Fiji: Greater Suva Urban Profile

FIJI: GREATER SUVA
URBAN PROFILE
1
Copyright © United Nations Human Settlements Programme (UN-Habitat), 2012
All rights reserved
United Nations Human Settlements Programme publications can be obtained from

UN-Habitat Regional and Information Offices or directly from:
P.O. Box 30030, GPO 00100 Nairobi, Kenya.
Fax: + (254 20) 762 4266/7
E-mail: [email protected]
Website: http://www.unhabitat.org
HS Number: HS/066/13E
ISBN Number(Series): 978-92-1-132023-7
ISBN Number (Volume): 978-92-1-132593-5
DISCLAIMER
The designation employed and the presentation of the material in this publication do not imply the expression of any
opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory,
city or area, or of its authorities, or concerning delimitation of its frontiers or boundaries, or regarding its economic system
or degree of development. The analysis, conclusions and recommendations of the report do not necessarily reflect the
views of the United Nations Human Settlements Programme (UN-Habitat), the Governing Council of UN-Habitat or its
Member States. This document has been produced with the financial assistance of the European Union. The views expressed
herein can in no way be taken to reflect the official opinion of the European Union.
Excerpts from this publication may be reproduced without authorization, on condition that the source is indicated.
Photo credits: © SCOPE
ACKNOWLEDGEMENTS
The Greater Suva Urban Profile was prepared by the Ministry of Local Government, Urban Development, Housing
and Environment with information collected through interviews with key urban stakeholders in Lami Town, Suva City,
Nasinu Town and Nausori Town local government areas. We wish to thank them for their time, efforts and contributions
towards this report. This project and report were coordinated by the Department of Town and Country Planning with the
assistance of Strategic Consultants on Planning and Engineering Pacific Limited with constructive inputs provided by Sarah
Mecartney, UN-Habitat Pacific Programme Manager based in Suva, Fiji, and Chris Radford, Senior Human Settlements
Officer, UN-Habitat Regional Office for Asia and the Pacific, Fukuoka, Japan.
Editing: Rowan Fraser
Design and layout: Kenan Mogultay
2
FIJI: GREATER SUVA
URBAN PROFILE
United Nations Human Settlements Programme
Table of Contents
Foreword 5
Executive summary 6
INTRODUCTION 8
BACKGROUND: GREATER SUVA URBAN AREA 9
KEY THEMES
URBAN GOVERNANCE AND FINANCE 12
URBAN PLANNING AND MANAGEMENT 16
LAND DEVELOPMENT AND ADMINISTRATION 19
URBAN INFRASTRUCTURE AND SERVICES 22
URBAN HOUSING AND SHELTER 26
CLIMATE CHANGE AND DISASTER RISK REDUCTION 28
STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) ANALYSIS
PROJECT PROPOSALS
URBAN GOVERNANCE AND FINANCE 30
URBAN PLANNING AND MANAGEMENT 33
LAND DEVELOPMENT AND ADMINISTRATION 34
URBAN INFRASTRUCTURE AND SERVICES 39
URBAN HOUSING AND SHELTER 41
CLIMATE CHANGE AND DISASTER RISK REDUCTION 44
ACRONYMS AND REFERENCES 47
3
GREATER SUVA URBAN PROFILE - Foreword
44
Foreword
According to and Pacific Group to support sustainable urban

research published development. Given the urgent and diverse needs, we
in UN-Habitat’s found it necessary to develop a tool for rapid assessment
flagship report, The and strategic planning to guide immediate, mid- and
State of the World’s long-term interventions. And here we have it in the
Cities 2010-2011, form of this series of publications.
developing regions
including Africa, The Participatory Slum Upgrading Programme is
the Caribbean and based on the policy dialogue between UN-Habitat,
the Pacific, will have the African, Caribbean and Pacific Secretariat and the
more people living European Commission which dates back to the year
in urban than rural 2002. When the three parties met at UN-Habitat
areas by the year headquarters in June 2009, more than 200 delegates
2030. With half the from over 50 countries approved a resounding call on
world’s population the international community to pay greater attention
already living in to these urbanization matters, and to extend the slum
urban areas, the challenges we face in the battle against upgrading programme to all countries in the African,
urban poverty, our quest for cities without slums, for Caribbean and Pacific Group.
cities where women feel safer, for inclusive cities with
power, water and sanitation, and affordable transport, It is worth recalling here how grateful we are that the
for better planned cities, and for cleaner, greener cities European Commission’s 9th European Development
is daunting. Fund for African, Caribbean and Pacific countries
provided EUR 4 million (USD 5.7 million at June 2011
But as this series shows, there are many interesting rates) to enable UN-Habitat to conduct the programme
solutions and best practices to which we can turn. After which now serves 59 cities in 23 African countries, and
all, the figures tell us that during the decade 2000- more than 20 cities in six Pacific, and four Caribbean
2010, a total of 227 million people in developing countries.
countries moved out of slum conditions. In other
words, governments, cities and partner institutions have Indeed, since its inception in 2008, the slum upgrading
collectively exceeded the slum target of the Millennium programme has achieved the confidence of partners at
Development Goals twice over, and ten years ahead of city and country level in Africa, the Caribbean and in
the agreed 2020 deadline. the Pacific. It is making a major contribution aimed
at helping in urban poverty reduction efforts, as each
Asia and the Pacific stood at the forefront of successful report in this series shows.”
efforts to reach the slum target, with all governments
in the region improving the lives of an estimated 172 I wish to express my gratitude to the European
million slum dwellers between 2000-2010. Commission and the African, Caribbean and Pacific
Secretariat for their commitment to this slum upgrading
In sub-Saharan Africa though, the total proportion programme. I have every confidence that the results
GREATER SUVA URBAN PROFILE - Foreword

of the urban population living in slums has decreased outlined in this profile, and others, will serve to guide
by only 5 per cent (or 17 million people). Ghana, the development of responses for capacity building and
Senegal, Uganda, and Rwanda were the most successful investments in the urban sector.
countries in the sub-region, reducing the proportions of
slum dwellers by over one-fifth in the last decade. Further, I would like to thank each Country Team for
their continued support to this process which is essential
Some 13 per cent of the progress made towards the for the successful implementation of the Participatory
global slum target occurred in Latin America and the Slum Upgrading Programme.
Caribbean, where an estimated 30 million people have
moved out of slum conditions since the year 2000.
Yet, UN-Habitat estimates confirm that the progress
made on the slum target has not been sufficient to
counter the demographic expansion in informal
settlements in the developing world. In this sense,
efforts to reduce the numbers of slum dwellers are
neither satisfactory nor adequate.
As part of our drive to address this crisis, UN-Habitat
is working with the European Commission and the Dr. Joan Clos
Brussels-based Secretariat of the African, Caribbean Executive Director, UN‑Habitat
5 5
Executive summary
INTRODUCTION intervention and a high turnover of staff in these roles.

Rate collection in the GSUA continues to improve,
The Greater Suva Urban Area (GSUA) is confronting
simultaneously strengthening the financial position
a range of challenges relating to urban poverty,
of the municipalities and exacerbating their financial
environmental risk, infrastructure and land management,
management shortcomings. Improved collection of
amongst others. In order to effectively engage these
rates is largely linked to better interaction between
challenges, and seek solutions to them, this urban profile
the public and the municipalities. The distribution of
documents and analyses six key components of the
human resources between the municipalities is unequal,
GSUA: urban governance and finance, urban planning
with Suva City enjoying more skilled staff resulting in
and management, land development and administration,
more effective governance. In general, there is a lack of
urban infrastructure and services, urban housing and
qualified, skilled staff to support municipal needs.
shelter, and climate change and disaster risk reduction.
Urban profiling consists of a set of actions to assess urban
needs and capacity issues at the city level. It employs URBAN PLANNING AND MANAGEMENT
a participatory approach where priorities are agreed Regulation and control of land development takes place
on through consultative processes. Urban profiling is within a framework of town planning schemes and by-
currently being implemented in over 20 countries in laws. Suva, Nausori and Lami all have approved town
Africa, the Middle East, the Caribbean and the Pacific. planning schemes, and Nasinu is currently preparing its
Urban profiling in Fiji includes an overall national urban scheme. These schemes are the primary physical planning
profile and urban profiles of three urban areas, namely instrument used by the councils.
the Greater Suva Urban Area, Lautoka City and Nadi Despite the existence of small town planning units
Town. Each profile will be published separately. in three out of the four councils, implementation of
schemes requires strong support from the Department
BACKGROUND of Town and Country Planning. Even Suva, the most
The GSUA comprises the capital city of Fiji, Suva City, well-equipped of the councils, is not independent. Such
and three municipal towns namely Lami, Nasinu and dependency results in long delays in approving project
Nausori Towns. The GSUA is the country’s largest urban proposals.
area holding an estimated 57 per cent (244,000 people)
of the national urban population in 2007. The urban
GREATER SUVA URBAN PROFILE - Executive summary
LAND DEVELOPMENT AND ADMINISTRATION

area covers 4000 hectares and forms part of the larger There are three categories of land ownership in the GSUA:
Suva-Nausori Corridor. The population growth rate in state land which is managed by the Department of Lands
the GSUA hovers around 1.7 per cent on average, with and Survey, iTaukei (indigenous Fijian) lands managed
towns such as Nausori Town having higher growth rates by the iTaukei Lands Trust Board, and privately-held
at 4 per cent. The GSUA is the country’s economic centre land. Administration and management is framed by
generating an estimated 30 per cent of the national gross relevant national acts.
domestic product.
Indigenous landowning units in iTaukei villages in the
GSUA actively determine how land is utilized in their
URBAN GOVERNANCE AND FINANCE villages, many now seeking economic and development
The GSUA consists of four municipalities, each managed ventures on their lands. This is encouraged by the
by a separate council. Each council is headed by a Special National Housing Policy of 2011.
Administrator, appointed by the central government,
and managed by a Chief Executive Officer (CEO). Both URBAN INFRASTRUCTURE AND SERVICES
posts answer to the Ministry of Local Government,
Urban Development, Housing and Environment. The The responsibility for the provision of infrastructure
performance of the Special Administrator is evaluated and basic services in the GSUA is shared between local
often, and the position has clear objectives such as municipalities and the central government. The latter
improving rates collection and shifting from cash to provides water supply and sewerage services, roads, power
accrual accounting in council operations. Nevertheless, and telecommunications. The LCC manages drainage
overlap between the CEO and the Special Administrator systems, waste, street lighting, parks and community
posts is leading to confusion resulting in ministry level facilities. Currently, iTaukei villages are not permitted
66
access to municipal urban services, although this policy
is under review and likely to be revoked for public health
reasons.
Despite ongoing upgrades, water supply shortages and
maintenance issues across the GSUA are calling for
attention. Waste management and sewerage has been
a focus on GSUA municipal policies since the 1990s
and sanitation in the urban area is now well-managed.
Solid waste management also needs improvement,
with councils considering waste transfer stations, and
a possible second landfill site. Roads need repair and
improved maintenance, as well as expansion to cope with
higher traffic loads.
URBAN HOUSING AND SHELTER

Housing development in the GSUA includes formal
detached dwellings and multi-unit apartments.
Increasing demand for housing and reduced supply
of land is leading to the production of higher density
housing, especially in the centre of Suva. Similarly,
within the informal sector, the number and density of
informal settlements has increased.
The National Housing Policy, formulated in 2011, has
resulted in increased provision of affordable housing, with
the Housing Authority undertaking multi-phase housing
projects. Affordable housing projects are also supported
by a number of national and international agencies.
CLIMATE CHANGE AND DISASTER RISK

REDUCTION
While the GSUA is located on the coast, it is not as
GREATER SUVA URBAN PROFILE - Executive summary

exposed to climate-related hazards as urban areas on
the west coast. Nonetheless, it does suffer from natural
hazards including coastal and riverine floods, earthquakes
and landslides. Mangrove deforestation has increased the
GSUA’s vulnerability to the adverse effects of climate
change by removing an effective storm surge and flood
‘barrier’. However, an extensive amount of wetland has
been retained around the coast and river which reduces
flood risk and facilitates adaptation to climate change.
77
INTRODUCTION
Rapid Urban Sector Profiling for Sustainability is interviews through survey questionnaires conducted as
an action-oriented assessment of urban conditions part of the profile exercise. The background includes
which focuses on priorities, capacity gaps, and existing data on administration, urban planning, economy,
institutional responses to key themes at the local and the informal and private sectors, urban poverty,
national levels. The purpose of the assessment is to infrastructure and basic urban services, public transport,
develop urban poverty reduction policies at local,
energy, social services, linkages between urban and rural
national and regional levels through an assessment of
needs and response mechanisms, and as a contribution areas, linkages between town and traditional urban
to the wider-ranging implementation of the Millennium villages, land tenure and administration, health and
Development Goals. education.
The study is based on an analysis of existing data and a 2. Synthetic Assessment

series of interviews with relevant stakeholders, including
local communities and institutions, civil societies, the The second section is structured around an assessment
private sector, development partners and academics. of six key themes: urban governance and finance;
This consultation typically results in collective urban planning and management; land development
agreement on priorities and their integration into urban and administration; urban infrastructure and services;
poverty reduction projects, including proposed capacity housing and shelter; climate change and disaster risk
building projects. management. This section also provides an overview
Urban profiling is being implemented in over 20 of the existing institutional set-up, the regulatory
African, Arab, Caribbean and Pacific countries, offering framework, as well as resource mobilization and
an opportunity for comparative regional analysis. Once performance. This section also highlights agreed
completed, this series of studies will provide a blueprint priorities and includes a list of identified projects.
for central and local authorities and urban actors, as
well as donors and external support agencies. 3. Strengths, Weaknesses, Opportunities and
Threats (SWOT) Analysis
METHODOLOGY A basic SWOT analysis and an outline of priority project

proposals for each of the six key themes are provided
Urban profiling comprises three phases outlined below: in the third section. The project proposals include
i. Phase One: involves a rapid participatory beneficiaries, partners, estimated costs, objectives and
urban profiling at national and local levels, activities.
focusing on land and land administration,
governance, informal settlements, urban health,
GREATER SUVA URBAN PROFILE - INTRODUCTION
infrastructure and services, gender, environment,

disaster management, economy, urban-rural
linkages and proposed interventions.
ii. Phase Two: identifies priorities through a pre-
feasibility study to develop detailed priority
proposals, capacity building and capital
investment projects.
iii. Phase Three: implements the projects with
emphasis on skills development, institutional
strengthening and adaptation.
STRUCTURE OF THE REPORT

This report consists of three main sections:
1. Background
A general background of the GSUA is provided within
this profile and is based on municipal council reports, Omkar settlement
strategic plans, desk reviews of past reports, and © DTCP
88
SECTION ONE
BACKGROUND: GREATER SUVA URBAN AREA
MAP 1: Greater Suva Urban Area
Source: DTCP
GREATER SUVA URBAN PROFILE - BACKGROUND: GREATER SUVA URBAN

