ULHBRFMS - Inception Report V1.0

FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA
MINISTRY OF URBAN DEVELOPMENT AND CONSTRUCTION
URBAN INSTITUTIONAL AND INFRASTRUCTURE DEVELOPMENT PROGRAM (UIIDP)
CONSULTANCY SERVICE FOR UPGRADING AND REVIEWING OF

COMPREHENSIVE COMPUTER ASSISTED URBAN LAND HOLDING AND
BASIC MUNICIPAL REVENUE FILING MANAGEMENT SYSTEM AND DATA
BASE FORMATION IN 18 CITIES
INCEPTION REPORT
DECEMBER 2020
Prepared By:
www.ahcul.com
UPGRADING AND REVIEWING OF COMPREHENSIVE COMPUTER ASSISTED URBAN LAND
HOLDING AND BASIC MUNICIPAL REVENUE FILING MANAGEMENT SYSTEM AND DATA
INCEPTION REPORT
PROJECT INFORMATION
Assignment Name Consultancy Service for Upgrading and Reviewing of
Comprehensive Computer Assisted Urban Land Holding
and Basic Municipal Revenue Filing Management
System and Data Base Formation in 18 Cities in Oromia
(4 Cities), and SNNPRS (4 Cities), Tigray (4 Cities),
Amhara (4 Cites), Harari (1 City) and Dire Dawa City)
Client Ministry of Urban Development and Construction
Project Urban Institutional and Infrastructure Development

Program (UIIDP)
Country Ethiopia
Document Version 1.0
Version Date 30th December 2020
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TABLE OF CONTENTS
ACRONYMS AND ABBREVIATIONS iii

LIST OF TABLES iv
LIST OF FIGURES iv
1 INTRODUCTION 5
1.1 Background................................................................................................................ 5
1.2 Objective of the assignment.......................................................................................5
1.3 Scope of the assignment............................................................................................5
1.4 Reporting obligations..................................................................................................6
1.5 Project Deliverables...................................................................................................6
1.6 Inception Activities......................................................................................................7
1.7 Disclaimer.................................................................................................................. 7
2 PROJECT APPROACH AND METHODOLOGY 8

2.1 Project Approach........................................................................................................8
2.2 Technical Approach and Methodology.......................................................................9
3 RECONNAISSANCE SURVEY FINDINGS 28

3.1 Sampled Regions and Cities....................................................................................28
3.2 Key findings..............................................................................................................28
3.3 Gaps or Challenges..................................................................................................31
3.4 Recommendations...................................................................................................32
4 WORK PLAN 34
4.1 Scheduling Considerations and Methodology...........................................................34
4.2 Project Workplan......................................................................................................35
5 PROJECT TEAM AND RESPONSIBILITIES 39

5.1 Project Team............................................................................................................39
5.2 Responsibilities........................................................................................................41
6 RISK AND MITIGATION MEASURES 42
APPENDICES 44
Appendix I: List of documents reviewed............................................................................45
Appendix II: List of required documents.............................................................................45
Appendix III: Detailed Reconnaissance Survey Findings...................................................46
Appendix IV: List of key stakeholders met.........................................................................60
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ACRONYMS AND ABBREVIATIONS

AHC AH Consulting
CAD Computer Aided Design
CCTV Closed-Circuit Television
CIS Cadaster Information System
CMS Content Management System
CPTAS Computerized Property Tax Administration System
CRLRPS Construction and Related License Registration Information System
CRPRS Cadaster and Real Property Registration System
COBIT Control Objectives for Information Technologies
DBF Database Formation
DAMS Digital Archive Management Information system
DBMS Database Management System
DLOIS Displaced Land Owner Information System
ELADM Ethiopian Land Administration Domain Model
FULLPRIA Federal Urban Land and Land Related Property Registry and
Information Agency
GIS Geographic Information System
GTP Growth and Transformation Plan
HMIS House Management Information System
IBEX Integrated Budget and Expenditure Management system
ICT Information and Communication Technology
ID Identification Number
IFRS Integrated Financial Reporting System
ISO International Organization for Standardization
IULHFMS Integrated Urban Land Holding file management system
LAN Local Area Network
LDMB Land Development and Management Bureau
MUDCo Ministry of Urban Development and Construction
RAD Requirement Analysis Document
RORB Right and Obligation Registry Book
SDD System Design Document
SDLC Software Development Life Cycle
SIMS Store Inventory Management System
SNNPR Southern Nations, Nationalities, and Peoples' Region
SOLA Solution for Open Land Administration
TOGAF Open Group Architecture Framework
TOR Terms of Reference
UIIDP Urban Institutional and Infrastructure Development Program
ULHBRFMS Urban Land Holdings and Basic Revenue File Management
Systems
UPIN Unique Parcel Identification Number
ULGs Urban Local Governments
URPFB Urban Revenue and Project Finance Bureau
URRPO Urban Revenue Reform Project Office
ULGDP Urban Local Governments Development Program
UIIDP Urban Infrastructure and Institutional Development Program
URRTB Urban Revenue Reform Tax bureau
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LIST OF TABLES
Table 1: List of selected cities for the implementation of ULHBRFMS.................................6
Table 2:Sample of cities by region.....................................................................................28
Table 3: Estimated number of files per City.......................................................................30
Table 4: ICT Infrastructure findings...................................................................................31
Table 5: Responsibilities of AHC and MUDCo teams........................................................41
Table 6: Perceived Project Risks and Mitigating Measures...............................................42
LIST OF FIGURES
Figure 1: Summary of project phases..................................................................................9
Figure 2: First type of administrative structure...................................................................29
Figure 3: Second type of administrative Structure.............................................................29
Figure 4: AHC team roles and responsibilities (1st part).....................................................39
Figure 5: AHC team roles and responsibilities (2nd part)....................................................40
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HOLDING AND BASIC MUNICIPAL REVENUE FILING MANAGEMENT SYSTEM AND DATA BASE
FORMATION IN 18 CITIES
INCEPTION REPORT
1 INTRODUCTION
This section provides an introduction and background to the assignment
1.1 Background
Urbanization in Ethiopia is increasing in momentum. It currently stands at 22% (GC
2007 census) and it seems likely that urban population growth rates will increase. To
address the problem of urbanization together with population increase that boost the
demand for infrastructures, Ethiopian urban centres need to make more effective use of
their own revenues. The major source of municipal revenue is revenue derived from
provision of service in relation with urban land and related properties. Most urban
centres in Ethiopia do not have up-to-date, reliable, and integrated municipal revenue
file management systems. In most municipalities across the Country municipal revenue
file records are kept mostly in a paper format. Paper formatted data are stored in
archives being unorganized and duplicated. They are also difficult to retrieve in order to
update files. The data formats used to store the cadastral and real property records as
well as the data models are not consistent to make integration of the items and to get
organized data. On top of this, there is no clear definition of when and which data
format is applicable. The available systems are the government’s Integrated Financial
Reporting System (IFRS) and Integrated Budget and Expenditure Management System
(IBEX) used to register receipt vouchers issued to collect municipal revenues and
reporting the financial performance that has no any useful function to manage municipal
revenues. Because of this data gap cities were not able to know and forecast their
revenue potentials and were not in a position to collect their revenue properly.
A feature of urban land governance in Ethiopia is manifested by lack of secured,

accurate, up-to date, modern and efficient land registration and information systems in
most urban centres. That affects mainly land and property transactions, collecting
revenue and further results in distortion of urban land and property market. There are
no up-to-date maps that provide the required information on urban boundaries, urban
land use and land parcels. Information on technical subject and their existing conditions
is hardly documented and kept updated. Land and property transactions are made
costly and slow due to complicated and time-consuming procedures. Tenures are often
unclear, which can result in significant litigation costs. The lack of land and property
related data both at the regional and federal level is another side of the problem faced
by policy makers. Each of the 18 ULGs are expected to have, on average, 35,000
municipal revenue and/or land holders files. Some of them have started to reorganize
their filing arrangement into block-based shelving.
It is against the above brief background that the Ministry of Urban Development and
Construction under the UIIDP Project is engaging AH Consulting to upgrade and review
the comprehensive computer assisted urban land holding and basic municipal revenue
filing management system and database formation in 18 cities.
1.2 Objective of the assignment

The primary objective of this assignment as provided in the Terms of Reference is to
review and upgrade the Urban Land Holdings and Basic Revenue File Management
System (ULHBRFMS) and Database Formation (DBF) in order to propagate broader
improvement of municipal revenue collection and creation of a municipal database.
1.3 Scope of the assignment

