1. World Bank Conference on Land & Poverty, 22 March 2017
Establishing a Legal Cadastre for Good Governance in Ethiopia Identifying bottlenecks and steps toward scale-up Kate Fairlie
Authors:
Tony Burns, Kate Fairlie, Andrew McDowell Land Equity International
Yan Zhang, Gavin Adlington World Bank
Imeru Tamrat, Gebeyehu Belay Independent.
Solomon Kebede, Abebe Zelul Ministry of Urban Development & Housing Ethiopia:
World Bank Conference on Land & Poverty, 22 March 2017

2. Overview Context Issues & Recommendations Overview Reform Potential
Case Study: Service Provision
Key take-aways:
Overview of key limitations to scaling up systematic adjudication and registration (SAR) in urban Ethiopia
Application of CoFLAS to determining staffing/office needs

3. Context WB Ethiopia Urbanization Review completed in 2015:
Cities failing to meet demand for urban land and housing access
Called for robust institutional framework > efficient/sustainable land management
Urban growth of 5.4% pa > unprecedented demand
MoUDH requested assistance > WB Non-Lending TA Project
Being implemented in phases over 2 years
Initial focus on the pillars of urban land and housing
LEI contracted to review the legal cadastres
May 2016 – March 2017
Evaluate current legal cadastre pilot projects
Help prepare a plan for nationwide roll-out

4. Context: GTPII
Ethiopia’s Second Growth and Transformation Plan (GTPII)
Main planning instrument for 2015/ /20
Strategic context for the urban legal cadastre
Requires land to achieve, undermined by ltd legal cadastre.
Ethiopian Cities Sustainable Prosperity Goals (ECSPG)
Includes projects to adjudicate 200,000 land parcels and register 150,000 parcels across 23 cities (Year 1 only!)
Establish new land offices, extensive training, implement ICT system.

5. Context: MoUDH evaluation
in most municipalities property records were kept mostly in a paper format (sometims supported by a textual database and GIS or CAD software
no consistent format for manual records and/or database or GIS/CAD
lack of trained staff able to use the systems
processes to update the manual and computer records inconsistent and staff had significant discretion in creating, altering or even removing files.
Doing Business: 141 out of 189 countries (paper-based)

7. Issues & Recommendations Overview
Issues and recommendations identified across 4 core themes:
Addis Ababa: Strengthening and expanding the legal cadastre
23 Cities: Implementing SAR in an efficient and participatory manner
Strengthening the quality of services from the urban legal cadastre
Project management, policy formulation and M&E

8. Eg. 1 & 2: Addis Ababa and the 23 cities
Key Issue: Support for Addis Ababa + a scaleable process
Addis Ababa progressing but has a serious backlog
File management an issue in all cities
Problems with infrastructure to support LIS
Currently no scaleable, efficient process for SAR
No comprehensive standard operating procedures
Separation of rights creation and registration activities causes delays.
Complicated legal framework
Unclear how many landholdings remain unregularised
Delays in collecting application, data input >> public awareness
It is important to design and implement a small number of pilots and capture lessons, to develop a robust and scaleable process.

9. 2. Implementing SAR in the 23 Cities

10. Reform Potential

11. Reform Potential

12. Case study: Service Provision
Prime responsibility for implementation lies with Cities
Populations are not large:
Addis Ababa ~ 935,000 properties
6 cities ~ < 50,000 properties
17 cities ~<20,000 properties
47 cities ~<10,000 properties
This has implications for number of offices, typology of offices, staffing and training.
CoFLAS was developed to support the estimation of staffing and office needs and costs.

13. Case study: Service Provision
Staff needed to both create and maintain the legal cadastre.
To create:
Estimate 50 properties/person-month based on other country experiences.
4.3 mil. Properties total =~ 86,000 person-months
Most staff can be contracted, so over 5-10 years, 800-1,600 full time staff

14. Case study: Service Provision
To maintain the legal cadastre:
Number of staff in the office
High Level of Staffing/Office
Medium Level of Staffing per Office
Low level of staffing per office
Number of management/ administration/other non-technical staff relative to total registration and survey/ cadastre staff
About the same as the number of registration and survey/cadastre staff
About half the number of registration and survey/cadastre staff
About 10% of the number of registration and survey/cadastre staff
Registration staff per 100,000 properties covered by the office
Manual records, complicated registration process, limited role for private sector
Efficient registration process, possibly computerised, limited role for private sector
Computerised records, efficient registration process, substantial role for private sector 10 5 3
Survey/cadastre per 100,000 properties covered by the office
Survey/cadastre not automated, limited role for private sector
Survey/cadastre automated, limited role for private sector
Survey/cadastre automated, limited role by government
LAS services provided without cadastre

15. Case study: Service Provision
To maintain the legal cadastre:

16. Case Study: Service Provision
Paper additionally goes through:
Office typologies for offices covering 100k, 50k, 20k, 10k and 5k properties
Determining self-financing arrangements
Conclusion:
Annual office operating costs for 100,000 properties: million birr
Projected annual revenue for the same office: million birr
(wide range reflects assumptions on annual property value, annual turnover rate, charges)
Hence legal cadastre should be self-financing with transfer fees 0.5-1% of property value.

17. Conclusion
A review of the Ethiopia legal cadastre pilots/context to date was undertaken
Existing plans (GTPII) very ambitious, significant work needed to successfully scale, but foundations in place.
Strong political will and many actions being taken.
Review shows staffing/training/office needs significantly overestimated. Significant opportunity for offices to be self-financing.
Next steps: we have designed a project for Ethiopian government to review and implement (as a whole, or components.)
Management contract success will greatly assist.