Cristelle Pratt

As Assistant Secretary General – Environment & Climate Action for the Organisation of African Caribbean and Pacific States (OACPS) an international organisation of the Global South made up of 79 member States, my principal responsibilities were to: Provide strategic leadership in multilateral processes on Oceans, Climate, DRR, Biodiversity, Water and Food Systems (fisheries and agriculture); Address means of implementation for achieving sustainability and resilience building. For example, influencing global financial architecture and MDB reforms/overhaul, and the UN multidimensional vulnerability index (MVI). I also provided strategic guidance and overall coordination & monitoring of Environment & Climate Action related investments under the 11th EDF amounting to 410 million Euro.

OACPS' chief policy and technical advisor on environmental and climate action issues and initiatives to Secretary General, as ex-officio to Heads of State and Government and the Council of Ministers of the 79 Members States of the OACPS and other standing organs including Council of Ministers and sector ministerial mechanisms, Committee of Ambassadors and sub-organs (e.g. subcommittees, working groups, special taskforces & working committees), and the subsidiary and consultative organs, under the revised Georgetown Agreement (2019). As ASG-ECA I am responsible for the Ministerial Oceans, Inland Waters & Fisheries Mechanism and its working arm, the Ambassadorial Working Group for Oceans, Inland Waters and Fisheries; the Committee of Ambassadors Subcommittee on Sustainable Development; and, the OACPS SIFS Forum and its special Ambassadorial Working Committee set-up to organise the OACPS SIDS-led International Resource Mobilisation Conference.

As a member of the Executive Management of the OACPS Secretariat comprising the OACPS SG and five ASGs, I have used my previous leadership and proven policy and practice experience to contribute to the major change management process which commenced in April 2020, to restructure, reshape, right-size and focus the Secretariat to realise the OACPS’ aspirations as a new international organisation (from 2020) to become a global player in multilateral processes and expand her partnership-base beyond the longstanding partnership with the EU.

Key accomplishments and achievements since September 2020 include:

- OACPS Heads of State and Government Decisions & Resolutions on climate action & resilience, oceans and fisheries, biodiversity, food systems transformation, Small Island Developing States (SIDS).

- Organised the 7th OACPS Ministers Meeting in-charge of Fisheries and Aquaculture - Accra Ghana, April 2021; which issued a Declaration and adopted the OACPS Strategic Plan of Action for Fisheries & Aquaculture 2030, post COVID-19 pandemic recovery.

- Supported Members, Regions and OACPS negotiating groups (AOSIS, AGN, LDC, G77+ China) preparations to inform and influence multilateral processes & agendas; and represented OACPS in High-Level meetings on:

• Climate: UNFCCC COPs 26 & 27, UNGA Resolution 77/276 on ICJ AO on Climate Change

• Resilience: 7th Session of the Global Platform for DRR, HLM Mid-term Review of the Sendai Framework for DRR, African Working Group on DRR

• Water, Drought & Desertification: UN 2030 Water Conference, UNCCD COP 15

• Biodiversity: IUCN World Conservation Congress, UNCBD COP 15, UN CITES COP 19

• Energy: 13 IRENA Assembly and SIDS Ministerial

• Oceans and Fisheries: 2nd UN Ocean Conference, WTO Fisheries Subsidies (MC12), 3rd Meeting of the Parties to the Ports States Measures Agreement (PSMA), UNCTAD Ocean Forum, UN Food Systems Summit

• Access to Finance: Paris new Global Financial Pact Summit, 2023 HLPF, UNHLP of the MVI

- Led the development of key OACPS knowledge products:

• OACPS Multidimensional Vulnerability Index (OMVI – adopted); and, OACPS Multidimensional Resilience Index (OMRI) and thematic Climate OMVI – to be finalised by COP28; UNHLP MVI submission.

• OACPS NDC Factsheets and OACPS Climate Finance Tracking report, to inform the Prospectus for the OACPS SIDS-led Resource Mobilisation Conference – to be held in mid-2024

• OACPS Food Systems Transformation Mechanism

• OACPS Issues papers for COPS – Climate (COP26 & 27) and Biodiversity (COP15)

- OACPS Secretariat status as a Green Climate Fund Readiness Delivery Partner, and GCF Observer (in progress).