The scope of the assignment will be mainly focused in 18 ULGDP Cities (indicated in
table below) of Ethiopia but its output /the designed system/ is expected to work in a
Country level context. It must be scalable with training and other capacity development
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programs. The adaptation process is expected to be so simple that other cities of the
Country carry it out without difficulty.
The assignment tasks will be executed in five phases:
a. Situation assessment and file management system upgrading;
b. File reorganization, database formation and analysis;
c. Scaling up strategy formulation;
d. Hardware purchase support; and
e. Implementation strategy and knowledge transfer.
Table 1: List of selected cities for the implementation of ULHBRFMS
No. Region City

1. Amhara Bahir Dar
2. Debre Birhan
3. Dessie
4. Gondar
5. Adama
6. Bishoftu
Oromia
7. Jimma
8. Shashemane
9. Sdama Hawassa
10. SNNP ArbaMinch
11. Dilla
12. Sodo
13. Tigray Adigat
14. Axum
15. Mekelle
16. Shire Endaselassie
17. Others Dire Dawa
18. Harar
1.4 Reporting obligations

All the reports and deliverables of this assignment will be submitted to the Bureau
Head, Urban Revenue Reform Tax office and Bureau Head, Urban Revenue
Enhancement Fund Mobilisation and Finance Bureau (UREFMFB). The Urban
Revenue Reform Tax office will manage any technical issues and other day to day
activities as the bureau responsible for the overall coordination and implementation of
this project.
1.5 Project Deliverables

The assignment comprises of the following project deliverables:
i. Inception report
ii. Situation Assessment and File system upgrade
a. Redrafted RAD and SDD
b. Upgraded/New system
c. System Manuals that describe the system features
iii. File Reorganisation, Database Formation and Analysis
a. Parcel identification on digitized map
b. Reorganized files
c. RORB digitized, well organized, secured and accessible user-friendly land
use rights, responsibilities and restrictions database
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d. Data Analysis report

iv. Scaling up strategy
v. Hardware Purchase Support
a. Hardware specifications
b. Procurement support
c. Supervision and quality assurance of hardware installation and
configuration
vi. Implementation Strategy and Knowledge Transfer
a. Implementation strategy and plan
b. System Implementation
c. Training manuals
d. Formal Training
vii. Final report
1.6 Inception Activities

This inception report has been prepared as part of the inception activities, to confirm the
scope of work, approach and methodology and work plan for successful execution of
the assignment. The report specifies the planned activities, the project team, the
findings from the reconnaissance survey and risks and mitigation measures envisaged
during the assignment. The report paves way for execution of the assignment scope of
work.
1.7 Disclaimer
This report is intended for use by the Ministry of Urban Development and Construction,
and any parties it may expressly authorize. The circulation and use of the contents of
this report is therefore limited and any analysis and interpretation of the contents must
be made within the context of the assignment, and the TOR’s.
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2 PROJECT APPROACH AND METHODOLOGY

This section reconfirms the project approach and methodology for the assignment
2.1 Project Approach

The assignment will be guided by the following key considerations:
a. High Focus on key assignment objectives: We understand that the overall

objective of the assignment is to review and upgrade the Urban Land Holdings
and Basic Revenue File Management System (ULHBRFMS) and Database
Formation (DBF) in order to lay foundation for the overall improvement of
municipal revenue collection and creation of the municipal database which will
among others enable revenue potential assessments, improve revenue collection
efficiency, and provide a solution for gap analysis. Our proposed methodology
elaborately responds to the assignment’s objectives.
b. International Best Practices in Systems Review and Implementation: The

ULHBRFMS/ DBF review and implementation is a complex project requiring
integration of different components and activities to achieve the desired project
outcomes especially the organisational culture, the processes, the people and
technology in addition to meeting the needs and demands of different
stakeholders. As a result, we shall apply international best practice standards in
the planned activities. These include frameworks like COBITTM, PMBOK, COSO
and relevant ISO standards like ITSM (20000), IS Security (27000), Network
Security (27033), Risk Management (31010, 31000 and 31100) and Business
Continuity (22300).
c. Participatory and Interactive Engagement: Given the significance of this

project to the Ministry of Urban Development and Construction, the approach and
methodology is premised on the need to ensure effective participation by all
stakeholders to foster knowledge transfer so as to cultivate acceptance, and
eventual ownership of the various deliverables of the project. This requires our
team to engage all stakeholders wherever necessary in order to elicit insights on
the areas of emphasis as we go about the different tasks of the assignment.
Various engagements will also be held with the users of the current IULHFMS to
further understand the system’s current status, system functionality, file
reorganization procedures, as well as challenges, lessons learnt and areas of
improvement, which will enable focused execution of the project, taking these into
consideration, to achieve the desired objectives.
d. Software Development Life Cycle (SDLC) Approaches: Assessment,

Development and Implementation of complex systems such as the ULHBRFMS/
DBF requires adherence to SDLC approaches consistent with implementation of
commercial enterprise systems complemented by adherence to IT service
management standards for a project of this magnitude. These approaches
require rigorous software implementation approaches. The approach will be to
use standard but relevant software development life cycle approaches in light of
the scope of work.
e. Timely completion of the assignment: The approach and methodology is

designed to ensure that the planned activities are completed within the required
timeframe of about 18 months on commencement of the assignment.
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f. Results-orientation: The approach and methodology is designed to ensure that

assignment objectives are fully and completely met without any limitations.
2.2 Technical Approach and Methodology
In this section, we describe the methodology for executing the assignment derived from
our understanding of the context of the objectives in the Terms of Reference and
experience in related assignments. We highlight the technical approach, the
methodologies and the compatibility of those methodologies with the approach
considerations. The diagram below shows the sequencing of the 3 broad stages and 5
sub-stages (Under Project Execution stage) required to execute the assignment:
Figure 1: Summary of project phases
STAGE 1: PROJECT INCEPTION

The project inception activities shall allow us to commence and kick off the project in
preparation for all the phases of the project. This phase will involve the following:
a. Mobilisation of Resources: The project resources, both financial and human

were mobilised at the onset of the project to ensure that the right and proposed
team is on ground to kick start the project.
b. Kick-off Meeting: We held the kick-off meeting with the Ministry’s counterpart
staff on 21st December 2020. This resulted in identification and agreement of key
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stakeholders to engage, project office set up arrangements, operational

procedures, key contact persons, and the scheduling of inception meetings, dates
and time.
c. Setup of project teams and communication channels: As a follow up from the kick-
off meeting, our project team engaged with the counterpart team and had a technical
kick-off (with the aim of having a technical set-up). The kick-off meeting further aimed at
establishing agreed communication channels between the AHC team and the Ministry’s
team.
d. Setup of project office: We set up a project office (Addis Ababa, 22, Town Square
Mall, office no. 604) which will be our centre of communication and liaison with all
project players. This is the place where all physical correspondences to us will be
delivered and from where all project activities will be planned and scheduled.
e. Preliminary Document Review: In order to understand the Country context, sector

policy and institutional issues underlying this assignment and to understand the current
state of the IULHFMS, we undertook an in-depth review of all applicable and relevant
documents (See Appendix I). However, while this activity commenced at inception,
document review will be carried on throughout the assignment.
f. Key Stakeholder Identification: We have obtained an understanding of all the key

ULHBRFMS/ DBF stakeholders who interact with the Ministry and the 18 Implementing
Cities Administrations. We have met with some of the stakeholders and shall continue
meeting all stakeholders with a view of holding discussions with them in order to have a
broader understanding on the data/ information exchanged and other pertinent issues
as appropriate.
g. Undertake Reconnaissance Survey: As part of project inception, we sampled and

undertook a reconnaissance survey in 8 sampled cities so as to establish immediate
priorities and any issues to be noted, findings and relevant issues arising from different
laws and previous studies, understanding of the current state of IULHFMS, assessment
of file organization in the sampled cities. The reconnaissance survey findings shall also
facilitate the discussions to agree on management and coordination matters relating to
the consultant’s interface with MUDCo, the regions and cities, where the work will be
carried out and any relevant parallel activities. Using findings from this survey, we have
redesigned the methodology and approach accordingly and listed outstanding gaps and
challenges, including the list of other urban revenue items that will need to be
incorporated into ULHBRFMS. The findings and preliminary analyses arising from this
task have been added to this Inception report in Appendix III.
h. Project Risk Assessment: We have conducted a risk assessment to determine all

implementation challenges envisaged, in light of the planned activities, timeframes,
budgets and staff allocated to different activities as per the governance structures. The
risk assessment was followed by a comprehensive risk evaluation and identification of
mitigating measures for the identified risks. Where risks have a high likelihood of
crystallisation, they have been assigned to specific persons for follow-up and
management to ensure that they don’t crystallise. A risk matrix (Section 6) has been
added to this inception report.
i. Update of the Work plan, Methodology and Deliverables: As a result of the above
work, we have evaluated the planned methodology taking into account the findings from
the Inception activities and in light of the planned activities under this project.
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As such, we have;
i. Redesigned the methodology and approach accordingly;
ii. Updated the Work plan with key timelines for all activities and planned deliverables.
The Work plan details the work breakdown of the expected project outputs;
iii. Prepared a detailed activity tasks, timelines, risks and reporting structures; and
iv. Assigned responsibilities to the envisaged personnel.
j. Preparation and Submission of Inception Report: We have prepared a draft

inception report and will submit it to the Ministry, receive and incorporate comments and
submit the final inception report. A meeting will be held to present the draft inception
report to the Ministry’s counterpart team, from which we shall obtain comments and
inputs before finalisation and issuance of the final Inception Report and Work Plan.
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STAGE 2 - PROJECT EXECUTION

