Fresh Produce Development Agency (FPDA) is a parasternal organisation, with recurrent budget funding from the Government of Papua New Guinea. FPDA has its origins in the New Zealand funded Marketing Fruit and Vegetable Project (MFVP), a Public Investment Project (PIP) which focused on the collation and dissemination of market-related and technical information on fruit and vegetables. MFVP evolved into the Fresh Produce Development Company Limited (FPDC), which was registered under the Companies Act in 1988 and started operating in 1989.
FPDC's mandate was to disseminate information on fruit and vegetable production. The organisation’s role was to identify constraints to industry growth, provide information and advice on improving the fruit and vegetable industry, and to help PNG achieve self-sufficiency in production and processing. Over time it assumed new responsibilities, including the National Department of Agriculture and Livestock's (DAL) role of providing extension services.
FPDC came under the recurrent budget of the Government of Papua New Guinea in 2002. In 2003 the organisation’s emphasis was returned to improving the marketing of fresh fruit and vegetables in Papua New Guinea. The emphasis on supporting commercial enterprise in fresh fruit and vegetables is continued in the Medium Term plan.
In 2005 the organisation’s name was changed to Fresh Produce Development Agency.
Since 2004, FPDA has been recognised as one of the organisations that form the National Agricultural Research System (NARS) in Papua New Guinea. Similar systems have been established in other countries for agricultural research services delivery, financing and management. Overseas systems generally comprise public agricultural research institutes, universities and other tertiary institutions, farmer groups, civil society organisations, private sector and any other entity engaged in the provision of agricultural research services.
The Departments of Agriculture and Livestock and Treasury hold equal shares in trust. An independent nine-member board representing the two shareholder departments and stakeholder groups comprising commercial farmers, village farmers, women farmers, wholesalers, retailers, processors and manufacturers control and manage affairs of the organization.
FPDA has its headquarter in Goroka with regional offices located in Port Moresby, Lae, Kokopo and Mt. Hagen. FPDA activities are supported by a vision, mission and set of core values.
Innovation Systems and Value Chains
A system is a set of connected things or parts forming a complex whole, a network. An innovation system has been defined by the World Bank (2007 p.16) as:
… a network of organizations focused on bringing new products, new processes, and new forms of organization into economic use, together with the institutions and policies that affect their behaviour and performance.
A value chain is the set of interconnected, value creating activities undertaken by an enterprise or group of enterprises to develop, produce, deliver, and service a product or service.
Marketing systems and value chains for fresh produce in Papua New Guinea are often complex, reaching from gardens in areas which are often badly serviced by road and transportation to markets which may be some distance from the point of production. There is little robust evidence on how well market systems are operating in Papua New Guinea, both in terms of the system as whole or individual components of the system, and little understanding of marketing issues along the value chains.
The World Bank (2007. p.21) notes that innovation systems and value chains are highly complementary and overlapping. From a value chain perspective, the World Bank says:
… the key challenge is to link supply and demand in the most effective way, and information sharing is very important for enabling these producer-consumer linkages.
Within the horticultural industry in Papua New Guinea, FPDA is responsible for developing greater understanding of fresh produce marketing systems and for promoting the uptake of new technologies and systems to improve horticultural production and marketing systems. With its emphasis on commercial horticulture and long experience in providing training and extension services to farmers, FPDA is well placed to facilitate linkages between the producers, transporters, distributors and marketers who make up the value chains within Papua New Guinea. In particular, FPDA is in a position to pass on information important to different participants along the value chain, such as demand characteristics, phytosanitary and food safety standards, post-harvest and logistical options.
Because of its established connections with farmers engaged in commercial horticulture, FPDA is able to act as a conduit for research and market information. Through innovative and effective education and learning processes, FPDA can develop the capacity of the farmers in Papua New Guinea to combine new and existing knowledge, such as farming techniques, postharvest processes and marketing so they are able to respond to market signals.
1World Bank. 2007. Enhancing Agricultural Innovation: How to go beyond the strengthening of research systems. Washington DC, USA: World Bank.
FPDA will act as a catalyst for change in the horticultural industry in Papua New Guinea by seeking to ensure farmers are demand rather than production focussed, and are part of effectively functioning value chains. In its Strategic Plan 2011-2030 (p.4).
FPDA identified its organisational goal as being that FPDA will make a significant contribution to:
Improved food and nutrition security, quality of life, incomes and business opportunities for farming communities and others who depend on the horticulture industry.
In making its contribution to achieving this goal, FPDA’s organisational purpose is to achieve:
Improved efficiency and productivity of female and male farmers and others in the value chain and a commercially and economically viable and sustainable horticulture industry.
To achieve its organisational purpose and be an effective catalyst for innovation in the horticultural industry, FPDA’s role is to:
- gather, hold and disseminate technical and scientific knowledge on horticulture
- provide information and advice to people involved in commercial horticulture
- provide policy advice on matters relating to the horticultural industry.
FPDA's functions in carrying out its roles are:
- 1: To act as a source of information on horticultural market systems in Papua New Guinea
- FPDA’s primary function is to be a source of information relating to commercial horticulture activities in Papua New Guinea. It will, therefore, establish a comprehensive collection of information relating to horticulture in Papua New Guinea. FPDA will establish links with knowledge-based institutions in Papua New Guinea and overseas to ensure it has access to current and developing knowledge.
