Pacific Islands Regional Office

Strategic Plan: 2016 - 2020

September 2015

Just as the Hawaiian star compass helped mariners find their way, this strategic plan will 

help the Pacific Islands Regional Office navigate through the next five years.

Pacific Islands Regional Office

Strategic Plan: 2016 - 2020

September 2015

U.S. DEPARTMENT OF COMMERCE

National Oceanic and Atmospheric Administration

National Marine Fisheries Service
4 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

Contents

Introduction by the Regional Administrator...................................................................................5

Pacific Islands Region Overview...................................................................................................8

Organizational Structure...........................................................................................................9

Directorate ........................................................................................................................9

Sustainable Fisheries Division .........................................................................................10

Protected Resources Division ..........................................................................................10

Habitat Conservation Division ..........................................................................................10

International Fisheries Division ........................................................................................11

Fisheries Observer Program.............................................................................................11

Operations, Management and Information Division .........................................................11

Goals, Objectives and Strategies ................................................................................................12

Overview of Goals, Objectives and Strategies .........................................................................12

PIRO’s Goals, Objectives and Strategies..................................................................................12

Goal 1– Ensure a prepared and innovative workforce poised to meet policy 

and management challenges and opportunities ...............................................................12

Goal 2– Foster the sustainable use of marine resources ..................................................14

Goal 3 – Protect and restore at-risk marine resources ......................................................16

Goal 4 – Institutionalize the use of innovative technologies in our work ............................17

Goal 5 – Strengthen and develop relationships with the public

and our strategic partners to achieve our mission ...........................................................18

Appendix A: Glossary of Acronyms .............................................................................................20

Appendix B: Alignment with Department of Commerce and NOAA Priorities................................21

Department of Commerce (DOC) Strategic Plan ......................................................................21

NOAA’s Next Generation Strategic Plan (NGSP) .......................................................................23

NOAA’s FY16 Annual Guidance Memorandum (AGM)...............................................................24

NOAA Fisheries Priorities and Annual Guidance for FY16 (2015)..............................................25
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 5

This strategic plan for the Pacific Islands Regional 

Office (PIRO) of the National Oceanic and 

Atmospheric Administration’s National Marine 

Fisheries Service (NOAA Fisheries) identifies our 

priorities for the next five years (2016 through 

2020). We expect that the fiscal situation in 

government will remain challenging and that 

demand for our services will increase in both 

amount and complexity, noting that costs, including 

for human resources, are expected to rise. With 

that in mind, the intent of this plan is to provide a 

framework for making decisions about the work we 

undertake, the resources we allocate and how we 

live up to our commitment to be a productive and 

rewarding workplace. 

This plan provides an integrated overview of 

a science-based approach to marine resource 

conservation and management in the Pacific Islands 

Region. It also includes a strong commitment 

to the investment in our workforce and the 

involvement of our partners and stakeholders in 

this approach. The goals and objectives outlined 

here advance the Department of Commerce (DOC) 

environmental goal, NOAA’s national vision and 

Healthy Oceans goals, and the core mandates in 

NOAA Fisheries priorities and annual guidance, 

while appropriately reflecting the unique features 

that characterize the Pacific Islands Region. 

To support these goals and mandates, we will use 

the best scientific information available and strive 

for organizational excellence through internal 

alignment of our resources, high quality internal 

and external service delivery, strategic partnerships, 

and innovative solutions. Annually, we will use 

this plan to reflect on our progress and identify the 

specific actions needed to accomplish our identified 

objectives.

We acknowledge that we will succeed in our 

mission only if we work with partners and 

stakeholders. Some of our most important 

partners are within NOAA. We rely on the 

Pacific Islands Fisheries Science Center (PIFSC) 

as our principal science provider of top quality 

scientific information on marine resources and 

their ecosystems. We depend on NOAA General 

Counsel Pacific Islands Section to provide 

sound legal advice and the NOAA Office of Law 

Enforcement Pacific Islands Division to ensure 

compliance with U.S. law and regulations. We 

coordinate closely with the West Coast Regional 

Office on the management of highly migratory 

species in the Pacific Ocean. And we work with 

DOC Environmental Goal

• Ensure communities and businesses have the 

necessary information, products, and services 

to prepare for and prosper in a changing 

environment.

NOAA Vision and Healthy Oceans Goal

• Vision: Healthy ecosystems, communities, 

and economies that are resilient in the face of 

change. 

• Goal: Marine fisheries, habitats, and biodiversity 

sustained within healthy and productive 

ecosystems. 

NOAA Fisheries’ Core Mandates

• Ensure the productivity and sustainability of 

fisheries and fishing communities through 

science-based decision-making and 

compliance with regulations. 

• Recover and conserve protected resources 

through the use of sound natural and social 

sciences. 

Introduction by the Regional Administrator
6 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

a variety of other NOAA offices, including the 

Restoration Center and the Office of Response 

and Restoration, the Office of National Marine 

Sanctuaries, Office of Coastal Management, and 

the Office of Marine and Aviation Operations to 

achieve mutual goals in this complex ecosystem. 

Key external partners are equally important 

to the success of our mission, particularly the 

Western Pacific Fishery Management Council 

(WPFMC) and the State and Territory government 

agencies that share marine resource management 

responsibilities. 

This plan is organized to briefly familiarize the reader with PIRO’s role in carrying out NOAA Fisheries’ 

mandates. It addresses how we are organized to carry out these duties before introducing our 

region-specific goals, objectives and strategies. Collectively, this plan gives the reader the road map 

we will follow to perform our mission. The following definitions apply to this plan.

Strategic Goal – Includes the goal statement and 

goal overview. This is the highest level statement 

of aim or purpose that is included in the strategic 

plan. This plan’s five strategic goals are broad 

and long-term and articulate what PIRO must do 

to address relevant mandates and obligations, 

overcome challenges, and exploit opportunities 

to advance its mission. These five goals, in sum, 

describe the themes of PIRO’s work to carry out 

our vision and mission, given current and expected 

capabilities and considering potential outside 

influences. 

