WHAT WE DO
The Executive team guides the work of the Secretariat, supported by high-level advisers in Audit, Legal, Communications, Transformation, Monitoring and Evaluation and Training, and works with Division Directors and staff to develop the following high-level policy advice for FFC and Members:
Provision of policy, technical and legal advice at national, sub-regional and regional level.
This is FFA’s core role and includes policy advice relating to fisheries management, fisheries development and MCS areas as well as legal advice and technical advice relating to operational areas. Advice is provided to members collectively (e.g. at FFC or MOC meetings), sub-regionally (e.g. to meetings of SPG or PNA members) and at national level (e.g. during national visits). The Secretariat’s work plan is mainly delivered through this high-level service and the Secretariat’s performance is judged by the quality of the advice and papers provided to support Members’ decision-making
Capacity building and training at national, sub-regional and regional level.
An important part of the Secretariat’s work is providing learning and development opportunities to improve Members’ offshore fisheries management, development and MCS capacity at national, subregional and regional level. Examples include training in negotiations, training in MCS operational activities such as dockside boarding, and the Secretariat’s work to support vocational training such as Observer training and the Cert IV in Fisheries Compliance. The Secretariat’s performance in relation to this service includes qualitative feedback from trainees and members on the effectiveness and utility of the capacity building and training provided.
Forum for regional dialogue and negotiations to develop shared regional positions and building solidarity.
A service provided by the Secretariat to convene fora for Members’ discussions and negotiations to develop shared regional positions and develop solidarity. Examples include FFC meetings, MCSWG, MOC and preparatory meetings before WCPFC meetings. With respect to this service, the Secretariat will be judged by the quality of the processes that are put in place to assist members to achieve member consensus.
Technical services at regional level including MCS.
The Secretariat also provides some specific technical services to support Members. This includes MCS services such as the VMS and Regional Register and the support provided by the RFSC, and information management services through the RIMF. Also included are the services for administering the US Treaty and other arrangements, including the Observer Programme under the US Treaty. Performance in the delivery of these services is based on the efficiency and effectiveness of service provision by the Secretariat and the quality of outputs.
Engagement, collaboration and partnerships.
This output captures the partnerships that the Secretariat develops and maintains with other organisations and with donors to support delivery of the Strategic Plan Outcomes. In addition to critical regional partnerships with PNAO, SPC and other CROP, this output also includes the formal partnerships with donors that support the work of the Secretariat and Members. The Secretariat plays a critical role in ensuring donor support is aligned into coherent programmes that support Members’ priorities in the Strategic Plan and Business Plan.
Organisational transformation, management systems & processes.
Implementation of organisational transformation programmes and initiatives to enhance the services provided by the Secretariat to members to update and modernise management processes, including through use of technology.
Planning; monitoring, evaluation, reporting, learning and adaptation (MERLA); and risk management.
The process of strategic and operational planning, tracking implementation, evaluation of results achieved and effectiveness of approach undertaken, reporting on results, learning and adapting future approach to better achieve the desired outcomes.
Data and information to meet decision-making needs of FFA members.
Collection, management and provision of data to inform decision-making by Members e.g. economic data and statistics. Performance of this service is based on the quality of the data provided to Members as well as the management of that data by the Secretariat, including in ensuring the security and protection of information.
Advocacy, media and communications.
Providing media and other external communication services to support Members to achieve objectives in relation to offshore fisheries (e.g. press releases, media events, publications) and internal communications to strengthen timely flow of information within the Secretariat. Performance of this service is based on both quantitative and qualitative assessments of the Secretariat’s communications-related outputs.
How does this relate to our Strategic Outcomes?
Strategies to achieve Strategic Outcome #4 (from Strategic Plan 2020-25):
- Enhance the capacity of national administrations to achieve their fisheries management and development aspirations.
- Improve the national capacity to meet the increasing responsibilities associated with the regional management of offshore fisheries
- Strengthen and support sub-regional fisheries management arrangements.
- Strengthen regional cooperation to improve offshore fisheries management.
- Facilitate stakeholders’ engagement and participation in offshore fisheries management decisions.