Principles for integrated island management: principles, case studies, and lessons learned

Full text

Pacic Integrated Island Management
Principles, case studies
and lessons learned

Front cover photo
Fulaga Lagoon, Fiji
SPREP Library/IRC Cataloguing-in-Publication Data
Secretariat of the Pacific Regional Environment Programme (SPREP)
Pacific Integrated Island Management – Principles, Case Studies and Lessons Learned.
Secretariat of the Pacific Regional Environment Programme (SPREP), Apia, Samoa and
United Nations Environment Programme (UNEP), Nairobi, Kenya
72pp.
Includes references.
ISBN: 978-982-04-0504-2 (print)
ISBN: 978-982-04-0506-6 (e-copy)
1.Ecosystem management – Oceania. 2. Conservation of natural Resources – Oceania
I. Jupiter SD, II. Jenkins AP, III. Lee Long WJ. IV. Maxwell SL, V. Watson JEM, VI. Hodge KB,
VII. Govan H. VIII. Carruthers TJB. IX. Pacific Regional Environment Programme (SPREP)
and United Nations Environment Programme (UNEP)
X. Title.
574.5267
Recommended Citation:
Jupiter SD, Jenkins AP, Lee Long WJ, Maxwell SL, Watson JEM, Hodge KB, Govan H,
Carruthers TJB (2013) Pacific Integrated Island Management – Principles, Case Studies and
Lessons Learned. Secretariat of the Pacific Regional Environment Programme (SPREP),
Apia, Samoa and United Nations Environment Programme (UNEP), Nairobi, Kenya. 72pp.
This report was prepared through collaboration between Wildlife Conservation Society,
Alluvium Consulting, Edith Cowan University, Sustainable Island Innovations, Hodge
Environmental, the Secretariat of the Pacific Regional Environment Programme (SPREP),
and United Nations Environment Programme (UNEP).
The project was funded by UNEP and the Australian Government’s AusAID programme and
International Climate Change Adaptation Initiative.
The views expressed in this report are not those of SPREP, UNEP or their partners.
Chlorine-free paper • Wood pulp from sustainably managed forests • Ink from renewable resources • Water based coatings
Secretariat of the Pacific Regional
Environment Programme
P.O. Box 240, Apia, Samoa.
Telephone: + 685 21929, Fax: + 685 20231
Email: sprep@sprep.org
SPREP Vision: The Pacific environment,
sustaining our livelihoods and natural
heritage in harmony with our cultures.
www.sprep.org
United Nations Environment Programme
United Nations Avenue, Gigiri, PO Box 30552,
00100 Nairobi, Kenya
Tel: +254 20 7621234
www.unep.org
unepinfo@unep.org
publications@unep.org

A technical report by the Secretariat of the Pacific Regional Environment Programme and
the United Nations Environment Programme
Stacy Jupiter1, Aaron Jenkins2, Warren Lee Long3, Sean Maxwell4, James Watson1,4,
Kate Hodge5 , Hugh Govan6, Tim Carruthers7
1. Wildlife Conservation Society, 2. Edith Cowan University 3. Alluvium Consulting, 4. University of Queensland,
5. Hodge Environmental, 6. Sustainable Island Innovations, 7.SPREP
Pacic Integrated Island Management
Principles, case studies
and lessons learned

Pacific Integrated Island Management Principles, case studies and lessons learnedii
This publication has been prepared through collaboration between United Nations Environment
Programme (UNEP), Secretariat of the Pacific Regional Environment Programme (SPREP),
Wildlife Conservation Society (WCS), Alluvium Consulting and expert partners. The project was
implemented through SPREP with funds from UNEP and the Australian Government’s AusAID
programme, via the International Climate Change Adaptation Initiative.
The authors obtained enormous input and advice from practitioners within projects and
programs across the Pacific through direct interviews and surveys. A full list of contributors to
case studies appears on page 63.
Invaluable review and suggestions on the drafts were obtained from Jerker Tamelander (Head,
Coral Reef Unit, UNEP) and Ole Vestergaard (Marine and Coastal Ecosystems Unit, UNEP).
We are particularly grateful to those who generously provided use of their images for this
document, see page 64 for full list.
Symbols used in diagrams are courtesy of the Integration and Application Network, University
of Maryland Centre for Environmental Science (ian.umces.edu/symbols/)
The guidance document and supporting synthesis document are also available in electronic
format at: www.sprep.org/library-information-resource-centre/publications
www.unep.org/publications
www.unep.org/ecosystemmanagement
The Secretariat of the Pacific Regional Environment Programme and UNEP authorise the
reproduction of this material, whole or in part, provided appropriate acknowledgement is given.
Jerker Tamelander (UNEP), Tim Carruthers (SPREP), Warren Lee Long (Alluvium Consulting),
Stacy Jupiter (Fiji Country Program Director, Wildlife Conservation Society, Fiji)
Kate Hodge, Hodge Environmental
The contents of this report do not necessarily reflect the views or policies of SPREP, UNEP or
contributory organisations. The designations employed and the presentation of material do not
imply the expression of any opinion whatsoever on the part of SPREP, UNEP or contributory
organisations concerning the legal status of any country, territory or city or its authorities, or
concerning the delimitation of its frontiers or boundaries.
While reasonable efforts have been made to ensure that the contents of this publication are
factually correct and properly referenced, SPREP and UNEP do not accept responsibility for
the accuracy or completeness of the contents, and shall not be liable for any loss or damage
that may be occasioned directly or indirectly through the use of, or reliance on, the contents of
this publication.
Acknowledgements:
Online availability:
Design & layout:
Disclaimer:
Project coordination:

Pacific Integrated Island Management Principles, case studies and lessons learned iii
Preface
This publication has been prepared through collaboration
between United Nations Environment Programme
(UNEP), Secretariat of the Pacific Regional Environment
Programme (SPREP), Wildlife Conservation Society
(WCS), Alluvium Consulting and expert partners. The
project was implemented through SPREP with funds
from UNEP and the Australian Government’s AusAID
programme, via the International Climate Change
Adaptation Initiative
This document is supported by an illustrated synthesis
and electronic materials for use in communicating
and promoting use of Integrated Island Management
approaches (located at: www.sprep.org/library-
information-resource-centre/publications). These
products are designed to raise awareness of Integrated
Island Management (IIM) and promote more effective
and widespread uptake of good practice principles. The
intended target audiences include a diversity of decision-
makers, potential partners and stakeholders across the
Pacific, such as government agencies and managers,
community groups, civil society, private sector, regional
environment and development organisations, and donor
agencies.

Pacific Integrated Island Management Principles, case studies and lessons learnediv
Contents
Introduction ............................................................................................................... 1
Definitions .......................................................................................................................2
Principles for Integrated Island Management ..................................................................3
Selecting Case Studies ............................................................................................6
The Case Studies .................................................................................................... 7
Principle 1: Integrated
Takitumu Lagoon, Cook Islands ...............................................................................7
Principle 2: Defined
Sovi Basin, Fiji ........................................................................................................10
Principle 3: Connected
Babeldaob, Palau ..................................................................................................13
Principle 4: Participatory
Manus, Papua New Guinea ....................................................................................16
Principle 5: Reflecting values
Amouli, American Samoa .......................................................................................19
Principle 6: Recognising rights
Drawa Block, Fiji .....................................................................................................22
Principle 7: Graduated sanctions
Tetepare, Solomon Islands .....................................................................................25
Principle 8: Resolving conflicts
Choiseul, Solomon Islands .....................................................................................28
Principle 9: Adaptive monitoring
Kubulau, Fiji ............................................................................................................31
Principle 10: Nested
Resilience project, Tuvalu .......................................................................................34
Good practice: Community-based management
Karkar, Papua New Guinea ....................................................................................37
Good practice: Biosecurity for management of invasive alien species
Rat control, French Polynesia.................................................................................40
Good practice: Urban planning
Lami Town, Fiji ........................................................................................................43
Good practice: Science to policy integration
Shoreline protection, Hawaii ...................................................................................46
Good practice: Water and sanitation
EcoSan, Tuvalu .......................................................................................................49
Discussion .............................................................................................................. 52
Current application of IIM ..............................................................................................52
Focal areas for improvement .........................................................................................54
Climate change and IIM ..........................................................................................57
Conclusions ............................................................................................................ 58
References .............................................................................................................60
Contributors ............................................................................................................ 63
Photo credits ...........................................................................................................64

Pacific Integrated Island Management Principles, case studies and lessons learned 1
Introduction
Islands are isolated systems by nature. While this
isolation promotes unique biological and cultural
attributes, island social and ecological systems are
also highly vulnerable to most types of disturbance.
With high connectivity between land and sea and high
specialisation of species, disturbance in one ecosystem
has consequent impacts on natural resources, ecological
processes, and ecosystem services in adjacent,
highly linked island ecosystems. This close geographic
proximity of ecosystems does not give much flexibility for
social and ecological systems to adjust in response to
environmental and climate change.
Integrated Island Management (IIM), responds to the
unique circumstances of small island ecosystems
through development of holistic integrated management
systems that operate at the scale of ecological, social
or physical processes within, and to, islands. IIM
provides a framework for achievement of island-wide,
integrated sustainable development goals through
bottom-up, people-centred approaches at multiple
scales and across all sectors with consideration of
ecosystem linkages and the emerging threats posed
by human-forced climate change (Govan 2007; Govan
et al. 2011). IIM calls for sustainable and adaptive
management of natural resources through coordinated
networks of institutions and communities that bridge
ecosystems (e.g., land-river-sea) and stakeholders (e.g.,
communities, business, industry, government) with the
common goals of maintaining ecosystem services and
securing human health and well-being.
The fate of Pacific Island species, ecosystems and human
populations is also strongly tied to the global forces of
climate change. There is enormous pressure on all island
programs to plan for the future and ensure that ecosystems
and social systems have the ability to withstand, or adapt
to, these changes. As such, a separate discussion section
is dedicated to summarise specific strategic approaches for
IIM projects to incorporate adaptation and preparedness
for climate change. Appropriately applied IIM should enable
simultaneous and cost-effective achievement of social and
ecological island systems that can adapt to the growing
direct and indirect impacts of climate change.
This document results from a comprehensive effort
to identify guiding principles for IIM in the Pacific. In
recognition that enormous amounts of jargon exist in
the scientific and planning literature, a short description
of commonly used terms for other environmental
management approaches is provided. This is followed by
a brief description of ten guiding principles for maximizing
effectiveness of IIM projects. Fifteen case studies from the
Pacific region were selected to illustrate application of these
guiding principles.
Finally, over-arching lessons learned to date and
some cross-cutting recommendations for improving
IIM are presented. These include important over-riding
considerations such as: ensuring sustainability of human
and financial capacity for ecosystem management projects;
incorporating considerations of future climate change
scenarios into IIM planning; and planning simultaneously
for environmental outcomes and public health benefits.

Pacific Integrated Island Management Principles, case studies and lessons learned2
Denitions
Programs and approaches for guiding environment management are numerous. Application of each of these individual
approaches has often resulted in narrowly focussed projects and/or has been unable to avoid duplication of efforts
across different agencies, consequently wasting resources that could have been more efficiently allocated with more
coordinated planning and implementation. IIM is not meant to replace any of these approaches; rather it represents a
framework for more efficiently planning, implementing, coordinating and adapting the other approaches in Pacific Island
systems. Some definitions will help to clarify how each of these approaches overlap and may play important roles in IIM
across the Pacific (e.g., Mercer 2010; Govan et al. 2011). As IIM is a holistic approach to management of island human
and ecological systems, appropriately applied IIM should enable simultaneous and cost-effective achievement of multiple
environmental and societal goals. Integration of IIM principles into planning, management and development frameworks
for each of these listed approaches is likely to enhance their outcomes in a small island environment.
Community-Based Adaptive Management,
CBAM
the integration of design, management and monitoring in
order to learn and to improve responses to management
efforts - carried out by, or with a major role played by,
local communities
Ecosystem-Based Management, EBM
the management of cumulative impact of human
activities in order to maintain ecosystems in a healthy,
productive and resilient condition to enable delivery of
ecosystem services and protect biodiversity.
Ecosystem-Based Adaptation, EBA
the use of biodiversity and ecosystem services to help
people adapt to the adverse effects of climate change,
taking into account the multiple social, economic and
cultural co-benefits for local communities.
Ecosystem-Based Fisheries Management,
EBFM
fisheries management that considers the status of
commercial fish stocks and ecosystem components that
interact with those stocks (e.g., predators, prey, habitats).
Disaster Risk Reduction, DRR
the practice of reducing exposure to hazards and
reducing vulnerability of people and property through
environmental stewardship and preparedness for
adverse events.
Integrated Water Resources Management,
IWRM
the coordinated management of water, land and related
resources in order to maximise economic and social
welfare, equitable benefits sharing, and sustainability of
use.
Integrated Coastal Zone Management,
ICZM
the process to plan for, coordinate between and
balance environmental, economic, social, cultural and
recreational objectives for use of coastal areas.

Pacific Integrated Island Management Principles, case studies and lessons learned 3
Principles
Many handbooks, research papers and
recommendations have been written regarding good
practice for environmental management. A list of 10
guiding principles tailored to IIM in the Pacific was
developed based on:
• Reviews of the literature (e.g., Ostrom 1990,2005;
UNEP/CBD 2000; Arkema et al. 2006; Marshall
2008; Clarke and Jupiter 2010a; Cox et al. 2010;
Andrade et al. 2011; UNEP 2011; Flower et al.
2013);
• A formal review of 36 case studies from throughout
the Pacific based on an initial questionnaire and
follow up survey; and
• Consultations with regional experts.
It is understood that:
• Principles of IIM will contain elements shared with
many of the approaches listed above (e.g., EBM,
EBA, ICZM);
• Individual IIM principles will always have enormous
overlaps with other principles in their meanings and
application;
• Other valid ways of selecting, defining, and
grouping principles may exist;
• Guiding principles do not guarantee best results,
but if taken into account, they can lead to better
than average outcomes; and
• Additional principles may be identified in the future
as our understanding of managing ecosystems and
social systems evolves.
Considering these caveats, ten guiding principles were
identified for promoting more successful IIM. The ten
principles for IIM are listed in an order which somewhat
(though not rigidly) reflects the logical process for
developing and implementing projects. The principles
may also be “grouped” into overlapping themes such as:
• Planning that ensures sustainability of integrated
social and ecological systems (1-3, 10)
• Implementation that ensures stakeholder
participation, rights, rules, and decision-making
(4-8); and
• Adaptive management and sustainable capacity (9).
Principle 1
Integrated
Adopt a long-term integrated
approach to ecosystem management
IIM seeks to integrate management activities across
island habitats and sector boundaries, while promoting
collaboration across government agencies, partner
organisations and local communities. Through integration
across ecosystems and sectors, IIM manages for
present and future cumulative impacts to island social
and ecological systems from different human activities,
in line with a precautionary approach. Managers should
be aware of lag time in ecological system response to
management actions and natural temporal variability and
thus plan for long-term benefits over short-term gains.
Case study: Takitumu Lagoon, Cook Islands
Principle 2
Defined
Use clearly defined boundaries for
ecological and governance systems
IIM will be most effective when the spatial boundaries of
the management zone are clearly demarcated and easily
recognised by resource users, and where there is a clear
governance structure for decision-making. Areas where
ecological boundaries (e.g., watersheds) overlap well
with governance boundaries present good opportunities
for IIM implementation. By contrast, areas in which there
is a mismatch between governance boundaries and the
scale of ecosystem processes and threats (e.g., where
a river channel forms the boundary between districts
or provinces) create challenges because management
institutions may not be able to regulate external activities
that negatively impact on ecosystems and ecosystem
services within their jurisdiction.
Case study: Sovi Basin, Fiji

Pacific Integrated Island Management Principles, case studies and lessons learned4
Principle 6




Recognising rights
Ensure recognition of rights to organise
and develop management rules
Management rules developed through collective choice
arrangements will not be implementable if they are
challenged by external government or other authorities.
Thus, effective IIM hinges on rights of resource users
to organise and participate in the development of
management rules that will be recognised at higher
levels of governance or authority.
Case study: Drawa Block, Fiji
Principle 7
Graduated sanctions
Develop a scale of locally
appropriate, graduated sanctions for
users who violate rules
Sanctions for offenses must be consistent with local
customs, contexts and the scale of the infraction, but
also be sufficient to act as a deterrent for breaking rules.
Graduated sanctions with relatively low punishment for
first-time offenses can potentially help transform offenders
into management implementers by raising awareness of
the rules with them and their social networks. They will
have greater effect if they are recorded and participants
can track the benefits from their implementation.
Case study: Tetepare Island, Solomon Islands
Principle 8
Resolving conflicts
Identify appropriate, efficient and cost-
effective conflict resolution mechanisms
Conflict over resource ownership, use, access rights and
management decisions can potentially upend benefits
from effective IIM. Thus, it is imperative from the outset
of management planning to establish what institution(s),
existing or new, have the authority to mediate conflicts
before they disrupt management implementation. It is
equally important to have a forum for stakeholders to be
able to discuss and resolve issues and views relating to
management in a timely manner.
Case study: Choiseul, Solomon Islands
Principles
Principle 3
Connected
Maintain and restore connectivity
between complex social and
ecological systems
Island ecosystems and human societies are fundamentally
and tightly connected. Ecosystems are linked across
space through the movement of animals, seeds, and other
materials through water and air, such that disturbance in
one ecosystem consequently impacts adjacent ecosystems
(and their associated functions and services). Social
systems are linked through kinship ties, trade linkages and
cultural obligations that may influence decisions about use
and management of natural resources, as well as present
opportunities for integrated management.
Case study: Babeldaob, Palau
Principle 4
Participatory
Incorporate stakeholders through
participatory governance with collective
choice arrangements that take into consideration
gender and social equity outcomes
Involvement of a wide range of stakeholders and resource
users in management increases awareness, acceptance
and ownership of decisions, and ultimately improves
the quality of decision-making. Consideration of gender
and social equity outcomes ensures that the needs and
vulnerabilities of different segments of the population are
adequately planned for in management decisions.
Case study: Manus, Papua New Guinea
Principle 5
Reflecting values
Ensure that management rules reflect
stakeholder values and conditions
Compliance with rules is likely to be greater when they
are consistent with local priorities (often related to
ecosystem service provisioning and livelihoods) and
cultural values, as well as with resource dependency
and availability. For example, there would likely be low
compliance with a large no-take area covering the entire
fishing grounds of a community highly dependent on
fisheries resources for food and income.
Case study: Amouli, America Samoa

Pacific Integrated Island Management Principles, case studies and lessons learned 5
Principles
Principle 9
Adaptive management
Recognise uncertainty and plan for
adaptive management through
regular monitoring, evaluation and review
leading to evidence-based decision-making
Island ecological and social processes are complex
and variable, with uncertainties made greater through
environmental, socio-political and climate change. IIM
management rules, processes and institutions must
be flexible to accommodate modifications to maintain
ecosystem services and social and ecological resilience
in times of change. Regular monitoring, reporting, and
evaluation of environmental and social conditions is critical
for adapting policies and practice. Adaptive management
should be based on the best available scientific data and
local knowledge expressed in an appropriate form for the
decision-makers.
Case study: Kubulau, Fiji
Principle 10
Nested
Organise management systems in
nested layers across sectors, social
systems and habitats
Environmental management problems faced by large
groups across a district, provincial, island or country
scale can often be better resolved among smaller groups
composed of stakeholders with strong mutual trust to
foster compliance and minimise ‘free riders’ (those who
reap the benefits without investing in management action).
These small groups can collectively organise and form
management rules for specific geographies, sectors, or
social systems within a nested governance structure to
achieve broader benefits.
Case study: Resilience project, Tuvalu
The ultimate value of IIM projects will depend on their
sustainability and replicability. This may in part be
gauged through measures of cost-effectiveness. Many of
the selected IIM case studies below are pilot or small-
scale projects. For a project to be deemed sustainable
and replicable in a given context, it should demonstrate
core approaches that are able to achieve substantial
outcomes in the long-term, while being affordable
at the scale of islands if not countries. This requires
consideration of:
• Cost-effectiveness and/or self-financing appropriate
to the national context; and
• Embedding programs in systems that are financed
and implemented by governments, institutions,
markets or economies.
Measuring and comparing cost-effectiveness across
different projects is important to environment agencies
and donors, yet remains extremely difficult. In the absence
of a robust numerical method, more subjective measures
of a project’s cost-effectiveness may be attempted by
assessing the degree to which the project has applied
each of the IIM principles listed above. This approach is
described in the following section on how exemplary case
studies were selected in this publication. Comments on a
project’s application of particular principles, or its “cost-
effectiveness”, are also noted in the “lessons learned”
from each case study. In addition, the Discussion section
includes recommendations on assessing and using cost-
effectiveness to improve project outcomes.
This document and the supporting illustrated synthesis
brochure provide suggestions for how projects and
programs might better achieve successful up-scaling of
good practice models, and be sustained beyond project
lifespans.