In 2007, Fiji had a national population of just over Geography
837,000 people, of which approximately 51 per cent
The GSUA is located on a peninsula along the Suva-
were living in urban areas. Considering current
Nausori Corridor and its geography ranges from
growth rates, the urban population of Fiji is likely to
undulating lands to the west of Lami Town to the
reach 61 per cent of the total population by 2030.
eastern delta of Nausori Town. The geographical
Of the total urban population, an estimated 57 per
features have influenced the urban growth, character
cent (244,000 people) lives in the GSUA. The GSUA
and management of each of the urban centres of the
comprises Suva City and three municipal towns called
GSUA.
Lami, Nasinu and Nausori. Officially, the GSUA has
an annual growth rate of 2 per cent. However, the The small centre of Lami Town lies on the western
GSUA also contains a large transient population made side of the peninsula and rises towards the north.
up of commuters, vendors, tourists and business Conversely, Suva City and Nasinu Town contain a
operators who move through the GSUA on a daily varied topography of both hilly areas and flatter lands,
basis. which encourage growth along the King’s Highway. At
the eastern end of the GSUA lies Nausori Town. This
The GSUA is the primary urban centre of Fiji’s
urban centre is divided by the Rewa River, which plays
Central Division, with the national capital, Suva
a critical role in the infrastructural system and services
City, lying to the south-west. Suva’s geographical
of the town and constitutes its main physical feature.
coordinates are 18°14’16”S and 178°44’19”E. The
In contrast to the dry Lautoka City and the wet Nadi
city is approximately 30 minutes by car from the
Town, the GSUA experiences high and constant rainfall
Nausori International Airport. The GSUA covers
due to its location. Within the GSUA, Suva City and
an area of over 4,000 hectares and includes iTaukei
Lami Town are particularly wet. They are also exposed
(Indigenous Fijian) land, as well as state and
to earthquake due to the fault line which runs from
freehold land. The GSUA, and in particular Suva
Veisari in Lami to Walu Bay in Suva. In addition, their
City and Nausori and Lami Towns, all experience
coastal location makes them extremely susceptible to
high rainfall.
climate change.
9 9
Population Table 2. GSUA rate collection 2011-2012
An estimated 29 per cent of Fiji’s national population 16 000 000
TOTAL RATES COLLECTED ($)

(i.e. approximately 256,000 people) reside within the
GSUA. This population accounts for 57 per cent of 12 000 000
the total urban population. The GSUA is shown in the
table below based on the population census of 2007 and
8 000 000
annual projections by Fiji Bureau of Statistics.
The GSUA’s current population has surpassed the 4 000 000
projected population of 213,545 people based on the
Urban Growth and Management Plan prepared in 2006 0
by Asian Development Bank. Importantly, this figure NAUSORI NASINU SUVA LAMI
does not account for residents of traditional villages
MUNICIPALITIES
located within the GSUA as these are excluded from
municipal boundaries in accordance with the Local Total Rates as of
31/12/2011
Total Rates as of
1/7/2012
Government Act (Cap. 125).
GSUA rate collection as at 1 July 2012 (in Fijian dollars).
Source: DTCP
Table 1. Population growth in GSUA
Municipal The aggressive revenue (rate) collection required by the
2011 2016 2021
Council councils as part of the Local Government Reforms exposed
the limited capacity, poor financial management and weak
Suva City 75, 980 77,900 79, 470
governance of the councils. Poor financial management has
seriously affected the delivery and standard of services in the
Lami Town 11, 060 11,450 11, 860 GSUA. Further, the replacement of the councils by Special
Administrators in 2009 created tension and subsequent
Nasinu Town 82, 980 90, 720 98, 210 confusion amongst council workers as to whether the Special
Administrator or the Chief Executive Officer was in charge of

Nausori Town 26, 970 29, 200 31, 610 the council. The period 2009-2011 saw numerous changes
or personnel replacements at the executive management
Total GSUA 196,990 209,270 221,150 level, which further impacted the council’s service delivery.
GSUA population projection.
However, the peri-urban areas, where most urban growth
Source: DTCP takes the form of informal settlement, are governed separately
by local area advisory authorities under the Central Board of
Fiji’s overall annual population growth rate is 0.7 per Health. There is some expectation that the councils’ garbage
cent while the national annual urban population growth services be extended to these areas despite their location
rate is 1.5 per cent and 1.7 per cent per annum in the outside the councils’ ratable property boundary.
GSUA. Within the GSUA, Nausori Town is the fastest
growing urban area with an annual population growth Furthermore, five iTaukei (Indigenous Fijian) villages also
rate of 4 per cent. exist within the GSUA and are exempted from the Local
Government Act, having traditional status under the iTaukei
Affairs Act. Therefore, as these villages are under a different
Governance jurisdiction and governance structure they are not subjected
The GSUA is administered separately by the four to council rates. They nonetheless rely on some of the services
municipalities, each headed by a government appointee provided by council such as market and public health services,
known as a Special Administrator (SA) under the with the exception of garbage collection services.
Local Government Reform (2008). The councils of the
municipalities are mandated under the Local Government Economy
Act (Cap.125) to observe, deliver and enforce laws relating
to urban management. These include the maintenance Contained within the Suva City municipal boundaries are
of basic urban services such as public health, garbage the National Government, the headquarters of government
collection, recreational areas, roads and drainage systems. ministries, the banking and financial institutions, and the
However, a recent change in legislation, effective from 1 headquarters of a number of regional and global organizations.
January 2013, has transferred maintenance responsibility In this way, Suva is the economic centre of the Pacific region.
of all roads previously maintained and upgraded by the The GSUA is also a transport hub, having both air and sea
councils, as well as new roads, to the Fiji Roads Authority. ports - the Suva Wharf and the Nausori Airport. Land for
10
10
future development in close proximity to the Suva Wharf is In this regard, the critical issues in terms of infrastructure
limited. There is therefore increasing interest in establishing and urban services in the GSUA include inadequate water
industrial tax-free zones in the Nausori area in anticipation supply and sanitation services; inadequate roads; poor solid
of the proposed Nausori airport runway extension. About 60 waste management systems; and poor management of coastal
per cent to Fiji’s gross domestic product is generated in urban development in relation to existing coastal settlements. There
areas, and of this 40 per cent is generated in the GSUA. is also growing need for an expanded port and development
and extension of the town centre. Such undertakings will
most likely be achieved through public private partnerships
Informal Settlements and Housing which foster economic growth for the GSUA region.
An estimated 17 per cent of the GSUA’s population, some What is now being acknowledged is the fact that the existing
44,000 people, lives in 86 informal settlements located across urban infrastructure is simply unable to meet the demands and
the area. These informal settlements thrive on both public pace of urban growth, and the biggest urban challenge is the
and iTaukei (indigenous Fijian) lands. Land for housing is high competition over the limited land available in the GSUA.
limited and the supply of housing is slow and simply cannot
keep up with the high demand fuelled by growth in the
GSUA. Over the last five years, the slow implementation Education
of housing projects or residential subdivisions by major
housing providers, such as the Housing Authority, have The GSUA has over 120 schools providing both primary
been due to either financial or infrastructural constraints or and secondary education, vocational and special trainings
legal battles with contractors. Various forms of housing exist including commercial schools offering English lessons for
in the GSUA, from social and public housing to rentable international students from Asia, particularly China and
units and housing under private ownership. Due to land Korea. The headquarters of most higher education providers
shortages, there is also an increasing number of multi-story such as the University of the South Pacific and Fiji National
apartment buildings promoting inner-city living around the University are based in Suva and Nasinu respectively.
central business district of Suva City.
Health

The high cost of land and the under-provision of
infrastructure in the GSUA is a significant cause of the There have been major improvements to health facilities
slow delivery of housing stock, particularly affordable in the GSUA thanks to better equipment and resources
housing for those who have moved into or close to the being allocated by Government. These higher quality
GSUA. One of the main factors drawing people into health facilities encourage migration from rural areas into
the GSUA and stimulating growth is the higher level of the GSUA, as well as provide care services to neighbouring
social services provided in the GSUA. At the same time, countries. In addition to public health services, there is also
changes in the Northern and Eastern Divisions have increasing private health care and specialized private facilities
encouraged families to move to the Central Division in enhancing the GSUA as a major service centre for Fiji’s
search of better education and health facilities. population. The Wellness Programme, launched in 2012 by
the Ministry of Health, is successfully addressing public and
Basic Urban Services environmental health issues and most importantly reducing
the spread of non-communicable diseases. The Ministry of
Urban development and urban infrastructure in Suva Health with support from the municipal health departments
City began based on a concentric model. However, the and the Office of the Commissioner Central is also involved
current trend sees development sprawling in a linear in disaster management. Such activity usually focuses on
pattern along the Suva-Nausori Corridor. Population informal settlements where typhoid can spread due to poor
growth and higher demand for housing is also placing water quality and unhygienic conditions following disaster.
a higher demand on urban services. In the past, these
have been developed and upgraded on an ad-hoc and
demand-driven basis, with urban services maintenance
programmes being reactive as opposed to proactive, and
not guided through strategic infrastructural planning.
Infrastructure projects have tended to focus on the
provision of new extensions rather than on the upgrading
and management of existing infrastructure systems.
This has been mainly due to poorly kept asset registers
and inadequate managerial and technical capacity to
implement maintenance programmes.
Pedestrian bridge access to Vatuwaqa settlement
© DTCP
1111
SECTION TWO - KEY THEMES
URBAN GOVERNANCE
GOVERNANCE AND FINANCE
The GSUA consists of four municipalities, namely Suva for these services, the village populations are reliant on
City, Lami Town, Nasinu Town and Nausori Town. council resources. Similarly, councils have to extend
Each municipality is managed by a council governed urban services to those living in squatter settlements
by a SA, a government appointed official replacing the within municipal boundaries, despite an absence of rate
elected-council system under the Local Government Act collection in these settlements.
as part of the Local Government Reform in 2008. The
objective of the Reform was to create local government Each of the municipal councils is required to have its
bodies that are apolitical, practice good governance own strategic plan approved by the MLGUDHE. The
and achieve effective and efficient service delivery as strategic plans are supported by annual and corporate
demanded by ratepayers and residents. plans and budgets as required by MLGUDHE in
accordance with the Local Government Act.
Close to 200,000 people live within the boundaries of
the GSUA. However, the official population count does Each of the four councils in the GSUA also issues
not include those who travel into the GSUA daily from quarterly publications aimed at ratepayers in order
nearby peri-urban and rural areas for work or commercial to keep them informed of local government matters,
reasons, or to access services such as hospitals, schools, including rate collection initiatives and building
sporting facilities, and financial institutions. projects, public health matters, and services and
amenities offered by the council. Such communication
Table 3 shows the total land area of each municipality initiatives have been encouraged in an effort to increase
within the GSUA and the associated peri-urban transparency and accountability of all municipal
GREATER SUVA URBAN PROFILE - URBAN GOVERNANCE AND FINANCE
areas beyond the municipal boundaries that are also councils to their ratepayers.
dependant on the municipal council’s resources.
Council revenue within the GSUA is derived from rates,
Table 3. Overview of councils in the GSUA municipal markets, and minivan, taxi and car parking
facilities. Rate collection has been a particular strength
Approx. Peri-
Municipal Popula- Staff of the councils in the GSUA, with the exception of
Municipal urban
Council tion Capacity
Area Area
Nasinu Town Council. While Suva City and Nausori
Town have improved rate collection capacity over
Suva City 75, 980 407 2,489 ha Nil the last three years, with more that 50 per cent of
outstanding rates now being collected, both Lami Town
Lami Town 11, 060 50 727 ha 1,691 ha and Nasinu Town still suffer from significant arrears in
rate paying, particularly for rates on large parcels of land
Nasinu
Town
82, 980 145 1,298 ha 4,816 ha occupied by informal settlements such the settlements
at Qauiya in Lami, and at Caubati in Nasinu.
Nausori
Town
26, 970 34 419 ha 3,184 ha
Based on principles of good governance, the Local
Government Reform of 2008 brought about both positive
Total 196,990 636 4,933 ha 9,691 ha
changes and numerous challenges to the administration
Council population, staffing and land area and management of municipalities in Fiji. One of the key
Source: DTCP and Bureau of Statistics challenges is the sustainability of the reform initiatives,
as some issues have begun to arise since the Reform
There are a few iTaukei villages within the GSUA.
came into effect in 2008. Across the GSUA, urban
All iTaukei villages as gazetted in the iTaukei Affairs
management systems have undergone multiple changes.
Act are exempted from paying rates under the Local
The following are contributing factors to the growing
Government Act (Cap. 125). Nevertheless, these
challenges faced by municipal councils in the GSUA as a
villages are an integral part of the urban area and
result of modifications inspired by the Reform:
therefore require the provision of urban services,
including garbage collection and health services, for • The ambiguities with regards the roles and
proper functioning. In this way, despite not paying responsibilities of the SAs and Chief Executive
12
12
Officers (CEOs). Such ambiguities have arisen resources departments provide limited support for
due to differences of understanding within the institutional strengthening through staff training,
MLGUDHE and have resulted in elevated staff provision and updating of equipment, and
turnover in these roles. The SAs are appointed by technology for improving operations and services.
government and must respond to government needs. There are no qualified town planners, nor are there
However, as public officials they are subjected to any town planner positions with the small town
public scrutiny and complaints on their performance councils of Nasinu and Lami Towns. Suva City
have resulted in resignation or dismissal. With the Council sustains both City Planner and Assistant
exception of Nausori Town, SAs and CEOs for all Planner positions and Nausori Town Council
other councils in the GSUA have undergone changes includes a Town Planner position also.
due to MLGUDHE intervention particularly in • Over the past three years, the MLGUDHE through
matters relating to finance and governance. These its Department of Local Government (DLG)
sudden changes in leadership affect the decision- has coordinated trainings on urban finance and
making process required by Local Government Act. management, including improved accounting
• The continued improvement in rate collection. On practices, ethics and benchmarking. Technical
the one hand, this has boosted the financial position training is provided by the Department of Town and
and strength of the councils, however it is also Country Planning (DTCP) to guide the councils on
leading to issues related to management of the funds the delegation of powers by the DTCP on certain
collected. Councils have pursued various initiatives developments. In order to foster capacity building
for improving rate collection, including publishing and knowledge sharing the Nausori Town Council
the names of its defaulters in local newspapers, is currently discussing the possibility of attaching
formulating discount incentives and exemption some of its officers to Suva City Council. In
periods and collaborating with the Data Bureau so addition to building the capacity of Nausori Town
that non-payment of rates can worsen individual Council staff, this arrangement would encourage
credit rating held by the Bureau. These municipal a more collaborative relationship between the two
financial initiatives affect relationships between the councils, and help build a common vision of growth
councils and its ratepayers. However, the linkages in the GSUA.

