustainable development and
natural resource use.
Use of maps and zoning
Zoning is an MSP tool that is used in conjunction with other spatial and temporal tools, to enable
adaptive management; it can be indicative or regulatory (strictly defined and enforced). It can
provide an underlying framework to regulate certain uses and protect key ocean areas such as
shipping corridors and coral reefs. As MSP is an iterative process, it is not necessary to have a
comprehensive scientific understanding of the area to develop zoning – a basic foundation of
ecological data and the use of best available information is appropriate.
United Kingdom
For example, England’s East Inshore and East Offshore MSP has general policies and spatial sectoral
policies referencing maps for locational guidance. Spatially explicit policies provide an indication of
what activities should be avoided in specific areas. While the maps help marine users understand
the best locations for their activities, future developments are guided by the priorities and policies
laid out in the plan for the specific plan area (Hull 2015).
The maps provided by the East Inshore and East Offshore MSP pertain to the following data:
• Character areas, e.g., coastal waters, deep • Optimum sites of aquaculture potential
water channels, shipping waters, offshore • Recreational boating routes and areas
gas fields
• Broadscale habitats, e.g., substrates • Habitats of conservation importance, e.g.,
including rock, mud, sand, reef sea grass, salt marsh, mud flats, mussel beds
• MPAs, including existing special areas of • Selected statutory and non-statutory
conservation and recommended marine management plans, e.g., coastal plans,
conservation zones national parks
• Heritage assets
• Seabird foraging ranges • County council and local authority areas
• Defense and national security • Existing oil and gas activity
• Offshore windfarm areas • Tidal stream resource areas
• Potential opportunity and infrastructure for • IMO designated routes and important
carbon capture and storage navigation routes
CHAPTER II: Effectively using marine spatial planning 63
• Ports and shipping context • Licensed dredging and disposal areas
• Marine aggregate areas • Submarine telecommunication and power
cables
• MMO fishing activity • Fishing intensity
• Fishing effort • Known fish spawning and fish nursery
grounds
The maps were generated with the “best available data”, and the plan encourages readers to access
the associated marine planning portal to view the most recent data and revised maps.32
New Zealand
The approach taken in the non-statutory Sea Change plan in New Zealand did not contain “hard”
zoning, but it did indicate suitable and unsuitable areas for aquaculture and prospective locations
for MPAs. (See Figure 5). It also identified focus areas for catchment management efforts. The bulk
of the plan consisted of objectives, strategies and actions (Peart 2018).
The “SeaSketch” marine spatial planning tool33 was used during the various stages of development
of spatial plan proposals by the multi-sectoral Stakeholder Working Group. The group used
approximately “100 layers of publicly available geospatial information on current management,
biodiversity values, ecosystem services, existing uses and activities, contaminants, and catchments
(SeaSketch n.d.)”.
Data layers were used to identify potential activity areas – for example, layers on depth, substrate
and other properties were used to draw prospective areas for aquaculture development. Layers
identifying coastal areas of natural character and biodiversity values were subsequently used to
modify proposals to minimize the impact on biodiversity and landscape values. The development of
MPA proposals was facilitated by capturing ecological knowledge on areas of high biodiversity value
and modifying these according to the impact on the commercial and recreational fishing values
reported by SeaSketch’s analytical tools (SeaSketch n.d.).
32 The UK marine planning portal can be accessed at: https://explore-marine-plans.marineservices.org.uk. (Accessed 13 October
2020).
33 New Zealand’s SeaSketch marine spatial planning tool can be accessed at: www.seasketch.org.
Supporting Resilient Coastal Economies in Vietnam:
64 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Figure 5. Hauraki Gulf Sea Change Marine Spatial Plan:
existing aquaculture sites, indicative areas preferred for
future aquaculture development and areas unsuitable for aquaculture
CHAPTER II: Effectively using marine spatial planning 65
Australia
The Great Barrier Reef Marine Park is an example of “hard” ocean zoning within marine spatial
planning. These zones and their objectives have been adapted over the years as a result of increasing
numbers of users, new and emerging threats, better scientific information, improved technology for
demarcation and surveillance, and stakeholder participation. Key components for GBRMP’s ocean
zoning include:
● A strong legislative basis for zoning
● A clearly defined spectrum of zones
● Explicit zone objectives (Day et al. 2019).
Some zone objectives have multiple components (e.g., to provide for both conservation and use –
see Figure 6). In such cases, there needs to be a clear hierarchy within zone objectives. In addition
to ecological data, information about human uses was also collated and mapped, including data on
fishing, moorings and anchorages, boat ramps, shipwrecks, recreational activities and tourism use.
Photo: Quang nguyen vinh - shutterstock.com
Supporting Resilient Coastal Economies in Vietnam:
66 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Activities guide (See relevant Zoning Plan and Regulations for details)
General Habitat Conservative Buffer Scientific Marine Preservation State Estuarine
Use Zone Protection Park Zone Zone Research National Park Zone Zoning Conservative
Zone Zone Zone Only Zone
Aquaculture Permit Permit Permit x x x x Permit
Bait netting • • • x x x x •
Boating, diving, photography • • • • • x •
Crabbing (trapping) • • • x x x x •
Harvest fishing for aquarium fish, coral Permit Permit Permit x x x x x
and beachworm
Harvest fishing for sea cucumber, Permit Permit x x x x x x
trochus, tropical rock lobster
CHAPTER II: Effectively using marine spatial planning
Limited collecting • • • x x x x •
Limited spearfishing (snorkel only) • • • x x x x •
Line fishing • • • x x x x •
Netting (rather than bait netting) • • x x x x x
Research (other than limited impact Permit Permit Permit Permit Permit Permit Permit Permit
research)
Shipping (other than in a designated • Permit Permit Permit Permit Permit Permit Permit
shipping area)
Tourist programme Permit Permit Permit Permit Permit Permit Permit Permit
Traditional use of marine resources • • • • • • x •
Trawling • x x x x x x x
Trolling • • • • x x x •
Figure 6. Great Barrier Reef Marine Park zoning
67
Land to sea interface
What happens on land affects the sea. These social-ecological interface impacts (such as
sedimentation, eutrophication, and pollution of the ocean from the land) are exacerbating with
increased development and the effects of climate change. Likewise, maritime uses can affect the
coast – for example oil spills and pollution from vessels.
The EU’s Maritime Spatial Planning Directive asks Member States to consider land-sea interactions
(LSI) when establishing and implementing maritime spatial planning, with the aim of promoting an
integrated and strategic vision for MSP that is coherent with land use planning frameworks. This
approach is in alignment with other European processes, namely the ICZM recommendation, the
Marine Strategy Framework Directive (MSFD), and the Water Framework Directive (WFD). The
EU project “Supporting Implementation of Maritime Spatial Planning in the Northern European
Atlantic” (SIMNORAT), refers to the land to sea interface as relating to:
● The natural processes across the land-sea interface
● The interactions between uses and activities in the sea and on the land, as well as their impacts
on the quality or ecological dynamics of coastal and marine environments
● The governance arrangements in these interface and socio-ecological systems (Sousa et al. 2019).
Spain, Portugal, and France all take LSI into account within the MSP process.34 The assessment
conducted revealed the need for a specific LSI framework within the MSP process and its operational
implementation as a critical gap for all three countries. The LSI framework included environmental,
socioeconomical and governance aspects (Sousa et al. 2019). In Portugal, the law on ‘marine
spatial planning and management’35 requires MSP to be coherent with coastal management, giving
particular attention to the protection and recovery of coastal ecosystems. LSI was considered in the
analysis and planning of the Portuguese MSP36 as follows:
Analysis stage:
● Identification of the location/spatial and temporal distribution of: (i) land-based uses and activities
that are closely related to the sea (e.g., leisure/recreation, coastal defense, pipelines and cables,
harbors); as well as (ii) maritime uses and activities that require support infrastructure on land
(e.g., aquaculture, shipping, renewable energy) or are closely related to land (e.g., sand extraction
for coastal/beach defense).
● Analysis of existing land and maritime planning instruments and other relevant documents to
identify provisions relating to/with an impact on the marine environment and human activities
in the marine environment. This included the analysis of principles, regulations/guidelines,
development strategies, as well as future trends and main pressures.
34 The Spanish Royal Decree of 363/2017, of April 8, established in several of its articles that LSI should be taken into
account in the MSP process. In Portugal and France, LSI is considered directly in the MSP approach and through the consideration of
all relevant marine and terrestrial strategic, legal and management instruments.
35 Law No. 17/2014
36 For more information on the Portuguese national marine spatial plan (“Situation Plan”), see: https://www.dgrm.mm.gov.pt/
as-pem-psoem
Supporting Resilient Coastal Economies in Vietnam:
68 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Planning phase:
● Coastal protection buffer to safeguard coastal uses, such as small coastal fisheries and recreation
from land-based threats including stormwater runoff (e.g., toxicity, nutrient, thermal impacts).
● Identification of new areas to meet the needs identified in the analysis phase, including national
policies (e.g., sediment management policy, ICZM, climate change adaptation), or sectoral
development/activities.
Ensuring effective trade-offs
Scientifically credible models and maps of ecosystem service production37 are helpful within the
MSP process to balance competing uses such as tourism, renewable energy, and commercial
fisheries (Ruckelshaus et al. 2015). Some of the commonly used approaches for understanding and
assessing trade-offs include ecosystem services prioritization and cost-benefit analysis combined
with scenario planning.
Spatially explicit scenarios that compare alternative management options, coupled with ecosystem
services and metrics demonstrate how proposed marine spatial plans create synergies and trade-
offs among activities in space. With increasing exploitation and industrialization of the coasts and
oceans, multi-objective planning using predictive modeling and trade-off analyses can help achieve
best-case outcomes (Lombard et al. 2019).
Consideration of the impacts on ecosystem services was successfully used in the development
of the Belize Integrated Coastal Management Plan (CZMAI 2016). Three management scenarios
(habitat conservation, coastal development or “informed management”) were evaluated in terms of
how human impacts on coral, mangrove, and seagrass habitats of each scenario would change the
potential for ecosystems to provide coastal protection, tourism and lobster fishery benefits (Arkema
et al. 2015). As a result of this evaluation by teams of researchers, practitioners and stakeholders,
the plan explicitly considers how coastal management can provide benefits to multiple sectors and
stakeholders, given their local visions and values (Verutes et al. 2017).
It is common for MSP processes to include an assessment of the impacts of the plan. Projects should
conduct formal, rigorous cost-benefit analysis for management alternatives and identify and quantify
trade-offs amongst objectives, as this will improve the specificity and effectiveness of marine plan
policies (Hull 2015).
37 One such example is the Integrated Valuation of Ecosystem Services and Tradeoffs (InVEST), a suite of models used to
value and map ecosystem services, enabling “decision makers to assess quantified trade-offs associated with alternative management
choices and to identify areas where investment in natural capital can enhance human development and conservation”. InVEST is
accessible at: https://naturalcapitalproject.stanford.edu/software/invest (accessed 13 October 2020).
CHAPTER II: Effectively using marine spatial planning 69
Insights and observations:
• Integral to MSP is the approach of managing an area or space rather than managing
sectors, and typically, the parameters of that area or space are determined by science and
an ecosystem-based approach. This enables the integrated management of multiple
activities across sectors in the marine space, rather than the traditional siloed approach
to sectoral management.
• Plans may be a mixture of objectives, policies, specific actions and spatial
delineations.
• Hard spatial delineation of marine space for future activities is challenging, particularly
where planning processes are undertaken within short timeframes and at large scale,
and plans may more realistically include indicative areas, policies and actions. However,
identifying existing biodiversity, ecosystems and sectoral activities is a crucial
foundation, overlaid with indicative zoning and management guidance, to be developed
and implemented in more detail at the local level.
• MSP can be applied successfully at different scales. The smaller the scale, the more
achievable it is to develop detailed plan provisions. National MSP indicative zoning can be
implemented with further specificity at the local level through regional and provincial plans,
which allow a finer scale and a more detailed approach, considering local realities, needs
and adaptation.
• Effective MSP must take into account the land to sea interface.
• The spatial plan does not need to be perfect – it is an adaptive, iterative process.
2.2.4 Science/data management and integration
Science is a critical part of the planning process, and an initial stock-taking of available information
is useful in identifying key gaps. MSP processes often establish formal scientific advisory bodies and
knowledge gaps are filled during the process by commissioning research.
In the New Zealand Sea Change process, the management of science was less structured and could
have benefited from a science lead to help order and curate the science and communicate it
effectively to the working group members.
For the US Mid-Atlantic Ocean Action Plan, data management, provided by the Mid-Atlantic Data
Portal (see Figure 7) was crucial to success. Website analytics and feedback received during the
review and comment period of the Plan demonstrated that the Data Portal is viewed as integral
to the ocean planning process by the Mid-Atlantic RPB and key stakeholders (Lathrop et al. 2017).
The Portal plays a stewardship role, used to inform permitting and management decisions for the
implementation of the Plan. Data provision can also be a source of revenue which can support
the iterative MSP processes. Examples of data sets available on the Mid-Atlantic Data Portal are
provided in Figure 7.
Supporting Resilient Coastal Economies in Vietnam:
70 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Figure 7. Example screenshot from the Mid-Atlantic Ocean Data Portal38
As part of the planning process, the Mid-Atlantic Regional Ocean Assessment was carried out. It
summarizes the best available information on the ocean ecosystem and ocean uses from New York
to Virginia. This also serves as a conduit for more in-depth information sources.
Many tools can be used to assist in the development and implementation of MSP at a variety
of scales. These include different spatial management tools such as designated sites and zones,
and technologically based tools like a dedicated marine atlas or cadastre based on geographic
information systems (GIS). Australia and Scotland have developed a number of tools for MSP – see
Annex D for details.
38 The Mid-Atlantic Ocean Data Portal can be accessed at: http://portal.midatlanticocean.org/.
CHAPTER II: Effectively using marine spatial planning 71
2.3 Critical elements for implementation of MSP
Data Theme Types of Data Available
Administrative Marine jurisdictions, administrative boundaries, federal lease blocks
Commercial and recreational fishing concentrations, artificial reef
Fishing
locations, fathom lines
Aids to navigation, shipping data, anchorage areas, federal sand/
gravel borrow areas, North Atlantic Right Whale management zones,
Maritime
submarine cable routes, disposal sites, port facility sites, shipwreck
density
Coastal recreation locations, recreational boating routes and
Recreation
destinations
Federal offshore wind planning areas, offshore wind lease areas,
Renewable Energy
coastal energy facility locations, wind speeds
Military danger zones/restricted areas, unexploded ordnance
Security
locations, Department of Defense operational areas
Benthic organism habitats, coldwater coral locations, essential
Marine Life fish habitats, seafloor topography, sediment grain size, submarine
canyons, migratory fish, birds, sea turtles and marine mammals
Oceanography Bathymetry, ocean fronts, sea surface temperature
Human use data synthesis products for five themes: Fishing, Maritime,
Synthesis Products Recreation, Renewable Energy, and Security (HUDS effort); synthesis
products for marine mammals, seabirds, and fish (MDAT effort)
Source: Mid-Atlantic Ocean Action Plan
Figure 8. Examples of data sets available on the Mid-Atlantic Data Portal
(not exhaustive)
Implementation of MSP needs to be considered during the MSP preparation process to ensure
that the MSP proceeds to execution. The absence of this can make implementation challenging.
For example, the New Zealand Sea Change plan did not include the prioritization of actions,
identification of responsibilities or an implementation strategy and this has prevented the plan from
being implemented. A Ministerial Advisory Committee has now been established to determine the
central government’s response to the recommendations and proposals of the plan.
Supporting Resilient Coastal Economies in Vietnam:
72 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
In the US, capacity building is a major element of preparedness prior to and during MSP
implementation. The National Ocean Policy Implementation Plan, which embodied on-the-ground
actions to implement the US National Ocean Policy, the legislative framework for the Mid-Atlantic
Regional Ocean Planning, incorporated key support for local and regional capacity. Refer to the
chapter on Capacity Building for further insights.
Monitoring is a crucial element of implementation, to support adaptive management, and
meaningful planning and legal reviews. It is important to take a consistent approach to monitoring
both at the project and program levels, so that impact can be reported on at the provincial, regional
and national levels. This ensures that overall impact is understood. For example, in the US National
Oceanic and Atmospheric Administration (NOAA) Coastal Zone Management Program, the lack
of systematic information about the overall impact of the program hurt the program politically. US
laws need to be reauthorized periodically (typically every five years), and reauthorization affords
opportunities for changing and enhancing the law and gathering renewed political momentum
and support. In the case of the Coastal Zone Management Act, the opportunity for renewal and
enhancement has not occurred. Despite this, the National Program continues to be a lead agency
for new and emerging issues. For example, the development of marine spatial plans or ocean plans
was initiated by the state of Massachusetts Coastal Zone Management Program and subsequently
adopted by the Obama Administration, which called for and supported the development of national
ocean plans.
Financing of MSP is another critical element for the effective implementation of MSP. There is
a wide range of practices and models for financing depending on the circumstances. Generally, the
process of MSP development is sourced by government agencies tasked with this responsibility.
Data and information infrastructure and permitting can be revenue-generating by charging the
private sector and other stakeholders that need to use the data.
Insights and observations:
• Clear provisions, identified responsibilities, concrete actions and measurable
outcomes in the plan aid implementation and monitoring. Responsibilities for
implementation are shared between government and other stakeholders (private sector).
• A well-developed implementation plan is important and responsibility for implementation
should be clearly delineated with appropriate continuity of responsibility/input.
• Marine spatial planning is an adaptive process, with feedback and review mechanisms. It
is a tool for managing change in its spatial and temporal dimensions.
• Capacity building as well as monitoring and evaluation are essential management
activities that must be built into the MSP process if plans are to be adaptive.
• Resourcing of these activities is key.
CHAPTER II: Effectively using marine spatial planning 73
2.4 Recommendations for Vietnam
Marine spatial planning is a cross-cutting policy and planning tool enabling public authorities
and stakeholders to apply a coordinated, integrated approach. The development of the National
MSP and the Master Plan on sustainable exploitation and use of coastal resources will help to
create a consistent legal basis for implementing coastal management activities in localities and
provide certainty for investment. It should not be a stand-alone tool – as explained in this chapter,
integration is key.
To develop an effective, integrated MSP in Vietnam, and assist in the implementation of relevant
objectives of the Marine Strategy, it will be important to overcome the challenges that have limited
effective implementation of ICZM in Vietnam, which include (World Bank 2019):
● Fragmented decision-making in coastal areas between various sectors
● Lack of a clear and consistent policy and regulatory steps for implementing ICZM
● Unclear roles and responsibilities and close monitoring of the delivery of these responsibilities
● A low level of awareness and support among sectors and sector leaders.
The recommendations that follow will help Vietnam to achieve its intended objectives.
General principles and governance considerations
● The national MSP, and subsequent provincial or regional MSPs should be driven by an
ecosystem-based approach and embrace priority sectors. Planning boundaries should align
with ecological systems (going beyond the administrative boundaries) and include alignment with
ICZM where land uses impact the marine environment.
● A specific land to sea interface framework should be established within the MSP
development and implementation process.
● The national MSP needs to be future-oriented and articulate a vision shared widely among
all stakeholders, providing a positive direction and allowing priorities to be established in a step-
by-step manner.
● Agencies – starting with MONRE/VASI as the lead agency for MSP development – must build
integrative capacity, such as institutional arrangements, support and funding to enable
agencies to develop, implement and iterate MSP in an integrated fashion.
● As the MSP process is to be underway in Vietnam, it is worthwhile establishing Regional Steering
Committees to implement the National MSP and develop regional/provincial plans. This could
be structured in the form of clusters of provinces, driven by an ecosystem-based approach,
and recognizing the North, Central, Southeast and Southwest regions identified in the Marine
Strategy. Regional Steering Committees should include regional and provincial representatives
who stood on the NSC to maintain continuity and knowledge transfer.
● Provinces with MSP and ICZM experience can provide useful lessons, and their expertise
can be drawn upon. Vietnam might consider a phased approach to implementation, prioritizing
Supporting Resilient Coastal Economies in Vietnam:
74 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
those regions/provinces with the most experience, which can be replicated in less experienced
regions.
● The national MSP process should start with the ‘easy wins’ that can be achieved within a
relatively short time frame, rather than contentious and heavily debated issues. For example, early
identification of ecologically and biologically significant areas (EBSAs) provides a
basis for ecosystem-based planning and management. Identification of existing sectoral activities
(including spatial and temporal distribution) is also a key starting point.
● The MSP must not exist in isolation; it must be designed to be linked to other
components of development planning. MSP should integrate with the marine
exploitation and sea use plans of other sectors such as those for transportation, fisheries,
energy and conservation.
● A potential MSP development model to ensure vertical integration and application from
all levels of government, by establishing clear roles and responsibilities and appropriate
outputs/components at the different planning levels, is provided in Figure 9 below. For actual
implementation, the definition of roles (role clarification) must be detailed and be explicit regarding
which agencies are leading, which ones are part of activities, and what outputs/outcomes are
expected and will be monitored.
INSTRUMENT COMPONENTS LEVEL
• Role clarification
• Strategic direction
MASTER
• Principles
PLAN National
• Objectives
(National MSP
• Indicators
Strategy) SEDP/
• Monitoring & evaluation framework
• Capacity & capability building SEDS
MARINE • Synergy with ICZM
SPATIAL • Zones / allocation
PLANNING • Prioritisation
Regional
(Blue Economy • Rules
Assessment) • Economic priorities
(Blue Economy assessment)
• Enforcement
• Implementation
PLAN • Project development / Provincial
economic development
• Data & analysis
• Capacity & capability building
Figure 9. Potential MSP planning levels and components
CHAPTER II: Effectively using marine spatial planning 75
Process-related recommendations
● The national MSP and subsequent regional/provincial MSPs should incorporate the concept of
adaptive management, acting as an iterative cycle. A potential MSP development model for
Vietnam is presented in Figure 10.
● An implementation plan should be developed that provides national, regional, and provincial
roles and responsibilities. VASI seems the appropriate agency for this role but it may consider
setting an inter-agency committee for MSP development and implementation. This could be a
sub-committee to the NSC.
● Vietnam’s Planning Law applies a five-year time frame: this planning period will allow for
consideration of more complex, controversial and emerging issues in a later ‘turn’ of the cycle
and ‘next generation’ MSP plans. A mid-way review of progress is recommended within the
five-year planning period to ensure that emerging issues and new evidence are captured for
effective adaptation and implementation of MSP.
● An appropriately resourced monitoring and evaluation program should accompany the
plan, and this should be aligned with planning review processes.
● Lessons learned assessments are useful to build on the experience of MSP to date and
inform future planning processes. A ‘lessons learned’ log should be established at the start of the
plan-making process so that relevant issues can be captured at the time they arise and are not
overlooked. This information could be included on the Data Portal.
● MONRE/VASI should promote a common language and understanding of MSP outcomes
and processes achieved across agencies, sectors and communities.
● Before advancing too far in the MSP process, it is imperative to develop a framework for public
participation. This can include awareness campaigns to develop common understanding on
MSP and potentially the blue economy as well.
Data and knowledge
● MONRE/VASI and MOST may consider appointing a science lead for the MSP process to order
and curate the science and communicate it effectively to the working group members. Existing
experience with ICZM may be useful for this. The priority objective of the science lead would
be to:
° Establish science needs and conduct science and data availability stock-taking, including
information on ecologically and biologically significant areas, social aspects (traditional uses,
human settlements), physical processes (currents, waves, sediment flow, bathymetry),
climate change data, and data on sectoral activities.
° Develop a data and information acquisition strategy, and explore the development of a
data portal with input from stakeholders.
Supporting Resilient Coastal Economies in Vietnam:
76 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● The MSP process is information intensive and the preparation of the national MSP should include
a directed strategy for acquiring and managing information, including development
of a data portal.39
● The Law of Planning introduced a national information and database system as a portal
connecting multilateral entities participating in the process of planning and project appraisal
(Saxena 2019). It is recommended to explore whether the Marine Strategy requirement for a
digitized database can be linked up with the national information and database system. The
experience of data portals such as the US Mid-Atlantic example can also be considered.
Integration/alignment with central and sectoral plans and processes
● MSP is reliant on integration across multiple agencies and their jurisdictions. Vietnam needs to
consider potential synergies and linkages between the MSP process and other appropriate
existing central and sectoral processes and plans. This will help ensure an integrated
approach, maximize efficiencies, and help to break sectoral/agency silos.
● Ensure systematic information (monitoring and evaluation) about the overall impact
of the program (national and regional/provincial MSP development and implementation),
aligned to the planning period. This will enable political momentum and support as well as
opportunities for constructive changes and enhancement.
● Integration must also focus on building social capital (including shared understanding,
collaboration, connection, and trust), include place-based values, and consider cumulative
impacts. Figure 10 depicts a potential MSP development model for Vietnam, in terms of the
national MSP and implementation at regional/provincial levels.
39 Note that the General Statistics Office of Vietnam (under MPI) has been directed to study a set of indicators for the
Marine Strategy.
Photo: Vadim Petrakov - shutterstock.com
CHAPTER II: Effectively using marine spatial planning 77
78
Changwon Declaration THE PARTY
Other participants:
• Government Office
• Line ministries
Developed the…
• Party Central Committee’s Economic Commission
• National Assembly’s Committee on Economic Affairs
• Vietnam Fatherland Front Central Committee
Sustainable Development of Viet Nam’s • Government’s Committee on Ethnic Minority Affairs
National Strategy for the Marine Economy Marine Economy to 2030 • Committee for Management of State Capital at
(Resolution 36-NQ/TW) • 5 year action plan to implement Res Enterprises
36-NQ/TW • Chairpersons of the People’s Committees of 28
coastal provinces and cities
• Marine experts and scientists.
Implemented by…
MONRE & VASI are the standing agency and
office respectively.
Viet Nam Blue
Economy
National Steering Committee (NSC) Participation:
Partnership (VBEP) • Prime Minister (Chair)
Ministry of Natural Resources & Environment • MONRE (VC)
(MONRE), Viet Nam Administration of Seas • Minister of Planning and Investment (VC)
and Islands (VASI) • Minister of Finance (VC)
Role: Coordinate individual efforts, allocate resources
Annual Marine Action Plan created by NSC consistently and efficiently for implementation of global,
Plenary in collaboration with stakeholders, regional and national policy frameworks.
Master Plan
Session signed off by PM *
• Giving effect to the strategy, and providing
guidance for provincial/regional MSP, monitoring
and evaluation.
Role: Zones allocation and rules, prioritisation, project
South South 4 regional clusters, comprising 28 development and execution.
North Central
East West coastal provinces /cities.
• Implementing the MSP, enforcement, blue
economy assessment.
Private Sector / Other Stakeholders
Figure 10. Potential MSP development model for Vietnam
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences
CHAPTER III.
Effectiveness of
inter-sectoral
Photo: Tran Qui Thinh - shutterstock.com
coordination
between agencies
CHAPTER III: Effectiveness of inter-sectoral coordination between agencies 79
Marine management around the world has traditionally taken a fragmented, sectoral approach,
producing sub-optimum results. Achieving better outcomes requires effective cooperation and
coordination among national, regional and local agencies charged with managing activities such as
tourism, marine transportation, fishing, aquaculture, minerals exploitation, environmental protection
and the land-sea interface.40 Efforts to increase the effectiveness of agency coordination can involve
the creation of new mandates at national, provincial, state or local levels.
To implement the Marine Strategy, the Government of Vietnam established the National Steering
Committee through the merger of the state steering committee on basic surveys of marine
resources and environment and the coordination committee. The NSC is tasked to implement the
ICZM strategy with a vision towards 2030 – aiming to issue focused and consistent directions on
the sustainable development of Vietnam’s marine economy.
As the standing agency of the steering committee, MONRE is responsible for ensuring the working
conditions of the committee and using its apparatus to organize the implementation of the committee’s
tasks. 41 The committee is an interdisciplinary coordinating organization which is tasked with proposing
orientations and solutions to the Prime Minister that deal with important inter-sectoral issues related
to the sustainable development of Vietnam’s marine economy. Additionally, the NSC promotes
coordination between ministries, ministry-level agencies, government bodies and local authorities.
The committee is responsible for organizing the implementation of the Government’s master plan
and five-year plan on the implementation of the Marine Strategy, as well as the key program on basic
surveys of Vietnam’s sea and island resources and environment of the sea and islands until 2030.
The success of the NSC will depend on the effectiveness of its coordination and collaboration, both
within the committee itself, and in terms of its engagement with relevant regional, provincial and
sectoral coordinating mechanisms.
ICZM governance insights for effective coordination
Integration and coordination of agencies and their various coastal and marine management efforts is
the major objective of integrated coastal zone management (ICZM). It provides a governance and
outcomes framework that can be utilized to develop a successful marine economy. The Sustainable
Development Strategy for the Seas of East Asia (SDS-SEA) recognizes ICZM as an effective
management framework and a systematic approach to achieve sustainable development of the
coastal and marine areas. This potential has been further recognized by the PEMSEA Network of
Local Governments, which includes Vietnamese representation, and in 2011, adopted the Dongying
Declaration on Building the Blue Economy through Integrated Coastal Management.42
It is useful to seek out lessons from the ICZM experience in Vietnam and the wider region (see
China case study below) when considering effective inter-agency and cross-sectoral coordination
for the implementation of a Marine Strategy.
40 Integration across central, regional and provincial government agencies is referred to as “vertical integration”; integration
across sectors is referred to as “horizontal integration”.