The Pacific Islands Forum is the Pacific region’s political and policy organisation. It is ultimately accountable to the Pacific Islands Forum Leaders of eighteen member countries and territories[1] and has additional standing responsibilities to serve PACP and SIS groupings, Forum Economic Ministers, Forum Foreign Ministers and the Forum Officials Committee. As the DSG, my key responsibilities were to support the Pacific Islands Forum Secretary General (PIF-SG) as ex-officio to the above-mentioned mechanisms, and provide leadership and direction of the Secretariat’s operations (with a staff roll of 124), to ensure delivery of a strategic, prioritised regional agenda, under the 2014 Framework for Pacific Regionalism. Driving the requisite reforms to reinvigorate political commitment, ownership and engagement, and regional policy focus required innovative approaches to engage and work closely with member countries, the regional public and key stakeholders, to set a prioritised regionalism agenda.

The Secretariat’s core functions, and commensurate policies, processes and procedures were adjusted – with necessary right-sizing and right-skilling to identify key regionalism issues and opportunities, and deliver these through a strategic work programme within a balanced budget. The change process required careful adaptive management of all staff, given the need to work differently both internally (across areas and disciplines, in different combinations and in various teams) and externally (coordinating and collaborating with key stakeholders such as CROP), to contribute to strengthening the delivery of Leaders regionalism priorities. Fostering effective working relationships with senior representatives of Member Governments and other national, international and regional organisations and bodies relevant to Forum members' interests such as CROP, development partners (such as Forum Dialogue Partners, MDBsand UN agencies), as well as civil society (such asthe NSA- PIFS Executives meetings) and the private sector – was essential and an underlying imperative.

I was required to represent the SG at various high-level meetings and events, when required. Examples include Forum ministerial meetings (such as for education, disabilities, foreign affairs, and finance & economic), preparatory meetings for Summitries with Forum dialogue partners and Observers (e.g. Japan (PALM 7 & 8), Republic of Korea (2015 & 2017) and UN agencies (2014 SIDS Conference, 2017 1UNOC & COP23, 24 & 25); and, other agencies governing board meetings (such as CRGA and SPREP Councils). As well I had carriage of finalising agendas and briefing papers, in support of the SG as ex officio to PIF standing meetings (PIF, SIS, PACP Leaders meetings and various dialogues between leaders and key stakeholders& partners), and the annual EconomicMinisters and Foreign Ministers meetings).

Additional roles and responsibilities and associated functions included: (i) representing PIFS at CROP Heads meetings - given the SGs role as permanent CROP Chair and Chairing CROP Deputies meetings; (ii) deputising as the Regional Authorising Officer (RAO) of the EU Pacific Regional Indicative Programme under the EDF 10 & 11; and, (iii) providing strategic guidance and operational oversight for theestablishment and running of the Office of the Pacific Ocean Commissioner (OPOC) and the Pacific Ocean Alliance.

- Leaders endorsement of a Sustainable Funding Strategy for PIFS, where the assessed membership share of the primary budget has increased from 26% to 51%, and 51% of total assessed membership contributions metby FICs signals equity in ownership of PIF members

- Leaders endorsement of the Blue Pacific narrative, which encourages The Blue Pacific continent to think and act collectively, as stewardsof the largest oceanic continent on the Blue Planet.

- Leaders endorsement to develop a 2050 Vision and Strategy for the Blue Pacific continent.

- Robust regional public policy process, which includes and engages Civil Society & the Private Sector

- Establishing sub-Committees of Forum Officials to advance Leaders decisions (Strategic – international advocacy & engagement, regional security; and for Operationalefficiency and compliance - audit and risk, prioritisation and resourcing;

- Established and resourced Office of the Pacific Ocean Commissioner[2]

- Established multi-partite Climate Change & Resilience Team[3]

[1] PIF members - Australia, Cook Islands, Federated States of Micronesia, Fiji, French Polynesia, Kiribati, Marshall Islands, Nauru, New Caledonia, New Zealand, Niue, Palau, PapuaNew Guinea, Samoa, Solomon Islands, Tonga, Tuvalu, Vanuatu

[2] Sustainable management, use and conservation of the Ocean and its resources is a PIF Leaders regionalism priority

[3] Climate Change & Resilience is a standing agenda for PIF Leaders and a PIF Leaders regionalism priority

Independent/ Freelance Consultant
December 2011 – December 2012 September – October 2011 September 2011 March – July 2011 February – March 2011 March 2010 – July 2010

Brief descriptions of consultancy assignments and deliverables are outlined below.