and understanding between councils and the public • There is little commitment to or acknowledgement
on these issues have remarkably improved since of the need to engage qualified technical staff in
the 2008 Reform, with the imposition of stricter order to effectively and efficiently carry out the
penalties such as repossession of properties through technical tasks required for good functioning of
the court system. the GSUA. In general, the councils of the GSUA
• While collection of current rates has been still rely heavily on the MLGUDHE, whose DTCP
progressive, the pace of receiving rates in arrears has provides technical guidance particularly on planning
been slow. Over the past few years, the MLGUDHE and development issues. For this reason, the
has been frequently requested by property owners to involvement of the Commissioner Central’s Office
waive significant number of rates in arrears. This in council affairs (as required by Government) has
has strained the councils who have little control brought about a far more integrated approach to
over which rates in arrears are waived, even if such growth and development both within the GSUA,
waivers have direct impact on council budgets and and throughout the peri-urban areas and provinces
financial position. which make up the Central District. This is due
• The number of skilled workers or officers within to the fact that the Commissioner is tasked with
local government is a contributing factor to the coordinating matters of national importance,
effective administration of the councils. Suva City including large capital projects, within the
Council has a range of departments including both municipalities, and within the GSUA in particular.
management to technical functions such as health,
engineering and environment. Conversely, the THE INSTITUTIONAL SET-UP
smaller councils of Nausori, Nasinu and Lami Towns
have a reduced capacity and are staffed mainly by • As noted, the GSUA consists of the councils of
management and accounting officers and health and Suva City, Lami Town, Nasinu Town and Nausori
building inspectors to carry out the technical works. Town as established under Section 5 of the Local
Efforts by the councils to recruit professional staff Government Act (Cap.125). These councils are
have always been a challenge, as applicants are not responsible for the administration and management
meeting the minimum qualification requirements. of the urban areas within their respective urban
Additionally, the councils’ management and human boundaries and are responsible to the MLGUDHE.
1313
• As per the Local Government Reform, the SA as part the implementation of their respective
replaces the elected councillors which comprised Strategic Plans (2010-2014). Both Suva City and
the council. In this way, the SA has all the powers Nausori Town are focusing on extending areas of
of the council stipulated by the Local Government their respective urban centres, with extensive areas
Act (Cap. 125). The SA can also receive additional being planned on the boundary of Nausori Town in
powers as delegated to the SA by the MLGUDHE. anticipation of the extension to Nausori Airport and
• Decision-making is characterized by strong political the completion of the King’s Road along the north-
will with little political interference as all powers are west coast towards Lautoka.
held by the SA. Decision-making is driven by the
needs of the city economy and associated investments PERFORMANCE AND ACCOUNTABILITY
because the SA’s objectives and responsibilities
are aligned to Terms of Reference prepared by the • The SA is appointed by the government through
MLGUDHE. However, existing capacities may be the MLGUDHE and therefore is accountable to the
affected in terms of urban management whereby the Minister of MLGUDHE. The CEO of the council
lack of professional expertise to deliver the needed and the council staff are all accountable to the SA.
service is prominent. As the CEO and the council staff are paid by the
• There is potential for public-private partnership council they are also accountable to the ratepayers.
or joint ventures between the council and private • Monitoring is the core function of the DLG under
stakeholders or investors. However, councils are the Local Government Act and as per the Strategic
encouraged to pursue revenue collection and be Framework for Change Coordinating Office.
financially strong so as to attract potential partners. This office is an independent government agency
• The involvement of NGOs, the private and business that monitors the performance of all government
sector and civil society in council-led urban bodies, statutory organizations and government
management affairs is not extensive though it is companies.
notable. However, such partners are more directly • Currently, community consultation relates to rate
involved with the residents and communities within collection and neighbourhood meetings in which
the council disseminates information about the
the urban areas of the GSUA, than with the municipal

councils. In this way, partners tend to have a better various services if offers. These meeting also provide
understanding of the needs of the ratepayers. There the council with an opportunity to consult residents
is a need for better coordination between partners on council plans and programmes. Residents
and stakeholders in order to collectively engage with and ratepayers are also informed via a quarterly
local communities. Better coordination will help to publication and can use a complaints register system
foster goodwill within the GSUA and create a sense to address any grievances that they have with the
of civic pride to nurture positive relations between council. The DLG also receives complaints directly
the four municipalities of the GSUA. at the MLGUDHE, though there have been few
complaints received regarding council services
– a good indication that councils are adequately
REGULATORY FRAMEWORK
addressing issues.
• The councils of the GSUA are under the direct
supervision of the DLG under the MLGUDHE. RESOURCE MOBILIZATION
• The Town Planning Act (Cap.139) gives planning
responsibility and obligations for enforcement to • The efficiency of the council in revenue collection
the council. However, there is a greater emphasis could be improved by the introduction of a database
placed on development and regulatory controls, and that coordinates properties and rates (i.e. an
strategic physical planning is considered somewhat electronic valuation roll).
secondary. • Council expenditure has not been cost-effective
• Each of the strategic plans (2010-2014) of the four because it has not given the best return on investment
councils provides a vision, policies and proposals for to the community. While the formulated strategic
the municipality’s urban centre. plans and corporate plans are linked to urban,
environmental and social planning processes, they
• Suva City is currently partially reviewing its current lack implementation plans and strategies as well as
town planning scheme. A town planning scheme is the capacity to deliver.
a plan with the general objective of controlling the
development of land. Nasinu and Nausori Towns • There is potential for broader stakeholder partnership
are currently preparing new town planning schemes which promotes group investment opportunities in
14
14
order to achieve implementation. However, this has
not been adequately explored or pursued due to a • There is a vigilant revenue collection system in
lack of knowledge on how to initiate and implement place. However the number of rate collectors is
such an approach. limited and this constitutes a major constraint as
• There is no need for a village court system within visiting each property and property owner. The
the urban villages or traditional villages within the issue of absent property owners due to migration
or when the property is placed under rent is also
cities or towns of the GSUA, as there is already a
affecting the capacity of council to recover rates.
formal structure in place through the councils and
There is a need to review the Local Government
government. There is a need for information and Act (Cap. 125) in order to better empower the
communication to iTaukei landowners on the subject council in the recovery of outstanding rates. A
of urban development, management and expansion, review of the fines applicable under enforcement
as well as on the formal land development processes should also be considered.
that exist. • There is a need for better participation of NGOs
in urban issues through partnership projects for
capacity building of community leadership and
AGREED PRIORITIES empowerment programmes.
• Each council undertakes strategic • Partnership with private stakeholders in urban

planning through its five year Strategic development is limited due to a lack of council
Plan, Annual Corporate Plan and know-how as to actual process and mechanics of
Development Plan. The key outputs and such partnerships. Better incentives for private
strategies are monitored on a quarterly stakeholders to invest are also needed.
basis during a three-day consultative
meeting. Participants of the meeting
include MLGUDHE representatives
such as the Minister, the SAs and CEOs PROJECT PROPOSALS
of the 13 city and town councils in Fiji
and other relevant stakeholders. In the

meeting, each council is required to Formulate training policies,
PROJECT 1
present a report on its progress in terms staff succession plans and
Urban Governance
of outputs achieved. strategic workforce training and
and Finance
development plans.
• Each council operates on an annual
budget using cash accounting practices.
However, councils are required to change Transit from cash accounting
to an accrual accounting based system. PROJECT 2 to accrual accounting
Urban Governance practices. Strengthen financial
• There are no training policies that
and Finance management policies and
exist within the councils. Currently,
practices.
staff training is undertaken on an ad-
hoc basis as an initiative by the staff
not management. The exception to
Formulate and clearly demarcate
this is when a training request comes
PROJECT 3 powers of SAs and CEOs
from the MLGUDHE or Public
Urban Governance in the administration and
Service Commission for which council
and Finance management of the council and
must nominate a representative. A
its environment.
comprehensive training policy needs to
be adopted on a needs basis and regular
capacity building of council staff should
be undertaken.
• The community is considered to be
heavily involved in local governance via
regular community meetings between
council and residents, the media and
the complaints system. In this way,
ratepayers are becoming more aware of
the services offered by council and the
standards required.
1515
URBAN PLANNING AND MANAGEMENT
MAP 2. Town Planning Schemes in the GSUA

MANAGEMENT
FINANCE
Source: DTCP
Three out of the four municipalities within the GSUA its town planning scheme and enforcing development
ANDAND
have approved town planning schemes. Approval for controls. While the engagement of a planning
these schemes came in 1979 for Suva City, in 1989 for consultant on a part-time basis has provided the Suva
Nausori Town and in 1998 for Lami Town. Nasinu City Council with some relief, the council is still reliant
GOVERNANCE
Town is currently preparing its town planning scheme on DTCP to make decisions. This results in long
GREATER SUVA URBAN PROFILE - URBAN PLANNING
and approval by the DTCP is expected at the end of delays in the processing of development applications.
2013. There are also a growing number of non-compliance
issues due to weak enforcement strategies and claims of
The town planning scheme is the primary planning ignorance by the public. This is resulting in increasing
instrument utilized by the councils to regulate and requests for relaxation of the General Provisions for
control development. It is also used when determining development standards. The DTCP’s efforts to delegate
applications for land subdivision within the council powers to the Suva City Council are limited to specific
boundaries. For example, Suva City Council has its own conditional developments due to the council’s lack of
subdivision by-laws which enable the council to make resources and technical capacity in this field. For this
decisions on subdivision developments within council reason, the DTCP prefers to determine development
boundaries, without having to refer the application applications, and supports some relaxation and waiving
to the DTCP. Given this authority, Nausori Town is of conditions. The three smaller councils of Nausori,
currently preparing its own subdivision by-laws to be Nasinu and Lami Towns are quite different in that they
adopted in 2013. are much more committed to enforcement of their town
The degree of power delegated by the DTCP to the planning schemes despite not having technical planning
council is affected by the approval status of the town expertise amongst their staff.
planning scheme. This power particularly relates to With the exception of Lami Town, the three other
determining development applications. The Suva City councils have small town planning units to enforce and
Council, while having some capacity in this regard, still implement town planning schemes. Unfortunately,
leans heavily on the DTCP in terms of implementing within these units there are no professional qualified
1616
town planners to advance and guide the implementation REGULATORY FRAMEWORK
of approved town planning schemes. Such schemes
are therefore either managed by engineers or building • The municipal areas in the GSUA are under the
and health inspectors. Due to their small size, the supervision of the DLG under the MLGUDHE.
town planning units are focused more on day-to- • The Town Planning Act (Cap.139) gives the council
day development control issues rather than strategic planning responsibilities but there is more emphasis
planning or efforts directed towards achieving the main placed on controlling and regulating development
objectives and policies of the plans which accompany rather than on strategic physical planning.
the town planning schemes. • While acknowledged as being overdue, the actual
review of the town planning scheme for Suva City
While the policy directions as described in the
Council has been extremely slow. The four councils in
approved town planning schemes are sometimes
the GSUA are all pursuing revisions to include growth
utilized by council, there is very limited knowledge
areas and areas earmarked for boundary extension as
and understanding of the background of these policies
stipulated in the respective strategic plans of the four
as the schemes are out dated. In this context, given
councils.
changing trends in development, it is difficult to justify
the use of such policies. These general conditions have
meant that town planning schemes are under-utilized PERFORMANCE AND ACCOUNTABILITY
or not used at all. • Councils demonstrate a proactive approach to
communication by disseminating information to
There is a need for the town planning schemes and residents and key stakeholders. All councils distribute
their policies to be revived through awareness raising quarterly newsletters addressed to their ratepayers and the
initiatives. Furthermore, schemes should be reviewed general public.
to integrate the management of peri-urban growth areas • The GSUA councils have been able to carry out some
on the peripheries of the municipal boundaries. These urban planning and management functions, particularly
areas are currently subject to separate planning policies in the application of development controls and regulation.
and regulations such as the Greater Suva UGMAP
MANAGEMENT
The growing importance of the linkages between urban
(2006), the Suva Foreshore Master Plan, the Public planning and urban management has meant that
FINANCE
Health and Building Regulations, the National Building smaller councils are focusing increasingly on strategic
Code, the Environmental Management Act (2005) management policy with specific themes. One example
and the Environment Impact Assessment Regulations of this from Lami Town has seen the incorporation of
climate change adaptation strategies into the council’s
(2007).
ANDAND
coastal development management system.
• There are public consultation mechanisms in place for
GOVERNANCE
THE INSTITUTIONAL SET-UP major or significant developments that allow residents to
participate as part of effective decision-making.

• There are three councils in the GSUA with approved
town planning schemes (i.e. Suva City, Lami Town RESOURCE MOBILIZATION
and Nausori Town) under Section 18 of the Town
Planning Act (Cap.139). Such approval confers • The efficiency of all four councils in effectively
implementing their town planning schemes is highly
upon the council the powers of consenting authority
dependent on their commitment to strengthen their
for certain land and building developments. Nasinu individual town planning units, which are currently
Town Council is currently pursuing approval of its limited in resources and capacity. Acquiring budget
draft town planning scheme, in order to facilitate the provision for a full-time or part-time town planner
delegation of powers by the DTCP in compliance (shared between the councils within the GSUA) would
with the statutory requirements of the Tow Planning boost this commitment.
Act (Sec. 18). • Setting up a geographic information system (GIS)
• Decision-making on land and building section within the town planning unit would potentially
developments, as well as urban planning and strengthen the councils, especially through supporting
management, is undertaken through a partnership mapping, data recording and digitizing of the town
planning schemes and approved plans and policies for
which comprises the Building Unit, the Health
ease of access and for awareness raising programmes.
and Environment Unit, and the Engineering Unit
of the council. On matters relating to relaxation
of general conditions and on issues of national
importance the decision-making partnership
consults the DTCP.
1717
PROJECT PROPOSALS
AGREED PRIORITIES
• Build capacity for planning because at Establish a town planning unit
present only one of the four councils in each council with sufficient
PROJECT 1
within the GSUA has a town planning technical staff to run the unit.
Urban Planning
unit. The town planning unit should have The unit should also set up a GIS
and Management section and undertake training
a training programme and attachment
programmes with the DTCP
programme with the DTCP. Similarly,
each town planning unit needs to establish
a GIS section.
Create standard operating
• Revise the councils’ town planning procedures (SOPs) for all activities
PROJECT 2
schemes by engaging a short-term relating to urban planning and
consultant or town planner to carry out Urban Planning management. Formulate a
this work using a participatory approach. and Management corresponding town planning
manual.
• Increase awareness and understanding of
urban planning and management in all
communities through a comprehensive
long-term awareness raising programme, Establish a Local Government
including stakeholders in urban villages PROJECT 3 Services Body (to provide shared
technical staff such as a town
Urban Planning planner, engineer, surveyor, etc.)
and Management to be jointly funded by the four
councils.
Revise the councils town

planning schemes and the
Greater Suva Urban Growth
MANAGEMENT
PROJECT 4
Management Plan (2006) in
FINANCE
Urban Planning partnership with DTCP, the Local

and Management Government Service Body or
through the engagement of
Consultant Planner.
ANDAND
GOVERNANCE
Downtown in Suva City