41 Decision No. 203/QD-TTg on the establishment of the National Steering Committee on the implementation of
Vietnam's Sustainable marine economic development strategy to 2030, with a vision to 2045 (6 February 2020)
42 The Dongying declaration is available at: http://pemsea.org/sites/default/files/dongying-declaration-on-building-blue-
economy-through-integrated-coastal-management-july-2012.pdf.
Supporting Resilient Coastal Economies in Vietnam:
80 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
The World Bank Situation Assessment for ICZM in Vietnam noted that coordination has been
incomplete and found that:
● The office assisting the Coordination Committee has not been allocated funding for regular
activities.
● A decreased reliance on international grants is vital for long-term financing, with appropriate
resources mobilized via the budgets of line ministries and state budgets providing support for
apparatus operation and regular activities.
● A mechanism is needed to mobilize other sources of income such as fees, taxes, and voluntary
contributions (World Bank 2019).
● New MSP planning may provide institutional transformation to align sector plans and optimize
ICZM implementation.
● Annual reports from ministries on the implementation of assigned tasks for ICZM have been
lacking and have not met the stated requirements.
3.1 ICZM integrated governance: China case study
Good ICM governance is based on the development and functioning of a coordinating mechanism
to generate alignment, reduce policy and functional conflicts, and facilitate vertical and horizontal
coordination across agencies and sectors. Integrated governance is intended to strengthen the role
of line agencies, not reduce them. ICM helps reduce duplication of agency functions and increases
cost-effectiveness.
The application of ICM can drive an integrated, coordinated approach in terms of sustainable
coastal development (see Figure 11 below).
ICM core outcomes/forces for integrative change
POLITICAL & SOCIAL POLICY & SCIENCE COLLABORATIVE
ACCEPTANCE INTEGRATION GOVERMANCE
Creates a conducive Promotes Multi-agency, multi-issue
environment for vertical and interdisciplinary and approach that can address
horizontal governance trans-disciplnary cross-issue challenges
research
Figure 11. ICM outcomes driving integration
CHAPTER III: Effectiveness of inter-sectoral coordination between agencies 81
The ICM example of Dongying, China (Chua et al. 2018) provides useful insights in terms of the success
factors and challenges in achieving effective coordination – which are captured in Table 5 below.
Table 5. Success factors and challenges for ICM development in Dongying, China
ICM coordination success factors Challenges overcome Results and benefits
Strong commitment and support of The changes of leaders The ICM program
the local government. The leadership and key members of the contributed to the
of the Dongying City government gave vital ICM Committee could GDP growth of the
policy and financial support to enable the influence the coordinating city. From 2009 to
implementation of the ICM program (locally efficiency, performance 2014, Dongying’s
funded and implemented by local human and stability. GDP increased from
resources with minimal international technical 205.9 billion to 343.1
The ICM Committee
or financial support). billion Chinese yuan
was initially operating as
(RMB), with an average
Encouraging active collaboration of a temporary mechanism
growth rate of slightly
relevant agencies throughout the with ad hoc meeting
more than ten percent
ICM cycle. Endorsement from the ICM schedules based on
(Guanqiong 2014).43
Committee contributed to strengthening specific needs. Eventually
inter-agency cooperation. The willingness to the committee became a Development of
cooperate was also driven by: permanent mechanism of management and
local government. technical capacities
• The common vision of the coastal
at all levels of
strategy for the development of the ICM The ICM Committee
governance, especially
program and the agreed collective mission initially did not clearly
those involved in the
in achieving sustainable development define its area of coverage
implementation of the
objectives. and responsibilities, which
ICM programs, through
caused uneasiness in
• The availability of a common platform training opportunities
inter-agency cooperation,
for resolution of inter-agency and and exchange
budgetary allocation,
sectoral conflicts, enabling negotiation, programs, and
etc. Terms of reference
clarification and dialogue in respect to importantly, “learning
and scope and areas of
disputes. by doing”.
coverage were identified
• Increased confidence, appreciation, and adopted by the Members of the ICM
and support from participating committee members. Committee benefited
agencies, stakeholders and the general from increasing
public as a result of the visible outputs knowledge and
and outcomes arising from the experience in managing
implementation of the ICM program. the complexity of
The ICM initiatives increased public the coastal areas and
involvement, which was further enhanced the value of working
by national recognition in the form of together.
honorary awards bestowed to Dongying
City.
Source: Adapted from Partnerships in Environmental Management for the Seas of East Asia (PEMSEA) and Coastal Management Center
(CMC), 2018.44
43 Analysis of the contribution of ICM to in Dongying’s socioeconomic development is available at: https://core.ac.uk/
download/pdf/48788123.pdf.
44 For more details, go to: www.seaknowledgebank.net.
Supporting Resilient Coastal Economies in Vietnam:
82 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
3.2 National and regional approaches: US case study
3.2.1 ICZM vertical coordination
The US Coastal Zone Management Act of 1972 (CZMA) provides one of the best examples of
vertical coordination in ICZM. Section 307 of the Act, called the “federal consistency” provision,
provides a strong voice in federal agency decision-making, which it otherwise would not have,
for activities that may affect a state’s coastal uses or resources. The federal consistency provision
is a major incentive for states to join the National Coastal Zone Management Program and is a
powerful tool that state programs use to manage coastal activities and resources and to facilitate
cooperation and coordination with federal agencies.45
Despite Vietnam not having a federal system of government, the consistency principle could still
be relevant in intergovernmental relations (coordination between national, regional, provincial and
district levels).
3.2.2 The Mid-Atlantic – a regional inter-agency approach
In the US, the Mid-Atlantic Regional Council on the Ocean (MARCO) and the Mid-Atlantic
Committee on the Ocean (MACO) collaborate with governmental agencies, tribal nations, and
many other interested stakeholders through a series of specially focused work groups 46 on marine
debris, ocean acidification, ocean mapping and data, non-consumptive recreation, and offshore
renewable energy
The Mid-Atlantic Regional Council on the Ocean (MARCO)
MARCO is a strong example of regional, inter-agency coordination. MARCO was established
as a partnership of five US States to address shared regional priorities and provide a collective
voice.47 Four regional priorities for shared action were agreed upon to improve ocean health and
contribute to the high quality of life and economic vitality of the region.
45 For more information, see: https://coast.noaa.gov/czm/consistency/.
46 For more information, see: https://www.midatlanticocean.org/ocean-planning/work-groups-collaborative-efforts/.
47 MARCO was established as result of the Mid-Atlantic Governors’ Agreement on Ocean Conservation, signed by the
Governors of New York, New Jersey, Delaware, Maryland, and Virginia in 2009.
CHAPTER III: Effectiveness of inter-sectoral coordination between agencies 83
Climate Change Renewable Energy
Adaptation
Collaborating on a regional
Prepare the region’s coastal approach to support the
communities for the impacts sustainable development of
of climate change on ocean renewable energy in offshore
and coastal resources. areas.
Marine Habitats Water Quality
Coordinating the protection Promoting improvements in
of important marine habitats, ocean water quality.
including sensitive and unique
offshore areas such as corals,
canyons and migration
corridors.
Source: www.midatlanticocean.org/about/overview
Figure 12. Agreed priorities of MARCO
MARCO uses regional ocean planning to advance agreed priorities. Ocean planning establishes
a common foundation to guide actions to address the shared regional priorities and improve
understanding of how ocean space and resources are being used, managed and protected.
From 2013-2018, MARCO supported the Mid-Atlantic Regional Planning Body (RPB), which
undertook the regional ocean planning initiative, the Mid-Atlantic Ocean Action Plan (see also the
Marine Spatial Planning chapter of this report). The RPB included state and federal representatives,
tribal entities, and the Mid-Atlantic Fishery Management Council (MAFMC). Departments
represented included Agriculture (represented by the Natural Resources Conservation Service),
Commerce (represented by the NOAA), Defense, Energy, Homeland Security, Transportation, and
the Environmental Protection Agency.48
The Mid-Atlantic Ocean Plan set out best practice guidance in terms of the various forms of
coordination.49 In terms of inter-agency coordination, this included early coordination and timely
provision of information, agency coordination meetings that were open to all agencies with
jurisdiction or subject-matter interests, and consistent utilization of the Mid-Atlantic Data Portal.
MARCO leverages existing state and federal resources, knowledge, and partnerships to build
a stronger base of information and experience to make well-informed decisions. The MARCO
48 In 2018, President Trump signed Executive Order 13840 (the Ocean Policy to Advance the Economic, Security, and
Environmental Interests of the United States), which replaced RPBs with state-led planning efforts that address ocean-related
matters that may require inter-agency or intergovernmental solutions. Although the RPB is no longer active, the MARCO states and
former RPB member organizations continue to collaborate on shared priorities – including those highlighted in the latest executive
order. For more information, see: https://www.midatlanticocean.org/ocean-planning/about-ocean-planning/.
49 The Plan is available at: https://www.boem.gov/sites/default/files/environmental-stewardship/Mid-Atlantic-Regional-
Planning-Body/Mid-Atlantic-Regional-Ocean-Action-Plan.pdf.
Supporting Resilient Coastal Economies in Vietnam:
84 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Management Board50 leads efforts and is responsible for implementing MARCO’s regional priorities.
It is comprised of senior coastal managers and policy advisors from each of the five member
states. By working together, while recognizing the partners’ different interests and needs, MARCO
provides the states with expanded capacity to grow the vital ocean-based economy, improve ocean
health, achieve sustainable use of ocean spaces and resources, and improve ocean health.
Mid-Atlantic Committee on the Ocean (MACO)
MACO is a committee established by MARCO to foster collaboration among states, federal agencies,
the Mid-Atlantic Fishery Management Council, and federally recognized tribes, and to engage
stakeholders. The purpose of MACO is to enhance the vitality of the region’s ocean ecosystem and
economy through increased communication and collaboration. MACO’s goals are to:
● Provide a venue for ongoing regional information sharing and coordination about the Mid-
Atlantic’s ocean ecosystem and economy.
● Generate a deeper understanding and awareness of state, federal, tribal and regional fisheries
management entities’ programs and other activities affecting ocean waters of the Mid-Atlantic.
● Identify and pursue, where appropriate, opportunities for collaboration on regional ocean issues.
● Generate and maintain a list of contacts engaged in ocean planning to facilitate communication
across the region.
● Identify ways to enhance federal data sharing and support for the Mid-Atlantic Ocean Data
Portal to inform ocean planning and management.
● Engage stakeholders in learning about, identifying and responding to regional ocean issues.
Committee members convene an annual Mid-Atlantic Ocean Forum51 as a venue for regional
information sharing, coordination, and collaboration. The Forum enhances the region’s ability to
leverage existing efforts and information across multiple levels of government, tribes, NGOs, and
other stakeholders. The information and presentations discussed and shared through the Forum
inform the Committee and participants about potential areas to take future action, generate a
deeper understanding and awareness of member priorities and policy changes/enhancements that
may affect regional planning (e.g., funding, data, research, projects, best practices identified in other
regions), and identify areas for coordination.
3.2.3 Maritime infrastructure and transportation in the US Arctic
There are a variety of US stakeholders that play a role in maritime infrastructure in the US Arctic, including
several federal agencies, such as the NOAA, US Coast Guard, and US Army Corps of Engineers. Inter-
agency collaboration is a requisite, given the number and range of agencies involved with the region.
A recent review of US federal efforts related to Arctic maritime shipping and infrastructure found that
50 For more information, see: https://www.midatlanticocean.org/about/management-board/.
51 For more information, see: https://www.midatlanticocean.org/mid-atlantic-ocean-forum/.
CHAPTER III: Effectiveness of inter-sectoral coordination between agencies 85
while agencies have taken some steps to address gaps in US Arctic infrastructure, those efforts are not
based on a government-wide assessment of the economic, environmental and safety risks posed by
maritime infrastructure gaps to inform investment decisions in the US Arctic (GAO 2020).
To guide federal efforts, The White House developed a National Strategy for the Arctic Region in
2013 and established an inter-agency Arctic Executive Steering Committee in 2015. However, due
to changing conditions in the Arctic, the strategy is now outdated and there is no government-wide
strategy that aligns with key management practices, such as identifying goals and objectives, and
establishing performance measures. The White House has not designated which entity is to lead
US Arctic maritime infrastructure efforts and the review found that US Arctic inter-agency groups
do not reflect collaboration best practices, such as sustained leadership and inclusion of all relevant
stakeholders, and the Steering Committee is now dormant. Without a current strategy and a
designated inter-agency entity with robust collaboration practices, agencies may miss opportunities
to leverage resources and target infrastructure improvements in areas that would best mitigate risks
(GAO 2020).
Instead, agency officials currently base Arctic infrastructure decisions on their agency-specific
missions and strategies, and competition with other established agency mission areas means that
securing resources to address US Arctic infrastructure is challenging. For example, the review found
that infrastructure investments may not compete as well against other agency-established priorities
in other parts of the country (GAO 2020).
While agencies have taken actions to address maritime infrastructure gaps, federal efforts lack the
following:
● A government-wide assessment of risks posed by gaps in maritime infrastructure.
● A current government-wide strategy for addressing maritime infrastructure that includes goals,
performance measures, and appropriate responses to prioritized risks.
● An inter-agency mechanism and consistent leadership to guide agency actions related to maritime
infrastructure.
Without these elements, federal agencies may lack information for decision-making and prioritization
of investments and actions, and the ability to demonstrate progress in addressing maritime
infrastructure. Agencies may also miss opportunities to work together and leverage resources
towards achieving broader outcomes.
Supporting Resilient Coastal Economies in Vietnam:
86 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Category Examples Status in the U.S. Arctic
Less than 5 percent of the U.S. maritime Arctic has been
Charting and comprehensively surveyed to modern standards for nautical chart
mapping updates, according to the National Oceanic and Atmospheric
Administration (NOAA).
Environmental
information NOAA’s National Weather Service and the U.S. National Ice Center,
a partnership among NOAA, the U.S. Navy, and the U.S. Coast
Weather and sea
Guard, produce sea ice and weather forecasts. NOAA has previously
ice forecasting
noted that observations that are needed for timely forecasts, such as
for wind and clouds, are very limited in the Arctic.
There is limited infrastructure to support aviation-based search and
Search and rescue rescue operations. The nearest U.S. Coast Guard air station to Utqiagvik,
on Alaska’s northern coast, is about 945 miles away in Kodiak.
NOAA, U.S. Coast Guard, Interior, and the State of Alaska have roles
in this area. Their ability to respond to oil spills is affected by the
Oil spill response
Response communications limitations in the region and the vast distances over
services which responders and their equipment must travel.
The U.S. Coast Guard’s medium icebreaker Healy was commissioned
in 2000 and is the primary icebreaker used in the U.S. Arctic.
Icebreakers The only U.S. Coast Guard heavy icebreaker, the Polar Star, was
commissioned in 1976 and is currently used in Antarctica to support
McMurdo station.
As of 2013, the International Maritime Organization (IMO) had yet
Vessel to finalize requirements for vessels operating in Arctic and Antarctic
requirements ice-covered waters including requirements for training, vessel design,
Operating and vessel constructiona
environment Communications, which are sufficient to support voice and data
needs in the Bering Sea but limited at higher latitudes, are necessary
Communications
for vessels to receive weather and sea ice information or request
emergency services.
The closest deep-draft port is Dutch Harbor in the southern Bering
Deep-draft port
Sea, which is over 800 miles from the Bering Strait.
A harbor of refuge is a port, inlet, or other body of water normally
sheltered from heavy seas by land in which a vessel can safely moor
Harbors of refuge
during severe conditions or when it needs repairs. The U.S. Arctic
Navigation
lacks such a harbor designated by the IMO.
Managing The U.S. Committee on the Marine Transportation System reported
waterways/ marine in 2013 that compulsory regulations to protect areas in international
areas of ecological Arctic waterways with heightened ecological and cultural significance
significance from the impacts of shipping did not exist.
Source: GAO Analysis of Federal Agency Information
Figure 13. Examples of maritime infrastructure gaps in the US Arctic, identified by
the US Committee on the Marine Transportation System and other agencies
CHAPTER III: Effectiveness of inter-sectoral coordination between agencies 87
Without a risk assessment, agencies lack assurance that their investments are addressing the
highest-priority risks. A review by the US Government Accountability Office (GAO) found
that agencies’ actions to address maritime infrastructure gaps were not fully consistent with the
areas that the stakeholders interviewed identified as the most critical. For example, 55 percent
of stakeholders interviewed identified charting Arctic waters as the highest priority to address.
However, hydrographic survey data has been acquired on less than 1 percent of the over 200,000
square nautical miles of waters identified as significant to navigation in the US Arctic. In addition,
nine stakeholders identified addressing gaps in communications in the US Arctic as a key priority.
However, reports by the US Committee on the Marine Transportation System indicate no change
in the status of communications capabilities in the US Arctic between 2013 and 2018 (GAO 2020).
The GAO identified key characteristics of national inter-agency (government-wide) strategies,
including:
● Definition of obstacles and risk assessment to address the gaps the strategy is directed towards;
and
● Goals, objectives, and performance measures to gauge and monitor results.
The GAO recommends that leaders should rank risks in relation to strategic objectives and review the
prioritized list collaboratively to select the most appropriate response to address the risk (GAO 2016).
With multiple agencies involved, these key characteristics help managers collaboratively determine
the extent of investment needed and facilitate effective targeting of resources. Without performance
measures, agencies are not able to demonstrate, and decision makers are unable to monitor, the
extent to which agency actions have addressed gaps.
3.3 Key roles and relationships: New Zealand case study
Interpersonal relationships are key to driving effective coordination and implementation. Building
networks, sustaining relationships, and generating champions within agencies (as well as sectors
and communities) are crucial to achieve outcomes. For example, while New Zealand’s Sea Change
Marine Spatial Plan is world-leading for its collaborative, local-level processes, the commissioning
agency staff felt excluded from key aspects of the collaboration. This, as well as the lack of a formal
multi-agency implementation mechanism following the plan’s release, and lack of alignment with
the plan’s proposals and existing legislation, contributed to implementation difficulties (Serjeant and
Peart 2018).
Substantial resources were made available to the project. However, Sea Change did not have
dedicated project staffing, with most staff being seconded from agencies, and additional expertise
being provided through periodical short-term external contracts. There were differences between
staff and their respective time allocation for the project. The skills of the seconded staff did not always
match the project’s requirements. The local government agencies were concurrently undertaking
other major planning exercises, which absorbed much political and staff attention. All these factors
hindered the development of a strong core project team.
Supporting Resilient Coastal Economies in Vietnam:
88 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
There are lessons from this experience for future MSP and other marine planning exercises and
initiatives. While multi-agency projects are complex, with multiple lines of accountability and
reporting, and various budgetary cycles, it is important that, to the extent possible, the project
structure is streamlined. There should be a dedicated project team carefully selected to meet the
skills required to deliver the project. Strong working relationships need to be built between all the
different elements of the project, and the more streamlined the structure, the easier this task will
be (Peart 2018).
In the context of coordination, integration and MSP, different agencies may have different internal
cultures and policies for how they make decisions, develop management strategies and activities,
build partnerships, and spend their funding. It is crucial that agencies take the opportunity to spend
time face to face, including holding calibration meetings to identifying what aspects of management
each agency will be responsible for. Significant interpersonal relationships between participants
from different agencies are built via meetings and training workshops, and the early building of these
relationships provides a crucial foundation for successful coordination in everyday practice. Refer to
the Capacity Building chapter for further insights.
3.4 Long-term coordination: Philippines case study
3.4.1 Coordination to secure finance
Effective coordination and integrative governance are key factors in securing finance for the
development of marine economies and the implementation of marine/coastal initiatives. An early
example of the success of a coordinated approach was evident in the example of Batangas Province
in the Philippines, which implemented ICM in respect to activities including tourism, fisheries,
aquaculture, ports and marine transportation. The Coordinating Committee brought together
government, the private sector and communities, who were deeply engaged via public meetings
and daily radio broadcasts. This cooperation and buy-in meant that the provincial government,
although limited in budget, was able to secure support from the private sector to sustain financial
support for the ICM activities beyond the preliminary international financing. The corporate sector
has contributed to the marine economy and ICM in Batangas by:
● Participating in the local government’s multi-sectoral coordinating council for the program
● Giving input to planning and development activities of the ICM program
● Providing resources, skills, equipment and facilities in support of ICM program activities and events
● Acting as a catalyst to increase community and corporate awareness and participation in coastal
resources management (PEMSEA n.d.).
The innovative coordinated and collaborative approach also enabled the establishment of the first
local government run water quality testing laboratory, which earned revenue by providing services
to companies operating in the bay. Tourist dive fees from protected coral areas also generated
significant revenue (Cardinal et al. 2018).
CHAPTER III: Effectiveness of inter-sectoral coordination between agencies 89
3.4.2 Sustaining coordination via institutionalization
The Batangas ICM program was initiated as a collaboration between five municipalities and one
city in Batangas Bay. ICM has now expanded to cover the watershed, coastal areas and bays of the
entire province, In coordination with 34 local governments, agencies and donors (PEMSEA n.d.).
In 2006, the Philippines adopted ICM as a national strategy to ensure the sustainable development
of the country’s coastal and marine environment and resources, and established supporting
mechanisms for its implementation.
Recognizing that good governance and outcomes must be achieved through the combined efforts
of all stakeholders concerned, the Philippines approach ensured that roles and responsibilities of
government agencies, industry/ private sector, and community groups in the ICM sites were clearly
identified and mandated.
In the provinces of Guimaras and Bataan, the structure of the coordinating mechanism evolved into
five subcommittees that correspond to the five sustainable development aspects of the Framework for
Sustainable Development of Coastal Areas. In Bataan, the coordinating mechanism was transformed
into the Bataan Sustainable Development Council through an Executive Order in which the Council
was tasked to act as the governing body mandated to set policies and guidelines for the implementation
of the Bataan Sustainable Development Strategy. The project management offices were set up as
regular units of the environment and planning offices of the local government (Chua et al. 2018).
Institutionalization of coordinating mechanisms help to ensure their longevity, sustainability, and ability
to adapt to policy, administrative and political changes. In this respect, a parallel has been drawn
between the Bataan experience and the City Government of Da Nang in Vietnam, which issued
Decision No. 3651/QD-UBND on June 5, 2014. This transformed the ICM Project Coordinating
Committee into the Steering Committee on Integrated and Unified Coastal and Marine Resources
and Environment Management, thus expanding the role of the Committee on integrated management
of the sea and islands, in line with institutional reforms at the national level (Chua et al. 2018).
Photo: Jimmy Tran - shutterstock.com
Supporting Resilient Coastal Economies in Vietnam:
90 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Lessons learned and insights
Collaborative, coordinating mechanisms all benefit from certain key features, which raise
considerations that may be of assistance to Vietnam’s National Steering Committee and
associated regional and provincial coordinating entities. These key issues and considerations
are captured in the table below.
Table 6. Key issues and considerations for effective inter-agency
coordination and collaboration
Key issues for Considerations
effective inter-agency
coordination and
collaboration
• Clear definition of shared short-term and long-term goals and outcomes.
• Methodology to track and monitor progress.
• Embed collaboration-related competencies or performance standards across
Outcomes and
agencies, against which agency and individual performance can be evaluated.
accountability
• Enable the means to recognize and reward accomplishments related to
collaboration.
• Institutionalization of coordinating mechanisms helps to ensure sustainability.
• Identification and clarification of the specific roles of participating agencies.
Roles and
responsibilities • Robust understanding of agency’s own role, and the roles of other
participants.52
• Inclusion of all relevant stakeholders.
• Identify each agency’s ability to commit resources and ability to attend
Stakeholder
regular activities and meetings of the coordinating body.
participation
• Ensure appropriate authority of participants to make decisions and resolve
challenges.
• Identify the human, information technology, physical, and financial resources
needed to initiate or sustain collaborative effort.
Resources
• Determine how the collaborative mechanism itself will be funded and staffed.
• Develop robust communications strategy and online collaboration tools.
• Formal documentation of agreement between participating agencies in
terms of how they will be collaborating (i.e., Memorandum of Understanding
Written guidance and or Terms of Reference).
agreements
• Include monitoring and revision of these agreements to implement lessons
learned and improve effectiveness of collaboration.
• Ensure a shared understanding of the missions, strengths and organizational
cultures of the participating agencies (and identify commonalities and
Inter-agency differences).
relationships
• Facilitate relationship building through meetings, workshops, networks,
communities of practice and joint training.
• Agencies to agree on common terminology and definitions.
Source: Adapted from GAO 2012 (available at: https://www.gao.gov/assets/650/648934.pdf)
52 A degree in Marine Affairs would build capacity in this respect. In terms of short-term training, training in ICM normally
includes a module on coordination/development of coordinating mechanisms. Specific skills and knowledge needed include
organizational theory, stakeholder analysis and management, negotiation and conflict resolution, public policy, and public relations.
CHAPTER III: Effectiveness of inter-sectoral coordination between agencies 91
3.5 Recommendations for Vietnam
National–regional–provincial coordination
The ‘scaling-up’ of on-the-ground initiatives from local, to national, and on to the regional level using
ICM has been a success for integrative implementation of the Sustainable Development Strategy
for the Seas of East Asia. Local governments have seen that the ICM governance framework and
process results in both economic gain and environmental benefit, and as a result, a number of local
communities and governments in the region have begun to institutionalize ICM programs within
their operations.53
To achieve implementation of Vietnam’s Marine Strategy, integrated governance and policy at a
national level must be translated into an implementable policy and administrative agenda at the
regional and local levels. Regular budgetary support is crucial at the local level, which will enable
scalable solutions and success.
Box 2: Coordination of coastal regions in
Vietnam – Thua Thien Hue example
In Thua Thien Hue Province, the People’s Committee has established the Management
and Coordination Unit for coastal regions, to consistently implement the sustainable
development of marine economy. The function of this unit primarily includes the roles and
responsibilities of inter-sectoral coordination as follows:
Direct the various departments, divisions, and People’s Committees in regions, towns and
districts to develop programs and action plans for implementing the holistic management
of coastal areas within the province.
Coordinate the implementation of duties, programs, plans and projects within the coastal
area that ensure approved collaboration among organizations, provinces and respective
institutions.
Collaborate among the departments, divisions, sectors and People’s Committees in regions,
towns and districts to resolve critical problems in regard to exploiting the coastal area,
utilizing natural resources, and protecting the environment.
Note: See Decision 2241/QD-UBND dated September 13, 2019 of the People’s
Committee with regard to the establishment of a Management and Coordination Unit for
coastal regions, Decision 164/QD-BDP dated November 6, 2019 of the Management and
Coordination Unit regarding the issuance of Governance rule of the Unit).
53 For more details, go to: www.pemsea.org.
Supporting Resilient Coastal Economies in Vietnam:
92 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
The role of the National Steering Committee
● The NSC can play a vital role in ensuring that the necessary policies, programs and capacity-
building activities are in place for expanding ICM coverage to all coastal communities, seeking
synergies with MSP, and promoting regional marine economy initiatives. It is important to note
that national government plays a particularly key role in term of transboundary issues, such as
pollutants discharged and carried by rivers and ocean currents, which require interventions at a
higher level.
● The NSC must provide the needed leadership, coordination and integration in fulfilment of
the Marine Strategy. As the NSC is high-level in terms of institutional arrangements, further
mechanisms will be required for mobilizing resources, mainstreaming and implementing the
Marine Strategy. The mechanisms should include (in the near term):
• Regional and/or provincial steering groups as a local mandate for the NSC (refer to
recommendations in the chapter on Marine Spatial Planning for further related details).
• A Monitoring and Evaluation group within NSC to provide for transparency, consistency and
accountability across all agencies that have a role in Marine Strategy implementation. This
should consider performance/reporting needs in relation to coordination/collaboration, and
ability to track tasks, outcomes and targets.
● In the short term, MPI should also conduct a network analysis to identify connections, dependencies
and gaps in Vietnam’s marine economy policy development and implementation.
● Another coordination mechanism that MONRE proposes is the Vietnam Blue Economy
Partnership (VBEP). This platform would assist with coordination and mobilization of human,
technical and financial resources in a coordinated manner by key ministries in the NSC54 and
should be established as soon as possible. It is important that the functions and objectives of
VBEP do not overlap, but that they either support or stretch the functions of the NSC. The
VBEP platform could accomplish the following:
• Broaden the focus of the partnership beyond policy insights to include a strong focus on
marine strategy implementation and mainstreaming, and investment/financing. This would
help add value to the role and functions that NSC is playing, avoid duplication of efforts, and
play a key role in operationalizing policy and strategy for the blue economy in Vietnam from
the central to provincial level.
• Include a dashboard to measure and report change – including making the connections with
SDGs and the development of ocean accounts (refer to the chapter on Orientation of Blue
Economy for further insights).
● Technical working groups focusing on cross-cutting issues (which can delve into sectors as
necessary) are a way for the VBEP to create impact, for example, through:
54 In order to build capability for transition to blue economy and make progress towards SDG 14, efforts are ongoing to
establish the Vietnam Blue Economy Partnership in cooperation with development partners. The authors of this report have seen an
early version of the potential scope for VBEP.
CHAPTER III: Effectiveness of inter-sectoral coordination between agencies 93
• Blue economy finance and investment (focus on project pipelines, investment instruments
and business cases).
• Sector innovation and partnerships (aquaculture, tourism, renewable energy, transport,
plastics).