July 2013 – January 2014 World Bank Senior Technical Adviser to the Pacific Regional Process to develop a Strategy for Disaster and Climate Resilient Development in the Pacific (Pacific).

Commissioned to support the Pacific region’s process to develop a Framework for Resilient Development in the Pacific (FRDP). The draft was considered by Pacific Islands Forum Leaders in 2015 and endorsed in 2016[1]. The FRDP seeks to integrate climate change (adaptation & mitigation) and disaster risk (disaster risk management & disaster management) considerations into sustainable, resilient development. It realises that a paradigm shift is required wherein risks are considered and managed as part of all development investment decisions and practices. Additionally, that significant changes in mindsets, attitudes and behaviors, and among numerous actors and stakeholders, at all levels will be critical - especially leadership and commitment at the highest political, policy and practice levels.

December 2012 – June 2013 AusAID[2] – Independent Review and Needs Assessment for Australian Climate Change (CC), Environment and Disaster Risk Management (DRM) Activitiesin the Pacific to Inform Australia’s Development Agenda and Strategy from 2013 (Pacific).

Commissioned to carry-out a review of Australia’s climate change contributions to the Pacific since 2009 and complete a needs assessment to identify regional and national-level unmetand most critical needs within the context of integrating disaster risk management, climate change and environment (DEC), and mainstreaming these into Australia’s overseas development assistance for the Pacific at regional and bilateral levels. Recommendations were intended to inform future programming options within the context of DEC integration and Australia’s Development Agenda and Development Strategy for future Australian ODA in the Pacific. Other tasks included identifyingkey indicators for measuring results in line with Australia’s Comprehensive Aid Performance Framework (CAPF). One Regional and 14 individual national needs assessmentsand recommendations reports were prepared.

July 2012 – July 2013 World Bank - Senior Adviser DRR/CCA – Regional assignments (Pacific)

Commissioned to provide strategic and technical advisory and analytical support to the Pacific Sustainable Development Branch of the World Bank Corporation (WBC) for the implementation of key recommendations of the Policy and Practice Note for Climate and Disaster Resilient Development in the Pacific Region, and to provide support toward development of initiatives under the World Bank ImplementationStrategy Integrating DRR and CCA Across the WBC Pacific Portfolio, when requested.

June - September 2013 AECOM - Senior Adviser DRR/CCA (PPCR-Samoa)

Contracted to support the design and development of AECOM’s expression of interest for Enhancing the Climate Resilience of Coastal Resources and Communities Project - P126596 in Samoa, in response to a call from Ministry of Natural Resources and Environment, Government of Samoa/World Bank under the Pilot Program for Climate Resilience(PPCR).

May 2012 – June 2012 ADPC - Independent Consultant – Regional assignment (Asia)

Commissioned to provide strategic advisory, assistance and support to the Asian Disaster Preparedness Center (ADPC) for: Regional programme design and development including (i) work plan and budget instruments, to implement the ‘ADPC Strategy 2020’ – Participatory Approaches Toward Building a Culture of Disaster Risk Reduction in the Asia Pacific Region (ii) resource mobilisation strategy for the ‘systems’ programme (iii) approaches and strategy for implementation of the ‘applications’ programme; Development of a policy brief and related technical report to inform a specific donors engagement to support climate and disaster resilient development in Myanmar (completed); annual ADPC-Donor Forum design and development of meeting agenda and documents (completed).; development of concept notes for programme funding to various donors including Australia (2012 – programme agreement signed) and New Zealand (completed and project agreement signed).

AECOM - Senior Adviser DRR/CCA – Regional assignment (Pacific)

Contracted to support the design and development of AECOM’s bid for the USAID Coastal Communities AdaptationProgram – Pacific Islands Region.

World Bank - Senior Adviser DRR/CCA – Regional assignment (Pacific)

Commissioned to provide strategic and technical advisory and analytical support to the Pacific Sustainable Development Branch of the World Bank Corporation (WBC) in their development of a Policy and Practice Note for Climate and Disaster Resilient Development in the Pacific Region and World Bank Implementation Strategy Integrating DRR and CCA across the WBC Pacific Portfolio. The initiative is funded by the GFDRR and WBCand will be finalised in mid-2012.

UNISDR Consultant – Regional Assignment (Pacific)

Commissioned to undertake a review of DRR related legislative and policy instruments of 15 Pacific Island countries and territories. The review is funded under Track I of GFDRR and its recommendations will inform a programme of work that would seek to strengthen the legal and policy frameworks for disaster risk reduction and climate change adaptation of countries and territories in the Pacific region.