Following completion of project Inception activities, the next cluster of activities will comprise
situation assessment and file management system upgrading, file reorganization, database
formation and analysis, scaling up of strategies, Hardware purchase support and preparing
an Implementation Strategy and undertaking Knowledge Transfer. Below we provide the
planned tasks to be undertaken in each of the Key scope areas of the assignment:
# Sub-Stage Activities
1. Situation Assessment The tasks under this sub-stage have been split into two
and File Management segments namely Situation Assessment and File
System Upgrading Management System Upgrading.
1.1 Situation Assessment

Primarily, the rationale of this activity is for studying the
current File Management System environment in the
selected cities focusing on business processes, current
system (s) in use and current ICT hardware among others in
preparation for requirements analysis and design
documents redrafting and consequently system Upgrade or
redevelopment.
The tasks under this activity are described in detail below:
a. Requirement Analysis and System Design

documents review: We shall obtain and broadly review
the IULHFMS Requirement Analysis and System Design
documents (RAD and SDD) and in turn determine any
existent gaps therein. Among others, the prime review
focus areas shall be:
 Situation analysis (As-Is study) of the 3 pilot cities as
indicated in the RAD;
 Functional and Non-functional requirements that
informed the design as indicated in the RAD;
 Use case analysis and diagrams as indicated in the
RAD;
 IULHFMS Architecture and solution background in
the SDD; and
 IULHFMS context, deployment, decomposition and
data model views in the SDD.
b. Needs Assessment: In a bid to fully understand the

expectations of the key system stakeholders especially
the previously selected 3 cities of Mekelle, Bahir Dar and
Dire Dawa in the functionality of the ULHBRFMS
systems as well as processes and supporting ICT
infrastructure, the team shall undertake a rapid appraisal
survey, engage and hold discussions with these
stakeholders to gather any additional emerging needs
that need to be considered in updating the ULHBRFMS
RAD and system design documents (SDD). The
following will be done in this activity;
i. Prepare data gathering tools: We shall develop
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data collection tools (questionnaires and checklists)
to guide the information gathering process, with a
goal to extensively tackle all the file management
system key interest areas.
ii. Hold consultative meetings/interviews with

stakeholders: Using the list of stakeholders
identified during the inception phase, we shall obtain
an understanding of the processes/ workflows for all
stakeholders in the selected cities, and specify any
additional information resource needs, non-
automated as well as automated, and how they wish
to have them further addressed by the system. In
addition, the stakeholders from the 3 pilot cities will
describe their experience from interacting with the
existing IULHFMS, specify any gaps or challenges in
using the existing system and any additional
information resource needs and how they wish to
have them further addressed by the system (i.e.
access controls, regulatory requirements,
management information needs and interface
requirements). All findings from this activity shall
inform any required updates to the RAD and SDD.
iii. Undertake analysis of existing IULHFMS system:

Under this task, we shall assess the functionality and
the level of automation of the existing file
management system (IULHFMS). During this
analysis, we shall undertake a structured end to end
review of the deployed system functionality against
the user requirements and system design and
evaluate all functional and technical areas that need
improvement for consideration while updating the
design documents. This will involve conducting
among others system walkthroughs, functional
testing (system testing and sanity testing) and non-
functional testing (performance testing, load testing,
volume testing, scalability testing, recovery testing
and security testing) so as to determine any gaps
that may exist therein for consideration while
updating the requirements analysis and system
design document.
iv. Undertake analysis of existing ICT infrastructure:

We shall assess the overall ICT infrastructure in the
selected cities focusing on among others networking
equipment, computing hardware in terms of servers
and end user computers, system software and
security primarily aimed at determining the adequacy
of this hardware/ infrastructure to effectively support
the current system. In addition, we shall conduct a
compatibility testing in all the 18 cities, including the
3 pilot cities to check if the IULHFMS is compatible
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with the existing hardware and network equipment
with minimum and maximum configuration. All
resulting findings from this task will inform revision of
the technical requirements in the RAD as well as
solution background SDD.
v. Detailed business process/workflow review and

mapping: Under this task, we shall study, review,
analyse and map all the business processes/
workflows gathered from discussions with key
stakeholders in the selected cities and from RAD
document. Further, as part of the process analysis,
all identified “must-be” automated processes shall be
traced back to the functional requirements in the
Requirements Analysis Document (RAD) and in turn
any detected gaps noted for consideration while
updating the System Design Document (SDD) and
RAD. The process analysis shall indicate among
others:
 Description of high-level functions and
distribution of responsibilities;
 Analysis and parameterization of procedures;
 Analysis of fields of all the files to be scanned
and encoded;
 Analysis of information flows and various
reporting requirements. Here, we shall assess
the data requirements and reporting and
analytical capability of the system including its
ability to enable generation of key standard,
adhoc reports and management reports;
 Context diagrams; classification of the key first
level (high level) process maps; and
 Description of high-level processes and flow
charts.
c. Update the Requirements Analysis and System

Design documents: At this point having concluded
all the system assessment tasks, we shall update the
design documents (RAD and SDD) using findings
derived from the assessment to fill gaps in the
existing system by incorporating new requirements
and scaling up demand with best structured system
setup options. The redrafted design documents will
aim to among others consider the following aspects:
 Updated Functional and data requirements in the
RAD describing additional functional needs to be
met by the redesigned system;
 As-Is maps or workflows illustrating the current
processes flow for the selected cities (those that
are using the IULHFMS and those are not using
the system) will be added to the RAD;
 New diagram in the RAD illustrating the existing
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data centre (hardware and network) architecture
of the selected cities;
 Updated Technical requirements in the RAD
specifying the hardware required to run the
redesigned system;
 Updated Architecture background, Solution
background and System Views in the SDD
defining workflow and functional hierarchy
showing the functions to be performed by the
new system, functional networks, an updated
data model of the system, required system
output summary and detailed managerial and
operational reports;
 To-Be process maps that will guide the
upgrade/redevelopment of the ULHBRFMS will
be indicated in the SDD; and
 A final decision on whether to upgrade the
existing IULHFMS or to develop a fully new
system to support all the documented To-Be
processes.
For a better and clearer SDD, we shall reorganise the

document in three key parts as per TOGAF
framework:
 Business architecture: that will define the overall
business strategy, governance, organization,
detailed to-be business processes/ workflows
and the linkages with the operational tasks of
other systems.
 Information system Architecture detailing the
data and application definitions focusing on the
overall system configuration. It will indicate the
system application background, context,
deployment, decomposition and data model
views, use case diagrams, integration design and
output design of the ULHBRFMS.
 Technology and security architecture describing
the requisite ICT hardware and infrastructure,
Data and application services and Networks to
support the ULHBRFMS.
d. Submit updated design Documents: Upon

completing design document update, they (redrafted
RAD and SDD) shall be submitted and presented to
the ministry for review, modification, approval and
endorsement. The next activity of file system
upgrading shall be undertaken in accordance with
the approved design documents.
1.2 File Management System Upgrading/redevelopment

The file management systems will be upgraded or
redeveloped by performing a series of tasks as
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described below:
NB: System Implementation (installation and

configuration), an activity following the system
development shall commence after purchase and
installation of required ICT hardware in the selected
cities to run the upgraded system and has been catered
for under sub-stage 5 – Implementation strategy and
knowledge transfer.
a. System upgrade/redevelopment planning: This

activity will be undertaken prior to undertaking the
intended system upgrade and it will involve the task
below:
i. Develop system upgrade Plan: Based on the

approved revised user requirements and system
design, we shall develop a system upgrade plan
outlining the components of the current file
management system that will be newly developed,
those to be redeveloped or modified to best address
the detected functionality gaps in the previous
phase, specific actions to be taken by the
development team, the development methodology to
be applied and the development tool best preferred
for the upgrade/redevelopment. The upgrade plan
will be discussed with the Ministry for any comments.
b. System Development: At this point having concluded

all the upgrade planning tasks, the development team
shall commence development. This activity has been
segmented into a number of sequential tasks as
described below:
i. Development of system application prototype:

