For coastal communities across the globe, the ocean is not only a source of income and food security-it is the foundation of their culture, identity, and way of life. For Small Island Developing States (SIDS), or more accurately Big Ocean States (BOS), this dependence is amplified. The ocean touches every aspect of their lives. It shapes their economies, provides primary food sources, and is at the centre of cultural practices that have been passed down through generations. It is no exaggeration to say that the ocean is their most important national asset.
Consider the example of Kiribati, a small island nation in the central Pacific Ocean that controls almost 3.5 million square miles of ocean through its Exclusive Economic Zone (EEZ). Despite its tiny population of around 130,000, the country controls more ocean than the most heavily populated country in the world: India. Such vast ocean spaces exemplify the potential of blue economies, particularly through industries like fisheries, shipping, and tourism. At the same time, they highlight the unique responsibilities and challenges that BOS face in protecting these ecosystems while ensuring that communities thrive.
The potential of the blue economy rests on the health of marine ecosystems, including coral reefs, mangroves and open-ocean fisheries. Without these natural foundations, sustainable growth in fisheries, tourism, aquaculture, and shipping is impossible. For BOS, which are fundamentally countries that are one big coastal community, the proximity and heavy dependence on the ocean on a national level further magnifies the importance of a healthy marine ecosystem.
The potential of the blue economy rests on the health of marine ecosystems, including coral reefs, mangroves and open-ocean fisheries.
The everyday practices of coastal peoples, whether traditional methods of restoring coral reefs, rotating fishing grounds to prevent depletion, or protecting mangroves as natural storm barriers, are proven systems of sustainable management. These practices are not simply "customs"; they are sophisticated models of resource stewardship that can inform and strengthen national and regional blue economy strategies.
For example, community-led fishery practices that prioritise replenishment over extraction can serve as blueprints for larger-scale, sustainable fisheries. Likewise, community-based coral restoration projects often succeed where externally imposed interventions fail, precisely because they are rooted in local knowledge and ownership. Protecting biodiversity, therefore, is inseparable from recognising and embedding community leadership within marine governance.
Tonga has sought to institutionalise community leadership in fisheries governance through Special Management Areas (SMAs) or, as it's commonly referred to as Marine Protected Areas (MPA), which was introduced under the Fisheries Management Act of 2002. This framework recognises that governments alone cannot sustainably manage vast marine resources, and that communities must be at the centre of stewardship. Under the SMA programme, coastal communities apply for designation of an SMA and assume management authority. Within each SMA, communities manage it under the established rules of the government, tailored to the different circumstances of the various coasts. Complementing this, Fish Habitat Reserves (FHRs) are designated as strict no-fishing zones, allowing marine life to regenerate and replenish surrounding fisheries.
Within each SMA, communities manage it under the established rules of the government, tailored to the different circumstances of the various coasts.
One of the major reasons for the local fishers, sustainable management is not an abstract principle but a safeguard of their livelihoods, their children's food security, and their community's resilience. Monitoring and compliance are driven less by external enforcement than by local ownership and accountability. Over the past two decades, the SMA programme has expanded significantly, with evaluations showing strong community participation, healthier fish stocks, and improved food security. By combining government support with community leadership, Tonga has demonstrated that shared governance delivers more enduring and cost-effective outcomes than top-down regulation alone.
Tonga's experience demonstrates that sustainable blue economy growth is not possible without community partnership. Without community engagement, the legitimacy and effectiveness of the program will be jeopardised. The critical role that the government should play is to provide the legal frameworks and technical support to enable SMA programs to flourish. In that way, the programme can be scaled larger, allowing for international and regional partners to channel resources into strengthening community capacity.
For BOS, the pathway to resilient maritime futures runs directly through coastal neighbourhoods. Sustainable blue economies cannot be achieved by focusing only on ports, shipping, or foreign investment. These elements matter, but they are only as strong as the communities that anchor them.
Policies must therefore go beyond acknowledging local voices and institutionalise community leadership as a structural pillar of governance.
Placing coastal communities at the centre ensures that the blue economy remains economically viable and environmentally sustainable. Policies must therefore go beyond acknowledging local voices and institutionalise community leadership as a structural pillar of governance.
As Tonga's experience shows, strengthening local communities to lead programs in marine resources strengthens both ecological systems and economic security. It creates a model of resilience that responds not only to immediate development needs but also to long-term global challenges such as climate change and food insecurity.
The ocean has sustained coastal communities for generations. To secure its future, these communities must be empowered further, acknowledging that their leadership and knowledge are indispensable in shaping inclusive, regenerative, and resilient blue economies worldwide.
Fane Fakafanua is the Chief Operating Officer at the Royal Oceania Institute,Tonga.
The views expressed above belong to the author(s). ORF research and analyses now available on Telegram! Click here to access our curated content -- blogs, longforms and interviews.