Component 1 corresponded to activities with a regional dimension: exchanges and networking, development of a methodological framework for the implementation of ICZM, support to territories. Six major activities were carried out in order to promote the link between the project sites, the contribution of regional expertise, the identification and integration into regional networks, and the identification and promotion of sustainable exchanges with mirror sites in the region.

Activity 1.1.1 : Organise regional technical workshops on tropics relevant to the OCTs

12 workshops for project partners were held over the course of the project.

Activity 1.1.2 : Mobilise régional expertise (form ROs, public services and the private sector, countries and territories) to serve the OCTs

This activity, carried out by a team of consultants, aimed to provide regional methodological support, and organise the pooling of know-how developed at OCT level.

Activity 1.1.3 : Organise bilatera regional exchanges between OCTs and between OCTs and ACPs

This activity aimed to encourage the exchange of pilot site experiences with other Pacific countries on sustainable environmental management issues. The objective was to contribute to the integration of the OCTs in the region through bilateral exchanges with "mirror" sites and to create informal networks.

Activity 1.2.1 : Initiate and organise OCT participation in the activities and work of regional bodies by contributing to regional strategic documents

The aim was to better integrate the OCTs into existing or informal regional networks in the field of sustainable development.

Activity 1.2.2 : Facilitate OCT access to regional exchanges / networks with the creation of dedicated tools

Activity 1.2.3 : Enhance the OCTs' experience / practices among themselves and towards the ACP countries through the implementation of a capitalisation and communciation plan

Component 2 corresponded to the implementation activities of the ICZM approach at the 9 pilot sites. These sites were chosen by the territories as coherent management units and because they presented strong ecological issues, a use by local populations and a vocation to demonstrate integrated environmental actions. It was about :

• In New Caledonia : the Great South, the North-East coastal zone, and for the Loyalty Islands the atolls of Ouvéa and Beautemps-Beaupré,
• In Wallis and Futuna : Wallis and its lagoon, Futuna,
• In French Polynesia : Opunohu Bay in Moorea, the Tahiti peninsula and the islands of Raiatea and Tahaa and their lagoon,
• The Pitcairn Islands as a whole.

These two components were strongly linked and sustained each other. The field experience conducted within the framework of component 2 with the implementation of action plans by site fed the regional reflection with concrete examples. The methods developed and the experiences carried out have been capitalised and valued on a Pacific scale. Actions that are deeply rooted in the realities of each OCT have thus been supported by strengthened regional cooperation. The capitalisation of such experience has made it possible to assess the relevance of developing a method adapted to the Pacific islands.

The South Pacific is made up of countries and territories with similar environmental and development issues. To reduce the islands' isolation and "bring the territories closer", several regional organizations have been created to host regional cooperation programmes and platforms.

- The Secretariat of the Pacific Regional Environment Programme (SPREP) 

The Pacific Regional Environment Programme (SPREP) was born following the 1969 seminar on nature conservation. The outcome of this seminar led to the inclusion, in 1973, of a nature conservation programme within the SPC. As environmental issues became increasingly important for States and at the regional level, it was decided to establish SPREP in 1982 and to establish its headquarters in Apia, Samoa, in 1992. SPREP has 26 members, including 21 island countries and territories, and five developed countries with direct interests in the region: Australia, New Zealand, France, the United States and the United Kingdom (since 2012). The SPREP Strategic Plan is based on four priorities :

• Climate change and integrated coastal management
• Biological diversity and ecosystem-based management
• Waste management and pollution control
• Environmental monitoring and governance

 - The Pacific Islands Development Forum (PIDF)

The Pacific Islands Development Forum (PIDF), based in Suva, is a regional organisation as an initiative of the Fijian Government, following its exclusion from the Pacific Islands Forum (PIF) in 2009. The objective of the PIDF is to support the sustainable development of the Pacific Islands by facilitating :

• Integration of the three pillars of sustainable development (environmental, social and economic) to balance continued economic growth and societal needs with environmental resilience
• The use of tools and innovations related to the green economy, adaptation leadership and the establishment of sustainable partnerships

- South Pacific Tourism

The South Pacific Tourism (SPT) was established by a multilateral treaty in 1999 known as the South Pacific Tourism  Constitution. It is an intergovernmental organization focused on the South Pacific and composed of 17 Member States. SPT aims to promote the Pacific Islands as tourist destinations, far and unknown destinations, through improving air and sea access to the islands and promoting the cultural diversity of the Pacific region. In addition to tourism development, SPT has various objectives and contributes to improving the region's visibility as an environmental player by promoting sustainable development, raising global awareness of the region and developing ecotourism.

Since these objectives serve the development of tourism in the region through cooperation between the various Member States, the SPT plays a central role in the regional coordination of the tourism sector.

- Other organizations

Other regional organizations exist such as the Western and Central Pacific Fisheries Commission (WCPFC) or the Economic and Social Commission for Asia and the Pacific (ESCAP) of Ecosoc (United Nations Economic and Social Council).

The main partners, members of the COPIL, were the governments of the 4 territories.

New - Caledonia

Wallis and Futuna

French Polynesia

Pitcairn

Regional Steering Committee

Composed of the countries and territories (2 members each: a representative of the territorial authorising officer of the 10th EDF, a representative of the technical service responsible for the project) and chaired by French Polynesia (regional authorising officer of the 10th EDF), it therefore had 9 members.