Using an appropriate development tool, we shall
create an interactive prototype of the ULHBRFMS
representing an approximation of characteristics of
the intended system to demonstrate its functionality
to the Ministry and key stakeholders at the Cities and
in turn make necessary modifications to it before the
complete development of the system application. We
understand that when a prototype is demonstrated to
the client, they get a clear understanding and
complete 'feel' of the functionality of the system
significantly reducing the risk of failure, as potential
risks can be identified in early stage and moderation
steps taken quickly. Prototype development shall
undergo a number of iterations until users are
satisfied that it represents the final system desired.
The prototype will consist of:
 Updated/Redesigned main system user
interfaces;
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 Version of the upgraded/redeveloped system that
will perform a limited subset of functions; and
 Illustration of the main functions that will be
included in the upgraded/redeveloped system.
ii. Complete system application development:

Based on the final prototype created, the
development team shall at this point embark on
coding the complete file management system using
the selected development tools following best
practice coding guidelines and standards. The team
will construct appropriate modifications to element
types, forms, templates, integration queries,
interoperable database of the system to ensure
consistency with the redrafted user requirements and
system design. The software code will be compiled
along with other required files and thereafter code
inspection and review to correct and verify any errors
in the software code. At the end of this task, a
ULHBRFMS that meets the defined functional
requirements should be ready to be tested.
Box I
The upgraded file system will among others:
 Enable Land Administration/ Management
offices in rendering services related with land
and buildings, Land titling, land transfer, issuing
building construction permits, property valuation
and property revenue management;
 Enable Land Administration/Management offices
in handling the pre- adjudication required tasks
on time with the required quality; and
 Serve as a history tracking subsystem for the
Land Administration/Management offices and
municipal revenue administering offices.
c. Installation: Following development completion, we

shall undertake thorough planning to ensure that all the
pre-requisites for the successful installation of the
system are met and thereafter install the system.
System Installation shall be done in two phases, the
test/development server installation and the production
server installation after testing.
d. Testing: At this point software testing shall commence

to detect and correct any errors in the newly coded/
upgraded system as well as for users to confirm
conformance of the upgraded system with the set
revised functional requirements as expected. Debugging
will be performed at each testing level iteration. The
tasks in the activity are outlined below:
i. Test preparation and planning: Prior to

undertaking the testing activity, a number of
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preparatory sub-tasks will be undertaken and these
include the following:
 Create a test request form: Any test has to be
documented in advance;
 Develop purpose of test: Developing a
statement of purpose for the test will help to
confirm the goals of the test and determine its
underlying assumptions. The statement will cover
why the test is being performed and its desired
outcome;
 Develop test Instructions: Provide instructions
regarding how the test should be documented
and what (if any) follow up actions are necessary.
This section will further describe how the results
of the test are to be documented, including what
to do if something passes or fails;
 Determine test pre-requisites: We shall note
any required test equipment or services that have
to be run or data required prior to running the
test;
 Develop test procedure: We shall list steps in
the test procedure. This section is the heart of the
test. Documenting the procedure also ensures
that no important steps are left out during the
test;
 Develop Acceptance Criteria: We shall
document the acceptance criteria that will
indicate that the test was passed. The system
acceptance criteria will describe conditions and
standards against which the systems functionality
will be tested to be accepted by the users. The
acceptance criteria will be calibrated from the
functional requirements in the revised RAD;
 Specify participants and
roles/responsibilities: We shall record the
required participants and their roles and
responsibilities during the testing phase;
 Develop a Master Test plan document: This
will indicate the purpose and goals of the testing,
a list of the test items (modules) and their
versions, features to be tested, testing
approach(data approach, scope and levels of
testing), Acceptance criteria, description of
testing environment, testing activity schedule,
roles/responsibilities, testing risks and the
assumptions and dependencies; and
 Develop Test Cases document: This will
indicate list of tests required to be conducted. It
will indicate the test title, test scenarios, test
descriptions, steps and procedure, prerequisites,
actual and expected results and test environment
for each of the tests. The test cases will be in all
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the languages that the system will support.
ii. Submit the master test plan document and test

cases document: Upon completing test preparation
and plan activities, they (master test plan document
and test cases document) shall be submitted to the
ministry for review, modification, approval and
endorsement. The system testing shall be
undertaken after approval of these documents.
iii. Conduct Unit Testing: Under this testing level, each

of the modules will be tested as an individual unit by
the development team to ascertain that each module
is functioning as it should. The main aim of this
endeavour is to determine whether the system
functions as designed. Any detected anomalies in
the upgraded/redeveloped system arising out of
these tests shall be addressed immediately.
iv. Conduct Integration Testing: Following unit tests,

we shall integrate all the modules together and test
them as a group. This testing level is designed to find
interface defects between the modules/functions and
will enable the development team to determine how
efficiently the units are running together.
v. Conduct System Testing: At this instance, we shall

undertake system testing in which the complete
application is tested as a whole. The aim of this level
will be to evaluate whether the system has complied
with all of the outlined functional, technical, and
business requirements and to verify that it meets
international best practices and Quality Standards.
vi. User Acceptance Testing: Upon completion of the

above series of tests, user acceptance testing will be
conducted to determine whether the system is ready
for release. Using the defined user acceptance
testing criteria and test cases, the users of the
system will test the system to find out whether the
application meets their business needs. Tests not
meeting the expected outcomes will be logged into
an action log for resolution and re-work by the
development team. Once this process has been
completed and the software has passed, the system
will then be delivered to production.
e. Commissioning (Go-live): Following testing

completion, jointly with the Ministry we shall commission
the system at the primary data centre. The
commissioning phase is when the system is transitioned
from development and test environments and configured
to become accessible and available for use. City wide
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commissioning in the selected cities shall be undertaken
under sub-stage 5 – Implementation strategy and
knowledge transfer, after hardware purchase.
f. Operational Acceptance Testing: Following the

commissioning of the system across all user entities, we
shall conduct Operational Acceptance Testing along with
the Client, which will enable the verification of whether
the functional and technical performance requirements
are met by the system in use by the End Users. An
Operational Acceptance procedural document will be
developed and utilized to aid this activity.
g. Maintenance and warranty support services: We

shall provide maintenance and warranty support to the
Ministry after commissioning of the system as specified
in the Service Level Agreements. Any issues observed
during this period will be resolved by the development
team.
h. Develop system documentation: On top of the

upgraded system design documents including system
architecture design, logical model design, data model
design and user interface design, we shall also develop
the user guide and training manuals describing
capabilities and characteristics of the
upgraded/redeveloped system and also indicating
descriptive details for users on how to use the upgraded
system. This documentation shall be handed over to the
Ministry together with the systems source code.
i.Reporting: During this phase we shall prepare and

submit monthly progress reports to the Ministry
indicating progress of works, emerging issues (if any),
planned vs actual activities performed, updated list of
risks and mitigation measures, etc.
2. File re-organisation, This sub-stage activities will majorly focus on file re-
Database formation organization in the 18 selected cities and formation of a
and Analysis comprehensive database inclusive of analysis in the
upgraded file management system. The activities will be
undertaken as described below:
a. File re-organization: File re-organization will be

conducted by the team through a series of sequential
tasks as follows:
i. Planning/ Pre-field work: Under this task, we shall

undertake the following activities:
 Selection of teams in each city that will take on
the fieldwork;
 Training of the teams on the fieldwork tasks;
 Sensitization of the habitants of the selected cities
on the ongoing activities. It will be done through
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meetings in woredas or kebeles or through focus
groups. This will make data collection during
fieldwork easier;
 Development of data collection tools; and
 Development of a field work plan including a field
map for each of the selected 18 cities using the
latest digitized area maps produced for legal
Cadaster development purposes.
ii. Undertake Field work: Using the developed field

map, we shall commence the field work activities
focused on tracing the parcels boundaries and
updating the parcel’s owners information that will
expedite the file reorganization process.
iii. Assign UPIN Codes to each parcel: Following the

traced parcels, each kebele in the selected cities
shall be arranged in neighbourhoods and these shall
be used to assign every parcel a new UPIN code,
using the same formats that were used in the 3
piloted cities.
iv. File Re-arrangement: Following fieldwork

completion, we shall, using parcel based field
information, identify paper files for each parcel, re-
label the files by adding the new UPIN code, change
the files and document arrangements from the
existing alphabetic and other form of ordering into
Sub city Woreda and or Kebele block and parcels
and in turn based on the new filing arrangement,
create new file index and keep all files in shelves. In
the piloted cities, we shall rearrange the files that
were not arranged in the previous project and ensure
that the already rearrange files are up-to-date.
All the above tasks shall result into sets of re-organized

files ready for scanning.
b. Document Scanning: Under this activity, a number of

documents from each reorganized file will be scanned
and electronic files created. The activity will entail the
following:
i. Develop a checklist for documents to be