Pacific Integrated Island Management Principles, case studies and lessons learned6
Selecting and scoring case studies
Crowd sourcing techniques were used to gather a wide
range of IIM projects and programs from across the
Pacific, explicitly covering a range of island geography
types, governance arrangements, human capacity and
ecosystem vulnerability. The assessment intentionally
focussed on projects that demonstrate strong connectivity
across social and ecological systems, though it is
acknowledged that some exemplary projects were very
likely missed, particularly from the disaster risk reduction
and water and sanitation sectors.
The 36 case studies assessed included projects from
Micronesia, Melanesia and Polynesia. Each case study
was categorised based on governance capacity at a state
and local level, island geography, human development,
and environmental vulnerability in order to provide some
indication of the contexts in which they might be best
replicated. Case studies were divided into high islands
(raised mountains) and low islands (atolls).
Capacity is indicated for centralised state governance
based on the World Bank 2011 Worldwide Governance
Indicators for government effectiveness and regulatory
quality.1 Local governance capacity was characterised on
a case-by-case basis, resulting in coarse categories of
“low”, “medium” and “high”. The level of local governance
influence in local planning and the capacity of local groups
and leaders to organise and develop management rules
were considered together. Local governance capacity
here includes customary and non-traditional forms of
governance. For each case study country, the United
Nations Development Program’s Human Development
Index (HDI) category is used as a broad indicator
of human well-being (UNDP 2013).2 Environmental
Vulnerability Index (EVI) categories are indicated for
Pacific countries and territories where values were
available.3 Finally, for each project, the approximate
project/program budget in US dollars is symbolised by: $ =
hundreds; $$ = thousands; $$$ = tens of thousands; $$$$
= hundreds of thousands; and $$$$$ = millions.
Based on the submitted case study information, follow-up
interviews were conducted to gather information on how
each case aligned to the ten IIM good practice principles.
Each case study was scored by our independent
evaluators on a scale of 1 (very poor) to 5 (very good)
against how well it applied these principles. We derived
information about how well case studies adhered to IIM
principles from the literature, online surveys and personal
communication with project leaders. Four authors of this
paper completed a round of scoring separately, and an
average score by principle for each case study was taken
across these four scores. Co-authors involved in planning
or implementing any of the cases refrained from scoring
those cases to retain objectivity. The resulting scores
were averages across each principle for all cases and
used as a guide for selecting the exemplary case studies.
Since many projects were still in planning phases, the
management outcomes were not directly scored, but
are described under ‘key outputs and outcomes’ where
appropriate.
The original intention was to also evaluate each case
study in terms of its cost-effectiveness, and indirectly
assess its sustainability, replicability and impact against
each principle. However, very limited information was
obtained on how financial and human resources were
allocated across projects, or their consideration in context
with national financial and human capacity. Therefore,
case studies were selected from the pool of projects
that best exemplified application of each of the ten IIM
principles. Cost constraints and institutional arrangements
that may be a barrier to long-term sustainability and
replicability of projects are described where possible, but
were not used to assess or compare cost effectiveness
of projects. An additional five case studies were selected
to showcase a broader range of good practice IIM
across different disciplines, geographies and governance
structures.
1 World Bank Governance Indicators can be accessed from: http://databank.worldbank.org/data/views/variableselection/selectvariables.
aspx?source=worldwide-governance-indicators. The 2012 percentile ranking of country government effectiveness and regulatory quality was
averaged and grouped into the following categories: 0-25% = very low; 25.1-50%: low; 50.1-75%: medium; 75.1-100%: high.
2 The HDI is a composite index based on relative measures of life expectancy, literacy, education, standards of living, and quality of life for
countries worldwide.
3 The EVI is a composite index based on 50 indicators that describe three overall aspects of environmental vulnerability (hazards,
resistance, damage), measured across the following sectors: climate change, biodiversity, water, agriculture and fisheries, human health
aspects, desertification, and exposure to natural disasters. EVI and country data can be accessed from: http://www.sopac.org/index.php/
environmental-vulnerability-index

Context
7Pacific Integrated Island Management Principles, case studies and lessons learned
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
9. Adaptive management
10. Nested
Human
Development Index
High
Local governance
Medium
Environmental
Vulnerability Index
Extremely vulnerable
Central governance
Low
Key Outputs and Outcomes
• A Takitumu community-government process was developed to identify
the priority lagoon health issues to be resolved.
• The project provided high quality, easily accessible, technical
knowledge to help resolve lagoon issues and maintain community
awareness.
• New national public health policies and technical performance
requirements for sustainable management of lagoon resources were
developed.
Objective: To develop an integrated
ecosystem-based management plan for
Takitumu Lagoon, Rarotonga
Organisations involved
Takitumu Vaka Council (lead), members of the Takitumu community, Cook
Islands Ministry of Marine Resources, Ministry of Health, National Environment
Service, New Zealand Agency for International Development (NZAID, donor)
through CIMRIS (Cook Islands Marine Resources Institutional Strengthening
Project)
Integrated ecosystem-based management planning
in Takitumu Lagoon, Rarotonga, Cook Islands
Takitumu Lagoon, Cook Islands
Principle 1: Integrated
Adopt an integrated approach to ecosystem management
Sediment plumes extend into Takitumu Lagoon from the land
Geography
High island
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned8
Takitumu Lagoon, Cook Islands
Project context
Geographic
• The Cook Islands is a country comprised of 15 small
islands (high islands and atolls) with total land area
of 240 km2.
• The most populated high Island of Rarotonga has
an area of 67.2 km², is 658 metres in elevation and
inhabits about 74% of the Cook Islands population.
• A lagoon, with reef front often 100 metres from the
shore, surrounds the entire island.
Socioeconomic
• The Human Development Index (HDI) for Cook
Islands of 0.822 puts it second only to Palau in the
Pacific Island region in its high level of development.
• Government services are best in Rarotonga, where
the capital Avarua (the only urban centre in the
country) is located.
• Tourism is concentrated in Raratonga and Aitutaki
and contributes around 50% of GDP.
Governance
• The Cook Islands is a representative democracy
with a parliamentary system in an associated state
relationship with New Zealand.
• Rarotonga is divided into three main districts, with
the southeastern district in Takitumu further divided
into three land districts.
• Island councils are organised into district councils
(vaka) and village committees, although the vaka
councils of Rarotonga were controversially abolished
in 2008.
Good practice for integrated approach to
ecosystem management
Responding to community concern over declining water
quality in the lagoon driven by nearshore development
pressures, unsustainable land use and agricultural
practices (Dakers and Evans 2007), the Takitumu
community developed an integrated ecosystem-based
management plan across multiple habitats, disciplines
and stakeholders. As a pilot for whole of island
management, this plan covered the entire swathe of
island ecosystems, within the boundaries of the Takitumu
district, from high island forests and streams to coastal
plains and coral reef lagoon. Environmental and health
sector authorities, in particular, engaged around the
issues of declining stream and lagoon water quality
associated with piggery waste. Multi-sectoral advisory
committees were established to deliver the components
of the management plan including a government, donor
and local leader steering committee, a technical advisory
group for issues surrounding environmental monitoring
and an inter-departmental committee for within
government coordination.
A particularly noteworthy aspect of the project was the
development of a Takitumu Lagoon Health Report Card
in 2008 that was shared widely with communities and
relevant stakeholders. In clear text and graphics the
report card utilised monitoring data to create scores for
each village area for overall water quality, bacterial load,
ciguatera in landed fishes, lagoon faunal abundance,
adjacent stream water quality, stream bacterial load
and safety of groundwater. This approach allowed for a

Pacific Integrated Island Management Principles, case studies and lessons learned 9
Takitumu Lagoon, Cook Islands
Waste management was critical to improving impacts on
streams, lagoon waters and human health
Dirty water from a variety of sources on the land flows down
the rivers and out into Takitumu Lagoon
means of broadly disseminating technical information,
keeping stakeholders well-informed on the health of the
lagoon and the outcomes of management action. It also
allowed a targeted means to prioritise future resource
allocation. The monitoring of project success was
designed to assess improvements in the lagoon health,
human health and levels of community engagement. The
means of verification included community information
gathering, health statistics, fish consumption surveys
and the review of policies supporting relevant legislation.
On a national level, the project was catalytic in
addressing the health and water quality issues
surrounding piggery waste within the catchments
entering into Takitumu Lagoon. As a result of the
focussed attention on connectivity across landscape and
nearshore marine systems, new Public Health (Sewage)
Regulations and an associated Code of Practice were
developed. In addition, improvements were made in the
system for assessing and approving changes to existing
land use, through a tightening of regulations needed for
planning consent by the Environment Authority.
Lessons learned
• Integrated island management planning across
multiple island habitats successfully brought
together a wide range of stakeholders around
shared concerns of public health and environmental
quality.
• Synthesising high quality technical information
around shared concerns such as water, sanitation
and hygiene with environmental quality into easily
understood community awareness products was
catalytic in garnering both community support and
effecting policy change.
• Sustainability and replicability: The policy outcomes
ensure some degree of long-term impact, but
the abolishment of vaka (councils) on Rarotonga
means the governance structure most closely
corresponding with the management boundaries
no longer exists. These external policy issues,
combined with the high costs of generating
technical information, may hinder replication
across the whole island unless alternative roll-out
mechanisms can be achieved.

Protection of Fiji’s largest remaining lowland tropical rainforest in Sovi Basin
Sovi Basin, Fiji
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Sanctioning offenses
8. Resolving conflicts
10. Nested
Context
10 Pacific Integrated Island Management Principles, case studies and lessons learned
Key Outputs and Outcomes
• One of Fiji’s hotspots for terrestrial biodiversity has been secured as
a protected area under a long-term conservation lease that provides
local landowners with income and funding for community development
projects.
• The Fiji Government has endorsed the Sovi model and recommends
its replication for expanding Fiji’s protected area estate.
The Sovi River Basin contains a wealth of terrestrial and freshwater biodiversity
Objective: To protect Fiji’s largest and most
diverse lowland rainforest for the benet of the
local landowners and all of Fiji
Organisations involved
National Trust of Fiji (current lead), Conservation International, iTaukei Land
Trust Board, iTaukei Lands and Fisheries Commission, Department of Forestry,
Provincial Offices of Naitasiri and Namosi, University of the South Pacific, 13
landowning clans, Fiji Water Foundation (donor), Global Conservation Fund
(donor), Global Environment Facility (donor)
Environmental
Vulnerability Index
Highly vulnerable
Human
Development Index
Medium
Principle 2: Defined
Use clearly defined boundaries for ecological and governance systems
Geography
High island
Local governance
High
Central governance
Low
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned 11
Sovi Basin, Fiji
Project context
Geographic
• The Sovi Basin, located on Fiji’s largest island
of Vanua Levu, covers over 200 km2 comprising
lowland tropical rainforest surrounded by high (to
1300 m) mountain ranges (Keppel et al. 2011).
• Sovi Basin has long been recognised as one of
Fiji’s biodiversity hotspots (Olson et al. 2010),
including in Fiji’s National Environment Strategy and
National Biodiversity Strategy and Action Plan.
• Sovi Basin contains over 50% of Fiji’s native flora: of
those species, greater than 50% are endemic to Fiji.
Socioeconomic
• The Sovi Basin Conservation Area covers tenure
units for 13 landowning clans who are heavily
dependent on forest resources and terrestrial
ecosystem services for livelihoods.
Governance
• After many years of consultations with local
landowners, in 2005 conservation organisations
and Fiji government agencies secured an initial 5
year conservation lease agreement for the Sovi
Basin Conservation Area to formalise its status as a
protected area.
• The landowners agreed to cancel an existing
logging concession over a portion of the area in
exchange for a compensatory conservation trust
fund (Vukikomoala et al. 2012).
• Between 2005 and 2010, the first management plan
was drafted, the value of the standing timber in the
area was calculated and the terms of a longer-term
99 year lease were established.
• The long-term lease is an agreement between the
National Trust of Fiji, responsible for the protected
area management, and the local landowners.
Good practice for defined boundaries
Despite some historical debate about the level in
traditional hierarchies at which land is owned (Ward
1995), land tenure has been codified in Fiji at the clan
level under the iTaukei (Native) Lands Act. A statutory
body, the iTaukei Lands and Fisheries Commission
(iTLFC), was established to register and maintain a
record of all land titles and boundaries, as well as
resolve disputes in relation to customary land rights.
The determination of the management boundary of
the Sovi Basin Conservation Area was facilitated by
the legal demarcation of the land tenure boundaries of
the 13 clans. The iTLFC maintains a register of all clan
members entitled by hereditary rights to land ownership
within a register called the Vola-ni-Kawa Bula (VKB). This
registration process clearly delineates which community
members are eligible to receive compensation or
benefits payments (Vukikomoala et al. 2012), and thus
minimises potential conflict through a transparent, legal
documentation process.

Pacific Integrated Island Management Principles, case studies and lessons learned12
Sovi Basin, Fiji
The conservation lease for Sovi Basin was brokered by
the iTaukei Land Trust Board, a statutory body established
under the iTaukei Land Trust Act to secure, protect
and manage land ownership rights. The lease includes
provisions for landowners to receive compensation
through premium and annual payments, calculated on
the basis of the timber value of their lands. Communities
additionally receive funds for scholarships and community
development projects. Funding for the payments
comes from the interest of the conservation trust fund,
established with the support of Conservation International
and a number of international donors.
The governance structure of the Sovi Basin Conservation
Area is also well developed after over twenty years of
consultations with local communities. The National Trust
of Fiji has management authority at the broad scale over
the Sovi Basin Conservation Area, with local community
members ensuring compliance on the ground. The rules
contained in the draft Sovi Basin Conservation Area
management plan, developed through a broad range of
engagement and planning activities, were deliberately
linked to individual village development plans in order
to maximise participation and implementation. There is
a formalised structure for implementation and review of
the management plan that incorporates a Stakeholder
Committee, comprised of government departments,
provincial council offices, NGOs and a landowner
representative, and a Landowner Committee, made up
of representatives from all thirteen landowning clans.
Feedback and interaction between the groups facilitate
consensus-based adaptive management.
Lessons learned
• The Sovi Basin case is an exemplary model
of stakeholder engagement, rapid biodiversity
assessments, and consensus-building among
landowners that is now being replicated in other
parts of Fiji.
• The benefit-sharing mechanisms arranged through
the conservation lease compensate landowners
for foregone revenue from logging or other land
use practices, ensure landowner satisfaction and
therefore minimise potential conflicts from arising.
• Sustainability and replicability: While establishment
of the Sovi Basin Conservation Area is truly
a remarkable achievement, it does come at a
considerable cost. As Fiji seeks to expand its
protected area estate, new sustainable financing
mechanisms will need to be put in place to ensure
availability of funds to establish and maintain new
conservation leases of this type.
Extensive stakeholder engagement was a key to success in
Sovi Basin

Context
13Pacific Integrated Island Management Principles, case studies and lessons learned
Environmental
Vulnerability Index
Highly vulnerable
Human
Development Index
High
Geography
High island
Local governance
Medium
Central governance
Low
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Key Outputs and Outcomes
• Establishment of the cross-sectoral Babeldaob Watershed Alliance,
which transitioned into a Palau-wide Belau Watershed Alliance, to
advocate for holistic ridge-to-reef management.
• Establishment of new terrestrial protected areas, community-based
management plans, and other watershed management initiatives.
Objective: To undertake watershed
management and restoration to improve water
quality for people’s use and reduce impacts to
downstream coastal and marine ecosystems
Organisations involved
Member states of the Babeldaob/Belau Watershed Alliance (BWA, lead), Palau
Conservation Society, The Nature Conservancy, Palau International Coral Reef
Centre, Belau National Museum, Bureau of Agriculture, Environmental Quality
Protection Board, Office of the Palau Automated Land and Resource Information
Systems (PALARIS), USDA – Natural Resource Conservation Service (NRCS),
Ministry of Natural Resources, Environment and Tourism (MNRET), Bureau of
Arts and Culture, and David and Lucile Packard Foundation (donor)
Managing for hydrological connectivity in watersheds of Babeldaob, Palau
Babeldaob, Palau
Principle 3: Connected
Maintain and restore connectivity between
complex social and ecological systems
BWA Summit 2011, State & National leadership support.
9. Adaptive management
$ $ $ $ $

