What needs to be done to maximise the usefulness of the FTA

The FTA needs better management in order to be successful. Managing the FTA requires better communication and collaboration with all stakeholders. Possible stakeholders that need to collaborate to develop FTA include the To'abaita Council of Chiefs from the six houses (Faukwae’, Rumunafau, Boboaa, Manulafa, Faudedema and Maatakwalao’), tribal chiefs, tribal members, institutions (including churches, schools, business houses and women’s groups), the Malaita Provincial Government, the National Government, and relevant NGOs. The illiterate chiefs alone cannot be successful with the huge task needed to bring the FTA to success. To move the FTA forward, there is need for both human resources and financial support. It is wise to commit time and resources to this approach so that people see the potential in reducing some of the complexities of customary land tenure that have been inhibitors of rural development in the To'abaita communities.

The To'abaita Council of Chiefs need to get organized and set up a management committee to frame and strategise the FTA logically. A well-framed strategy with clear aims and objectives need to be in place. The designed FTA needs to show how to achieve its objectives and to show indicators that this approach is potential to achieve them. As the illiterate chiefs cannot do much, it is therefore necessary to recruit educated members (including female representatives) into the proposed committee to direct the approach for success. Once the committee is set up, committee members can communicate the FTA plan with its stakeholders. The Provincial and National Governments need to be made aware of how the approach is addressing matters of the Genealogy and Customary Land Registration Act

passed by Parliament in 1994. The FTA may be feasible, but unless the Government knows what it is, no recognition will be given to it; the feelings some people have for it as not feasible will remain, and it will continue to weaken people’s motivation. There is clear evidence that the FTA is the known mechanism that will smoothly address the Genealogy and Land Registration Act. As such, the FTA management needs to make the Government aware of this, and to request government recognition of the FTA and to facilitate it for success. The FTA management committee needs to improve the current strategy and, through its new framework, set policy guides that will guide Paramount Chiefs who will attend Family Tree Ceremonies (FTCs) and to sign documents. Signed documents are powerful evidences both to the FTA process and to aid the ultimate decisions that will lead to genealogy and tribal land registration.

The people of To’abaita need to be aware of the objectives of the FTA. It was evident that most people have not grasped the underlying rationale of FTA, and are confused as to what will be the end product. In a society of high illiteracy, transparency is a powerful management tool that will reduce the unwanted confusions leading to other complexities. In such illiterate communities, ‘hear-say’ is the strategy that people used to transfer their feelings, and sometimes facts. In situations where what a person transfer is false, it becomes destructive to collaboration and togetherness, which are important for the success of the FTA. While there is enthusiasm about the FTA, every individual in To'abaita need to know the aims and objectives and any potential development afterwards. The Council of Chiefs Management Committee (CCMC) need to educate the people of To'abaita regarding the objectives of the FTA (reduce land disputes now and in the future, enable land registration, resettle land that was wrongly acquired, and enable rural development). This education will promote motivation that will energise the people to pursue the FTA with strength. It was explored that the FTA is only reaching stage one, due to lack of knowledge and wisdom to pursue it further, lack of vision, and lack of motivation and energy.

The chiefs, who have the indigenous knowledge, need a set of guidelines or policies to assist them in performing their task honestly, and to ensure that high satisfaction is reached and that objectives are achieved. Kaule (a participant) (see Chapter 5) stated: “All chiefs (paramount chiefs including tribal chiefs) who carrying out the FTA need policy guides that set standard to be met so that it is fair and the documents honoured.”

Policy guides will enable the paramount chiefs to make pre-analysis prior to attending the declaration events. Tabaraai’a (a participant) (see Chapter 5) mentioned: “Chiefs should have policy guides to help them do the right thing. This will enable them to make good decisions when signing the documents and to guide them to work within their boundaries.”

Planning and designing the FTA procedure will guide the tribes that want to pursue it. Thorough and logical development of the FTA will convince the government when people pursue registration. Planners and designers of the FTA should train the tribal chiefs (train the trainer) in how it works. The tribal chiefs will then educate their tribal members of the process and its objectives. Furthermore, after this awareness phase, any tribal leader who wants to organize their FT will seek the CCMC, who will formally issue FTA guidelines and procedures. When the chiefs sign the documents, it will be because they believe that the FT has met the requirements and that the procedures have been adhered to. Tuu (a participant) (see Chapter 5) stated: “Proper administration of the FTA will guide the chiefs to sign for a purpose and reduce the risk of biasness.”

It is also ideal that the FTA has its own constitution so that it has power. The FTA constitution as an option must be drafted by the CCMC, in consultation with the tribal leaders and legal practitioners. The chiefs must work within the boundary set out in the constitution, so that they produce solid documents/evidences. The FTA, as believed by the To'abaitans, will be successful if developed along these lines.

Chief empowerment is equally important for the success of the FTA. The National Government need to empower chiefly institutions throughout the country. Focussing on the To’abaita region, the chiefs and the FTA need to be empowered. Bina (a participant) (see Chapter 5) stated: “The government needs to recognize the chiefs and the FTA in the same way it does to the legal court systems.” In order for the FTA to be successful, the government must help facilitate the work of the chiefs so that they both work effectively and honestly. The chiefs need to get at least wages or sitting allowances to help them go on.

The FTA will be improved if the process is taken carefully. Doing one thing thoroughly at a time would strengthen the FTA. For example, the genealogy needs be addressed first; when satisfied, shrines are examined or land surveyed. Genealogies need to be examined closely and carefully, and the names needed to be checked thoroughly. For example, (1) how many different people are using the same names and why, (2) check the spellings, (3) which family do their wives come from, and (4) which family do their daughters married to. After the genealogies have been satisfied, the history needs to be looked into.

Sorting the FTA into five phases is a better idea than the unstructured process currently being used. They enable the long process to be covered appropriately and allow room for proper monitoring and evaluation which will allow for alteration and possible redirection and also gives solidarity of what has been done. Phasing will also give a sense of conviction, especially to the government who will assign land titles to tribes. Phasing the FTA does not confine anyone or tribe who feel they have a right to oppose a FT.

Recording FTA issues is a huge task. It needs to be supported by educated members of the community and facilitated by the government, NGOs or other institutions. The recording task requires computer work and proper software (at least two computers and appropriate software for the whole To'abaita region). Malu’u (the To'abaita Township) has electricity, so computer use is not a problem. The government will need to help out in pegging boundaries and mapping issues.

Signed FTA documents (for every single phase) must be filed with the Council of Chiefs, and copies kept with the tribal chiefs, churches, school libraries, public libraries, provincial government head office, the Ministry of Lands, national museum and the national archive. Proper filing would discourage false claims. Also, it will avoid the possibility of people having interests to those lands destroying the copies, if they are kept in multiple venues.

Women need to be empowered and be given the right to freely participate in the FTA. Female lines in the traditional society were equally valuable as the male lines. Therefore, it is not fair to confine them in the current society and from being actively involving in the FTA. The success of the FTA is dependent on collective participation of all relevant stakeholders, including the females. Females are the ones to transfer their father’s indigenous knowledge to their own children, and the FTA is a failure if female lines are excluded. Many females are now educated and need to be involved in decision- making processes. They can influence decisions that impact on their lives, and can gain skills and experience to venture into other areas outside of their tribal businesses. Women bear the domestic burden and are more concerned about the well-being of the family. They, therefore, must be part of the decision-making process that would have an impact on them.