scanned: Based on the data collected and on the
RAD and SDD, we shall review the previously used
checklist in the piloted cities and update it (if there is
need) to be used for scanning files in all the 18cities.
ii. Identify documents for scanning: From each

reorganized file, we shall identify documents to be
scanned (for both the new and old cities) using the
checklist. Such documents will include but not limited
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to land holding certificates, means of land
acquisition, agreements, building permits, rights and
restrictions compensation related and Payment
Receipts, as well as revenue related documents of
the respective revenue offices including payment
receipts of subsequent urban land lease, annual land
rent, property transaction tax, and property tax.
iii. Undertake scanning: Using an appropriate

scanning device, preferably a high-tech document
scanner, we shall scan all the identified files from the
selected cities and link each scanned file to
descriptive attributes such as owner’s information,
ownership rights, restrictions and responsibilities. For
Cities formerly using the file system we shall only
scan and capture the previously missed documents
and update changes in the new system.
iv. Document Indexing and Storage: Following

scanning completion, UPIN folders shall be created
and all the scanned documents will be stored in an
appropriate format and indexed in the upgraded
system. Based on the file index in the upgraded
system, we shall organize the scanned document, in
paper files, folders and shelves and link the paper
files with the computerized archive and the field map.
v. Database Formation: At this point, we shall

undertake formation of databases for the new
system in the selected cities. This will involve
capturing data from the scanned documents and
Rights and Obligation Registry Book (RORB) of the
cities Land Administration/Management offices in an
appropriate storage format in the new cities. For the
three previously piloted cities, we shall capture the
missed items and update new changes and import
the existing relevant data to the new system. All the
relevant data obtained from the land holding
certificates, means of land acquisition, agreements,
cases (if any), building permits, compensation
related data, payment receipts, etc. will be captured
accordingly. For instance, data to be captured from
land holding certificates will include Owners full
name, land holding certificate number, parcel size,
land use and permitted building height. The digitized
data will have a suitable file format for reading and
updating activities of the system, be easily
referenceable, and also suitable for data analysis
activities of the new system.
c. Analysis of data: Following completion of a series of file

re-organization and database formation tasks, we shall
undertake analysis of the newly created database as
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follows:
i. Document comparison: We shall under this task

perform the following:
 Compare documents within a single file to identify
files with all basic documents, missing and
mismatching documents and make
recommendations to address the detected
issues;
 Compare the RORB facts with the relevant file
documents and identify files that have identical
facts with the RORB/ all file data are in line with
RORB, files that have mismatching fields with the
RORB and make recommendations to address
the detected issues; and
 Compare facts with the field map produced at the
file reorganization task and identify any issues
and make recommendations to address the
detected issues.
ii. Analysis report preparation: We shall prepare and

present an analysis report comprising of findings and
recommendations from the analysis. Any comments
arising out of the presented analysis report shall be
duly addressed by the team and a final analysis
report submitted to the client.
3. Scaling up strategies The activities in this stage will aim at defining strategies on
how best the upgraded/redeveloped ULHBRFMS can be
rolled out to all the 117 ULGDP II/ UIIDP implementing
regions and cities and will be undertaken as described
below:
a. Undertake Stakeholder Consultations: For further

enlightenment on the expectations of the key system
stakeholders in terms of the upscaling strategy, the team
shall identify and engage stakeholders through
consultative meetings/ interviews to gather in as much
as possible all the relevant information on the existing
Institutional arrangements and operational framework
environment among others as deemed appropriate. All
relevant findings from the above meetings will be noted
for eventual consideration while developing the strategy.
b. Develop scaling up strategy: Based on findings

gathered from stakeholder consultations and extensive
understanding of the upgraded file management system,
a comprehensive scaling up strategy will be developed.
The strategy will comprise of among others an
Institutional framework, operational framework, capacity
building programs, resource and personnel
requirements, training /capacity building needs, material
resource requirements, challenges and lessons learned
and costs and resource mobilization.
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c. Scaling up strategy presentation: The developed

strategy will be submitted and presented to stakeholders
for any comments through a workshop. Appropriate
revisions to the strategy will be made as per the
comments raised by stakeholders and a final scaling up
strategy submitted for final approval.
4. Hardware Purchase This stage focuses on provision of procurement technical
Support support in the purchase of requisite hardware to support the
upgraded system. It will pertain the following tasks:
a. Develop Hardware Technical Specifications: Based

on the identified technical requirements/ needs in the
situation assessment phase, technical specifications for
all the required hardware at each city will be developed.
In addition to specifications, quantification of all needed
hardware shall be done as part of this activity.
b. Bid document preparation: On the basis of developed

technical specifications, we shall develop a tender
document for the Hardware purchase including
Evaluation Criteria which will be used to solicit bid
applications from interested bidders.
The bid document will include the areas below among
others:
 Bidding forms;
 Instructions to Bidders;
 Hardware Equipment;
 Delivery and Completion Schedule;
 Technical Specifications;
 Drawings
 Detailed Hardware Vendor Evaluation and
Qualification criteria etc.
c. Procurement support: At this point we shall provide all

the required procurement support in selecting the most
eligible bidder. This will include provision of bid
clarifications and any addenda that may arise in the
course of the procurement process and technical support
during evaluation of bids and contracting of best
evaluated hardware supplier.
d. Hardware Inspection: Following contracting of

hardware supplier, the team shall inspect all the
delivered hardware prior to installation to check for
consistence with the defined technical specifications in
the bid.
e. Supervision and Quality Assurance of hardware

Installation: The team will supervise the installation and
configuration of the procured hardware in all the planned
cities to ensure quality and conformance with the best
practice hardware installation methodologies. The
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supervision will be done with the aid of a technical
checklist outlining in detail all the conditions to be met
during hardware installation and configuration for the
hardware final acceptance certificate to be issued at
each site.
5. Implementation Tasks covering development of an implementation strategy
Strategy and for the new system, city-wide system implementation of
Knowledge Transfer selected cities, and knowledge transfer shall be undertaken
at this stage. However, while this sub-stage out rightly points
out knowledge transfer as a major output, the team will
ensure knowledge transfer throughout all the denoted
stages of the assignment. This sub-stage will particularly
entail the following:
a. Development of Implementation Strategy and Plan:

In order to assess the level of effort required to
implement the upgraded/redeveloped system in all the
selected cities, we will prepare an implementation
strategy and plan broadly defining the roadmap for
implementation. The activity will involve the following;
 Appreciation of the general implementation
modalities and existing institutional setup required for
the realization of the new system implementation for
the intended and designed objectives;
 Determination of the key constraints within which the
project is required to operate in order to deliver the
intended objectives;
 Development of critical assumptions within which
implementation will be required to take place;
 Development of an overall work break down
structure required for the successful implementation
of the new system;
 Preparation of a detailed project schedule for all the
implementation activities;
 Assessment of the critical factors for the
implementation of the new system; and
 Identification of the sector changes required to
ensure the successful implementation of the new
system.
The final implementation strategy and plan shall guide

the planned system implementation activities below to
the selected cities.
b. System Implementation: Jointly with the Ministry,

following the approved implementation strategy and
plan, we shall commission the upgraded system in all the
selected cities. As such, the team shall perform the
following tasks in each selected City:
 Installation and Configuration of the system;
 Training of users;
 Commissioning;
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 Operational Acceptance; and
 Handover.
This task shall however be undertaken after finalisation

of database formation and procurement of the required
ICT hardware to run the upgraded system.
c. Knowledge Transfer and Training: The team will

provide information and resources that will assist Staff
with Knowledge Transfer Management efforts and
support realization of efficient and effective results. Our
knowledge transfer processes will be conducted with the
most up-to-date and best practices available on the
market which will also draw from past experiences. From
all the selected cities, the team will train staff in a
number of technical areas using the approach below:
i. Determine Training areas: Through consultations

with stakeholders we shall identify areas where the
planned training will focus. Some of the intended
focus areas include:
 Conducting system requirement analysis, system
design, data modelling, analysing, programming,
system and user documentation, system
functional and usability testing, database
administration, system staging & deployment,
database supervision, maintenance and backups;
 Usage of the developed manuals during file
system upgrade; and
 Technical assistance to staff to enhance their
ability to generate relevant outputs from the
system.
ii. Develop training plan: We shall develop a training

plan defining the appropriate training strategies and
activities required to achieve the desired learning
outcomes in the identified training focus areas. The
training plan will include:
 Training objectives;
 Training scope;
 Training needs assessment;
 Training approach/methods;
 Training roles and responsibilities;
 Training program/curriculum;
 Training roadmap; and
 Training evaluation forms and matrix.
iii. Develop training tools: On the basis of the

identified training areas, we shall develop tools and
training materials which will be used in conducting
the planned formal training.
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iv. Conduct training: Using the developed training
tools, conduct training of staff in the selected cities
focused on the target training areas as per the
developed training plan. Among other approaches,
the training will be implemented using the capacity
building mechanisms below;
 Question and answer sessions;
 Practical demonstrations;
 Groups and/or visual presentations;
 Pre and post session questionnaires; and
 Written exercises.
v. Evaluate training: At the end of each planned

training sessions, we shall evaluate the training
programme by administering training evaluation
forms to the participants and obtain feedback which
feedback will in turn inform future trainings.
STAGE 3: PROJECT CLOSURE