Programme Evaluator – Regional Assignment (South and South-east Asia)

Commissioned to undertake a mid-term review of the multi-donor funded Regional Coordinating Committee’s (RCC) regional programme to mainstream Disaster Risk Reduction into national development planning and sector processes that is being implemented in Asia from 2005 to 2015. The review was funded by the Government of Australia and was completed in October 2011. The RCC comprises 26 member countries from Central, South and South-East Asia.

UNEP - Independent Reviewer (Small Island Developing States)

Invited to be an independent reviewer of a UNEP report toward Rio+20, this sought to address the potential and implications of a green economy for Small Islands Developing States (SIDS).

UNEP - Expert Panel Member UNEP ‘Foresight Process’ (Global)

Invited to sit on a twenty-member panel established by the United Nations Environment Programme (UNEP) for their new, Foresight Process initiative, which endeavours to identify and rank the most important emerging issues on the horizon regarding the global environment. The aim of the Process is to inform the UN system and the greater policy community about the global environmental issues that need attention over the next two to three years. The output from the Process will influence UNEP’s programme of work as well as that of other UN agencies and will provide a significant input from UNEP to the “Rio +20” UN Conference on Sustainable Development scheduled to take place in May 2012.

ADPC Independent Consultant – Regional Assignment (Bangkok, Thailand - Asia)

Commissioned to provide strategic advisory, assistance and support to the Asian Disaster Preparedness Center (ADPC) for the design and development of the: ‘ADPC Strategy 2020’ – Participatory Approaches Toward Building a Culture of Disaster Risk Reduction in the Asia Pacific Region; Process and outline of accompanying policy and planning instruments (Strategic Plan, WorkProgramme and Budget); and, ADPCs Silver Jubilee High-level Commemorative Meeting and related events, 22 and 23 March 2011.

October 2010 – March 2011

UNDESA Independent Consultant – International Assignment (SIDS)

Commissioned to carry out a desk assessment to review and assess progress toward implementation of various sustainable development instruments developed specifically for Small Island Developing States (SIDS) since the 1st International Conference convened for SIDS and their Sustainable Developmentheld in Barbados in 1994. The desk study identifies lessons learned from implementation of selected high-order initiatives of the United Nations such as the CSDs Partnership Initiatives, which were initially launched as Type II Partnerships under the World Summit for Sustainable Development (WSSD) Programmeof Action, in Johannesburg, South Africa.

Council of Regional Organisations of the Pacific (CROP) Independent Consultant – Regional assignment (Pacific) – Ocean Governance

Commissioned to lead a two-person team to design an operational strategy to stimulate the implementation of the sustainable management and use, and conservation elements of Pacific Islands Regional Ocean Policy (2005). The resultant Framework for a Pacific Oceanscape (FfPO) was completedin July 2010 and received Pacific Islands Forum Leaders endorsement in August 2010.

A policy and issues analysis and, consultations with countries and key partners (within time and budget constraints) was undertaken to inform the design and scope of the FfPO. Designed to be a pragmatic instrument containing a ‘handful’ of strategic areas of focus and a ‘handful more’ of priority actions for national and regional implementation, it is cornerstone to regional ocean policy and practice implementation. Since its implementation the Office of the Pacific Ocean Commissioner has been established. It is hosted at the PIFS, with the PIF SG holding the role of interim Pacific Ocean Commissioner.

[1] The FRDP was endorsed by Leaders in 2016, and tasking to establish the Pacific Resilience Partnership (PRP) and an innovative PRP Taskforce in 2017 (this is supported and coordinated by CROP agencies PIFS-SPC-SPREP).

[2] AUSAID became a part of DFAT (Department of Foreign Affairs and Trade) in 2014.

During my six year, fixed term tenure as SOPAC’s Chief Executive Officer, which ended in February 2010, SOPAC was able to demonstrate appreciable growth both in staff numbers of its Suva-based Secretariat (from 65 in 2004 to a staff roll of 120) and in the quantum of its annual operational budget (from FJD 11.3 M (2004) to FJD 37.9M (2009). I led a team of quality professionals who constantly sought innovative approaches for the continual improvement and strengthening of services to member countries. As an outcome conscious and focused organisation SOPAC received exemplary reviews from its members, development partners and donors.