14
Babeldaob, Palau
Project context
Geographic
• Babeldaob is the largest island in the Republic of
Palau, with an area of 331 km2 that makes up over
70% of the land area in the country.
• Babeldaob is mountainous, with rivers and streams
flowing from the forested watersheds to the sea.
Socioeconomic
• The development of an 85 km ring road around
Babeldaob resulted in a rapid increase in residential
and infrastructure development across the island.
• The construction of the road involved extensive
land clearing, resulting in considerable soil erosion
into the streams that degraded water quality and
mangroves, seagrass and coral reef habitat (Victor
et al. 2004).
Governance
• Despite the modern democratic government
system, the traditional chiefs of each state are still
widely recognised as stewards of all commonly
shared resources and defenders of the Palauan
culture and way of life.
• Local governance councils remain strong elements
for decision-making across Palau.
Good practice for connectivity
In the 1990s and early 2000s, management and
conservation efforts in Babeldaob, Palau, were
principally focussed on coastal and marine systems.
When several key scientific studies attributed habitat
degradation to increasing sedimentation associated
with upstream land clearing and road building activities
(Golbuu et al. 2003; Victor et al. 2004), awareness
campaigns began with Babeldaob communities as
part of an island-scale ecosystem-based management
(EBM) project funded by the David and Lucile Packard
Foundation.
Initially, it was difficult to convince Palauan communities
to consider land management and restoration to protect
terrestrial biodiversity as they are much more culturally
attached to the sea and its resources. However, when
EBM project partners discussed water quality and
BWA Steering Committee at Ngardok Nature Reserve, after
meeting in Melekeok State
Pacific Island Ecosystem Management Principles, case studies and lessons learned

Pacific Integrated Island Management Principles, case studies and lessons learned 15
Babeldaob, Palau
security as critical ecosystem services for communities,
local residents became more interested and motivated to
act and consider management of inter-connected social
and ecological systems from ridge-to-reef.
The scientific information supporting this connectivity
served as a catalyst to form the Babeldaob Watershed
Alliance (BWA), which became a platform and rallying
group to improve watershed management by several
island communities. The BWA was established as a
collaborative partnership between seven states on
Babeldaob, advised by a technical committee and
supported by The Nature Conservancy and the Palau
Conservation Society. Thus, the BWA promoted social
connectivity among organisations and states, as well
as ecological connectivity through its management
recommendations.
In 2011, at the third BWA Summit, members agreed
to change the scope of BWA from Babeldaob to all of
Palau. Thus, BWA transitioned into the Belau Watershed
Alliance and opened its membership to states from all
Palauan islands. The technical committee expanded
to include the civil society and agencies listed above.
An organisational chart was developed to clarify roles
and responsibilities for the technical organisations and
member states. As the social network of the Belau
Watershed Alliance has grown to include additional
states, so have its achievements, which include: adding
four new terrestrial areas to the protected area network
(PAN), development of community-based management
plans, and biennial watershed summits.
Lessons learned
• Effective communication of sound science,
demonstrating linked impacts from upstream
land use with downstream habitat and resource
degradation, was key to motivating local people to
organise and take collective action.
• When the focus shifted away from species and
ecosystem conservation towards protecting
ecosystem services (e.g., water provisioning and
quality), there was considerably more acceptance
by Palauan chiefs, who understand cultural
obligations of stewardship over natural resources.
• Inclusion of a range of stakeholders in BWA, from
young conservation practitioners to policy-makers,
enabled wide dissemination of management
recommendations across different sectors and
social networks to leverage local support.
• Sustainability and replicability: The BWA network
has scaled up due to broad national interest. If
this interest translates into commitments from
states and partners to make budget provision for
human and financial resources, this may well be a
sustainable model in the long-term.
Capital buildings and road construction, Babeldaob

Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Sanctioning offenses
8. Resolving conflicts
10. Nested
Context
16 Pacific Integrated Island Management Principles, case studies and lessons learned
Key Outputs and Outcomes
• Development of a viable mechanism for local communities to access
benefits through international carbon markets in exchange for
sustainable forest management.
• Demonstration of a Village-REDD+ model likely to achieve success
in PNG through its transparency, community participation, and local
administration of carbon pools.
Objective: To develop local landowner
consensus for sustainable forest management
and participation in a “carbon pool” in order to
access nancial incentives available through the
international carbon trading market
Organisations involved
Wildlife Conservation Society (lead), Manus Provincial Government, local level
governments (LLGs), PNG Office of Climate Change and Development (OCCD),
technical working groups, local communities, AusAID (donor)
Sustainable forest management under a Village REDD+ approach in
Manus Province, Papua New Guinea
Manus, Papua New Guinea
Principle 4: Participatory
Incorporate stakeholders through participatory governance with collective choice
arrangements that take into consideration gender and social equity outcomes
A WCS Community Facilitator completes clan boundary mapping
using a handheld GPS unit.
Environmental
Vulnerability Index
At risk
Human
Development Index
Low
Geography
High island
Local governance
High
Central governance
Low
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned 17
Manus, Papua New Guinea
Project context
Geographic
• Papua New Guinea (PNG) is home to some of the
world’s largest tracts of remaining rainforest.
• The project is being implemented in Manus Province,
part of the Bismarck Archipelago.
• The proposed spatial boundaries are defined by a
planned Forest Management Area of about 52,000 ha
that is the largest remaining patch of intact forest in the
Admiralty Islands.
Socioeconomic
• Many of PNG’s poorest residents live within and
around remaining intact forest areas.
• The “Reduced Emissions from Deforestation and
Degradation” (REDD) mechanism, an international
policy instrument under the United Nations
Framework Convention on Climate Change, presents
a significant new opportunity to bring sustainable
development to rural people while reducing
carbon emissions and improving food security and
biodiversity conservation.1
• WCS)has worked with local communities, local and
provincial government, and other implementing
partners in PNG to develop a “Village-REDD+”
scheme to enable landowners to potentially access
incentives offered by the international carbon market
as a result of sustainable forest management.
1 REDD is an effort to create a financial incentives for developing
countries to reduce emissions from forested lands, while
“REDD+” goes beyond deforestation and forest degradation, and
includes consideration of incentives for conservation, sustainable
management of forests and enhancement of forest carbon stocks.
Governance
• Local communities have strong land tenure rights
protected in national legal frameworks.
• Carbon pools developed under the Village-REDD+
will be overseen by a board of directors with
representatives from government, civil society,
donors, landowners, churches, reputable carbon
brokers and auditing firms.
Good practice for participatory planning
Village-REDD+ is an approach to forest management
that minimises disputes by operating at appropriate
social scales and bundling forest carbon credits into
administratively and economically viable carbon pools.
By agreeing to conserve forests and associated carbon,
local landowning clans will be eligible to receive financial
benefits to implement development plans through a
benefit sharing and distribution system. The scheme
meets Melick (2010)’s key criteria for REDD+ success in
PNG through its transparency, community participation,
and local administration of the carbon pools by a board
of directors across multiple sectors.
Free, prior and informed consent (FPIC) is the principle
that local communities have the right to give or withhold
consent to proposed projects that may affect their
customary lands or resource use rights, or areas that
they occupy or otherwise use. The Manus Village-
REDD+ project used a clear approach to meeting
international FPIC requirements through a locally
appropriate process called the “Luksave Wokabaut”.
Using the Luksave Wokabaut process, WCS sought
local stakeholders’ input into the project design at
provincial and local levels. Consultations with local

Pacific Integrated Island Management Principles, case studies and lessons learned18
Manus, Papua New Guinea
landowners covered potential benefits of Village-REDD+
and potential risks, costs and liabilities, with REDD+
discussions covering a much broader spectrum of global
warming, climate change and international mechanisms
for carbon marketing. Consent to enter into discussions
about REDD+ was sought from 83 clans in 19 villages in
line with the principle of FPIC.
Throughout the FPIC process, emphasis was placed on
gender awareness, full information and respecting rights
of social groups in withholding consent. In cases where
customs perpetuate the unequal and social exclusion
of females, full participation by women was ensured by:
(1) preparing gender analysis, (2) conducting separate
consultations and workshops for women, and (3)
incorporating women’s concerns into the design of the
proposed Village-REDD+ demonstration activities.
Subsequent to obtaining local consent, WCS actively
engaged stakeholders to develop land use plans at the
local and provincial level. Regular planning meetings
were held with local officials and clan leaders to
discuss development priorities and land use planning
options. For example, WCS held a meeting with over
180 people from clans with customary rights over land
within the Village REDD+ project area to identify their
customary land boundaries and land disputes. Clans
used a three dimensional (3D) model of Manus Island,
as well as paper maps, to identify natural features
such as mountains and rivers that form traditional clan
boundaries and draw their boundaries on a paper
map. The results indicated some overlap between clan
boundaries in the centre of the project area, therefore
communities were engage to undertake ground-based,
participatory boundary mapping with handheld Global
Positioning System (GPS) units to formalise clan
boundaries as part of structured land use planning
process.
Lessons learned
• The Village-REDD+ approach highlights ways that
international FPIC requirements can be locally
applied, protecting the right of local communities to be
fully informed about, and give their consent freely to
planned management actions.
• The FPIC process opened the door to discussions
about land boundary disputes, which were resolved
through participatory clan mapping.
• Clan boundary mapping built local technical capacity
and provided an opportunity to integrate their
knowledge with more science-based approaches,
which helped to build trust between the WCS team
and the clan members and provided them with the
skills needed to contribute to future community-based
monitoring, reporting, and verification activities.
• Sustainability and replicability: Although the project
has required substantial initial investment to organise
the communities into carbon pools with agreed plans,
there is potential to achieve long-term sustainability
once the carbon pools are traded on international
markets and benefits accessed by landowners,
particularly if the participatory process results in
reduced conflicts over the long term.

Context
19Pacific Integrated Island Management Principles, case studies and lessons learned
Geography
High island
Human
Development Index
Not available*
Environmental
Vulnerability Index
Extremely vulnerable
Local governance
Medium
Central governance
High
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Key Outputs and Outcomes
• Community members developed a comprehensive Village Resiliency
Plan through a participatory learning and action framework.
• The Amouli Village Resiliency Planning Committee secured three
emergency and disaster shelters and designed an emergency
response plan to guide medical treatment, emergency responses and
personal support following natural disasters.
• Communication has vastly improved between disaster response
services, government staff and local community leaders, which will
ensure both preparedness and response to climate hazards.
Objective: To ensure that Amouli village is a
climate-resilient community that is well prepared
to adapt and cope with potential changes and
impacts due to climate change
Organisations involved
National Oceanic and Atmospheric Administration (NOAA) – Pacific Islands
Regional Office (lead), Coral Reef Advisory Group, American Samoa
Department of Commerce, the University of Hawaii, Amouil Village Resiliency
Planning Committee, Amouli Village Council
Project context
Geographic
• The village of Amouli, located on the southeast coast of Tutuila Island,
American Samoa, at the narrowest point of the island is vulnerable to the
impending impacts of climate change.
• Predicted future impacts of climate change include: greater storm surges
and increased likelihood of flooding due to sea level rise, increased beach
erosion, increased frequency of landslides from ground saturation, more
intense cyclones, and more frequent droughts (ABM/CSIRO 2011; Grantham
et al. 2011).
Community-based climate resilience program for Amouli, American Samoa
Amouli, American Samoa
Principle 5: Reflecting values
Ensure that management rules reflect stakeholder values and conditions
*No HDI value has been specifically calculated for American Samoa, but it is likely to be similar to Samoa, which is ranked as Medium.
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned20
Amouli, American Samoa
Socioeconomic
• Amouli had a population of 536 in 2012.
• Residents are particularly concerned about
potential future climate impacts on ecosystem
services such as food and water provisioning and
shoreline protection.
Governance
• A Village Resiliency Planning Committee was
formed to prepare a Village Resiliency Plan, with
the assistance of technical partners from NOAA
PIRO and the University of Hawaii.
• The Village Resiliency Plan identifies the lead for
each management response and action. The village
mayor and village council are typically responsible
for liaising with a host of other government agencies
and civil society groups for disaster preparedness
and response.
Good practice for reflecting stakeholder
values and conditions
In 2010, village leaders collaborated with a research
team led by NOAA PIRO and the University of Hawaii
to increase village-level information regarding the
specific impacts of climate change likely to affect their
community. The research team collected detailed
elevation data in Amouli village to create a digital
elevation model of the coastal areas within the village.
A timetable of sea level rise was applied to this model
to demonstrate how the village would be affected by
changes in sea level over time. Digital models predicted
coastal inundation in Amouli village under the current
measured rate of sea level rise, as well as scenarios for
a potential increase in the rate of sea level rise (both
low and high range scenarios). Locally observed and
predicted patterns were used and the modeled results
were presented back to the community in video form
during a community meeting held in July 2011. As part
of the community meeting, a Village Resiliency Plan
was developed to reduce future vulnerability to climate
change impacts.
Implementation of management and development
plans in American Samoa is often challenged by lack
of recognition of cultural values and local land tenure.
This challenge was overcome in Amouli by using a
Participatory Learning and Action (PLA) framework to
ensure that any resiliency plan reflected stakeholder
values and conditions. PLA is a bottom-up approach that
gathers stakeholder information using a diverse range of
activities and tools (Pretty et al. 1995). These activities
and tools are designed to facilitate active participation
of local people, and to strengthen their capacity to
learn and act. The PLA approach allowed this project to
establish close relationships with village representatives,
village mayors and The Office of Samoan Affairs during
the development of this plan. This project also promoted
effective relationships between village members to
ensure open communication and hands-on management
of the project.
A PLA workshop was held in Amouli village in July
2011. During the workshop, a historical profile was

Pacific Integrated Island Management Principles, case studies and lessons learned 21
Amouli, American Samoa
developed by the village participants to document the
most significant climate related events that helped
shape the village’s past and future. The results of the
historical profile were used in the planning meetings
with the Village Resiliency Planning Committee to
reflect and suggest possible responses and preventative
actions regarding potential climate related impacts to
the community and its resources. The sea level rise
model was presented to the community and a resource
mapping tool was used during the workshop to engage
village participants in identifying areas within their village
that are highly vulnerable to climate impacts. The village
used this expert scientific knowledge, along with their
own local knowledge, to identify priorities and develop
their village plan. The primary climate-related events
that were identified by participants in the workshop
were tropical storms, flooding, drought, and landslides
in combination with erosion. Participants explained the
impacts that these events had on their homes, roads,
coasts and shoreline, farm lands and stream areas.
As of October 2013, the Village Resiliency Plan had
secured three emergency and disaster shelters and
designed an emergency response plan to help guide
medical treatment, emergency responses and personal
support during events of natural disasters. Through
effective community engagement, the plan enhanced
awareness about the impacts caused by flooding and
increased preparedness of families living near streams
and coastal areas. The plan also encouraged the village
council to map, clean, manage and maintain the village
spring to secure clean drinking water for the community.
The Village Resiliency Plan continues to be iterative, and
is designed to be revisited in order to maintain, improve
and brainstorm new ideas for improving resilience in
Amouli.
Lessons learned
• Through PLA approaches, the village members of
Amouli formulated a Village Resiliency Plan that
identifies the most severe, locally-relevant potential
impacts and locally appropriate actions to ensure
disaster preparedness and climate adaptation.
• The process of developing the plan enabled a
systematic evaluation of which partners should
be engaged to mitigate and respond to climate
hazards, resulting in improved communication
between disaster response services, government
agencies and the Amouli community.
• Sustainability and replicability: While highly
successful in achieving its objectives to develop
a climate-prepared community and funded at a
modest cost, to date the planning processes have
only been implemented in a single village and
wider policy impacts are not reported. Considerable
investment may be required across American
Samoa to achieve island-wide resilience, though
economies of scale may be achieved by designing
better communications and response networks
across sectors.

Pacific Integrated Island Management Principles, case studies and lessons learned
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Regional Features
Geography
High island
Local governance
High
Central governance
Low
22
Environmental
Vulnerability Index
Highly vulnerable
Human
Development Index
Medium
Community mapping exercise in break out groups
Key Outputs and Outcomes
• Land tenure units of 11 landowning clans have been secured for
sustainable forest management in a block sizeable enough to be
traded on international carbon markets.
• A toolkit has been produced based on learning and experience from
Drawa, including a resource manual on climate change and REDD+,
which is currently being applied at other sites in Fiji.
Objective: To improve livelihoods and human
well-being through sustainable management of
forest and freshwater systems
Organisations involved
Live & Learn Environmental Education (lead), Department of Forestry (original
co-lead partner), Secretariat of the Pacific Community (SPC, original co-lead
partner), Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ,
original co-lead partner and donor), Department of Agriculture, Department
for Cooperatives and Businesses, iTaukei Affairs Board, iTaukei Lands and
Fisheries Commission, iTaukei Land Trust Board, Foundation for Rural
Integrated Enterprises and Development (FRIEND)
Sustainable, adaptive forest management in Drawa Block, Fiji
Drawa Block, Fiji




Principle 6: Recognising rights
Ensure recognition of rights to organise and develop management rules
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned 23
Drawa Block, Fiji
Project context
Geographic
• The Drawa Block is an area of upland forest on
Fiji’s second largest island of Vanua Levu that
was selected for Fiji’s first sustainable forest
management project due to the largely intact forest
stands and ready consent of local landowners.
• The area spans the forests and headwaters of the
Dreketi and Vunivia river catchments.
Socioeconomic
• The Drawa Block encompasses tenure units of
11 landowning clans and was under a logging
concession to Fiji Forest Industries Ltd.
• The logging lease was cancelled at the inception of
the project following government-led negotiations
spearheaded by the Department of Forestry in
collaboration with SPC and GIZ.
Governance
• There is a long-standing management plan for
the Drawa Block that includes management rules
developed by stakeholders using a consensus-
based approach across a range of facilitated
consultations and management planning
workshops.
• Management actions are implemented by local
landowners, with support of partner organisations
such as Department of Forestry and Live & Learn.
Good practice in recognising rights
The Drawa Block project has had a long and continuing
process of engagement at multiple scales ensuring the
recognition of the landowners to organise according
to their changing priorities. From an initial focus on
sustainable logging, there has been a more recent shift in
emphasis to forest conservation and management in the
Drawa Block. Throughout these changes, there has been
regular review of the long-held management plan during
community meetings to keep up with changing local
development priorities. Local chiefs and clan leader heads
are targeted as key stakeholders, acknowledging their role
in decision-making processes while encouraging good
governance and participation across wider communities.
As described in the case study for Sovi Basin, indigenous
land tenure is recognised in Fiji at the clan level under
the iTaukei Lands Act, which ensures community rights
at a government level to organise and determine land
use within tenure boundaries (Clarke and Jupiter 2010b).
Land tenure boundaries of the 11 clans comprising the
Drawa Block have been mapped for some time and
are locally recognised. Maps are a common means of
communicating about the project and related issues.
The landowning communities are currently being
supported to develop a project design document in
compliance with rigorous carbon trading specifications
under REDD+.1 It is a move towards developing a legal
1 REDD is an effort to create a financial incentives for developing
countries to reduce emissions from forested lands, while
“REDD+” goes beyond deforestation and forest degradation,
and includes consideration of incentives for conservation,
sustainable management of forests and enhancement of forest
carbon stocks.