This phase will involve the preparation and submission of the draft final Report for the project
with a summary of the key issues addressed in the course of the assignment. The report will
indicate all outstanding issues requiring the Ministry’s action and recommendations. On
receipt of feedback, the team shall incorporate comments and submit the final report. We
shall then hold a project closure meeting with the Ministry and close the project.
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3 RECONNAISSANCE SURVEY FINDINGS

This section indicates the key findings, gaps, challenges and recommendations that
were identified during the reconnaissance survey.
3.1 Sampled Regions and Cities

In a bid to gather requirements that will in turn form the basis for system design and
upgrade of the ULHBRFMS and the file reorganisation, the execution team visited
regions, cities and sub cities to obtain a detailed understanding of their operations
including current systems used for files management system. Given the need to
execute the assignment in a timely manner, convenience sampling method was used to
select 8 cities out of the 18 selected cities. The table below shows the sampled cities in
each region:
Table 2:Sample of cities by region
Region City Population Distance from Direction from

estimates (2013) Addis Ababa Addis Ababa
Oromia 1. Adama 282,974 100 km East
2. Jimma 155,434 350 km South West
Amhara 3. Bahir Dar 198,909 500 km North West

4. Debre 83,479 120 km North East
Birhan
SNNP 5. ArbaMinch 107,542 500 km South
Sdama 6. Hawassa 225,686 280 km South
Others 7. Harar 112,782 420 km East

8. Dire Dawa 269,134 520 km East
3.2 Key findings

The consultants team held meetings with staff that manage land, revenue and property
related data in all the sampled cities and selected sub cities and analysed the findings
from each city. This sub section indicates an overview of the findings of the
reconnaissance survey.
Note: The sub sections below indicate an overview of the reconnaissance survey
findings. The detailed findings for each sampled city are indicated in Appendix III.
3.2.1 Administration structure

The administration structure of the sampled cities was analysed with a focus on the
personnel that directly handle or have access to land and revenue related data. Two
Administrative Structures were observed in the sampled cities as indicated in the
figures below:
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Figure 2: First type of administrative structure
Land
Management
team
Cadaster team
Municipal Head of
Service Manager
City Mayor
Departments
Deputy Mayor Finance and

Woredas and
Revenue team
Sub cities
Kebeles
ICT team
This administrative structure is found in 6 cities (Adama, Arbaminch, Bahir Dar, Debre
Birhan, Hawassa and Jimma). These cities that are not independent, there are under
different regions.
Figure 3: Second type of administrative Structure
Land Management/
Head of departments
Administration team
Head of City
Administration
President
Woredas and Kebeles ICT Team
Revenue Authority
GIS and Archive
Team
This administrative structure is found in 2 cities (Dire Dawa and Harar), the
independent cities.
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3.2.2 Information systems in use

The reconnaissance survey in the 8 sampled cities indicated the following findings in
relation to the systems in use:
i. The IULHFMS developed and implemented by FINMAP and AFRICOM is no

longer operational in the two pilot cities i.e. Bahir Dar and Dire Dawa. This is
attributed to the following reasons:
a. Lack of key features in the system;
b. Lack of enforcement of the utilisation of the system; and
c. Unavailability of trained users in the two cities to provide support and
maintenance to other users.
ii. One of the pilot cities (Dire Dawa) replaced the IULHFMS with Cadaster
Information System (CIS) and has developed other additional information
systems to support the key processes of the city administration office (see
detailed information in Appendix III), whereas the other pilot city (Bahir Dar) is
currently using Microsoft excel to store land files data.
iii. It is unknown if the IULHFMS is still operational in the third pilot city (Mekelle). It
wasn’t possible to conduct a reconnaissance survey in this due political unrest
and it wasn’t possible to use web conferencing due to the internet cut-off in the
region.
iv. Currently, 4 out of the 8 sampled cities operate a fully paper based manual filing
system.
v. The rest of the 4 sampled cities have some digitalized systems obtained from
different sources, however, none of these systems exhaustively address the key
ULHBRFMS requirements.
3.2.3 Files organisation

The reconnaissance survey indicated the following findings in relation to file
organisation:
i. All cities administration land files are stored in the archives rooms. The files are
organised and arranged in shelves according to individual title and in the order of
their registration. (See table 2)
ii. Each file has a unique parcel identification number (UPIN). The UPIN are used to
make reference to the archived files.
iii. It was observed that 7 out of 8 cities are using the Microsoft excel sheets for
keeping records of some land files that are stored in the shelves. To search for a
file, its number is first obtained from the Microsoft excel register sheet. The file
number is then used to locate the file in the archive room. Hawassa is currently
not using any software files.
iv. Six out of eight don’t know the exact number of files they currently have. Only
Adama and Jimma have a known number of files.
v. The following cities have a number of land files that have been scanned and
encoded:
a. Adama;
b. Dire Dawa;
c. Harar; and
d. Jimma.
Table 3: Estimated number of files per City
No. City Category Total

Shelves Softcopies Geodatabases
(scanned Copies)
1. Adama 120,000 13,000 45,000 178,000
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No. City Category Total

Shelves Softcopies Geodatabases
(scanned Copies)
2. Arbaminch Unknown Unknown Unknown -
3. Bahir Dar 32,000 Unknown Unknown 32,000
4. Debre 25,000 600 Unknown
Birhan 25,600
5. Dire Dawa Unknown 50,000 Unknown -
6. Harar 50,000 10,000 Unknown 60,000
7. Hawassa 47,700 Unknown Unknown 47,700
8. Jimma 25,000 20,000 43,000 88,000
3.2.4 ICT Infrastructure

The survey observed the ICT infrastructure according to the presence of the following;
Datacentre/Server room, Servers, Local Area Network, Desktop Computers, Laptops,
Internet access and Trained ICT staff.
It was noted that the ICT infrastructure in all the sampled cities is lacking some key
components. It was also noted that some cities currently have no ICT infrastructure as
indicated in table 3 below:
Table 4: ICT Infrastructure findings
City Data Servers LAN Desktop Laptop Internet ICT

centre staff
Adama Yes 4 Yes 20 5 Yes 1
Arbaminch No 0 No 3 0 No 1
Barhir Dar No 0 No 1 0 No 2
Debre No 0 Yes 1 0 No 2
Birhan
Dire Dawa Yes 3 Yes 100+ 50 No 3
Harar Yes 1 Yes 5 0 No 2
Hawasa No 0 No 3 0 No 0
Jimma No 0 No 3 0 No 0
Note: The detailed findings in relation to the ICT infrastructure are in Appendix III.
3.3 Gaps or Challenges

The reconnaissance survey showed the following gaps and challenges:
i. Land file management systems are predominantly manual, in all the sampled
regions and cities, with the exception of one city (Dire Dawa) that has made efforts
to develop in-house systems. This makes registration and retrieval of land related
data hectic, inefficient and time-consuming.
ii. The exchange of land related information with appropriate stakeholders such as
banks and the judicial bodies is very difficult since one must walk in to the land
office to do inquiries then wait for the teams on ground to carryout physical search
for the needed information which makes the process tedious.
iii. Paper files and filing cabins are the dominant mode of file management in all the
visited land offices in the sampled cities.
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iv. There is land revenue loss in most cities since the revenue authorities are
independent of the land management authorities and there is no revenue collection
system in place to keep track of all land fees defaulters.
v. Most of the available computerised systems are desktop applications which will
require special training for one to install and use, with immense hours of technical
support. In addition, the systems cannot be accessed outside the office premises.
vi. In most cities, the land files stored on computers are generally independent of
each other due to the fact that the computers themselves are standalone with no
network infrastructure in place, to facilitate a centralized system.
vii. There is lack of basic IT equipment such as laptops or desktops for the staff in
some cities, leading to fully manual operations.
viii. There is no internet in 7 out of the 8 cities. This is a challenge because these cities
can’t access distributed systems or web-based systems.
ix. There is a challenge with merging and in some cases integration of the multiple
independent systems which perform similar or related tasks to harmonize the
whole land file management process.
x. There is general lack of documentation as well as sensitisation for the utilisation of
available systems and enforcement by the city management.
xi. The existing rooms dedicated as data centres are not up to standard, with most
basic essentials not in place, including but not limited to security, access control,
recovery centres, cooling systems and fire suppression.
xii. The paper piles are in danger of a fire outbreak due to lack of fire suppression
systems in the cities’ archive rooms.
3.4 Recommendations
Based on the findings, the identified gaps and challenges, we recommend the
following:
i. There is a need to have all land paper files in the cities scanned, digitised and
interlinked with the GIS records to harmonize access to land information.
ii. There should be a consolidated land and revenue management system that
supports the following key processes:
a. Land Inventory Management;
b. Computerized Land Titles with Security Features;
c. Application of Land Submissions;
d. Direct scanning and attachment of land files to the land encoded data;
e. General land administration and management reporting;
f. Data Collection;
g. Billing and raising demand notes;
h. Receipting of funds from Clients;
i. Statements and Ledgers updating; and
j. Generate Revenue Reports (Daily, Weekly, Monthly, Quarterly and
Annually).
iii. There should be an upgrade of the ICT infrastructure in the cities that already have
and existing infrastructure and a setup of ICT infrastructure in the cities with no
existing infrastructure.
iv. There is need to expand internet coverage to the administration offices of all cities
in order to leverage the advantages of distributed systems as well as making the
existing systems publicly accessible.
v. All staff that deal in the land and revenue related data, should have access to a
computer.
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vi. The cities should organize periodic refresher training for their staff on key ICT
areas.
vii. The land files archive rooms in all cities should have restricted access and have
fire suppression systems.
3.4.1 Municipal revenue items