Strategic Objective – This plan’s 26 strategic 

objectives reflect the outcome, impact or end 

state that PIRO must achieve to demonstrate the 

accomplishment of each higher level strategic 

goal. These objectives are individually important 

(meaning that no one objective is more needed 

than any other). That said, we will still smartly 

prioritize the resources available to PIRO to achieve 

these objectives. 

Strategy – Each strategy is an approach or activity 

that is needed to reach the objective. These 

strategies are not intended to be an all-inclusive 

list of activities for PIRO, especially given the 

responsive nature of much of our work. They are 

also not limited to activities wholly within PIRO’s 

control and many support ongoing collaborative 

efforts. We recognize the need for additional 

planning to implement many of these strategies 

and where appropriate, detailed plans with 

specific, time-bound objectives will be developed. 

Additionally, each year, specific milestones will be 

identified that will guide the development of annual 

spend plans, travel plans, etc. for all of PIRO’s 

programs. 

PIRO’s Vision – Where we are – the U.S. Pacific 

Islands Region – is unique in the Fisheries Service. 

In the islands, the natural resources, peoples and 

cultures, and economic vitality are inexorably linked 

together: to understand one, you must understand 

them all; and to care for one is to care for them all. 

PIRO’s vision reflects the need to be part of these 

island communities to accomplish our mission. 

PIRO’s Core Value – Stated briefly here, tells 

the reader how we will make decisions, plan 

and execute these strategies, and how we will 

behave with each other and with our partners and 

stakeholders.
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 7

PIRO’s Mission

Maintain and manage 

healthy ocean ecosystems 

that promote and provide for 

sustainable fisheries, conserve 

and recover protected marine 

resources, and enhance 

opportunities for commercial, 

recreational and cultural 

activities in the Pacific 

Islands Region.

PIRO’s Vision

A community of people 

protecting and enjoying the 

bounty and benefits of healthy 

and diverse Pacific Islands 

marine ecosystems.

PIRO’s Core Value

To provide science, service 

and stewardship with integrity.
8 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

In 2003, Congress approved NOAA Fisheries’ 

request to establish the Pacific Islands Region with 

the intent of using regional expertise to provide 

improved science, service and stewardship of 

living marine resources within this expansive 

geographic area comprised of unique communities, 

cultures and challenges. Bounded by the Hawaiian 

Archipelago in the north, American Samoa and 

U. S. Pacific Remote Island Areas in the south, 

and the Marianas Archipelago in the west, the 

Pacific Islands Region encompasses the largest 

geographical area within NOAA Fisheries’ 

jurisdiction. The U.S. Exclusive Economic Zones 

(EEZ) within the region encompass more than 1.7 

million square nautical miles of ocean, roughly 

equal to the total EEZ of the continental United 

States and Alaska combined. The Pacific Islands 

Region’s jurisdiction includes activities in both 

domestic and international waters, with a focus 

on managing fisheries and other living marine 

resources and their habitats in Hawaii, American 

Samoa, Guam, the Commonwealth of the Northern 

Mariana Islands (CNMI), and the Pacific Remote 

Island Areas (PRIAs) including Howland, Baker, 

Jarvis and Wake Islands; Johnston and Palmyra 

Atolls, and Kingman Reef. 

Since its establishment, PIRO has evolved to fulfill 

the broad scope of its mission and accordingly, 

Pacific Islands Region Overview

Marine Pacific Islands Region

U.S. EEZ Boundaries

Pacific Remote Islands MNM

Marianas Trench MNM

Rose Atoll MNM

Papahanaumokuakea MNM

Hawaiian Archipelago

Northern 

Mariana Islands

Guam

Wake Island

Johnston Atoll

Kingman Reef 

Palmyra Atoll

Jarvis Island Howland and 

Baker Islands

American

Samoa
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 9

has grown in staff, facilities and fiscal resources. 

PIRO is now located at NOAA’s Daniel K. Inouye 

Regional Center on Ford Island and has field offices 

in Pago Pago, American Samoa; Agana, Guam; 

and Saipan, CNMI. In July 2012, the long awaited 

NOAA Fisheries Honolulu Service Center opened 

at the Pier 38 Fishermen’s Village in Honolulu. 

Located dockside, the Honolulu Service Center 

provides fishermen with a convenient place to 

submit fishing permit applications; turn in fishing 

logbooks; obtain compliance and regulatory 

information on fishing and seafood safety; receive 

training, education and outreach; and ask questions 

and interact with NOAA Fisheries staff. 

PIRO’s responsibilities as one of the five regional 

offices within NOAA Fisheries include the 

maintenance of healthy fish stocks for commercial, 

recreational and subsistence fishing; the 

conservation and recovery of protected species; the 

preservation and restoration of marine habitat; and 

the coordination with international organizations 

to implement and monitor fishery agreements 

and treaties. PIRO performs this mission for the 

benefit of the nation, its citizens, and in particular, 

the island communities. PIRO actively engages 

with PIFSC to integrate cutting edge science into 

policy and management decision-making, working 

together for the conservation and management of 

domestic and international marine resources.

Organizational Structure

Directorate

The Directorate supports and oversees all PIRO 

activities, and working with NOAA Fisheries’ 

leadership, establishes PIRO policies, procedures 

and regional priorities. The Directorate includes 

the Regional Administrator, the Deputy Regional 

Administrator and senior policy and management 

staff who ensure region-wide compliance with the 

National Environmental Policy Act (NEPA) and 

support the National Ocean Policy’s Coastal and 

Marine Spatial Planning activities, as well as the 

Marine National Monuments Program and the 

Communications Team. 