At the time SOPAC[1], was one of ten Pacific regional intergovernmental organisations in the Council of Regional Organisations in the Pacific (CROP), serving and supporting twenty-one Pacific Island countries and territories in providingapplied scientific and technical solutions - mandated to leadand coordinate regional activities for the sustainable use of non-living natural resources such as marine minerals and aggregates; support countries toward delimitation of their maritime boundaries and extended continental shelf; improve development and livelihood outcomes in the water, energy and ICT (specifically GIS and Remote Sensing) sectors; provide capacity support for the broad spectrum of disaster risk reduction and disaster management challenges. Successful delivery was achieved through a range of policy and scientific instruments and modalities and through successful and enduring partnerships.

ü 45% increase in the staff roll (120 professional and technical support staff

ü Tripling of the overall budget (FJD 37 million)

ü Diversification of funding modalities and donor partner

My principle role and responsibilities, as ex-officio Secretary to the SOPAC Governing Council (who traditionally met once a year), was to:

· Lead and manage the affairs of SOPAC through its Secretariat, under the SOPAC Strategic Plan 2005 – 2009 andthe annually agreed Work Plan and Budget

· Respond and realise the strategic policy directives monitored, discussed and decided by the Governing Council (Annual),such as:

o Organisational development, growth and change

o Regional / sector-based challenges and opportunities

· Implement and deliver againstthe approved annual work plan and budget (monitored and evaluated annually)

· Prepare the provisional work plan and budget (approved annually by Council)

· Secure and mobilise relevant resources (financial, technical and other) to meet SOPACobjectives

· Maintain strong and effective relationships with representatives of member countries to ensure sustained support in their efforts to achieve sustainable development outcomes in development areas, under the SOPAC mandate

· Understand the needs and aspirations of Pacific peoples and in so doing provide appropriate policy and technical advice and guidance on issues, challenges and opportunities in those areas, under SOPAC’s mandated remit.

[1] In January 2011 SOPAC (along with several other regional agencies) was legally absorbed into the Pacific Community (SPC). It is now known as the Geoscience, Energy and Maritime Division. The political process addressing the region’s institutional framework commenced in 2007 and involved comprehensive regional reviews and negotiations. My role in the process was to ensure that the best possible outcome was achieved for SOPAC members while ensuring that services not only continued but were also strengthened.

I assumed the position Manager - Ocean and Islands Programme in September 2002, which was one of three (3) key strategic programme areas developed under the approved 2001/2002 SOPAC structure. The Ocean and Islands Programmecomprised seventeen professional and technical support positions.

Prior to this appointment, I actively participated in the transitional process toward the review and rationalisation of the SOPAC work programme and structure. The change process commenced in 2001, and included a rigorous review of SOPAC’s raison d’etre, development of a corporate plan and an annual business planning process, and formation of an Executive Management Team.

Selection by the Directorate to the Executive Management Team in 2001, to assist in the implementation of the 2002 business plan, led to the following additional responsibilities to my contracted terms of reference:

· Contributing to the developmentof policies and procedures for the wholeof SOPAC.

· Developing mediumterm strategies for establishment of the Ocean and Islands Programme, with accompanying logical frameworkand work plan.

· Meeting reporting requirements to SOPAC Governing Council and Donor Partners for the Ocean and Islands Programme.

· Managing the effective service delivery of key component areas under the Ocean and Island Programme,as articulated in SOPAC’s Programmes and Strategies for the period 2002 – 2004.

o Programme design, implementation, monitoring and reporting

o Financial management and budgeting

o Consultations with existing and potential development partners

o Consultations with SOPAC member countries

o Staff managementand performance

- Developing an integrated business risk management plan for SOPAC

· Meeting the key objectives of the Ocean Unit, as articulated in the SOPAC Strategic Plan for the period 1998 – 2002 included:

o Convening a regional forum to discuss marine scientific research activity [February 2001] has strengthened regional dialogue and coordination functions of the Secretariat

o Promotion of the Pacific regional agenda for ocean initiatives and issues at various international meetings [International Seabed Authority; United Nations Informal Consultations on Oceans and Law of the Sea; Intergovernmental Oceanographic Commission; JapanOceanographic Data Centre; Underwater Mining Institute]

o Promoting regional initiatives for PacificGOOS - a Global Ocean Observing System [GOOS] regional alliance

o Providing member countries with advice on relevant provisions of the United Nations Convention on the Law of the Sea [marine scientific research; maritime boundaries; continental shelf extension]