Based on the reconnaissance survey findings, we propose the following municipal
revenue items to be supported by the ULHBRFMS:
i. Lease Application fees;

ii. Rent of government properties;
iii. Injunction Fees;
iv. Mortgage Fess;
v. Leases ( Annual fees and Renewal Fees);
vi. Building and Construction Permit Fees;
vii. Land Valuation Fee;
viii. Cadaster Fees;
ix. Land Search Fees;
x. Condominium Fees;
xi. Land Title Processing Fees;
xii. Sale of Land Fees ;
xiii. Bidding Fees; and
xiv. Land Transfer Fees.
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4 WORK PLAN
This section provides the detailed scheduling considerations, the project plan and the
mechanisms for the achievement of the planned and scheduled activities.
4.1 Scheduling Considerations and Methodology

The project work plan is premised on the following:
a. Availability of Relevant Stakeholders

The assignment involves highly interactive sessions with key stakeholders. The
project plan assumes that key stakeholders will be available for the provision of any
input required for preparation of the required deliverables. It is equally important
that the Urban Revenue Reform Tax bureau (URRTB) team coordinating the
assignment with the AHC team is available for timely discussions of emerging
issues and feedback to enable the finalization of the assignment.
b. Timely Availability of the Required Documentation

The timely completion of the assignment requires availability of the key
documentation for use by the AHC Team. While these documents will not hold the
completion of the field work, it is important that they are all received during the
synthesis phase to allow the preparation and completion of the project report.
c. Timely Review of Draft Deliverables

The plan assumes that URRTB will not exceed 5 working days to review draft
deliverables that will have been submitted.
d. Project Duration
The overall duration is planned not to exceed 31st July 2022. Any savings in
completion of the assignment will be translated into early completion of the project.
Timely review of all assignment reports will be critical in ensuring timely completion
of the project
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4.2 Project Workplan
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5 PROJECT TEAM AND RESPONSIBILITIES
This section details the project team member roles and responsibilities.
5.1 Project Team

The Figures below shows the roles and responsibilities of the AHC team.
Figure 4: AHC team roles and responsibilities (1st part)
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Figure 5: AHC team roles and responsibilities (2nd part)
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5.2 Responsibilities
For the effective execution of the planned project activities, the following shall be the
responsibilities of AHC and MUDCo.
Table 5: Responsibilities of AHC and MUDCo teams
Entity Responsibilities
AHC i. Coordinate the execution of the assignment in line with the

project plan and manage the team;
ii. Apply the methodology so as to ensure the outputs are in line
with MUDCo’s expectations;
iii. Use the project plan to execute and control the project;
iv. Ensure timely preparation and submission of deliverables and
other information for decision making by MUDCo;
v. Ensure high quality deliverables; and
vi. Provide qualified backstopping staff in a timely manner where
necessary so as not to delay the execution of the assignment
and compromise the quality of deliverables.
MUDCo i. Provide documentation and information relevant to the project

in a timely manner;
ii. Coordinating meetings with all key stakeholders who are
expected to provide information to the AHC Team for execution
of the planned tasks;
iii. Timely approval of reports and other deliverables submitted for
review;
iv. Timely intervention in resolution of project issues to enable the
smooth execution of the planned tasks;
v. Providing contact information such as telephone numbers, e-
mail addresses and introductory letters where necessary; and
vii. Provide all logistical requirements to ensure that the team can
complete the assignment without any hindrance.
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6 RISK AND MITIGATION MEASURES

This section presents the envisaged project risks and mitigating measures in case they
crystallize. Whereas we do not envisage any serious risks and difficulties in the
execution of this assignment, the perceived risks and mitigation measures are as
follows.
Table 6: Perceived Project Risks and Mitigating Measures
No Risk Impact Mitigation Measures Responsibility

.
1. Delays in obtaining Medium Weekly review AHC, MUDCo
data and information meetings where
required to undertake appropriate to
the assignment in a discuss progress and
timely manner. take any corrective
action.
2. The COVID -19 High Make use of remote AH Project
pandemic has greatly communication, and Director with
affected the way meeting technology Permission from
businesses are for meetings and MUDCo
conducted. We may fail presentations, and
to access information, use softcopies of
fail to meet and fail to documents.
hold the planned
validation workshop
3. Delays in submission of Low Compliance with AHC
reports and other agreed plan and
deliverables scheduling of
planned activities
4. Delays in approving Low Compliance with the MUDCo
Reports to enable the contractual provision
completion of the of approving reports
assignment on time. within the agreed
timeframe.
5. Unavailability and/or Medium Confirmation of MUDCo, AHC
non-cooperation of Key availability should be
Personnel sought before the
project execution
commences.
6. The project execution Low An Approved Project AHC, MUDCo
deviates from Terms of plan should be in
Reference of the place before start of
assignment. project execution.
7. Work not being Low Adoption of schedule AHC
completed as planned compression
in a timely manner and techniques including
not completing the fast-tracking and
deliverables as crashing
planned.
8. Inadequate data Low Deploying AHC
collection in the experienced staff and
fieldwork using working papers
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No Risk Impact Mitigation Measures Responsibility

.
and data collection
tools
9. Ineffective Low Appointment of a AHC, MUDCo
communication permanent
between the consultant coordinator from both
and the client the client and the
consultant
Risk management is part of our proactive process of internal quality assurance that
provides for continued quality management throughout the entire project
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APPENDICES
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Appendix I: List of documents reviewed

1. IULHFMS Requirements Analysis Document
2. IULHFMS System Design Document
3. IULHFMS Operational Manual
4. IULHFMS Terms of Reference
Appendix II: List of required documents

1. IULHFMS Database system manual
2. IULHFMS implementation report/manual
3. IULHFMS user manual
4. IULHFMS system code
5. IULHFMS Technical guide
6. LADM of international standard
7. ELADM document (MUDCo, 2015)
8. ELADM manual of Ethiopia
9. Urban Real property adjudication & registration directive, 10/12/14
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Appendix III: Detailed Reconnaissance Survey Findings
No City Category Findings