© SCOPE
1818
The GSUA covers an extensive urban area of almost 5000 Since 2011, the DTCP has noted an increase in the
hectares. This area contains three classes of land tenure: number of LOUs pursuing land developments on their
crown or state owned land, iTaukei land and freehold own. This is opposed to previous practices where the
land. Private individuals administer freehold properties, TLTB would issue development leases to the Housing
the Department of Lands and Survey administers crown Authority. There has been exponential growth in
or state property, under the Crown Lands Act, and the formal housing, stimulated by the Nausori Airport
iTaukei Lands Trust Board (TLTB) administers iTaukei extension, the high cost of living and elevated real estate
lands following the iTaukei Lands Trust Act. The TLTB prices. Such growth has mainly taken place within the
is charged under this act with the administration of Suva-Nausori Corridor and across the Nausori flats
iTaukei lease land and the reservation of land under the and is stimulated by the awareness of and build-up
communal ownership of indigenous Landowning Units to the National Housing Policy, which has now been
(LOUs). The LOUs in iTaukei villages do play a major endorsed. Based on formal land development processes,
role in determining land utilization and administration this policy seeks to mobilize stakeholders towards a
in their villages, in consultation with the TLTB. The coordinated supply of better serviced residential lots
current government system sees LOUs engaged in for low and middle income earners. Due to interim
economic and development ventures and this is application of land controls, housing developments
encouraged by the MLGUDHE in line with the Urban often take place on peri-urban land not designated
Policy Action Plan in addressing the ad-hoc release of for residential or housing development. These areas
prime iTaukei land. maybe zoned road reserves, parks or nature reserves.
GREATER SUVA URBAN PROFILE - LAND DEVELOPMENT AND ADMINISTRATION

These areas are targeted by settlers. It is extremely
Development in the GSUA has spread, creating corridors
difficult for the Department of Housing, to undertake
primarily along Kings Road to the east and Queens Road
residential upgrading works, due to the zoning of the
to the west. Growth and development clearly follows
land and the high cost of upgrading. At the same time,
infrastructure and basic services provision in the GSUA,
the Department of Housing is compelled by social
with only limited development taking place in areas lacking
responsibility to not forcibly remove the settlers.
utilities such as sewerage. Other influences on urban
growth include restrictions on development due to the The land development agencies such as the TLTB,
vulnerability of certain areas such as those close to rivers or the Housing Authority, or the Ministry of Lands and
on steep slopes, as well as issues of accessibility, uncertain Mineral Resources have been guided by the town
tenure or land insecurity. None the less, some vulnerable planning schemes in the three councils of the GSUA.
areas have become heavily developed which in turn requires It is nonetheless clear that the level of knowledge and
rigorous land and environmental management. technical capacity is insufficient to fully understand the
town planning schemes.
Since 2010 there has been an increase in the number of
LOUs pursuing land developments in the formal sector.
Such developments may involve the Housing Authority or THE INSTITUTIONAL SET-UP
the TLTB as partners, in order to develop residential land
with basic infrastructure services along the Suva Corridor • Land within the GSUA boundaries and its
and following proper subdivision processes. Nevertheless, peripheries are administered under the Crown
there is still a notable percentage of iTaukei land within Lands Act, the Lands Transfer Act, the Subdivision
council boundaries that is occupied by informal settlements of Land Act and the Native Lands Trust Act.
as a result of LOUs releasing land for housing at an affordable Land development is demand-driven and normal
level to the urban poor. This release of land culturally applications for leasing of state lands pass through
complex, being understood by the iTaukei as providing the office of the Department of Lands and Survey
for those most in need, but being perceived as illegal by or the Divisional Surveyor Central Eastern. In the
western standards of urban administration. Unfortunately, GSUA, development proposed on iTaukei lands
the cost of infrastructure provision to these released lands are pursued via leasing arrangements made with
has been borne by the informal settlers themselves and often the TLTB Regional Offices Central Eastern. Initial
installed on an ad-hoc basis. Such installation is takes place Agreement for Leases are granted according to the
when settlers can afford it, but when they cannot they turn process identified in the Subdivision of Land Act
to alternative systems which raises serious public health which is administered by the DTCP, and are issued
concerns and risks for the councils. as registered 99 year leases. All physical and built
1919
developments, including those on freehold land are PERFORMANCE AND ACCOUNTABILITY
subjected to the Town Planning Act (Cap.139).
• All land developments are recorded and any land
• Decision-making on land and building developments
development that is likely to cause environmental
takes the form of a partnership between the Building
impact requires an Environment Impact Assessment
Unit, the Health and Environment Unit, and the
(EIA) or Environmental Management Plan (EMP)
Engineering Unit of the relevant council. When
to be undertaken as determined by the Department
developments concern projects or matters of
of Environment. The EIA requires consultations
national importance, or the relaxation of compliance
with all stakeholders, including residents and
guidelines, the DTCP is consulted.
communities likely to be affected by the proposed
development.
• All foreshore areas proposed for reclamation
• Land development is governed by the Town require an EIA, public consultation with residents,
Planning Act (Cap.139), the Subdivision communities including the villages and local
of Land Act (Cap. 140), the approved town settlements and all other parties that may be affected
planning schemes including the Suva City Town by the development.
Planning Scheme (1979) and (2000); the Lami
Town Planning Scheme (2004); the Nausori RESOURCE MOBILIZATION
Town Planning Scheme (1998) and the Nausori
Extension Town Planning Scheme (2012); the • Given the absence of subdivision by-laws in three
Draft Nasinu Town Planning Scheme (2000); the out of the four GSUA councils, land has been mostly
Approved Greater Suva Land Use TLTB Master administered via the relevant agencies’ jurisdiction
Plan (2007) and the Greater Suva UGMAP (i.e. the TLTB, the Department of Lands and
Survey and the DTCP) as opposed to directly by
(2006). Other relevant documents governing

land use and development included the Suva the councils. The efficiency of these agencies in these
City Subdivision By-Laws, the Public Health tasks is increased thanks to a database linked with
Act and the Building Code, the Environmental the councils. Nausori Town and Nasinu Town are
Management Act (2005), the Environment currently exploring the option of elaborating council
Impact Assessment (EIA) Regulations (2008), the subdivision by-laws, although current capacity to
Native Lands Trust Act and Crown Lands Act. administer the by-laws is an issue hindering this
process. Concurrently, options for human resource
• The administration of lands in the GSUA is
sharing are being explored. Such an approach would
undertaken by the respective landlords. This
likely involve professionals or experts engaged by the
means that private property owners administer
Suva City Council providing technical backstopping
their freehold land, the state vide the Department
and services to the other three councils of the GSUA.
of Lands and Survey and the Surveyor General
A system of joined four-way resource sharing has
administer all crown lands and the TLTB manages
been advised.
all iTaukei land.
• Each of the three land administration agencies
• All lands for development are required to
has their own budget provision for awareness
be surveyed prior to and following physical
raising on issues related to land development. The
construction. In accordance with the Town
annual national Town Planning Week, celebrated
Planning Act, the Subdivision of Lands Act and
in November, is an opportunity for all councils to
the Suva City Council Subdivision By-Laws,
actively participate with the DTCP who is the lead
all developments must only be permitted on
agency for the Town Planning Week.
secured and serviced lands. However, the rate of
developments on un-surveyed lands is an issue in
the GSUA as iTaukei landowners claim ignorance
of land related laws and regulations undertake
development of their own lands without planning
permission.
2020
PROJECT PROPOSALS
AGREED PRIORITIES
• Increase awareness of procedures and Implement extensive
processes involved in land administration awareness raising programmes
using media, education-
as this is either overlooked or ignored by PROJECT 1
expos, brochures, workshops
members of the public leading to illegal Land Development
and seminars to build a
developments occurring within the urban and Administration
better understanding of land
and peri-urban areas of the GSUA. development procedures and
• Improve information systems and make processes in the GSUA.
them available in iTaukei, English and
Hindi.
Improve land information
• Establish environmental management units management systems with a
in the three land administration agencies reliable database using GIS,
especially the TLTB and the Divisional PROJECT 2
for better decision-making
Land Development
Surveyor Central Eastern Office. and management of land
and Administration
development. Make the
database accessible to all key
stakeholders.
Establish environmental
management units in
PROJECT 3
Divisional Surveyor Central
Land Development
Eastern Office under the
and Administration

Department of Lands and
Survey and TLTB.
2121
URBAN INFRASTRUCTURE AND SERVICES
The provision of urban infrastructure and services in the year with an average annual precipitation of 3000
the GSUA is the shared responsibility of both national mm, and downpour rates as high as 50 mm per hour.
and local governments. Provision of roads, water and However, maintenance of water tanks needs to be better
sanitation is overseen by the Ministry of Works through understood by residents in order to avoid public health
its statutory authorities, mainly the Water Authority risks and disease.
of Fiji and Fiji Roads Authority. Drainage and natural
water ways, solid waste, street lighting, parks and Since the 1990s, there has been an increased focus on
community facilities are all managed by the councils. improving urban waste management such that all new
All residents have direct access to these services except subdivisions must be connected to reticulated sewerage
those in the informal settlements. However, councils systems while older subdivisions in the GSUA continue
are re-evaluating this policy of exclusion in the interests to rely on septic tanks. With higher urban population
of public health and safety and now provide solid densities comes a higher production of waste, and
waste management and street lighting services in some consequently the Suva-Nausori Water Supply and
informal settlements, such as Naisogowaluvu in Lami Sewerage Master Plan (1999) concentrates on the Suva-
settlements, for a nominal or subsidized fee. Nausori Corridor where urban growth is highest. The
aim of this policy is to allow for increasing density of
Over 60 per cent of the country’s population has direct development. The absence of reticulated sewerage systems
access to clean drinking water through a reticulated in prime urban locations has either hindered or delayed
water system administered by the Water Authority of development. This was the case in Sakoca Heights and
Fiji. The Government of Fiji has been slowly upgrading Tacirua East in Nasinu Town. Such an absence can also
water schemes throughout the GSUA corridor based on lead to regulations for higher minimum site areas, such as
the Suva-Nausori Water Supply and Sewerage Master in the Millennium Subdivision in Nausori Town where
Plan (1999). This has involved both the maintenance the minimum site size for residential lots is 800-1000
GREATER SUVA URBAN PROFILE - URBAN INFRASTRUCTURE AND SERVICES
and upgrading of pipelines, as well as the establishment square metres. New alternative systems for managing
of new reservoirs to meet increasing demand in the liquid waste have been adopted around the GSUA in
GSUA due to population growth. order to allow for increased density.
The GSUA contains two centrally located water Implementation of Water Authority Fiji’s sewerage
treatment plans and three reservoirs which provide good reticulation programmes has been slow, but steady
coverage of water supply. However, major strategic progress is being made in unsewered areas in Suva
upgrade and maintenance issues persist and Water City such as Toorak, Vatuwaqa Domain and parts of
Authority Fiji is working towards their resolution. The Samabula and Tamavua. In these locations pipes have
key issues to be addressed include old and undersized been laid but the commissioning of their connection to
water pipes; constant cuts and intermittent water the rest of the system is likely to take a few more years.
supply especially in Lami and Delanivesi and Nasinu, Other areas being connected include parts of Nausori
as well as in elevated areas of Suva City; increased illegal Town, though Lami is still unsewered and plans to have
connections to main supplies especially in informal this municipality connected are yet to be implemented.
settlements and by large industries; poor strategic In this way, connectivity to reticulated sewerage systems
planning and forecasting of demand, particularly with is broadly encouraged, and the authorities now require
recent major housing developments such as Waila City, all new developments – including informal settlement
Tacirua East, and Wainibuku and Nepani subdivisions; upgrading projects – within the GSUA to be connected
inadequate maintenance leading to deteriorating to a reticulated system. The sole exception to this is Lami
infrastructure; high maintenance cost and serious settlement. Such upgrades and the general shift towards
public health concerns; limited pressure and loss of a reticulated sewerage system will cater for increased
treated water through a high number of undetected development densities and population growth, as well
leaks within the reticulation system and at the water as improving the urban environment and addressing
meters. public health issues associated with septic tanks and pit
latrines. However, most informal settlements within
Residents in the GSUA are encouraged to install the GSUA are still not yet connected to the reticulated
rainwater tanks or water storage tanks to supplement system due to the high capital outlays required and the
the reticulated water supply system in the event of fact that many do not see connection as an immediate
failure or during periods of intermittent supply. The need despite, the health issues associated with the
GSUA region experiences high rainfall throughout temporary systems currently in operation.
2222
All municipal waste from the GSUA extending to Navua saving initiatives in terms of streetlights, solar and
is disposed off at the Naboro Landfill which is 24km daylight switches. In the same way, council vehicles
from the centre of Suva City. The landfill is owned by are now being encouraged to run on bio-fuel.
the national government and operated by H. G. Leach
(Fiji) Limited, a New Zealand owned company. The
landfill was opened in 2005 and is Fiji’s first and only
sanitary landfill whereby all waste placed is covered
within soil and biomass such as green wastes at the end
of each day. The table below shows the amount of waste
that is generated by each of the councils in the GSUA.
Table 4. Waste generation per GSUA council
Municipal Monthly aver- Daily average

Council age (tonnes) (kilograms)
Nausori 360 12,000
Nasinu 830 27,000

Sewerage disposal in Sasawira squatter settlement
Suva 2,000 65,000 © SCOPE
Lami 160 5,000

The establishment of the Fiji Roads Authority in 2012
Waste per municipal council. saw this agency assume the authority and responsibility
Source: Department of Environment (MLGUDHE) for all matters pertaining to the construction,
maintenance and development of roads in Fiji,
Recently, the councils of Nasinu and Nausori including those within the municipal boundaries. The
Towns in consultation with the Department of main roads and arterial roads suffer congestion and

Environment and the DTCP initiated discussion on extended peak hours. Consequently, the Fiji Roads
a possible waste transfer station in order to reduce Authority is revisiting regional road proposals and re-
the high transport costs associated with delivering examining the need for an improved urban transport
refuse to the Naboro Landfill. This option is still at system in the GSUA.
a preliminary stage as each municipality within the
GSUA seeks to identify its own landfill or transfer Prior to the establishment of the Fiji Roads Authority,
site. Other options being pursued include recycling councils were tasked with maintaining roads within the
centres – though this is limited to paper and bottles. municipal boundaries. However, most roads within
Waste collected includes household garbage, used the GSUA, including main and sub-arterial roads,
tyres, solidified paint, expired drugs, dead animals maintained by the Department of National Roads,
and condemned fish, as well as industrial and Ministry of Works, were in bad repair due to poor
commercial waste. maintenance and management plans and poor budget
allocations despite increased traffic.
The Fiji Electricity Authority is looking at viable
renewable energy projects to generate electricity
at the Naboro Landfill using either landfill gas or
a waste to energy approach – or a combination
of the two. The gas emissions from decomposing
municipal solid waste in the landfill contribute
significantly to air pollution and pose a risk to
public health.
The entire GSUA has access to a main electricity
supply provided by Fiji Electricity Authority. It also
enjoys access to various communication services
including cellular phone services. Interest in
pursuing alternative energy sources is low. Councils
are encouraged to pursue energy-saving initiatives
in line with the Urban Policy Action Plan thematic
area of urban environmental management. Both Naboro Landfill
© Department of Environment (MLGUDHE)
Suva City and Lami Town have adopted energy-
2323
Under the Greater Suva Urban Structure Plan (1975) a REGULATORY FRAMEWORK
Suva-Nausori Regional Road Reserve of 30 metres was
described but never been pursued. Despite this, the The councils within the GSUA provides municipal
construction of a four-lane highway to speed travel through services as required under the Local Government
the GSUA, improve efficiency and ease congestion along Act (Cap.125). Councils must also ensure
the main trunk road (Kings Road) of the Suva-Nausori compliance with engineering and infrastructure
Corridor remains a strategic priority. In the interim, the Fiji provisions as part of the subdivision process as
Roads Authority has focused its efforts on upgrading and required under Suva City Council’s subdivision
widening the current two-lane carriageway of Kings Road by-laws and as per the Subdivision of Land Act
to a four-lane carriageway between Valelevu and Nausori when it concerns subdivisions in Nasinu, Lami
Airport. This will bring a number of benefits, including and Nausori Town. Peri-urban areas are provided
improved accessibility and use of public transportation with services under the Public Health Act, with
such as buses, taxis and minivans within the GSUA. the Central Board of Health under the Ministry
of Health overseeing solid waste management.
PERFORMANCE AND ACCOUNTABILITY