· Drafting project concept and project design documents, which seek to integrate client services both within the Secretariat and with other CROP organisations

o Pacific Islands Regional Maritime Boundaries Project

o Assisted in the development of the SOPAC financing proposal for, 8th European Development Fund funds

· Formal orientation with the Project Cycle Management requirements of the following key donor agencies (European Union; AusAid; Commonwealth Secretariat)

· Assisting the SOPAC Directorate with various management initiatives through participation as a Member on SOPAC’sExecutive Management Team

o Corporate Planning initiative to review the strategic focus of SOPAC, and refine current management and operational procedures withinthe Secretariat

o Formal orientation withthe Mercer Cullen Dell methodology for job size and evaluation

· Representing the SOPAC Secretariat in CROP/Regional forums (such as Marine Sector Working Group (Development of the Pacific Islands Regional Ocean Policy; Convening of the Pacific Islands Regional Ocean Forum); Land Resources Working Group ; Rio + 10 Working Group [now known as the Sustainable Development Working Group]; 9th European Development Fund dialogue; SPC Council Meetings – CRGA; FFA Committee Meetings – FFC; USP Lectures in Marine Law and Policy)

In early 1998, I commenced work with the Consulting Division of Aon Risk Services NZ Limited, which is part of the largest global insurance brokerage. My position as a business risk management consultant, involved the management and delivery of assignments in the areas of:

· Integrated business risk management

· Legislative compliance

· Business continuity planning & Business Interruption

Further, the role included the continual improvement of Aon’s integrated business risk management methodology and the development of a business continuity management tool. As lead consultant for the business continuity planning part of the practice, my responsibilities extended to include drafting proposals and tender documents, presenting to client prospects, client liaison and management, and leading, managing and delivering projects to strict timelines and budgets. New Zealand based clients from both the public and private sectors included: National Government, Local Government, Crown Research and Tertiary Institutions, Crown Health Institutes and from the private sector clients included from Forestry, Milling and Finishing; Viticulture and Wine Makers, and Production and Distribution.

As a Loss Adjuster with GAB Robins -Commercial Specialist Team, my responsibilities included the investigation, assessment and adjustment of insurance claims, primarily for the Dairy Industry in New Zealand. This involved adjustment of several multi-million-dollar claims occurring both within New Zealand and offshore. Prior to being promoted to the Specialist Team, I was appointed to adjust both domesticand [small to medium] commercial insurance claims, for major insurers.

I commenced employment with the Government of Fiji as a Scientific Officer in 1989 and held a Senior Scientific Officer position in their Marine and Petroleum Geology Section, upon departure from the service in 1996. My responsibilities included:

· Participating in marine scientific research programmes at national, regional and international levels [involved the acquisition, analysis and interpretation of various types of data, and reporting of these]. Examples of programmes include:

o CCOP-SOPAC Tripartite Research Programme in the Woodlark Basin, Solomon Islands and in the Manus Basin, Papua New Guinea in 1985.

o SOPAC-Japan-France STARMER Programme in the North Fiji Basin, Fiji in 1989, 1991 and 1992. During the 1992 cruise I was able to dive to a depth of 3 200m in the Japanesesubmersible the Shinkai 6500m

o International Ocean Drilling Programme Leg 136 in the Lau Basin inTonga and Fiji’s EEZs, in 1991.

o SOPAC-German HYFIFLUX Project in the North Fiji Basin, Fiji in 1995.

· Providing technical advice to the Fiji delegation attending intergovernmental meetings

o Attended SOPAC Annual Governing Council Meetings as the Technical Adviser for the Government of Fiji in 1990, 1991, 1992 and 1994.

· Drafting government briefs on marine sector issues relating to non-living marine resources.

· Founding member of the Government of Fiji’s Marine Affairs Coordinating Committee [an initiative to ensure effective coordination across line ministries and departments with marine responsibilities]

· Presenting at regional and international conferences and seminars.

Administrative functions of the Marine and Petroleum Geology Section.

While employed as a Research Assistant, my responsibilities included assisting with data preparation, processing and interpretation, and general administration. I also participated in the CCOP-SOPAC Tripartite Research Programme in the Woodlark Basin, Solomon Islands and in the Manus Basin, Papua New Guinea in 1985 and geophysical data acquired formed the basis of my post-graduate thesis.