The Communications team supports both 

PIRO and PIFSC programs and activities to 

develop and execute communications in clear 

Directorate

Regional Administrator / Deputy Regional Administrator

Sustainable

Fisheries

Division

Protected

Resources

Division

Habitat

Conservation

Division

International

Fisheries

Division

Fishery

Observers

Program

Operations

Management

and

Information
10 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

and compelling ways that engage stakeholders, 

promote understanding of marine resources, 

convey the science behind our decisions, and 

advance our missions. The Marine National 

Monuments Program implements the Presidential 

Proclamations that created the four marine 

national monuments in the Pacific. These 

uniquely protected marine areas include the 

Papahanaumokuakea Marine National Monument, 

the Pacific Remote Islands Marine National 

Monument, the Rose Atoll Marine National 

Monument, and the Mariana Trench Marine 

National monument and encompass approximately 

741,000 square miles. 

Sustainable Fisheries Division 

The Sustainable Fisheries Division is responsible 

for reviewing, recommending approval or 

disapproval, and implementing approved fishery 

management plans for commercial and noncommercial fisheries in the U. S. Pacific Islands, as 

authorized under the Magnuson-Stevens Fishery 

Conservation and Management Act (MSA) and 

in close cooperation with the WPFMC. There 

are five fishery management plans within the 

Pacific Islands Region, all with the primary goal of 

ending overfishing and rebuilding and maintaining 

sustainable fisheries for long-term economic and 

social benefits to the nation from living marine 

resources. 

The Division’s core responsibilities are to 

provide support to the WPFMC to facilitate the 

development of management measures to achieve 

optimum yield from fisheries; draft, review and 

implement fishery management regulations 

consistent with the recommendations of the 

WPFMC and the requirements of the MSA, NEPA 

and other applicable laws; appropriately administer 

fisheries throughout the year (e.g. permits and 

catch monitoring); and advise fishermen on the 

interpretation of federal fishing regulations. 

Protected Resources Division 

The Protected Resources Division is responsible 

for protecting and recovering endangered and 

threatened species and marine mammals as 

mandated by the Endangered Species Act (ESA) 

and Marine Mammal Protection Act (MMPA). 

Through management, conservation and speciesspecific recovery efforts, and public outreach and 

education, the Division promotes the survival and 

recovery of the protected marine species of the 

Pacific Islands Region for future generations. 

The Division’s core responsibilities are to evaluate 

the status of species to determine whether they 

meet the definition of threatened or endangered. 

Once a species becomes listed as threatened 

or endangered, the next steps for the Division 

are to engage in recovery planning, critical 

habitat designation, and other management and 

conservation activities that promote species 

recovery. This responsibility includes consulting 

with other Federal agencies to ensure their activities 

do not jeopardize the continued existence of 

listed species and working closely with partners to 

achieve recovery for listed species. The Division 

also implements several programs to conserve 

and protect populations of marine mammals in 

the Pacific Islands Region, including efforts to 

reduce the take of marine mammals in commercial 

fisheries and maintain a robust Marine Mammal 

Stranding and Response Network. 

Habitat Conservation Division

The Habitat Conservation Division is responsible 

for protecting, restoring and promoting 
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 11

stewardship of marine and coastal habitat that 

support fisheries and conserve protected resources 

for future generations. The Pacific Islands Region 

is unique in that it encompasses a large percentage 

of the nation’s coral reef ecosystems and the 

Division works through partnerships and technical 

assistance with stakeholders and other federal and 

local partners to support the management of these 

complex coastal ecosystems. 

The Division’s core responsibilities are to conserve 

Essential Fish Habitat (EFH) through the fishery 

management process of the MSA and consult 

with federal agencies whose actions may adversely 

affect EFH and other living marine resources. The 

Division provides recommendations on ways that 

federal actions can avoid, minimize or mitigate 

adverse impacts on these living marine resources. 

International Fisheries Division

The International Fisheries Division together 

with other government agencies is responsible 

for negotiating and implementing the provisions 

of international fisheries agreements in the 

Pacific Ocean. Regional fisheries management 

organizations play a critical role in the global 

system of fisheries governance and through these 

organizations the Division achieves effective 

and responsible marine stewardship and ensures 

sustainable fisheries management globally. The 

Division promotes international cooperation, 

across the Pacific, in the management of highly 

migratory species, such as tuna and billfish, which 

have a wide geographic distribution, both on the 

high seas and inside the EEZ of many nations, 

including the United States. 

The Division is also responsible for the 

management of the administration of the 

Multilateral South Pacific Tuna Treaty and the U.S. 

distant water purse seine fishery operating in the 

Western and Central Pacific Ocean (WCPO). This 

fishery is among the nation’s largest with an annual 

economic value approaching $500 million.

Fisheries Observer Program

The Fisheries Observer Program is responsible for 

deploying fisheries observers on U.S. longline fishing 

vessels to collect data on fishing effort and catch and 

the incidental take of protected species, including 

sea turtles and marine mammals. The fisheries 

observers also collect and process selected specimens 

for scientific investigations. The observer’s data 

is used to calculate official estimates of protected 

species interactions and produce technical reports. 

The Division places fisheries observers on all Hawaii 

based longline vessels targeting swordfish (shallow 

set) and on 20% of the Hawaii and American Samoa 

based longline vessels targeting tunas (deep set). 

Operations, Management 

and Information Division 

The Operations, Management and Information 

(OMI) Division is responsible for supporting 

all of the PIRO programs through budget 

planning, formulation and execution; financial 

services, procurement and grant administration; 

human resources management (including equal 

employment opportunity and diversity); oversight 

of administrative functions; management of 

information, information technology and 

communications systems; and management of 

environmental compliance, facilities, safety and 

personal property.
12 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

Overview of Goals, Objectives 

and Strategies

PIRO’s strategic goals are written as a concise 

statement of action that represents the long term 

and highest level statement of purpose. These goal 

statements bring five key themes to the forefront, 

which are highlighted by a single word or phrase as 

a means to identify the themes. Collectively, these 

goal statements say what PIRO will do to advance 

our mission. 