Communication and awareness raising – to address the low level of knowledge about marine
economy opportunities for provinces, the private sector, small and medium enterprises (SMEs),
and investment entities. (Refer also to the recommendations in the chapter on Orientation of Blue
Economy).
Accountability
● To support accountability and transparency, performance measures can be developed and
published to monitor agencies’ progress over time, in terms of the Marine Strategy’s goals and
objectives, and the appropriate responses to address risks.
● This may involve establishing a Monitoring and Evaluation group within the NSC to provide
for transparency, consistency and accountability across all agencies, and performance/reporting
needs to reflect coordination and collaboration.
● Since MONRE/VASI are responsible for supporting the NSC effectively, they are well placed to
track and report on progress against tasks and targets. External review can also be commissioned
to assess progress against outcomes and targets.
Assessments and analysis to aid coordination
● The existing policy framework relevant to the Marine Strategy in Vietnam is extensive – we
recommend conducting a network analysis to identify connections and dependencies. This
analysis can provide an insight to the extent to which the policy framework is interconnected
and where key linkage points exist, by measuring the degree of references within all relevant
policies. This will aid in developing effective inter-agency coordination. It is expected that the
SEDP will be a key nexus.
● Confirming where the implementation of the Marine Strategy can add value to existing efforts,
build connections across silos, and plug policy and coordination gaps and weaknesses will
enable Vietnam to leverage existing initiatives and mechanisms and avoid reinventing the wheel.
Stakeholder mapping and social network analysis are key tools in this respect.55
• Conducting a government-wide assessment and prioritization of the economic, environmental
and social risks posed by the identified gaps in the priority areas of Vietnam’s marine economy
development will help to inform collaborative investment priorities and decisions.
55 Potential methods for undertaking such analysis include face-to-face interviews, structured social network surveys and
visual representations, and Q-methodology surveys (to understand stakeholder perspectives).
Supporting Resilient Coastal Economies in Vietnam:
94 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
CHAPTER IV.
Strengthening
capacity for
integrated
Photo: Quang nguyen vinh - shutterstock.com
management of
natural resources
for sea and islands
environment
CHAPTER IV: Strengthening capacity for integrated management of natural resources for
sea and islands environment 95
4.1 Capacity needs
Capacity building refers to the “process of developing and strengthening the skills, instincts, abilities,
processes and resources that organizations and communities need to survive, adapt, and thrive
in a fast-changing world. (UN Academic Impact. n.d.)” The outcome document of the 2012 UN
Conference for Sustainable Development (UNCSD), The Future We Want, provided guidance on
the enhanced capacity building needed for sustainable development. It called for the strengthening of
technical and scientific cooperation, including North-South, South-South and triangular cooperation.
It emphasized the importance of human resource development, including training, the exchange
of experiences and expertise, knowledge transfer and technical assistance for capacity building.
This involves strengthening institutional capacity, including planning, management and monitoring
capacities. The document noted the importance of ensuring that workers are equipped with the
necessary skills, including through education, and called for governments to improve knowledge and
statistical capacity on job trends, developments and constraints, and to integrate relevant data into
national statistics (UNGA 2012).
The 2030 Agenda for Sustainable Development reiterated the need to: (i) develop capacity in
developing countries to support national plans to implement all of the Sustainable Development
Goals, including through North-South, South-South and triangular cooperation (Target 17.9)
by 2020; and (ii) enhance capacity-building support to developing countries, including for least-
developed countries and small-island developing states, to significantly increase the availability of
high-quality, timely and reliable data disaggregated by income, gender, age, race, ethnicity, migratory
status, disability, geographic location and other characteristics relevant in national contexts (Target
17.18) (UN. n.d.).56
Recommendations for building needed capacity
The UNCSD Outcome Document provided the following suggested approaches to build needed
capacity:
1. Enhancing international cooperation through technical assistance,57 technology transfer (as
mutually agreed), capacity building and training programs.
2. Employing communications technologies, including connection technologies and innovative
applications, to promote knowledge exchange, technical cooperation and capacity building for
sustainable development.
3. Recognizing that effective governance at the local, subnational, national, regional and global levels
representing the voices and interests of all is critical for advancing sustainable development, and
strengthening the institutional framework for sustainable development, including, among others:
a. Promoting the science-policy interface through inclusive, evidence-based and transparent
scientific assessments, as well as access to reliable, relevant and timely data in areas related
to the three dimensions of sustainable development, building on existing mechanisms, as
appropriate.
56 The 2030 Agenda is available at: https://www.un.org/sustainabledevelopment/development-agenda/.
57 In the case of Vietnam, technical assistance is through bilateral donors and not grant financing for the country.
Supporting Resilient Coastal Economies in Vietnam:
96 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
b. Enhancing evidence-based decision-making at all levels and strengthening ongoing capacity
building for data collection and analysis.
4. Mobilizing funding from a variety of sources, public and private, bilateral and multilateral, including
innovative sources of finance.
5. Identifying options for a facilitation mechanism that promotes the development, transfer and
dissemination of clean and environmentally sound technologies by, inter alia, assessing the
technology needs of developing countries, options to address those needs, and capacity building
(UNGA 2012).
4.2 Capacity needed for Vietnam’s Marine Strategy
Generally, the potential to develop a sustainable marine economy or blue economy is constrained
by, among other things, inadequate human, institutional and technical capacity. There is a need
to invest in the human capital required to harness the employment and development benefits
of investing in blue economy sectors. The main objective of capacity building for Vietnam is to
build a cadre of marine economy specialists (and specifically blue economy) to support priority
sectors within the framework of its marine strategy. Capacity building efforts for the established
sectors will focus on strengthening existing capacity, for example, with training programs on new
approaches to resource/sector management. Capacity building for new and emerging activities,
such as renewable energy, may require developing human resources from the bottom up. Capacity
needs assessments for both types of sectors would establish specific capacity building needs for
the short and long terms.
The achievement of the general and specific objectives of Vietnam’s marine strategy by 2030
(focusing on an ambitious vision by 2045) necessitates a common understanding and ownership
of those objectives and vision among all concerned. This requires a clear identification of all
key stakeholders; the respective role of each in the implementation of the marine
strategy; the resources, capabilities, and core competencies they can offer; as well as their
strengths and weaknesses, and the opportunities and threats that they face (see Box 3 below for a
list of stakeholders). A stakeholder analysis would provide an initial basis for target groups in need
of further needs assessment for capacity building/strengthening. The importance of a stakeholder
analysis becomes clear as the Government of Vietnam develops a plan for an efficient and effective
implementation of the Marine Strategy, leveraging the core competencies of each stakeholder
organization.
Capacity assessment is a key step that is essential to crafting a capacity-building program to support
the implementation of Vietnam’s Marine Strategy. In addition to identification of existing capacity
and gaps, it could also lead to the identification of existing capacity-building programs in Vietnam
that could be adapted or expanded accordingly, as well as information that can be used in identifying
priority areas for short- and long-term implementation.
CHAPTER IV: Strengthening capacity for integrated management of natural resources for
sea and islands environment 97
Box 3: Stakeholders and stakeholder organizations that could be involved
in the implementation of Vietnam’s marine strategy
• National level: Ministries, ministerial-level agencies, and central government agencies
with marine and coastal related mandates58
• Provincial/local levels: Coastal provinces (28), coastal districts (145) and communes
(Nguyen and Ngoc 2015)
• Development partners
• Private/business sector: Tourism service operators; fishers and fisher organizations and
aquaculture companies; maritime transportation and logistics service operators; investment
firms; renewable energy companies; offshore oil and gas companies; and others
• Non-government organizations59: International and national/local
• Research and academic institutions, and think tanks
• General public: Including the 70 percent of population that lives in coastal areas and
low-lying deltas (GFDRR 2015)
• Media: State-controlled media (VTV, print media, radio), as well as journalists, bloggers
and other internet/social media (BBC 2018)
4.3 Examples and insights from international experience
The following describes various capacity-building efforts at the global, regional, national, and sub-
national levels that are relevant to the specific objectives of Vietnam’s marine strategy. Lessons and
insights are identified from international experience that address the capacity needs identified by
the Vietnamese informants.
4.3.1 Marine and ocean governance/management
What capacity is needed. The Marine Strategy is grounded in the principles of integration at
all levels, harmonization of economic and natural ecosystems, equitable participation, and other
sustainable development principles. Achieving the objectives of the Marine Strategy requires the
application of principles and approaches prescribed to achieve global as well as national sustainable
development targets on oceans, including integrated coastal management, ecosystem-based
58 See list of national-level organizations in the composition of the National Steering Committee on the implementation of
Vietnam’s marine strategy
59 The number of NGOs operating in Vietnam (not necessarily working on marine issues) was estimated to be 800 in 2010,
according to Vietnam Online.
Supporting Resilient Coastal Economies in Vietnam:
98 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
management (UN 1992, 2002), and marine spatial planning60.
Whose capacity needs to be built/strengthened. All stakeholder groups concerned must have
a common threshold of understanding of these principles and approaches, including how they can
be applied in their respective sectors within the framework of the marine strategy in coastal areas,
the exclusive economic zone (EEZ), and in marine areas beyond national jurisdiction61. Existing
national (MONRE and other concerned ministries) and sub-national (provincial government
agencies) capacities in these approaches have to be assessed and gaps identified as part of a
capacity-building program to support the implementation of the Marine Strategy. Capacity for
raising public awareness, marine spatial planning, and fostering partnerships are among the priority
capacities that need to be developed in this area. More specific information on capacity needs in
marine spatial planning and in inter-agency coordination are provided in Chapters 2 and 3.
Lessons learned and insights
Successful capacity-building approaches in marine and ocean governance pioneered by the US,
PEMSEA, EU and other regional initiatives are well-documented and could be adapted to fit
the Vietnamese context. A particular lesson from the EU indicates that in order to accelerate
the development of MSPs, capacity building in all dimensions of the MSP process must be
carried out. See Annex E for information on capacity building initiatives in marine and ocean
governance and management from the US, PEMSEA, and the EU and Intergovernmental
Oceanographic Commission of the United Nations Educational, Scientific and Cultural
Organization (UNESCO).
4.3.2 Implementing marine economy initiatives
What and whose capacity are needed. In order to establish sea-based industries that would
contribute about 10 percent to the national GDP (with the economy of the 28 coastal provinces
and cities making up 65-70 percent of Vietnam’s GDP), the country has to develop and strengthen
its capacity for blue economy (i.e., by proposing and implementing marine economy projects).
At the individual level, capacity is needed among marine economy program/project
implementers (managers and staff at the national and provincial levels) in entrepreneurship, business
development, economics and financing – including trade-off analysis, operations management,
marketing, and corporate strategy – in addition to capacity in sectoral and cross-sectoral ocean and
coastal management. In particular, capacity is needed in decision-making and the use of decision-
making tools such as computable general equilibrium models in selecting and prioritizing marine
60 There are international prescriptions for marine spatial planning but MSP is used in conjunction/as a tool for ICM and
EBM.
61 Although the marine strategy does not mention it, it is to be assumed that Vietnam has to develop its capacity to
participate in the management of marine areas beyond national jurisdiction in order to protect its interests in Areas Beyond
National Jurisdiction. See Cicin-Sain et al. (2018) for a reference on capacity building in those areas.
CHAPTER IV: Strengthening capacity for integrated management of natural resources for
sea and islands environment 99
economy projects62. Additionally, capacity is needed to evaluate the potential and value of Vietnam’s
important marine resources and ecosystem assets, including capacity for resource assessment
and economic valuation. Other specific skills and knowledge needed by project proponents and
managers may include: economic drivers of markets, causes of market and policy failures, protected
areas finance, conservation trust funds, debt-for-nature swaps, public-private partnerships, tourism-
based mechanisms, public budgeting processes, and leveraging private and multilateral donor funds
(CSF n.d.).
At the organizational level (MONRE/other ministries and provincial government agencies),
capacity is needed in transitioning to an organizational culture that embraces integration, connectivity,
sustainability, and resilience. Capacity is needed for the development of an organizational structure,
policies, and procedures, including the development of long-term financing strategies in line with
the organization’s role in the implementation of the marine strategy, as a framework within which
marine economy projects are implemented.
At the societal/community level (coastal communities involved in marine economy projects),
capacity is needed towards increased public awareness and engagement/participation in the
implementation of blue economy initiatives. At the enabling environment level, capacity is needed
for regulations and strong enforcement of standards to support the competitive advantage of
marine economic sectors (e.g., tourism and marine services: establishing high-quality sea resorts in
coastal areas and developing marine tourism products).
Capacity assessment in blue economy should identify: (i) gaps between available educational
programs and capacity needs; (ii) lack of communication and cooperation between educational
institutions and sectors; (iii) lack of attractiveness and awareness of career opportunities in the
marine economy; (iv) lack of ocean literacy culture (EC n.d.); and (v) who should be carrying out
capacity-building activities.
Photo: Stephen Bures - shutterstock.com
62 See for example, the work of Varga et al. (2013) on a blue economy innovation impact assessment.
Supporting Resilient Coastal Economies in Vietnam:
100 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Insights and observations:
• Since countries have just started to implement blue economy initiatives, there is limited
international experience from which to draw lessons to inform capacity building in marine
economy in Vietnam. In the Seychelles, the use of public-private partnerships in capacity
building has been shown to be a viable approach that facilitates the inclusion of hands-
on and on-the-job training components in capacity-building programs of different target
groups.
• Regional capacity-building initiatives in blue economy (e.g., in the EU, Pacific, and East
Asia) have been designed to serve a dual purpose: a) Develop capacity among countries
within a certain region based on common capacity needs following the same levels and
standards; and b) Ensure that policies that embody blue economy principles and standards
are applied consistently among countries across the regions.
• Based on testimonies from 12 participants, the Pacific Ocean Finance Fellowship Program
(2019-2020) has helped them learn and apply finance solutions to oceans issues in practical
ways going forward, through of a series of five-day training workshops, project mentorship,
sharing among participants about their marine economy projects, and exchange of
information regarding finance tools and other resources (Sanin 2019). The Fellowship
Program, which was financed through a partnership among the Conservation Finance
Alliance, Wildlife Conservation Society, the Pacific Islands Forum Fisheries Agency, and the
Office of the Pacific Ocean Commissioner, provides an example of a successful model of
financing capacity building in implementing blue economy initiatives (CSF n.d.).
See Annex E for information on capacity building initiatives in implementing marine economy
initiatives from the Seychelles, US, East Asia, EU, and the Pacific.
4.3.3 Marine science and technology
Capacity needed. Vietnam’s marine strategy is explicit in its desired approach of making full
use of advanced scientific and technological achievements in order to attain leadership in this
aspect among Association of Southeast Asian Nations (ASEAN) countries. Vietnam aims to
promote training and development of marine human resources, forming a contingent of highly-
qualified and skillful marine science and technology personnel. In addition, Vietnam has to respond
to the challenge of appropriate transfer of marine technology. The Intergovernmental Oceanic
Commission of UNESCO has issued criteria and guidelines on the transfer of marine technology for
developing countries as a tool for potential suppliers and users of technology. In addition, capacity
is also needed in data management and sharing at the national, regional and provincial levels.
Capacity in marine scientific research and adoption of marine technology is particularly needed to
support the following: prevention, control and reduction in marine pollution, especially in marine
plastics; planning and construction of coastal economic zones, industrial parks and urban areas in a
CHAPTER IV: Strengthening capacity for integrated management of natural resources for
sea and islands environment 101
sustainable, ecological and smart manner and adaptable to climate change and sea level rise; and the
establishment and management of marine and coastal conservation zones.
Vietnam is highly vulnerable to the impacts of climate change, yet its fast-growing economy and
its future climate policy plans are dominated by fossil fuels. Vietnam’s Nationally Determined
Contribution (NDC) target is considered “critically insufficient” in reaching a “fair” approach to
climate policy in line with the Paris Agreement’s 1.5˚C limit. If the country were to give up substantial
coal-fired power generation in favor of a shift to renewable energy, Vietnam could become a leader
in Southeast Asia (Climate Action Tracker 2019). Vietnam could potentially learn from countries
that are incorporating ocean-based or nature-based mitigation and adaptation measures into their
NDCs, and could also benefit from transfer of appropriate technology in these areas (e.g., like
Indonesia.) Coastal Blue Carbon, a manual for measuring, assessing and analyzing carbon in the
field and in the laboratory has been developed by the Blue Carbon Initiative (2019). There are
also examples of efforts to streamline climate mitigation and adaptation as well as disaster risk
preparedness into marine conservation efforts, including through green infrastructure, which could
inform Vietnam’s capacity building in these areas (UNEP 2019, PreventionWeb 2020).
Lessons learned and insights
• There are existing institutional frameworks for capacity building in marine science and
transfer of marine technology in various countries and regions (e.g., ASEAN, Australia, New
Zealand) from which Vietnam can benefit. Planning capacity building in marine science and
transfer of marine technology within the framework of international cooperation would
facilitate the adoption of best practices and technology as well as take advantage of financing
and other resources available from regional/international initiatives (see information on
capacity building needs in Chapter 6 on International Cooperation).
• The application of proven concepts of environmental valuation developed and applied in
the US and elsewhere could help establish the viability of marine economy initiatives, as
they provide a better information base for decision-making.
• The usefulness of an ocean data portal in regional ocean planning has been demonstrated
in the US Mid-Atlantic ocean planning process, in which the interactive data portal became
a repository of stories, data and mapping in support of the planning process, including
identification of ecologically important marine habitats for conservation, monitoring of
ocean acidification, and survey of recreational fishing.
• The participation of local communities and individual citizens in marine conservation,
especially in citizen science, are key to implementation success in marine conservation, as
demonstrated in the US National Estuarine Research Reserves System (NERRS) program
and in the satoumi approach in Japan.
See Annex E for information on capacity building initiatives in marine science and technology
from Australia, India, Indonesia, Japan, Malaysia, US, and ASEAN.
Supporting Resilient Coastal Economies in Vietnam:
102 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
4.4 Recommendations for Vietnam
To achieve the specific objectives of the Marine Strategy, Vietnam has to develop and/or strengthen
capacity at the national and sub-national level. Information derived from interviews of Vietnamese
government and civil society experts indicates specific capacity needs, which are described below.
However, in the short term, it is important for Vietnam to initiate a capacity building assessment
to identify and prioritize capacity needs at the individual, organizational, societal and enabling
environment levels to support the development of a blue economy and deliver the Marine Strategy’s
Specific and General Objective by 2030. Experts’ opinions indicate the capacity needs are as follows:
1. Marine and ocean governance: The contemporary approaches in ocean and coastal management
governance (i.e., integrated and ecosystem-based management and marine spatial planning)
are still not applied effectively in Vietnam. In particular, marine spatial planning is a fairly new
approach in ocean governance in Vietnam for which capacity has to be built at various levels.
Staff of MONRE and other relevant ministries, as well as provincial level agencies who will be
involved in the process of marine spatial planning, need to acquire the knowledge and skills
to carry out MSP and develop the plans; while the National Assembly needs to understand
how MSP works in order to review and approve the marine spatial plans effectively. For the
marine strategy to succeed, cross-sectoral as well as intergovernmental coordination has to
happen. Since VASI plays a major role as the coordinating body/secretariat of the National
Steering Committee, VASI has to build capacity in formulating and implementing coordination
mechanisms, and in the day-to-day functioning of a coordinating body (e.g., organizing NSC
meetings, preparing policy briefs, drafting decisions and developing guidelines).
2. Implementing blue economy initiatives: The concept of blue economy is not well understood
or applied consistently in Vietnam. All stakeholders in ocean and coastal management and
governance (government and non-government, national and sub-national) need to develop a
shared and long-term vision for the marine economy.
MONRE, specifically VASI and other members of the NSC, as well as provincial-level agencies,
need to develop the knowledge and skills required to design and implement multi-sectoral
initiatives that take blue economy principles and approaches into consideration, taking existing
ICM initiatives to the next level and mainstreaming blue economy initiatives into national
economic development plans. This includes recognizing that up to the present marine
economy initiatives, combined with marine resources conservation and marine environment
protection in the country, have been ineffective.
Project proponents and lead agencies (whether central government, provincial government
or marine sectors) need to have the knowledge and ability to prepare blue economy
propositions in a format and with the level of detail that investors need, while also recognizing
the novelty of some cross-sectoral investment projects, for example, fisheries recovery or
sustainable aquaculture growth linked to ocean wind energy.
The private sector needs to understand how blue economy works in order to collaborate
effectively with government agencies on new initiatives, as well as develop a perspective and
vision of marine economy as an investment opportunity in which to develop blue economy
products that are competitive in the marketplace.
CHAPTER IV: Strengthening capacity for integrated management of natural resources for
sea and islands environment 103
For society and coastal communities, public awareness and education at all levels and
engagement/participation in blue economy implementation are needed, which is particularly
important because planning at the national and provincial levels depends on how well specific
needs/wants for blue economy initiatives are articulated by various stakeholders.
3. Marine science and technology: It appears that the transfer and application of scientific and
technological advances to support marine economic development remains weak in Vietnam.
Also, there is no long-term marine technology and transfer program established to support
marine economy sectors, and specifically blue economy. In addition, although the country
has accumulated scientific data on the natural resources of seas and islands on which to base
ocean and coastal management and conservation decisions, these are not complete or need
to be updated as well as augmented with current socioeconomic data on which to base blue
economic development proposals (e.g., general, industry, and competitor environments).
Moreover, data have to be managed such that more data can be added and accessed freely
on demand (there is a need for databases). Capacity to undertake the above activities has to
be developed. Building capacity in marine science and technology is needed to support MSP,
blue economy, as well as the other specific objectives of the marine strategy (e.g., on climate
change, marine conservation, marine pollution management, and disaster risk prevention).
Based on the preceding discussion on what capacity is needed to achieve marine strategy objectives
and the lessons learned/new approaches used in capacity building efforts from international
experience in those areas, as well as capacity gaps identified by Vietnamese government officials and
other informants, the following recommendations on short-term and long-term capacity building
are put forward for consideration:
● All stakeholders concerned in the implementation of Vietnam’s Marine Strategy must have a
common threshold of understanding of its principles, vision and objectives. Proven effective
methods and approaches to achieve this objective have been pioneered by other countries such
as the US and by regional organizations such as PEMSEA.
● Capacity needed at the individual, organizational, societal, and enabling environment levels to
support the development of a blue economy and achievement of the Marine Strategy’s Specific
and General Objective by 2030 have to be identified and prioritized. Examples of best practices
pioneered in the Seychelles and the Pacific Islands region may be adapted to suit the Vietnamese
context.
● Since the implementation of the Marine Strategy will rely heavily on local governments (coastal
provinces and districts), private sector partners or investors should be encouraged to commit
to helping protect the environment as well as building local capacity. It is also important to
highlight the roles of national governments in enforcing environmental laws, promoting policies
that encourage private sector participation in the provision of public infrastructure, and providing
the needed technical and financial assistance to local governments.
● Advancing education and skills development in marine economy could benefit from the input
of various stakeholders as shown by the EU and Australian experiences, through extensive
Supporting Resilient Coastal Economies in Vietnam:
104 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
market analyses and surveys. On the other hand, science, technology and innovation could be
mainstreamed into citizens’ ways of lives from developments achieved in academic domains
(e.g., citizen science in US NERRS programs) to empower individuals and coastal communities
to become ocean stewards.
● Vietnam has to develop the capacity for environmental valuation of ecosystem services and
natural capital. These concepts, in combination with advances in natural sciences, provide better
understanding of the interactions between the natural environment and human behavior, and
the benefits that are captured (e.g., economic valuation of natural resources for coastal resource
policymakers developed in the US).
● Vietnam can learn research and development from more advanced countries like Australia or
New Zealand. Vietnam could benefit from technology already developed or explored in these
countries, including on wave energy conversion systems, economic tidal power potential or
sustainable aquaculture.
● If Vietnam were to give up substantial coal-fired power generation in favor of a shift to renewable
energy, Vietnam could become a leader in Southeast Asia. A number of European countries (the
UK, Germany, and Denmark) as well as China could provide examples of capacity development
models in this area. Vietnam could potentially learn from countries that are incorporating ocean-
based or nature-based mitigation and adaptation measures into their NDCs, including the US
(NERRS program), Indonesia (Blue Carbon assessment), and Japan (satoumi approach).
Photo: Minh Chung Bui - shutterstock.com
CHAPTER IV: Strengthening capacity for integrated management of natural resources for
sea and islands environment 105
CHAPTER V.
Mobilizing resources
for priority
investments and Photo: Ca Dao - shutterstock.com
using public funds
to leverage private
financing
Supporting Resilient Coastal Economies in Vietnam:
106 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
To progress the implementation of the Marine Strategy, the Government of Vietnam is seeking
options and pathways to unlock finance and increase investment in marine sectors and ecosystem
management. The Marine Strategy articulates a broad scope for which investments are necessary:
● Marine sectors such as tourism, aquaculture and fishing, maritime transport and logistics, coastal
industries, renewable energy, and oil and gas exploitation.
● Science and technology, infrastructure, and innovative practices in order to sustainably manage
the marine and coastal resources.
● Human well-being and reduced environmental risks and pollution.
In the East Asian marine and coastal context, four elements have been identified to indicate what
constitutes sustainable blue economy activity (PEMSEA 2015):
1. Protecting, restoring, and sustaining healthy coastal and marine ecosystem services
2. Generating sustainable, equitable economic benefit and inclusive growth
3. Integrating approaches between multiple industries and sectors
4. Innovating, informed by the best available science.
These elements are expressed throughout the Marine Strategy of Vietnam, either as objectives or
desired outcomes. At present, there are no estimates of the total investment needs for implementing
the Marine Strategy and the level of public sector funding available is not yet established. The
government is interested in opportunities that generate investments in line with the objectives
of the Marine Strategy. There is recognition that there are limiting fiscal circumstances for the
government and that investments from non-governmental sources such as international partners and
the private sector are needed to build investment readiness and capability for the development and
execution of blue economy opportunities.63 The plan to develop a Marine Spatial Plan, combined
with the process for elaborating the socioeconomic development for the period 2020-2030, offers
an opportunity for articulating priorities for investment and pursuing opportunities for accessing
appropriate capital.64
5.1 Principles and frameworks for investment in the blue economy
The delivery and sustainable growth of the blue economy requires access to significant, long-
term financing, but SDG 14 – Life Below Water continues to be an under-invested goal of the UN
Sustainable Development Goals, especially by the private sector (Credit Suisse)65. According to
Friends of the Ocean Action and Funding the Ocean (an online knowledge hub that tracks ocean
finance66), a large proportion of investments towards blue economy development to date have
63 Direct communication with representatives of Ministry of Planning and Investment, MONRE and selected provinces.
64 The MSP process timeline is not parallel to the formulation of the SEDP/SEDS. As a result, the MSP will need to inform
master planning processes to contribute to provincial engagements and inform the mid-term SEDP implementation review.
65 Note that the private sector does invest in established marine sectors such as fisheries. This is not considered blue
economy if the fisheries are not sustainable.
66 For more details, visit: https://fundingtheocean.org/about/.
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 107
come from philanthropy (USD 8.3 billion) and official development assistance (USD 5 billion),
particularly in emerging sectors (Friends of the Ocean Action 2018). Investment in marine science
has been increasing according to the data trends captured by Funding the Ocean. Overall, the key
areas for investment (by importance of investment to date) include:67
● Ocean and coastal waters;
● Marine science;
● Marine wildlife protection; and
● Fishing and aquaculture.
A broad range of instruments are used to make capital available for blue economy and (ocean)
ecosystem protection and conservation. The selected list in Figure 11. ICM outcomes driving
integration below covers a wide range of instruments with different levels of complexity and
administrative requirements. Instruments like blended finance and climate bonds are often deployed
to meet a public finance need, while instruments for mobilizing private finance included blended
finance or equity (see also Table 8 on potential investment models).
Table 7. Financial instruments for investing in blue economy and conservation
Investment/ Description
capital type
Blended Combining different types of capital from different providers with the aims of:
finance • Increasing capital leverage (development finance and philanthropic grants
are strategically used to attract/mobilize additional commercial finance)
• Enhancing impact (the combined skill set, knowledge and resources of
public and private investors can increase the scope, range and effectiveness
of the project)
• Delivering risk-adjusted returns (managing risks so that returns are in line
with market expectations).
The World Economic Forum identified potential to create USD 400 billion
of investable fund capital per year by mobilizing private capital for the SDGs,
using about 25 percent of annual flows from official development assistance,
multilateral development banks, development finance institutions and
foundations, through blended vehicles that have 3:1 ratios at the fund level
(World Economic Forum 2015).
67 For more details, visit www.fundingtheocean.org.
Supporting Resilient Coastal Economies in Vietnam:
108 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Investment/ Description
capital type
Climate/ Fixed-income financial instruments (bonds) in which capital is invested
conservation/ upfront in initiatives that deliver measurable outcomes (e.g., for climate and
impact bonds conservation). The need for verified outcomes is paramount since investors
only get repaid against proven results. These bonds are used in carbon
mitigation, blue carbon initiatives, and ecosystem restoration.
One example is the Auckland Council Green Bond in New Zealand, which
raised funds through a green bond instrument to fund electric trains and
associated infrastructure.68
Blue bonds Similar to green bonds, but applied to the blue economy. The Nature
Conservancy launched the Blue Bonds for Conservation initiative69 that will
refinance and restructure debt for coastal and island countries, so long as
those nations commit to protecting at least 30 percent of their near-shore
ocean areas, including coral reefs, mangroves and other important ocean
habitats.