Given the different levels of urban services that
are provided both by the councils and various
statutory authorities, the services provided by the
councils are subject to monitoring by the DLG,
the Office of the Auditor General when auditing
its financial reports, and the ratepayers and general
public through the dissemination of information
via the quarterly council publications.Quarterly
Local Government Forums conducted by the NTC
reveal 100 per cent success in meeting set targets

Power and telecom lines at Sasawira and outputs for each quarter.
© SCOPE
RESOURCE MOBILIZATION
THE INSTITUTIONAL SET-UP
• The basic urban infrastructure of water and sewerage
• The basic infrastructure of water and sanitation is reticulation services is provided by Water Authority Fiji.
provided by the statutory authority Water Authority There are areas which do not receive these services due
of Fiji. Energy and telecommunications are provided to limited infrastructure development by government
by corporate companies and service providers. and the high capital costs of such infrastructure. As a
• The establishment of the Fiji Roads Authority by result, developments in these areas reply upon septic
Government gazette in 2012 means that all roads in tank systems for sanitation. This is the case in informal
Fiji, including roads within municipalities, are now settlements within the GSUA, where illegal connections
under the jurisdiction of this agency. to the reticulated water supply constitute another
problem. There is a need for better strategic planning to
ascertain more accurate demand for these services so as
to plan and put in place better supply mechanisms.
• Roads, drainage systems and electricity are provided
and maintained jointly by the councils and statutory
authorities such as the Fiji Electricity Authority
and Fiji Roads Authority, as noted. Overall, better
communication and coordination between all utility
and service providers is needed, as often planning and
implementation programmes are disjointed resulting in
duplication of resources and longer delays in services.
Poor road maintenance

© SCOPE
2424
PROJECT PROPOSALS
AGREED PRIORITIES
• Establish a database to inventory all urban
Establish an information hub
PROJECT 1 services and utilities within the municipal
for all urban infrastructure
Urban Infrastruc- boundaries of the GSUA including the
and services provided by the
ture and Services proposed boundary extension areas.
councils.
• Incorporate Water Authority Fiji’s Master
Plan for Water and Sewerage Reticulation
into the Greater Suva Urban Growth
PROJECT 2 Incorporate up-to-date Management Plan.
infrastructure information into
Urban Infrastruc- • Establish better coordination between
the revised Greater Suva Urban
ture and Services all utility providers to avoid wastage and
Growth Management Plan.
duplication of resources, and seek a more
strategic approach to services delivery.
• Incorporate information on infrastructure
and services into the councils’ GIS section.

Roadside drains
© SCOPE
2525
The GSUA provides various housing types, structures of multi-story units similar to those used by the Public
and standards ranging from single detached dwellings to Rental Board in Raiwai, Suva City. The housing units
multi-unit residential apartment complexes. Housing will be strata titled enabling those that have been
type is determined by zonings in the councils’ town continuously saving to hold a title to the units and pay
planning schemes. A high demand for housing coupled off the subsidized cost of the unit over a 12-year period.
with shortages of land is producing areas of increasing
density in Suva’s inner city. Housing in these areas is High housing prices in Suva City is driving many
usually multi-story executive apartment blocks, multi- residents and would-be home owners in Suva City to
unit rental flats and extensions to residences. Similarly, purchase in Nasinu or Nausori Towns where land and
in the informal sector, the number and density of houses are more affordable. This in turn is stimulating
informal settlements has increased. In 2011 the GSUA new residential subdivisions in peri-urban areas. The
had over 100 informal settlements, increased from 50 first stage of the proposed Waila City is expected to
identified in the 2006 UGMAP. Most of these new provide housing units for 3000 people, with units
settlements are located along the GSUA’s main link ranging from duplexes and detached dwellings to multi-
roads. Informal settlements in the GSUA contain more story complexes.
that 90,000 residents, some 30 per cent of the total While peri-urban areas have high development costs
GSUA population, and are of varying size and density linked mainly to the cost of providing basic infrastructure
with limited access to basic urban infrastructure. and utilities to these areas, they are still attractive and
Since the formulation of the National Housing Policy affordable to many. In part, the affordability of house
in 2011, an aggressive approach is being taken towards and land packages in peri-urban areas is due to the
housing provision, especially affordable housing for the absence of council rates. However, annual sub-lease
urban poor. Efforts are being made by all stakeholders to charges payable to the Housing Authority or the TLTB
implement the policy recommendations. The Housing are rising, and it is expected that extensions to council
Authority has completed the first stage of Tacirua East boundaries will soon allow councils to start charging
rates on these lands. Notable increases in cases of
GREATER SUVA URBAN PROFILE - URBAN HOUSING AND SHELTER
and has begun the second stage as well as tackled issues

of infrastructure capacity and upgrading. The absence homelessness and begging on the streets of the GSUA
of a surveying and land development unit within the are highlighting the lack of housing and shelter options
TLTB has pushed the agency into issuing expressions available to the urban poor. The GSUA councils with
of interest for development leases for housing projects the local police are attempting to reduce the cases
in accordance with the TLTB Land Use Master Plan of homelessness and begging, though with limited
for the Lami-Nausori Corridor. Other land projects success. Councils are investigating improving access to
for housing included those being pursued by the major affordable housing and social services and employment
LOUs in Nasinu Town, reflecting a shift amongst the generation as alternatives avenues by which to reduce
LOUs towards pursuing formal housing processes for homelessness and begging.
land development rather than releasing land in an
informal way. THE INSTITUTIONAL SET-UP
The Housing Authority has continued its • Councils do not provide housing or shelter nor
implementation of residential subdivisions within the are they engaged in the provision of housing
urban corridor. Similarly, the MLGUDHE is actively despite allowance for such activity under the Local
carrying out its commitment to settlement upgrading. Government Act (Cap.125). Housing and shelter
In 2011, the ministry completed settlement upgrading are provided by housing providers, both private
projects in Nakasi and Lakena, in Nausori Town, and individual and the statutory bodies including the
residents, armed with secure tenure, are now pursuing Housing Authority, the Public Rental Board and
home improvements. Furthermore, the MLGUDHE the Housing Assistance Relief Trust. There are other
in partnership with the Asian Coalition for Housing non-government organization includes Habitat for
Rights (ACHR) of Thailand and the People’s Coalition Humanity and RotaHomes who similarly contribute
Network (PCN), has began a pilot in-situ housing to housing provision.
upgrading project called ‘Lagilagi’ with the residents of
Jittu Estate. The upgrading is supported through the • In 2011 the councils in the GSUA acknowledged
residents’ savings scheme and will see the development the need to participate in implementing
26
26
improvements to informal settlements within
their municipal boundaries. Through a three-year AGREED PRIORITIES
citywide consultation programme, the councils will
• Establish a database of all rateable
facilitate improvements to informal settlements by properties in the GSUA. In particular,
identifying key capital projects and investments all residential properties and settlements
in consultation with the Department of Housing should be mapped out using GIS,
of the MLGUDHE. The citywide programme including those within peri-urban areas
will concentrate on two areas, namely Caubati and proposed boundary extension areas.
Settlement in Nasinu Town and Vunivivi Settlement • Coordinate the main land development
in Nausori Town. players in the GSUA with the use of
housing and infrastructure investment
REGULATORY FRAMEWORK strategies, particularly in the peri-urban
areas, in order to enable the timely
Due to the absence of a National Housing Act, the provision of affordable land and housing
councils have a limited regulatory support through products.
which to control housing issues. Following the 2011
National Housing Policy, the possibility of a National
Housing Act is being explored. The only current PROJECT PROPOSALS
relevant legislation addresses residential subdivision
standards governed under the Town Planning Act, the
Subdivision of Land Act and the Public Health Act, PROJECT 1 Revise the database
Urban Housing of existing shelter and
though these are for development control purposes. and Shelter settlements within GSUA
Within the GSUA councils, there is no budget Undertake the citywide
provision for the creation of housing and shelter. The consultation for Caubati
Settlement and Vunivivi
citywide consultation allows the council to engage in
Settlement in order to
identifying infrastructure improvement projects for
identify projects for

informal settlements within municipal boundaries. improving infrastructure,
PROJECT 2
However, such identification is used to attract donors services and security of
or private investment in order to finance these capital Urban Housing tenure in these settlements.
works projects. and Shelter Prepare a manual for citywide
consultation and settlement
improvement in order to
provide guidance in terms
of development upgrading
works.
Review all planning and

PROJECT 3 subdivision standards with a
Urban Housing view to providing acceptable
and Shelter reduced standards for housing
and settlement upgrades.
Omkar settlement
© DTCP
27
27
CLIMATE CHANGE AND DISASTER RISK REDUCTION
The physical geography of the GSUA plays a major term implications of community actions. This has
role in determining its vulnerability to climate change particular reference to the destruction of mangroves
and natural hazards. Despite Suva City, Lami Town and coral reefs for income.
and Nausori Town all being located on the coast,
and vulnerable to rises in mean sea level and coastal The Suva Foreshore Master Plan (1998) has been
and riverine flooding, the GSUA is not as vulnerable instrumental in protecting selected areas of mangrove
to climate change as urban areas in western Fiji. In in the GSUA. In particular, extensive mangrove
addition to climate-related hazards, other natural and wetland areas have been retained in the south
hazards to which part or all of the GSUA is exposed of the GSUA, and around the mouth of the Rewa
include earthquakes and tsunamis (low-lying areas River. Nonetheless, these ecosystems are threatened
of Suva City and Nasinu Town); landslides (in areas by development on a daily basis and it is therefore
in Lami Town and Veisari due to geology and soil critical that the councils support the draft Mangrove
structure); and riverine flooding in areas along the Management Plan that is currently awaiting approval
Rewa River in Nausori Town. by the cabinet. The Nausori Town Council’s town
planning scheme clearly demarcates all areas subjected
Vulnerability to climate change in coastal Lami Town to flooding with corresponding development controls
has increased due to mangrove deforestation and as mechanisms for adaptation. In addition, the climate
GREATER SUVA URBAN PROFILE - CLIMATE CHANGE AND DISASTER RISK REDUCTION
continued coral extraction to make way for urban change study of Nausori Town funded by ADB in
development and for income generation. Of critical 2011 validated the zoning scheme and also noted the
concern is the fact that urban poor are settling in highly town’s vulnerability to sea level rise by 2025.
exposed and vulnerable areas such as amongst the
mangrove forests and along riverbanks where they are
particularly exposed to flood. In addition, the chronic THE INSTITUTIONAL SET-UP
under provision of urban services to these settlements • The Department of Environment under the
means that they pose serious environmental and health MLGUDHE and the Climate Change Unit under
concerns. the Ministry of Foreign Affairs and Trade is mandated
Following a Vulnerability and Adaptation Assessment to implement the National Climate Change Policy
(VAA) funded by the UN-Habitat through its Cities which includes awareness and capacity building.
and Climate Change Initiative (CCCI), the Lami Town • The National Disaster Management Office is the
Council has embarked on a series of climate change coordinating body in the event of a disaster in the
adaptation activities. These include the establishment GSUA.
of a mangrove nursery as well as mangrove replanting • There is no set budget within the councils’ financial
initiatives in order to protect the coastline. The VAA system dedicated to climate change initiatives or to
also identified low-lying areas adjacent to reclaimed rehabilitation and reconstruction following disaster
land that are negatively affected by flooding. This is events. In part, this is because reconstruction
due to backflow from poorly maintained drains, run has always been the primary responsibility of the
off from elevated areas and changes in natural water national government. This attitude needs to change
cause due to poor upper catchment and solid waste – local communities and businesses should also
management by the council. The VAA identified the be encouraged to participate in climate change
need for better coordination and communication initiatives facilitated by the councils.
between the council, local communities and the
national authorities during natural disaster events.
The assessment also highlighted the need for councils
to facilitate local community actions plans in order • Projects and development should comply with the
to proactively address climate change issues at local Environment Management Act with regards to
level, rather than relying on national government environmental management and protection and
and council. Most importantly, the VAA revealed sustainable development initiatives.
the need for greater awareness of the impacts of
• The National Climate Change Policy needs to better
climate change, and encouraged awareness raising on
coordinate and record all climate change programmes
this issue, particularly targeting local communities
in the GSUA in order. Such coordination will enable
and highlighting the need to consider the long-
2828
more effective action plans and reviews and avoid
duplication of activities, particularly data gathering AGREED PRIORITIES
and awareness raising.
• The GSUA councils should fix 10 per cent
• The National Disaster Management Office is the of their budgets for climate change and
main coordinating office responsible for disaster disaster management projects focusing on
management in Fiji. The task force for disaster preparedness and adaptation.
management during disaster events includes the • The GSUA councils should prepare
councils. disaster management action plans and
associated trainings for community
committees. This would require
collaboration with Disaster Management
• The councils need to review their annual budgets Committee and the Commissioner Eastern
to ensure that appropriate allocation is made for Office and be based on wider GSUA
disaster management plans.
climate change and disaster management initiatives.
• Resources could be accessed through UN-Habitat’s • There needs to be increased awareness by
CCCI programme. Joining the CCCI would major landowners, administrators and the
community of land development processes,
generate VAA reports and documentation on
and in particular, the vulnerability of lands
green house gases for Suva City, Nasinu Town and close to rivers and along the coastline.
Nausori Town. This would enable the councils User-friendly publications and brochures
to better incorporate climate change adaptation on land development in the three official
strategies into their planning process, as well as languages should be produced.
induce proactive engagement in these issues from
• Identify an area within the GSUA as a
local communities. Through the assessments, each pilot for implementing climate change
community can ascertain its vulnerability to climate adaptation measures.
change and identify key adaptive and mitigation
measures which can be implemented.
PROJECT PROPOSALS
Prepare a coordinated disaster

PROJECT 1 management action plan for the
Climate Change GSUA and establish disaster risk
and Disaster reduction and risk management
Management plans for Lami, Nasinu and Nausori
Towns.
Revise development controls

for all town planning schemes
PROJECT 2 so that flood risk and climate
Climate Change change adaptation and
mitigation measures are Squatters in the Mangroves in Lami
and Disaster
considered and included in © SCOPE
Management
all new developments and
subdivisions.
PROJECT 3 Undertake disaster management

Climate Change awareness raising and capacity
and Disaster building initiatives at community
Management level.
Squatters along Tamavua River

© SCOPE
2929
SECTION THREE - STRENGTHS, WEAKNESSES,
OPPORTUNITIES AND THREATS (SWOT) ANALYSIS
URBAN GOVERNANCE AND FINANCE
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

