Strategic Links

Strategic Networks and Linkages

Strategic Networks and Linkages

Key line agencies

In order to sustain the NFA key role in stimulating economic growth and development in support of exportdriven economic growth, NFA sustains close working relations with government departments and statutory agencies that facilitate and promote the work of NFA.

These include:

  • Department of Commerce & Industry;

  • Department of Foreign Affairs, Trade & Immigration;

  • Department of National Planning and Monitoring;

  • Department of Finance and Treasury;

  • Internal Revenue Commission (IRC); and

  • Independent Competition Consumer Commission (ICCC).

Recognizing the importance of a vibrant private sector as the key to economic development, NFA maintains close working relations with private sector stakeholders through regular planned consultations, informal meetings and private sector participation in fishery advisory and management groups.

In addition, the private sector, through the Fishing Industry Association of Papua New Guinea is represented on the Board of NFA.

Private Sector Operators

Key Development Partners

The Government of Papua New Guinea is a party to numerous development and investment related international arrangements, agreements and treaties, both bilateral and multilateral. For NFA, key development partners in the previous corporate plan period have included:

  • Asian Development Bank (ADB);

  • European Union (EU);

  • Australian Aid (AusAid);

  • Japanese International Corporation Agency

  • (JICA);

  • German Technical Assistance (GTZ); and

  • Chinese Government.

The organization is led by a Managing Director appointed by the National Executive Council and empowered to act under the Fisheries Management Act 1998. The Managing Director appoints a Deputy Managing Director. NFA has been structured into nine business groups, each under the leadership of a Executive Manager reporting directly to the Managing Director. This has created direct accountability for the performance of each business group through a flat organisation structure. All business groups are based in Port Moresby except the Institute of Sustainable Marine Resources (ISMR) which is based in Kavieng, New Ireland Province.

The flat structure is also important to ensure the necessary high level of cross-functional coordination that is

achieved through:

  • Regular senior management meetings to discuss issues, coordinate priorities and share information;

  • Monthly financial review meetings to present and review the performance of each business group

  • against planned goals, budgets and key performance indicators;

  • Project meetings as required to monitor shared activities; and

  • Regular ongoing contact and consultation between staff members as necessary.

Management Organization Structure

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Key line agencies

In order to sustain the NFA key role in stimulating economic growth and development in support of exportdriven economic growth, NFA sustains close working relations with government departments and statutory agencies that facilitate and promote the work of NFA.

These include:

  • Department of Commerce & Industry;

  • Department of Foreign Affairs, Trade & Immigration;

  • Department of National Planning and Monitoring;

  • Department of Finance and Treasury;

  • Internal Revenue Commission (IRC); and

  • Independent Competition Consumer Commission (ICCC).

Private Sector Operators

Recognizing the importance of a vibrant private sector as the key to economic development, NFA maintains close working relations with private sector stakeholders through regular planned consultations, informal meetings and private sector participation in fishery advisory and management groups.

In addition, the private sector, through the Fishing Industry Association of Papua New Guinea is represented on the Board of NFA.

Key Development Partners

The Government of Papua New Guinea is a party to numerous development and investment related international arrangements, agreements and treaties, both bilateral and multilateral. For NFA, key development partners in the previous corporate plan period have included:

  • Asian Development Bank (ADB);

  • European Union (EU);

  • Australian Aid (AusAid);

  • Japanese International Corporation Agency

  • (JICA);

  • German Technical Assistance (GTZ); and

  • Chinese Government.

Management Organization Structure

The organization is led by a Managing Director appointed by the National Executive Council and empowered to act under the Fisheries Management Act 1998. The Managing Director appoints a Deputy Managing Director. NFA has been structured into nine business groups, each under the leadership of a Executive Manager reporting directly to the Managing Director. This has created direct accountability for the performance of each business group through a flat organisation structure. All business groups are based in Port Moresby except the Institute of Sustainable Marine Resources (ISMR) which is based in Kavieng, New Ireland Province.

The flat structure is also important to ensure the necessary high level of cross-functional coordination that is achieved through:

  • Regular senior management meetings to discuss issues, coordinate priorities and share information;

  • Monthly financial review meetings to present and review the performance of each business group

  • against planned goals, budgets and key performance indicators;

  • Project meetings as required to monitor shared activities; and

  • Regular ongoing contact and consultation between staff members as necessary.

Quick Links

NFA

Latest Articles

Quick Links

NFA

Latest Articles

Quick Links

NFA

Key line agencies

In order to sustain the NFA key role in stimulating economic growth and development in support of exportdriven economic growth, NFA sustains close working relations with government departments and statutory agencies that facilitate and promote the work of NFA.

These include:

  • Department of Commerce & Industry;

  • Department of Foreign Affairs, Trade & Immigration;

  • Department of National Planning and Monitoring;

  • Department of Finance and Treasury;

  • Internal Revenue Commission (IRC); and

  • Independent Competition Consumer Commission (ICCC).

Private Sector Operators

Recognizing the importance of a vibrant private sector as the key to economic development, NFA maintains close working relations with private sector stakeholders through regular planned consultations, informal meetings and private sector participation in fishery advisory and management groups.

In addition, the private sector, through the Fishing Industry Association of Papua New Guinea is represented on the Board of NFA.

Key Development Partners

The Government of Papua New Guinea is a party to numerous development and investment related international arrangements, agreements and treaties, both bilateral and multilateral. For NFA, key development partners in the previous corporate plan period have included:

  • Asian Development Bank (ADB);

  • European Union (EU);

  • Australian Aid (AusAid);

  • Japanese International Corporation Agency

  • (JICA);

  • German Technical Assistance (GTZ); and

  • Chinese Government.

Management Organization Structure

The organization is led by a Managing Director appointed by the National Executive Council and empowered to act under the Fisheries Management Act 1998. The Managing Director appoints a Deputy Managing Director. NFA has been structured into nine business groups, each under the leadership of a Executive Manager reporting directly to the Managing Director. This has created direct accountability for the performance of each business group through a flat organisation structure. All business groups are based in Port Moresby except the Institute of Sustainable Marine Resources (ISMR) which is based in Kavieng, New Ireland Province.

The flat structure is also important to ensure the necessary high level of cross-functional coordination that is achieved through:

  • Regular senior management meetings to discuss issues, coordinate priorities and share information;

  • Monthly financial review meetings to present and review the performance of each business group

  • against planned goals, budgets and key performance indicators;

  • Project meetings as required to monitor shared activities; and

  • Regular ongoing contact and consultation between staff members as necessary.