The 2016 – 2018 Strategic Corporate Plan of the Board has its focus on better service delivery for all its stakeholders that are interested in the development of iTaukei land in Fiji. While the ownership of iTaukei land is fundamentally protected under the 2013 Constitution, the components of this plan is strategically aligned to fulfill the key components of the iTaukei Land Trust Act (Cap 134) and making itaukei land as a catalyst to create wealth and propel economic growth in Fiji. It also focuses on value, better returns and benefits that will enrich the lives of iTaukei landowners. The plan when fully implemented is hoped to fulfill the national goals of Government through facilitation of better public infrastructure and sustainable developments within all sectors of the economy. It also will bring about improvements in the livelihood of most Fijian through the issue of different types of land leases & licences by TLTB. The Board and Management through prudent utilization of its resources, envisions a modern and proactive TLTB that embraces a corporate change and innovative land management practices to fulfill the Board’s vision of “Excellence in Land Management Services to meet the Expectations of all its stakeholders”
This Plan has the full support of the TLTB Board of Trustees with anticipation of a brighter and secure future for landowners, tenants and all its stakeholders. It also fully supports all Government initiatives & projects as planned out in the 2016 National Budget.
I wish the Management and all staff the very best in the implementation of the Board’s strategic plan.
Josaia V Bainimarama
Minister for iTaukei Affairs
Chairman, iTaukei Land Trust Board
The iTaukei Land Trust Board as the trustee of iTaukei landowners continues to aspire to meet the growing demand and requirements of all its stakeholders. Apart from the delivery of its core mandate, the 2016-2018 Strategic Corporate Plan is set on a positive platform to transform TLTB to become a modern and responsive organisation. Its intension is to promote accessibility of itaukei land to all interested parties for development purposes at the same time committing to its trustee obligation to reserve itaukei land for its future generation.
The plan portrays the huge potential available to the Board as the biggest landlord in Fiji to showcase that it can do better than what it has achieved in the past. It also reflects TLTBs worth to facilitate development across all sectors of the Fiji economy. Without land, development and progress will be hindered; hence this plan is strategically aligned to targets set in the Government’s National Development Plan and Budget Strategies for 2016 and beyond.
TLTB as part of this plan will focus to create more awareness on its roles and work closely with all Landowning units to encourage them to proactively use their land for productive purposes through inclusive development projects that will bring about prosperity and growth in their villages and communities. With a team of committed Management and staff, the Board is positive that in collaboration & partnership with all its stakeholders will fulfill its vision of providing excellent land management services that will convert most itaukei land into greater wealth through using innovative and sustainable land management practices.
iTaukei Land Trust Board
(a) Core Business
The core business of TLTB is “Sustainable Development and Wealth Creation”
“Excellence in Land Management Services to Meet the Expectation of all Stakeholders”
(c) Mission Statements
In the best interests of all TLTB stakeholders we will:
- Provide modern, competent estate management services;
- Ensure the itaukei landowners receive a fair market value for their land and resources;
- Promote economic, environmental, socially and culturally sustainable land use practices and uphold sustainable development goals and other internal conventions.
- Ensure sufficient lands are set aside as Reserves to meet the immediate and future needs of itaukei landowners;
- Ensure reverted Schedule A & B lands are judiciously and effectively allocated to itaukei landowners;
- Enhance partnerships and respond positively to international, regional and Government programme and initiatives;
- Provide the best financial services and investment opportunities for the sustainability, empowerment and security of iTaukei landowners;
- Recruit, train, develop talents and recognise our people on their performance;
- Adopt modern and appropriate technology, systems and practices;
- Alignment and compliance with the 2013 Constitution and the laws of Fiji;
- Promote “good governance”, “inclusiveness”, “innovation” and “visibility” in all areas of operations; and,
- Promote equality of opportunities for all Fijians without discrimination and manage communication with stakeholders.