COMMUNICATION, AWARENESS AND TRANSPARENCY
Long-serving middle Overlapping of powers within Community involvement Changes in leadership

managers and staff. the council’s management and contribution subjective staff to
structure leading to confusion to decision-making different leadership
Absence of politics within by staff, affecting morale in the GSUA through styles.
the local government as per and leading to negligence of community meetings and
Local Government Review protocols. neighbourhood watch
and Reform. zone programmes.
Each municipality within the
GSUA has its own Five Year
Strategic Plan.
Increasing awareness
of and contribution to
municipal Strategic Plans by
stakeholders from both the
public and private sector.
FINANCIAL CAPACITY AND ACCOUNTABILITY

Good cross-section of Large number of rates in Potential additional rates Change in leadership and
personnel with a mixture of arrears and poor rate collection and revenue. executive management
both young and mature staff. mechanisms. could trigger allegiance
Implementation of the issues amongst the staff.
The SA is well-versed and Accrual Accounting Budget
knowledgeable of the System by 2013. High turnover of staff.
region and provides strong
linkages between the four Resource sharing and
municipalities and the capacity building in terms of
communities. urban management.
Code of Conduct in place.
30
30
Project proposal Project proposal
Formulate training policies, Transit from cash
URBAN GOVERNANCE staff succession plans accounting to accrual
AND FINANCE and strategic workforce URBAN GOVERNANCE
accounting practices.
training and development AND FINANCE
Strengthen financial
plans. management policies and
practices.
Location: Councils within the GSUA

Location: MLGUDHE Headquarters, Suva
Duration: Three months
Duration: 6-8 months
Beneficiaries: GSUA councils and MLGUDHE
Beneficiaries: GSUA councils and MLGUDHE
Implementing Partners: DLG, the Human Resources
Department of the councils, and donor agencies Implementing Partners: GSUA councils, DLG, donor
agencies
Estimated Cost: FJD 30,000
Estimated Cost: FJD 30,000-50,000
Background: The council has a relatively high turnover
of technical staff. This results in delays on projects and Background: Poor records of budget allocation and
development approvals. distribution has led to accountability and transparency
queries in the past, which has resulted in budgetary
Objectives: To ensure that there is adequate training,
standards and systems being set by the MLGUDHE
succession planning and evaluation systems in place
to better guide councils’ finance and administration
to deal with the issue of high staff turnover and for
departments.
improved productivity and performance of staff.
Objectives: To ensure that councils are more
Activities: To undertake a workshop with key staff and
accountable and transparent in their financial and

management personnel from the GSUA councils in
resource accounting. To ensure that councils have a
order to identify the training and development needs
more strategic approach to budgeting in order to better
of the staff, succession planning possibilities, staff
manage resources.
performance monitoring and policy gaps. Following
this workshop, draft training policies and plans should Activities: Training of finance staff from the GSUA
be prepared by the senior human resources staff within councils so that they better understand the urban issues
all councils in consultation with the MLGUDHE. The and thereby can achieve more efficient management of
drafts should then be presented back to the technical resources and funds.
staff for review and comment prior to endorsement by
the council and the ministry. Outputs: A more accurate budget reflecting more
efficient use and management of the council’s resources.
Outputs: A comprehensive training policy, a succession
plan and performance monitoring plan for all key Staff Required: One senior staff member from the DLG;
technical and management staff. A 3-5 year training and one staff member from each of the finance departments
development plan, succession system and performance of the four councils as well as the MLGUDHE.
monitoring system.
Staff Required: One staff member from the human
resources departments of each of the four councils; two
staff members from the MLGUDHE (possibly one
senior staff member from DTCP to provide technical
training in the areas of planning, engineering, GIS,
health and environmental, and one senior staff member
from DLG to provide administrative training).
3131
Project proposal Objectives: To improve the management of the four
councils and foster good governance, transparency and
Formulate and clearly
accountability amongst the council’s top management
demarcate powers
URBAN GOVERNANCE
positions.
of SAs and CEOs in
AND FINANCE the administration Activities: Engage a consultant to undertake
and management of
consultations with the current SA and CEO and
the council and its
possibly former CEOs. Encourage a joint round table
environment.
discussion with the current SAs and CEOs to obtain
a collaborative approach to the exercise. Conduct
Location: GSUA councils interviews with senior management staff (administrative
and technical) to obtain their views on the issues
Duration: Three months relating to the need for more clearly defined roles and
responsibilities between the two positions.
Beneficiaries: Management personnel and staff from
the four councils, the DLG and the MLGUDHE Outputs: Clearly defined roles and responsibilities
for both the SA and CEO positions. Roles and
Implementing Partners: DLG
responsibilities should be in line with the council
Estimated Cost: FJD 10,000 mission statements, key objectives and outputs.
Background: Since 2006, when the position of SA was Staff Required: One external consultant or a senior
created, the CEOs and the SAs of almost all four councils staff member from the MLGUDHE; SAs, CEOs and
have been replaced (with the exception of Nausori senior council management staff.
Town Council). Relatively high staff turnover at the
top levels of council make it difficult to implement key
objectives. High turnover could be attributed to a lack
of understanding of the roles and responsibilities of the
SA and CEO positions. The roles and responsibilities
of the positions need greater definition to ensure that

there is no overlapping or gaps between roles, and that
a cohesive approach to management of the council
can be obtained. These two positions need to be better
understood by MLGUDHE staff, its Minister and the
DLG in particular. Such an understanding would help
in instances when tasks are delegated, concerns are
raised by the general public or when responsibilities
from other line ministries are transferred from the
MLGUDHE to the council.
32
32
URBAN PLANNING AND MANAGEMENT

EFFECTIVE STRATEGIC PLANNING
Each council has a strategic Councils do not have a Establishment of well- Unplanned and
direction maintained through professional town planner equipped town planning uncontrolled
the use of its strategic plan, to effectively oversee the units in GSUA councils with development resulting in
annual corporate plan, implementation of the strategic qualified staff and support. an increase in informal
budget plan and business directions embedded in the town settlements.
plan. planning scheme documents Establishment of a GIS
(statement and plan). section within the town Undesirable built-
Three out of four councils planning units. Undertaking environment in the
within the GSUA have Councils demonstrate ineffective training courses for GSUA leading to poor
approved town planning use and enforcement of the relevant council staff on health and state of the
scheme – which may be out- town planning schemes and GIS mapping and GIS urban environment.
dated and in need of review. little to no understanding of the applications.
One council has a draft planning documents.
town planning scheme with Establishment of and
approval pending. environmental management
unit within the councils
to oversee environmental
compliance and monitoring
for all developments
in accordance with the
Environmental Management
Act 2005 and Regulations
2007.
MANAGEMENT
TECHNICAL CAPACITY AND TRAINING
FINANCE
Good cross-section of Limited capacity of building Engagement of volunteer Trained staff will be
personnel in terms of gender, engineers and health inspectors student planners or attracted to move
age, years of experience etc. working on town planning consultant planners to be to larger councils
matters. This reduces their shared amongst the four or overseas for
ANDAND
effectiveness in their respective councils. better salaries and
fields. opportunities.
GOVERNANCE
Limited capacity of urban Councils are heavily
planners and a limited number of reliant on senior staff

experienced technical staff. who are nearing
retirement and no junior
No training opportunities for staff being trained.
existing staff.
No succession planning and

performance monitoring systems
in place.
3333
Establish a town planning Create standard operating

unit in each council with procedures (SOPs) for
sufficient technical staff URBAN PLANNING all activities relating to
URBAN PLANNING AND MANAGEMENT urban planning and
to run the unit. The unit
AND MANAGEMENT management. Formulate
should also set up a GIS
section and undertake a corresponding town
training programmes with planning manual.
the DTCP.

Duration: Three months
Duration: Six months
Beneficiaries: GSUA Councils, DTCP, public and
Beneficiaries: GSUA councils, DTCP, DLG, public private sector organizations
and private sector organizations
Implementing Partners: GSUA, DLG and DTCP
Implementing Partners: DLG, DTCP (the GIS and
Estimated Cost: FJD 30,000
Information Technology Unit), GSUA councils, The
Pacific Islands Applied Geoscience Commission. Background: Due to the limited capacity of staff and
lack of consistency in services, there is a strong need
Estimated Cost: FJD 150,000 - 200,000 per council
to set some standards on how urban planning issues
Background: Currently all councils rely upon manual should be managed in order to improve services and
systems for managing council records and plans, and solve problems more quickly. Council staff requires
are highly dependant upon DTCP for plan preparation. training and capacity building.
There are no staff dedicated to the management of land
MANAGEMENT
Objectives: To improve efficiency and consistency

and building information within the councils.
FINANCE
in service and to support the training and capacity

Objectives: To strengthen land and building data building of Council staff by setting standards. The
management and storage for efficient and effective use manual should be user friendly with review mechanisms
in the decision-making process. in place to improve the manual over time.
ANDAND
Activities: Recruitment of qualified planning staff or a Activities: Identifying urban planning issues and
planning consultant in order to set up a town planning undertaking a workshop with relevant staff and
GOVERNANCE
unit and corresponding training programme for stakeholders to identify the appropriate and acceptable
standards to address the identified issues. Once a draft
existing planning staff. Town planning units should be

equipped with GIS software and required workspace. is prepared it should be circulated to all key stakeholders
Establishment of a GIS section within the town for review and a trial period set. Following this period,
planning unit, and this section should be staffed with the draft should then be finalized. The resulting
resource persons for GIS. Undertaking GIS trainings document (a manual of standard operating procedures)
for all technical staff. should be reviewed on an annual basis.
Outputs: Well-equipped and established town Outputs: A Town Planning Manual with standard
planning units for all councils and information stored operating procedures (SOPs) for all activities relating to
and retrieved efficiently. urban planning and management.
Staff Required: One senior planner or consultant Staff Required: One senior planner from DTCP; one
planner; one town planner or two technical assistants; senior technical officer from either the engineering or
one GIS technician; two research assistants. health services from each of the GSUA councils.
3434
Establish a Local Revise the councils town
Government Services planning schemes and the
Body (to provide shared Greater Suva Urban Growth
URBAN PLANNING URBAN PLANNING
technical staff such as a Management Plan (2006) in
AND MANAGEMENT AND MANAGEMENT
town planner, engineer, partnership with DTCP, the
surveyor, etc.) to be Local Government Service Body
jointly funded by the four or through the engagement of
councils. Consultant Planner.
Location: MLGUDHE, Suva Location: GSUA councils

Duration: Six months to set up Duration: 24 months
Beneficiaries: GSUA, public and private sector Beneficiaries: GSUA, DTCP, private developers and
organizations landowners
Implementing Partners: GSUA councils, DTCP and Implementing Partners: GSUA councils and DTCP
DLG Estimated Cost: FJD 200,000-250,000
Estimated Cost: FJD 300,000 per annum Background: Revision of the GSUA councils’ town planning
schemes is long overdue. Suva City Council’s plan dates from
Background: Qualified and experienced technical 1979 and is under partial revision. Nausori Town Councils
assistance is required by the councils. However, plan dates from 1989, Nasinu Town Council’s from 2000 and
acquisition on a full-time basis of such technical Lami Town Council’s from 2004. Town planning schemes
in these towns are similarly under revision, with Nasinu and
assistance is beyond the limited financial resources of Nausori Towns pursuing boundary extensions in conjunction
the councils. Therefore, capacity within the councils with revision. The growth of the urban population, with
MANAGEMENT
can be built by taking a resource sharing approach increasing demand for urban services in peri-urban areas,
FINANCE
which would see technical staff shared amongst the four makes it necessary to revise or revisit the Greater Suva
councils, and jointly funded by them. UGMAP (2006). Such a revision would encourage better
management and control over the fast growing peri-urban
Objectives: To provide the four councils with the areas. Additionally, objectives and development goals need to
be reviewed to ensure under-utilized areas within the GSUA
ANDAND
required technical expertise to advise on the planning
are optimised through the use of economic, environmental
and implementation of development projects within and social policies that encourage investment in these areas.
the GSUA. Such technical expertise will foster greater Similarly, review and revision of the plans need to consider the
GOVERNANCE
investment and increase opportunities which will importance of the industrial, education, sports and tourism

benefit the community through employment and urban sectors to the local and national economy.
growth. Objectives: A robust and flexible town planning scheme
for each council that considers new areas for development
Activities: Drafting scopes of works, recruiting generated by boundary extensions, and provides balanced
and contracting these required technical expertise. control mechanisms to address environmental and social
Establishing a schedule for the use of technical experts issues fostering sustainable development in the GSUA.
or advisors as per council needs. Activities: A broad range of activities would be undertaking
Outputs: A well equipped group of qualified planning including a comprehensive land use survey and preparation
of a survey report; consultation with relevant stakeholders;
and development expertise to which the GSUA councils preparation of draft town planning scheme plans, reports,
can have access while they set up their town planning statements and general provisions for provisional approval;
units and train staff. public notification and consultation process with various
agencies, property owners, and future and current ratepayers
Staff Required: One town planner, one surveyor and etc. After completion of the notification period, it will
one engineer. be necessary to review the provisionally approved plans
and document and prepare for final approval by DTCP.
Awareness of the finally approved schemes should be
encouraged as part of the scheme implementation process.
Outputs: Revised town planning schemes and new schemes for
the proposed boundary extension areas for all GSUA councils.
Staff Required: One town planner within the Local
Government Services Body or consultant planner;
two DTCP project staff; one technical planning staff
member from each GSUA council.
3535

EFFECTIVE STRATEGIC PLANNING
Strict compliance and Relatively weak enforcement Partnership with private Illegal developments
control by the councils in systems for illegal developments. property owners and LOUs. and informal settlement
implementing the town Limited capacity to control offsetting potential
planning schemes and development due to limited staff Increase awareness of urban land and further
Subdivision of Land Act and and resources. the importance of urban degrading the urban
Regulations. planning, development environment due to the
Non-planners (i.e. building health control and compliance to absence or poor quality
Participatory engagements inspectors) engaged in urban land development laws. of basic services.
by NGOs and LOUs with planning and management
government for housing assignments. Database for Land Shortage of urban land
developments and pro-poor Information and Mapping and increasing land and
initiatives. Lack of understanding and (linked to GIS sections to house prices.
ignorance of land development be established within each
Cooperation and networking processes by LOUs and private council’s planning unit). LOUs becoming
between the GSUA councils property owners. increasingly concerned
in supporting and building Revision of planning in dealing with TLTB
the region’s investment and Slow and ineffective legal schemes in the GSUA and administration due
development prospects. process to deal with illegal and incorporation of boundary to lack of trust and
non-compliant developments. extensions giving rise to differences in opinions
increased supply of land for and expectations, thus
Limited access to data on urban development. resulting in slow release
land administration, flooding,
infrastructure plans etc. resulting Sharing of resources of iTaukei land for

in poor designs and decisions. amongst GSUA councils urban development.
towards achieving broader
Inadequate capacity to solutions for the GSUA
implement and enforce region which are more
relevant regulations on land efficient and effective
development. in terms of resource
management.
Planning standards for squatter
settlement in-situ upgrading
need to be reviewed in light
of high cost of limited urban
land for development and
infrastructure cost.
3636
Implement extensive Establish a GIS database

awareness raising LAND DEVELOP- and undertake GIS
programmes using MENT AND mapping of all land within
LAND DEVELOP- ADMINISTRATION
media, education-expos, NTC including the areas
MENT AND
brochures, workshops and under the proposed town
ADMINISTRATION
seminars to build a better boundary extension.
understanding of land
development procedures Location: GSUA councils
and processes in the GSUA.
Duration: 24 months
Location: GSUA region Beneficiaries: GSUA councils, GSUA community,
Duration: 24 months public and private sector organizations.
Beneficiaries: The GSUA councils, Suva and Nausori Implementing Partners: DLG, DTCP GIS and IT
Rural Local Authorities, the local communities, private Unit, GSUA councils, The Pacific Islands Applied
property owners, developers, businesses, urban centres Geoscience Commission.
and the peri-urban areas. Estimated Cost: FJD 50,000 per council
Implementing Partners: GSUA councils, DTCP, Background: Currently all councils rely upon manual
business councils, community leaders, and NGOs. systems for managing council records and plans, and
Estimated Cost: FJD 100,000 are highly dependant upon DTCP for plan preparation.
There are no staff dedicated to the management of land

