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As part of the RIF review process, a team of three independent consultants were commissioned to analyse, assess and validate the most appropriate regional institutional arrangements based on a range of options provided by the CEOs of SOPAC, SPC and SPREP. The key rationale underpinning the work was to optimise service delivery, in particular ensuring the SOPAC work programme continued without diminution and was potentially enhanced. This document presents the Final Report of Part Two of the consultancy.

The Pacific Islands Forum in 2005 adopted the Pacific Plan to strengthen and deepen regional cooperation and integration. Subsequently Leaders agreed that a regional institutional framework (RIF) that is appropriate to the development of the Pacific Plan be established. As part of the RIF review process the three CEOs of SOPAC, SPC and SPREP commissioned a two-part consultancy in early 2009. Part One was to analyse, assess and validate their proposed regional institutional arrangement to rationalise SOPAC’s work programme. Part Two was to consider the practical implications, including administrative, programmatic, and other issues relevant to the proposed new arrangements.

The Pacific Islands Forum in 2005 adopted the Pacific Plan to strengthen and deepen regional cooperation and integration. Subsequently Leaders agreed that a regional institutional framework (RIF) that is appropriate to the development of the Pacific Plan be established. As part of the RIF review process the three CEOs of SOPAC, SPC and SPREP commissioned a two-part consultancy in early 2009. Part One was to analyse, assess and validate their proposed regional institutional arrangement to rationalise SOPAC’s work programme. Part Two was to consider the practical implications, including administrative, programmatic, and other issues relevant to the proposed new arrangements.

As part of the RIF review process, a team of three independent consultants were commissioned to analyse, assess and validate the most appropriate regional institutional arrangements based on a range of options provided by the CEOs of SOPAC, SPC and SPREP. The key rationale underpinning the work was to optimise service delivery, in particular ensuring the SOPAC work programme continued without diminution and was potentially enhanced. This document presents the Final Report of Part One of the consultancy.