Pacific Integrated Island Management Principles, case studies and lessons learned24
Drawa Block, Fiji
entity for the Block to access carbon payments using
the Plan Vivo Standard for community payments for
ecosystem services.2 Associated with the development of
the project design document, additional project activities
have specifically sought to strengthen community
governance, help develop financial literacy and support
development of new and existing community-run
businesses.
The project has not been without conflict. There have
been within-clan disputes over unclear land demarcation
and, in one case, claims of ownership of land belonging
to an extinct clan. During this dispute, rights to the
land were transferred to the iTaukei Land Trust Board,
a statutory body established under the iTaukei Land
Trust Act to negotiate and act in the best interest of
landowners, and the land parcel was withdrawn from the
Drawa Block (Murti and Boydell 2008).
2 For more information about the Plan Vivo Standard for
community payments for ecosystem services, see: http://www.
planvivo.org/governance-of-the-standard/
Lessons learned
• The process-oriented and continual community
engagement approach has allowed the project
focus to evolve organically with landowner priorities
over time from an emphasis on extractive industry
to a current focus on forest conservation.
• Invested effort into strengthening community
governance and development of financial literacy
has allowed for greater local understanding and
participation in the complex issues surrounding
carbon trading (REDD+), while keeping a focus on
forest conservation.
• There is some risk that as plans are developed
for carbon trading, management rules will
be increasingly prescribed by internationally
recognised standards rather than being developed
locally. Live & Learn is therefore seeking to develop
a simplified and local management and monitoring
system that is appropriate for communities but in
line with international standards.
Drawa community members learn to use simple water
quality test kits for monitoring local water resources
Financial literacy training for Drawa community members

Context
25Pacific Integrated Island Management Principles, case studies and lessons learned
Human
Development Index
Low
Geography
High island
Environmental
Vulnerability Index
Vulnerable
Local governance
High
Central governance
Very Low
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Key Outputs and Outcomes
• Local communities and co-management partners devised a
management scheme for Tetepare Island and adjacent marine areas
that: recognises community rights, uses monitoring to inform adaptive
management, and provides tangible benefits to local communities
in the form of increased resource availability and scholarships for
members of the Tetepare Descendants Association.
• A functioning system of graduated sanctions has been established to
promote voluntary compliance with management rules.
Objective: To ensure protection and
sustainable use of the terrestrial, coastal and
marine species and habitats by managing the
whole of the Tetepare Island ecosystem, largely
protecting it from commercial logging and
shing
Organisations involved
Tetepare Descendants Association (TDA, lead), Australian Volunteers Initiative
(AVI), Solomon Islands Locally Managed Marine Area Network, Solomon
Islands Development Trust, initial support from European Union (donor).
Island-scale management of Tetepare, Solomon Islands
Tetepare Island, Solomon Islands
Principle 7: Graduated sanctions
Develop a scale of locally appropriate graduated
sanctions for users who violate rules
Well placed sign clearly marking one of Tetepare’s no-take marine reserves
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned
Tetepare Island, Solomon Islands
Project context
Geographic
• Tetepare Island is the largest (11,880 ha) unlogged
and uninhabited lowland rainforest island in the
South Pacific, located in Western Province of
Solomon Islands.
• The customary landowners fled the island in the
mid-1800s, leaving the isolated island’s terrestrial,
freshwater and adjacent marine ecosystems largely
intact (Moseby et al. 2012).
Socioeconomic
• Tetepare is managed by the descendants of
the original inhabitants (Tetepare Descendants
Association, TDA) for purposes of sensitive low-
level ecotourism, conservation and wise use.
• TDA members are generally highly reliant on
natural resources as a source of livelihoods,
however a small eco-lodge on the island is
managed by TDA for accommodating researchers,
eco-tourists and local rangers.
Governance
• While traditional descendants of the original
inhabitants manage the project, the protected
zones are enshrined in the Provincial Resource
Management Ordinance.
• TDA are taking additional steps to register these
areas under new national protected area legislation,
including the formulation of a comprehensive ridge-
to-reef management plan.
Good practice for graduated sanctions
The executive of the TDA developed a comprehensive
protocol for transgressions of the Tetepate management
rules. For members of the TDA and their families there
are sets of clear graduated sanctions. First offenders
are given a public warning and family counselling,
second offenders are given a choice of one-week free
labour for TDA or pay a fine or lose the benefits of TDA
membership. Sanctions for a third offence include a two-
year suspension of TDA membership. These sanctions
work because they are locally scaled, developed with
direct input from the community and because TDA
membership actually provides significant benefits for
members including scholarships, work opportunities and
participation in livelihood projects. In addition, there is a
very clearly described set of 30 offences as legislated
in the regulations for the new Protected Areas Bill of
2010 that also have fixed fines on a graduated scale of
offences.
There are several different management zones that are
clearly indicated on maps and also clearly marked by
signage. There is a clear and highly regarded governance
structure through the TDA. The TDA Executive Committee
meets once or twice a year to make recommendation
on all TDA matters. There is a TDA management team
that does the ‘day-to-day’ running of activities and makes
decisions on these issues.
This case study is also a very good example of
integrated management across an entire island. The
surrounding reef and marine area has multiple zones/

Pacific Integrated Island Management Principles, case studies and lessons learned 27
Tetepare Island, Solomon Islands
uses (fully protected and managed use areas, as well as
seasonal closures) that provide both conservation and
livelihood options for stakeholders and users. Although
the terrestrial component is still not entirely protected,
there are strictly enforced limits on what resources
can be taken. Local rangers are trained and employed
by the TDA to monitor the island’s marine, freshwater
and terrestrial resources under the guidance of their
community developed Biological and Compliance
Monitoring Plan. After the first few years of protection,
coconut crab (Birgus latro) and trochus (Tectus
niloticus) size was greater in managed areas than areas
completely opened to harvesting (Read et al. 2010).
The information is reported annually to communities in
a monitoring report and local adaptive management is
occurring. The results of this data have been used to
make community-wide decisions to enforce seasonal
closures and limits on harvesting coconut crabs (Moseby
et al. 2012).
The TDA has also done a remarkable job in their
sustainable livelihoods program. A scholarship fund
has been established and is paying the school fees
of the children of locally based TDA members. TDA
also provides significant and revolving employment to
local stakeholders (land owners) through opportunities
surrounding the eco-lodge and as local island rangers.
Through continued engagement with government
agencies, partner organisations (particularly good
utilisation and support of the AVI system) and local
communities, the TDA is a leader in whole-of-island
management with clearly defined and respected
One of the ecolodge residences on Tetepare
sanctions and clearly defined boundaries for ecological
and governance considerations.
Lessons learned
• Clearly defined graduated sanctions are working
because they are locally scaled, developed with direct
community input and also because TDA membership
is providing significant livelihood benefits for members.
• Management implementation is fostered by strong
kinship links through TDA that preserve a cultural
obligation of stewardship over the island and its
adjacent marine resources.
• Sustainability and replicability: While the achievements
of Tetepare are numerous and laudable, the success
is largely achieved due to the unique factors of island
remoteness and distance from potential resource
users and commercial markets. The management
scheme is therefore not likely replicable in areas
with high population density and development. The
potential for a self-funding mechanism through eco-
tourism and other community ventures may ensure
sustainability.

Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Sanctioning offenses
8. Resolving conflicts
10. Nested
Context
28 Pacific Integrated Island Management Principles, case studies and lessons learned
Key Outputs and Outcomes
• A climate change vulnerability assessment report has been produced
for Choiseul Province (Mataki et al. 2013) to inform development of
coordinated management strategies. This process was initiated in late
2013.
• Some pilot communities are implementing community-based resource
management practices, particularly around managing fisheries
resources, building on the Choiseul Ridges-to-Reef Conservation Plan
(Lipsett-Moore et al. 2010).
• Community fisheries management and agricultural and forestry
development is beginning to be integrated.
Objective: To ensure coordination and
collaboration among development partners,
regional agencies and international NGOs in
providing support for disaster risk reduction and
climate change adaptation and mitigation using
a ridge-to-reef approach
Organisations involved
Secretariat of the Pacific Regional Environment Programme (lead), Lauru Land
Conference of Tribal Communities, Choiseul Council of Women, Secretariat of the
Pacific Community (SPC), Gesellschaft für Internationale Zusammenarbeit (GIZ).
Engaging multiple sectors in ecosystem-based adaptation in Choiseul Province, Solomon Islands
Choiseul Province, Solomon Islands
Principle 8: Resolving conflicts
Identify appropriate, efficient and cost-effective conflict resolution mechanisms
Nuatabu village
Environmental
Vulnerability Index
Vulnerable
Human
Development Index
Low
Geography
High island
Local governance
High
Central governance
Very low
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned 29
Choiseul Province, Solomon Islands
Project context
Geographic
• Choiseul Province, traditionally named Lauru, is
the northern-most province of Solomon Islands,
composed of the islands of Choiseul, Vaghena and
Robroy and a number of smaller islets.
• As well as being part of the global centre of coral
reef diversity, Choiseul Province is home to some of
the largest remaining stands of lowland rainforest in
the Pacific.
• Ecosystems provide essential services in the
province, including freshwater, healthy coral reefs,
fertile soil, traditional medicines and protection from
the threats of climate change and natural disasters.
• Most of the homes and key infrastructure (e.g.,
schools and clinics) are located in the thin coastal
strips of the province, which is often bisected by
rivers and streams and bordered by swamps and
hills on the landward side.
Socioeconomic
• As of 2009, Choiseul had a population of 26,372
people spread over 503 communities, growing at
2.8% per year.
• Choiseul residents are highly dependent on natural
resources, earning their household income from
copra (38%), garden crops (18%), seaweed (17%),
fish (14%) and timber (13%) (Mataki et al. 2013).
• The long term sustainability of Choiseul is threatened by
rapid population growth, expanding logging and mining
activities, and the looming threats of climate change.
Governance
• Governance in rural communities is underpinned by
an almost seamless blend between tribal leadership
and the church (irrespective of the denomination).
• Tribal land ownership of indigenous Melanesian
land in Choiseul recognises tribe (sinaqi) and sub-
tribe (jojolo) as a communal unit authority over a
piece of land.
Good practice for conflict management
resolution mechanisms
Choiseul Province is almost exclusively under customary
ownership, which has led to land tenure conflicts
when discussing potential climate adaptation plans
with Province communities. Any kind of community-
driven land management effort in the Province would
not be possible without strong landowner support.
For this reason, the Lauru Land Conference of Tribal
Communities (LLCTC) plays a key role in the success of
IIM projects on Choiseul, including the latest ecosystem-
based adaptation project.
The LLCTC was first established in 1981, partially in
recognition that some of the Lauru people’s customs
and traditions were disappearing. The Conference
seeks to promote justice, peace and reconciliation by
documenting traditional history, culture and worthy
customs, and by establishing tribal land rights in
Choiseul. This is to ensure that people’s sense of
belonging and control of resources is secured.

Pacific Integrated Island Management Principles, case studies and lessons learned30
Choiseul Province, Solomon Islands
In 2000, The Nature Conservancy (TNC) formed a
partnership with the LLCTC, which by 2005 resulted
in the formation of an Environmental Committee of the
LLCTC. In 2008, the LLCTC asked TNC to assist with
conservation planning. Subsequently, in May 2009 a
participatory mapping workshop was held during which
community leaders mapped various conservation
features of local importance (Game et al. 2010). During
the process of establishing protected areas based on
these conservation features, communities held meetings
to ensure agreement and resolve any conflicts over
landownership before approaching the LLCTC for
endorsement.
The current ecosystem-based adaptation project
builds on the past partnerships with TNC and involves
a close collaboration of the LLCTC with Province
communities to identify and resolve any land tenure
conflicts that arise during the design and implementation
of adaptation plans. Choiseul Province communities
are represented by a small group of leaders from their
respective community, typically comprising of chiefs,
elders, and primary landowners. The Choiseul Council
of Women (CCW) also leads the engagement of women
on adaptation actions identified. Akin to the process of
establishing protected areas, before adaptation plans
are implemented, a full community meeting is held to
ensure consensus is reached and resolve conflicts. It is
the job of LLCTC’s full-time Environmental Community
Conservation Officer to validate this consensus.
Having this extra validation step helps to improve the
effectiveness of management by resolving any previously
ignored or unforeseen conflicts.
Lessons learned
• Traditional mechanisms for conflict resolution,
including community meetings and verification by
the LLCTC’s Environmental Officer, are critical
to ensuring that land conflicts do not upset
conservation and management measures and
waste valuable resources for implementation.
• Choiseul Province vulnerability is strongly
influenced by both climate and non-climate change
factors. Therefore, adaptation measures proposed
to address current vulnerabilities must address both
climate and non-climate change factors.
• Sustainability and replicability: The project builds
on a long history of investment in civil society
and traditional organisation. It will be important
to ensure that the capacity built by projects is not
lost or ignored in the future. Maintaining resilient
island social and ecological systems will require
considerable effort to reduce costs of IIM projects
to a level that governments or alternative fund
providers can sustain. A key approach to reducing
costs will be integration across sectors and nesting
projects within government processes and systems.
Bee keeping in Southern Choiseul

Context
31Pacific Integrated Island Management Principles, case studies and lessons learned
Central governance
Low
Local governance
High
Geography
High island
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Environmental
Vulnerability Index
Highly vulnerable
Human
Development Index
Medium
Key Outputs and Outcomes
• Local knowledge and scientific monitoring were integrated in a
participatory planning framework to inform decisions to adapt the
Kubulau District marine protected area (MPA) network.
• Local chiefs endorsed changes to the MPA network design,
resulting in an increase from 30% to 44% of the traditional fisheries
management area under no-take management.
• As a consequence of management success, total fish biomass has
increased both within and outside of MPA boundaries over time.
Objective: To develop a science-based
network of resilient marine protected areas
and linked adjacent terrestrial catchment
management actions implemented by local
communities in Kubulau District to sustain
sheries, biodiversity, livelihoods and health
Organisations involved
Kubulau Resource Management Committee (lead), Kubulau Business
and Development Committee, Fiji Locally Managed Marine Area Network,
Department of Fisheries, Department of Environment, Department of
Forestry, Ministry of iTaukei (Indigenous) Affairs, iTaukei Lands and Fisheries
Commission, iTaukei Land Trust Board, Ministry of Agriculture Land Use
Section, Ministry of Tourism, Bua Provincial Office, Wildlife Conservation Society
(WCS), Coral Reef Alliance, Wetlands International-Oceania, WWF South
Pacific Programme Office, Partners in Community Development Fiji, Gapforce,
David and Lucile Packard Foundation (donor), Gordon and Betty Moore
Foundation (donor), US National Oceanic and Atmospheric Administration Coral
Reef Conservation Program (donor)
Adaptive co-management of a marine protected area network in Kubulau District
Kubulau, Fiji
Principle 9: Adaptive monitoring
Recognise uncertainty and plan for adaptive management through regular
monitoring, evaluation and review leading to evidence-based decision-making
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned32
Kubulau, Fiji
Project context
Geographic
• Kubulau District is located in Bua Province on the
island of Vanua Levu.
• The district is composed of ten villages with
approximately 900 residents (>99% indigenous
Fijian) who have land tenure rights at the clan level
for 92% of the district’s land (90 km2) and traditional
fishing access rights in the 260 km2 fisheries
management area (Clarke and Jupiter 2010b).
• Kubulau habitats include tropical forests, rivers,
mangroves, seagrass and coral reefs managed
under a ridge-to-reef framework
Socioeconomic
• Residents of Kubulau District are generally poor
with high dependence on natural resources for
livelihoods.
• In the 1980s and 1990s, commercial fishing
pressure was high in Kubulau and all of Bua
Province, threatening livelihoods and ecotourism.
• In the mid-1990s, the chiefs formed a fishing
committee. In 1997 they acted to decline
permission for the Fisheries Department to issue
commercial licenses within their traditional fisheries
management area.
• Despite these measures, by the early 2000s the
locals continued to perceive a resource decline.
Governance
• Between 2005 and 2010, with initial and
considerable support from the David and Lucile
Packard Foundation and the Gordon and Betty
Moore Foundation, the communities of Kubulau,
with technical advice from NGO and government
partners, developed a network of no-take fishing
areas (NTAs) covering 30% of their traditional
fisheries management area, managed under Fiji’s
first ridge-to-reef management plan
• A new local institution, the Kubulau Resource
Management Committee, was formed in 2005 to
oversee management implementation, with ultimate
authority to approve or modify management rules
resting with the Kubulau council of chiefs (Clarke
and Jupiter 2010b).
Good practice for adaptive management
In 2011, two factors motivated revision to the existing ridge-
to-reef management plan and MPA network. First, results of
biological monitoring of NTAs, conducted by WCS between
2007 and 2009, indicated variable effectiveness due to NTA
size, productivity, level of internal and external compliance,
and longevity of protection. Secondly, new data became
available to allow for a better consideration of potential reef
resilience to climate impacts.
In July 2011, a workshop was held with the Kubulau
Resource Management Committee, village representatives,
chiefs, and other government stakeholders to review
monitoring outcomes, discuss issues of non-compliance,
and identify options for adaptive management of the

Pacific Integrated Island Management Principles, case studies and lessons learned 33
Kubulau, Fiji
network to improve management effectiveness and overall
system resilience to climate impacts. Large format maps
of coral reefs and priority areas for management served
as a focal point for discussion on how to improve habitat
representation and add to the network critical areas for reef
resilience.
During the workshop, communities responded favourably
to the monitoring results because they matched their
local perceptions. In an effort to reduce non-compliance,
boundaries of some NTAs were shifted to more readily
recognisable reef features. Following discussions about
the home range requirements for many target food fish
species, the smallest NTAs were made substantially larger
for more effective management of these fishes. Community
members integrated their own local knowledge about
capacity for monitoring and enforcement with the science-
based recommendations for inclusion of areas to improve
habitat representation and overall resilience to adjust
additional NTA boundaries, and in some cases create
new NTAs altogether. The network grew from 20 NTAs
covering 30% of the traditional fisheries management area
to 24 NTAs covering 44% of the same management area.
The new network and other changes to the ridge-to-reef
management plan were endorsed by the high council of
chiefs in March 2012 (Weeks and Jupiter 2013).
Lessons learned
• Factors such as well-defined and bounded systems
and small-scale resource use managed under a
clear and flexible governance structure with conflict
resolution mechanisms enhanced the likelihood of
successful adaptive management (Armitage et al.
2009).
• Co-management partners introducing science-
based management schemes may need to develop
new communications tools to explain concepts
(e.g., resilience) for which there are no words in the
local vernacular.
• Sustainability and replicability: Scaling of the model
across Bua Province has required changes to
community engagement to improve management
and cost-effectiveness. These changes include a
reduction of the investment in science and more
emphasis on initial engagement, village by village,
in order to involve a wider range of stakeholders
and resource users in the decision-making process.
These steps also need to identify and support
management champions with well-developed social
networks who are able to broadly communicate
any changes or modifications to the management
scheme. Other provincial jurisdictions in Fiji are
actively seeking to use lessons for replication of
similar broad-scale approaches in their contexts.
Local community members discussion options for changing
MPA rules and boundaries.

Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Sanctioning offenses
8. Resolving conflicts
10. Nested
Context
34 Pacific Integrated Island Management Principles, case studies and lessons learned
Key Outputs and Outcomes
• Capacity was increased at all levels of governance, including
communities, island-level kaupules, and public administration, with
policy support to plan for and respond to climate change risks.
• Community priority adaptation measures were identified relating to
water security, coastal protection and food security and measures for
adaptation were embedded within local, national and international
systems and policies.
• Improved understanding of ecosystem-based adaptation measures
occurred for communities and government agency staff.
Objective: To increase the protection of
livelihoods in coastal areas of Tuvalu from the
risks related to climate change and climate
variability and provide a cost-effective means to
up-scale local adaptation support
Organisations involved
Tuvalu Department of Environment within Ministry of Foreign Affairs Trade,
Tourism, Environment and Labour (MFATTEL, lead), Tuvalu departments of
Home Affairs, Agriculture, Fisheries, Finance and Public Works, community level
kaupules (local councils), Tuvalu Association of Non-Government Organisations
(TANGO), National Council of Women, Secretariat of the Pacific Community
Applied Geoscience and Technology Division (SOPAC), United Nations
Development Programme (UNDP, implementing agency), Global Environment
Facility (donor), Australian Government (additional funds)
Increasing resilience of coastal areas and community settlements to climate change in Tuvalu
Resilience Project, Tuvalu
Principle 10: Nested
Organise management systems in nested layers
across sectors, social systems and habitats
Environmental
Vulnerability Index
Extremely vulnerable
Human
Development Index
Low
Geography
Low island
Local governance
High
Central governance
Very low
9. Adaptive management
$ $ $ $ $
Sea level rise is a constant threat on Tuvalu

Pacific Integrated Island Management Principles, case studies and lessons learned 35
Resilience project, Tuvalu
Project context
Geographic
• Tuvalu is a Pacific Island country of nine low-lying
coral atolls, with limited land area and high mean
population densities (average 328/km2 in 2013
(World Bank)).
• Inhabitants reside mainly on coastal margins with
particular vulnerability to the direct effects of climate
change, including increased frequency and severity
of storms, sea level rise, salinity in cultivated areas,
and coastline erosion (Gerber et al. 2011).
Socioeconomic
• Tuvalu is classified as a Least Developed Country
(LDC) because of its limited potential for economic
development, absence of exploitable resources and
its small size and vulnerability to external economic
and environmental shocks.
• Increasing urban drift in recent years has
exacerbated vulnerability to climate hazards.
Governance
• National governance is delivered through a
constitutional monarchy with a parliamentary
democracy, while local governance is composed of
town and island councils, with input from traditional
chiefs.
• The Tuvalu resilience project has a well-designed
organisational governance structure with a project
board that receives technical support from an
advisory committee and oversees a project
management unit that manages field teams.
Good practice for organising management
systems in nested layers
The Hyogo Framework for Action developed at the
2005 World Conference on Disaster Reduction guides
development of regional and national plans of action
to increase resilience of countries and communities to
natural disasters. In the Pacific, the Hyogo Framework
formed the basis of the Regional Framework for Action,
which has steered national level policies for climate
change adaptation and disaster risk reduction (Gerber et
al. 2011). In Tuvalu, these policies are encompassed by
the TeKakeega II (the National Strategy for Sustainable
Development 2005-15) and the Tuvalu National
Strategic Action Plan for Climate Change and Disaster
Management 2012-2016.
Policy implementation enacted under this project occurs
through well-nested layers of governance and oversight
under direction of a Project Board that is represented by
both elected and traditional owners. This board directs a
Project Management Unit (PMU) to strengthen on-the-
ground deliverables through a community consensus
process, coordinated by the kaupule and facilitated by
locally designated community officers on each community.
This process solicited agreed adaptation solutions by
accessing the technical expertise of TANGO and SOPAC
and combining this with local perspectives, priorities and
capacity.
Local community officers received awareness training
and were given monitoring and reporting responsibilities
that are coordinated with the traditional owners and
locally elected representatives. Each community officer

Pacific Integrated Island Management Principles, case studies and lessons learned36
Resilience project, Tuvalu
gives quarterly reportd to the PMU, which communicates
directly with the Project Board as a means of assessing
management effectiveness to adaptively manage the
project for each island. Community officer capacity
is strengthened through regular on-ground training,
mentoring and formal workshops.
This project assists communities, island kaupule
representatives and government stakeholders to
implement a consensus-based approach in each
island to identify their specific priority issues and
adaptation strategies that meet their local needs and
conditions. Specific priority issues have been identified
for all inhabited islands with particular emphasis on
management of ecosystem services, such as water
provisioning for domestic and agricultural use, coastal
protection and food security.
Activities being trialled include: (1) strengthening food
security in outer islands through the support of home
gardens (e.g., re-establishing local staple foods using
advanced growing techniques as well as assessing
introduced varieties for improved salt tolerance), (2)
reducing coastal vulnerability through coastal tree
planting, and (3) demonstrating the ecological connectivity
of island and reef systems with an emphasis on reducing
waste water and ecological sanitation techniques. This
project has also helped to resolve some land tenure
issues through building community support for cooperative
coastal tree planting.
The Tuvalu resilience project also demonstrates nested
levels of monitoring and evaluation (M&E) of project
activities across several stakeholder levels. Local M&E by
community officers is low-cost and locally appropriate. It
is designed to facilitate adaptive management and avoid
local maladaptation. Community officers monitor water
security through rain water assessments, coastal changes
through time series photographs, and shifts in household
garden production, soil salinity profiles and the success
of foreshore tree planting. With the quarterly updates
from the officers through the PMU, the project board
can assess these data in the context of regional and
international monitoring schemes.
Lessons learned:
• Implementation of international policy frameworks
through national plans of action work best when
implemented at local community level, nested within
an overarching adaptive management framework.
• Low-cost and locally appropriate monitoring
systems were easily communicated to inform
adaptive management, which led to greater levels
of community participation and implementation of
natural adaptation strategies.
• In some cases, local community members were
more interested in hard infrastructure as short-term
solutions (Gerber et al. 2011), thus more effort
needs to be made to communicate the importance
of medium to long-term planning that incorporates
natural solutions for coastal protection.
• Sustainability and replicability: The relative high initial
cost of this project may provide sustained benefits
if the policy outcomes result in improved integrated
government operating procedures that are supported
over the long term.

Context
37Pacific Integrated Island Management Principles, case studies and lessons learned
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Environmental
Vulnerability Index
At risk
Human
Development Index
Low
Geography
High island
Local governance
High
Central governance
Low
Key Outputs and Outcomes
• Average size, trophic level and biomass of fish and density of giant
clams were significantly greater inside the periodically harvested
fishing closure than areas open to fishing.
• Strong traditional governance systems are maintained that promote
compliance and have the authority to resolve conflicts.
Objective: To increase the catch potential of
coral reef sh for food for local communities
Organisations involved
Traditional leaders and community members of Muluk (lead), James Cook
University (research support).
Customary fisheries management in Muluk Village, Karkar Island
Karkar, Papua New Guinea
Good Practice: Community-based management
Local fisherman on traditional outrigger canoe off Karkar Island
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned38
Karkar, Papua New Guinea
Project context
Geographic
• Karkar is a remote, volcanic island in the Bismark
Sea with a high elevation (1,839 m) and substantial
terrestrial resources.
• Local residents of Muluk village have land tenure
over forest and garden areas and customary marine
tenure over the reef adjacent to their village and the
neighbouring village of Wadau (Cinner 2007).
Socioeconomic
• The Muluk community, located on the eastern side
of Karkar Island, included approximately 330 people
in 50 households as of 2001.
• Farming is the primary occupation of Muluk
residents, while fishing is an important secondary
occupation (Cinner et al. 2006).
• Immigration and emigration from the community
is low, which contributes to intact traditional
governance systems.
Governance
• Muluk, like most rural villages in Papua New Guinea
(PNG), has extremely strong traditional hierarchies
where chiefs control decisions about regulations of
marine resource use.
• Decisions to allow or restrict access to reef
resources are made by a council of three chiefs
(one from each clan) and decisions cannot be
made in the absence of any of these chiefs (Cinner
2007).
Good practice for community-based
management
Across Melanesia, including PNG, customary fisheries
management systems have persisted for hundreds of
years. Types of fisheries management tools employed
include enforcement of marine tenure boundaries
to exclude outsiders, gear restrictions, temporal or
seasonal harvest restrictions, and spatial fisheries
closures that are periodically harvested (Cinner et al.
2006). The use of many, if not all, of these fisheries
tools likely arose for social purposes (e.g., competition
for prestige driven by ability to amass resources and
enforce tenure).
Across the western Pacific, many of these customary
fisheries practices continue to be implemented. Muluk
village, on Karkar Island, presents one example where
customary fisheries practices have gone relatively
unchanged with modern times. Customary fisheries
management in Muluk entails closing an approximately
58 ha area of reef adjacent to the village for 1-2 years
whenever the chiefs perceive catches are declining.
Through their traditional knowledge, chiefs and resource
users have perceived that when fishing pressure stops,
the fish become more “tame” and are easier to catch,
a behavioural response validated by recent scientific
studies (Feary et al. 2011). The decision to close the
reef to fishing and create a “tambu” is made by a council
of three chiefs, with reef closures generally occurring
in Muluk 2-3 times over a 10 year period (Cinner et al.
2006). Village leaders have the authority to develop and
adapt management rules based on changing ecological

Pacific Integrated Island Management Principles, case studies and lessons learned 39
Karkar, Papua New Guinea
or social conditions. For example, the Muluk chiefs
explained that they used their local knowledge of the
distance at which a fisher could approach a target fish
before it fled to determine when and for how long to
implement a tambu.
Ecological surveys of resource availability and condition
inside and adjacent to the tambu area six months
after closure indicated various positive benefits of
fisheries management. The benefits within the tambu
area included significantly greater: size of target fish,
average fish trophic level, target fish biomass, and giant
clam density. These surveys, and surveys of customary
fisheries closures elsewhere in Melanesia, demonstrate
that customary management, even in the absence of
support from co-management partners, can result in
increased availability of targeted marine resources
under specific conditions that include secure community
fishing rights, respect for the traditional leaders, and
broad awareness of management rules and boundaries.
Customary management is less likely to succeed
in areas with high population density and access to
commercial markets (Cinner and Aswani 2007).
Lessons learned
• Local and traditional knowledge was at the core of
the decision-making processes, driven by the need
to ensure adequate marine resource availability to
meet local needs.
• Successful customary fisheries management
hinges on the ability to control access to fishing
grounds and prevent outsiders and local community
members from poaching within the fishing closure.
• Sustainability and replicability: In the context of
Pacific Islands, in which rights to the bulk of the
land and coastal areas are de facto in the hands
of local tribes, resource management has been
historically carried out in a relatively holistic way at
the community level. Although customary fisheries
management can be extremely cost-effective, it
will not work in all contexts. Faced with modern
pressures and increased access to markets, local
communities can rapidly deplete benefits that
accrued during closure periods when areas are
harvested (Jupiter et al. 2012).
A large harvest of reef fish resulting from the efforts of strong
traditional management

Context
40 Pacific Integrated Island Management Principles, case studies and lessons learned
Environmental
Vulnerability Index
Extremely vulnerable
Human
Development Index
High
Local governance
Medium
Central governance
High
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Local inspectors setting baited traps on Rimatara Island. Inset: Endemic ‘ura or
Rimatara lorikeet
Key Outputs and Outcomes
• An economic valuation of potential commercial losses proved to
be a convincing argument for a biosecurity program to prevent
establishment of the invasive black rat on Rimatara and Ua Huka in
French Polynesia.
• In less than a year and a half since project implementation began,
there was universal understanding of the benefits of maintaining a
black rat-free status on the islands.
• Promotion of small-scale ecotourism associated with the biosecurity
campaign was successful for small-scale income generation and to
promote national pride in French Polynesia’s natural heritage.
Objective: To ensure that islands of Rimatara
and Ua Huka remain free of the black rat and
to promote the islands’ natural heritage and
sustainable management through ecotourism
Organisations involved
Société d’Ornithologie de Polynésie, Association Manu (SOP Manu, lead),
Rimatara local conservation group, Ua Huka local conservation group, Direction
de l’Environnement Polynésie française (DIREN), Pacific Invasives Initiative,
TErres et MErs UltraMarines (TE ME UM; donor), European Union (donor),
Critical Ecosystem Partnership Fund (donor)
Protecting French Polynesia’s rare birds and natural heritage
through biosecurity measures
Rat control, French Polynesia
Good Practice: Biosecurity for management of invasive alien species
Geography
High island
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned 41
Rat control, French Polynesia
Project context
Geographic
• There are a few islands in French Polynesia
(Rimatara, Ua Huka) where black rats (Rattus rattus)
have not yet established, thus they have retained a
diverse and highly endemic bird fauna. The black rat
is a major threat to Pacific Island birds through nest
predation (Seitre and Seitre 1992).
• On Rimatara Island, colonisation by black rats would
likely result in extinction of the endemic Rimatara
lorikeet (Vini kuhlii, local name: ‘ura. IUCN red-list
category: endangered) and rapid decline of the
endemic Rimatara reed-warbler (Acrocehalus
rimatarae, local name: ‘oromao. IUCN red-list
category: vulnerable).
• The endemic bird fauna of Ua Huka includes the last
populations in the world of the ultramarine lorikeet
(Vini ultramarina; local name: pihiti; IUCN red-list
category: endangered) and the Iphis monarch
(Pomarea iphis; local name pati’oti’o; IUCN red-list
category: vulnerable).
Socioeconomic
• Building on recommendations for regular monitoring
and quarantine programs to preserve these fragile
bird populations on the islands (McCormack and
Künzle 1996), SOP Manu launched a major campaign
with island residents to keep the islands black-rat free.
• The black rat is not only a threat to island biodiversity;
it is also a major vector of leptospirosis, a waterborne
bacterial disease that affects humans.
• The black rat can do considerable damage to
agricultural production. Values of damage quantified
from other islands suggest that introduction of the
black rats would result in 20-50% losses of island
copra production, resulting in annual economic
losses ranging between 5 and 14.3 million CFP
(approximately US$58,000-165,000) on each island.
• The economic valuation proved to be a convincing
argument for a biosecurity program, which would cost
annually only 400,000 CFP (approximately US$4,600)
and 500,000 CFP (approximately US$5,800) on
Rimatara and Ua Huka, respectively.
Governance
• The biosecurity project is managed by local
conservation groups on each island, with support from
SOP Manu and other partners.
• SOP Manu trained an inspector on each island to
carry out monitoring and surveillance through rat
trapping. The inspectors are supervised by senior
managers who are members of local conservation
groups.
Brochures were produced to educate local community and
tourists about the rats and their impacts

Pacific Integrated Island Management Principles, case studies and lessons learned42
Rat control, French Polynesia
Good practice for biosecurity for invasive
alien species
With considerable input from local residents, SOP Manu
developed a comprehensive draft strategy and action plan
for island biosecurity. The plan outlines the main actors
(including crucial Tahiti industries, shipping companies,
wharves and airports), proposed actions (e.g., awareness
trainings, improving knowledge of methods for eradicating
rats and ants and preventing their spread), instructions
for inspections at various ports of entry and around the
island, and a specific action plan in the event of detection.
As a first step in implementing the project, SOP Manu
developed holistic awareness materials to build local
knowledge about potential impacts from rats. Posters
were developed and distributed and trainings were
held with local communities. A measure of success of
these trainings is highlighted by the fact that 99% of the
adult population on Rimatara and 100% of the adult
population on Ua Huka gave their consent and support
to a quarantine program during a door-to door campaign
performed in all the villages.
Local ownership of the project was built through the
establishment of local conservation groups on each
island. SOP Manu trained an inspector on each island to
carry out monitoring and surveillance through rat trapping.
Rat trapping is performed monthly with snap-traps and
placement of poison at 30 bait stations on Ua Huka and
25 bait stations on Rimatara, including at airport sites. To
date, no black rats have been caught though Polynesian
rats are already present in both island, and the Norway
rat is present on Rimatara. In addition, the inspectors
search all materials and merchandise on every arriving
boat. All boats must undergo rat control twice per year
or pay a fine, ranging from 450,000 to 4,500,000 CFP
(approximately US$5,200-52,000), depending on the
size of the boat. Penalties for the introduction of a black
rat range from 50,000 to 1,000,000 CFP (approximately
US$575-11,600).
Lessons learned
• By educating people about the relative cost-
effectiveness of biosecurity programs versus
potential economic and health consequences of
accidental rat introduction, SOP Manu were able
to get strong support from local communities on
Rimatara and Ua Huka.
• Residents now understand that even though a
biosecurity system now exists, the onus is also on
them to take care when travelling between islands
and when importing goods.
• The inspectors are locally viewed as heroes for
their important work in preventing accidental
introduction, but some concern still remains that
the requisite twice yearly rat control for boats, low
number of actual inspections and low fines for
introduction of a rat are not enough to prevent black
rat establishment.
• Sustainability and replicability: With suitable
adoption by government bodies, local support and
the potential for budget support from government
and collection of fines, there are good prospects for
the sustainability of this approach, though it may be
difficult to replicate in other contexts.