Background: There is a need for better awareness of the and building information within the councils despite
land development procedures, standards and controls ongoing growth across the GSUA.
that are in place in the GSUA. Increased awareness
of this topic will reduce the pressure on the council’s Objectives: To create an inventory of all land and
enforcement officers and also complement the work of building data for the councils.
the proposed town planning units. Activities: Collation of all land and building records
Objectives: To disseminate information that will assist and digitization of all maps and plans.
the GSUA stakeholders in the processes involved in land Outputs: Database and digitized plans for each council
development in order to reduce the number of illegal in the GSUA.
developments and activities in the region, the informal
release of land for development and the request for Staff Required: One GIS technician; two research
relaxations to the development standards within the assistants per council as part of the proposed GIS
general provisions which were formulated based on section.
the objectives of the town planning scheme statement,
report and plan.
Activities: To create a local council newspaper, flyer or
websites to build awareness of land development issues
and administration processes; to prepare awareness
materials for publication; to establish an awareness
committee for the GSUA to celebrate World Town
Planning Day, and awareness strategies as part of the
village planning programmes.
Outputs: Brochures and materials for awareness,
improved information on council websites, participation
in World Town Planning Day; reduction in the number
of illegal and non-compliant developments in the
GSUA as experienced by the town planning unit and
enforcement team.
Staff Required: One communications officer assisted
by each councils’ town planning unit.
3737
Project proposal
Establish environmental
LAND DEVELOP- management units in
MENT AND Divisional Surveyor Central
ADMINISTRATION Eastern Office under the
Department of Lands and
Survey and TLTB.
Location: GSUA region

Duration:12 months
Beneficiaries: Department of Environment GSUA
councils, Department of Lands and Survey, TLTB,
DTCP, developers, businesses and community
members.
Implementing Partners: Department of Lands and
Survey, TLTB and Department of Environment.
Estimated Cost: FJD 150,000 per unit
Background: In accordance with the Environmental
Management Regulations (2007), all approving
authorities are required to have set up an environmental
management unit as required under the Environmental

Management Act (2005). The role of the environmental
management unit is to enforce the requirements of
the Environmental Management Act and Regulations
and to monitor compliance of Environmental Impact
Assessments (EIAs) and Environmental Management
Plans for development projects as stipulated in Schedule
2 of the Act.
Objectives: To ensure the protection of the environment
and a sustainable future. To enable a more effective and
ground level approach to ensuring that all development
takes place with due care and with minimal harm and
degradation to the natural environment.
Activities: Budgeting, recruitment, establishing an
operations manual in accordance with the requirements
of the Environmental Management Act and Regulations,
training and awareness programmes with the authorities
and general public on the role of the environmental
management units.
Outputs: An environmental management unit in each
of the Department of Lands and Survey and TLTB
Central Eastern District Offices.
Staff Required: One environmental officer; one
environmental assistant.
3838
URBAN INFRASTRUCTURE AND SERVICES

Most if not all areas are Poorly maintained drainage Formation of the Urban Timeline for in-situ
accessible to most urban systems and substandard and Management Board upgrading of informal
infrastructure and services. undersized drains. for the Central Division settlements may be
in order to encourage delayed due to the
Informal housing or Poor water supply resulting in better cooperation and presence of substantial
settlements, while not regular water cuts and serious coordination between structures within land
connected to reticulated public health concerns due infrastructure agencies and reserves identified for
sewerage systems, do have to equipment malfunction, GSUA councils. reticulation of utility
alternative system such as increased leakages, illegal services.
septic tanks in place. connections, etc. Citywide consultation
initiatives to improve basic Continued rise in
Councils and the GSUA Limited budget by infrastructure services and amenities density of squatter
communities, including service providers for upgrading for informal settlements populations leading to
schools and institutions works. particularly those within a reduction in quality
are adopting 3R Waste the peri-urban areas of the of living conditions and
Management Practices Poor maintenance plans
municipal boundaries. public health concerns
(reduce, reuse, recycle) and asset management by
such as the outbreak
which is reducing garbage infrastructure providers. Harvesting of rainwater by of spreadable diseases
loads and costs to the GSUA schools and households (typhoid).
Poor quality of roads both within
councils. Proximity of the through adaptation
council boundaries and in peri-
country’s main solid waste strategies for disaster risk Increased vulnerability
urban areas.
disposal site (Naboro Landfill) reduction or climate change to flood due to slow
and increasing practices of Councils have no control or adaptation given current upgrading of drainage
recycling initiatives. powers over infrastructure works water supply system. systems and slow
and providers though they do implementation of
Water Authority Fiji is Identification of sites for a

receive numerous complaints adaptation measures
continuing upgrading works waste transfer station within as part of flood risk
and concerns from the pubic
and implementation of the Nasinu Town and Nausori reduction objectives.
regarding infrastructure services
1999 Suva-Nausori Five Town to reduce the cost of
(such as sewer overflow).
Year Water and Sewerage transportation to Naboro The Kinoya and Nausori
Master Plan and with its Reluctance of councils to extend and to engage a practice sewerage treatment
improved administration essential services to informal of reduce, reuse and plant reaching maximum
and management systems settlements to improve living recycle amongst residential, capacity and not being
in place, improvements to conditions. commercial and industrial able to cater to the
reticulated water supply sectors. increased demand
and sewerage services are brought about through
expected. population growth and
urban development
Fiji Roads Authority has now projects as a result of
taken over responsibility increased urbanization.
of all roads in Fiji including
in the GSUA region from
2013 and has an increased
budget commitment from
the national government
earmarked for road
upgrading and maintenance
over the next 4-6 years.
3939
URBAN Establish an information Incorporate up-to-date

URBAN
INFRASTRUCTURE hub for all urban infrastructure information
INFRASTRUCTURE
AND SERVICES infrastructure and services into the revised Greater
AND SERVICES
provided by the councils. Suva Urban Growth
Management Plan.
Duration: 24 months
Duration: 12 months
Beneficiaries: GSUA councils, Nausori and Suva Rural
Local Authorities, infrastructure agencies, consultants, Beneficiaries: GSUA councils, Nausori and Suva Rural
private sector developers. Local Authorities, infrastructure agencies, NGOs,
donor agencies, private sector and developers, peri-
Implementing Partners: GSUA councils, DTCP, Fiji urban communities.
Electricity Authority, Water Authority Fiji, Fiji Roads
Authority, Telecom Fiji Limited, Department of Lands Implementing Partners: GSUA councils, Rural Local
and Survey, TLTB, Fiji Ports. Authorities, DTCP and DLG.
Estimated Cost: FJD 500,000-800,000 (for Estimated Cost: FJD 50,000

digitization) Background: The Greater Suva Urban Growth
Background: There is a wealth of comprehensive Management Plan funded by the Asian Development
data available on infrastructure and services available Bank forms one of the core planning documents of the
within the GSUA and the peri-urban areas. However, GSUA. However, this plan needs to be revisited and
most of this information is paper-based complicating validated given that ten years have passed since the plan
was formulated. Key development trends, issues and
the capacity of developers and the council to make

decisions on developments and growth trends and needs should be identified in order to guide stakeholders
relevant policies. and developers in their planning, development and
investment. The reviewed plan will be of particular use
Objectives: To enable better coordination of services to infrastructure providers, who can seek to ensure that
between the utility providers and the councils. This their infrastructure and financing plans are aligned with
will in turn result in more efficient and effective the needs of the GSUA. This will stimulate growth in
development plans and policies for the growth of GSUA the region.
and will enable the utility providers to prepare strategic
infrastructure plans which are aligned with the future Objectives: To achieve better coordinated strategic
demands and needs of the GSUA region. planning and management of resources in the GSUA
in order to foster development and growth in the region
Activities: Recruitment of staff, undertaking through better infrastructure services.
workshops with utility providers, information
dissemination, identifying gaps and ways to improve Activities: Land-use study, GIS mapping, establishing
information sharing (sharing data entry and data a comprehensive database, identification of strategic
access). Identification of the policy frameworks and planning and policy gaps and capacity building and
standards that need to be adhered to with regards the training, budget planning, infrastructure planning.
compilation of data. Identification of intended uses and Outputs: Revised Greater Suva Urban Growth
target audiences of the database, as well as elaborating Management Plan that is up-to-date and addresses
strategic plans required to make the data system user current issues, but in particularly the shortfalls in
friendly and effective. infrastructure services and priority areas identified in
Outputs: Database of infrastructure and services in the line with growth areas.
GSUA for better strategic infrastructure planning and Staff Required: One technical staff from each of the
coordination between utility providers and councils. GSUA councils; four project staff from DTCP (possibly
Staff Required: One senior GIS technician; One GIS 10-12 graduate volunteers as technical assistants).
assistant technician; one civil or services engineer.
4040

Extensive land for residential Lack of understanding Partnership with landlord or Illegal developments and
development equipped with and acknowledgement by landowning units. informal settlements
basic infrastructure and landowners of the negative which devalue urban
services. implications of releasing iTaukei Increased awareness of land and can degrade
land for informal housing. Such the importance of urban urban environmental
Availability and applicability releases of land worsen issues planning, development quality due to the
of the National Housing such as poor infrastructure, controls and compliance to absence of basic services
Policy as a legal framework deterioration of the urban land development laws. in these settlement such
to undertake initiatives and environment, health and hygiene as solid and liquid waste
programmes for housing Reduction of development
risks, and poor land security. management systems,
and improvements to living standards for subdivision
health and sanitation,
conditions for the urban Reluctance to move by dwellers and housing projects in
and drainage.
poor. delays resettlement programmes order to provide more
and housing projects such as affordable housing and Lack of human and
Support and political will Tacirua East, Lagilagi, Raiwaqa improve tenure security as financial resources and
of housing providers and and Raiwai, etc. well as standards of living technical capacity.
stakeholders for improved of informal settlement
coordination following Little recognition and residents. Continuous release of
the launch of the National acknowledgement by the vacant iTaukei reserve
Housing Policy as partners councils of informal settlements Greater appreciation by land for informal housing
strive towards the realisation particularly those that lie outside councils of the citywide by LOUs within the
of the policy’s vision of their council boundaries. consultation given its peri-urban areas of the
affordable housing for all by benefits to informal GSUA.
2020. settlements.
Greater collaboration
on the Department
of Housing’s town
improvement initiatives
through memoranda of

understanding between
government and TLTB or
property owners in order to
improve housing or living
conditions for the urban
poor.
Adoption of new reticulated

sewerage management
systems for unsewered areas
for increasing urban density.
41
41
URBAN HOUSING Revise the database Undertake the citywide

AND SHELTER of existing shelter and consultation for Caubati
settlements within GSUA. Settlement and Vunivivi
URBAN HOUSING
Settlement in order to
AND SHELTER
identify projects for
Location: Department of Housing, MLGUDHE, Suva
improving infrastructure,
Duration: 12 months services and security of
tenure in these settlements.
Beneficiaries: GSUA councils, Poverty Alleviation Unit
of the Department of Housing of the MLGUDHE, Location: Nasinu Town and Nausori Town
residents of informal settlements in GSUA, Suva and
Nausori Rural Local Authority, NGOs, civil society Duration: 6-12 months for initial consultation and project
organizations. planning; 12-24 months for the construction of works
depending on the level of works required and finance allocated.
Implementing Partners: Department of Housing,
MLGUDHE; GIS and Information Technology Unit Beneficiaries: GSUA councils, Department of Housing
of DTCP, MLGUDHE. of the MLGUDHE, TLTB, infrastructure and service
providers, residents of informal settlements, NGOs,
Estimated Cost: FJD 150,000 civil society organizations.
Background: GSUA councils and the Department Implementing Partners: GSUA councils, Department
of Housing have limited information on informal of Housing, TLTB, NGOs and civil society
settlements in the GSUA region. This lack of information organizations, Asian Coalition of Housing Rights,
is a contributing factor to the slow implementation People’s Community Network.
of initiatives to upgrade or improve living conditions
of existing informal settlements. The slow provision Estimated Cost: FJD 250,000-500,000
of basic infrastructure to existing settlements is far Background: A number of stakeholders have come together
outpaced by the rate of growth of settlements. for this project including the councils of Nasinu Town
and Nausori Town, the Department of Housing, and the
Objectives: To create an easy-to-access and

comprehensive database of information on informal TLTB who are the landlords of the land where the informal
settlements. settlements are located. Upgrading of these settlements
will begin in 2014, although some preparatory works such
Activities: Recruitment of a project officer to work as participatory planning and capacity building need to be
alongside a Department of Housing counterpart in undertaken in 2013. The project is to also receive funding
the identification of all settlements in the GSUA; GIS assistance from the Asian Coalition of Housing Rights.
surveying and mapping of settlements; environmental
scanning and assessment of settlements; undertaking Objectives: To improve the living conditions of
of consultations with settlement committees; the settlements and reduce the vulnerability of the
development of background and assessment reports settlements to natural hazards and climate change. To
for input into database; liaising with the GIS and promote recognition of settlements by the municipality.
Information Technology Unit of DTCP on digitization Activities: Consultation and engagement of relevant
of all settlement maps and data for incorporation into stakeholders such as Department of Housing, DLG, DTCP
electronic database. Training on use of appropriate and Department of Environment of MLGUDHE, Ministry
equipment for surveying, mapping and digitization; of iTaukei Affairs, Ministry of Provincial Development
training on interpreting data and using data in decision- (through the District Office), GSUA councils, and People’s
making, and in assigning projects to address issues Community Network; capacity building of residents of
highlighted by the data collected. the settlements, participatory planning and mapping
Outputs: Comprehensive electronic database of all of the settlements; drafting the Assessment Report and
informal settlements in the GSUA. Prioritization Plan and Report in order to qualify for funding
from Asian Coalition of Housing Rights.
Staff Required: One statistician from Department of
Housing; one research assistant; four technical assistants Outputs: Settlement Plan and Report.
from the GSUA councils. Staff Required: One officer from Department of Housing;
four members of the Urban Village Planning Team of DTCP.
42
42
Prepare a manual for Review all planning and
citywide consultation and subdivision standards
URBAN HOUSING URBAN HOUSING
settlement improvement in with a view to providing
AND SHELTER AND SHELTER
order to provide guidance acceptable reduced
in terms of development standards for housing and
upgrading works. settlement upgrades.
Location: Department of Housing, MLGUDHE, Suva Location: Department of Housing and DTCP,
MLGUDHE, Suva
Duration:12 months
Beneficiaries: GSUA councils, Poverty Alleviation
Unit of the Department of Housing, infrastructure Beneficiaries: GSUA councils, DTCP, Poverty
providers, residents of informal settlements, NGOs, Alleviation Unit, Department of Housing of
civil society organizations. MLGUDHE, infrastructure providers, residents of
informal settlements, NGOs, civil society organizations.
Implementing Partners: Department of Housing, GIS
and Information Technology Unit of DTCP. Implementing Partners: Department of Housing.
GIS and Information Technology, and Subdivision and
Estimated Cost: FJD 30,000 Forwarding Planning Units of DTCP.
Background: The citywide consultation initiative Estimated Cost: FJD 50,000
comprises various stakeholders and is led by the
Department of Housing. There is no established Background: There is a need to investigate the possibility
systematic approach to guide the committees and of relaxing the 1999 General Provisions in order to facilitate
taskforces who make up the citywide consultation. in-situ informal settlement upgrading, and thereby
Currently, many of the staff on these teams are respond to the growing density of informal settlements.
administrative officers with limited knowledge of how Meeting the existing minimum standards has become
to undertake such a consultation. Their involvement extremely difficult due to the densification of these areas.
on the consultation is considered ‘on-the-job-training’ Therefore, rather than displace or relocate members of these