(d) Slogan “iTaukei Land, Our Heritage, Our Future”
- I – Innovation
- T – Transparency & Trust
- A – Accountability
- U – Unique
- K – Knowledgeable
- E – Effectiveness & Efficiency
- I – Integrity
Strategic Priority Areas for 2016 – 2018
The Board’s 2016 – 2018 Strategic Corporate Plan (SCP) is set on the corporate theme “Innovative Land Management Practices”. It is a three year rolling plan that has been built upon the work and outputs of the Board accomplished in previous years. Its objective is to outline the key functions of the Board as specified under the iTaukei Land Trust Act (Cap. 134) in alignment to the increasing demand for land by all stakeholders. It also complements the 2016 National Budget theme which is “The Future: A Strong Fiji, A Fair Fiji & a Healthy Fiji” with the objective for TLTB to embrace change and contribute positively towards a brighter future for land development to improve the lives of all Fijians.
|KEY PRIORITY AREAS|
|1.||Provision of value-adding services in all areas of its core business:
(i) Monitoring of current lease portfolio;
(ii) Creation of quality new economic leases;
(iii) Complete all rent reassessments of all categories of leases due in 2015;
(iv) Collection of all rent arrears due to the landowners;
(v) Adoption of 360-degrees approach for the inspection of leases and analysis of outcomes;
(vi) Enforcement of lease terms and conditions;
(vii) Maintaining a credible land, leases and resource-based database;
(viii) Timely registration and conveyancing services;
|2.||Facilitation of government programmes for infrastructure developments:
(i) Analysis of the 2016 Government’s Capital/Infrastructure Budget requirements;
(ii) Assessment of land requirements and locations;
(iii) Consultation with landowners for consent to lease and de-reservation;
(iv) Issue of lease or compulsory acquisition.
|3||Implementation of the equal rent distribution policy:
(i) Opening of individual Bank accounts for members of landowning units;
(ii) Education and awareness programmes for landowners (financial literacy programs);
(iii) Resolution of rent queries, complaints and disputes.
|4||Landowners’ participation and empowerment
(i) Participation in commerce and business
(ii) Awareness on Leasing and utilization of mataqali land;
(iii) Financial and technical advisory capacity;
(iv) Strengthening of the Landowners Affairs Unit in terms of staff and resources;
(v) Awareness at provincial, tikina and village levels;
(vi) Quantification of landowners’ land resources and other assets (asset capitalization);
(vii) Assignment of lease funds (under section 14) for LOU development projects and schemes
(viii) Strengthen links with iTaukei Institutions;
|5||Access to land for economic growth and socio- economic and development.
(i) Leasing idle land for productive use;
(ii) Extension of agricultural leases under CBUL;
(iii) Land requirements for the sugar industry;
(iv) Land requirements for the rice industry;
(v) Land requirements under the National Housing Policy;
(vi) Land requirements for upgrading squatter resettlement programmes;
(vii) Land requirements for the dairy industry;
(viii) Land requirements for tourism (eco-tourism);
(ix) Other sectoral and small farmer land requirements;
(x) Facilitate land queries and requirements from Overseas investors (Investment Fiji);
(xi) Opening up TLTB sub regional office for and leasing of lands under Tax Free Zones.
|6||Research and development:
(i) Monitoring and assessment of external environment;
(ii) Emerging land management issues, practices and initiatives;
(iii) Review, reform and innovate on work processes, procedures and systems;
(iv) Continuous improvement programmes for systems, policies and processes;
(v) Evaluating of land information and related data – to assess the effectiveness of current land management policies;
(vi) Political, social, economic & environment surveys;
(vii) Research on land management initiatives & policies affecting iTaukei land;
(viii) Formalisation of comprehensive iTaukei Landuse Master plans, master corridor plans, area master plans, economic zones and land owning units land use plans.