Context
43Pacific Integrated Island Management Principles, case studies and lessons learned
Local governance
Medium
Geography
High island
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Environmental
Vulnerability Index
Highly vulnerable
Human
Development Index
Medium
Central governance
Low
Key Outputs and Outcomes
• A vulnerability and adaptation assessment report was completed to
inform development of adaptation strategies.
• Results of a cost-benefit analysis indicated ecosystem-based
approaches were more cost-effective for coastal protection when
taking into account other ecosystem services provided by the natural
systems.
Objective: To provide technical support for
development of ecosystem-based adaptation
strategies and collaborative, cross-sectoral
arrangements to reduce the vulnerability of Lami
Town to climate impacts
Organisations involved
United Nations Human Settlements Programme (UN Habitat, co-lead), United
Nations Environment Programme (UNEP, co-lead), Lami Town Council, Lami
Town Climate Change Committee, Ministry of Local Government, Urban
Development, Housing and Environment, Secretariat of the Pacific Regional
Environment Programme (SPREP), WWF South Pacific Programme Office,
Conservation International, Integration and Application Network (IAN) at the
University of Maryland Centre for Environmental Sciences
Ecosystem-based adaptation in a vulnerable coastal city, Lami Town, Fiji
Lami Town, Fiji
Good Practice: Urban planning
Informal settlement along the river in Lami Town, Fiji
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned44
Lami Town, Fiji
Project context
Geographic
• Lami Town is located in Rewa Province, on the
south east coast of Viti Levu, Fiji, directly west
of Fiji’s capital Suva, and occupies the inshore
coastline of Suva Harbour.
• Lami town covers 680 ha adjacent to 88 ha of intact
mangrove forest, 330 ha of intertidal seagrass and
mudflats and 1,387 ha of coral reef.
Socioeconomic
• Lami Town and adjacent peri-urban areas comprise
a mixture of formal and informal settlements;
population growth in the peri-urban areas is the
highest in Fiji.
• In 2007 the population of Lami town was 20,529.
• The businesses, industrial areas, services
infrastructure, housing and coastal ecosystems
of Lami are becoming increasingly vulnerable
to: coastal flooding from storm and tidal surges;
upslope, riverbank and coastal erosion; and
sanitation and health challenges associated with
flood and wastewater drainage and waste dumps.
Governance
• The town is governed by the Lami Town Council,
which reports to the Rewa Provincial Council Office.
• Development planning is coordinated through
the Lami Town Council, Department of Town and
Country Planning (DTCP), Department of Lands,
and Department of Environment, and the Ministry of
Works, Transport and Public Utilities.
• The project location consists of native reserve land
(51%), state land (21%) and freehold land (28%).
Good practice for urban planning
Under the overarching goal to coordinate urban
planning to reduce Lami Town’s overall vulnerability to
climate change impacts, a vulnerability and adaptation
assessment was conducted as a first step in project
implementation to estimate local exposure, sensitivity
and adaptive capacity (SCOPE Pacific Ltd 2011). The
major threats identified were flash flooding from the three
rivers that flow through Lami, surface flooding from high
rainfall, coastal flooding from storm surges, shoreline
erosion, riverbank erosion and upslope erosion.
Informal settlements, the Central Business District and
the industrial area were among the areas found to be
most vulnerable to these threats. The natural shoreline
protection services from mangroves, seagrass, mudflats
and coral reefs are all threatened by anthropogenic
activities.
The next step was to analyse the costs and benefits
of a range of adaptation options available to the town,
comparing ecosystem-based approaches, such as
mangrove restoration, to engineering-based approaches,
such as seawall construction. The analysis found that
ecosystem-based approaches were more cost-effective,
providing various additional benefits from ecosystem
services, and recommended a combined approach using
some engineering options to protect some of the higher
value priority infrastructure (Rao et al. 2012).

Pacific Integrated Island Management Principles, case studies and lessons learned 45
Lami Town, Fiji
Informal settlements amongst the mangroves are highly
vulnerable to coastal flooding.
The project used a revision of the Lami Town Local
Planning Scheme to strongly integrate existing
initiatives in Lami and build on the vulnerability and
adaptation assessment (SCOPE Pacific Ltd 2011),
emphasising ecosystem-based adaptation. Initial activity
implementation has included mangrove rehabilitation,
associated broader institutional capacity development
with local government through training workshops,
and the development of a planning framework for the
use of ecosystem-based adaptation approaches in
local urban planning and climate change adaptation
strategies. Dedicated effort to implement a truly
inclusive approach was made through coordinated
local agencies, communities and regional institutional
networks regulating and utilising terrestrial and marine
habitats with the shared goals of maintaining ecosystem
services and securing social well-being. A knowledge
management programme to inform national climate
change strategies and educate communities was also
implemented.
The benefits realised to date include increased
participation and engagement of communities, private
sector and local commercial business operators in Lami
Town, who now have greater understanding of climate
change and familiarisation of ecosystem-adaption
options. It has led to a cleaner town, industrial and
residential areas with riverbank stabilisation from vetiver
grass planting, and mangrove reforestation on selected
portions of the coastline. The project has also given Lami
Town experience and templates for running cost-benefit
analyses to guide budgetary and planning processes.
Lessons learned
• Cost-benefit analysis was found to be useful in
documenting the value of natural systems for coastal
defence and other ecosystem services.
• By integrating climate vulnerability assessment and
adaptation planning on existing Lami Town Council
planning processes, the project has ensured that
adaptation actions are mainstreamed into future
development planning.
• The need for stronger monitoring and evaluation
systems was identified and will be incorporated into
the second phase of the project.
• Sustainability and replicability: Elements of this pilot
project may well be replicable in other urban settings
in the Pacific, especially given the emphasis on
conducting cost-benefit analyses to guide budgetary
and planning processes and further enhance overall
cost-effectiveness.

Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Sanctioning offenses
8. Resolving conflicts
10. Nested
Context
46 Pacific Integrated Island Management Principles, case studies and lessons learned
Geography
High island
Local governance
High
Environmental
Vulnerability Index
Vulnerable
Human
Development Index
Very high
Central governance
High
Shoreline erosion has damaging impacts on infrastructure along Hawaii’s beaches
Key Outputs and Outcomes
• Annualised rates of shoreline change have been calculated and maps
produced for every beachfront parcel on Oahu, Kauai and Maui in
Hawaii.
• The data have been used to inform permit-based systems and new
set back laws for development.
Objective: To map the historical changes in
shoreline position and develop annual rates of
change that can be applied to guide coastal
development away from erosion-prone areas
Organisations involved
University of Hawaii (lead), U.S. National Oceanic and Atmospheric
Administration (NOAA) Coastal Services Centre, U.S. Geological Survey, U.S.
Army Corps of Engineers, Hawaii Sea Grant College, Hawaii Department of
Land and Natural Resources, Hawaii Coastal Zone Management Program, Maui
Planning Department, Kauai Planning Department, City and County of Honolulu
Department of Planning and Permitting, Harold K.L. Castle Foundation (donor)
Mapping shoreline change in Hawaii to inform coastal management policy
Shoreline protection, Hawaii
Good Practice: Science to policy integration
9. Adaptive management
$ $ $ $ $
Front cover, main image: Stacy Jupiter
Page 1: Stacy Jupiter
Page 2: Stacy Jupiter
Page 7: Cook Island Nation Environment Service (NES)
Page 9 top: Cook Island Nation Environment Service (NES)
Page 9 bottom: Cook Island Nation Environment Service (NES)
Page 10: Stacy Jupiter
Page 12: Isaac Rounds
Page 13: Palau Conservation Society
Page 14: Palau Conservation Society
Page 15: Warren Lee Long
Page 16: Sebastien Dalgarno
Page 22: Timoci Naivalulevu
Page 24 top: Timoci Naivalulevu
Page 24 bottom: Timoci Naivalulevu
Page 25: Aaron Jenkins
Page 27: Aaron Jenkins
Page 28: Paul Donohoe
Page 30: Paul Donohoe
Page 33: Rebecca Weeks
Page 34: Tuvalu – Aaron
Page 36: Tuvalu – Aaron
Page 37: Josh Cinner/Marine Photobank
Page 39: Josh Cinner/Marine Photobank
Page 40: Caroline Blanvillain
Page 43: SCOPE Pacific Limited
Page 45: SCOPE Pacific Limited
Page 46: Dolan Eversole
Page 49: SOPAC
Page 51: SOPAC
Page 54: Stacy Jupiter
Page 55: Stacy Jupiter

Pacific Integrated Island Management Principles, case studies and lessons learned 47
Shoreline protection, Hawaii
Project context
Geographic
• Hawaii’s coastal ecosystems, particularly its sandy
beaches, are critical to the ecology, culture and
lifestyle of Hawaiian people.
• This project focussed on mapping shoreline change
for every beachfront parcel on Oahu, Kauai and
Maui to inform future development.
Socioeconomic
• Beaches and other coastal systems in Hawaii
provide the mainstay of Hawaii’s tourism sector,
which accounts for over 60% of the jobs in the state
(Fletcher et al. 2003).
• Coastal erosion is therefore a large source of
concern due to potential loss in tourism revenue,
as well as damage to private property and state
infrastructure.
• As shoreline erosion began threatening these
economic interests, public interest and dialogue
grew from the 1990s regarding potential beach
management and protection programs (Fletcher
and Lemmo 1999).
Governance
• Coastal development is regulated in Hawaii through
local permit-based systems, and state and federal
legislation.
Good practice for integrating science into
policy
Shoreline change in Hawaii happens through a composite
of natural and anthropogenic factors. Evidence suggests
that long term (decadal to century scale) coastal sediment
dynamics respond to wave and water level activity related
to regional climate cycles, such as the Pacific Decadal
Oscillation, which can modulate storm activity (an erosive
force) and longshore sediment transport (a potentially
replenishing force). Human activities, such as armouring
coastal plains with sea walls, beach sand mining, and
clearing drainage canals, reduce sand supply and
contribute to long-term net erosion (Fletcher et al. 2003).
These losses are compounded by sea level rise at an
average annual rate of 0.2 centimetres per year across
the Pacific (Church et al. 2006), which leads to more
intense storm surges, coastal inundation and consequent
beach losses (Romine et al. 2013).

Pacific Integrated Island Management Principles, case studies and lessons learned48
Shoreline protection, Hawaii
The Hawaii shoreline study was developed specifically
to provide data to state and local government and the
public to assist decision-making in the coastal zone.
By identifying erosion-prone areas, the study provides
scientific data on areas to avoid for coastal development.
By quantifying rates of shoreline change, new policies
have been established about minimum set back distances
when issuing permits for development.
The University of Hawaii, in partnership with other
agencies, developed data on the rate of shoreline
change using mapping from aerial photographs for every
beachfront parcel on Oahu, Kauai and Maui. During
the mapping process, total and annual uncertainty
were calculated and considered when making
recommendations to policy-makers about appropriate
set back distances. The maps have been delivered to
all Hawaiian management authorities and are publically
available from http://www.soest.hawaii.edu/coasts/
erosion/index.php. The scientific partners met regularly
with various stakeholders through monthly local coastal
zone management program meetings, during which they
received direct feedback on the style and presentation of
erosion data and maps for ease of use.
The data are currently being used by Hawaii Department
of Land and Natural Resources in public education,
permit processing and development of new policies on
shoreline management. Planning departments of Maui,
Kauai and Honolulu city utilise data in permit review and
applicant education. As a direct result of this research, a
permit-based system is now in place for anyone wanting
to develop or extend beyond 50% of current existing
buildings in coastal regions. New laws have been passed
on the islands of Maui and Kauai that require new coastal
development to be set back from the shoreline at a
determined safe distance, based on historical erosion
rates and recognising variability and uncertainty.
Not everyone was happy with the project outcomes. A
few individuals, misunderstanding the potential impacts
to their interests, strongly opposed the passing of new
set back laws. After careful discussion, education and
compromise involving public and private meetings, a
public vote was held and resulted in the laws being
passed.
Lessons Learned
• Early and frequent meetings with the public and
government agencies ensured that the data from
the Hawaii Shoreline Study would be developed in a
format usable for making management decisions.
• The method of conflict resolution through public
debate and state democratic processes is
practicable in Hawaii with strong central governance
and functioning mechanisms for monitoring and
enforcement of offenses.
• Sustainability and replicability: The creation and
subsequent implementation of new policies is a good
sign for the long-term sustainability of the outcomes
of this project.

Context
49Pacific Integrated Island Management Principles, case studies and lessons learned
Relative scores
Budget
1. Integrated
2. Defined
3. Connected
4. Participatory
5. Reflecting values




6. Recognising rights
7. Graduated sanctions
8. Resolving conflicts
10. Nested
Environmental
Vulnerability Index
Extremely vulnerable
Human
Development Index
Low
Local governance
High
Central governance
Very low
Key Outputs and Outcomes
• A 30% reduction of water use was achieved across approximately 5%
of Funafuti’s population.
• There was a national-level change in attitudes to sanitation and water
management, including the development of a national water sanitation
policy framework.
Objective: To demonstrate that improved
sanitation technology and practices can provide
protection of primary and secondary water
resources, marine biodiversity, livelihood, and
food security
Organisations involved
Tuvalu National Water and Sanitation Steering Committee (lead), Secretariat of
the Pacific Community, United Nations Development Program, United Nations
Environment Program, European Union (donor), Global Environment Facility
(donor)
Integrated sustainable wastewater management (EcoSan) for Tuvalu
EcoSan, Tuvalu
Good Practice: Water and sanitation
Geography
Low islands
Newly constructed compost toilet in Funafuti
9. Adaptive management
$ $ $ $ $

Pacific Integrated Island Management Principles, case studies and lessons learned50
EcoSan, Tuvalu
Project context
Geographic
• Tuvalu is a Polynesian island nation consisting of
three reef islands and six true atolls. The small,
scattered group of atolls has poor soil and a total
land area of approximately 26 km2, making it the
fourth smallest country in the world.
• The project is being implemented nationally, with an
initial community focus on the island of Funafuti, an
atoll that forms the capital of Tuvalu.
• Funafuti sits on a narrow stretch of land between
20 and 400 metres wide, encircling Tuvalu’s largest
lagoon.
Socioeconomic
• The United Nations designates Tuvalu as a
Least Developed Country (LDC) because of
its limited potential for economic development,
absence of exploitable resources and its small
size and vulnerability to external economic and
environmental shocks.
• The population, primarily of Polynesian ethnicity,
has more than doubled since 1980 with a growth
rate of 0.7%.
• As of 2012, Funafuti had a population of 6,194
people, making it the most populated atoll with
57.2% of the country’s residents.
Governance
• National governance is delivered through a
constitutional monarchy with a parliamentary
democracy.
• Local governance consists of a town council on
the main island of Funafuti and island councils on
seven other islands. Each council provides local
services and helps govern local affairs.
• Traditional chiefs also still play a significant role in
influencing island affairs, particularly on the outer
islands.
Good practice for water and sanitation
Reducing water and sanitation management impacts
on Tuvalu’s groundwater as a coastal resource was
identified as critical to the long-term sustainability of the
country for food and water security and for biodiversity
conservation. One of the most severe challenges to
groundwater and coastal water quality and to water
security is the use of septic tanks, particularly in the
atoll environments. Many septic tanks have failed.
Furthermore, due to the porous soils in this atoll
environment, even functioning tanks do little to reduce
the pollution load to the environment. This project is
being delivered by the engagement of the Tuvalu national
government WASH (Water Sanitation and Hygiene)
committee working with local community members
through a process embedded within the regional
Integrated Water Resource Management (IWRM)
project, funded by the Global Environment Facility (GEF).

Pacific Integrated Island Management Principles, case studies and lessons learned 51
EcoSan, Tuvalu
Compost toilet under construction
By installing 40 compost toilets the project has achieved
a 30% reduction of water use at those households,
representing approximately 5% of Funafuti’s population.
The co-funded installation of toilets in partnership with
this project will see equivalent reductions in about
15% of Funafuti houses. From a baseline of little
interest in composting toilets to the success story here,
other countries are looking to emulate this project.
It demonstrates the value of engaging stakeholders
across multiple sectors of water management, and using
innovative technologies to achieve multiple health and
environment benefits.
This project has facilitated a nation-wide change in
attitude towards sanitation and water management,
developed a national water sanitation policy framework,
increased water security, and is dramatically increasing
access to improved sanitation in Tuvalu. Given the
national proclivity to drought and of Funafuti Lagoon to
nutrient driven algal blooms, this project is also assisting
in drought management and pollution reduction.
Lessons learned
• Ecological sanitation interventions like compost
toilets can have multiple benefits including
improving public health, assisting in drought
and pollution management, and reducing direct
and indirect water quality impacts on coastal
ecosystems.
• Persistent and broadly targeted community
awareness campaigns (e.g., the EcoSan roadshow)
and small-scale start up allowed for the concept
to take root before broader acceptance and the
adoption of new policy (i.e., a national indicator
framework and a national water and sanitation
policy).
• While the project has achieved an impressive
reduction in water usage, the absence of baseline
and follow-up environmental monitoring in adjacent
systems (e.g., coral reef, lagoon waters) precludes
any assessment of positive environmental impact.
• Sustainability and replicability: The sustainability
and long-term impacts of this project will depend on
the degree to which new national policy is able to
catalyse wide-scale replication of the experience.
Cost-benefit analyses would also help to garner
wider support and uptake by governments and
communities.

