Programme planning FAME Business Planning Connie Donato-Hunt (Monitoring, Evaluation & Learning Adviser)

reporting & planning at spC 1 reporting & planning at spC

SPC planning before 2013 7 SPC divisions with separate strategic plans & annual reports No annual review of progress against the SPC Strategic Plan Minimal monitoring & evaluation occurring in divisions SPC 7 divisions with different Strategic Plans, separate annual reports, and different systems for reporting, monitoring & evaluation Project evaluations were done when required by donors No annual assessment of achievements against SPC’s corporate Strategic Plan. MEL within SEPPF (strategic engagement policy & planning facility) – but little MEL activity/knowledge in divisions. Picture: So it was a bit like the VMS track for longline vessels – we knew the general area where people were working, but we could not be sure of exactly who was doing what when, or make overall sense of the bigger picture

SPC planning 2013-2015 Improved reporting on activities for each Division SPC-wide annual reporting, including country reports Strengthened MEL Corporate: SPC Corporate Strategic Plan, revised and renewed 2016-2020 One results report for all of SPC, started in 2014, continued annually Monitoring & Evaluation Roadmap, performance measurement policy (called the PEARL) MEL advisers in FAME and other Divisions – SPC-wide MELnet group to share tools, resources, ideas Realising the importance of MEL in FAME: Establishment of MEL position OFP and CFP better collaboration and unity as FAME – e.g. in planning and reporting Funding in proposals to develop MEL processes and systems Greater awareness of MEL within FAME Picture: So it’s a bit like the Japanese metro map – clearer understanding of what work everyone is doing and where and how things might fit together, but still a bit hard to make sense of the bigger picture and the reasons why

SPC planning 2016-now (WP1 p17) Strategic Plan FAME Business Plan FAME workplans & project plans FAME’s Business Plan nests under SPC-wide planning & above team & staff work plans

FAME workplans & project plans Timeline: 2016-now (WP1 p17) SPC Strategic Plan FAME Business Plan FAME workplans & project plans Picture: It is a bit like building something with lego. There are a lot of pieces and activities required, but it is all put together to fit into a bigger picture or purpose. In this case a big model of a tuna - Mr Jumpei Mitsui made this tuna out of Lego bricks. It’s comprised of around 5,000 pieces.

What is results-based Planning? 2 What is results-based Planning?

Results-based planning Moving from just thinking about what we do to what difference it makes Answering the ‘so what’ question

Results-based planning & reporting What did we do and how well did we do it? Monitoring What difference did we make? Evaluation What have we learned? Planning / learning

Results-based planning & reporting What did we do and how well did we do it? Monitoring What difference did we make? Evaluation What have we learned? Planning / learning Improved annual monitoring of activities across SPC since 2013, has provided the foundation for improved evaluation (i.e. improved understanding of what our work has helped to achieve)

Reversing our thinking Starting at the end goal rather than starting at activities Identifying the long-term goals FAME works towards Working backwards Identifying the work needed to achieve these long-term goals, i.e. ‘backwards mapping’ Collecting evidence of change Identifying how we know / measure whether we are making a difference Results reporting Reporting on the breadth of work, along with the impact it is having

New FAME Business Plan process FAME Planning Retreat – February 2016 All FAME staff survey – February 2016 Staff workshops – March 2016 FAME objectives & result areas SPC organisational objectives Draft circulation to FAME, other SPC staff & key stakeholders – 2016 Feedback from HoF10 delegates Endorsement All FAME staff survey – February 2016 Retreat with FAME Senior Management & other SPC staff – February 2016 Workshops with each FAME team to discuss FAME objectives & result areas – February to March 2016 FAME staff workshop on SPC organisational objectives – March 2016 Circulation of drafts to all FAME staff for individual review and comment. Circulation to SPL, key focal points in other Divisions

Key differences in the new FAME business plan FAME Strategic Plan 2013-2016 FAME Business Plan 2016-2018 FAME had its own Strategic Plan FAME follows the SPC Strategic Plan Objectives structured by Section Objectives structured by FAME’s goals Internal capabilities not addressed Organisational objectives included to look at how FAME works Planning period different to other SPC Divisions Business planning period the same across Divisions Main differences between the former FAME Strategic Plan and the new FAME Business Plan: FAME’s new business plan nests below the SPC corporate strategic plan – providing direct linkages between the work we do and SPC’s higher level goals and objectives. We no longer have our own Strategic Plan, as we now use the SPC Corporate Strategic Plan. In the old plan, each Section had it’s own objective and result areas. This meant that there was some overlap where Sections worked towards the same goals (such as capacity development and supporting evidence-based fisheries management). For the new Business Plan we identified the overall objectives across FAME, and then identified how each Section contributes to these objectives. Organisational objectives - This is a new area for the Business Plan. In the previous FAME Strategic Plan there was nothing that looked at our internal capabilities and priorities. The SPC Corporate Strategic Plan outlines SPC’s organisational objectives, so in the FAME Business Plan we have taken these and identified how FAME will address them over the next 3 years. Each Divisions’ business plans had different time periods and did not fit neatly within the SPC Strategic Planning period. Now FAME’s Business Plan aligns with the timing of other plans across SPC, so even though it will be formally adopted in 2017, the start date for this first Business Plan is set to 2016 to align with the SPC- wide timing, and it will be reviewed in 2018 at the same time as all Divisions across SPC review theirs – so that planning remains linked up.

Key strengths The new approach enables us to focus on results across the Division as a whole, rather than just Section by Section activities Clearer links to the SPC Strategic Plan & SDGs (see Figure 1) enables FAME staff to better understand the higher-level outcomes their work is contributing to.

FAME objectives (WP1, pp.9-10) Enhance data collection & provide data management services for fisheries & marine ecosystems Provide analyses & advice for evidence-based fisheries management Support the sustainable development of aquaculture Identify sustainable alternative livelihood options for nearshore fisheries Provide, and facilitate access to, fisheries information Support capacity development in fisheries & aquaculture among PICTs

SPC-wide organisational objectives (WP1, p11) Strengthen engagement & collaboration with members & partners Strengthen technical and scientific knowledge and expertise Address members’ development priorities through multi-disciplinary approaches Enhance the capabilities of our people, systems and processes Improve planning, prioritisation, evaluation, learning and innovation

Group work During HoF there will be some group work 6 groups as follows: Regional partners – the deck outside Regional donors – small conference room French-speaking countries (NC, WF, FP, France) - foyer Micronesia - foyer Polynesia – back room Melanesia (including Timor Leste) – back of conference room We will keep the same groups for all group work If you’re not sure which group you should be in (particularly the observers) then check the list posted around the room

Group work - questions Feedback on the draft FAME Business Plan, particularly FAME objectives (pages 9-10) How can FAME better hear from countries & partners on the longer term impacts of our work? How do you currently receive information on FAME’s results? How would you like to?

Next steps Optional session at 5pm today Provide comments / track changes to Connie by end-Tuesday Incorporated into Business Plan by Wednesday Available for endorsement Thursday in the final HoF session