The objectives listed under each strategic goal are 

more detailed statements of the outcome, impact 

or end state that we must achieve to demonstrate 

the accomplishment of each goal. Measurement of 

the progress toward and accomplishment of these 

objectives will be developed and will guide the 

annual planning process.

The strategies listed under each objective describe 

the approaches and activities that we will undertake 

to reach the objectives. This list is not exhaustive 

of all PIRO activities and each year we will identify 

specific actions to carry out.

PIRO’s Goals, Objectives 

and Strategies

Goal 1–Ensure a prepared and 

innovative workforce poised to 

meet policy and management 

challenges and opportunities

PIRO will maintain an adequately sized and 

structured diverse workforce where satisfied, 

high performing employees share experiences, 

learn from each other across PIRO and NOAA, 

and are empowered to offer and implement 

solutions to workplace issues. Employees will 

have the necessary skill sets to meet their work 

requirements, and continuity and succession 

planning are appropriately considered in 

workforce decisions. 

Objective 1A — PIRO employees share 

experiences, learn from each other and 

are empowered to implement solutions to 

workplace issues.

Strategy 1 - Establish a mentoring program that 

provides career development support for PIRO 

employees.

Strategy 2 - Maintain an active Employee Council 

empowered to work with staff and management to 

provide solutions to workplace issues.

Strategy 3 - Establish a multifaceted program 

to promote knowledge sharing among staff that 

features in-person networking (e.g., brown bag 

events), electronic networking (e.g., a dedicated 

Intranet page), and focused staff communitybuilding activities.

Strategy 4 - Establish an on-boarding program to 

support new employee integration into the PIRO 

workplace.

Goals, Objectives and Strategies
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 13

Objective 1B — PIRO employee satisfaction 

and performance are high.

Strategy 1 - Publicly recognize exceptional 

performance regularly. 

Strategy 2 - Facilitate staff development for career 

advancement, including consideration of the need 

to expand or change skill sets to take advantage of 

higher-level positions.

Strategy 3 - Provide training to managers on the 

requirements and tools needed to deal with poor 

performers.

Strategy 4 - Train and guide supervisors and staff in 

giving and receiving feedback, with an emphasis on 

performance improvement and personal growth. 

Strategy 5 - Maintain flexible work options and 

encourage employees to take advantage of them 

(e.g., telework, alternative work schedules, etc.).

Strategy 6 - Encourage innovation in professional 

development for staff that expands skill sets and 

enables staff to engage in new topics and explore 

new ways of getting work done. 

Objective 1C — PIRO employees have 

the necessary skills to meet their work 

requirements. 

Strategy 1 - Establish both formal training and onthe-job mentoring, for select employee tracks (e.g., 

Section 7 biologists).

Strategy 2 - Require an Individual Development 

Plan (IDP) for all employees.

Strategy 3 - Foster opportunities for rotational 

assignments that include assignments at other 

NOAA and regional resource agency offices.

Strategy 4 – Allocate 1.5% of salary expenses for 

training activities and account for commitments 

annually. 

Objective 1D — PIRO’s workforce is sized and 

structured to meet regional requirements.

Strategy 1 - Establish cross-divisional teams where 

applicable to address key region-wide issues and 

where appropriate, work with PIFSC and other 

NOAA offices. 

Strategy 2 - Fully staff territory and neighbor island 

field offices.

Strategy 3 - Maintain an up-to-date five-year 

PIRO workforce staffing plan, including annually 

revisiting the plan. 

Strategy 4 - Periodically revisit the PIRO 

organizational framework to ensure alignment with 

the mission and organizational efficiency.

Strategy 5 - Participate, as appropriate, in available 

opportunities to align workforce to the mission.

Strategy 6 - Develop best practices for evaluating 

vacant billets.
14 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

Objective 1E — A diverse workforce 

represents a range of work and life 

experiences at all levels of the organization.

Strategy 1 - Develop a program to focus outreach/

recruitment efforts at graduate programs that offer 

degrees relevant to PIRO workforce needs and 

feature a diverse mix of graduates.

Strategy 2 - Promote careers in marine 

management and science at primary and secondary 

schools through support at science fairs, science 

camps and career day programs.

Strategy 3 - Participate in Department of Defense 

and Veterans job fairs and hiring programs.

Strategy 4 - Ensure that cultural awareness and 

community experience are considered in hiring 

decisions. 

Strategy 5 – Annually refine recruitment activities 

to focus on underrepresented groups.

Strategy 6 - Institutionalize a process for regular 

evaluation of alignment of employees’ duties with 

their professional series and grade.

Objective 1F — Continuity and succession 

planning are appropriately considered in 

workforce decisions.

Strategy 1 - Institutionalize succession planning 

and regularly evaluate plans at the division level.

Strategy 2 - Institutionalize cross-training and 

establish Standard Operating Procedures to reduce 

the impact of staff departures.

Strategy 3 - Adhere to records management 

requirements to ensure continued access to 

important information.

Strategy 4 - Establish an entrance/exit survey 

program to determine primary reasons for 

employees joining and departing PIRO.

Strategy 5 - Provide opportunities for retirement 

training for staff at the new employee, mid-career, 

and end-of-career levels.

Goal 2 – Foster the sustainable use

of marine resources

PIRO will engage with our science partners to 

advance domestic and international conservation 

and management of Pacific marine resources and 

the ecosystems that support them. We will involve 

our management partners and ocean users and take 

action to manage risk and ensure the sustainability 

of all marine uses, whether extractive or not. We 

will provide effective guidance to all involved. 

Objective 2A — Rigorous science drives 

the management of marine resources that 

meets legislative mandates, national policies, 

WPFMC recommendations, and international 

obligations.

Strategy 1 - Implement efficient stock assessment 

prioritization and review processes and develop 

a firm protocol for stock status determinations. 

Improve annual Stock Assessment and Fisheries 

Evaluation reports and use them to inform 

management actions.

Strategy 2 - Identify and focus efforts on those fish 

stocks in need of conservation and management.

Strategy 3 - Increase support for cooperative 

research (universities, state and local governments 

and community organizations) in the region.