Debt swap Debt-for-nature swaps leverage funds for use in local conservation efforts
and are based on the model of debt-for-equity swaps; proceeds are invested
in conservation activities in the indebted country. It can also involve debt
forgiveness.
The Seychelles debt-for-conservation swap, involving the World Bank, is the
most cited example, whereby conditions included development of a Marine
Spatial Plan and protection of 30 percent of the marine waters. The instrument
is intended for use in the context of developing countries. However, the tools
used and aspects of enabling environments are insightful and can be used
outside of a debt-for-nature swap.
Learn more at: https://www.nature.org/en-us/about-us/where-we-work/
africa/stories-in-africa/seychelles-conservation-commitment-comes-to-life/
Carbon Carbon credits are generated through a wide range of activities that sequester
schemes/ carbon. Blue carbon refers to sequestration in marine and coastal ecosystems
payments for (e.g., through mangroves, tidal wetlands, seagrasses, etc.). There are limited
ecosystem examples of these, however the field is growing fast since it can build on
services (blue standards and tools from terrestrial carbon sequestration.
carbon) Learn more at: https://www.climatefinancelab.org/project/blue-carbon-
resilience-credit/
68 For more details, visit: https://www.aucklandcouncil.govt.nz/about-auckland-council/investor-centre/information-for-
investors/Pages/green-bonds.aspx.
69 For more details, visit: https://www.greenbiz.com/article/blue-planet-nature-conservancy-unveils-16-billion-bid-save-oceans.
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 109
Investment/ Description
capital type
Conservation Grant-making entities that provide finance for conservation activities. They
funds (hybrid are capitalized by governments, foundations and the private sector. Often
model) there is no expectation of return, and therefore the funds can support higher-
risk projects with less certain outcomes. See:
PROBLUE: https://www.worldbank.org/en/programs/problue
The Reef Conservation trust: https://www.environment.gov.au/marine/gbr/
reef-trust
Investor consultation and surveys outline a range of issues that have prevented greater investment
commitment in the blue economy (GIIN 2018, Credit Suisse 2020):
● Limited understanding and recognition of the blue economy (what it is, how it is measured/
valued, and investability)
● Lack of well-developed investment opportunities and investment pipeline
● Limited track record of project proponents
● Limited government support and unsuitable policy frameworks to support blue economy
investment markets (e.g., standards for green or blue bonds)
● Limited experience with new investment models (blue bonds and blue carbon)
● Limited practice to account for ocean risks in investment analysis
● Lack of appropriate deal structures and exit strategies.
To enhance robustness and facilitate investment in the blue economy, a set of Sustainable Blue
Economy Finance Principles have been developed as result of an initiative led by the European
Commission, European Investment Bank, WWF and The Prince of Wales’s International Sustainability
Unit. The principles are targeted at the investment and finance sectors, but are applicable and can
be used as guidance by those developing investment projects, including governments. They are
informed by environmental, social and governance finance principles and the goal is to create
long-term value while mitigating impact on marine ecosystems, reducing carbon emissions, and
enhancing the livelihoods of people who depend on the ecosystems (European Union 2018).
UNCTAD has developed an Investment Policy Framework that provides options for the design of
provisions in investor agreements with an analysis of sustainable development implications:
1. Incorporating concrete commitments to promote and facilitate investment for sustainable
development through, for example, concrete facilitation mechanisms (information sharing,
investment promotion forums); outward investment promotion schemes (insurance and
Supporting Resilient Coastal Economies in Vietnam:
110 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
guarantees); joint investment promotion initiatives; and technical assistance and capacity-building
initiatives targeted at sustainable investment.
2. Balancing State commitments with investor obligations and promoting responsible investor
obligations to deter investor non-compliance with domestic laws. In addition, international
investment agreements could refer to commonly recognized international standards and support
the adoption of corporate social responsibility standards.
3. Ensuring an appropriate balance between protection commitments and regulatory space for
development. Countries can safeguard the right to regulate by clarifying the scope and meaning
of treaty provisions, such as the fair and equitable treatment standard and expropriation, and by
using specific flexibility mechanisms such as exceptions and reservations.
4. Shielding host countries from unjustified liabilities and high procedural costs through treaty design
involves looking at options both in the way investment dispute settlements are conducted and in
the scope and application of substantive clauses.
5.2 A dynamic investment landscape and models
There are sustained initiatives by development finance institutions, multilateral agencies, NGOs and
intergovernmental organizations to advance investment readiness through building knowledge and
capacity on the ground, as well as by providing direct investment through innovative mechanisms.70
Regional cooperation and multilateral partners provide a wide range of opportunities for Vietnam
to strengthen capacity and strategically pursue investment in blue economy opportunities (see
Chapters 4 and 6 of this report for additional opportunities and relevant models of Capacity
Building and International Cooperation). Examples of investment initiatives are included in the
Resources section.
70 For an extended list of investment actors, please refer to Whisnant and Vandeweerd (2019), Catalyzing Private Sector
Investment in the Blue Economy (PEMSEA).
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 111
5.2.1 Leveraging government resources to support economic development: New
Zealand case study
New Zealand does not have a marine strategy or a blue economy strategy to help guide investments
into blue economy opportunities. Instead, the country fosters investment in specific sectors that
make up the marine economy through public grant and loan funding that leverages private sector
investment. It is estimated that around 3 percent of GDP in the economy is related to blue economy,
with a total of 7.4 billion New Zealand dollars (NZD) directly related to sectors that rely on the
maritime area and generate employment of nearly 70,000 people (equivalent to 3.3 percent of total
employment in New Zealand) (Market Economics 2019).
5,000,000
4,500,000
4,000,000
3,500,000
NZD (000)
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Year
Total marine economy Fisheries and aquaculture
Government and defence(2) Marine services(3)
Marine tourism and recreation(3) Offshore minerals
Shipping
Source: Stats NZ, 2019
Figure 14. New Zealand’s Marine Economy
In addition to investments in sectors and industries, the government makes targeted investment in
science and research – such as the Sustainable Seas National Science Challenge71, which includes
an ongoing program of research on the blue economy. These investment programs are described
below and are collectively, directly or indirectly, supporting marine industry growth and regional
development in New Zealand.
71 For more details on Sustainable Seas National Science Challenge, visit: https://www.sustainableseaschallenge.co.nz.
Supporting Resilient Coastal Economies in Vietnam:
112 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Sustainable Food & Fibre Futures (administered by the Ministry for Primary
Industries)
Sustainable Food & Fibre Futures72 (SFFF) is a public-private investment program aimed at supporting
New Zealand’s economic growth while delivering environmental and social benefits through a blend
of R&D and commercialization funding. Through a shared investment and risk approach between
the government and private sector, the investment programs enable private entities to undertake
ambitious, innovative and often high-risk programs that are expected to deliver significant long-term
growth and economic benefits. Elements include:
● A ‘fast-fail’ approach, which means that programs are screened at set stages during investment to
determine failures or risks, and workstreams deemed unlikely to succeed are halted or adapted.
● A mix of public and private funding is required, with the co-funding element determined by the
scale of investment sought, and type of private entity.
● Projects are expected to be a blend of research and commercialization, not research on its
own.
● Because it is designed to accelerate change and support industry organizations and the private
sector to go beyond business-as-usual in terms of innovation, investors have generally been large
companies or industry organizations that are able to make significant investment commitments
and undertake long-term investment programs (up to seven years).
● The projects are selected through a competitive process, supported by an independent expert
group.
● All projects undertake independent mid-term and final evaluations.
A total of 24 programs have been funded since inception in 2011 and the total government and
industry commitment is close to NZD 800 million over the life of the program (MPI 2019). The
government’s commitment represents slightly less than half of the program investment (under
NZD 400 million) and the sector partners provided the difference.
An independent evaluation estimated that it will contribute around NZD 6.4 billion to New Zealand’s
GDP from 2025. This represents an estimated 32:1 return on the government’s investment. Fisheries
and aquaculture sectors represent over 10 percent of the investment portfolio (Source: New
Zealand Ministry for Primary Industries Figure 15 below).73
72 For more details on Sustainable Food & Fibre Futures, visit: https://www.mpi.govt.nz/funding-and-programmes/sustainable-
food-and-fibre-futures/primary-growth-partnership/.
73 For more details on Fisheries and Aquaculture investments, visit https://www.mpi.govt.nz/funding-and-programmes/
sustainable-food-and-fibre-futures/primary-growth-partnership/current-pgp-programmes/.
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 113
Total PGP investment (in millions) by sector
22 programmes (both active and completed) totalling around $756 million
Horticulture $17 Dairy $198
Viticulture $17
Forestry $14
Forestry $14 Fishing/Aquaculture $78
Beepeeping $3
Arable/Pastoral $44
Meat $337
Source: New Zealand Ministry for Primary Industries
Figure 15. Investment allocation by sector of the Primary Growth Partnership
(PGP), 2019
Provincial Growth Fund
The Provincial Growth Fund (PGF)74 is a NZD 3 billion investment program aiming to lift productivity
and increase economic development opportunities of New Zealand regions through investment
in skills, sectors and infrastructure, and job generation. The PGF applies a range of instruments to
fund projects, including grants, loans and equity investments with a co-funding element required
(the amount of co-funding depends on the investor type – public and non-profit entities require
less co-funding).
Key areas of investment include:
● Regional projects and capability: to support regional development through investment
in a range of smaller economic development projects; as well as feasibility studies for potential
projects and initiatives to build skills, capability, and capacity in the regions.
● Sector investments: to drive regional development through investment in priority and/or
high-value sectors that will make a significant contribution to a region’s future growth potential
in areas of comparative, or potential comparative, advantage.
● Enabling infrastructure projects: to invest in regional projects (identified both centrally and
74 For more details on the Provincial Growth Fund, visit: https://www.mbie.govt.nz/business-and-employment/economic-
development/regional-economic-development/.
Supporting Resilient Coastal Economies in Vietnam:
114 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
regionally) that enable regions to be well connected from an economic and social perspective,
including rail, road and communications.
Whereas PGF is not focused solely on marine sectors or blue economy, a wide range of projects
have been funded that involve marine sectors, especially tourism, fisheries, and infrastructure. PGF
is administered by the Provincial Development Unit, part of the Ministry of Business, Innovation,
and Employment (MBIE). The ministry has senior advisors located in the target regions that steer
potential applicants through the process. Because the program was only established in 2018, its
impact it is still to be ascertained. However, PGF is seen as a fresh approach for supporting regional
development and job creation through combining capacity building, sector and infrastructure
investment.
Sustainable Seas National Science Challenge
Sustainable Seas National Science Challenge75 is a 10-year research program aimed at informing
how to best develop New Zealand’s marine economy, while protecting the marine environment
and implementing ecosystem-based management. Sustainable Seas is one of the 11 National Science
Challenges that were established in 2014 and represent a core investment in science. In total, over
NZD 680 million will be invested to tackle the biggest science-based issues and opportunities facing
New Zealand. NZD 80 million was committed to Sustainable Seas, allocated in two phases to
universities, crown research institutes, and other research organizations. The research is focused on:
● Improving marine resource decision-making and the health of seas through ecosystem-based
management; and
● Transforming New Zealand’s ability to enhance marine economy into a blue economy.76
To qualify for investment, research requires a broad collaboration between research partners and
interdisciplinary approaches that include biophysical science, economics, indigenous knowledge,
social science, and policy. Stakeholder input and engagement is critical to ensure greater impact and
uptake of the research outcomes. There is a specific blue economy workstream which is expected
to contribute to the understanding of blue economy77 and provide new knowledge and tools to
advance restorative (blue) economies, seaweed opportunities, and coastal and marine eco-tourism.
Other national science challenges also contribute directly or indirectly to research relevant to
management and superior use of marine resources – for example, High Value Nutrition.78
While science investments are not necessarily made with the purpose to mobilize capital, the
expected knowledge and insights represent a critical step towards informing sustainability and
ecosystem solutions, and developing viable investments for blue economy.
75 For more details on Sustainable Seas National Science Challenge, visit: https://www.sustainableseaschallenge.co.nz/
(accessed on June 16, 2020).
76 Sustainable Seas National Science Challenge defines blue economy as marine and coastal activities that “generate
economic value and contribute positively to social, cultural and ecological well-being”. Blue economy is therefore only a part of the
marine economy.
77 For more details on the blue economy workstream, visit: https://www.sustainableseaschallenge.co.nz/our-research/blue-
economy/ (accessed on June 16, 2020).
78 The High Value Nutrition National Science Challenge provides opportunities for marine-sourced inputs to replace land-
based agriculture products in the food system and capture additional value-add.
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 115
Insights and observations:
• Blue economy investments can be enabled through competitive, grant-based programs that
provide for co-funding and risk-sharing between the central and provincial governments,
as well as the private sector.
• Regional/provincial development can be facilitated through targeted grants that are
underpinned by economic development planning at the regional level (such as the SEDP
in Vietnam). This can facilitate new and innovate solutions to local economic development
and sustainable use of resources – as expressed in the Marine Strategy.
• For large investment projects, planning and funding over multiple years (e.g., PGP or SFFF
in New Zealand) should be considered. This is especially important when uncertainty
about outcomes exists and projects have elements of R&D and commercialization.
• R&D capability among implementors, especially in the private sector, needs to be
considered in the design of knowledge-led government grants funding (for instance, New
Zealand’s PGP model was not easily accessible to smaller businesses).
• Independent, expert input and robust monitoring and evaluation are critical to public
investment programs.
5.2.2 Marine science investment for industry growth and sustainability: Australia
case study
According to the Marine National Science Committee, Australia’s traditional marine industries
(fisheries, oil and gas, shipping, tourism) are expected to contribute around AUD 100 billion
per year to the country’s economy by 2025. A further AUD 25 billion will be generated from
ecosystem services like blue carbon, bio-products, nutrient cycling and coastal protection (MNSC
2015). Emerging sectors like ocean renewable energy present a major development and investment
opportunity while also contributing to Australia’s climate commitments. To realize the benefits of
the blue economy, Australia is focusing on addressing the complex challenges of energy and food
security, maintaining marine sovereignty, adapting to climate change, protecting biodiversity and
ecosystems, and balancing resource use and allocation (MNSC 2015).
The management of the ocean and marine resources is guided by the Ocean Policy 1998 which
contains principles of integrated and ecosystem-based management. Marine Bioregional Plans
were created after a relatively long planning process and the government has provided significant
investment to enhance monitoring systems and methods to improve understanding of ecological
systems for the major marine bioregions and the benefits they generate.79
79 For further reading, see: Australia's Oceans Policy: Past, present and future (2015). Journal of Marine Policy.
Supporting Resilient Coastal Economies in Vietnam:
116 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Marine National Science Plan: investment in science underpinning the development
of Australia’s blue economy
Investment in research and development is considered critical for delivering the knowledge and
technology that the blue economy requires. Under Australia’s Marine National Science Plan (MNSP)
it is estimated that the AUD 450 million annual investment in marine sciences helped deliver AUD
47.2 billion per annum of blue economy revenue (MNSP 2015). The blue economy is expected to
grow at three times the average growth rate for Australia’s GDP.
The MNSP made the case for greater investment in science and capability over a decade (2015–
2025) with a focus on a number of priority initiatives for future investment that are key to blue
economy development:
● A National Blue Economy Innovation Fund
● A National Marine Research Infrastructure
● A National Marine Baselines and Monitoring Program
● A National Integrated Marine Experimental Facility
● A National Ocean Modelling Program
● A Marine Science Capability Development Fund.
The investment required is sought through broad cooperation and commitments from federal,
state, marine sectors and science.
Framework for investment prioritization at ecosystem level: Reef 2050 Long-Term
Sustainability Plan
In 2015, the Australian and Queensland governments released the Reef 2050 Long-Term Sustainability
Plan, which was developed in partnership with stakeholders to improve the long-term health and
resilience of the Great Barrier Reef.
● The implementation of the Reef 2050 Plan was developed using the International Union for
Conservation of Nature (IUCN)’s adaptive management cycle and is underpinned by a public
investment framework aimed at boosting investment and diversifying sources of funding.
● Prioritization processes are based on lead agency data and information from stakeholders and
advisory bodies in order to identify the most crucial funding needs for investment (Figure 16).
The Reef 2050 Advisory Committee and Independent Expert Panel worked with government agencies
to agree upon priorities for investment based on return on investment for reef health. A Reef Trust
was established as a mechanism for direct funding towards restoration. However, other innovative
investment mechanisms are considered, including conservation finance.
The eReefs Project was established as a state-of-the-art monitoring system to generate visualization,
communication and reporting tools for the Great Barrier Reef, and thus meet ecosystem monitoring
needs as well as impact measurement for investments.80
80 For more details on the eReefs Project, visit: https://ereefs.org.au/ereefs/about.
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 117
ESTABLISH DETERMINE STRATEGIES
EXISTING FUTURE TO BOOST
INVESTMENT INVESTMENT FUNDING
PRIORITIES
Reef Water Quality Private
Protection Plan actions investment
Revisiting traditional
Philanthropic funding mechanisms
investment
Field Management Fostering private and
Program actions philanthropic partnerships
Australian
Government, e.g.:
Devloping conservation
Reef 2050 integrated • CEFC Reef Fund finace projects
Monitoring and Reporting • Reef Trust
$1.28 billion Program actions • National Landcare Program Using regulatory and policy
investment • National Environmental levers to direct investments
Science Program
Crown-of-thorns
Tapping into
starfish control actions non-finacial resourcing
Queensland
Government, e.g.:
Seeking co-benefits
• Queensland Reef Water though complimentary
Traditional Owner Quality Program funding sources
actions • Reef Water Quality
Science Program Investing in innovation to
• Queensland Nature reduce funding needs
Fisheries actions Resource Management
Program
Current committed Six priority areas Examples of soureces Examples of strategies
investment in specific Reef identified for future of future investment for future investment
2050 Plan actions over the investment
next five years
Source: Reef 2050 Plan
Figure 16. Key results of the Investment Framework for 2015–2020
Leveraging blue carbon for ecosystem restoration: South Australia strategy
At state level, the Blue Carbon Strategy of South Australia is an example of an initiative focused on
ecosystem restoration that also falls into the blue economy spectrum. The goal of the strategy is to
unlock finance for restoration and climate resilience activities through access to carbon markets and
other financing mechanisms and to use blue carbon as a driver for improved policy and planning
processes. This includes green bonds, carbon credits through offsetting and insetting, or payments
for ecosystem services.
International development in support of blue economy: InnovationXchange and the
Aquaculture Challenge
Australia’s Department of Foreign Affairs and Trade’s InnovationXchange launched the Blue Economy
Aquaculture Challenge as an experiment for increasing capability and providing support for pre-investment
Supporting Resilient Coastal Economies in Vietnam:
118 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
ideas in the field of sustainable aquaculture. The ideas selected as ‘Aquacelerators’ were guided through
pathways to bring the concepts to commercial reality. The program offered those in the sector the
opportunity to connect with potential investors and advisors to accelerate their impact and growth.
Insights and observations:
• Blue economy is knowledge intensive and investment in science and data is required as a
pre-requisite for informing and attracting investment in blue economy sectors – including
the use of new and innovative finance mechanisms such as conservation finance or blue
carbon.
• A strong focus on the economics and valuation of market benefits of the marine and coastal
environment as well as non-market benefits (e.g., natural capital, ecosystem services such
as carbon sequestration) is critical to articulate investment needs and opportunities. This
includes assessment of the marine economy (total economic value and benefits to society)
to articulate the importance of the sector and identify appropriate investment metrics.
Science can leverage this for investment and capacity-building purposes.
• To support blue economy investment, systems and frameworks that connect knowledge
and tools about biophysical and social marine science to finance and investment need to
be made available/created.
• Science investment can be used to generate critical knowledge for marine spatial planning
and integrated coastal management – with potential for leveraging future blue economy
opportunities and commercial investment.
• Science and research have a critical role in the development of policies and plans, and
their implementation. Input from the science community needs to be considered early in
planning processes.
• Intra-sectoral solutions (e.g., co-locations of aquaculture and offshore renewable energy)
are expected to be effective models for capturing blue economy opportunities. Such
solutions can help enhance collaboration between government, science and the private
sector as well as between central and state-level governments.
5.2.3 Mobilizing finance for blue economy: EU approach
At the European Union level, new mechanisms are being applied to leverage investments by
EU institutions with investment from private sources and other public organizations, including
member states governments (EU 2020). The EU’s Blue Economy Report for 2020 states that since
projections indicate that the blue economy will play a crucial role in meeting targets for greenhouse
gas emissions and biodi versity, investment support from the EU is expected to increase, with the
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 119
aim to accelerate recovery and measures under the Green Deal.8182
The European Fund for Strategic Investment (EFSI) – which was established after the financial crisis
in 2008 - has contributed over 1.4 billion Euros (EUR) in funding to EUR 8 billion worth of offshore
wind projects as well as other blue economy initiatives like port development and (green) shipping.
The InvestEU Fund which succeeds EFSI will support four policy areas and aim to trigger over EUR
650 million in investment:
● Sustainable infrastructure;
● Research, innovation and digitization;
● Small and medium businesses; and
● Social investment and skills.
In recognition of the importance of small and medium enterprises in the blue economy and in
order to address the challenges of access to finance, the European Commission and the European
Investment Fund (EIF) established the BlueInvest Platform for SMEs in 2019 (Figure 17). The
platform offers a package of measures, from coaching for investment readiness to grants up to
EUR 20 million, conditional on letters of intent from public or private investors. In addition, EUR 75
lion worth of liquidity was made available from EIF, with a 95 percent guarantee from EFSI, for
mil
investing equity in funds specializing in blue economy and companies specialized in blue solutions.
SMEs in Blue Economy
Renewable energy, Aquaculture, Clean shipping,
Coastal protection, Sensors, Robotics, Coatings etc.
Almost Investment Yes
ready?
Technical assistance Fund managers
Grants Assistance Visibility Guarantee Equilty
Require Coaching Blue Invest External
commitment and February EFSI EIF investors
from investor mentoring 2020
81 The EU Blue Economy Report 2020 is available at: http://ec.europa.eu/maritimeaffairs/sites/maritimeaffairs/files/2020_06_
blueeconomy-2020-ld_final.pdf
82 For more on the European Green Deal, visit https://ec.europa.eu/info/strategy/priorities-2019-2024/european-green-
deal_en.
Supporting Resilient Coastal Economies in Vietnam:
120 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Source: European Commission. 2020
Figure 17. BlueInvest platform for SMEs
The European Investment Bank (EIB), the EU’s climate bank, established the Clean and Sustainable
Ocean Programme, a two-pronged initiative comprising the Blue Sustainable Ocean Strategy
(Blue SOS) and the Clean Oceans Initiative. Blue SOS aims to improve the health of oceans, build
stronger coastal environments and boost blue sustainable economic activity. EIB aims to increase
lending to sustainable ocean projects to EUR 2.5 billion and mobilize at least EUR 5 billion over the
period 2019-2023 (EIB n.d.).83 Target sectors include:
● Sustainable coastal development: Projects that protect coasts from flooding and erosion,
rehabilitate degraded coasts, restore coral reefs and improve water quality.
● Sustainable seafood production: Projects that help busi nesses produce seafood sustainably.
This can include fisheries, aquaculture or the processing and preservation of seafood.
● Green shipping and port infrastructure: Projects that reduce emissions in the ship
ping
industry, such as new ships that use less energy and cleaner fuels.
● Blue biotechnology: Projects that support new marine biotechnology products, such as
medicines, enzymes, biosensors and ingredients for food.
The Clean Oceans Initiative is aimed at providing lending of up to EUR 2 billion over the period
2018-2023 to pub lic and private sectors for projects that reduce pollution in the oceans, with a
particular focus on plastics (EIB 2020).84
5.2.4 Monitoring and disclosure
A common feature across all of the initiatives to mobilize investment for blue economy is the use
of monitoring and standards to manage the environmental and social impact of investments and
to identify and guide investments towards blue economy opportunities. This interest is shared by
those seeking to invest capital as well as those that need investment to support transition to blue
economy and the emerging opportunities (Credit Suisse 2020). It is also enabled by the increased
ability and practice of measuring and accounting for natural capital and marine ecosystem services by
government and the private sector. The System of Environmental-Economic Accounting
(SEEA) proposed by the United Nations provides methodological guidelines for setting up natural
capital accounts linked to the system of national accounts. SEEA is implemented by governments
and an example is the World Bank led Wealth Accounting and Valuation of Ecosystem Services
(WAVES) global partnership85. A technical guidance on ocean accounting is currently under
consultation and will provide governments with a framework for accounting for marine assets and
their services to the economy (Global Ocean Accounts Partnership 2019).
83 For more on the EIB’s work, visit: https://www.eib.org/en/about/initiatives/preserving-our-oceans/index.htm.
84 For more on the Clean Oceans Initiative, visit: https://www.eib.org/en/publications/the-clean-ocean-initiative.
85 For more on the WAVES partnership, visit: https://www.wavespartnership.org.
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 121
While investment in blue economy and ocean assets is still in early stages, there are three intertwined
drivers that help increase the need for and experience with monitoring and evaluation of outcomes
and impact in blue economy investments and wider sustainable development:
● The growth of environmental, social and governance (ESG) practice and standards in
private and government sectors
● Regulatory pressure, including increasing mandatory requirements for financial markets to
disclose non-financial risks
● International commitments such as those under the Paris Agreement or the 2030 Agenda
for the SDGs.
The interest in ESG disclosures is driving change in the practices and risk management of financial
market players and within the marine economic sectors themselves. The process of taking due
account of ESG considerations in investment decisions in the financial sector is broadly referred
to as sustainable finance. Environmental considerations include climate change mitigation and
adaptation, biodiversity protection, pollution prevention and circular economy. A recent investor
survey found that three-quarters of investors have not assessed the impact of their investment
portfolios on ocean sustainability, and a fifth are completely unaware of ocean-related risks to the
value of their investments.
Global initiatives such as the Task Force on Climate-related Financial Disclosure86 and
the Portfolio Decarbonization Coalition87 are encouraging institutional investors to assess,
mitigate and disclose their climate-related risks across a wide range of sectors. The International
Platform on Sustainable Finance (IPSF) was launched in 2019 with the objective to help scale up
the mobilization of private capital towards environmentally sustainable investments. It is a forum
to strengthen international cooperation and coordination on approaches and initiatives for the
capital markets (such as taxonomies, disclosures, standards and labels), which are fundamental for
private investors to identify and seize environmentally sustainable investment opportunities globally.
Furthermore, the Natural Capital Protocol is focused at a business decision-making level and
helps organizations to understand the value of their dependence on ecosystem flows – for example,
the dependency of fisheries on marine ecosystem health and the business case for investing in
spawning habitat protection.88
Whereas the above-mentioned global initiatives are not specific to marine sectors and blue economy,
they will certainly have spill-over effects on impact measurement and investment mobilization to
transition to blue economy.
There are, however, specific approaches and initiatives in the marine sectors that inform business
and investment decisions, as well as management practices:
● The Poseidon Principles are a global framework for assessing and disclosing the climate
alignment of lenders, lessors and financial guarantors (including export credit agencies) to maritime
86 For more on the Task Force on Climate-related Financial Disclosure, visit: https://www.fsb-tcfd.org/.
87 For more on the Portfolio Decarbonization Coalition, visit: https://unepfi.org/pdc/.
88 For more on the Natural Capital Protocol, visit: https://naturalcapitalcoalition.org/natural-capital-protocol/.
Supporting Resilient Coastal Economies in Vietnam:
122 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
shipping, a key blue economy sector. These principles establish a global baseline to quantitatively
assess and disclose whether financial institutions’ lending portfolios are in line with climate goals
adopted by the International Maritime Organization to reduce the total annual GHG emissions
by at least 50 percent by 2050 (compared to 2008). Signatories report annually on their carbon
intensity and assess their climate alignment relative to carbon reduction targets.89
● The aquaculture and fisheries sector is under pressure to transition to sustainable production
as new investment mechanism and models are emerging that aim to offer solutions for the
recovery and sustainable management of the fisheries. The Principles for Investment in
Sustainable Wild-Caught Fisheries were launched in 2018 and are designed to provide
investors with certainty about the environmental and social sustainability of fisheries and the
return on their investment. They align with IFC Performance Standards and UN Principles
of Responsible Investment, and are designed to advance the goals of the SDGs.90 Marine
Stewardship Council and Friends of the Sea certifications are also available as third-party
verifications to demonstrate sustainable stewardship of marine environments and resources.
● In the tourism sector, the Global Sustainable Tourism Council developed industry criteria
and destination criteria for sustainable tourism.91 EarthCheck is one of the science-based
benchmarking, certification and advisory groups for travel and tourism.92
● The Sustainability Standards for Infrastructure Investors is a valuable resource for
informing sustainable investment in infrastructure.
Insights and observations:
• Sustainable finance and ESG-related developments are putting the onus on those seeking
investments (government and private sector) to assess and verify impact.
• There is a wide range of initiatives, standards and tools that can be used to assess, monitor
and report investment impacts.
• Existing knowledge and capability for environmental monitoring and enforcement of
environmental laws and regulations are critical to the ability to measure investment impacts,
demonstrate progress against objectives and meet investment requirements.
• Development of investment propositions and investment readiness in blue economy is
dependent on the ability to combine environmental and marine ecosystem knowledge
– including on cross-cutting issues like climate – with investment due diligence (financial
modeling, deal structuring) and the valuation of economic benefits from ecosystems
(marine and terrestrial).