Pacific Integrated Island Management Principles, case studies and lessons learned52
Current application of IIM principles
Most of the land in the independent Pacific Island
countries remains under some form of customary
ownership, and group or individual right of access to
land through customary processes still remains one of
the main components of ethnic and national identity. This
globally unique situation poses particular challenges and
opportunities for IIM (Govan et al. 2009).
In the absence of western style command and control
mechanisms and resources to fund enforcement, traditional
environmental stewardship is a first line of defence, which
is holistic and integrated by its very nature. However,
despite the genuine and profound historical relationship
between people and land, there are many examples of
unsustainable exploitation by the “stewards” (e.g., Jupiter
et al. 2012). Many factors may be at play here, including;
loss of traditional knowledge and governance, increasingly
efficient and speedy methods in which exploitation or
damage can be wrought, and new interpretations by
traditional decision-makers as to the extent of their
traditional rights and obligations in modern scenarios
of cash incentives. Therefore, though customary tenure
has the potential to be an important basis for sound and
appropriate IIM systems, provisions need to be made to
safeguard against some of the weaknesses emerging
under modern pressures (see Govan et al. 2009).
In the sections below, recommendations are presented for
effective IIM that build on traditional Pacific Island practice.
Current strengths in IIM implementation are discussed, as
well as focal areas that need considerable improvement in
the region.
Integration of social and ecological systems
Central to the ideal approach of IIM is the consideration
of social and ecological systems in the appropriate
context and at the scale in which these systems operate.
From an ecological perspective, this approach must
account for the high level of connectivity between
island ecosystems. From a social perspective, kinship,
trade connections and cultural factors that influence
management decisions must also be factored into
the planning and implementation, nowhere more so
than in the Pacific Islands with their strong systems of
customary tenure. The results of this review provide
some insights into the current state of social and
ecological integration in the management of islands in
the Pacific.
Some projects have embraced the concept of “ridge-
to-reef” or even whole-of-island management and this
is generally reflected in the management planning or
project development stages (Clarke and Jupiter 2010a).
However, implementation is often piecemeal with a focus
primarily on single ecosystems and generally lacking
simultaneous emphasis on adjacent systems. This is
often a result of single sector or discipline focus, as well
as the changing tides of donor emphasis.
Projects are often at a pilot scale, or have no specific
mechanism to develop replication, so have not yet
addressed the scale at which ecological processes are
occurring on islands (Jenkins et al. 2010). For example,
while the Takitumu project did a good job in addressing
issues of public health and establishing governance and
monitoring processes for a single district, an island-wide
approach is now needed to affect lasting changes in
lagoonal water quality for the island. This emphasises
the need to ensure that the demarcation of boundaries
pays equal heed to socio-political factors and ecological
factors alike.
In a general sense, kinship ties and cultural factors
provide the major building block for management,
primarily in countries with low central governance. Using
appropriate trade and other cultural links to promote
connectivity across systems is still primarily absent from
most projects, though it is noted that where a variety
of ecosystems fall within easily recognised traditional
or state governance boundaries, integration seems
to be occurring. The example of Tetepare (Solomon
Islands) highlights how the recognition and acceptance
of traditional ownership boundaries, through being a
descendant, can help achieve this integration across
ecosystems and social systems.
In the past, some donor agencies have promoted a
broader-scale, integrated approach, particularly in the
suite of projects funded under the David and Lucile
Packard Foundation’s ecosystem-based management
initiative, such as Kubulau (Fiji), Great Sea Reef (Fiji),
Babeldaob (Palau) and Birds Head (West Papua)
(Clarke and Jupiter 2010a). The project in Kubulau
sought to demonstrate this cross-ecosystem connectivity
and has done a reasonable job in facilitating community
management across adjacent forest, freshwater and
marine systems. However, the focus on conservation

Pacific Integrated Island Management Principles, case studies and lessons learned 53
Current application of IIM principles
outcomes has perhaps lessened the opportunity
for broader sectoral integration around ecosystem
provisioning and regulatory services related to disaster
risk response (DRR) and water, sanitation and hygiene
(WASH).
Where cross-cutting issues related to climate change
adaptation (CCA), DRR and WASH are considered in
project development, greater cross-sectoral integration is
occurring. Achievement of adaptation, risk reduction and
health benefits requires working across large ecological
and governance scales through coordinated but
decentralised and nested institutions. Decentralisation
offers the benefits of stronger collective organisation
and increased participation through smaller groups with
stronger social relationships (Marshall 2008). Nesting
these smaller units within higher governance structures
enables replication of activities across ecologically
meaningful scales and achievement of broader
strategies (e.g., national adaption programmes of action).
However, achieving nestedness and integration across
these organisations requires coordination to ensure
that different sectors with different values are working to
achieve common goals. This was achieved in Takitumu
through the development of a specific inter-departmental
committee for program coordination.
Stakeholder participation, rights, rules and
decision-making
In general, because Pacific Island cultures emphasise
cooperation, collaboration and participation (Mugler
and Landbeck 1997), IIM projects that build on these
cultural foundations are more likely to succeed. Prior
to the 1990s, many agencies attempting to implement
environmental management in the Pacific were heavily
top-down focussed and regarded customary tenure and
institutions as an obstacle (Govan et al. 2009). Since
the 1990s, there has been a clear shift in perceptions
when institutions realised the importance and value
of community participation, which resulted in a rapid
expansion of local management initiatives, notably
including the development and expansion of the Locally
Managed Marine Area (LMMA) network across the
western Pacific (Govan et al. 2009).
Local management can be particularly effective when
land and marine tenure rights are recognised in national
legal frameworks (Techera 2009), such as in Vanuatu,
Papua New Guinea and Solomon Islands. Where rights
have been eroded, there are practical constraints in
implementation of local management. For example,
despite the fact that some of the regulations from
the Takitumu Lagoon Management Plan have been
incorporated into national government systems, the plan
can no longer be locally enforced because the local
district councils have been abolished on Rarotonga. In
Fiji, implementation of local marine management rules
is undermined by the fact that the Fisheries Act does not
fully empower traditional fishing rights owners to enforce
rules on all fishers entering their management areas
(Clarke and Jupiter 2010b).
Empowering local communities to participate in planning,
design management structures and create their own
rules and action plans, as demonstrated in the Amouli
and Tetepare cases, has resulted in strong management
systems and high internal compliance. Compliance is
particularly enhanced through systems of graduated
sanctions for offences. However, apart from the Tetepare
Descendants Association’s exceptional job in developing
tiered layers of sanctions for repeat offenders, very few
cases from the Pacific adequately documented where
graduated sanctions were used.
Participatory and inclusive approaches to IIM are
strongly advocated and good practices in this regard
continue to be developed and refined (e.g., the
“Free Prior Informed Consent” procedure in Manus).
Appropriate participatory approaches pose several
challenges; consensus building takes time, it can be
costly to bring stakeholders together across broad
spatial scales, and does not necessarily operate on
donor funding timelines. In addition, attempts to equitably
recognise the rights of all resource users may result in
less effective IIM where short-term commercial interests
are prioritised over long-term sustainable use.

Pacific Integrated Island Management Principles, case studies and lessons learned54
Current application of IIM principles
Adaptive management
Adaptive management is particularly important to
Pacific IIM projects given the rapidly changing climatic
and socio-economic circumstances that ecosystems
and communities are experiencing. In the Pacific Island
context, adaptive management is often accomplished
through traditional ecological knowledge systems, which
include traditional forms of monitoring and decision
making (exemplified in several case studies above).
Successful adaptive management assumes here the
ability to:
• use locally appropriate monitoring for evidence-
based decision-making; and
• minimise conflicts that may arise through adaptive
management decisions and disrupt project
implementation.
Regular monitoring and evaluation of environmental
and social conditions is critical for adapting policies and
practice. The Pacific has long-standing traditions and
cultures of modifying practice according to traditional and
local ecological knowledge (TEK/LEK) (Johannes 1998),
and these can be incorporated into modern IIM projects.
In other places, where more formalised monitoring
systems are present (e.g., Tetepare Island, Solomon
Islands; Kubulau District, Fiji; Rimatara and Ua Huka
islands, French Polynesia), data are collected at varying
levels of investment. It is often difficult to strike a balance
between high quality data collection and expedient
decision-making at the immediate local level. For Pacific
Island communities, locally appropriate and low-cost
monitoring, which carefully considers local community
capacity, can support broader community understanding
and more timely adaptive decision-making. Low-tech
monitoring solutions are often preferable where expertise
and monetary resources are limited. In all cases, the
information needs to be presented to stakeholders
regularly and in a readily understandable format.
In the Pacific case studies reviewed, there was a often
clear need to develop or formalise culturally appropriate,
efficient and cost-effective conflict resolution mechanisms.
It appeared that a large proportion of island-based
projects are being planned and implemented without
allowance for the inevitable conflicts that arise. When
conflicts do arise, they rarely are reported. While in some
Pacific Island cultures conflicts can be resolved through
traditional means of dialogue and ceremony, these
traditions are eroding in places, leaving many projects
susceptible to disruption and misuse of the traditional
notion of consensus. In other cases where there is a
culture of retaliation or “payback”, traditional, unwritten
conflict resolution mechanisms may not always work well.
As cultures modernise and become more centrally-
governed, there is a need to develop more formal
mechanisms or institutions for conflict resolution.
For example in Fiji, a statutory body has authority to
resolve disputes of land or fisheries management area
boundaries, while in Hawaii, issues demanding regulation
can be effectively decided through community vote. The
use of nested governance structures, and striking a
balance between centralized and local levels of regulation,
are part of the challenges which Pacific Islands face
through the changes of modernisation (see Govan et al
2009, Govan 2011).
Replicability
The IIM principles presented in the current review were
deliberately designed to be context-independent such
that they can be used to inform project design and
implementation in any part of the Pacific. However,
experience has repeatedly demonstrated that even
the best pilot projects can rarely be replicated wholly
from one location to another with guaranteed success.
Differences between locations in social and economic
conditions, geomorphology, ecology, political systems,
impacts, infrastructure and human capacity are important
drivers of success. For this reason, characterisations
were included of the governance, geographic, human
development, and environmental vulnerability contexts
of each case study to indicate under what conditions
the projects might be most successfully replicated.
Practitioners are urged to carefully consider the local
contexts when considering transferring an existing model
to another Pacific Island. Meanwhile, implementers are
encouraged to improve monitoring and evaluation of IIM
processes, successes, failures and lessons learned to
aid the replication of projects elsewhere and enhance
the outcomes of IIM efforts.

Pacific Integrated Island Management Principles, case studies and lessons learned 55
Focal areas for improvement
The rationale for pilot or demonstration projects (which
comprise most of the IIM examples found by this
study) is that they provide an opportunity to test novel
approaches that will subsequently be replicated at the
appropriate larger scale (Billé 2010). Yet, one of the
major findings of this review is that project implementers
are not clearly determining at the outset the resources
and policy that would be required to replicate the
activities and outcomes of their project on a larger scale.
Projects need to be realistic within the specific national
context.
Cost-effectiveness
In order to understand the financial feasibility of
replicating IIM pilots and programmes, projects need
to adequately monitor or report the cost-effectiveness
of their investments. Successful IIM typically requires
larger investment at the outset with tapering over time.
However, the Pacific has seen an over-investment in
expensive pilot projects, with little evidence of successful
replication, scale-ability, and long-term sustainable
practice (Billé 2010).
More attention should be directed towards understanding
what drives cost-effective replication of management
innovations and collective action across broader scales.
Understanding these drivers can assist when planning
projects to be more replicable and scalable.
Given the challenges in achieving numerical measures
of cost-effectiveness between projects, the subjective
technique used in this review (to score projects on their
extent of implementation of good practice IIM principles)
may be a useful model for assessing and comparing
cost-effectiveness of projects in the future. However,
more work will be needed to fine-tune the criteria used
for assessing cost-effectiveness. If further developed,
this new approach could assist projects, regional
environment organisations and donor agencies to pin-
point existing strengths and weaknesses and identify
opportunities for improving IIM programs.

Pacific Integrated Island Management Principles, case studies and lessons learned56
Focal areas for improvement
Sustaining financial and human capacity
Most projects suffer lapses in continuity and success
because of too frequent turnovers in key personnel,
short term funding cycles and changing financial
landscapes. These occur for local community groups,
civil society organisations, donor organisations,
government agencies and regional organisations. Efforts
and guiding principles which might help to minimise
the scale of these phenomenon, or their impacts on the
ecosystem management project, appear to be elusive
to most practitioners. To ensure long-term sustainability
of project capacity, to implement legacy activities and to
avoid collapse of best intentioned programs and projects,
it is advised that decision-makers and implementers plan
from the outset to:
• Embed IIM into local and national systems (eg.,
using national policy and budgetary processes);
• Engage high quality personnel/champions
from multiple sectors into project planning and
implementation; and
• Provide career pathways, training and capacity
building for project personnel.
Most locations struggle to maintain financial capacity
for ongoing IIM work beyond the life of the initial project.
This is the trap of traditional grant- and donor-based
IIM project financing. Others have put forward options
and solutions to improve the sustainability of financial
capacity beyond the project life (see UNEP 2011),
but there remains little guidance on how practitioners
could enact these potential solutions in IIM. To minimise
lapses in financial support, and therefore IIM activity,
environment practitioners need to actively build skills
in making these more innovative options a core part of
developing and implementing IIM projects, for example:
• Environmental levies, fees and licences for use of
natural resources and protected areas.
• Market-based approaches to conservation financing
(e.g., payment for ecosystem services (PES) and
tradeable offsets).
• Public/private partnerships to develop conservation
funds or trusts (though caution is needed to
ensure stakeholders interests are aligned and not
weakened).
• Innovative approaches for linking multiple projects
and donors for sustained support.
Island ecosystem approaches to health
For remote communities of less developed Pacific Island
Countries, basic human health and well-being are very
closely linked to the health of the ecosystems which
sustain them. Understanding the complex relationships
between human health and the ecosystems in which island
communities live requires new synergistic approaches
drawing from social sciences, environmental science and
public health (Horwitz and Finlayson 2012). Intuitively, there
is an understanding that the health of island people depends
on natural systems to provide clean water, nutrition, natural
hazard reduction and regulation of infectious disease, among
other crucial ecosystem services (Corvalan et al. 2005).
Many indigenous cultures have long-recognised these
relationships and have organised society and culture along
these principles. For instance, Aboriginal and Torres Strait
islanders conceptualise the word “health” as the compatibility
between life and land (Mills 2000). Traditional Hawaiians
designed their governance along island river basin units
(ahupua’a) to manage the social and ecological processes
within a watershed from upland forest to downstream
fringing reef, allowing for equitable access to the ridge-to-reef
range of natural resources (Berkes 1999). This traditional
recognition that island ecological processes and social
dynamics are interacting at the scale of discrete natural
units for food production and social well-being suggests that
we can look to the past to relearn some of the principles of
island sustainability.
Recent studies that demonstrate the importance of ridge-
to-reef ecosystem-based management for sustaining
natural processes (e.g., Jenkins et al. 2010) underscore the
validity of the island river basin unit as useful for undertaking
systems-level management. However, few studies or
development initiatives explicitly manage for human health
as an emergent property of ecosystem health within river
basins and downstream coastal waters. Exceptions are
slowly starting to emerge. If the natural systems of islands
can be managed to optimise health outcomes, this will
help reduce the vulnerabilities of island communities to
accelerating environmental change while also building
a broader constituency for environmental management.
Improving focus on the measurement and documentation
of human health outcomes alongside ecosystem status
is needed to more fully demonstrate the potential multiple
dividends of ecosystem-based approaches to human health
and well-being.

Pacific Integrated Island Management Principles, case studies and lessons learned 57
Climate change and IIM
Impacts of anthropogenic emissions of greenhouse
gases are being manifested as higher global
temperatures, changed patterns of rainfall, ocean
acidification, sea level rise and increases in the
frequency of extreme weather events (IPCC 2007).
Pacific Island communities are among the planet’s most
vulnerable and immediate victims of such consequences
from climatic change. Direct and indirect consequences
of these climate changes include serious coral bleaching
events, biodiversity losses in terrestrial and marine
ecosystems, loss or salinisation of freshwater resources
and declines in food production (Kingsford and Watson
2011a,b). These changes impact human health and
lead to declines in the long-term resilience of social and
ecological systems.
The directional and rapid changes in climate that are
currently being experienced are a challenge for IIM
planning processes and may force stakeholders to
rethink assumptions and strategies. For any plan to be
successful over the long-term, there will need to be
a forward-looking process that can adopt goals and
implement strategies specifically designed to prepare for
and adjust to current and future climatic changes, and
the associated impacts on natural systems and human
communities. This process of forward thinking is at the
core of any adaptation planning process.
There is no one-size-fits-all approach to climate
adaptation. With this in mind, the fundamentals of
‘climate-smart’ planning were developed to help plan for
the range of conditions faced by communities (e.g., Stein
et al. 2012). These fundamentals have been captured
into a generalised framework for adaptation planning
and implementation, referred to as the “climate-smart
management cycle” (Stein et al 2012). The climate-smart
management cycle emphasises the need to develop and
articulate actions which directly address key impacts and
vulnerabilities caused by climate change, while helping
to achieve IIM goals.
One question that can help frame a planning
assessment in terms of whether it is climate-smart is:
Does the plan have ‘intentionality’? Intentionality means
that IIM is carried out in a purposeful and deliberative
manner that explicitly considers the effects (or potential
effects) of climate change on social and ecological
systems. Intentionality in climate adaptation requires
that planners explicitly consider and address climate
impacts—both direct and indirect—in the actions being
proposed. In particular, there is a need to document
intentionality by showing how the plan takes into account
the probable, potential and/or desired future. The
resilience project in Tuvalu is an example of this.
Finally, the majority of case studies highlighted the
challenge facing Pacific Island countries in developing
national environmental management systems which
must address the pressures of urgent development
needs at the same time as enhance preparedness for
the immediate impacts of climate change. The principles
of IIM coupled with fundamentals of the “climate-smart
management cycle”, if applied well at national or local
scales, can assist countries to tackle this challenge.
For national systems or single IIM projects to incorporate
adaptation and preparedness for climate change, the
following recommendations are provided:
• Planning is stronger when it includes careful
consideration of potential future scenarios, plus
clear intentionality toward preferred targets.
• Ecosystem-based approaches to climate change
adaptation are stressed as crucial to ensuring long-
term resilience to climate impacts.
• Ecosystem-based approaches should be
considered as well as immediate-term technological
solutions, such as sea-walls or water storage
structures, in a comprehensive and ecologically
integrated adaptation planning process.

Pacific Integrated Island Management Principles, case studies and lessons learned58
Conclusions
In reviewing the literature and case studies, several lessons emerged which can help direct future IIM efforts across the
Pacific (Table 1). The recommendations developed from these lessons are designed to improve how the ten principles
of IIM may be implemented. The recommendations have been clustered and presented within the main themes of work
common to most IIM projects:
• Planning that considers integration of social and ecological systems, as well as cost-effectiveness, sustainability
(financial & human capacity), and climate preparedness;
• Implementation that ensures stakeholder participation, rights, rules and decision-making; and
• Adaptive management that addresses monitoring and evaluation, adaptive capacity and replicability.
Table 1. Summary lessons learned from good practice implementation of Pacific IIM
Category Recommendations
Planning • Planners should clearly define at the outset resources and policy that would be required to
sustain, generalise or replicate the outcomes of their activities beyond project completion.
Costs for these should also be realistic in the national context.
• Include strategies to maintain the human and financial capacity needed for legacy activities
beyond the initial project lifespan.
• IIM projects/programmes should, from inception, be planned to integrate into local and
national policy, planning and management systems across sectors, to ensure long-term and
broader scales of implementation.
• Social and learning networks can be used to help scale up management models across
entire islands, countries or regions.
• Greater cross-sectoral integration should be used when planning for socio-ecological issues
of climate change adaptation, disaster risk reduction and water, sanitation and hygiene.
• Managers and implementers should strive for climate smart planning, evaluating how
proposed actions will affect key Pacific Island vulnerabilities caused by climate change while
helping to achieve IIM goals.
Implementation • Because Pacific Island cultures emphasise cooperation, collaboration and participation, IIM
projects that build on these cultural foundations and empower communities will increase
successful outcomes.
• Economic valuations and cost-benefit analyses are powerful tools for convincing local
decision makers of the value of maintaining versus destroying intact ecosystems.
• Locally appropriate and graduated sanctions(e.g., locally scaled and developed with direct
input from the community) will have greater effect when they are recorded and participants
can track the benefits from their implementation.
• Equitable mechanisms for benefit-sharing should be designed to minimise conflict.