but needs to be better guided and managed. communities and due to the unavailability of affordable
land for relocation, a review of the current residential
Objectives: To produce a manual in both English standards in the 1999 General Provision will help address
and iTaukei (indigenous Fijian) languages in order to this critical issue faced by the urban poor.
provide an efficient and effective system with standards
on how to undertake citywide consultations as part of Objectives: To set appropriate minimum standards
informal settlement improvement programmes. for residential upgrading requirements within
informal settlements ensuring the provision of basic
Activities: Document and assess all reports relating to utility services while addressing key public health and
processes in informal settlement upgrading and citywide sanitation issues, as well as matters of access, fire safety,
consultations; benchmark against other developing structural standards and infrastructure standards.
countries adopting citywide consultation initiatives;
produce a draft manual for review and consultation Activities: Review of all existing standards and previous
by relevant stakeholders including the GSUA councils, upgrading projects; undertake a detailed survey of some
DTCP and infrastructure providers. of the existing informal settlements in the GSUA to
ascertain their needs and identify the demographics
Outputs: User-friendly manual on how to undertake in each settlement; undertake an as-built survey and
citywide consultations and informal settlement a survey of the existing infrastructure; identify project
upgrades. plans and preliminary cost estimates.
Staff Required: One project staff member from the Outputs: Reduced standards and guidelines
Department of Housing. incorporated into the General Provisions for Informal
settlement upgrading and relocation projects.
Staff Required: One senior planner and one senior
technical officer from DTCP; one planner or civil
engineer from each of the four GSUA councils.
43
43
CLIMATE CHANGE AND DISASTER RISK REDUCTION

Acknowledgement of the No disaster risk management Formulation of disaster New developments
impact of climate change on plans for Lami, Nasinu and risk management plan and occurring in areas
the GSUA and the peri-urban Nausori Towns. climate change adaptation in Veisari which are
areas. plans. increasing vulnerability to
No flood warning system soil erosion, degrading
Extensive mangrove areas established with the Fiji Incorporating climate forests and mangroves
still intact along the south- Meteorological Office because change adaptation and and causing flooding
eastern coast. the Hydrology Unit falls under disaster risk management in Nausori Town. A
the responsibility of a different measures into feasibility study or risk
Plans to further develop the ministry. neighbourhood community assessment should be
GSUA foreshore area for action plans. undertaken to identify
Lami Town and Suva City Poor drainage systems which
risks before the area
to facilitate the expansion exacerbate flooding in low-
is considered for
of the commercial centre. lying areas, particularly areas
development.
These plans need to near industrial estates, and in
consider climate change and low-lying informal settlements,
incorporate relevant climate villages, state-owned and private
change adaptation measures. properties.
Availability of data and Existence of areas subjected to

information relating to coastal erosion such as along the

climate change and the Lami coastline, Tamavua River
vulnerability of the GSUA to and River Road, where informal
the effects of climate change. settlements are also present.
Availability of a national Release of land by LOUs for

disaster risk management informal housing resulting in
plan, as well as evacuation the erection of dwellings on
and emergency plans for vulnerable areas with poor
Suva City. services.
Established tsunami warning Weak enforcement of

system in Lami Town. regulations for the protection
of mangroves by responsible
agencies such as the Department
of Environment, the Lands
Department and Department of
Fisheries and Forests.
4444
Prepare a coordinated Revise development

disaster management controls for all town
CLIMATE CHANGE action plan for the GSUA planning schemes so that
CLIMATE CHANGE
AND DISASTER and establish disaster flood risk and climate
AND DISASTER
RISK REDUCTION risk reduction and risk change adaptation and
RISK REDUCTION
management plans for mitigation measures are
Lami, Nasinu and Nausori considered and included in
Towns. all new developments and
subdivisions.
Duration: 12 months (including three month objection
Beneficiaries: GSUA councils, Disaster Management period required for all town planning schemes).
Office, Commissioner Central Office, business owners
and private property owners, ratepayers, Suva and Beneficiaries: GSUA councils, DTCP, developers and
Nausori Rural Local Authority, Ministry of Health, business operators, property owners, development
Disaster Management Committee, Provincial Office. consultants and local communities.
Implementing Partners: GSUA councils, National Implementing Partners: GSUA councils, DTCP, Suva
Disaster Management Office, Commissioner Central and Nausori Rural Local Authorities.
Office, Provincial Office, Disaster Management Estimated Cost: FJD 30,000
Committee, Ministry of Health, Suva and Nausori
Rural Local Authorities, District Office Suva, District Background: Current development controls for
Office Nausori, National Fire Authority, Fiji Military developments and subdivisions do not incorporate
Forces. flood mitigation and climate change adaptation
measures. Therefore, the 1999 General Provisions need
Estimated Cost: FJD 100,000 to be reviewed, and these aspects incorporated. There
Background: There is presently no formal disaster also needs to be better understanding of the benefits of
management action plan for Lami, Nasinu and Nausori incorporating these aspects into development as part of
Towns although they have adopted some ad-hoc the disaster preparedness and management.
practices for climate change adaptation and mitigation. Objectives: To ensure that developments and
While the authorities are improving their coordination subdivisions consider flood risk and climate change
of services, it would be useful for councils and their as part of preliminary stage feasibility studies, in order
development implementation partners to jointly to avoid the negative impacts of natural hazards and
prepare a disaster management action plan. This would climate change on these developments.
require that some resources be allocated to the plan and
potential disaster events within the annual budgets. Activities: Identify key zones in the GSUA which
are most vulnerable and susceptible to flooding and
Objectives: To provide a cohesive plan that brings all climate change; identify appropriate mitigation and
partners together in order to better manage resources adaption measures that should be imposed as part of
both before and after disaster events. the development controls in each of the zones.
Activities: Undertake a comprehensive review of past Outputs: Revised General Provisions for the GSUA
disaster events and how these were managed in order councils.
to gather lessons; conduct a workshop with key players
to identify roles and responsibilities both before and Staff Required: One staff member from each GSUA
after disaster events and improve overall understanding council; two project staff members from DTCP.
of different resources allocations both before and after
disaster events and for all types of hazards.
Outputs: A thorough and effective disaster management
action plan for the GSUA.
Staff Required: One technical staff member from each
of the GSUA councils.
4545
Project proposal
Undertake disaster
CLIMATE CHANGE
management awareness
AND DISASTER
raising and capacity
RISK REDUCTION
building initiatives at
community level.

Beneficiaries: National Disaster Management
Office, business owners and private property owners,
ratepayers, Ministry of Health, Disaster Management
Committee, Ministry of Provincial Development and
National Disaster Management, communities.
Implementing Partners: GSUA councils, National
Disaster Management Office, Provincial Office, Disaster
Management Committee, Ministry of Health.
Estimated Cost: FJD 100,000-150,000
Background: Community level disaster awareness

and capacity is insufficient. To ensure that the disaster
management action plan is effective there needs to be
a complementary awareness and training programme
implemented at community level.
Objectives: To ensure that communities are aware of
the disaster management action plan and what to do
in the event of a disaster. They should also know who
the key players are and what their roles are so that they
know who to contact for various issues both before and
after disaster.
Activities: Prepare pamphlets and brochures, and
carry out presentations in schools, at communities and
with church leaders, in villages and settlements and in
residential, industrial and tourism areas. Undertake
mock exercises and evacuation drills to ensure
preparedness amongst administrators, volunteers and
community members. Celebrate the International Day
for Disaster Reduction within the municipalities and
villages and incorporate disaster risk reduction and
management into the urban village plan programme.
Outputs: Awareness and training programme and
implementation plan.
Staff Required: One communications officer; one
awareness and research officer.
4646
ACRONYMS DOCUMENTS CONSULTED
CEO Chief Executive Officer Lami Town Council Corporate Plans

DLG Department of Local Government
DTCP Department of Town and Country Lami Town Council Annual Reports
Planning Lami Town Council Five Year Strategic Plan 2010-2014
GIS Geographic Information System
GSUA Greater Suva Urban area Nasinu Town Council Corporate Plans
LOU Land Owning Unit
Nasinu Town Council Annual Reports
MLGUDHE Ministry of Local Government,
Urban Development, Housing and Nasinu Town Council Five Year Strategic Plan 2010-2014
Environment
MDG Millennium Development Goal Nausori Town Council Corporate Plans
NGO Non-governmental Organization
Nausori Town Council Annual Reports
RUSPS Rapid Urban Sector Profiling for
Sustainability Nausori Town Council Five Year Strategic Plan 2010-2014
SA Special Administrator
SOP Standard Operating Procedures Suva City Council Corporate Plans
SCOPE Strategic Consultants on Planning
Suva City Council Annual Reports
and Engineering Pacific Limited
SOPAC Secretariat of the Pacific Community Suva City Council Five Year Strategic Plan 2010-2014
(SPC- - Applied Geoscience and Technology
GREATER SUVA URBAN PROFILE - ACRONYMS AND DOCUMENTS CONSULTED

SOPAC) Division
SWOT Strength, Weakness, Opportunities,
Threats
TLTB iTaukei Land Trust Board
UGMAP Urban Growth Management Plan
4747
48
GREATER SUVA URBAN PROFILE
The Greater Suva Urban Profiling consists of an accelerated, action-oriented assessment of urban
conditions, focusing on priority needs, capacity gaps, and existing institutional responses at local and
national levels. The purpose of the study is to develop urban poverty reduction policies at local, national,
and regional levels, through an assessment of needs and response mechanisms, and as a contribution
to the wider-ranging implementation of the Millennium development Goals. The study is based on
analysis of existing data and a series of interviews with all relevant urban stakeholders, including local
communities and institutions, civil society, the private sector, development partners, academics, and
others. The consultation typically results in a collective agreement on priorities and their development
into proposed capacity-building and other projects that are all aimed at urban poverty reduction. The
urban profiling is being implemented in 30 ACP (Africa, Caribbean and Pacific) countries, offering an
opportunity for comparative regional analysis. Once completed, this series of studies will provide a
framework for central and local authorities and urban actors, as well as donors and external support
agencies.
HS Number: HS/066/13E 
ISBN Number(Series): 978-92-1-132023-7
ISBN Number (Volume): 978-92-1-132593-5
United Nations Human Settlements Programme

P.o Box 30030 - 00100, Nairobi, Kenya 
Tel: +254-20-7623120
Fax: +254-20-7623426/7 (Central office)
[email protected]
www.unhabitat.org/publications

Fiji: Greater Suva Urban Profile

Uploaded by

Copyright:

Available Formats

Fiji: Greater Suva Urban Profile

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Fiji: Greater Suva Urban Profile

Uploaded by

Copyright:

Available Formats

FIJI: GREATER SUVA

United Nations Human Settlements Programme publications can be obtained from

ISBN Number(Series): 978-92-1-132023-7

ISBN Number (Volume): 978-92-1-132593-5

Photo credits: © SCOPE

Editing: Rowan Fraser

Design and layout: Kenan Mogultay

BACKGROUND: GREATER SUVA URBAN AREA 9

URBAN PLANNING AND MANAGEMENT 16

LAND DEVELOPMENT AND ADMINISTRATION 19

URBAN INFRASTRUCTURE AND SERVICES 22

URBAN HOUSING AND SHELTER 26

CLIMATE CHANGE AND DISASTER RISK REDUCTION 28

STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) ANALYSIS

URBAN GOVERNANCE AND FINANCE 30

URBAN PLANNING AND MANAGEMENT 33

LAND DEVELOPMENT AND ADMINISTRATION 34

URBAN INFRASTRUCTURE AND SERVICES 39

URBAN HOUSING AND SHELTER 41

CLIMATE CHANGE AND DISASTER RISK REDUCTION 44

ACRONYMS AND REFERENCES 47

According to and Pacific Group to support sustainable urban

GREATER SUVA URBAN PROFILE - Foreword

INTRODUCTION intervention and a high turnover of staff in these roles.

LAND DEVELOPMENT AND ADMINISTRATION

URBAN HOUSING AND SHELTER

CLIMATE CHANGE AND DISASTER RISK

GREATER SUVA URBAN PROFILE - Executive summary

The study is based on an analysis of existing data and a 2. Synthetic Assessment

METHODOLOGY A basic SWOT analysis and an outline of priority project

infrastructure and services, gender, environment,

STRUCTURE OF THE REPORT

GREATER SUVA URBAN PROFILE - BACKGROUND: GREATER SUVA URBAN

TOTAL RATES COLLECTED ($)

Administrator or the Chief Executive Officer was in charge of

GREATER SUVA URBAN PROFILE - BACKGROUND: GREATER SUVA URBAN

GREATER SUVA URBAN PROFILE - URBAN GOVERNANCE AND FINANCE

the urban areas of the GSUA, than with the municipal

• Each council undertakes strategic • Partnership with private stakeholders in urban

GREATER SUVA URBAN PROFILE - URBAN GOVERNANCE AND FINANCE

MAP 2. Town Planning Schemes in the GSUA

GREATER SUVA URBAN PROFILE - URBAN PLANNING

Revise the councils town

Urban Planning partnership with DTCP, the Local

Downtown in Suva City

GREATER SUVA URBAN PROFILE - LAND DEVELOPMENT AND ADMINISTRATION

(2006). Other relevant documents governing

GREATER SUVA URBAN PROFILE - LAND DEVELOPMENT AND ADMINISTRATION

Municipal Monthly aver- Daily average

Nausori 360 12,000

Nasinu 830 27,000

Lami 160 5,000

GREATER SUVA URBAN PROFILE - URBAN INFRASTRUCTURE AND SERVICES

PERFORMANCE AND ACCOUNTABILITY

reveal 100 per cent success in meeting set targets

Poor road maintenance

GREATER SUVA URBAN PROFILE - URBAN INFRASTRUCTURE AND SERVICES

and has begun the second stage as well as tackled issues

GREATER SUVA URBAN PROFILE - URBAN HOUSING AND SHELTER

Review all planning and