89 For more on Poseidon Principles, visit: https://www.poseidonprinciples.org/principles/transparency/.
90 For more on Principles for Investment in Sustainable Wild-Caught Fisheries, visit: http://www.fisheriesprinciples.org/.
91 For more on Global Sustainable Tourism Council, visit: https://www.gstcouncil.org/.
92 For more on Earth Check, visit: https://earthcheck.org.
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 123
5.3 Recommendations for Vietnam
The insights from international examples show broad approaches and models of investment, and a
wide range of initiatives, principles and tools that are applied and can be leveraged for the purpose
of mobilizing resources for blue economy.
In the Vietnamese context, significant capability and coordination between different levels of
government, and between the government, private sector and international partners are required in
these early stages of mobilizing resources for the blue economy. Prototyping and experimentation
through partnerships and risk-sharing models to mobilize finance for blue economy at scale are
needed, recognizing that experience with blue economy is limited in Vietnam but also globally.
The central and provincial governments have an important role in supporting transition to and
attracting investment in the blue economy. The government (central, regional/provincial and local)
has a critical role in facilitating the assessment process and prioritization for investment of agreed
priorities, as well as enforcement and accountability for impact. The roles and responsibilities should
be clearly specified and the coordination required should be facilitated.
● Central and provincial governments can support blue economy development with appropriate
data and policy insights and ensure synergies with policy, coordination with stakeholders and
meeting commitments (including international commitments).
● Potential functions that may be considered (Figure 18):
• Increase awareness of blue economy and • Facilitatie partnerships development (PPPs)
mainstream in sectoral strategies • Create demand for environmental markets, e.g.,
CATALYST • Support feasibility studies and pilots to certified fisheries, blue carbon offsets, zoning
develop investable propositions and test through MSP
investment instruments • Incentives or subsidies
• Support & market facilitation, i.e., regulation to trigger demand (carbon, water quality)
REGULATORY • Development of MSP/ ICZM
• Enforcement & compliance (of MSP zoning, rules, permits, etc.)
• Data & information, i.e., ecosystems conditions and trends
KNOWLEDGE (GIS data, research and monitoring data, etc.)
AND DATA
• Ecosystem valuation, natural resource economics
CAPABILITY • Investment performance & accountability
• Measurement, monitoring & reporting
• Provider of loan or funding facilities • Issuer of debt/ debt swap
INVESTMENT • Provider of guarantees (for example, for blue bonds)
• Direct investor in a project or fund • Grants
Source: Authors’ compilation
Figure 18. Core functions of the government in blue economy development
and finance
Supporting Resilient Coastal Economies in Vietnam:
124 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Use marine spatial planning as a lever for blue economy assessment and investment
development
The Marine Strategy calls for the development of marine areas on the basis of ecosystem condition
and potential, ensuring that there is a balance between conservation and economic development.
Vietnam is embarking on the process of developing a Master Plan (effectively a national marine
spatial plan) for the management of the marine environment. For the Vietnamese marine economy
to become a ‘blue economy’, opportunities for coastal and marine development must be informed
by, and consistent with the Master Plan.
● Ongoing initiatives and experience with integrated coastal management of MONRE/VASI need to
be used to inform the blue economy assessment and ensure alignment (and possible integration
through joint process, if timing allows it) between ICM, MSP and blue economy. Blue economy
planning leverages allocation from MSP to attract suitable investment to pursue sustainable
economic development. Refer to chapter on Marine Spatial Planning for more insights into MSP
and the interface with ICM and blue economy.
● An effective MSP process needs to identify and address trade-offs (across the land-sea boundary,
between sectors, and between sectors and ecosystems) through spatial allocation of resources
and uses. It will also identify blue economy opportunities. It is important to seek alignment with the
SEDP to ensure implementation effectiveness, but also to enable investment towards priorities.
A schematic representation of how the MSP process in Vietnam and its implementation could
dovetail into blue economy assessment and priority investments is suggested in Figure 19 below.
Photo: huntergol hp - shutterstock.com
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 125
126
ASSESSMENT OF BLUE ECONOMY OPPORTUNITIES AND PRIORITISATION FOR INVESTMENT
Participatory process; environmental science underpin- Investment-driven process:
I. ning (data, analysis, modelling) II. financial focus
1 2 3 4 5 6 7
Confirm scope Mapping the Analysis of Outline of blue Engage with Deep-dive Create
(provincial or marine economy; natural capital economy investors analysis of investment
regional) data availability status & trends opportunities (domestic, ODA, investment ready projects
for baseline (sectoral or cross IFIs, philanthro- opportunities
cutting) py, private
finance)
Bio-physical (GIS layers with ecosystem assets and Participatory development, focus on Financial due diligence, deal structuring, Public –
uses, environmental loads etc); interface stakeholder goals and needs, market pull, Private Partnership creation, investment model &
economics-environmental factors to create layered current and future BE opportunities. Multiple financial modelling, ROI, economic / social /
map. Multiple tools: tools: environmental impact analysis
• MSP • Cost Benefit Analysis The focus is on investor objectives, leveraging
private sector, blend different types of finance
• ICM • Ecosystem Services Valuation / Trade offs
sources. Alignment with SEDP is very important.
• Natural capital Accounting • Market demand
Source: Authors’ compilation
Figure 19. A schematic two-stage process for Vietnam in the context of marine action plan and MSP
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences
development
Develop an investment framework for blue economy
● In preparation for the implementation of the Marine Strategy, the Ministry of Planning and
Investment should carry out, in the short term, an investment assessment to
determine existing investment commitments and capital flows as well as gaps
for specific objectives and indicators (not just from government, but also development
partners, multilateral organizations, foundations, etc.) of the Marine Strategy. This should include
an understanding of the commitments towards SDG 14 and exploration of the nexus between
climate finance (which is more advanced in Vietnam) and blue economy finance. The assessment
should aim to identify opportunities for coordination and efficiency in public revenue as an
initial step – including regarding the use of new investment models. The development of an
investment tracker for ocean finance (for conservation and sustainable use of marine assets)
may also be considered.
● Preferably, such assessment is a first step in a broader effort to develop an investment
framework for blue economy, where existing and potential finance options are
complemented by a focus on alignment between finance options and new investment models.
This is a framework that could be undertaken at national, regional (multi-provincial) or provincial
scale. Table 8 below reviews blue economy opportunities for Vietnam and their potential by
specific investment models as a starting point; an approach that can be applied at different scales
(province, regional or national). Many variables, including how common and mainstream an
investment mechanism is, are not captured and will influence the applicability of a given model
in a given context.
● The opportunity to establish a blue investment facility may also be considered (like in
the EU) – with a mandate to accelerate transition to blue economy and create an enabling
environment for investment pipeline development and access to finance. In the short term, it
would be important to undertake a pre-feasibility assessment regarding the opportunity
to establish a bespoke blue investment facility for Vietnam. The feasibility assessment may
consider governance, sources of financial support, alignment with other programs, monitoring
and evaluation. In countries in the West Africa Coastal Area (WACA) engagement supported
by the World Bank, a similar facility was established to provide catalytic resources to leverage
private finance. In WACA, the facility called for innovation and offered ideas and visibility on the
need for private sector engagement. A catalytic orientation to a facility is needed.
Enhance investment knowledge and financial literacy
Investment in the blue economy is still in early stages across East Asia and there is insufficient
experience in government and the private sector with preparing commercial investment projects
and securing capital.
● In the short term, Vietnam should consider the possibility of adopting the Sustainable Blue
Economy Finance Principles and joining the UNDP’s Sustainable Blue Economy
Finance Initiative (a platform targeted at the finance, investment and insurance sectors).
Joining such frameworks helps demonstrate commitment to blue economy, build knowledge
and access to data and tools, while also increasing the ability to attract investment. These efforts
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing 127
could be driven as part of the VBEP platform.
● For potential blue economy opportunities to become investable projects at scale,
there is a need for strong finance skills, business planning, market economics, understanding of
growth models and investment planning, environmental markets, and project management and
reporting.
● Project proponents and lead agencies (whether central government, provincial government
or marine private sectors) need to have the knowledge and ability to prepare blue economy
propositions in a format and with the level of detail that investors need, while also recognizing
the novelty of some cross-sectoral investment projects, for example, fisheries recovery or
sustainable aquaculture growth linked to ocean wind energy.
● A strong program for building awareness about blue economy opportunities and
financial & investment literacy – including a ‘learning by doing’ approach through technical
assistance93 for blue economy projects – is an appropriate approach for Vietnam. This could
include transfer of knowledge and skills from the renewable energy or waste sectors, where
there is existing experience with investment on the ground in Vietnam. Insights and approaches
from the Vietnam Biodiversity Finance Plan developed in 2019 should also be considered, including
the transferability and synergy of investment solutions.94
● Such a program could be managed by MPI in conjunction with MONRE/VASI or lead agencies for
implementation (if investment at the program level is secured). It could target specific provinces
and the private sector, where blue economy projects are expected to be generated. The goal of
such a program would be to increase investment readiness of blue economy opportunities and
build a project pipeline. It could also aim to build capacity and experience regarding the use of
new investment instruments (including design and application).
Leverage relationships with development partners in Vietnam and East Asia
● Many development partners have a strong focus on blue economy and to date have been
providing support for relevant processes like ICM and MSP. They also focus on climate finance
and resilience.
● MONRE’s suggestion to create a VBEP is timely and resonates with development partners. In
the short term, MONRE and MPI should strengthen the focus of the VBEP on investment to
leverage the influence of development partners to bring together different government agencies,
the private sector, donors, investors and NGOs seeking to establish an investment pipeline. A
focus on blended finance opportunities is encouraged as an effective model for investment.
For further insights and recommendations regarding development partners and multi-country
financing mechanisms, refer to the chapter on International Cooperation.
93 Technical assistance is often available from development partners and multilateral agencies, as well as from investment
funds. In the Pacific region, the World Bank and the Global Environment Facility have funded the Pacific Ocean Finance Fellowship
Programme, an activity under the Pacific Islands Regional Oceanscape Programme (PROP).
94 Available at: https://biodiversityfinance.net/sites/default/files/content/knowledge_products/BFP%20Viet%20Nam.pdf
Supporting Resilient Coastal Economies in Vietnam:
128 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Table 8. Indicative blue economy opportunities for Vietnam and their potential by investment model95
Impact Debt Equity Equity/
hybrid
Blue economy Grants Corp. Revolv- Bank Conserva- Project Sov- Impact Seed Debt
opportunity (in- social resp. ing loan loans tion impact bonds ereign invest- financ- swaps
dicative, marine (CSR) in- funds bonds bonds ment ing
strategy) vestment
Natural capital
Ecosystem services
(e.g., coral
reef, seagrass
or mangrove
Medium Medium
restoration, on- High High High High Medium n.a. Low High
to low to high
land pollution
harvest, i.e.,
Greenwave
model)
Natural
infrastructure (e.g., Medium to Medium
High High Medium High High n.a Low Medium
wetlands restoration, high to high
MPAs)
95 Adapted from The ocean finance handbook 2018. The rating is tentative only based on a desktop exercise by authors and not based on a detailed analysis of
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing
Vietnam’s ability to implement the instruments.
129
130
Impact Debt Equity Equity/
hybrid
Commodities
Fisheries –
commercial (e.g., Low to
Low Low Low High Low Low n.a. Low Low
gear switch, green medium
tech)
Fisheries – small
scale, artisanal
Medium Medium to Medium Low to Low to Low to
(e.g., processing, High n.a. Medium Low
to high high to high medium medium medium
distribution
expansion)
Sustainable
aquaculture (e.g.,
Medium Low to Low to
certification, green Medium Medium Medium Medium n.a. Medium Medium
to high medium medium
practices, EBM-
informed expansion)
Oil & gas (e.g.,
n.a. n.a. Low Low n.a. Low n.a. Low Low Low
exploration)
Bio-prospecting Medium
Low Low Low Low Low Low n.a. Low Low
to high
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Impact Debt Equity Equity/
hybrid
Marine and coastal development
Eco-tourism
Low to Low to Medium Medium Low to
(e.g., services, Low High n.a. High Low
medium medium to high to high medium
accommodation)
Maritime logistics Medium to Medium Low to Low to
Low Low Medium High n.a. Low
(e.g., sea port) high to high medium medium
Maritime
transportation (e.g., Medium to Medium Low to Low to
Low Low Medium High n.a. Low
vessel retrofit, high to high medium medium
expansion inland)
Renewable energy
- wave, tidal, solar Medium Medium to Medium Medium
High Medium High n.a. Low Low
installation (e.g., to high high to high to high
tech investment)
Waste management
Medium to Low to Medium Medium
(e.g., re-use, new Low Low Medium Low n.a. Low
high medium to high to high
materials)
CHAPTER V: Mobilizing resources for priority investments and using public funds to leverage private financing
131
CHAPTER VI.
International
Photo: Nguyen Quang Ngoc Tonkin - shutterstock.com
cooperation
for sustainable
development of
the marine/coastal
economy
Supporting Resilient Coastal Economies in Vietnam:
132 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Vietnam collaborates at the regional and global levels as a member of or signatory to various
multilateral environmental and economic agreements. The country is a member of Asia-Pacific
Economic Cooperation (APEC), Comprehensive and Progressive Agreement for Trans-Pacific
Partnership (CPTPP)96, and ASEAN. It is a signatory to the SDS-SEA and a number of environmental
agreements, including the UN Convention on the Law of the Sea (UNCLOS), UN Framework
Convention on Climate Change (UNFCCC), Convention on Biological Diversity (CBD), Ramsar
Convention97 and others. Vietnam’s entry into the World Trade Organization (WTO) in 2007
signified its intent to integrate with world trade and the country subsequently entered into several
free trade agreements, including with the US, Canada, and the EU, among others (Shira, Dezan and
Associates 2019; US Embassy & Consulate in Vietnam n.d., Government of Canada, n.d., EC n.d.).
At the global level, international cooperation for sustainable development of the marine/coastal
economy emanated from the Rio+20 (2012 UNCSD) Outcome Document, The Future We Want,
which prescribed a paradigm shift to a green economy among nations (UNGA 2012).98 This
prescription was further entrenched in the 2030 Agenda for Sustainable Development through
SDG 14 (“Conserve and sustainably use the oceans, seas and marine resources for sustainable
development”). Additionally, SDG 17 (“Revitalize the global partnership for sustainable development”)
calls for strong global partnerships and cooperation, noting that the successful implementation of the
2030 Agenda requires inclusive partnerships at the global, regional, national and local levels based on
common principles and values, and on a shared vision and shared goals.
SDG 14 calls specifically for cooperation in marine scientific research to implement the provisions
of UNCLOS and the outcomes of the major summits on sustainable development. In particular,
it calls for the transfer of technology, taking into account the Intergovernmental Oceanographic
Commission Criteria and Guidelines on the Transfer of Marine Technology. The UN has proclaimed
a Decade of Ocean Science for Sustainable Development (2021-2030), an initiative to promote the
use of ocean science to support efforts in reversing decline in ocean health (UNESCO n.d.).99 SDG
14 urges collaboration on initiatives that address ocean acidification and the impacts of climate change
on marine and coastal ecosystems and resources. It also calls for enhancing sustainable fisheries
management, including restoring fish stocks in the shortest time feasible, at least to levels that can
produce maximum sustainable yield as determined by their biological characteristics (UNGA 2017).
Regional Commissions of the United Nations such as the Economic and Social Commission for Asia
and the Pacific (ESCAP) support their member States in the implementation of the 2030 Agenda
by serving as: (i) think tanks that produce knowledge products on a wide range of economic and
social issues; (ii) conveners of multi-stakeholder and intergovernmental platforms; (iii) providers of
policy advice and technical cooperation; and (iv) providers of capacity-building services (Pérez 2018).
Other regional cooperation initiatives also support the implementation of the 2030 Agenda – for
example, the SDS-SEA and APEC, which are described in the following paragraphs.
96 For more on CPTPP, visit: https://www.international.gc.ca/trade-commerce/trade-agreements-accords-commerciaux/agr-
acc/cptpp-ptpgp/index.aspx?lang=eng.
97 For more on Vietnam’s Multilateral Environmental Agreements: https://www.informea.org/en/countries/VN/parties.
98 The Future We Want outcome document is available at: https://sustainabledevelopment.un.org/futurewewant.html.
99 For more on UN Decade of Ocean Science for Sustainable Development, visit: https://en.unesco.org/ocean-decade.
CHAPTER VI: International cooperation for sustainable development of the marine/coastal economy 133
Collaboration initiatives between and among countries (involving two or more countries) to
implement the 2030 Agenda are encouraged, particularly through South-South and Triangular
Cooperation (in which traditional donor countries and multilateral organizations facilitate South-
South initiatives by providing funding, training, management and technological systems, and other
forms of support) (UNOSSC n.d.).
This section provides current international cooperation platforms that offer services and opportunities
that Vietnam could use to advance its implementation of SDGs, and SDG 14 in particular. It also
provides a snapshot of policy frameworks for international collaboration, as well as lessons from
other countries’ experience that could help Vietnam to squarely address its weaknesses in this area.
6.1 Examples and insights from international experience
To provide insights for Vietnam’s operationalization of its Marine Strategy, this section draws lessons
from existing frameworks, models, and approaches developed at different levels that contain
features and guidance of potential relevance to Vietnam. These include examples from nascent
marine economy initiatives to more mature programs in relevant sectors.
6.1.1 Policy guidance and directions
International policy frameworks that provide national and international investment guidelines are
available for application to the Vietnamese context. Global and regional frameworks include the
Investment Policy Framework for Sustainable Development (UNCTAD), Policy Framework for
Investment (OECD), G20 Inclusive Business Framework (UNDP), Blue Growth Initiative (FAO),
and the Sustainable Development Strategies for the Seas of East Asia (PEMSEA) (see Annex F for
brief synopses of these frameworks).
These frameworks would require capacity building across various levels and branches of government
in order to implement. Appropriate organizational structure and economic mechanisms are essential
in order to encourage investment projects. Ideally, a country needs an overall organizational
structure for international cooperation to facilitate such investment. A generalized organizational
structure and economic mechanism for this purpose was developed by the Institute of Industrial
Economics of the National Academy of Sciences of Ukraine that is a multilevel hierarchical system
of interconnected elements and their typical components (subjects, objects, principles, methods and
tools). The structure of the organizational and economic mechanism varies depending on the field
of application. However, there are common elements that determine its composition and structure,
such as goals, principles, management tasks/functions, methods, instruments, and organizational,
institutional, legal, informational, financial, and other forms of support (Figure 20). The purpose of
the organizational and economic mechanism is to intensify investment activities through direct and
indirect methods and instruments of influence. It aims to ensure the effective performance of each
enterprise on the basis of increasing investment activity (Korytko et al. 2018).
Supporting Resilient Coastal Economies in Vietnam:
134 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Object Subject
Purpose:
to encourage
investment
activities of
enterprises
Factors Factors
of external of internal
environment environment
THE ORGANIZATIONAL AND ECONOMIC MECHANISM
FOR ENCOURAGIN INVESTMENT ACTIVITY
OF ENTERPRISES
Functions of promoting investment activity of enterprises
infomation analytical forecasting control
Principles of encouraging investment activity of enterprises
adaptability hierarchy efficiency
systematicity information provision
Organizational component Economic component
Regulatory and legal support Methods: program-target;
organizational and legal;
administrative; finacial and
Information support economic; institutional.
Staffing Tools: conessionary financing;
lending; taxation; advisory support
of investors; laws; public control in
Institutional support stitutions; etc.
Source: Korytko et al. 2018
Figure 20. The organizational and economic mechanism for encouraging
investment activities
CHAPTER VI: International cooperation for sustainable development of the marine/coastal economy 135
6.1.2 Platforms for international cooperation for sustainable development
SDG 17 calls for strong global multi-stakeholder partnerships and cooperation that mobilize and
share knowledge, expertise, technology and financial resources, to support the achievement of
the Sustainable Development Goals in all countries, particularly developing countries. In view of
decreasing levels of official development assistance and the significant socioeconomic impacts of the
COVID-19 pandemic, strong international cooperation is all the more needed now to ensure that
countries have the resources to implement the SDGs and to recover from the pandemic (UN n.d.).
International cooperation platforms through which Vietnam could engage in partnerships include:
(i) partnerships to support implementation of all 17 SDGs (SDG Philanthropy Platform, Global
Partnership for Effective Development Co-operation, and the Global Opportunities for Sustainable
Development Goals); and (ii) partnerships with sectoral focus (UN Ocean Conference, Global
Maritime Technology Cooperation Centres Network, Marrakech Partnership for Global Climate
Action, Sustainable Ocean Initiative, Global Ocean Biodiversity Initiative, Ocean Accounts
Partnership, SDGs Global Startup Competition, Asian Development Bank [ADB] Ventures). For
more information on these various platforms, see Annex G.
These international platforms provide resources and partnership opportunities that Vietnam needs,
including: financing; innovative/transformative solutions to sustainable development challenges;
mechanisms for multi-stakeholder dialogues towards inclusive green economies; and new marine
technology (e.g., for energy efficiency, development of statistical/scientific capacity, and social and
business networking and entrepreneurship).
Lessons from international experience
Vietnam’s 2018 profile report under the Global Partnership for Effective Development Cooperation,
which collects data from governments and development partners in order to provide an indication
of a country or territory’s progress in achieving more effective development cooperation, indicates
that the country has: (i) strong national development planning and results orientation compared
to other lower middle-income countries (93 percent); (ii) strong development partners’ use of
country systems to deliver cooperation (93 percent); and (iii) systems in place to track information
on development cooperation (100 percent). It appears that Vietnam actually has no problem
coordinating with development partners in-country. The same report, however, points to the
greater challenge of working with civil society, including the private sector, and getting its public
financial management system in good shape in order to pursue sustainable development. The
report indicates that Vietnam has not assessed: (i) the quality of its public-private dialogue; (ii)
enabling environment for civil society organizations; and (iii) public financial management systems
(GPEDC 2018). In addition, Vietnam’s 2018 Voluntary National Review Report indicates that the
country needs to: (i) strengthen administration reform; (ii) communicate information about free
trade agreements and international cooperation frameworks; and (iii) enhance the government’s
prestige to attract investment (Government of Vietnam 2018). This situation makes it more
imperative for the country to avail of the resources offered in the above-mentioned international
cooperative platforms.
Supporting Resilient Coastal Economies in Vietnam:
136 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
In contrast, Singapore’s 2018 Voluntary National Review Report provides valuable insights as
to how the country has overcome challenges in sustainable development through international
cooperation since its independence in 1965 that Vietnam could consider for its own sustainable
development initiatives. Singapore focuses on capacity building and human resource development
as the key driver in achieving the 2030 Agenda. Among various initiatives under SDG 17, Singapore
launched its Sustainable Development Programme (SDP) in 2015. The SDP aims to support
developing countries’ achievement of the SDGs by building capacity at three levels – leadership,
city, and community – through partnerships with UN agencies and local NGOs. The SDP is
specifically tailored for developing countries, in particular, the Small Island Developing States (SIDS)
and the Least Developed Countries (LDCs), and offers a variety of courses on SDG-specific areas,
such as water and sanitation, sustainable cities and climate change (Singapore Ministry of Foreign
Affairs 2018).
Singapore supports a multi-faceted, multi-stakeholder approach to implementing the SDGs. Wide-
ranging consultations with key stakeholders (citizens, industry, civil society and academia) are carried
out throughout the policymaking cycle in order to ensure that their feedback is taken on-board
during policy implementation and review. In addition, stakeholders fill the gaps in expertise needed
for policy implementation (Singapore Ministry of Foreign Affairs 2018).
Engaging Singaporean youth is also considered key to the long-term effectiveness of SDG
implementation with the view that inculcating a sustainable development-oriented mindset
amongst their younger generation is important for future leaders in industry and government. The
government is working with educational institutes in Singapore to raise awareness of the SDGs and
2030 Agenda, and to seek innovative ideas from their youth on how to achieve the SDGs. The
government has launched a youth video competition on the theme “The Sustainable Development
Goals – What YOUth Can Do” with the objective of drawing youth ideas or specific solutions to
help achieve sustainable development in Singapore or around the world (Singapore Ministry of
Foreign Affairs 2018).
Singapore has also established public-private partnerships (PPPs) on the implementation of several
SDGs, and supported the work of several international organizations and businesses in spreading the
message of sustainable development. Among other PPPs, Singapore supports UNLEASH, an annual
event that brings together young, creative and innovative minds in creating imaginative solutions to
achieve the SDGs. The Development Bank of Singapore has also released green bonds as a form
of sustainable financing, in response to the Monetary Authority of Singapore’s green bond grant
scheme. Singapore’s Temasek Foundation, a Singapore-based non-profit philanthropic organization,
has been hosting annual “Ecosperity” Conferences in partnership with the Business and Sustainable
Development Commission since 2014, which bring private and public sector leaders together to
explore sustainable growth ideas.
Implementation of sectoral financing initiatives also yielded some lessons learned that could serve
international cooperation in financing Vietnam’s marine strategy, for example, lessons learned by
FAO with investment projects. Annex H provides more information on multi-country cooperative
financing mechanisms in fisheries and aquaculture, ecotourism, waste management, and shipping.
CHAPTER VI: International cooperation for sustainable development of the marine/coastal economy 137
6.1.3 Issues and constraints to international cooperation for sustainable development
in Vietnam
Vietnam’s successful achievement of the Millennium Development Goals, especially those on poverty
reduction, has been recognized (Socialist Republic of Vietnam 2013). The country continues to
contribute positively to global sustainable development efforts by striving to mainstream sustainable
development principles into its 2011-2020 Social and Economic Development Strategy (SEDS) and
the 2016-2020 Social and Economic Development Plan (SEDP). It aims to fully integrate the SDGs
into Vietnam’s 2021-2030 SEDS and 2021-2025 SEDP. Implementation of the SDGs remains a
national hurdle going forward, with challenges that include:
● Improving societal awareness and stakeholder participation
● Institutional enhancement and development/mainstreaming policy
● Fostering cooperation among government and the business sector, domestic organizations, and
the international community
● Establishing national SDG indicators and strengthening national statistical capacity
● Strengthening resource mobilization particularly from the private sector (UNDESA n.d.).
Regarding SDG 14 and related SDGs, the strategic issue for Vietnam is how to pursue international
cooperation in marine economy in order to support the implementation of its Marine Strategy. An
associated issue is leveraging existing national and regional competencies in international cooperation
in order to develop and implement an international collaborative mechanism to achieve blue growth.
These competencies may include financial, physical, organizational, technological, human resources,
innovation, and reputational resources and capabilities.
A specific objective of collaboration is the mobilization of international funding to support Vietnam’s
marine economy agenda, which would require consistent policies and transparent and clear guidance
on investment opportunities. Table 9 lists the key/potential national and international players that
could be involved in this process. Criteria for involvement in an international coordinating platform in
Vietnam among these players will need to be developed and applied in the process of its formation.
Detailed information on specific marine economy players in East Asia who are active parts of an
emerging “ocean investment ecosystem” are provided in a report prepared by PEMSEA on enabling
blue economy investment for sustainable development in East Asia (Whisnant and Ross 2019).
Internal analyses of these organizations should be conducted in order to assess and determine core
competencies, as well as strengths and weaknesses. In addition, relevant models that are applicable
to the general, sectoral and competitor context for international collaboration in green and blue
growth in Vietnam should be surveyed as bases for alternative options, identifying challenges and
opportunities. Memberships in existing agreements are strengths that need to be considered on a
comparative basis, while weaknesses cited by national experts need to be assessed and addressed.
These weaknesses include:
● Lack of national experience in intergovernmental and cross-sectoral collaboration and sharing/
exchange of information
Supporting Resilient Coastal Economies in Vietnam:
138 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
● Weak enforcement and integration of existing sustainable development policies in line with
global targets
● Limited thinking, awareness, knowledge and experiences of the private sector and governmental
agencies/staff relevant to marine economy
● No shared short- and long-term vision among key players; limited investment propositions from
coastal provinces to carry out the Marine Strategy
● Insufficient coordination of blue economy initiatives, especially among UN agencies and
international financial institutions
● Lack of knowledge on how to develop ‘investable’ propositions (Socialist Republic of Vietnam
Government Portal n.d.).100
Table 9. Key national and international organizations of relevance to developing
international collaboration for the sustainable development of Vietnam’s marine
economy (tentative list)
National Regional & International
Ministry of Foreign Affairs World Bank, Vietnam country office
Vietnam Administration of Seas and Islands ASEAN-COST; Sub-Committee on Marine
(VASI), Ministry of Natural Resources and Science and Technology (SCMSAT)
Environment (MONRE)
PEMSEA
Ministry of Planning and Investment
APEC Secretariat
Department of International Cooperation,
ADB
Ministry of Science and Technology (MOST)
UNDP Vietnam country office
Other relevant agencies represented in the
National Steering Committee WTO Secretariat
CPTPP Secretariat
Sub-national: International NGOs and foundations
28 coastal provincial governments Bilateral and other international financial
institutions
145 coastal districts (including 14 island
districts) Individual countries
100 Direct communication with Vietnamese key contributors
CHAPTER VI: International cooperation for sustainable development of the marine/coastal economy 139
6.2 Recommendations for Vietnam
The above insights and lessons learned – as well as key features of models and approaches from
existing programs and other initiatives relevant to marine economy – are taken into consideration
in the following recommendations for international cooperation for sustainable development of the
marine/coastal economy in Vietnam.
