Project governance

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Two conventions rule the overall governance of the project: the financial contribution signed by the European Union and French Polynesia on 25 March 2013 and the contribution convention signed by the European Union and SPC on 28 August 2013.

This overall governance has been approved by the steering copmmittee on its second meeting and is detailed in the "implementation framework" document.

 

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The Steering Committee is composed of the countries and territories (two members each: the territorial authorizing officer and the technical referee), and chaired by French Polynesia (regional authorizing officer), and hence counts 9 members. As the project's decision-making and governance body, it:

  • Ensures programme ownership and leadership by the OCTs;
  • Drives the programme's overall strategies;
  • Validates the technical timetable;
  • Monitors its progress, validates its outcomes and facilitates exchanges of information about projects in the region;
  • In particular, it will approve the approve framework and monitoring documents.

SPC and European Union are observer members.

At territorial or country level, Territorial technical coordination committees (CCTT) are "in charge of guiding, coordinating and providing technical monitoring of the actions implemented". In that regard, for each OCT, they:

  • approve each site's action plan, for submission to COPIL;
  • propose and validate the cross-sectoral action plan to be submitted to COPIL;
  • rule on the distribution of funding between the different sites;
  • monitor project progress at the different sites in the OCT.

And at the sites' level, Local committees (CL) are designed to "facilitate resource conservation and management activities".

Each country of territory has formulated arrangements that take into consideration its own governance structure and institutional arrangements. Depending on the OCT, they may be given a decision-making role. The CCTT clarify the status of the CL involved. The committee is tasked with closely monitoring field work and its members take part in formulating the site's action plan. Having a CL should ensure that action plans are discussed by it and understood and accepted by the community before being submitted to the CCTT.

Comment on the CTT and CL: each OCT has laid out directives based on its own governance system (see records of decisions in the  territories and countries pages). In order to save money and for reasons of local ownership, if there are already committees in place that have appropriate mandates, it would be preferable to put them in charge of overseeing INTEGRE rather than adding to the number of bodies.


SPC as project manager:

SPC will use all its tools and services to ensure that the project is properly managed to international standards. It will also coordinate and oversee exchanges between the INTEGRE project and the activities carried out by the SPC technical programmes involved and will facilitate coordination with the services and programmes of other CROP Agencies. The INTEGRE coordination team is a part of SPC's programme division.

Technical coordination team for implementation:

The technical coordination team has been recruited by SPC. They help the Project Manager carry out the project, in particular by completing tasks which require technical skills and administrative duties, work to prepare for or related to planning and monitoring certain sections of the project and to submitting the corresponding reports, e.g. secretarial work, communications. These duties will not involve either the exercise of public authority or the use of discretionary judgement.

The team is composed of 5 persons:

  • The Coordinator is responsible for the overall technical coordination of the project, its implementation and monitoring, ex-ante evaluation (action plan) and the implementation and monitoring of activities on Pitcairn. She reports to the Director of the SPC.
  • The Project Assistant provides support to the Coordinator and the whole team for the project's administrative, financial and communication/promotion aspects (including the role of website administrator).
  • 3 Territorial Coordinators: in charge of implementing and monitoring the project in each OCT under the Coordinator's supervision. They will strengthen the administrative and technical coordination in the OCTs that the institutional agencies provide to INTEGRE. Working out of counterpart institutional structures in FP and WF, and at SPC in NC, they will not replace them: rather their role will lead to a transfer of knowledge through practical experience.

Focal technical departments: one for each OCT

The Agreements provide for focal technical departments appointed by the OCTs in order to place the project on a strong footing in terms of governance structures and to facilitate the transfer and ensure the sustainability of the outcomes.

For French Polynesia and WF, these are the structures where the Deputy Coordinators are based, i.e. respectively, the Office of the Environment and the Environment Department. For Pitcairn, it is the Natural Resources Division. For NC, it is the Wilderness Conservation Agency (CEN).

Site co-ordinators: at pilot sites

One or more site coordinators have been identified for each pilot site, as needs be. They are people (appointed by their home departments) or departments, who are on-site or have in-depth knowledge, are empowered to propose decisions and act as the link between all the departments involved. Their implication in the project implementation remains within their current duty.

Technical Support Entities:

These entities do not have any decision-making powers and can be set up, either at the OCT- or pilot-site scale, to collect, format and analyse information, promote initiatives and prepare working papers for submission to the committees, etc. They meet as required, are chaired by the territorial co-ordinator and include resource persons selected for their skills, knowledge and roles in the project's partner entities, such as government departments, institutions, associations or local chambers of commerce.

Hence, a technical office has been settled in WF, as well as a  technical support group in PF, and a technical support unit ofr Pitcairn (this one spread on three locations with the natural resource division manager in pitcairn, the Pitcairn Island Office in Auckland and the coordinator in Nouméa).

Figure INTEGRE’s governance system: committees and meeting frequency

gouvernance-projet-en

 Memoranda of understanding (MoUs):

Each involve:

  • the Territorial Authorising Officer, who is responsible for how the allotted funding is used, and
  • SPC, which has been given the funding to implement the Project.

In particular, they confirm agreement on the strategic directions proposed in the action plans and their funding and SPC's possible work methods for implementing approved activities.

The MoUs also provide an overall framework for possible agreements between SPC and selected operators (see above).

Implementation agreements:

Signed by SPC and each operator, they delegate implementation of the activities, in whole or in part, with the transfer of funding (for "managing operators") or without transfer of funding (for "technical operators").

So an operator may be a site management structure or any other entity that has the capacities and skills needed to implement the planned actions and/or to receive and manage the funding allocated to the planned actions. Potential operators will be mentioned in the MoUs. The implementation contracts will be signed through them: as monitoring will be provided by SPC, the procedures SPC has in place will apply.

Implementation contracts:

These contracts are between the service providers and the approved operators or service providers and SPC. They set out an overall cost for fee-for-service payments.

 

 

Pacific territories’ initiative for regional management of the environment

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