Strategy 4 - Review existing data collection 

programs to better target needed data elements and 

focus analytic effort.
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 15

Objective 2B — PIRO is a recognized leader 

in promoting international cooperation 

in the conservation and management of 

fisheries in the Pacific Ocean. 

Strategy 1 - Serve in leadership roles in regional 

fisheries management organizations.

Strategy 2 - Lead the implementation of equitable 

and transparent compliance processes in regional 

fisheries management organizations to eliminate 

Illegal, Unreported and Unregulated fishing and 

level the playing field for U.S. fisheries.

Strategy 3 - Coordinate to ensure consistent 

measures for management of highly migratory 

species in the WCPFC and Inter-American Tropical 

Tuna Commission areas.

Strategy 4 - Improve management of the U.S. purse 

seine fishery in the WCPO responsive to changes to 

the South Pacific Tuna Treaty.

Strategy 5 - Provide technical assistance and build 

international capacity to strengthen policy and 

science frameworks in the region.

Objective 2C —There are greater 

opportunities for responsible aquaculture.

Strategy 1 - Work with the industry and research 

partners to develop, evaluate and transfer 

appropriate offshore aquaculture technologies.

Strategy 2 - Promote simplified regulatory 

processes in cooperation with state and other 

responsible federal agencies.

Strategy 3 - Develop a programmatic 

environmental impact statement for aquaculture in 

the U.S. EEZ in support of the WPFMC aquaculture 

amendment to its archipelagic Fishery Ecosystem 

Plans.

Strategy 4 - Facilitate improved regulatory guidance 

for Loko I’a (fishpond) practitioners.

Objective 2D — Efficient permitting 

processes are in place. 

Strategy 1 - Develop integrated and robust internal 

permitting processes for PIRO-issued permits and 

optimize the use of the National Permitting System.

Strategy 2 - Facilitate simplified and “one-stopshop” for external applicants seeking inter-agency 

permits (Monuments, aquaculture, etc).

Strategy 3 - Develop shared protocols with our 

partners to improve consistency and timeliness of 

agency-to-agency issued permits.

Strategy 4 - Improve access to permit information 

in the U.S. Pacific Island territories.

Objective 2E — Local knowledge informs 

decisions regarding the conservation and 

management of marine resources.

Strategy 1 - Collect and integrate local and 

traditional ecosystem knowledge to enhance 

science-based management of marine resources. 

Strategy 2 - Develop and implement an outreach 

effort to enhance collaboration between local 

ocean users and NOAA Fisheries science and 

management programs.

Strategy 3 - Use advisory bodies to increase public 

participation, as appropriate.

Strategy 4 - Expand marine education and 

training programs to increase the participation of 

Pacific Islanders in marine industry and marine 

conservation occupations and increase their role 

and participation in management and science 

activities.
16 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

Goal 3 – Protect and restore at-risk 

marine resources

PIRO will use science-based approaches to 

conserve, protect and where appropriate, restore 

at-risk marine resources and their habitats. Special 

places, including the marine national monuments 

and designated critical habitat and essential fish 

habitat will be preserved while appropriately 

considering all actions in the midst of changing 

climate conditions.

Objective 3A — Measurable improvements 

made in the health and status of protected 

species populations. 

Strategy 1 - Implement existing recovery plans for 

ESA-listed species with a focus on “Species in the 

Spotlight.”

Strategy 2 - Develop and update recovery plans for 

new ESA-listed species.

Strategy 3 - Reduce harmful human-induced 

impacts to protected species and their habitat.

Strategy 4 - Increase the capacity to respond to 

stressed, sick, injured and stranded marine species.

Objective 3B — PIRO has an active and 

influential role in international conservation 

and management of marine resources and 

ecosystems.

Strategy 1 - Increase collaboration in sea turtle 

conservation with international partners.

Strategy 2 – Coordinate the recovery of listed 

species with international partners.

Strategy 3 - Improve international collaboration in 

marine resource conservation, including marine 

protected area partners.

Strategy 4 - Support improvements in marine 

resource monitoring and facilitate technology 

transfer to international partners.

Objective 3C — PIRO is a leader in the 

conservation and restoration of marine and 

coastal habitats.

Strategy 1 - Increase capacity to conserve and 

enhance EFH. 

Strategy 2 - Develop and implement plans to 

improve coordination of conservation 

efforts in the designated Habitat Blueprint focus 

areas.

Strategy 3 - Consider and appropriately designate 

critical habitat for new ESA-listed species. 

Strategy 4 - Establish collaborative coral assessment 

and mitigation methodologies and tools.

Strategy 5 - Increase the effectiveness of coral reef 

conservation programs in the region.

Objective 3D — Cooperative management 

is active for all Pacific Marine National 

Monuments.

Strategy 1 - Develop and implement management 

plans for the Pacific Marine National Monuments 

with clearly defined objectives and effective 

management measures based on sound scientific 

guidelines. 

Strategy 2 – Support active state and territory 

agency participation in management.

Strategy 3 - Improve collaboration among 

management partner agencies.

Strategy 4 - Increase the scientific understanding of 

these large marine ecosystems to benefit the global 

community. 
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 17

Objective 3E — Changing climate 

conditions is effectively integrated into all 

management decisions.

Strategy 1 - Establish and facilitate a crossdivisional team to improve internal coordination 

and external participation in regional climate 

organizations.

Strategy 2 - Improve guidance on integrating 

climate information into regional and national 

decision-making.

Strategy 3 - Support increased training for staff 

on integrating climate information into marine 

resource management and conservation planning.

Strategy 4 - Improve coordination between climate 

science and management functions.

Goal 4–Institutionalize the use of 

innovative technologies in our work

PIRO will leverage innovation and technology to 

both streamline PIRO’s internal work processes and 

maximize the quality, accessibility, and timeliness 

of information and services to external partners 

and stakeholders in support of sustainable marine 

ecosystem management. 