- 2: To provide information to farmers and other value chain participants
- FPDA generates, collects, holds, packages and disseminates through a number of different mechanisms, including training and extension, information relating to the production, transporting and marketing of fresh fruit, vegetables and other horticultural products.
- 3: To act as a conduit of information relating to horticultural marketing systems and new technologies
- FPDA acts as a conduit for the exchange of information between:
- the people engaged in commercial activities relating to the horticultural industry;
- the growers of horticultural produce and research and training institutes;
- the industry and government policy makers;
- people engaged in commercial horticulture activities and research and tertiary institutes.
- 4: To support the horticultural industry through market-focussed research and policy advice
- FPDA is a participant in the National Agricultural Research System, working with NARI and the other commodity-based organisation to build the horticulture industry:
- through its adaptive research program, FPDA assists farmers assess the commercial advantages of new technologies;
- by providing information on and promoting the uptake of new technologies and systems;
- by maintaining a research function to respond to emerging threats to Papua New Guinea’s horticultural production capacity;
- by identifying, documenting, and taking steps to address policy and regulatory issues which affect commercial horticulture in Papua New Guinea;
- by collaborating with other organisations on projects relating to commercial horticultural activities in Papua New Guinea.
- In carrying out its functions, FPDA will:
- work with value chain participants to improve the efficiency of the marketing systems for significant commercial crops;
- provide support to specific crop industry sector groups as they develop;
- through its adaptive research program, FPDA assists farmers assess the commercial advantages of new technologies;
- work with rural communities to assist farmers develop and maintain their ability to produce a range of horticultural crops in response to market requirements; and seek opportunities for improving farmer access to quality horticultural inputs, particularly planting materials.
FPDA activities are supported by a Vision, Mission and a set of Core values.
Food and nutrition secure and prosperous communities in Papua New Guinea
Maximize the efficiency and productivity of female and male farmers and others in the value chain to enhance development of a commercially and economically viable and sustainable horticulture industry
ervice - We consistently engage with female and male farmers and other clients along the value chain, responding to their needs for quality service with respect and dignity.
ccountability - We commit to conduct ourselves in a transparent and honest manner in all our business dealings and to be accountable to our stakeholders for the correct use of resources and delivery of results.
wnership - We uphold and respect the right of all stakeholders to enjoy ownership of FPDA programs and equal access to opportunities to participate in and benefit from the development of the horticulture industry regardless of age, gender and HIV status.
xcellence - We diligently seek innovative solutions to the challenges of the horticulture industry, strive to do our best always and focus on results.
otivation - We are committed to providing an environment for highly motivated staff and other value chain players, availing opportunities for continuous learning.
eamwork - Our method is teams. Therefore, we believe in working with all stakeholders in the horticulture industry, building innovative institutional arrangements and partnership for the benefit of all value chain players.
The Board composition reflects shareholding and stakeholder interest groups. It is a seven-member Board representing the shareholders, processors and manufacturers, wholesalers and retailers, women and youth as well as village and commercial farmers. The Departments of Treasury and Agriculture and Livestock hold equal shares in trust.
Board MemberPNG INSTITUTE OF DIRECTORS
General ManagerEX-OFFICIO MEMBER
Board MemberDEPARTMENT OF NATIONAL PLANNING & MONITORING
Board MemberDEPARTMENT OF TREASURY
There are three divisions that principally make up the organizational structure, which reflects the six thematic program areas of the twenty-year strategic plan. These divisions include Research, Policy and Communications; Production and Value Chain Systems and Corporate Affairs. Under each division, eleven deliverable programs and functions with well-defined roles that support the priorities of FPDA and the horticulture industry. The divisional managers are responsible for the daily management of each division who form part of the executive management team. The General Manager is the Chief Executive Officer who provides the overall leadership and reports to the Board.
The role of this division is to provide an enabling environment for effective service delivery. The main functions in the division include finance, administration, human talent and revenue & investments. The division provides policy advice to the CEO and ensures good governance practices and upholds organizational integrity.
JOHN PONO | Divisional Manager: Corporate Affairs
RESEARCH, POLICY & COMMUNICATION
This division complements the corporate affairs division and facilitates effective delivery of priority programs that are under the Production and value chain division. The division takes carriage of strategic planning processes, and effective communication and information management while facilitating to setting relevant development priorities for the industry. It also provides policy advice to address key issues in the industry, and engages stakeholder dialogue with external development partners and wider community.
ROBERT LUTULELE | Divisional Manager: Research, Policy & Communication
PRODUCTIONS & VALUE CHAIN SYSTEMS
Under this division, all fresh produce value chain development programs and priority projects are placed. The division aspires to develop and improve the fresh produce supply chain through capacity building for the smallholder farmers, market oriented extension, establishing reliable production systems and good post-harvest management practices, delivering agribusiness advisory service and facilitating market linkages. The division promotes holistic horticultural value chain management and specific value chains based on key crop commodities.
LUCAS KINDIWA | Divisional Manager: Production & Value Chain Systems