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FAME Business Plan 2022–2027 — Mid-term Review
Independent assessment of the SPC Fisheries, Aquaculture and Marine Ecosystems Division's Business Plan, completed February 2026 by Sustineo. The review covered the period 2022–2025 using OECD-DAC evaluation criteria, with findings strongly positive overall.
The mid-term review concluded that SPC-FAME's work is relevant, effective, efficient and sustainable, underpinned by world-class applied science, highly valued technical support and strong, trusted relationships with members and partners. The main area with the greatest scope for improvement is the integration of cross-cutting themes — a focus for 2026–2027. Management accepted all 14 recommendations in principle.
About the review
The Pacific Community (SPC) commissioned Sustineo to conduct an independent mid-term review (MTR) of the FAME Division's Business Plan 2022–2027. The review combined summative purposes (assessing progress to date) with formative advice for the remaining Business Plan period and the development of the next plan (2028–2033).
The review was structured around the OECD Development Assistance Committee (OECD-DAC) evaluation criteria: effectiveness and impact, relevance, efficiency, and sustainability, plus cross-cutting themes (gender equality & social inclusion, climate change and oceans) specified in the Terms of Reference.
43
Stakeholders interviewed
2
Online surveys
2
Deep-dive case studies
14
Recommendations
The two case studies — community-based fisheries management (CBFM) and the Ikasavea app — were used as deep dives to illuminate key aspects of performance and learning. Draft findings were validated and recommendations co-developed through a workshop with SPC-FAME senior staff in Noumea on 6 November 2025.
Findings by OECD-DAC criterion
Effectiveness & Impact
Strong
SPC-FAME is widely perceived as effective in delivering against its Business Plan objectives, with MEL data, reports to Heads of Fisheries meetings and stakeholder consultations all pointing to strong performance and tangible results.
Recognised leadership in GEDSI integration, including gender-based violence in fisheries
Sustained influence on the health of Pacific tuna stocks
Innovation in fisheries data systems and accelerated resource mobilisation
CFAP faces resourcing constraints which affect its overall impact despite successes
"World-class applied science and a trusted adviser." — synthesis of stakeholder consultations
Relevance
High
FAME's work is strongly aligned with SPC's Strategic Plan and key regional fisheries and aquaculture strategies — contributing to its high relevance to members, partners and regional governance processes.
OFP delivers world-class scientific advice in high demand from members
CFAP aligns with regional priorities but the inherent complexity and diversity of inshore fisheries make national priorities harder to reflect
Improved agility through member request systems, new technologies and flexible engagement
Opportunity to strengthen anticipation of rapid-onset shocks (cyclones, volcanic eruptions) and emerging risks
Balance between reactive request-driven support and proactive strategic engagement can be improved
Efficiency
Solid
SPC-FAME demonstrates a strong commitment to cost-efficiency by maintaining lean administrative resourcing and prioritising scientific and technical delivery.
Core scientific work makes efficient use of available resources
Efficiency is constrained by scale and geographic spread of operations
Member Request Management System (MRMS) has improved transparency and responsiveness
SPC-wide corporate systems perceived as outdated for recruitment, procurement and project management
High demand combined with limited resources can lead to reactive delivery
Future gains likely from structural adjustments and clearer integration
Sustainability
Strong
SPC-FAME demonstrates a strong commitment to sustainability through long-term programmes, capacity building and enduring outputs — particularly in oceanic fisheries science, CBFM and regional data systems.
Positive shifts toward longer-term capacity development for staff and members
Growing Pacific leadership and country capability to manage data, tools and infrastructure
Reduced reliance on SPC-FAME support over time
Opportunity to balance project-based and programmatic funding for sustainable resourcing
Business Plan can offer clearer guidance on adapting to demographic, climate and technological change
Impact
Demonstrated
Impact is most readily demonstrated in oceanic fisheries, where outcomes are measurable through stock health and management procedures. In coastal fisheries and aquaculture, outcomes are more diffuse and influenced by national policy, market dynamics and community-level factors.
All 4 main WCPO tuna stocks biologically healthy — major impact outcome
Adoption of Management Procedures for South Pacific albacore and WCPO skipjack
CBFM initiatives starting to demonstrate positive community-level results
Recognised as a first point of call for investment advice, directing resources to PICTs' priorities
Coastal fisheries impact requires longer time horizons to fully manifest
Cross-cutting themes
Strengthening
SPC-FAME has strengthened engagement with cross-cutting priorities through targeted investments, specialist expertise and increasing leadership commitment. Progress is strongest where dedicated resources have been applied.
GEDSI: Recognised as a leader within SPC, particularly in inshore fisheries
Internal gender parity achieved overall, though women remain under-represented in senior positions
Climate change: High-impact science in oceanic fisheries; coastal adaptation underdeveloped
Oceans Flagship: Coordination improving but full potential not yet realised
Disability inclusion needs deeper embedding
The greatest area for improvement identified in the review — a focus for 2026–2027
Recommendations (14 in total)
The review made 14 recommendations grouped by OECD-DAC criterion. Each is either strategic (repositioning SPC-FAME for the future) or operational (improving day-to-day implementation), with indicative priorities to guide sequencing. All recommendations were co-developed with senior FAME staff at a validation workshop in Noumea on 6 November 2025.
#RecommendationFocusPriority
Effectiveness & Impact
1Better communicate SPC-FAME's evolving capabilities and approachStrategicHigh
2Continue to strengthen whole-of-Division ways of workingStrategicHigh
Relevance
3Articulate the Business Plan's long-term (10-year) vision for the DivisionStrategicMedium
4Articulate the Business Plan's medium-term (3-year rolling) priorities with membersStrategicHigh
5Align organisational structure, capabilities and processes with future needsStrategic & OperationalMedium
6Plan for the continuing evolution of SPC-FAMEStrategicMedium
Efficiency
7Increase understanding and use of the Member Request Management SystemOperationalLow
8Strengthen Digital and Artificial Intelligence (AI) frameworks for fisheriesOperationalMedium
9Improve donor coordination through more formal mechanismsStrategicMedium
Sustainability
10Continue to strengthen capacity building (tailored, evidence-based, sustainable)OperationalMedium
12Continue to strengthen integration of GEDSI across SPC-FAMEOperationalMedium
13Continue to strengthen integration of climate change in CFAPStrategic & OperationalMedium
14Deepen integration of SPC Flagships (Climate, Oceans, Gender, Food Systems, Digital) within SPC-FAMEOperationalMedium
Management response
All 14 recommendations accepted in principle
SPC-FAME welcomes the review's findings and accepts all recommendations in principle. The Management Response — submitted to the 18th SPC Heads of Fisheries Meeting (April 2026) — outlines concrete actions to be taken during 2026–2027 to strengthen implementation of the current Business Plan and lay foundations for the next Business Plan cycle (2028–2033).
Four priority action areas identified for 2026–2027:
Continuing to strengthen programmatic ways of working within SPC-FAME, including working across teams
Deepening integration of cross-cutting themes and SPC flagships — GEDSI, climate change, oceans, food systems and digital transformation
Continuous improvement through clearer work plan prioritisation, more efficient systems and better donor coordination
Enhancing long-term sustainability through programmatic approaches, better-targeted capability development and diversified resource mobilisation
The detailed Management Response Table sets out FAME's specific response to each recommendation, including planned actions, responsibilities, timeframes and alignment with the review's findings.
