Using Spatial Vision’s Pacific Geospatial Skills Development Program, we set out to find evidence to support the case for enhanced geospatial maturity within Fiji.

Research was carried out by our inaugural program candidate, Lani Rokotuiwakaya, who gained insight into the needs, drivers and challenges relating to geospatial services across various levels of government – resulting in a discussion paper and recommendations.

Spatial Vision Principal Consultant (International), Kimberley Worthy

Research Methodology

Our research was led by our 2023 program candidate, Lani Rokotuiwakaya, who conducted via surveys and interviews across fifteen organisations in Fiji.

We dived into how the current state of geospatial activity is impacting Fiji’s development, and whether maturing geospatial capability has the ability to positively influence organisational outcomes.

This work takes into account Fiji’s five-year country-level action plan endorsed by the United Nations Committee of Experts on Global Information Management (UN-GGIM). It developed the Pacific Geospatial and Surveying Council, which aims to strengthen geospatial capability across the region. This work compiles evidence to support a set of recommendations for decision-makers to consider implementing at an organisational level.

Key insights

Geospatial technology is being used across critical areas in Fiji including agriculture, fishing, land administration, health services, disaster response, climate adaptation, biosecurity and environment.

The research revealed there are development needs in the following areas:

  1. Capability and capacity
    High staff turnover, limited skill sets and lack of succession planning prohibits development of Fiji’s own resources to support future need. Access to technology is limited.
  2. Data quality, access and dissemination
    Multiple datastores, minimal visibility over data availability and inconsistent quality measures result in duplication of effort and low trust in data. Missing datasets and metadata prohibit operational delivery.
  3. Geospatial governance
    Geospatial leaders need developing so that requirements can be escalated to senior levels and supported through articulation of roles, responsibilities, processes and policies.
  4. Inclusion of geospatial in organisational strategies and budget cycles
    Low prioritisation of geospatial investment makes it difficult for geospatial initiatives to gain support and traction. Perceived high software costs are prohibitive for many.


At an organisational level, changes can be made that will enhance geospatial maturity and develop Fiji’s overall capability.

  • Develop targeted long-term training plans, establish formal career pathways and create succession plans that will facilitate staff engagement and retention. Encourage and support new leaders.

  • Participate in and look to existing country and cross-country geospatial committees for advice regarding best practice. Incorporate organisational-level geospatial plans that consider data quality and management. Establish mechanisms for visibility and develop clear processes for requesting data.

  • Establish organisational-level geospatial governance practices. Create a geospatial handbook that sets out roles and responsibilities, and the rules and processes that guide the creation and use of geospatial data, technology, tools and services.

  • Raise the profile of geospatial at an organisational level. Campaign to improve understanding and recognise that geospatial is fundamental to meeting many organisational goals. Document geospatial needs and link to organisational objectives. Articulate funding and resource needs and include this in the overarching organisational strategy and budgets. Align geospatial strategies to country-level action plans, clearly stating the benefits to operational activity.