Objective 4A —The best-integrated, mostappropriate, cost-effective technologies 

are used to observe, assess, conserve and 

manage marine resources.

Strategy 1 - Implement fisheries observer electronic 

reporting into the Pacific Islands Region Observer 

Program System platform. 

Strategy 2 - Implement the Pacific Islands Region 

Electronic Reporting and Electronic Monitoring 

Plan.

Strategy 3 - Increase the number of electronic 

systems to log, store, manage and internally share 

access to data, including evaluating use of mobile 

device applications and tablets or other devices to 

collect field observations.

Strategy 4 - Support the development of 

technologies to reduce or mitigate effects on 

protected resources from interactions with fishing 

operations.

Objective 4B — Mission focused information 

technology and services are accessible 

throughout the region.

Strategy 1 - Increase the use of the suite of 

information technology products and services 

available. 

Strategy 2 - Provide a robust Virtual Private 

Network experience for all staff to ensure access by 

all field offices and telework locations.

Strategy 3 - Enhance face-to-face communications 

capability, including leveraging mobile devices and 

services to improve the effectiveness of telework.

Strategy 4 - Increase timely access to key empirical 

and primary data, as well as secondary data sources 

(e.g., periodicals). 

Objective 4C — Information technology 

resources are protected from internal and 

external cyber-security related threats.

Strategy 1 - Create a culture of information 

technology security within the user community 

regarding information technology policy, risks, 

vulnerabilities, and protection requirements. 

Strategy 2 - Identify areas of highest risk/

vulnerability for information technology security 

and prioritize and implement actions to reduce risk.

Strategy 3 - Form partnerships, share expertise and 

leverage best practices between the various NOAA 

entities within the Inouye Regional Center campus 

in the area of cyber security.

Objective 4D —Technology and processes 

maintain high integrity in using and 

accounting for appropriated funds.

Strategy 1 - Implement a National Archives and 

Records Administration-approved, enterprise-wide, 

electronic records management system to improve 

the collection, consumption and compliance of 

electronic records.

Strategy 2 - Fully implement the NOAA Fisheries 

Freedom of Information Act (FOIA) Clearwell 

Project to ensure PIRO’s ability to process, analyze, 
18 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

review, and produce repeatable, defensible, 

releasable FOIA documents in a thorough and 

timely manner.

Strategy 3 - Automate OMI service delivery 

processes to enhance efficiency, reduce errors, 

and enable analysis of processes to increase their 

effectiveness.

Objective 4E —An effective digital 

presence enhances internal and external 

communications.

Strategy 1 - Design and implement an intranet 

that meets the needs of staff and management for 

effective and efficient internal communication.

Strategy 2 - Integrate the PIRO website into the 

redesigned ‘mobile first’ NOAA Fisheries website.

Strategy 3 - Regularly assess and evolve our digital 

presence (e.g., internet, social media and other 

tools) to respond to how stakeholders access 

and use digital information available on those 

platforms.

Strategy 4 - Support the ongoing development and 

implementation of digital systems that provide 

seafood consumers the best information available 

regarding seafood choices.

Goal 5–Strengthen and develop 

relationships with the public and 

our strategic partners to achieve 

our mission

PIRO will create a network of partnerships to 

achieve conservation and management objectives 

in innovative ways while effectively maximizing the 

generation of science that supports management 

decisions. 

Objective 5A — Key partnerships that 

maximize benefits to PIRO are identified 

and used effectively.

Strategy 1 - Identify federal, state and territory 

government agencies and 

non-governmental organizations best suited to 

support NOAA Fisheries management efforts. 

Strategy 2 - Appropriately invest in partnerships 

where the returns meet the investment.

Strategy 3 - Expand partnerships as opportunities, 

resources and priorities evolve.

Objective 5B —An engaged network of 

partners maximizes the generation of 

science to support management decisions.

Strategy 1 - Increase engagement and coordination 

with PIFSC as the principal science provider to 

meet PIRO’s conservation and management goals.

Strategy 2 - Engage with the WPFMC academic 

institutions and other science generators to meet 

our science needs for management.

Strategy 3 - Increase opportunities for cooperative 

research partners in the region.

Objective 5C —Collaborative government 

partners are equipped to improve 

conservation and management of marine 

resources.

Strategy 1 – Provide adequate resources to the 

WPFMC to meet fisheries conservation and 

management goals.
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 19

Strategy 2 - Support government partners to 

accomplish marine resource conservation and 

management through various funding mechanisms.

Strategy 3 - Enhance relationships with partners 

through staff exchange opportunities.

Objective 5D — Communities are 

well-informed and involved. 

Strategy 1 - Develop and implement a 

comprehensive community engagement campaign 

for all program areas.

Strategy 2 - Increase community participation in 

fishery management processes.

Strategy 3 - Increase community participation in 

habitat restoration projects.

Strategy 4 - Engage communities using a variety of 

media strategies.

Objective 5E —Management and regulatory 

processes are seamless.

Strategy 1 - Leverage agreements with partners to 

facilitate management functions.

Strategy 2 - Establish and follow collaborative 

processes with the WPFMC to facilitate the 

regulatory and management process.

Strategy 3 - Increase training opportunities 

including regulatory and NEPA training.

