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Nauru Utilities Corporation - Corporate Strategy
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Nauru Utilities Corporation

2012
Nauru Utilities Corporation was established under the terms of its own Act of Parliament1 on 24 June 2011. The Act sets out the purposes of the NUC and establishes its regulatory, governance, and management structures. The powers and functions of NUC relate to the generation, transmission, and supply of electricity; the treatment, distribution, and supply of water; and the buying, storing, and selling fuel within Nauru. NUC’s corporate form is that of a non-departmental public body in that it has no shareholders or board of directors, but is subject to Ministerial oversight and has a legal personality separate from that of the Government. The Minister is advised by an Advisory Committee in connection with matters related to the operation of NUC, and operational matters are managed by a Chief Executive Officer (CEO). The corporation requires cabinet approval for borrowing, acquisition or disposal of property, and must ensure that proper accounting records are kept. The approval of the Minister is required to appoint the corporation’s external auditor. NUC is the successor body to the Nauru Utilities Authority (NUA) which took over the utilities operation from the predecessor body of Republic of Nauru Phosphate (RonPhos)2 in July 2005. NUC’s fixed assets comprise of those initially inherited from the Nauru Phosphate Corporation (NPC) and those subsequently funded by donor partners or NUC itself.
Strategies and on the ground options for climate change adaptation and disaster risk management in the Pacific
Climate Change Resilience
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Faletau, Taniela

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Leavai, Peniamina

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McFadzien, Diane

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Ronneberg, Espen

2012
Small Island developing states (SIDS) have ongoing projects and projects in the pipeline which are targeted at implementing adaptation measures. In the Pacific alone there have been a range of such initiatives starting with the PICCAP project in the late 90s to the ongoing PACC project, the latter building on the lessons learnt from its predecessors to help increase resilience to the impacts of climate change. On a global, regional and national level these projects have stringently involved strengthening of institutions, policy and regulations, but more importantly evolved to implement on the ground-level tasks, many of which follow on from, or are acting in synergy with other projects for the mainstreaming of climate change adaptation (CCA) and disaster risk reduction (DRR) initiatives in communities. A key challenge in this context for decision makers, policy makers, and development partners is to understand and adopt strategies that are effective in mobilizing people and resources in response to CCA and DRR. All efforts in this context must be made to learn from past lessons and concerted action taken to refine, augment and deploy these initiatives appropriately and urgently.