International cooperation would aim to mobilize Vietnam’s engagement in
international collaborative platforms developed to provide assistance to developing countries
in their pursuit of sustainable development. These platforms provide investment opportunities and
support research and development, capacity building, stakeholder engagement and networking, and
monitoring and evaluation.
In order to effectively engage in international cooperation, Vietnam needs to prepare and organize
its own organizational structure (short-term) and economic mechanisms (medium-
term) for international collaboration, following guidance from international
investment frameworks and general models and approaches to effective cooperation.
This would require development of policies that:
● Are consistent with existing frameworks and agreements applicable to Vietnam – including the
2030 Agenda for Sustainable Development, the UNFCCC Paris Agreement, the CBD Strategic
Plan for Biodiversity 2011-2020, and the Aichi Biodiversity Targets, among others – and in line
with its 2021-2030 SEDS and 2021-2025 SEDP.
● Strike a balance between Vietnam’s protection commitments and regulatory space for
development.
● Are integrated across sectors and complemented by regulations covering policy areas besides
investment policies (e.g., trade, taxation, intellectual property, competition, labor, market
regulation, environmental policies and access to land.)
International cooperation of this nature could focus on governance structure and mechanisms,
to include:
● An array of priority areas for investment following the priority areas of focus of Vietnam’s Marine
Strategy (as part of national and regional/provincial master plans) as well as a wide range of
investment mechanisms. (See chapter on Resource Mobilization.)
● Collaboration and coordination mechanisms at different levels that would ensure complementarity of
efforts. MONRE’s initiative to establish the Vietnam Blue Economy Platform is an effective first step.
● A strategic plan of implementation that takes into consideration the logical flow of activities
(following completion of national and regional/provincial master plans and identification of blue
economy opportunities;101 capacity development at national and local levels;102 and organizational
set-up). The plan may take a phased approach to implementation (by initially focusing on a
number of pilot provinces).
101 See section on Marine Spatial Planning.
102 See section on Capacity Building.
Supporting Resilient Coastal Economies in Vietnam:
140 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Vietnam could organize/lead a South-South cooperation initiative in which it could
offer its experience in the implementation of the Millennium Development Goals,
especially in its use of poverty reduction strategies as well as its successful coordination with
development partners in-country. In return, the country can learn from other countries’ experience
with the private sector and other stakeholders, as well as engagement, capacity building, and public
administrative reform.
In order to succeed, activities under this international cooperation would need to undergo
monitoring and evaluation in order to:
● Ascertain compliance with set standards of procedure and indicators of success
● Ascertain compliance with sustainability practices, rules and regulations
● Ensure financial transparency, ensuring that funds are genuinely applied to generate the desired
outputs and impacts.
Identify success stories on which to build future investment projects and serve as a basis for
strengthening national and international investment partnerships.
Photo: Phuong D. Nguyen - shutterstock.com
CHAPTER VI: International cooperation for sustainable development of the marine/coastal economy 141
ANNEXES
Annex A.
Overview of the interaction between ecosystem services and the blue
economy103
ECOSYSTEM SERVICE
Provisioning Regulating Cultural
Services Services Services
Category Flow Bule Economy Sector Category Flow Bule Economy Sector Category Flow Bule Economy Sector
Primary Sector Marine Living
Resources Symbolic & Seascape;
Aesthetic Habitats & Coastal Tourism
Processing Blue Bioeconomy Values Species
Water Bio/Physicochemical
Fisheries Quality Processes for Waste
Removal Coastal Tourism
Shipbuilding & Repair
Waste Management
Household
Food
Coastal Tourism
Aquaculture Non-commercial
Fishing Coastal Tourism
Air Air Pollutants Marine Living
Aquaculture Processing Concentration in Resources Recreation
Production Quality
Lower Atmosphere & Tourism
Blue Bioeconomy Coastal Tourism
Distribution Nature-Based
Coastal Erosion Prevention Tourism
Protec- Household Art
& Flood Protection
tion
Maritime Defence
Ocean Energy
Marine Living
Biotic Non-Food Resources
Meterials/ Biomass GHG Uptake Storage
Biofuel Climate All Sectors
Marine Non-Living and Sequestration
Resources
Blue Bioeconomy
Maritime Defence
Maritime Transport
Weather Thermo-regulation
& Humidty
Ocean Energy
Renewable Energy
Marine Non-Living
Ocean Resources
Nourish- Nutrient Regulation
ment All (Polluting Sectors)
Marine Living
Resources
Coastal Tourism
Life Cycle Biological Support:
Mainte- Habitat Mantenance
nance Marine Non-Living
Resources
Global Society
Marine Living
Resources
= Direct Dependency Nursery Mantenance;
Biological Biological Pest
Regula- Global Society
= Indirect Dependency Control
tion
Coastal Tourism
= Direct & Indirect Dependency
103 Adapted from the European Commission Blue Economy Report 2020.
Supporting Resilient Coastal Economies in Vietnam:
142 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Annex B.
Blue economy opportunities in Vietnam context: example of multi-
criteria outcomes
Financial outcomes Social outcomes
• New growth opportunities • New jobs and opportunities in blue
(e.g., biofuel, offshore mariculture) economy sectors
• New and diversified revenue • Diversified and productive
(monetize waste streams, byproducts, etc.) employment
• Payments for ecosystem services • Skills and education
(blue carbon, nutrient reduction)
• Community and women
• Premiums from certified products empowerement
(e.g., MSC) and services (e.g.,
• Partnerships for co-mangement of
eco-tourism)
marine and coastal resources
• Increased internal rate of (government - provinces -
return through blended communities - business -
finance (government investors)
funding [R&D],
international Blue economy
institutions, opportunities in Vietnam
grant funding) context (examples only)
• Aquaculture & fishing
• Offshore renewable energy
(wind, wave, biofuel)
• Low-carbon marine transport &
logistics
• Eco-tourism (coastal and marine)
Bluetech / Blue biotech
Environmental
outcomes
• Blue carbon
Cultural outcomes (sequestration)
• Sovereignity and • Climate resilience &
territorial integrity coastal adaptation
• Fostering cultural identity and • Nature-based solutions
belonging
• Water quality (reduction of
• Promoting traditions and restoring nutrient and sediment run-off from
traditional practices and sources of on-land)
food (fishing, learning and education)
• MPAs expansion and habitat
restoration & biodiversity
Annex 143
Annex C.
Elements of the Vietnam Marine Strategy relevant to MSP
Vietnam’s Law of Planning includes a requirement for national marine spatial planning (MSP), and
has defined the National Maritime Spatial Plan as a National Master Plan. The planning scope for
coastal MSP includes coastal waters with an outer boundary of six nautical miles from the coast as
well as all communes, wards and towns adjacent to the sea in Vietnam, covering 28 provinces and
cities directly under the central government. A planning period of five years applies, commencing
in 2021.
The Marine Strategy includes the following objectives, among others, that are of particular relevance
to the ecological dimensions of MSP in Vietnam (Figure 21).
Environment, responese General indicators Marine, coastal and
to climate change, sea island ecosystems will be
level rise • Marine and ocean properly managed and
govermance, and coastal protected
• Evaluation of the potential zone management
and value of important indicators will be in line • The area of marine and
marine resoures. with international standards, coastal conservation zones
reaching the level of will increase to at least 6%
• In principle, at least 50% of upper-middle class of the natural area of the
Viet Nam’s sea area will be countries in the world. country’s maritime zones.
surveyed in terms of marine
resources and environment • Most of sea-and • The coastal mangrove
and presented on maps at island-related forest area will be restored
the scale of 1:500,000 and socio-economic to at least equal to the area
surveyed in a large scale in development activities will in 2000.
some key areas. adhere to the principle of
intergrated management
• A digitized database on the suitable to the marine
sea and islands will be ecosystem.
established, integrated,
shared and updated.
Figure 21. Vietnam Marine Strategy objectives relevant to ecological elements of
the MSP
The Marine Strategy also includes two major guidelines of relevance to MSP that call for specific
actions to ensure ecosystem protection and sustainable growth:
● Develop marine areas based on the advantages of natural conditions, ensuring harmony between
conservation and development (Guideline 2)
● Environmental protection and conservation and sustainable development of marine biodiversity;
proactively respond to climate change, sea level rise and disaster prevention (Guideline 3).
Supporting Resilient Coastal Economies in Vietnam:
144 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
The national marine plan for the sustainable exploitation and use of coastal resources (being
developed by MONRE but not yet approved) will be streamlined with MSP and in accordance
with the relevant provisions of the Planning Law (and any subsequent decrees). MSP has become
integrated into functional zoning for marine protected areas and ICM, such as in Quang Ninh
province (Ehler 2013). MSP is underway in eight coastal provinces and territorial seas under the
“Coastal Resources for Sustainable Development” Project with the Ministry of Agriculture and Rural
Development and World Bank; and MSP has been completed in the Camau Province territorial sea
(UNESCO n.d.).
The development of the National ICZM Strategy to 2020 and Vision to 2030 (approved in 2014)
has benefited from local experiences in ICZM implementation as well as ensuing implementation
decrees and strategies associated with the law, including the National Action Plan for Vietnam’s
ICZM Strategy, approved in 2016.
Photo: PHUOC THANH - shutterstock.com
Annex 145
Annex D.
Tools for implementing MSP in Australia and Scotland
Tools for implementing MSP in Australia
Mapping Tool Contents
http://www.nationalmap.gov.au A spatial database of Australian data, including
marine spatial layers in support of MSP at
Commonwealth level.
http://www.nationalmap.gov.au/renewables Spatial information specific to Australias energy
resources and infrastructure.
http://aodn.org.au Australia’s Ocean Data Network, providing
Australian marine and climate science data,
including spatial layers.
http://www.nespmarine.edu.au/maps Maps from Australian National Environmental
Science Program Marine Biodiversity hub, including
maps of pressures on the marine environment and
species maps amongst others
http://marine.ga.gov.au/ Geoscience Australia AusSeabed Marine Data
Discovery, providing bathymetry and backscatter
data access.
http://www.operations.amsa.gov.au/Spatial/ Includes a spatial database for use in GIS associated
with Australia’s shipping and maritime safety.
http://maps.ga.gov.au/interactive-maps/#/ The Australian Marine Spatial Information System
theme/amsis is a web-based interactive mapping and decision
support system that improves access to integrated
government and non-government information in
Australian marine Jurisdictions.
http://data.marinemammals.gov.au/ National Marine mammal database.
http://seamapaustralia.org Includes, for example, national marine habitat
maps/
http://research.crico.au/atlantis/home/about- The Atlantis model, used internationally as a
atlantis/ decision support tool for MSP.
Source: OES Environmental 2020 State of the Science Report104
104 Available at: https://tethys.pnnl.gov/sites/default/files/publications/2020-State-of-the-Science-Report-Chapter-11-LR.pdf
Supporting Resilient Coastal Economies in Vietnam:
146 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Tools for implementing MSP in Scotland
Tool Contents
Marine Scotland MAPS NMPI National Marine Plan interactive
http:/marinescotland.atkinsgeospatial.com/nmpi/
Scotland’s Marine Atlas: Information for The Spatial information specific to Australias
National Marine Plan energy resources and infrastructure.
http://www2.gov.scot/
Publications/2011/03/16182005/0
Marine Scotland’s Regional Locational Australia’s Ocean Data Network, providing
Guidance Australian marine and climate science data,
including spatial layers.
http://marine.gov.scot.information/regional-
locational-guidance
Regional Marine Plans Maps from Australian National Environmental
Science Program Marine Biodiversity hub,
http://www2.gov.scot/Topics/marine/
including maps of pressures on the marine
seamanagement/regional/Boundaries
environment and species maps amongst
others
Sectoral Planning Specifically for offshore wind, wave, and tidal
energy
http://www2.gov.scot.Topics/marine/
marineenergy/Planning
Environmental Impact Assessment Different regulations are used depending on
Regulations the location of the marine development and
the installed capacity of the development.
http://www2.gov.scot.Topics/marine/Licensing/
These determine which marine developments
marine/guidance/EIARegulations
are required to undertake production of an
Environmental Impact Assessment Report
prior to obtaining planning permission and the
necessary consents
Source: OES Environmental 2020 State of the Science Report
Annex 147
Annex E.
Examples of capacity building initiatives
The examples below include initiatives on marine and ocean governance/management, implementing
marine economy initiatives, and marine scientific research and transfer of marine technology from
international experience.
Marine and ocean governance/management
United States: The US Coastal Zone Management Program encourages states to participate
in comprehensive coastal management by providing funding for, among other activities, local and
state capacity building, education and outreach, and public involvement. Each coastal state program
leverages federal and state funds, and the expertise of each stakeholder involved, to address a wide
range of issues, including coastal development, water quality, public access, habitat protection, energy
facility siting, ocean governance and planning, coastal hazards, and weather and climate resilience.
Among the key features in the success of US coastal zone management is the implementation of
the consistency provision of the US Coastal Zone Management Act, which requires the ability to
ensure that federal activities that affect state coastal uses or resources (both within and outside a
state’s coastal zone) are consistent with the state or territory’s approved program. Within NOAA’s
National Ocean Service, the Office for Coastal Management provides training, technical tools and
advice for state and local managers in the protection and wise use of coastal resources, as well
as coastal and marine spatial planning and the development and delivery of tools to help coastal
communities address challenges such as sea level rise (National Ocean Service n.d.).
Partnerships in Environmental Management for the Seas of East Asia (PEMSEA):
PEMSEA initiatives in capacity-building in ocean and coastal management provide proven examples
of approaches and methodology that could be adapted and expanded/scaled up to meet the
capacity needs of Vietnam. PEMSEA has been building the skills of a critical mass of Integrated
Coastal Management (ICM) leaders and practitioners in the East Asian Seas region since in 1993
through the following approaches:
1. Learning by doing through ICM program development and implementation
2. Using working models for ICM training, replication and scaling up in pilot sites – for example,
in Xiamen, China and Batangas, Philippines, which have served as training laboratories and
venues for regional ICM trainings and study tours
3. Mobilizing regional and national task forces as well as knowledge and skills transfer to provide
technical support to national and local governments, NGOs, and community members, and
to facilitate access to scientific and technical expertise
4. Hands-on training for young professionals through internship and fellowship programs (Cicin-
Sain et al. 2019).
PEMSEA has established the PEMSEA Network of Learning Centers (16 ICM learning centers
in 8 countries and two regional centers of excellence – the Centre for Marine Environmental
Research and Innovative Technology (MERIT) in Hong Kong, and the Marine Science Institute at
Supporting Resilient Coastal Economies in Vietnam:
148 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
the University of the Philippines). The learning centers provide technical advice and assistance to
national and local governments, ICM project sites, NGOs, local communities and the private sector
through studies and projects on coastal and ocean management, monitoring and reporting on
trends, and mentoring and training of ICM practitioners.
Through its Network of Local Governments for Sustainable Development, a self-sustaining
network of local governments implementing ICM, PEMSEA has been enhancing the capacity of
local governments to plan, develop, and manage their coastal and marine resources for sustainable
use; promote the application of ICM approaches, processes and tools; facilitate the linkage
between scientific technical institutions and local government; and implement innovative financing
mechanisms and partnership arrangements for environmental investments with international and
national financial institutions, private sectors and operating companies (Cicin-Sain et al. 2019).
EU and Intergovernmental Oceanographic Commission (IOC) of UNESCO: Within
the framework of the 2014 EU Maritime Spatial Planning Directive, the EU and IOC adopted a
roadmap to accelerate the development of marine spatial plans based on a shared understanding
that MSP has a role to play in achieving the UN 2030 Agenda for Sustainable Development, in
particular Sustainable Development Goal 14 (SDG 14). Among the priorities of the roadmap is
capacity building in all dimensions with the aim of achieving internationally recognized guidelines for
transboundary maritime spatial planning by 2021. The MSP Directive provides three core support
tools for capacity-building in MSP: the MSP Platform, which provides technical support, studies, and
workshops; the MSP cross-border projects, which produce data, tools, and methodologies; and the
MSP Expert Group, which exchanges best practices in the EU. The European MSP Platform105 is
funded by the European Commission and maintained by a platform team.
Implementation of marine economy initiatives
Seychelles: Capacity-building to support marine economy in the Seychelles is largely carried
out through public-private partnerships. The Government of Seychelles, through the Department
of Blue Economy, which is mandated to oversee the completion and implementation of the
Seychelles Blue Economy Strategic Framework and Roadmap, has embraced private sector and civil
society partnerships, especially with the non-profit WiseOceans Seychelles and the private sector
Four Seasons Resorts Seychelles and MAIA Luxury Resort. WiseOceans Seychelles has provided
marine education and marine conservation activities to both tourists and residents since 2012.
These partnerships allow the country to contribute to increasing ocean literacy and connection
to the marine environment through engagement with conservation, delivering guided snorkeling
excursions, marine life surveys, a reef restoration project, and school outreach programs (Seychelles
Economic Planning Department 2020).
The Blue Economy Youth Programme, implemented by WiseOceans, in partnership with the
Department of Blue Economy and the Ministry of Education and Human Resource Development, is
a five-day education program designed to equip young Seychellois students with theoretical marine
105 The European MSP Platform can be accessed at: https://www.msp-platform.eu/.
Annex 149
knowledge and practical skills. It consists of marine biology, environmental science, blue economy,
and career development classes, as well as practical training, including conducting scientific and
social surveys, marine identification, presentation skills and field trips (WiseOceans. n.d.).
The Blue Economy Internship Programme, launched by SIDS Youth AIMS Hub, a youth-led NGO
promoting sustainable development through youth-led projects in 2016, serves to promote
sustainable development opportunities for young people in the marine economy by exposing them
to opportunities within the existing framework. This program, which addresses SDG 5 (Achieve
gender equality and empower women and girls), SDG 8 (Decent work and economic growth) and SDG
14 (Life Below Water), enables Seychellois youth aged between 15-30 years old to undertake a
two-week internship in different local organizations representing various marine sectors. In addition
to providing on-the-job experience for the interns, it also raises awareness about the marine
economy among youth and the wider public through the interns’ social media reports of their day-
to-day experiences and newly acquired knowledge. Since 2016, 85 youth have participated in the
program, which also incorporates an entrepreneurial stream whereby participants are encouraged
to identify gaps within various sectors and conceptualize business opportunities they provide. Many
of the program participants have obtained further internship or job opportunities within their host
organizations or have taken further marine economy-related studies (SeyCCAT n.d.).
The Marine Scholarship Programme of WiseOceans Seychelles worked with a host of local partners
(including the Seychelles Conservation and Climate Adaptation Trust and Global Vision International)
to implement this initiative, which offers Seychellois youth training and skills development to pursue
a career in the blue economy (SeyCCAT n.d.).
US: NOAA has introduced and illustrated concepts of environmental valuation, among them
travel cost models and contingent valuation, through a handbook on economic valuation of natural
resources for coastal resource policymakers. These concepts, in combination with advances in
natural sciences, provide better understanding of the interactions between the natural environment
and human behavior. The handbook, which focuses on the application of economic analysis to
natural resource and environmental management and policy analysis, is intended for non-economists,
addressing basic concepts of economic value such as willingness-to-pay and other tools often used
in decision-making such as cost-effectiveness analysis, economic impact analysis, and sustainable
development (Lipton et al. 1995).
PEMSEA: PEMSEA has produced information and guidance materials on blue economy as well as
conducted workshops and other capacity development activities during the East Asian Seas Congresses.
Through a Global Environment Facility (GEF)-funded project, PEMSEA conducted seven case studies
on public-private partnerships (PPP) and prepared a Guide to Environmental Investments, a Training
Manual and Policy Brief on PPP, as well as an ICM Code of Good Practice for Local Governments. Key
lessons from the project include, among others: (i) in order to be accepted and appreciated by local
stakeholders, private sector partners or investors should show their sincere commitment to helping
protect the environment as well as building local capacity; and (ii) though projects are mostly locally-
based, it is important to highlight the roles of national governments in enforcing environmental laws,
promoting policies that encourage private sector participation in the provision of public infrastructure,
and providing the needed technical and financial assistance to local governments (PEMSEA 2011).
Supporting Resilient Coastal Economies in Vietnam:
150 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
EU: To further blue economy education and skills, the project “MENTOR — Blue Career Centre of
Eastern Mediterranean and the Black Sea” analyzed the growth, professions, skills and qualifications
of the labor force needed for a blue economy and established a Blue Career Centre in Cyprus,
along with three branches in Bulgaria, Greece and Romania. The Centre undertook a series of
actions to make blue careers more attractive to students and young professionals in the wider
Eastern Mediterranean and Black Sea region. The project conducted an extensive market analysis
and a survey in order to identify current and future (10-years’ time) market needs as well as the
desired blue professional profiles. It catalogued the maritime education/training offer in the region
in maritime transport, the cruise industry and aquaculture sectors, and successfully organized a
series of activities (Blue Career Days, school visits, career guidance, etc.), thereby contributing to
increased general public awareness in the four countries involved. In the aquaculture sector, for
example, the project identified the immediate essential technical skills needed as well as those
expected in the next ten years (EC 2020).
Pacific Islands: The Pacific Islands Forum Fisheries Agency (FFA) and the Office of the Pacific
Ocean Commissioner (OPOC), in partnership with Conservation Strategy Fund, the Conservation
Finance Alliance and the Wildlife Conservation Society, implemented the Pacific Ocean Finance
Fellowship Program in 2019-2020. This fellowship was part of the Pacific Ocean Finance Program,
which is Component 3 of the Pacific Regional Oceanscape Program (PROP), funded by the World
Bank and the Global Environment Facility, and implemented through FFA and OPOC. The aim
of the Pacific Ocean Finance Program is to improve the amount and efficacy of finance for Pacific
Ocean governance. The Finance Fellowship aimed to: (i) increase the individual capacity of Pacific
Islanders by providing professional development training in ocean finance and governance; and (ii)
advance finance initiatives promoting ocean governance and health both within institutions and
across sectors in the region through a program of mentored projects in their home countries.
During the nine-month fellowship program, Pacific Ocean Finance Fellows received training,
financial support and project mentorship between June 2019 and March 2020, which expanded
the pool of people in the region knowledgeable and skilled in conservation finance and able to
increase positive investment decisions, business models and policies for ocean health at local and
national scales (CSF n.d.).
Australia: Significant progress has been achieved by Australian universities in improving the capacity
of postgraduate training to meet the needs of marine sector employers since the publication of the
National Marine Science Plan 2015–2025. Most of these improvements, however, are not targeted
to the blue economy and have been driven by the needs identified by the Australian government. A
study involving employers, graduates, students and universities provided information on the training
needs of the blue economy, including in the areas of: developing industry-focused skills; meeting
the future needs of industry employers; developing quantitative skills; cross-disciplinary training; skills
needed for employment; job-readiness; strengthening industry–university links; and understanding
what drives commercial research and development (MacKeracher and Marsh 2019).
The Government of Australia, in its 2018 Report on the Implementation of the Sustainable
Development Goals, indicated the importance of Indigenous Rangers throughout Australia in
protecting and conserving the country’s environment and heritage assets, including in the marine
Annex 151
environment. In addition to the 17 Indigenous Rangers reported to have already been engaged, the
current program is expected to train an additional 40 Indigenous Rangers and employ up to seven
Indigenous Compliance Officers to strengthen marine conservation efforts along the Far North
Queensland coast. The Indigenous Rangers have been authorized to take on marine inspector
duties as part of an initiative delivered by the Great Barrier Reef Marine Park Authority, working
with local communities to protect the Reef and support marine conservation efforts (Australian
Government 2018).
India: India has made strides in research and development on wave and tidal energy that could
be of interest to Vietnam. Vietnam could benefit from technology already developed by India,
including on wave energy conversion systems and economic tidal power potential. In India, ocean
energy, which is mostly exploited through wave, tidal, current energy and ocean thermal energy
technologies, has been declared as a renewable energy by the Ministry of New and Renewable
Energy (MNRE). The MNRE supports demonstration projects of proven technologies while the
Ministry of Earth Sciences oversees basic R&D. The technology program is open to public and
private sectors to carry out projects in India (Press Information Bureau 2019).
Indonesia: The global significance of carbon storage in Indonesia’s coastal wetlands was assessed
based on published and unpublished measurements of the organic carbon content of living seagrass
and mangrove biomass and soil pools. The results of the analysis emphasize the urgent need for
blue carbon and REDD+ projects as a means to stop the decline in wetland area and to mitigate the
release of a significant fraction of the world’s coastal carbon stores. The methodology used in this
study could be adopted by other countries in need of evidence on which to base the development
of appropriate policy for blue carbon management and conservation (Alongi et al. 2016). A manual
for measuring, assessing and analyzing carbon in the field and in the laboratory has been developed
by the Blue Carbon Initiative drawing from experience in blue carbon assessments in Indonesia and
elsewhere (Blue Carbon Initiative 2019).
Japan: The satoumi is an ecosystem-based approach adopted by coastal communities in Japan
to reconcile sustainable ecosystem use and conservation of biodiversity. A great variety of
conservation measures are applied, including centuries-old methods (e.g., river basin forestry) as
well as more recent ones (e.g., seagrass transplants and constructed tidal fiats). The involvement
of local communities and the voluntary contribution of significant labor by ecosystem users, mostly
fishers, are essential to their success. Various capacity-building programs on the application of the
satoumi approach have been carried out by the Kanazawa University and partners, including a
program involving twinning of sites between Japan and the Philippines, focusing on building capacity
of younger generations (Nakamura 2017).
Malaysia: Malaysia’s vision “towards zero single-use plastics for a cleaner and healthier environment
in Malaysia by 2030” is the basis for its Roadmap Towards Zero Single-Use Plastics, which takes
a phased, evidence-based and holistic approach by involving all stakeholders in the planning and
implementation of the initiative, led by the Ministry of Energy, Science, Technology, Environment
and Climate Change. The Roadmap includes, among other activities, experiential learning at schools
as well as communication, education, and public awareness (Tan 2019). The Roadmap serves as a
guide towards zero single-use plastics and is largely voluntary in funding.
Supporting Resilient Coastal Economies in Vietnam:
152 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
US Mid-Atlantic Ocean Data Portal: The Mid-Atlantic Ocean Data Portal is an online
toolkit and resource center that consolidates available data and enables state, federal and
local users to visualize and analyze ocean resources and human use information such as fishing
grounds, recreational areas, shipping lanes, habitat areas, and energy sites, among others. The
Portal serves as a platform to support all stakeholders in ocean planning from the five-state
Mid-Atlantic region—providing key decision-makers with essential data and state-of-the-art
mapping and visualization technology. Portal data comes from a variety of sources, including
key federal providers such as MarineCadastre.gov (a collaboration of NOAA and the Bureau of
Ocean Energy Management), the Coast Guard, the US Fish and Wildlife Service, the Department
of Defense, and the Environmental Protection Agency. Data has also been produced through
partnerships with non-profit organizations and the private sector, as well as through research
projects led by Portal Team members. The Portal Team also is coordinating with the Mid-Atlantic
Regional Association Coastal Ocean Observing System (MARACOOS), which provides real-time
oceanography data via its OceansMap, to create maps at a time and scale appropriate for regional
planning (MARCO n.d.).
US National Estuarine Research Reserve System (NERRS): NERRS is a network of 29
coastal areas designated to protect and study estuarine systems. Created by the Coastal Zone
Management Act, the reserves are a partnership between NOAA and coastal states. NOAA
provides funding, guidance and technical assistance while each reserve is managed by a lead state
agency or university, with input from local partners. The designation of a NERRS site does not
prohibit existing uses/activities, and does not result in the total preservation of the area. As part
of the NERRS designation process, NERRS sites require development of a management plan that
respects human as well as natural resource needs. In addition to stewardship and research activities,
the reserves focus on training of local and state officials so they become capable of introducing local
data into the decision-making process as a result of reserve training efforts as well as on educating
children and adults through hands-on laboratory and field-based experiences and online school
curricula (NOAA n.d.). Volunteer citizen scientists are a major human resource of the NERRS that
provide important information about estuary conditions including levels of pollutants and sea level
rise (Morton 2019).
ASEAN: The ASEAN Committee on Science and Technology was established in 1978 to initiate
and promote ASEAN’s cooperative programs in science and technology. The Sub-Committee on
Marine Science and Technology, one of its major program areas, seeks to increase the number of
qualified personnel in marine science and technology (ASTNET n.d.). As part of the ASEAN Plans
of Action on Science, Technology and Innovation (see APASTI 2016-2025 for the latest plan), the
Sub-Committee has been implementing capacity-building activities. Its specific objectives for the
period of 2016-2025 are to:
1. Undertake inter-ASEAN collaborative R&D on new and innovative materials for high
technology applications
2. Develop environment-friendly materials
3. Establish network for the exchange of information
Annex 153
4. Enhance human resources development program through training, seminar and workshop
5. Promote optimum utilization of facilities through scientist and student exchange.
The ASEAN Plan of Action on Science, Technology and Innovation (APASTI 2016-2025) involves
a paradigm shift that aims to bring about the benefits of science, technology and innovation from
academic domains to the citizens of ASEAN countries, including through:
1. Mainstreaming Science, Technology and Innovation (STI) into ASEAN citizens’ ways of lives
2. Focus on improvement of quality of life of ASEAN population
3. Youth-focused innovation
4. Green STI integration in its transformation towards low-carbon society
5. Mobilizing the private sector to the forefront of the novel STI era (ASTIF n.d.).
Photo: thelamephotographer - shutterstock.com
Supporting Resilient Coastal Economies in Vietnam:
154 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Annex F.