Strategy 4 - Use effective and appropriate public 

interactions to achieve publicly supported 

management decisions.
20 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

Appendix A: Glossary of Acronyms

AGM Annual Guidance Memorandum

CNMI Commonwealth of the Northern Mariana Islands

DOC Department of Commerce

EEZ Exclusive Economic Zones

EFH Essential Fish Habitat

ESA Endangered Species Act

FOIA Freedom of Information Act

IDP Individual Development Plans

MMPA Marine Mammal Protection Act

MSA Magnuson-Stevens Fishery Conservation and Management Act

NEPA National Environmental Policy Act

NOAA National Oceanic and Atmospheric Administration

NOAA Fisheries National Oceanic and Atmospheric Administration’s National Marine 

Fisheries Service

OMI Operations, Management and Information Division

PIFSC Pacific Islands Fisheries Science Center

PIRO Pacific Islands Regional Office

PRIAs Pacific Remote Island Areas

U.S. United States of America

WCPFC Western and Central Pacific Fisheries Commission

WCPO Western and Central Pacific Ocean

WPFMC Western Pacific Fishery Management Council
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 21

Appendix B: Alignment with Department of 

Commerce and NOAA Priorities

PIRO is one of five regions within NOAA Fisheries, a line office of NOAA, which is located within the 

Department of Commerce. The PIRO strategic plan was informed by the strategic plans and planning 

documents of DOC, NOAA, and NOAA Fisheries, as well as strategic plans developed by other regional 

offices, science centers and NOAA Fisheries headquarters offices. 

Strategic plans and planning documents that currently guide PIRO:

• Department of Commerce Strategic Plan for fiscal years 2014-2018 (2014)

• NOAA’s Next Generation Strategic Plan (2010)

• NOAA Annual Guidance Memorandum (2015)

• NOAA Fisheries Priorities and Annual Guidance for FY16 (2015)

The priorities relevant to PIRO are identified below.

Department of Commerce (DOC) Strategic Plan

DOC is comprised of 12 bureaus that work in five key areas: trade and investment, innovation, 

environment, data and operational excellence. NOAA furthers the Department’s mission with stewardship 

of the ocean’s resources, which contribute more than $250 billion annually to the Nation’s economy. 

Specifically tied to the NOAA mission in the Department of Commerce Strategic Plan (2014) are the 

following goal, objective, and key strategies:

The DOC Strategic Goals, Objectives, and Strategies Most Relevant to NOAA Fisheries

1. TRADE AND INVESTMENT

Expand the U.S. economy through increased exports and inward foreign investment that lead to more and 

better American jobs 

DOC Objective 1.1

Increase opportunities for U.S. companies by opening markets globally 

DOC Strategies for Objective 1.1

• Ensure U.S. commercial and economic interests are advanced in trade agreements and in other 

international for a: With greater interdependencies in global supply chains and the rise of crossborder issues, the global trading system and the international agreements that govern it have 

become more complex. Recognizing these complexities, effective U.S. participation in bilateral, 

regional, and multilateral trade agreements is critical. Multiple bureaus at the Department, 

including ITA, NTIA, USPTO, and NOAA, working alongside the Office of the U.S. Trade 
22 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

Representative, ensure that U.S. negotiating objectives reflect the priority needs of U.S. industries 

competing in the global market. These priorities include new agreements with strong and effective 

disciplines on trade barriers. Additionally, NOAA participates in international agreements to 

promote policies that protect the environment. The playing field is leveled when businesses from 

all nations share responsibility for sustainability.

3. ENVIRONMENTAL GOAL

Ensure communities and businesses have the necessary information, products, and services to prepare for 

and prosper in a changing environment.

DOC Objective 3.4

Foster healthy and sustainable marine resources, habitats, and ecosystems through improved management 

and partnerships.

DOC Strategies for Objective 3.4

• Strengthen capabilities to assess and monitor fish and protected resources: Ensuring sustainable 

populations of living marine resources is a key Departmental mandate. NOAA will increase the 

precision of stock assessments, performing more robust monitoring, and applying ecosystembased management to ensure healthy, sustainable populations of living marine resources. NOAA 

will incorporate integrated biological, physical, and chemical data and ecosystem modeling 

into fish stock and protected species assessments. NOAA will also produce more advanced 

technologies for monitoring of living marine resources and ecosystems.

• Improve recovery of listed species through innovative partnerships: International, federal, 

state, local, tribal, and nongovernmental organizations play a role in conservation. NOAA will 

strengthen partnerships with these stakeholder groups to ensure greater collaboration toward 

the recovery and conservation of protected species in marine and coastal ecosystems. Greater 

collaboration will improve the development and implementation of effective recovery and 

conservation plans for marine mammals and endangered and threatened species.

• Enhance place-based conservation: Through its coastal management and place-based conservation 

programs, NOAA will expand protections at current sites, add protections at new sites, and 

work with public and private partners. This place-based approach will preserve the economic 

and environmental benefits of these special places to local communities. NOAA will implement 

efforts such as the Habitat Blueprint framework, which employs partnerships to improve 

habitat conditions for fisheries, and coastal and marine life, to achieve economic, cultural, and 

environmental benefits.

4. DATA GOAL

Improve government, business, and community decisions and knowledge by transforming Department 

data capabilities and supporting a data-enabled economy.

DOC Objective 4.1

Transform the Department’s data capacity to enhance the value, accessibility and usability of Commerce 

data for government, business and the public.

DOC Strategies for Objective 4.1

• Increase capacity to make data accessible, discoverable, and usable by the public: The Department’s 

Big Data vision will not be realized simply by making data available through conventional means. 

Through public-private partnerships, scientific data can be intelligently positioned in the cloud 
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 23

and be co-located with easy, affordable access to computing, storage, and advanced analytical 

capabilities. Public-private partnerships have the ability to scale and surge at the pace of U.S. 

innovation, enabling new value-added services and unimaginable integration into the daily lives of 

the American public

5. OPERATIONAL EXCELLENCE GOAL

Deliver better services, solutions, and outcomes that benefit the American people.

DOC Objective 5.1

Strengthen organizational capabilities to drive customer-focused, outcomes-driven mission performance.

DOC Strategies for Objective 5.1

• Build a learning organization: Developing the right skills and knowledge is critical for 

accomplishing the Department’s mission, improving employee satisfaction, and growing the 

next generation of leaders. The Department is committed to transforming itself into a learning 

organization that excels in serving customers and delivering results by valuing learning as an 

ongoing creative process; continually developing, adapting, and transforming itself in response 

to changing conditions; and improving the core capabilities of its people at all levels, both 

individually and collectively.