It was the decision-making body for the project :

• Guarantee ownership and control of the project by the OCTs ;
• Impulse the general orientations of the project ;
• Validate the technical programming ;
• Ensure the follow-up of its progress, validate the results and facilitate the exchange of information on projects in the region ;
• Approve scoping and monitoring documents.

The European Union and the SPC were observers.

Records of Regional Steering Committee : 

• CR n°1 : 18/09/2013, Papeete, Polynésie française
• CR n°2 : 25/04/2014, Mata Utu, Wallis-et-Futuna
• CR n°3 : 18/07/2014, Nouméa, Nouvelle-Calédonie
• E-Consultation : 06/02/2015
• CR n°4 : 25/05/2015, Papeete, Polynésie française
• E-Consultation : 01/04/2016E-Consultation : 01/04/2016
• CR n°5 : 08/07/2016, Nouméa, Nouvelle-Calédonie
• CR mini-COPIL : 30/03/2017, Nouméa, Nouvelle-Calédonie
• CR n°6 : 02/08/2017, Papeete, Polynésie française

Territorial Technical Coordinating Committee - TTCC

Responsible for the orientation, coordination and technical follow-up of the actions implemented, it was responsible, at the national or territorial level, for :

• Validate the action plans by site, for presentation in RSC ;
• Propose and validate the transversal action plan to be presented in RSC ;
• Arbitrate the distribution of funds between the different sites ;
• Monitor the progress of the project in the different sites.

Project Governance in New-Caledonia : Comptes rendus du Comité de Coordination Technique Territorial (CCTT) en Nouvelle Calédonie

Project Governance in Wallis-and-Futuna : Comptes rendus du Comité de Coordination Technique Territorial (CCTT) à Wallis-et-Futuna

Project Governance in French Polynesia : Comptes rendus du Comité de Coordination Technique Territorial (CCTT) en Polynésie française

Local Committee - LC

Each pilot site included a local committee to facilitate the implementation of resource management and conservation actions. According to the OCTs, they were or were not given a decision-making role. This committee was intended to follow the technical work as closely as possible to the field; its members participated in the development of the site's action plan. The existence of LC ensured that the action plans discussed within it were understood and accepted by the populations, before being proposed in TTCC.

Each country or territory has developed an organization that takes into account its own governance structure and institutional organization. The pre-existing structures were invested as soon as possible (Territorial Council for the Environment in Wallis and Futuna, World Heritage Management Committees in New Caledonia, Council of the Pitcairn Islands), the follow-up of the project being entrusted to them within the framework of their competences. Where necessary, dedicated structures were created, with an ambition of sustainability as a witness to the strengthening of governance driven by the project.

The SPC as project manager :

The Pacific Community used all its services and tools to ensure that the project was well managed in accordance with international standards. It also ensured coordination and exchange between the INTEGRE project and all the actions carried out by its own technical sections concerned, as it facilitated cooperation and exchange with the services and programmes of other organizations of the Council of Regional Organizations in the Pacific ("CROP"). The INTEGRE project was attached to the "Climate Change and Environmental Sustainability Program" Division of the SPC.

The technical coordination team for the implementation :

The technical coordination team was recruited by SPC. It assisted the project owner in implementing the project, in particular by carrying out tasks requiring technical capacity and administrative, preparatory and ancillary tasks (secretarial, communication, etc.) relating to the planning and monitoring of certain aspects of the project and the submission of the corresponding reports.

The team consisted of five people :

• a coordinator in charge of the general technical coordination of the project, implementation and follow-up, ex-ante evaluation (action plan) and implementation and follow-up of the actions carried out in Pitcairn, she reported to the SPC Director of the "Climate Change and Environmental Sustainability Program" Division ;
• a project assistant who supported the whole team in administrative, financial, logistical and communication/evaluation aspects ;
• three territorial coordinators responsible for project implementation and monitoring at country and territory level. Their role was not a substitute, but on the contrary led to a transfer of know-how through practice.

Referring technical services :

One per country or territory :

The accountability of these services for the implementation of the project made it possible to anchor it in the governance structures and thus facilitate the transfer and ensure the sustainability of the gains.

For French Polynesia and Wallis and Futuna, this was the structure within which the territorial coordinator was based, namely the Environment Directorate (DIREN) and the Territorial Environment Service (STE) respectively.

For Pitcairn, it was the Natural Resources Division. For New Caledonia, it was the Conservatoire des Espaces Naturels (CEN).

Site coordinators / animators :

At the pilot site level :

One or more site coordinators could be identified for each pilot site, as needed. These were people (designated by their home departments) or services, on site or with excellent knowledge, with the competence to suggest decisions and act as a link between all the departments involved. They were involved in the project as part of their regular duties within their department.

Technical support structures :

Not endowed with decision-making powers, they could be set up in order to ensure the work of information collection and their shaping, analysis, impetus, preparation of working documents to be submitted to committees... They met as often as necessary, were led by the territorial coordinator and grouped resource persons according to their skills, knowledge and positioning in the partner structures of the project (services, communities, associations, consular chambers...).

A technical office was set up in Wallis and Futuna, as well as a technical support group in French Polynesia. More informal, Pitcairn's technical support unit included the coordinator, the Pitcairn Islands office in Auckland and the natural resources division in Pitcairn.