|7.||Review of iTaukei Land Trust Act (Cap 134) and regulations:
(i) Initiate relevant papers and materials;
(ii) Alignment of TLTB policies and processes to the requirements & principles of the 2013 constitution;
(iii) Alignment to other legislations;
(iv) Alignment to internationally recognized standards and practices;
(v) Alignment to land reforms and other reforms;
(vi) Alignment to board policy and stakeholders expectations;
(vii) Alignment to emerging issues in modern land administration and management.
|8.||Enhancement of IT Support Services
(i) Continuous Training of staff to enhance IT skills – Microsoft Office suits – (Word, Excel and PowerPoint);
(ii) Continuous Staff Training to realise full benefits of TLTB IT Systems (Landsoft, EPCOR, Spatial, ArcGIS)
(iii) Continuous IT Proficiency tests
(iv) Automation of IT Services – (Integrated Customer Service Centre & Kiosk Services)
(v) Implementation & Enhancement of ”on-line” leasing processes;
(vi) Implementation of new Financial system to replace EPICOR;
(vii) Implementation of an investment module to facilitate investments of minors under the ERD policy;
|9.||Human Resource Management:
(i) Identify capabilities and roles to deliver organizational business for 2016 and beyond;
(ii) Effective training programs to address capabilities and competency gaps;
(iii) Review of Board’s HR Strategy for next 3 years;
(iv) Induction and orientation programmes for new appointees;
(v) Implement Staff Job Evaluation report recommendations;
(vi) Succession planning;
(vii) Review of staff terms and conditions;
(viii) An improved staff climate survey rating;
(ix) Upgrading of performance management appraisal system in Linksoft System;
(x) Retention of committed, talented and competent staff;
|10.||Validation and IT data integrity:
(i) On-going data cleaning (estates, reserves and financial) data of all leases including geospatial ground validations;
(ii) Review of Write-offs of fictitious leases and re-entered leases;
(iii) Arrears of rent information;
(iv) Court actions for re-leased lands with arrears;
(v) Lease growth and re-entry (terminated leases) status verified;
(vi) Reserve land and de-reserve lands data;
(vii) Schedule (A) and (B) reverted lands data.
(viii) Improvement of geospatial data.
(ix) Collation of data for Landuse database linked to land maps;
(x) Completion of related IT Projects as part of annual IT Workplan;
|11.||Management of Funds – (Trust Funds and Operational Funds):
(i) Effective financial system, accounts, processes and procedures;
(ii) Maintain and increase trust income collections for landowners;
(iii) Explore new income sources with the objective of further reduction in poundage;
(iv) Improved operational income collections;
(v) Prudent monitoring of operational costs and increased CAPEX asset base;
(vi) Improve and maintain returns from trust funds investment for landowners.
|12||Compliance to all relevant legislations, regulations, policies, systems and procedures:
(i) Alignment of Act and Regulations, Policies to the Constitution;
(ii) Enhance good governance and transparency;
(iii) Reduce litigation exposure;
(iv) Successfully defend on litigation cases against the Board;
(v) Reduce audit queries and non-compliance to approved systems, processes and procedures;
(vi) Improved reporting compliance;
(vii) Prepare and audit 2015 Accounts;
(viii) Improved service delivery in all aspects of operations;
(ix) Reduction in number of complaints;
(x) Elimination of discriminatory polices etc.
|13.||Embracing a Culture of change, productivity and excellence.
(i) Strengthening of Productivity and Innovation Unit;
(ii) Strengthening of Research and Development Unit;
(iii) Continuous awareness programmes & consultation with all staff on the principles & values of the Fiji Business Excellence Framework;
(iv) Identify areas of operations to improve, promote productivity and quality within all levels of operations;
(v) Integration of innovation and continuous improvement in work processes;
(vi) Implementation of the 2015 FBEA Feedback Report’s recommendations;
(vii) Setting up of Quality Circles & Implementation of approved recommendations;
(viii) Follow through and implement value-adding suggestions;
(ix) Recognition of new initiatives that provide positive impacts to outputs and outcomes;
(x) Internal, national and regional excellence awards.
(xi) Corporate Social Responsibility activities.