Strategic Corporate Plan


The iTaukei Land Trust Board [TLTB] is a statutory authority established in 1940 and is mandated under the iTaukei Land Trust Act (Cap 134) to control and administer itaukei lands on behalf of the iTaukei landowners according to the customary land owning unit structure, that is the Yavusas, Mataqalis and tOKATOKAS.

The TLTB Board of Trustee’s under statute has the iTaukei landowners. It also determines the organisation’s strategy and policies.

The TLTB Board of Trustee’s under statute has the fiduciary role to act in the best interest of all  iTaukei landowners. It also determines the organisation’s strategy and policies.

TLTB is the largest land provider and land corpo-rate entity in Fiji as it administers approximately 91% of the total land mass in the country through dereservation and reservation of land processes.

The Board facilitates access to lands and land-based resources for socio- economic development and growth. Its purpose is to secure, protect and manage land ownership rights assigned to the iTaukei landowners and to facilitate the commercial transactions that revolve around its use.

The head office is located in Suva and has three regional offices in Lautoka, Nadi and Labasa. Sub-regional offices have just been opened in Korovou, Rakiraki and Savusavu.



The core business of TLTB is: ”Sustainable Development and Wealth Creation”.

TLTB has 4 major core roles which are specified in its legal framework

  1. To control and manage iTaukei lands by way of leases and licences;
  2. To collect and distribute premiums and rents & royalties   derived from leased land;
  3. To ensure that sufficient lands are “reserved” for the use, maintenance and support of its owners and;
  4. To control and manage extinct mataqali lands including monitoring and compliance with leases and licences conditions.

Prior to issuing of leases, ownership must be decided and this is the function and role of the iTaukei Land Commission which also keeps and maintains a register of iTaukei owners (i Vola Ni Kawa Bula). TLTB works closely with TLC in administering its Lease Administration portfolios.




Excellence in Land Management Services to Meet the Expectation of all Stakeholders.


In the best interests of the iTaukei landowners and stakeholders we will:

  • Provide modern, competent estate management services;
  • Ensure the itaukei landowners receive a fair market value for their land and resources;
  • Promote economical, environmental, socially and culturally sustainable land use practices and up hold sustainable development goals and other internal conventions.
  • Ensure sufficient land s 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 Constitu-tion 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.


I – Innovation

T – Transparency & Trust

A – Accountability

U – Unique

K – Knowledgeable

E – Effectiveness & Efficiency

I – Integrity



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 2017; (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.

 Facilitation of government programmes for infrastructure development:

(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.

 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.

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) Qualification 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 the iTaukei Institutions.

Access to land for economic growth and socio-economic 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.

 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.

 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.

 Enhancement of IT Support Services: 

(i) Continuous Training of Staff to enhance IT Skills – Microsoft Office Suits – (Word, Excel and Power Point)

(ii) Continuous Staff Training to realise full benefits of TLTB IT Systems (Landsoft, Epicor, Spartial, ArcGIS)

(iii) Continuous IT Proficiency Test.

(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.

 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.

 Validation and IT data integrity: 

(i)    On-going data cleaning (estates, reserves and financial) data 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 Work plan.

 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.

 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.

 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

(v)     Integration of innovation and continuous improvement in work processes;

(vi)   Implementation of the 2016 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.