Management of itaukei lands and funds.
iTaukei Land, Our Heritage, Our Future
- Puntuality and Timeliness
- Speed of Operations
- Customer Delight
- Integrity and Trust
- Gender Equality
STRATEGIC PLAN 2012
The Board’s 2012 – 2014 Strategic Corporate Plan (SCP) is set on the corporate theme “Strengthening Institutional Capacity and Efficiency and Responsiveness to Reforms”. It also incorporates the theme of the 2012 National Budget of “Empowered Fijians and a Modern Economy” with the objectives to (i) empower fijians (ii) modernize the Nation, and (iii) strengthen Fiji’s economy which follows on from the 2010 and 2011 Budget themes of “Strengthening the Foundation of Economic Growth and Prosperity” and “Enhancing Economic Growth and Inclusive Development” respectively. The TLTB in 2012 will focus on the following priority areas:
i. Provision of value adding services in all areas of TLTB core business. These include:
- Monitoring of TLTB current lease portfolio;·
- Creation of quality new economic leases;·
- Rent reassessments for leases due in 2012;·
- Collection of rent arrears·
- 360 degree approach to inspection of leases and analysis of outcomes;·
- Enforcement of lease terms and conditions;·
- Maintaining a credible land, leases and resource based database.
ii. Facilitation of government budgeted programmes for major infrastructure developments and other development programmes as outlined in the 2012 budget to meet the 2012 budget objectives. TLTB to facilitate development through timely processing of quality land leases on itaukei lands for the purposes required.
iii. Refining the implementation of the new rent equal distribution policy and to include:
- Effective coordination with the iTaukei Lands Commission (TLC);
- Facilitation and opening of individual bank accounts for members of landowning units;
- Enhancement of IT capabilities to meet equal rent distribution requirements;
- Landowner education and awareness programmes;
- Resolution of rent queries, complaints and disputes.
iv. Landowners’ participation and empowerment. This to include the management of leases issued to landowners and lease funds. Optimization of returns to landowners.
- Increased involvement of itaukei landowner participation in commerce and business;
- Empower itaukei landowners to lease itaukei land;
- Strengthen financial and technical advisory capacity of TLTB in commerce and business;
- Participation in programmes to promoting an agro-based economy, (in the formulation of programmes and facilitating landowner support);
- Quantification of landowners’ assets and related work (Asset Capitalization).
v. Providing access to land for government initiated projects – (New and on-going under Pillar 6 of the National Charter).
- Committee on Better Utilization of Land – converting idle land into productive use.
- Fiji Sugar Corporation land requirements;
- Housing Authority land requirements under the National Housing Policy;
- Dairy farm requirements;
- Other sectoral and small farmer land requirements
vi. Research and Development:
- Monitoring and assessment of TLTB external environment;
- Research on emerging land management issues, practices and initiatives;
- Formulation of appropriate policies;
- Evaluating of land information and related data - to assess the effectiveness of current land management policies;
vii. Validation and IT Data Integrity
- File counting exercise;
- Data cleaning – Estates and financial data of all leases;
- Write offs of fictitious leases;
viii. On–going implementation and Monitoring of the various Review Report recommendations by close of year 2012. This includes:
- Review of TLTB Trust Funds Report by Aliz Pacific;
- Review of TLTB Operational Systems and Processes Report by Ernst & Young;
- Review of TLTB IT systems
- Review of TLTB Terms and Condition of Employment
ix. Review of Principal TLTA legislation and regulations.
x. Upgrading of TLTB Staff IT proficiency (Landsoft, EPICOR and Spatial);
xi. Human Capital Management (HCM) framework:
- Formulation of a TLTB Capability Framework – outlining the capabilities and roles to deliver TLTB business going forward for 2012 and beyond;
- Revise Job descriptions that fit the roles as per the Capability Framework;
- Competency assessments for current Staff;
- Job fitting exercise of competencies against the Capability Framework;
- On- going training in line with capability framework;
- Succession planning;
- Finalising of Staff Terms & Condition of Employment (TCE) after completion of the review of TLTB Staff TCE;
- An improved staff climate survey rating;
- Competitive staff reward system through a performance management framework;
xii. Prudent management of TLTB Funds – both Trust and TLTB Operations. This to include:
- Improved TLTB Trust income collections for landowners (trust funds);
- Improved TLTB operational income collections (general operations);
- Monitoring of TLTB operational costs and CAPEX purchases for all cost centers;
- Improved returns from trust funds investment for landowners;
xiii. Compliance to all relevant legislations, Regulations, Policies, Systems & Procedures that bind TLTB Operations to:
- Reduce board’s litigation exposure;·
- Reduced audit queries;·
- Improved reporting compliance;
- Annual accounts.
xiv. Improved service delivery in all aspects of TLTB operations.
- Satisfactory stakeholder survey Index;
- Reduction in number of complaints;