• Create a 21st century IT infrastructure: The Department depends on high quality, reliable, and 

secure IT to carry out its mission. To create an IT infrastructure that employs developments and 

manages vulnerabilities, the Department will design and implement an integrated enterprise-wide 

IT architecture. The new architecture will deliver mission and business data anytime, anywhere 

through swift, seamless, and secure services on-demand to internal and external stakeholders.

• Manage for results: Managing for results requires aligning the Department’s programs, people, 

and resources to the clearly defined goals, objectives, and measures of progress established in this 

strategic plan. Development and better utilization of outcome-based performance metrics will 

enable continuous improvement at all levels of the organization.

NOAA’s Next Generation Strategic Plan (NGSP)

The NGSP (2010) conveys NOAA’s mission and future vision, as well as the road map for achieving the 

vision as laid out through the long term goals, and objectives. With the release in 2010 of NOAA’s Strategic 

Plan and Executive Summary, and in the 2013 Addendum, Dr. Kathy Sullivan, Acting Undersecretary of 

Commerce for Oceans and Atmosphere, called on NOAA to focus on the following areas:

• Climate: Through collaborative strategies, continue to advance the observations, modeling, and 

research necessary to understand climate change and its impacts; and transition mature climate 

science into regular, reliable, and relevant information services;

• Weather: NOAA will build a “Weather-ready” nation by preserving and improving its ability to 

provide timely and accurate forecasts and warnings for the protection of life and property through 

science, technology, infrastructure improvements, and collaborative efforts with partners;

• Oceans: NOAA will advance our efforts to ensure the long-term sustainability of marine fisheries 

and recovery of protected species and their habitats;

• Coasts: NOAA will deliver integrated data, information, products, and services needed to support 

resilient coastal communities and economies;
24 Pacific Islands Regional Office | Strategic Plan: 2016 - 2020

• Science and Technology: NOAA will focus on developing systems-level understanding of 

ecosystems and phenomena—across missions and disciplines—with the goal of increasing the 

resilience of ecosystems, economies, and communities;

• Engagement: NOAA will expand efforts to listen and respond to our customers’ and stakeholders’ 

concerns and better relate NOAA mission responsibilities and activities to those concerns; and

• Organization and Administration: NOAA will further capitalize on recent initiatives to cut costs 

and improve effectiveness.

As one of five NOAA line offices, NOAA Fisheries’ mission is most closely tied to the goal for Healthy 

Oceans identified in the Draft Goal Implementation Plan, 2012:

Healthy Oceans Goal: Marine fisheries, habitats, and biodiversity sustained within healthy and productive 

ecosystems.

The Healthy Oceans goal is to ensure that ocean, estuarine, and related ecosystems—and the NOAA trust 

resources that inhabit them—are resilient and sustainable in the face of increasing threats and changing 

conditions. A sound understanding of these ecosystems, communication of this knowledge to decision 

makers and stakeholders, and the capacity and resources to support key NOAA programs are critical to 

achieving this goal.

Strategic objectives for this goal:

• Improved understanding of ecosystems to inform resource management decisions

• Recovered and healthy marine and coastal species

• Healthy habitats that sustain resilient and thriving marine resources and communities

• Sustainable fisheries and safe seafood for healthy populations and vibrant communities

NOAA’s FY16 Annual Guidance Memorandum (AGM)

The purpose of the AGM is to focus the agency’s corporate attention on near-term execution challenges 

and a balanced implementation of NOAA’s strategy across mission areas, given our mandates, stakeholder 

priorities, and the fiscal outlook. The AGM is released on an annual basis, so the annual implementation 

plans for this strategic plan will reflect the most current guidance.

From the FY16 AGM Priorities:

NOAA Priority: Provide information and services to make communities more resilient.

• Implement Next Gen stock assessments for species within NOAA’s jurisdiction through advancements 

in monitoring and data collection.

• Make measurable progress on recovery protected species.

• Increase operational services that promote coastal resiliency.

NOAA Priority: Achieve organizational excellence

• Under the direction of the Chief Scientist, strengthen alignment of research and development activities 

to effectively and efficiently support NOAA’s operational missions, including accelerating research 

advances to application.
U.S. Department of Commerce | National Oceanic and Atmospheric Administration | National Marine Fisheries Service 25

NOAA Fisheries Priorities and Annual Guidance for FY16 (2015)

NOAA Fisheries’ annual guidance memo provides guidance to all NOAA Fisheries employees in executing 

our mission responsibilities by establishing a framework for development of annual priority milestones. 

These priorities consider the core mission functions in context of current fiscal conditions.

For fiscal year 2016, NOAA Fisheries will focus on the following core priorities:

• Ensure the productivity and sustainability of fisheries and fishing communities through science-based 

decision-making and compliance with regulations.

• Recover and conserve protected resources through the use of sound natural and social sciences.

• Improve organizational excellence.

All other NOAA Fisheries programs, projects, and investments should be designed and conducted in a 

manner that supports these two core mission functions. NOAA Fisheries’ approach to these priorities and 

supporting functions will be guided by the following overarching principles: 

• Advance innovative solutions to emerging challenges (science and stewardship): NOAA Fisheries will 

lead innovation and serve as a catalyst to spur innovation. 

• Cultivate our partnerships: NOAA Fisheries will engage the expertise and capabilities of our partners 

from the international, federal, tribal and state communities, academia, and nongovernmental.

• Improve internal and external communications and raise awareness of the NOAA Fisheries mission: 

We will strive toward a “no surprises” approach to communicating with our stakeholders and, where 

practicable, build consensus on expectations and the identification of critical factors to measure 

success.

• Improve our decisions and knowledge by transforming data capabilities and access in order to 

support our mission. NOAA Fisheries will provide robust data and science utilizing the best available 

infrastructure and by anticipating customer’s needs.
NOAA FISHERIES

Pacific Islands Regional Office

NOAA Inouye Regional Center

1845 Wasp Blvd., Building 176

Honolulu, HI 96818

www.fpir.noaa.gov

09/2015