The Role of a Project Coordination Unit: Coordinating Connectivity Across the Pacific
More Than Project Management
In the infrastructure delivery environment, especially in complex, multi-country environments like the Pacific Islands, traditional project management often falls short. That’s where the Project Coordination Unit (PCU) model comes in—a more integrated, strategic approach to managing high-stakes projects with multiple moving parts.
At nem, we’ve embraced the PCU role across several major submarine cable initiatives. It’s a model that allows us to act as the central conduit between all major stakeholders, ensuring that projects are not only delivered on time and within budget, but also aligned with broader national and regional goals.
What Is a PCU?
A PCU is more than a project manager. It’s a coordination hub that sits at the intersection of policy, finance, engineering, and community engagement. In our work, the PCU role involves managing relationships and workflows across:
Development Partners such as the Asian Development Bank (ADB), World Bank, and Australia Infrastructure Financing Facility for the Pacific (AIFFP)
Pacific Island Governments, who set national priorities and regulatory frameworks
Industry Specialists, including telecom engineers, marine surveyors, and environmental consultants
Suppliers, from cable manufacturers to civil works contractors and data centre providers
Local Telcos and Operating Entities, who will ultimately own and operate the infrastructure
This role demands not just technical knowledge, but diplomacy, agility, and a deep understanding of regional dynamics.
Coordinating Across Cultures and Borders
One of the most unique aspects of working in the Pacific is the diversity of cultures, languages, and governance structures. Each country has its own priorities, processes, and pace. As a PCU, we act as a translator—not just linguistically, but operationally.
We help development partners understand local constraints, and we help governments navigate donor requirements. We ensure that suppliers are aligned with local expectations, and that community voices are heard throughout the process.
This coordination is especially critical in submarine cable projects, where timing, logistics, and stakeholder alignment must be flawless. A missed permit or delayed vessel can set a project back by months.
Managing Funding Disbursement
One of the PCU’s core responsibilities is managing the flow of funds. In multi-lateral projects, financing often comes from several sources—each with its own rules, reporting requirements, and timelines.
We ensure that disbursements are made in line with project milestones, that financial reporting is accurate and timely, and that risks are flagged early. This financial stewardship builds trust across stakeholders and keeps projects moving.
It also allows us to identify opportunities for cost savings, reallocation, or reinvestment—ensuring that every dollar delivers maximum impact.
Risk Management and Mitigation
Submarine cable projects are inherently risky. They involve marine operations, international shipping, environmental approvals, and long-term infrastructure commitments. As a PCU, we take a proactive approach to risk.
We identify potential issues early—whether it’s a regulatory bottleneck, a supply chain delay, or a community concern—and develop mitigation strategies. We maintain risk registers, conduct scenario planning, and ensure that contingency plans are in place.
This isn’t just about avoiding problems. It’s about building resilience into the project from day one.
Contractor Oversight and Performance
Once contracts are awarded, the PCU becomes the central point of accountability. We oversee contractor performance, ensure compliance with technical specifications, and manage change requests.
We also facilitate communication between contractors and local stakeholders, helping resolve issues quickly and collaboratively. Our goal is to create a delivery environment that’s transparent, efficient, and focused on outcomes.
This oversight extends beyond construction. We support testing, commissioning, and handover—ensuring that the infrastructure is ready for long-term operation.
Building Local Capacity
A key part of our PCU philosophy is leaving behind more than just infrastructure. We aim to build local capacity—training government officials, telecom operators, and community leaders in project management, technical operations, and strategic planning.
This capacity-building ensures that Pacific Island nations can manage and maintain their digital infrastructure independently. It also strengthens regional resilience and fosters long-term sustainability.
We’ve seen firsthand how empowering local teams leads to better outcomes—not just for the current project, but for future initiatives.
Enabling Whole-of-System Thinking
Submarine cables are just one part of the digital ecosystem. As a PCU, we take a whole-of-system view—looking at how connectivity enables broader goals in health, education, climate resilience, and economic development.
We work with governments to align cable projects with national digital strategies. We help development partners understand the downstream impacts of connectivity. And we support initiatives that leverage the cable infrastructure for public good.
This systems thinking is what transforms a cable from a piece of hardware into a catalyst for transformation.
Case Study: East Micronesia Cable Project
One of our most complex PCU engagements has been the East Micronesia Cable Project, involving three countries—FSM, Kiribati, and Nauru—and multiple development partners.
As PCU, nem coordinated everything from stakeholder engagement and funding disbursement to marine surveys and procurement. We navigated geopolitical sensitivities, environmental approvals, and pandemic-related delays.
The result? A project that’s now on track to deliver high-speed, resilient connectivity to some of the Pacific’s most remote communities—unlocking new opportunities in education, healthcare, and economic development.
Why the PCU Model Works
The PCU model works because it’s built on trust, transparency, and collaboration. It allows for flexibility in complex environments, while maintaining accountability and structure.
It’s especially effective in the Pacific, where projects often span multiple jurisdictions, cultures, and funding sources. By centralising coordination, the PCU ensures that everyone is working toward the same goal—with the same information and expectations.
At nem, we’ve refined this model over years of experience. And we’ve seen how it can turn ambitious ideas into tangible outcomes.
Looking Ahead
As digital infrastructure becomes more critical to national development, the need for effective coordination will only grow. The PCU model offers a blueprint for how to deliver complex projects in a way that’s inclusive, efficient, and sustainable.
For us at nem, it’s not just about cables. It’s about what those cables enable—and how we can help build systems that serve people, communities, and futures.
Author:
Gary Ayre
Partner, nem Australasia
July 2025