Pacific Integrated Island Management Principles, case studies and lessons learned 59
Conclusions
Category Recommendations
Adaptive
management
• Traditional and local ecological knowledge can be incorporated into monitoring and
evaluation for evidenced-based decision-making. This also ensures greater understanding
and support for management decisions.
• Careful consideration should be given to the resources available for monitoring and the
technical ability of participants to efficiently analyse the information and create data
products in an accessible format usable for making island management decisions.
• Early and frequent meetings with decision-makers and resource users can ensure that
participants are able to make timely adaptive decisions.
• Monitoring plans or pilot projects should include the costs, other resources required, and
relative cost-effectiveness of the different actions implemented.
• Rigorous documentation of processes, costs, successes and failures need to be provided in
order to assist replication of IIM activities elsewhere.
• When replicating IIM models or outcomes to other locations, economies of scale should be
used to improve cost-effectiveness and leverage at larger scales.
• Use system-wide enabling policies and financial mechanisms to facilitate replication beyond
the time-scale and geographic-scale of projects.

Pacific Integrated Island Management Principles, case studies and lessons learned60
References
ABM/CSIRO (2011) Climate change in the Pacific: scientific assessment and new research. Volume 1. Regional overview. Australian
Bureau of Meteorology and Commonwealth Scientific and Industrial Research Organisation, Canberra, Australia
Andrade A, Cordoba R, Radhika D, Girot P, et al (2011) Draft principles and guidlines for integrating ecosystem-based approaches
to adaptation in project and policy design: A discussion document. Centro Agronomico Tropical de Investigacion y Ensenanza
(CATIE), Turrialba, Costa Rica
Armitage DR, Plummer R, Berkes F, Arthur RI, et al (2009) Adaptive co-management for social-ecological complexity. Frontiers in
Ecology and the Environment 7:95-102
Arkema KK, Abramson SC, Dewsbury BM (2006) Marine ecosystem-based management: from characterization to implementation.
Frontiers in Ecology and the Environment 4:525-532
Berkes F (1999) Sacred Ecology: Traditional Ecological Knowledge and Resource Management. Taylor and Francis, Philadelphia and
London
Billé R (2010) Action without change? On the use and usefulness of pilot experiments in environmental management. SAPIENS
3.1:http://sapiens.revues.org/979
Church JA, White NJ, Hunter JR (2006) Sea-level rise at tropical Pacific and Indian Ocean islands. Global and Planetary Change
53:155-168
Cinner JE (2007) Designing marine reserves to reflect local socioeconomic conditions: lessons from long-enduring customary
management systems. Coral Reefs 26:1035-1045
Cinner JE, Aswani S (2007) Integrating customary management into marine conservation. Biological Conservation 140:201-216
Cinner JE, Marnane MJ, McClanahan TR, Almany GR (2006) Periodic closures as adaptive coral reef managment in the Indo-Pacific.
Ecology and Society 11:31. http://www.ecologyandsociety.org/vol11/iss31/art31
Clarke P, Jupiter SD (2010a) Principles and practice of ecosystem-based management: A guide for conservation practitioners in the
tropical Western Pacific. Wildlife Conservation Society, Bronx, USA 80
Clarke P, Jupiter SD (2010b) Law, custom and community-based natural resource management in Kubulau District (Fiji). Environmental
Conservation 37:98-106
Corvalan C, Hales S, McMichael (2005) Ecosystems and human well-being: Health synthesis. A report of the Millennium Ecosystem
Assessment.World Health Organisation, Geneva, Switzerland
Cox M, Arnold G, Villamayor Tomas S (2010) A review of design principles for community-based natural resource management. Ecology
and Society 15:38. [online] URL: http://www.ecologyandsociety.org/vol15/iss34/art38/
Dakers A, Evans J (2007) Wastewater management in Rarotonga: It is not just a matter of a technological fix? In: Proceedings of the
Workshop on Innovation and Technology for On-site Systems, Patterson RA (ed), Armidale, NSW
Feary DA, Cinner JE, Graham NAJ, Januchowski-Hartley FA (2011) Effects of customary marine closures on fish behavior, spear-fishing
success, and underwater visual surveys. Conservation Biology 25:341-349
Fletcher CH, Lemmo SJ (1999) Hawaii’s emergent coastal erosion management program. Shore and Beach 67:15-20
Fletcher C, Rooney J, Barbee M, Lim S-C, Richmond B (2003) Mapping shoreline change using digital orthophotogrammetry on Maui,
Hawaii. Journal of Coastal Research SI(38):106-124
Flower KR, Atkinson SR, Brainard R, Courtney C, et al (2013) Toward ecosystem-based coastal area and fisheries management in the
Coral Triangle: Integrated strategies and guidance. Coral Triangle Initiative Support Program for the U.S. Agency for International
Development, Jakarta, Indonesia
Game E T, Grantham HS (2008) Marxan User Manual: For Marxan version 1.8.10. University of Queensland, St. Lucia, Queensland,
Australia, and Pacific Marine Analysis and Research Association, Vancouver, British Columbia, Canada
Game ET, Lipsett-Moore G, Hamilton R, Peterson N, Kereseka J, Atu W, Watts M, Possingham H (2010) Informed opportunism for
conservation planning in the Solomon Islands. Conservation Letters 4:38-46
Gerber F, Holland P, Lal PN (2011) Assessing the social and economic value of climate change adaptation in the Pacific region - A case
study on water quality, quantity and sanitation improvements as an adaptation to climate change, Tuvalu. A background case study
for IUCN’s report, Climate Change Adaptation in the Pacific: Making Informed Choices, prepared for the Australian Department of
Climate Change and Energy Efficiency (DCCEE), IUCN, Suva, Fiji.

Pacific Integrated Island Management Principles, case studies and lessons learned 61
References
Golbuu Y, Victor S, Wolanski E, Richmond RH (2003) Trapping of fine sediment in a semi-enclosed bay, Palau, Micronesia. Estuarine,
Coastal and Shelf Science 57:941-949
Govan H (2007) People and Reefs in the Pacific – People and Livelihoods. ReefBase Pacific DVD (Ver. 1.0). The WorldFish Center,
Penang, Malaysia.
Govan H, Schwarz A-M, Boso D (2011) Toward integrated island management: Lessons from Lau, Malaita, for the implementation of a
national approach to resource management in Solomon Islands. WorldFish Centre Report to SPREP, Honiara, 69 pp
Govan H, Tawake A, Tabunakawai K, Jenkins A, et al (2009) Status and potential of locally-managed marine areas in the South Pacific:
meeting nature conservation and sustainable livelihood targets through wide-spread implementation of LMMAs. SPREP/WWF/
WorldFish-Reefbase/CRISP, Suva, Fiji 95 pp + 95 pp annexes
Grantham HS, McLeod E, Brooks A, Jupiter SD, et al (2011) Ecosystem-based adaptation in marine ecosystems of tropical Oceania in
response to climate change. Pacific Conservation Biology 17:241-258.
Hills T, Currthers TJB, Chape S, Donohoe P (2013) A social and ecological imperative for ecosystem-based adaptation to climate
change in the Pacific Islands. Sustainability Science 8(3):455-467
Horwitz P, Finlayson M (2011) Wetlands as settings for human health: Incorporating ecosystem services and health impact assessment
into water resource management. BioScience 61: 678–688.
IPCC, 2007: Climate Change 2007: Synthesis Report. Contribution of Working Groups I, II and III to the Fourth Assessment Report
of the Intergovernmental Panel on Climate Change [Core Writing Team, Pachauri, R.K and Reisinger, A. (eds.)]. IPCC, Geneva,
Switzerland, 104 pp.
Jenkins AP, Jupiter SD, Qauqau I, Atherton J (2010) The importance of ecosystem-based management for conserving migratory
pathways on tropical high islands: A case study from Fiji. Aquatic Conservation: Marine and Freshwater Ecosystems 20:224-238
Johannes RE (1998) The case for data-less marine resource management: examples from tropical nearshore finfisheries. Trends in
Ecology and Evolution 13:243-246
Jupiter SD, Weeks R, Jenkins AP, Egli DP, Cakacaka A (2012) Effects of a single intensive harvest on fish populations inside a
customary marine closure. Coral Reefs 31:321-334
Kingsford RT, Watson JEM (2011a) Impacts of and adaptations to climate change in Oceania: a synthesis. Pacific Conservation Biology
17:270-284
Kingsford RT, Watson JEM (2011b). What hope for biodiversity in the face of anthropogenic climate change in Oceania? Pacific
Conservation Biology 17:166-167
Lipsett-Moore G, Hamilton R, Peterson N, Game E, et al (2010) Ridges to Reefs Conservation Plan for Choiseul Province, Solomon
Islands. TNC Pacific Countries Report No. 2/10, 53 pp
Mataki M, Solo G, Donohoe P, Alele D (2013) Choiseul Province climate change vulnerability and adaptation assessment report:
Securing the future of Lauru now. Secretariat of the Pacific Community (SPC), Gesellschaft für Internationale Zusammenarbeit
(GIZ), Secretariat of the Pacific Regional Environment Programme (SPREP), Suva, Fiji
Marshall GR (2008) Nesting, subsidiarity, and community-based environmental governance beyond the local level. International Journal
of the Commons 2:75-97
McCormack G, Künzle J (1996) The ‘ura or Rimatara lorikeet Vini kuhlii: its former range, present status, and conservation priorities. Bird
Conservation International 6:325-334
Melick D (2010) Credibility of REDD and Experiences from Papua New Guinea. Conservation Biology 24:359-361
Mercer J (2010) Disaster risk reduction or climate change adaptation: are we reinventing the wheel? Journal of International
Development 22:247-264
Mills P (2000) Strategic Plan for Far North Queensland Peninsula and Torres Strait Island Community Health Services. Far North
Queensland Peninsula and Torres Strait Island Community Health Services, Thursday Island.
Moseby KE, Labere JP, Read JL (2012) Landowner surveys inform protected area management: A case study from Tetepare Island,
Solomon Islands. Human Ecology 40:227-235
Mugler F, Landbeck R (1997) Learning in the South Pacific and phenomenograpy across cultures. Higher Education Research &
Development 16:227-239

Pacific Integrated Island Management Principles, case studies and lessons learned62
References
Murti R, Boydell S (2008) Land, conflict and community forestry in Fiji, Management of Environmental Quality: An International Journal
19:6-19
Olson D, Farley L, Patrick A, Watling D, et al (2010) Priority forests for conservation in Fiji: landscapes, hotspots and ecological
processes. Oryx 44:57-70
Ostrom E (1990) Governing the commons: The evoluton of institutions for collective action. Cambridge University Press, New York., 298
pp
Ostrom E (2005) Understanding institutional diversity. Princeton University Press, Princeton
Pretty JN, Guijt I, Scoones I, Thompson J (1995) A trainer’s guide for participatory learning and action. IIED Participatory Methodology
Series. Sustainable Agriculture Programme, International Institute for Environment and Development, London, UK
Rao NS, Carruthers TJB, Anderson P, Sivo L, Saxby T, Durbin T, Jungblut V, Hills T, Chape S (2012) A comparative analysis of
ecosystem-based adaptation and engineering options for Lami Town, Fiji. A synthesis report by the Secretariat of the Pacific
Regional Environment Programme, 28 pp
Read JL, Argument D, Modeby KE (2010) Initial conservation outcomes of the Tetepare Island Protected Area. Pacific Conservation
Biology 16:173-180
Romine BM, Fletcher C, Barbee M, Anderson T, Frazer N (2013) Are beach erosion rates and sea-level rise related in Hawaii? Global
and Planetary Change 108:149-157
Salafsky N, Margoluis R, Redford KH, Robinson JG (2002) Improving the practice of conservation: a conceptual framework and
research agenda for conservation science. Conservation Biology 16:1469-1479
SCOPE Pacific Ltd (2011) Citis and Climate Change Initiative: Lami Town climate change vulnerability and adaptation assessment.
SCOPE Pacific Ltd, UN Habitat, Lami Town Council, Ministry of Local Government, Urban Development, Housing and
Environment, Suva, Fiji, 120 pp
Seitre R, Seitre J (1992) Causes of land-bird extinctions in French Polynesia. Oryx 26:215-222
Stein BA, Staudt A, Cross MS, DuBois N, et al. (2012). Adaptation to impacts of climate change on biodiversity, ecosystems, and
ecosystem services. In: Impacts of climate change on biodiversity, ecosystems, and ecosystem services: technical input to the
2013 National Climate Assessment (Staudinger MD, Grimm NB, Staudt A, Carter SL, Chapin III FS, Kareiva P, Ruckelshaus M,
Stein BA, eds). National Climate Assessment, Washington, DC.
Techera E (2009) Customary law and community-based fisheries management across the South Pacific region. Journal of the
Australasian Law Teachers Association 2:279-292
TNC (2007) Conservation Action Planning Handbook: Developing Strategies, Taking Action and Measuring Success at Any Scale. The
Nature Conservancy, Arlington, VA. 127pp.
UNDP (2013) The 2013 Human Development Report. The Rise of the South: Human Progress in a Diverse World. Human Development
Report Office. United Nations Development Programme.
UNEP/CBD (2000) Decision V/6. Ecosystem approach. Nairobi, Kenya: Conference of the Parties to the Convention of Biological
Diversity.
UNEP (2011) Taking steps toward marine and coastal ecosystem-based management: an introductory guide. UNEP Regional Seas
Reports and Studies No. 189. UNEP.
Victor S, Golbuu Y, Wolanski E, Richmond RH (2004) Fine sediment trapping in two mangrove-fringed estuaries exposed to contrasting
land-use intensity, Palau, Micronesia. Wetlands Ecology and Management 12:277-283
Vukikomoala K, Jupiter S, Erasito E, Chand K (2012) An analysis of international law, national legislation, judgements, and institutions
as they interrelate with territories and areas conserved by indigenous peoples and local communities. Report No. 19 Fiji. Natural
Justice and Kalpavriksh, Bangalore and Delhi, 61 pp
Ward RG (1995) Land, law and custom: diverging realities in Fiji. In: Land, Custom and Practice in the South Pacific, (Ward RG, Kingdon
E, eds), Cambridge, UK: Cambridge University Press, pp 198–249
Weeks R, Jupiter SD (2013) Adaptive comanagement of a marine protected area network in Fiji. Conservation Biology 27:1234-1244

Pacific Integrated Island Management Principles, case studies and lessons learned 63
Contributors
Case study Location Submission contact
Community-based climate resilience program Amouli, American Samoa Whitney Peterson
Aneityum forestry and erosion control program Aneityum, Vanuatu Don Miller
Babeldaob Watershed Alliance Babeldaob, Republic of Palau Joyce Beouch,Steven
Victor
Biocontrol of Devil Weed (Chromolaena odorata) Papua New Guinea Michael Day
Seascape scale conservation of Birds Head Seascape West Papua, Indonesia Sangeeta Mangubhai
Biocontrol of Scotch Broom (Cytisus scoparius) New Zealand Varsha Mala
Butterfly conservation project Samoan Archipelago Brian Patrick
Marine science capacity building through the
American Samoa Community College
American Samoa Kelley Anderson Tagarino
Ecosystem-based adaptation project Choiseul, Solomon Islands Carlo Iacovino, Paul
Donohoe
Ko'ko for Cocos Cocos Island, Guam Diane Vice
Territorial action plan for COTS outbreak Amercian Samoa Meafatu Ala Jr.
Sustainable adaptive forest management in Drawa
Block
Drawa Block, Fiji Josefa Lalabalavu
Dry litter piggery project Pohnpei, Micronesia Erik Wilton Hagberg
Locally managed marine area Fenuloa, Solomon Islands Julia Alabaster
Terrestrial biodiversity conservation project for
Polynesia
French Polynesia, Wallis and Futuna,
and Rapa Nui
Jean-Yves Meyer
2013-2014 invasive species strategy for French
Polynesia
French Polynesia Vivier Romain
Provincial natural resource management plan for the
Great Sea Reef
Fiji Apolosa Bai, Kesaia
Tabunakawai, Stephanie
Robinson, Ged Acton
Whitefly control project Kosrae, Micronesia Jason Jack
Jarvis Island conservation plan Unincorporated territory of the USA Sean Maxwell and Aaron
Jenkins
Johnston Atoll conservation plan Unincorporated territory of the USA Phil Lobel
Marine management plan for Karkar Karkar, Papua New Guinea Josh Cinner
Kiholo Bay fisheries management project Hawaii, USA Mike Donoho
Kimbe Bay ecosystem-based management project Kimbe Bay, Papua New Guinea Geoff Dews, Alison Green
Kubulau ecosystem-based management project Kubulau, Fiji Stacy Jupiter
Ecosystem-based adaptation in vulnerable coastal
cities
Lami Town, Fiji Sarah Mecartney
Integrated ecosystem management project for Manus
Province
Manus, Papua New Guinea Ezra Neale
Nakauvadra reforestation project Ra, Fiji Isaac Rounds, Ged Acton
European Union Global Climate Change Alliance Samoa Tapulolou Siuli
Tuailemafua
Rat control project in French Polynesia Ua Huka and Rimatara, French
Polynesia
Caroline Blanvillain
Mapping historical shoreline change and sea level
vulnerability in Hawaii
Kauai, Maui and Oahu, Hawaii Chip Fletcher
Lowland tropical rainforest conservation plan for Sovi
Basin
Sovi Basin, Fiji Isaac Rounds, Ged Acton
Scuba spearfishing ban American Samoa Douglas Fenner
Integrated ecosystem-based management plan for
Takitumu Lagoon
Rarotonga, Cook Islands Geoff Dews
Island-scale management of Tetepare Tetepare, Solomon Islands Giliian Goby
Increasing resilience of coastal areas and community
settlements to climate change in Tuvalu
Tuvalu Geoff Dews, Elizabeth
Berry, Alan Resture,
Nacanieli Speigth, Yuskie
Taishi
Coral reef pollution and sedimentation reduction in
Pohnpei
Upland Sakau, Pohnpei Bill Raynor

Pacific Integrated Island Management Principles, case studies and lessons learned64
Photo credits
Front cover, main image: Stacy Jupiter
Page 1: Stacy Jupiter
Page 2: Stacy Jupiter
Page 7: Cook Island Nation Environment Service (NES)
Page 9 top: Cook Island Nation Environment Service (NES)
Page 9 bottom: Cook Island Nation Environment Service (NES)
Page 10: Stacy Jupiter
Page 12: Isaac Rounds
Page 13: Palau Conservation Society
Page 14: Palau Conservation Society
Page 15: Warren Lee Long
Page 16: Sebastien Dalgarno
Page 22: Timoci Naivalulevu
Page 24 top: Timoci Naivalulevu
Page 24 bottom: Timoci Naivalulevu
Page 25: Aaron Jenkins
Page 27: Aaron Jenkins
Page 28: Paul Donohoe
Page 30: Paul Donohoe
Page 33: Rebecca Weeks
Page 34: Geoff Dews
Page 37: Josh Cinner/Marine Photobank
Page 39: Josh Cinner/Marine Photobank
Page 40: Caroline Blanvillain
Page 43: SCOPE Pacific Limited
Page 45: SCOPE Pacific Limited
Page 46: Dolan Eversole
Page 49: SOPAC
Page 51: SOPAC
Page 55: Stacy Jupiter