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

2. reporting & planning at spC1
reporting & planning at spC

3. 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

4. SPC planning
Improved reporting on activities for each Division
SPC-wide annual reporting, including country reports
Strengthened MEL
Corporate:
SPC Corporate Strategic Plan, revised and renewed
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

5. 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

6. 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.

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

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

10. 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

11. 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)

12. 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

13. 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

14. Key differences in the new FAME business plan
FAME Strategic Plan
FAME Business Plan
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 , 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.

15. 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.

16. 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

17. 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

18. 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

19. 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?

20. 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