Investment policy frameworks and directions for sustainable
development
United Nations Conference on Trade and Development (UNCTAD)
To help policymakers address the challenges posed by an emerging new generation of investment policies
that aim to operationalize sustainable development, UNCTAD launched a comprehensive Investment
Policy Framework for Sustainable Development (IPFSD) in 2012. The Framework was based on a report
that examined: (i) investment policymaking using a systemic approach; and (ii) the universe of national
and international policies in view of today’s key investment policy challenges. IPFSD, which explicitly
focuses on the development dimension, consists of a set of core principles for investment policymaking,
guidelines for national investment policies, and guidance for policymakers on how to engage in the
international investment policy regime, in the form of options for the design and use of international
investment agreements (IIAs). After field-testing in beneficiary countries, and being peer-reviewed at
intergovernmental meetings, the IPFSC was updated in 2015 (UNCTAD 2012, 2015).
National investment policy guidelines
At the national level, the UNCTAD Framework advice on policy action includes the following:
● At the strategic level: (i) ground investment policy in a broad road map for economic growth
and sustainable development; (ii) define the roles of public, private, domestic, and especially
foreign direct investment, in development strategy; (iii) develop policies to enhance international
competitiveness through capacity building, including human resources and skills development,
technology and know-how, infrastructure development, and enterprise development.
● At the normative level: (i) promote and regulate investment that is geared towards sustainable
development goals through the setting of rules and regulations; (ii) develop regulations covering
policy areas beyond investment policies per se, such as trade, taxation, intellectual property,
competition, labor, market regulation, environmental policies and access to land, in anticipation
of negative side-effects as well as benefits.
● At the administrative level: (i) establish appropriate implementation and institutional
mechanisms to ensure the continued relevance and effectiveness of investment policymaking;
(ii) develop investment policy based on a set of explicitly formulated policy objectives with
clear priorities and timeframes; and (iii) assess progress in policy implementation and verify the
application of rules and regulations at all administrative levels.
International investment policy guidelines
UNCTAD’s Investment Policy Framework provides options for the design of provisions in investor
agreements in four areas, with an analysis of sustainable development implications:
1. Incorporating concrete commitments to promote and facilitate investment for sustainable
development – for example, through facilitation mechanisms (information sharing, investment
promotion forums); outward investment promotion schemes (insurance and guarantees); joint
Annex 155
investment promotion initiatives; and technical assistance and capacity-building initiatives targeted
at sustainable investment.
2. Balancing government commitments with investor obligations and promoting responsible investor
obligations to deter investor non-compliance with domestic laws. In addition, international
investment agreements could refer to commonly recognized international standards and support
the adoption of corporate social responsibility standards.
3. Ensuring an appropriate balance between protection commitments and regulatory space for
development. Countries can safeguard the right to regulate by clarifying the scope and meaning
of treaty provisions such as the fair and equitable treatment standard and expropriation, and by
using specific flexibility mechanisms such as exceptions and reservations.
4. Shielding host countries from unjustified liabilities and high procedural costs through treaty design
involves looking at options both in the way investment dispute settlements are conducted and in
the scope and application of substantive clauses.
In addition, there are three basic concepts that could help governments clarify the position of
their country in the world economy, set priorities, and implement the country’s long-term vision in
developing investment policies in a logical framework:
● Investment policy is about connecting foreign and domestic investment through local, regional
and global value chains.
● An investment policy strategy needs to go beyond attracting initial investments; it should
successfully retain investment and build strong linkages with domestic businesses.
● Not all types of investment are the same. Different types of investment have different effects on
socioeconomic development, and thus require different policies (Echandi and Scronce 2016.).
Organisation for Economic Co-operation and Development (OECD)
Additional broad guidance on investments was provided by the OECD in the form of a Policy
Framework for Investment (PFI) in 2006, which aimed to mobilize private investment that supports
steady economic growth and sustainable development, contributing to the economic and social
well-being of people around the world. Drawing on international best practices, the PFI proposes
guidance in policy fields critically important for improving the quality of a country’s enabling
environment for investment. It encourages policymakers to ask appropriate questions about their
economy, their institutions and their policy settings to identify priorities, develop an effective set
of policies and evaluate progress. The framework serves as a tool, offering a checklist of key policy
issues for consideration by any government, in the form of core questions and principles covering:
(i) investment policy; (ii) investment promotion and facilitation; (iii) trade policy; (iv) competition
policy; (v) tax policy; (vi) corporate governance; (vii) policies for enabling responsible business
conduct; (viii) developing human resources for investment; (ix) investment in infrastructure; (x)
public governance; and (xi) an investment framework for green growth. The PFI was updated in
2015 to take into account feedback from numerous users at country and regional levels, as well as
changes in the global economic landscape (OECD 2015).
Supporting Resilient Coastal Economies in Vietnam:
156 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
United Nations Development Programme (UNDP)
Through the Istanbul International Centre on Private Sector in Development, UNDP formulated
the “G20 Inclusive Business Framework.” The framework sets out recommendations on how to
create and scale up an enabling environment for inclusive business approaches. A key feature of
this approach is the inclusion of low-income people across companies’ value chains as suppliers,
distributors, retailers or customers. A complementary initiative is the “Business Call to Action”, a
UNDP-led partnership that includes almost 200 companies committed to implementing concrete
inclusive business initiatives worldwide.
Food and Agriculture Organization of the United Nations (FAO)
The FAO Blue Growth Initiative (BGI) is an inclusive and participatory approach to foster sustainable
fisheries management. BGI aims to safeguard food security and decent work benefits derived from
wild fish stocks as well as exploring alternative sources of food security and decent work, such
as aquaculture. As a program and an overarching policy, BGI supports sustainable fisheries and
aquaculture development and SDG 14.
Partnerships in Environmental Management for the Seas of East Asia (PEMSEA)
Recognizing the numerous ocean-related challenges in the region, the 14 Partner Countries of
PEMSEA adopted the Sustainable Development Strategies for the Seas of East Asia (SDS-SEA)
in 2003. The SDS-SEA consists of relevant principles, strategies, objectives and implementation
approaches for achieving sustainable development of oceans and coasts of the Seas of East Asia
region. In 2015, the SDS-SEA was updated to ensure that it remained relevant to the needs and
circumstances of the region, taking account of global agreements and targets that were adopted
after 2003, including the UN Sustainable Development Goals, the UNFCCC Paris Climate
Agreement, the Convention on Biological Diversity – Strategic Plan for Biodiversity 2011-2020,
the Aichi Biodiversity Targets, and the Sendai Framework for Action on Disaster Risk Reduction
and Management. The SDS-SEA, along with ASEAN and APEC investment frameworks,106 could
be seen as the broad policy guidance for investments in marine economy in the region as part of
the plethora of relevant national and international policies. The SDS-SEA Implementation Plan
2018-2022 lays out, among other priorities, actions on marine economy investment and sustainable
financing of the SDS-SEA for policymakers of member countries (PEMSEA 2018).
The PEMSEA report on Enabling Blue Economy Investment for Sustainable Development in the Seas
of East Asia provides a model approach in establishing an “ocean investment facility.” The facility
would have the following key features: (i) self-financed after an initial round of projects are funded
and implemented by public and private partners, with the help of institutional and other investors;
(ii) assist governments that may lack the capacity and know-how to identify, develop and transform
strategic priorities and objectives into bankable investments, including by providing pre-investment
services; and (iii) establish standard processes for project development and investment, including
those on pre-investment services (e.g., project sourcing, pre-feasibility, feasibility, and project
development) (Whisnant and Ross 2019).
106 See, for example, the ASEAN Comprehensive Investment Agreement and the APEC High Level Policy Dialogue on Food
Security and Blue Economy.
Annex 157
158
Annex G.
International cooperation platforms for sustainable development
Lead Program Mission / objectives Target Platform / approach
organization beneficiaries
UNDP, Foundation SDG Philanthropy Support philanthropic institutions and Philanthropic Website: www.
Center and Platform their grantees at the country level in SDG institutions and their SDGfunders.org
Rockefeller planning and implementation processes grantees
Philanthropy
Aim to incubate and deepen collective,
Advisors
innovative and transformative solutions to
achieving SDGs
Global Partnership Supports practical implementation of Governments, bilateral Website: https://www.
for Effective effective development cooperation and multilateral effectivecooperation.
Development Co- principles, promote mutual accountability, organizations, civil org/landing-page/about-
operation and work to sustain political momentum society, the private partnership
for more effective cooperation and sector, representatives
Partnership convenes
partnerships from parliaments, and
at high/Ministerial-level
trade unions, among
annually
others
UN Environmental Global Highlight exemplary approaches from Policymakers, Website: https://www.
Programme (UNEP) Opportunities countries and strengthen capacity for small and medium unenvironment.org/
and Germany’s for Sustainable replication across regions enterprises, and youth explore-topics/sustainable-
Federal Ministry Development Goals development-goals/
Serve as a platform to facilitate dialogue
of Environment, (GO4SDGs) what-we-do/global-
and knowledge sharing for inclusive
Nature opportunities-sustainable
green economies
Conservation and
Nuclear Safety Interweave with existing UNEP initiatives
and One Planet Network programs
Foster exchange on innovative and
successful practices through newly
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences
designed regional sustainability hubs
Lead Program Mission / objectives Target Platform / approach
Annex
organization beneficiaries
UN Department UN Ocean Strengthen efforts to mobilize, create Governments, civil Website: https://www.
of Economic and Conference and drive solutions to realize the 17 society, businesses, un.org/en/conferences/
Social Affairs Sustainable Development Goals by and individuals ocean2020/about
2030
Conference (2017; 2020-
2021)
Registry of voluntary
commitments
Webinars for key
stakeholder groups to
connect, mobilize and
bring forward new
ideas for keeping the
momentum for ocean
action
International The Global MTCC Unites Maritime Technology Developing countries Website: https://gmn.imo.
Maritime Network (GMN) Cooperation Centres (MTCCs) – in and, in particular, org/about-gmn/
Organization (IMO) targeted regions into a global network Least Developed
Maritime Technology
and the European for promoting technologies and Countries (LDCs)
Cooperation Centres
Union operations to improve energy efficiency and Small Islands
(MTCCs)
in the maritime sector and helping Developing States
navigate shipping into a low-carbon (SIDS)
future
159
160
Lead Program Mission / objectives Target Platform / approach
organization beneficiaries
UNFCCC Marrakech Support implementation of the Paris Governments and Website: https://unfccc.
Partnership for Agreement by enabling collaboration the cities, regions, int/climate-action/
Global Climate between governments and the cities, businesses and marrakech-partnership-
Action regions, businesses and investors that investors for-global-climate-action
must act on climate change
Regional Climate Weeks
Meetings at Conferences
of the Parties (COPs)
Global Climate Action
Summit
Technical examination
process on mitigation,
etc.
Convention on Sustainable Ocean Provide a global platform to build Governments, Website: https://www.
Biological Diversity Initiative partnerships and enhance capacity to intergovernmental cbd.int/soi/
conserve and sustainably use marine organizations, civil
Web-based information-
and coastal biodiversity in a holistic society
sharing and coordination
manner
Global partnership
meetings
Regional workshops and
learning exchange
Training and exchange at
the national level
Exchange among local
leaders through local
leaders forum
Supporting Resilient Coastal Economies in Vietnam:
Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Training of trainers
Lead Program Mission / objectives Target Platform / approach
Annex
organization beneficiaries
Global Ocean Advance the scientific basis for Intergovernmental, Website: http://gobi.org/
Biodiversity conserving biological diversity in regional and national
Initiative the marine environment, i.e., in the organizations
identification of ecologically and
biologically significant marine areas
(EBSAs) by assisting a range of
intergovernmental, regional and national
organizations to use and develop data,
tools and methodologies
UN Economic and Ocean Accounts Strengthen statistical capacity to Governments Ocean Accounts
Social Commission Partnership harmonize data, and pilot initiatives to Platform
for Asia and the collect evidence for action toward a
Pacific (UNESCAP) healthy ocean
and UNEP
World Tourism Sustainable Encourage the global innovation Startups from all Website: https://www.
Organization, Development and entrepreneurship ecosystem to walks of life, from all unwto.org/sdgs-global-
together with Goals Global embrace sustainability and to deliver over the world and startup-competition
various corporate Startup impact during the United Nations all economic sectors
and other Competition Decade of Action starting in 2020,
collaborators especially in the context of the
COVID-19 pandemic
Asian Development ADB Ventures Feed investment and support to Asian Startups Website: https://ventures.
Bank startups that are developing solutions adb.org/
aimed at achieving the UN Sustainable
Development Goals (SDGs)
161
Annex H.
Sectoral multi-country financing mechanisms
Fisheries and aquaculture
The Global Partnerships for Responsible Fisheries (FishCode) is an inter-regional assistance program
established at FAO to support the implementation of the Code of Conduct for Responsible
Fisheries (CCRF). The CCRF, which contains a broad set of voluntary principles and methods for
developing and managing fisheries and aquaculture worldwide, was adopted by FAO member
countries in 1995 in response to serious and growing threats affecting aquatic ecosystem diversity
and productivity, resource sustainability, occupational welfare, and food security. FishCode serves
as a principal means through which FAO combines its regular budget with trust fund resources
in support of activities to facilitate CCRF implementation. Donor partner contributions to the
multilateral FishCode Trust, and to individual project trust funds under the FishCode umbrella,
support an array of component activities, all of which address issues and problem areas related to
the transition to responsible fisheries and aquaculture at global, regional, national and local levels
(FAO. n.d.).
The FAO Investment Centre collaborates, through its staff and consultants, with international
financial institutions (IFIs) in the identification, design, supervision, and final review of their investment
projects in agriculture, forestry, fisheries, and natural resources management. Additional activities of
the Centre include technical support to investment projects and sector reviews. Lessons learned
with investment projects point to the need for: (i) very thorough financial, economic and market
feasibility studies; (ii) strengthening capacity through regional networking in technical cooperation
among participating countries; (iii) appropriate interlocutors or champions who can articulate what
CCRF is and its importance; and (iv) financial transparency, ensuring that funds are genuinely applied
to generate the desired outputs (FAO 2012).
Ecotourism
Ecotourism is quickly growing in popularity among different responsible tourism markets. Examples
of ecotourism include education and community projects, wildlife research, and energy-efficiency
activities, which are supported by destinations with varying levels and methods. Financing for
ecotourism mainly comes from wealthy individuals, philanthropic foundations, and multilateral
development banks, with minor support coming from other players such as non-profits. Lessons
learned in investing in ecotourism revealed that: (i) due to the many parts of sustainability of
ecotourism businesses, investments need more in-depth monitoring and analysis in order to ensure
proper sustainable development practices are being used; (ii) working closely with operators to
expand energy and water efficiency is essential for growing and ensuring sustainability, as they pay
for themselves through the energy-cost savings of greening operations; (iii) ecotourism is not a
solution for funding conservation; since ecotourism is dependent on weather, politics, and other
issues that impact appeal, it needs a wider net of investment and financial flows outside of operating
revenue (Tazawa 2017).
Supporting Resilient Coastal Economies in Vietnam:
162 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Pollution management: Plastics
In view of the serious problems posed by plastic accumulation and pollution worldwide, public and
private sector interests in plastic waste management have grown rapidly in the last decade and
continue to do so. Governments and other constituencies are embracing the SDGs, which call for
waste prevention, reduction, reuse and recycling. In the US, companies are recognizing both the
risk and opportunity associated with plastic pollution, as the number of earnings calls that included
mentions of “plastic waste” increased 340 percent over the previous year in 2018 (Morgan Stanley
2019, Lee and Moscardi 2019).
In Southeast Asia, regional and national efforts have been launched to reduce plastic pollution. For
example, UNESCAP, in partnership with the Government of Japan, has recently launched a new
project, “Closing the Loop,” which aims to reduce the environmental impact of cities in Southeast
Asia by addressing plastic waste pollution in rivers and oceans. The project supports governments in
addressing plastic waste pollution and leakages into the marine environment by leveraging innovative
technologies such as remote sensing, satellite and crowdsourced data applications to detect and
monitor the sources and pathways of plastic waste entering rivers in urban catchment areas.
The four ASEAN cities that will pilot the project are Kuala Lumpur, Malaysia; Surabaya, Indonesia;
Nakhon Si Thammarat, Thailand; and Da Nang, Vietnam (UNESCAP 2020). In Malaysia, the
government is implementing its Roadmap Towards Zero Single-Use Plastics (2018-2030), taking
a phased, evidence-based and holistic approach by involving all stakeholders in working together
towards a cleaner and healthier environment. Led by the federal government, the project is being
implemented with the participation of state governments; manufacturers, suppliers and business
operators; NGOs; and the general public. In addition to the Roadmap’s vision, set of principles, action
plan and corresponding implementation framework, it also recognizes the following challenges:
lack of awareness; low recycling rate; biodegradability and cost of current alternative to plastics;
enforcement; and integrated waste management.
The Federal Government, through the Ministry of Energy, Science, Technology, Environment and
Climate Change (MESTECC), facilitates resource mobilization, guided by a Joint Steering Committee
which ensures that resources needed for the Roadmap are mobilized in a timely manner. R&D funding
is allocated for alternative eco-friendly products. The Roadmap also envisions the development of
a regional marine debris project for external funding (such as the GEF) to be implemented in Phase
II of the initiative (MESTECC 2018).
Shipping
The Pacific Blue Shipping Partnership (PBSP) is a country-driven initiative among Pacific Island
countries for a large-scale blended finance investment to catalyze a multi-country transition to
sustainable, resilient, and low-carbon shipping. The PBSP targets domestic shipping to zero carbon
by 2050 with a 40 percent reduction by 2030. Transportation and mobility, which are cross-cutting
issues that are critical to the sustainable development of Pacific Island Countries (PIC), are beset
by problems that include: (I) domestic ferries and inter-PIC transport vessels that serve as critical
links between remote destinations are commonly old, fuel inefficient and unsafe; and (ii) shipping
Annex 163
within and between PICs is the most expensive per unit distance and per capita in the world, as
it is dependent on imported fossil fuels which are subject to fuel price vulnerability and security of
supply. In order to transition to more appropriate, clean and affordable domestic and international
shipping, a substantive investment is needed immediately.
Large-scale financial investment in sustainable sea transport will require input from diverse sources,
following a blended finance approach, catalyzed in the short and medium term by both bilateral
donor assistance, and the issuance of a guaranteed blue bond. A key subsequent step will be the
development of proposals for a large regional investment (in the order of USD 100 million) from
the Green Climate Fund. This would allow for an integrated program portfolio of both grant and
revolving loan modalities targeting public and private sectors and all scales of shipping, from village
to inter-country. The cost of this financing could be significantly reduced by guarantees, grants, or
highly concessional instruments supported by development partners.
Such an international cooperation benefits from the experience provided by the investment of
USD 2 billion into the electricity sector under the Pacific Energy Summits since 2012. A blended
finance approach for shipping aligns with the 2030 Agenda for Sustainable Development, Paris
Agreement on Climate Change regional NDCs, the SAMOA Pathway, and Framework for Resilient
Development in the Pacific. The Partnership is also supported by UNCTAD, WFP, UNESCO,
UNESCAP, and regional agencies, including University of the South Pacific (USP), Secretariat for the
Pacific Community (SPC) and Pacific Islands Forum (PIFS) Smaller Island States Secretariat. Major
activities going forward include the establishment of Technical and Finance Working Groups as
well as the organization of a workshop of decision-makers of relevant PICs’ finance and transport
ministries and major partners to draft an Initiative Roadmap, discuss Working Papers drafted by
the Technical and Finance Working Groups and, most importantly, work towards finalizing country
commitments to the PBSP (MCST-RMI/USP. n.d.).
Photo: Zakharov Vadim - shutterstock.com
Supporting Resilient Coastal Economies in Vietnam:
164 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
REFERENCES
• Alongi, Daniel M., Daniel Murdiyarso, James W. Fourqurean, John Boone Kauffman, Andreas
Hutahaean, Stephen Crooks, Catherine E. Lovelock, Jennifer Howard, Dorothee Herr, Miguel
Fortes, Emily Pidgeon, and Tonny Wagey. 2016. Indonesia’s blue carbon: a globally significant and
vulnerable sink for seagrass and mangrove carbon. Wetlands Ecology and Management 24(1):
3-13.
• Arkema, K. K., Verutes, G. M., Wood, S. A., Clarke-Samuels, C., Rosado, S., Canto, M., et al. 2015.
Embedding ecosystem services in coastal planning leads to better outcomes for people and nature.
PNAS 112, 7390–7395. doi: 10.1073/pnas.1406483112. For information on the models and
methodology used to evaluate scenarios using ecosystem services, see the Supporting Information
Annex (accessible at https://www.pnas.org/content/pnas/suppl/2015/06/11/1406483112.
DCSupplemental/pnas.1406483112.sapp.pdf)
• ASEAN Science and Technology Innovation Fund (ASTIF). n.d. ASEAN Plan of Action on Science,
Technology and Innovation (APASTI) 2016-2025. https://astnet.asean.org/astif/main/apasti
• ASEAN Science and Technology Network (ASTNET). n.d. Sub-Committee on Marine Science
and Technology (SCMSAT). https://astnet.asean.org/sub-committee-on-marine-science-and-
technology-scmsat/
• Australian Government. 2018. Report on the Implementation of the Sustainable Development
Goals. https://sustainabledevelopment.un.org/vnrs/
• Birnbaum, S. 2016. Environmental Co-governance, Legitimacy, and the quest for compliance:
when and why Is Stakeholder participation desirable? J. Environ. Policy Plan.
• Blue Carbon Initiative. 2019. Coastal Blue Carbon. Conservation International; International
Union for Conservation of Nature; Intergovernmental Oceanographic Commission of UNESCO.
https://www.thebluecarboninitiative.org/manual/
• British Broadcasting Corporation (BBC). 2018. Vietnam profile - Media. https://www.bbc.com/
news/world-asia-pacific-16567840
• Bureau of Economic Analysis (BEA). n.d. Ocean Economy. https://www.bea.gov/data/special-
topics/ocean-economy
• Bureau of Ocean Energy Management (BOEM). 2016. Mid-Atlantic Regional Ocean Action Plan.
https://www.boem.gov/sites/default/files/environmental-stewardship/Mid-Atlantic-Regional-
Planning-Body/Mid-Atlantic-Regional-Ocean-Action-Plan.pdf
• Bureau of Ocean Energy Management (BOEM). 2016. Frequently Asked Questions about
the Mid-Atlantic Regional Ocean Action Plan. https://www.boem.gov/sites/default/files/
environmental-stewardship/Mid-Atlantic-Regional-Planning-Body/FAQs-about-the-Mid-Atlantic-
Regional-Ocean-Action-Plan-November-2016.pdf
References 165
• Cardinal, R., Erni, M. and Sollestre. L. 2018. Leveraging Public-Private Sector Partnerships in
ICM through Corporate Social Responsibility. Case Study. In Local Contributions to Global
Sustainable Agenda: Case Studies in Integrated Coastal Management in the East Asian Seas
Region. Partnerships in Environmental Management for the Seas of East Asia (PEMSEA) and
Coastal Management Center (CMC), Quezon City, Philippines. http://www.pemsea.org/sites/
default/files/ICM_Case_Studies_Book_15_Part_III_CS13.pdf
• Chua, T.-E., L.M. Chou, G. Jacinto, S.A. Ross, and D. Bonga. (Editors). 2018. Local Contributions
to Global Sustainable Agenda: Case Studies in Integrated Coastal Management in the East Asian
Seas Region. Partnerships in Environmental Management for the Seas of East Asia (PEMSEA) and
Coastal Management Center (CMC), Quezon City, Philippines. http://seaknowledgebank.net/sites/
default/files/Local%20Contributions%20to%20Global%20Sustainable%20Development%20
Agenda.pdf
• Cicin-Sain, Biliana, Miriam Balgos, Indumathie Hewawasam, Alexis Maxwell, Brian Cortes
and Richard Delaney. 2019. Review of International Experiences in Integrated Coastal Zone
Management (ICZM) and Relevance to India Emphasis on Federal/State/Local Interactions.
White Paper (Vol 2), Global Ocean Forum.
• Coastal Zone Management Authority and Institute (CZMAI). 2016. Belize Integrated Coastal
Zone Management Plan. Belize: CZMAI.
• Conservation Strategy Fund (CSF). n.d. Pacific Ocean Finance Fellowship Program 2019-2020.
https://www.conservation-strategy.org/course/pacific-ocean-finance-fellowship-
program-2019-2020
• Day, J., Kenchington, R., Tanzer, J., Cameron, D. 2019. Marine zoning revisited: How decades of
zoning the Great Barrier Reef has evolved as an effective spatial planning approach for marine
ecosystem‐based management. In Aquatic Conservation Marine and Freshwater Ecosystems
- October 2019. https://www.sprep.org/attachments/VirLib/Australia/aust-marine-zoning-
revisited-spatial-planning-marine-ecosystem-based-management.pdf
• Echandi, Roberto and Erin Scronce. 2016. Three Key Ideas for Creating Effective Investment
Policies. World Bank Blogs. June 7, 2016. https://blogs.worldbank.org/trade/three-key-ideas-
creating-effective-investment-policies
• Ehler, Charles. 2013. Marine spatial planning—what have we learned from international
experience. Chapter in: Nguyen Chu Hoi, et al. National Workshop Proceedings on Application
of Vietnam’s Marine and Coastal Spatial Planning—an ecosystem-based management approach.
Gland, Switzerland: IUCN, 89 p.
• Ehler, Charles and Fanny Douvere. 2009. Marine Spatial Planning: a step-by-step approach
toward ecosystem-based management. Intergovernmental Oceanographic Commission and
Man and the Biosphere Programme. IOC Manual and Guides No. 53, ICAM Dossier No. 6.
Paris: UNESCO. (English).
Supporting Resilient Coastal Economies in Vietnam:
166 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
• European Commission (EC). 2020. The EU Blue Economy Report 2020. http://ec.europa.eu/
maritimeaffairs/sites/maritimeaffairs/files/2020_06_blueeconomy-2020-ld_final.pdf
• European Commission (EC). n.d. Countries and regions. Vietnam. https://ec.europa.eu/trade/
policy/countries-and-regions/countries/vietnam/
• European Commission (EC). n.d. Skills and career development in the blue economy. https://
ec.europa.eu/maritimeaffairs/policy/skills-career-development_en
• European Investment Bank (EIB). 2020. Clean Oceans Initiative. https://www.eib.org/en/
publications/the-clean-ocean-initiative
• European Investment Bank (EIB). n.d. Preserving Our Oceans. https://www.eib.org/en/about/
initiatives/preserving-our-oceans/index.htm
• FICCI. 2017. Blue Economy Vision 2025: Harnessing Business Potential for India Inc and
International Partners. Knowledge Paper. http://ficci.in/spdocument/20896/Blue-Economy-
Vision-2025.pdf
• Food and Agriculture Organization of the United Nations (FAO). 2012. Evaluation of FAO’s
support to the implementation of the Code of Conduct for Responsible Fisheries. Food and
Agriculture Organization of the United Nations.
• Food and Agriculture Organization of the United Nations (FAO). n.d. Global Partnerships for
Responsible Fisheries. http://www.fao.org/fishery/fishcode/about/en
• Frid, K. 2017. Skills and career development in the blue economy - European Commission.
https://ec.europa.eu/maritimeaffairs/policy/skills-career-development_en
• Frid, K. 2018. Sustainable Blue Economy Finance Principles. Maritime Affairs - European
Commission. https://ec.europa.eu/maritimeaffairs/befp_en (accessed 9.16.20).
• Global Facility for Disaster Reduction and Recovery (GFDRR). 2015. Country Profile - Vietnam.
https://www.gfdrr.org/sites/gfdrr/files/region/VN.pdf
• Global Partnership for Effective Development Cooperation (GPEDC). 2018. Country and
Territory Monitoring Profiles: Vietnam 2018. https://www.effectivecooperation.org/content/country-
and-territory-monitoring-profiles-viet-nam
• Government Accountability Office (GAO). 2012. Managing for Results: Key Considerations for
Implementing Interagency Collaborative Mechanisms. https://www.gao.gov/assets/650/648934.pdf
• Government Accountability Office (GAO). 2016. Enterprise Risk Management: Selected
Agencies’ Experiences Illustrate Good Practices in Managing Risk. https://www.gao.gov/products/
GAO-17-63
• Government Accountability Office (GAO). 2020. Maritime Infrastructure: A Strategic Approach
and Interagency Leadership Could Improve Federal Efforts in the U.S. Arctic. https://www.gao.
gov/assets/710/706502.pdf
References 167
• Government of Canada. n.d. Comprehensive and Progressive Agreement for Trans-Pacific
Partnership (CPTPP). https://www.international.gc.ca/trade-commerce/trade-agreements-
accords-commerciaux/agr-acc/cptpp-ptpgp/index.aspx?lang=eng
• Government of Vietnam. 2018. Vietnam’s Voluntary National Review on the Implementation on
the Sustainable Development Goals.
• Gribi, Niki. 2019. Pacific Ocean Finance Fellowship Program: developing finance solutions for
improved ocean governance and health. Conservation Strategy Fund. https://www.conservation-
strategy.org/news/POFFPblog
• Guanqiong, Ye. 2014. The Contribution of Integrated Coastal Management to the Sustainable
Development of China’s Coastal Area. Doctoral thesis. National University of Singapore. https://
core.ac.uk/download/pdf/48788123.pdf.
• Hull, A.D. 2013. Managing Competition for Marine Space Using the Tools of Planning in the UK,
Plan. Pract. Res. 28 (5) 503–526.
• Hull, S. 2015. Marine planning in the UK: Making a difference? ABP Marine Environmental
Research Limited, Southampton.
• Indian Ocean Rim Association (IORA). 2017. Jakarta Declaration on Blue Economy. Declaration
of the Indian Ocean Rim Association on the Blue Economy in the Indian Ocean Region. Jakarta,
Indonesia
• InforMEA. n.d. Vietnam’s Multilateral Environmental Agreements. https://www.informea.org/en/
countries/VN/parties
• IPBES. 2019. The global Assessment Report on Biodiversity and Ecosystem Services – summary
for policy makers. https://ipbes.net/global-assessment
• IPCC. 2019. Summary for Policymakers. In: IPCC Special Report on the Ocean and Cryosphere
in a Changing Climate [H.-O. Pörtner, D.C. Roberts, V. Masson-Delmotte, P. Zhai, M. Tignor, E.
Poloczanska, K. Mintenbeck, A. Alegría, M. Nicolai, A. Okem, J. Petzold, B. Rama, N.M. Weyer
(eds.)]. In press.
• Korten, Tristram. 2020. With Boats Stuck in Harbor Because of COVID-19, Will Fish Bounce
Back? In Smithsonian Magazine. https://www.smithsonianmag.com/science-nature/fish-stop-
covid-19-180974623/
• Korytko, Tetyana, Olga Bogutska and Samira Piletska. 2018. Formation of an Organizational
and Economic Mechanism for Encouraging Investment Activity of Enterprises. Baltic Journal of
Economic Studies 4(5):10-17.
• La Notte, A. et al. 2017. “Implementing an EU system of accounting for ecosystems and their
services. Initial proposals for the implementation of ecosystem services accounts”. Publications
Office of the European Union, European Union, Luxembourg. 124pp; in Blue Economy 2020.
Supporting Resilient Coastal Economies in Vietnam:
168 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
• Lathrop, R., Odell, J., MacDonald, T., Vilacoba K., Bognar, J., Trimble, J., Bruce, C. … 2017. The
Role of Mid-Atlantic Ocean Data Portal in Supporting Ocean Planning. Frontiers in Marine
Science, 4. https://www.frontiersin.org/article/10.3389/fmars.2017.00256
• Lee, Linda-Eling and Matt Moscardi (2019) as quoted in Morgan Stanley (2019). The Future of
Investing in Plastic Waste Solutions.
• Lipton, Douglas W., Katherine Wellman, Isobel C. Sheifer, and Rodney F. Weiher. 1995. Economic
valuation of natural resources: A handbook for coastal resource policymakers. NOAA Coastal
Ocean Program Decision Analysis Series 5. Silver Spring, MD. 131 pp.
• Lombard, A. T., Ban, N. C., Smith, J. L., Lester, S. E., Sink, K. J., Wood, S. A., … Sims, H. E.
2019. Practical Approaches and Advances in Spatial Tools to Achieve Multi-Objective Marine
Spatial Planning. Frontiers in Marine Science, 6
• MacKeracher, Tracy and Helene Marsh. 2019. Summary. Improving Australia’s Marine Science
Postgraduate Training System to meet the needs of the ‘blue economy’. National Marine Science
Committee.
• Maes, J. et al. 2018. “Mapping and Assessment of Ecosystems and their Services: An analytical
framework for ecosystem condition”. Publications office of the European Union, Luxembourg.
75pp. ISBN:97892797974288; in Blue Economy 2020.
• Makgill, R.A. and Rennie, H.G. 2012. ‘A Model for Integrated Coastal Management Legislation: A
Principled Analysis of New Zealand’s Resource Management Act 1991’ 27. International Journal
of Marine and Coastal Law 135–165 at p. 149; in Scott (2016)
• Malaysia Ministry of Energy, Science, Technology, Environment and Climate Change (MESTECC).
2018. Malaysia’s Roadmap Towards Zero Single-Use Plastics 2018-2030 Towards a sustainable
future. https://www.mestecc.gov.my/web/wp-content/uploads/2019/03/Malaysia-Roadmap-
Towards-Zero-Single-Use-Plastics-2018-20302.pdf
• Marine Scotland. 2014. Planning Scotland’s Seas: Scotland’s National Marine Plan. Consultation
Response Analysis Report. http://www.gov.scot/Publications/2014/ 04/7284/downloads-
res448880
• Marine Scotland. 2015. Scotland’s National Marine Plan. https://www.gov.scot/publications/
scotlands-national-marine-plan/
• Marine Scotland. n.d. National Marine Plan interactive (NMPI). https://marinescotland.
atkinsgeospatial.com/nmpi/ (accessed 15 September 2020).
• MCST-RMI/USP. n.d. Pacific Blue Shipping Partnership. Micronesian Center for Sustainable
Development; RMI Government and the University of the South Pacific. https://mcst-rmiusp.org/
index.php/projects/current-projects/pacific-blue-shipping-partnership
• Mid-Atlantic Regional Council on the Ocean (MARCO). n.d. About the Portal. Mid-Atlantic
Ocean Data Portal. https://portal.midatlanticocean.org/about-us/
References 169
• Mid-Atlantic Regional Council on the Ocean (MARCO). n.d. Overview. The Mid-Atlantic’s
Valuable Ocean and Coast. https://www.midatlanticocean.org/about/overview/
• Mid-Atlantic Regional Council on the Ocean (MARCO). n.d. Working Groups & Collaborative
Efforts.. https://www.midatlanticocean.org/ocean-planning/work-groups-collaborative-efforts/
• Morgan Stanley. 2019. The Future of Investing in Plastic Waste Solutions. https://www.
morganstanley.com/ideas/future-of-investing-in-plastic-waste-solutions
• Morton, Ted. 2019. Seven Fun and Rewarding Things to Do in America’s Estuaries. Pew
Trusts. https://www.pewtrusts.org/de/research-and-analysis/articles/2019/09/16/seven-fun-and-
rewarding-things-to-do-in-americas-estuaries
• Nakamura, Koji. 2017. Human Capacity Building for Sustainable Development of Globally
Important Agricultural Heritage Systems (GIAHS) in the Philippines and Japan.
• National Oceanic and Atmospheric Administration (NOAA). n.d. About National Estuarine
Research Reserves. https://coast.noaa.gov/nerrs/
• National Oceanic and Atmospheric Administration (NOAA). n.d. Federal Consistency. https://
coast.noaa.gov/czm/consistency/
• National Ocean Service. n.d. Coastal Zone Management. https://oceanservice.noaa.gov/tools/czm/
• Nguyen, Chu Hoi and Ngoc Giao Hoang. 2015. National Marine Policy A Vietnamese case study,
pp. 444-461. In B. Cicin-Sain, D. VanderZwaag, and M C. Balgos (Eds.) Routledge Handbook of
National and Regional Ocean Policies, Routledge. 640 p.
• OES. 2020. OES Environmental 2020 State of the Science Report. https://tethys.pnnl.gov/sites/
default/files/publications/2020-State-of-the-Science-Report-Chapter-11-LR.pdf
• Organisation for Economic Cooperation and Development (OECD). 2015. Policy Framework for
Investment 2015 Edition. OECD Publishing, Paris. http://dx.doi.org/10.1787/9789264208667-en
• Organisation for Economic Cooperation and Development (OECD). 2016. The ocean economy in
2030. https://www.oecd-ilibrary.org/economics/the-ocean-economy-in-2030_9789264251724-en
• Partnerships in Environmental Management for the Seas of East Asia (PEMSEA). 2011. Development
and Implementation of Public-Private Partnerships in Environmental Investments, Terminal
Evaluation Report. PEMSEA Information Series. Global Environment Facility (GEF)/United Nations
Development Programme (UNDP)/International Maritime Organization (IMO) Partnerships in
Environmental Management for the Seas of East Asia (PEMSEA), Quezon City, Philippines.
• Partnerships in Environmental Management for the Seas of East Asia (PEMSEA). 2018. SDS-SEA
Implementation Plan 2018-2022. Partnerships in Environmental Management for the Seas of East
Asia (PEMSEA), Quezon City, Philippines. 52p.
• Partnerships in Environmental Management for the Seas of East Asia (PEMSEA). n.d. Country
partners: Republic of Korea. http://www.pemsea.org/about-pemsea/our-partners/country-
partners/RO-korea
Supporting Resilient Coastal Economies in Vietnam:
170 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
• Partnerships in Environmental Management for the Seas of East Asia (PEMSEA). n.d. ICM Sites.
https://pemsea.org/our-work/integrated-coastal-management/ICM-sites
• Partnerships in Environmental Management for the Seas of East Asia (PEMSEA). n.d. ICM Solutions
Leveraging Public-Private Sector Partnerships in ICM through Corporate Social Responsibility
(CSR). http://pemsea.org/sites/default/files/KP%2022_0.pdf
• Peart, R. 2018. Turning the Tide – Integrated Marine Planning in New Zealand, Environmental
Defence Society.
• Pérez, María Ortiz. 2018. The Regional Dimension of the implementation of the 2030 Agenda.
Economic Commission for Latin America and the Caribbean. http://regionalcommissions.org/
regionaldim.pptx
• Press Information Bureau. 2019. Power Minister Shri RK Singh approves proposal to declare
ocean energy as Renewable Energy. https://pib.gov.in/Pressreleaseshare.aspx?PRID=1582638
• PreventionWeb. 2020. Nature-based solutions for disaster risk reduction. https://www.
preventionweb.net/collections/green-infrastructure
• Protection of the Oceans, All Kinds of Seas, Including Enclosed and Semi-Enclosed Seas, and
Coastal Areas and the Protection, Rational Use and Development of Their Living Resources
• Puthucherril, Tony George. 2015. A case study of India’s Policy and Legal Regimes on Ocean
Governance, pp.462-491. In B. Cicin-Sain, D. VanderZwaag and M.C. Balgos (Eds.) Routledge
Handbook of National and Regional Ocean Policies, Routledge. 640 p.
• Reef 2050 Plan—Investment Framework, Commonwealth of Australia. 2016. Department
of Agriculture, Water and the Environment. URL http://www.environment.gov.au/ (accessed
9.16.20).
• Rentschler, Jun; de Vries Robbé, Sophie; Braese, Johannes; Nguyen, Dzung Huy; van Ledden,
Mathijs; Pozueta Mayo, Beatriz. 2020. Resilient Shores: Vietnam’s Coastal Development
Between Opportunity and Disaster Risk. World Bank, Washington, DC. World Bank. https://
openknowledge.worldbank.org/handle/10986/34639
• Ruckelshaus, M., McKenzie, E., Tallis, H., Guerry, A., Daily, G., Kareiva, P., et al. 2015. Notes from
the field: lessons learned from using ecosystem service to inform real-world decisions. Ecol.
Econ. 115, 11–21. doi: 10.1016/j.ecolecon. 2013.07.009
• Sanin, Natalia. 2019. Towards a Healthier Ocean: Contributions from the Pacific Ocean Finance
Fellowship Program. Conservation Strategy Fund. https://www.conservation-strategy.org/news/
towards-healthier-ocean-contributions-pacific-ocean-finance-fellowship-program
• Saxena, V. 2019. Decree 37 brings local and central planning closer to dispel administrative
bottleneck. In Vietnam Investment Review. https://www.vir.com.vn/decree-37-brings-local-and-
central-planning-closer-to-dispel-administrative-bottleneck-68155.html
• Seafood & Fish Tracker Initiative At PlanetTracker.org [WWW Document], n.d. Planet Tracker.
URL https://planet-tracker.org/tracker-programmes/oceans/seafood/ (accessed 9.16.20).
References 171
• SeaSketch. n.d. Sea Change: Comprehensive Planning in the Hauraki Gulf, New Zealand. https://
www.seasketch.org/case-studies/2017/05/10/doc.html
• Serjeant, K and Peart, R. 2018. Healthy Seas – Implementing Marine Spatial Planning in New
Zealand, Environmental Defence Society.
• Seychelles Conservation and Climate Adaptation Trust (SeyCCAT). n.d. Blue Economy Internship
Programme-4th Edition. https://seyccat.org/3363-2/
• Seychelles Conservation and Climate Adaptation Trust (SeyCCAT). n.d. Marine Scholarship
Programme. https://seyccat.org/marine-scholarship-programme/
• Seychelles Economic Planning Department. 2020. Voluntary National Review 2020 Republic of
Seychelles. https://sustainabledevelopment.un.org/vnrs/
• Sharpe, Adam. 2020. Informa. Lloyd’s List. Maritime Intelligence. The week in charts: West coast
container throughput drops, latest shipbuilding forecast. https://lloydslist.maritimeintelligence.
informa.com/LL1131900/The-week-in-charts-West-coast-container-throughput-drops-latest-
shipbuilding-forecast
• Shira, Dezan & Associates. 2019. Vietnam’s Free Trade Agreements – Opportunities for Your
Business. https://www.vietnam-briefing.com/news/vietnam-free-trade-agreements-opportunities-
for-your-business.html/
• Singapore Ministry of Foreign Affairs. 2018. Towards a Sustainable and Resilient Singapore.
Singapore’s Voluntary National Review Report to the 2018 UN High-Level Political Forum on
Sustainable Development. https://sustainabledevelopment.un.org/vnrs/
• Shujog and PEMSEA. 2015. Investment Landscape Mapping in East Asia: Integrated Coastal
Management and Sustainable Development of Coasts and Oceans. Partnerships in Environmental
Management for the Seas of East Asia (PEMSEA), Quezon City, Philippines. 77 p.
• Smith, G., & Jentoft, S. 2017. Marine spatial planning in Scotland. Levelling the playing field?
Marine Policy, 84, 33–41.
• Socialist Republic of Vietnam. 2013. Millennium Development Goals Full Report 2013.
Achievements and Challenges in the Progress of Reaching Millennium Development Goals of
Vietnam.
• Socialist Republic of Vietnam Government Portal. n.d. Overall strategy for international
integration through 2020, vision to 2030. Part I. Overview of the International
Integration Process. http://www.chinhphu.vn/portal/page/portal/English/strategies/
strategiesdetails?categoryId=30&articleId=10056863
• Sousa, L.P., Dilasser, J., Ganne, M., CerveraNuñez, C., Quintela, A., Marques, M., Silva, A., Alves,
F.L., Sala, P., Campillos-Llanos, M., GómezBallesteros, M., Alloncle, N. and Giret, O. 2019. Land-
Sea interactions and relationships with Integrated Coastal Zone management. EU Project Grant
No.: EASME/ EMFF/2015/1.2.1.3/03/SI2.742089. Supporting Implementation of Maritime Spatial
Planning in the European Northern Atlantic (SIMNORAT). Cerema - UAVR. 12 pp. DOI:
10.5281/ zenodo.2594720
Supporting Resilient Coastal Economies in Vietnam:
172 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
• Tan, Aileen. 2019. Threats to Marine Ecosystems and Conservation of the Marine Environment.
Presentation at the S20 Japan 2019 meeting, March 5, 2019, Japan.
• Tazawa, Maki. 2017. Ecotourism Investment Begins to Flourish. Conservation Finance Network.
https://www.conservationfinancenetwork.org/2017/08/29/ecotourism-investment-begins-to-
flourish
• Treloar, G et al. 2016. The National Marine Science Plan: informing Australia’s future ocean
policy. Australian Journal of Maritime & Ocean Affairs 8, 43–51. https://doi.org/10.1080/183665
03.2016.1173631
• United Nations. 1992. Report of the United Nations Conference on Environment and
Development. Chapter 17.
• United Nations. 2002. Johannesburg Plan of Implementation. Outcome Document of the 2002
World Summit on Sustainable Development.
• United Nations. n.d. Sustainable Development Goals. Goal 17: Revitalize the global partnership
for sustainable development. https://www.un.org/sustainabledevelopment/globalpartnerships/
• United Nations. n.d. The Sustainable Development Agenda. https://www.un.org/
sustainabledevelopment/development-agenda/
• United Nations Academic Impact. n.d. Capacity-building. https://academicimpact.un.org/content/
capacity-building
• United Nations Conference on Trade and Development (UNCTAD). 2012. Investment Policy
Framework for Sustainable Development. 73 p.
• United Nations Conference on Trade and Development (UNCTAD). 2015. Investment
Policy Framework for Sustainable Development. Executive Summary. https://unctad.org/en/
PublicationsLibrary/diaepcb2015d5_summary_en.pdf
• United Nations Department of Economic and Social Affairs (UNDESA). 2020. World Social
Report 2020 Inequality in a Rapidly Changing World.
• United Nations Department of Economic and Social Affairs (UNDESA). n.d. Vietnam. Voluntary
National Review. https://sustainabledevelopment.un.org/memberstates/vietnam
• United Nations Economic Commission for Asia and the Pacific (UNESCAP). 2020. New UN
initiative to reduce plastic pollution from ASEAN cities. Press Release. https://www.unescap.org/
news/new-un-initiative-reduce-plastic-pollution-asean-cities
• United Nations Educational, Scientific and Cultural Organization (UNESCO). n.d. MSP Around
the Globe. http://msp.ioc-unesco.org/world-applications/overview/
• United Nations Educational, Scientific and Cultural Organization (UNESCO). n.d. United Nations
Decade of Ocean Science for Sustainable Development (2021-2030). https://en.unesco.org/
ocean-decade
References 173
• United Nations Environment Programme (UNEP). 2019. Green infrastructure nature’s best
defence against disasters. https://www.unenvironment.org/news-and-stories/press-release/
green-infrastructure-natures-best-defence-against-disasters
• United Nations General Assembly (UNGA). 2012. United Nations Conference on
Sustainable Development Outcome Document. The Future We Want. A/RES/66/288*. https://
sustainabledevelopment.un.org/futurewewant.html
• United Nations General Assembly (UNGA). 2017. Resolution adopted by the General Assembly
on 6 July 2017. 71/312. Our ocean, our future: call for action. http://www.un.org/ga/search/
view_doc.asp?symbol=A/RES/71/312&Lang=E
• United Nations Office for South-South Cooperation (UNOSSC). n.d. About South-South and
Triangular Cooperation. https://www.unsouthsouth.org/about/about-sstc/
• United Nations World Tourism Organization (UNWTO). 2020. Impact assessment of the
COVID-19 outbreak on international tourism. https://www.unwto.org/impact-assessment-of-
the-covid-19-outbreak-on-international-tourismVarga, Attila, Orsolya Hau-Horvath, Norbert
Szabo, and Peter Jarosi. 2013. Blue Economy Innovation Impact Assessment with the GMR-
Europe Model. Technology and Investment, 4, 213-223.
• Verutes, G. V., Arkema, K. K., Clarke-Samuels, C., Wood, S. A., Rosenthal, A., Rosado, S., et al.
2017. Integrated planning that safeguards ecosystems and balances multiple objectives in coastal
Belize. Int.J.Biodivers.Sci.Ecosyst.Serv. Manag.13,1–17.
• Vierros, M., & De Fontaubert, C. 2017. The potential of the blue economy: increasing long-term
benefits of the sustainable use of marine resources for small island developing states and coastal
least developed countries (No. 115545, pp. 1-50). The World Bank.
• Vietnam Online. n.d. NGOs in Vietnam. https://www.vietnamonline.com/az/ngos-in-vietnam.html
• Vince, J., 2014. Oceans governance and marine spatial planning in Australia. Australian Journal of
Maritime & Ocean Affairs 6, 5–17. https://doi.org/10.1080/18366503.2014.888137
• Vince, J., & Day, J. C. 2020. Effective integration and integrative capacity in marine spatial planning.
Maritime Studies.
• Voyer, M., Quirk, G., McIlgorm, A., Azmi, K., Kaye, S., McArthur, M., 2017. The Blue Economy in
Australia: conceptualising the Blue Economy, its relationship with maritime security and its role
in Australian oceans governance. Faculty of Law, Humanities and the Arts - Papers (Archive).
• Wenhai, L., Cusack, C., Baker, M., Tao, W., Mingbao, C., Paige, K., Xiaofan, Z., Levin, L., Escobar,
E., Amon, D. and Yue, Y., 2019. Successful blue economy examples with an emphasis on
international perspectives. Frontiers in Marine Science, 6, p.261.
• Whisnant, Ryan and Antonia Reyes. 2015. Blue Economy for Business in East Asia: Towards an
Integrated Understanding of Blue Economy. PEMSEA, Quezon City, Philippines. 69 p.
Supporting Resilient Coastal Economies in Vietnam:
174 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
• Whisnant, Ryan and Stephen Adrain Ross. 2019. Enabling Blue Economy Investment for
Sustainable Development in the Seas of East Asia: Lessons on Engaging the Private Sector for
Partnership and Investment. Partnerships in Environmental Management for the Seas of East Asia
(PEMSEA), Quezon City, Philippines. 118 p.
• Whisnant, R. and Vandeweerd, V., 2019. Investing in the New Blue Economy: The Changing
Role of International Development Organizations in Catalyzing Private Sector Investment in
Support of Regional Strategic Action Programmes for the Sustainable Development of Coasts
and Oceans. Journal of Ocean and Coastal Economics, 6(1), p.8.
• WiseOceans. n.d. Blue Economy Youth Programme. https://www.wiseoceans.com/blue-
economy-youth-programme/
• World Bank. 2019. Situation Assessment of Integrated Coastal Zone Management (ICZM) in
Vietnam
• World Bank. 2020. PROBLUE: Supporting integrated and sustainable economic development
in healthy oceans. Fact sheet. http://pubdocs.worldbank.org/en/316311549381498589/47478-
Problue-factsheet-Final-Digital.pdf
• World Bank Group. 2019. Vietnam Development Report Connecting Vietnam for Growth and
Shared Prosperity. Final Report. December 2019
• World Bank and United Nations Department of Economic and Social Affairs. 2017. The
Potential of the Blue Economy: Increasing Long-term Benefits of the Sustainable Use of Marine
Resources for Small Island Developing States and Coastal Least Developed Countries. World
Bank, Washington DC.
• WWF. 2015. Principles for a Sustainable Blue Economy. URL https://wwf.panda.org/?247477/
Principles-for-a-Sustainable-Blue-Economy (accessed 9.16.20).
• Yeoman, R., Fairgray, D. and Lin, B. 2019. Measuring New Zealand’s blue economy. Sustainable
Seas National Science Challenge. https://www.sustainableseaschallenge.co.nz/tools-and-
resources/measuring-new-zealands-blue-economy/ (accessed 16 September 2020).
References 175
RESOURCES
Online MSP resources
Below is a selection of online resources for MSP practitioners and researchers interested in multi-
objective planning approaches and tools (Lombard et al. 2019)107:
• Intergovernmental Oceanographic Commission states https://classroom.oceanteacher.org/
• Caribbean Regional Oceanscape Project, Organisation of Eastern Caribbean States https://www.
oecs.org/ogu-resources/summary-of-regional-strategicenvironment-social-assessment-for-crop
• Center for Ocean Solutions, Stanford University (United States) https://oceansolutions.
stanford.edu/
• Coastal and Marine Spatial Planning tools, National Oceanic and Atmospheric Administration
(United States) https://cmsp.noaa.gov/data-tools/tools.html
• Coastal Resilience (Australia, Caribbean, Indonesia, North America, Mexico and Central America)
http://coastalresilience.org
• Collaborative Planning for our Oceans (Atlantic, Indian and Pacific Oceans) https://www.
seasketch.org/
• Community hub for Sustainable Ocean Management and Conservation (United States) https://
www.openchannels.org/tools/field-tested-tools
• Ecosystem-Based Management Tools, Global network of conservation and management
practitioners (institutions from Australia, France, Italy, United States, among others) http://www.
natureserve.org/conservation-tools/ecosystem-basedmanagement-tools-network
• Mapping Ocean Wealth (Australia, Atlantic Coast, United States, Caribbean, Gulf of California,
Indonesia, Micronesia) https://oceanwealth.org/
• Marine Geospatial Ecology Tools (Global) http://mgel.env.duke.edu/mget
• Marine Integrated Planning (Baltic, Adriatic and Black Sea regions) http://www.plancoast.eu/
• Marine Plan Partnership (British Columbia, Canada) http://mappocean.org/
• Marine Planning Concierge organizes existing technical approaches, information, and tools in a
generalized spatial planning framework (Vancouver Island, Belize, Barbados, New England, The
Bahamas, Mozambique, California, British Columbia, Canada) http://msp.naturalcapitalproject.
org/msp_concierge_master/
• Marine Spatial Planning Programme (Africa, Arctic, Asia, Oceania, Europe, Middle East, The
Americas) http://msp.ioc-unesco.org/about/msp-at-unesco/
107 This is sourced from the paper by Lombard et al. (2019) on Practical Approaches and Advances in Spatial Tools to
Achieve Multi-Objective Marine Spatial Planning in Frontiers in Marine Science.
Supporting Resilient Coastal Economies in Vietnam:
176 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
• Marine Spatial Planning (Seychelles, Indonesia, Caribbean, Pacific Islands) http://marineplanning.org/
• Marine Spatial Platform (Baltic, Black and North Seas, North East Atlantic and Mediterranean
Oceans) https://www.msp-platform.eu/
• Open Communications for the Ocean (United States) https://www.octogroup.org/
• Platform for knowledge exchange and generation and capacity building for sustainable management
(Caribbean Sea, Pacific Islands, Atlantic and Indian Ocean) https://bluesolutions.info/
• Seychelles Marine Spatial Plan Initiative https://seymsp.com/
• The Global Oceans Regime, Council on Foreign Relations (United States) https://www.cfr.org/
report/global-oceans-regime
• Tools for understanding marine biodiversity and assessing good environmental status (Gulf of
Finland, Kattegat, Southern North Sea, Bay of Biscay, Adriatic Sea, Eastern Aegean Sea, Sea of
Marmara, and Western open Black Sea) http://www.devotes-project.eu/
• United Nations Environment Programme (Global) https://www.unenvironment.org (search for
“Marine Spatial Planning”); http://wedocs.unep.org/handle/20.500.11822/22186; https://www.
unenvironment.org/nairobiconvention/nairobi-convention
Selected examples and insights from environmental and ocean investment
The World Bank launched PROBLUE in 2018, a USD 100 million multi-donor trust fund aimed at
providing assistance and investments across four themes108:
• Improving sustainable management of fisheries and aquaculture
• Addressing the threats posed to ocean health by marine pollution, including litter and plastics
• Enhancing the sustainability of key oceanic sectors such as tourism, maritime transport, and off-
shore renewable energy
• Building capacity of governments to manage their marine resources, including nature-based
solutions, and to mobilize private sector finance.
The Asian Development Bank (ADB) is aiming to channel USD 5 billion towards technical assistance
and finance to projects focused on ocean health and marine economy. ADB established the Oceans
Financing Initiative to create opportunities for private sector investment in bankable blue economy
projects through instruments such as credit risk guarantees and blue bonds.
A platform for Sustainable Blue Economy Finance was launched by the UNEP Finance Initiative with
the goal of bringing together financial institutions with scientists and civil society to help shape the
future of the industry and accelerate the transition towards sustainable use of the world’s ocean,
seas and marine resources by developing practical actions and outputs for insurers, lenders and
investors.109
108 For further reading: https://www.worldbank.org/en/programs/problue
109 For further reading: https://www.unepfi.org/ecosystems/sustainable-blue-economy-finance/
Resources 177
Specific ocean and blue economy focused funds are being established and making investments
available in East Asia. Experience with integrated coastal management and the implementation
plan for the SDS-SEA create an enabling environment for innovative financial instruments to be
applied. IUCN’s Blue Natural Capital Financing Facility110 and the Coalition for Private Investment
in Conservation111 are also examples of initiatives that provide guidance and technical assistance
focused on building capacity and attracting investment for conservation.
East Asia’s public-private partnerships
There are numerous insights and lessons learned in the region regarding the development and
implementation of PPPs in environmental investments. The PEMSEA project on Development
and Implementation of Public-Private Partnerships in Environmental Investments (PEMSEA 2011)
showed that:
• Despite the declining levels of official development assistance (ODA), particularly for middle-
income countries such as Vietnam, ODA remains an attractive option in securing private
investment and supporting environmental infrastructure projects.
• Credible and sustainable cost-recovery mechanisms are important for gaining investor confidence.
Sources of revenue to cover capital expenditures and operating costs need to be carefully
analyzed and assessed to avoid shortfalls in revenues and difficulties in attracting investors.
• Clearly defined institutional arrangements among local governments and national government
agencies lower risks and transaction costs for private sector partners.
• Capacity building for local government officials and local stakeholders enables better understanding
and commitment to the proposed environmental projects.
• Political leadership and political will have critical impacts on project development and
implementation. Commitment or buy-in from local leaders is critical for the continuity of efforts.
• Securing the commitment of local governments and communities to undertake environmental
infrastructure projects in partnership with the private sector through awareness-raising and
capacity-building activities takes time and requires investment of substantial human and financial
resources.
• The role of the private sector and need for transparency and competition in the procurement
process are not clearly defined in law, in policy or in practice in some countries.
These insights and lessons are directly relevant and can be applied in the context of investment in
the transition towards a blue economy.
110 For further reading: https://bluenaturalcapital.org/
111 For further reading: http://cpicfinance.com/
Supporting Resilient Coastal Economies in Vietnam:
178 Informing the operationalization of Vietnam’s Marine Strategy with international experiences
Supporting resilient coastal economies in Vietnam:
Informing the operationalization of Vietnam’s Marine
Strategy with international experiences