.
1. Adama Administration i. Adama City has 6 Sub cities and 18 Kebeles
Structure ii. The Regional office for Adama (Oromia Regional Office) is in Addis Ababa.
iii. The City administration office has the following departments:
 Land Administration and Utilization;
 Cadaster;
 Legal,
 Finance;
 Archive; and
 ICT.
iv. There is an overall Head of the City Office supported by Department Heads.
v. The ICT Department has two persons headed by a GIS personnel and System
Administration.
Systems in use The systems currently in use are:
i. National Property Registration System – NPRS for land management
ii. GIS v10.4 for generating land parcels
iii. AutoCAD v2017 for managing land parcels
iv. Microsoft office applications mainly: Ms Excel for recording files stored in the archives
and Ms Word for document preparation such as land bid documents, certificate
templates
Files organisation i. The number of files at the City is estimated to 178,000 files
ii. The estimated number of files stored are as follows:
 Shelves: 120,000 files
 Softcopy: 13,000 files (only 1,000 are fully digitised)
 GIS Database: 45,000 files
iii. The hard copy files are well organised in shelves and managed by the Archive
officers.
iv. A file register is available both as excel sheet and a hard copy book.
v. Data used for mapping purposes is kept in file geodatabases.
ICT Infrastructure i. The city administration’s ICT infrastructure comprises of the following items:
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 LAN for 20 Desktop Computers and 5 Laptop Computers;
 2 Switches (Switch Cisco Catalyst 2960);
 1 Router;
 DELL Power Edge R710;
 HP ProLiant DL380;
 DELL power Edge R930;
 SAN – Storage Area Network;
 Modem with 6 MB/s which is fibre broadband;
 3 Wireless Access points (WAP TP Link WR941ND);
 3 servers hosting NPRS and used for data storage;
ii. The server room is a locked room with key and only limited number of IT staff have
access to it.
iii. The data centre has no steel greed and no air conditioning
Gaps and Challenges i. Most of the land files are stored in the shelves, not scanned and digitized, making it
hard to access some information in the files.
ii. There is difficulty in assessing and billing defaulters.
iii. The systems currently in use are not interfaced and this leads to inconsistent data.
iv. There is inadequate user training on key applications.
v. Land Holding Certificates are issued manually and have to be entered into the NPRS
and this leads to errors.
vi. There is lack of revenue collection system.
vii. The server room is below standard, lacks basic requirements including cooling,
firewalls, false floor, security and humidity control.
viii. There are inadequate facilities such as transport to the field for data collection,
leading to lack of updated information.
Recommendations i. There should a system that allows digital access of files without requiring manual
reference to the archive,
ii. There is need to have all the systems integrated such that they can share key
information, the integrated system should support all key processes in relation to the
land files and revenue.
iii. The server room should be upgraded to include all missing key components.
iv. The city administration office should organize periodic refresher training for staff on
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key ICT areas.
v. There should be sensitisation about the need and benefits for computerised land
holding management system to gain support and improve revenue collections.
vi. The land files should be kept in more secure place.
7. Arbaminch Administration Arbaminch city has 7 kebeles. It doesn’t have sub cities and woredas. It is an
Structure independent city with no regional office
The city administration office has 6 departments as follows:
 Urban land administration and management;
 Land management registry;
 Housing and development;
 Urban development and community participation;
 Construction; and
 Land plan preparation and implementation.
The land plan preparation and implementation department has three (3) units or core
processes.
 Land preparation and redevelopment
 Land provision and transaction
 Land holding and management
There is an overall Head of the City Administration Office. Every department has a
department Head (Manager) while every unit is headed by a coordinator.
The urban land administration and management has 10 technical officers in the following
positions.
 GIS
 Archives
 Human Resource
 Land administration
There are 2 GIS experts at the city’s office.
Systems in use i. The city administration office is using a manual system for land administration and
management.
ii. There is no system for revenue management since the municipal office has not been
collecting revenue.
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iii. The systems currently in use are:
 ArcGIS for generating land parcels
 AutoCAD for managing land parcels
 Microsoft office applications mainly: Ms Excel for recording files stored in the
archives and Ms Word for document preparation such as land bid documents,
certificate templates
Files organisation i. The exact number of land files at the city administration is unknown.
ii. The actual number of registry books is unknown. However, there is one registry book
that is currently being used.
iii. All files are stored in hard copy and kept in shelves for reference. PIN is used to
identify the files
iv. Parcels are given a PIN with the following format:
City/Sub city/Kebele/Land use/Parcel-Number

Example of parcel number: ASDR 155
A – Arbaminch
S – Sikarre sub city
D – Dilfan (Kebele)
R – Residential
155 – Parcel number
ICT Infrastructure There is no ICT infrastructure in place. Only standalone desktop computers exist
Gaps and Challenges i. The excel files are stored on different computers and can easily be modified without
notice and be corrupted by computer viruses and human errors.
ii. There is difficulty in accessing files kept in the shelves
iii. There is difficulty in formal communication between external and internal
stakeholders
iv. The city administration office has no ICT infrastructure and internet connection
v. Inadequate skills amongst staff to use some of the software and ICT skills.
vi. There is inadequate staffing in all departments.
vii. There is inadequate communication and collaboration internally and to stakeholders
on land related matters.
viii. There is use of manual processes such as land bid evaluation, lease administration
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and land valuation, leading to inaccessibility of some information, inadequate
reporting, and errors in data and files.
Recommendations i. The manual system should be automated so as to have a central file administration
and management to ensure file integrity.
ii. There is need for digitization of all files and encode parcel numbers for easy
reference and access.
iii. ICT infrastructure needs to be put in place for ease of systems implementation and
access for easy collaboration
iv. The city administration office should be connected with a reliable internet connection.
v. There should be periodic targeted staff training for skills upgrade in the respective
departments.
13. Bahir Dar Administration i. The Bahir dar has a total number of 6 sub cities
Structure ii. The city administration office follows the hierarchy below:
 Head of the Municipality;
 Vice Head of the Municipality;
 Directors of the Departments; and
 Experts in the different departments.
Systems in use i. Bahir Dar is one of the pilot cities for IULHFMS, however this system is currently not
in use by the city and sub cities offices due a decision that was made by court after
the system was hacked into and used in a fraud case.
ii. The city is currently using paper-based filing system supported by Microsoft excel
register.
Files organisation i. The exact number of land files is unknown.
ii. The files are organized in shelves according to an individual title and in the order of
their registration.
iii. Each file has a unique number based on the land’s location.
iv. Groups of about 10 files are clustered together in the box files. Each box file is
labelled according to the files it contains in their order.
v. The box files are arranged and organised in a room in the order of numbering.
vi. To search for a file, its number is first obtained from the Microsoft excel register sheet
that contains all the information of approximately 32000 files put in safekeeping in the
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storage rooms.
ICT Infrastructure i. At Astetewodnos and Dagmawi Manilike Subcity, there is one desktop computer at
each of the land offices.
ii. There is no internet access or LAN setup.
iii. Each of the sub cities have 2 staff. These staff are not ICT professionals.
iv. They have a good understanding of the manual processes of filing and searching for
records.
Gaps and Challenges i. The system is manual leading to inadequate data storage and access.
ii. There is difficulty in sharing information with other stakeholders such as sharing
information between the sub cities and the city administration office.
iii. There is no backup the data and files.
iv. The paper piles are in danger of a fire outbreak due to lack of fire suppression
systems in the cities in the archive rooms.
v. There is no GIS mapping done for the land in some of the sub cities.
vi. Land revenue information is not linked to the land administration operations.
Recommendations i. There should be automation of processes with a secure file management system.
ii. The stored files should be scanned and encoded.
iii. There is need for installation of a Network infrastructure with internet connection in all
sub cities.
iv. There is need to have the GIS information of all the land digitized and linked with the
register and file record.
19. Debre Birhan Administration i. The city administration is structured as below;

Structure  Zone;
 Mayor;
 Manager; and
 Department officer
Systems in use The city is currently using paper-based filing system supported by Microsoft excel register.
Files organisation i. The city has an estimate of 25,000 land files.
ii. The files are organized in shelves according to an individual title and in the order of
their registration.
iii. Each file has a unique number based on the location of the land.
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iv. They city has started digitizing the file records by scanning all the documents. About
600 files have been scanned.
v. The land has been mapped out and captured in GIS software. Land allocation can be
traced on the system.
vi. Groups of about 10 files are clustered together in the box files. Each box file is
labelled according to the files it contains in their order.
vii. The box files are arranged and organised in a room in the order of numbering.
viii. To search for a file, its number is first obtained from the Microsoft excel register
sheet. The file number is then used to locate the file in the storage room.
ix. The actual number of registry books is unknown. However, there is one registry book
that is currently being used.
ICT Infrastructure i. There is one desktop computer for each of the land offices. The land office has a
surveyor expert, GIS expert, DBMS expert, CMS expert, Registration expert.
ii. There is no internet access or LAN setup. They are in a new building where LAN
infrastructure is being setup.
iii. Internet and server infrastructure are in plan to be setup.
Gaps and Challenges i. The land files processing system is manual and not linked to the GIS. The scanned
documents are not connected to the GIS records.
ii. With the use of manual system, sharing of information with other stakeholders such
as the regional and the federal offices is ineffective.
iii. The paper piles are in danger of a fire outbreak, there are no fire extinguishers in the
room where files are stored.
iv. Land revenue information is not linked to the land administration operations.
Recommendations i. There should be automation of processes with a secure file management system.
ii. An appropriate naming of scanned files should be adopted by the city.
iii. The stored files should be scanned and encoded.
iv. There is need for installation of a network infrastructure with internet connection
v. There is need to have the GIS information of all the land digitized and linked with the
register and file record.
25. Dire Dawa Administration i. The Dire Dawa city has 9 kebeles. It doesn’t have sub cities and woredas. It is an
Structure independent city with no regional office.
ii. The city administration office has the following departments:
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 Land Administration;
 Revenue Collection;
 Finance;
 Archive; and
 ICT.
iii. There is an overall Head of the City Administration Office. Every department has a
department Head (Director).
iv. The ICT department has two sections (network and database administration) with a
total of 8 positions, however only three positions are filled.
v. There are 3 GIS experts at the city’s office.
Systems in use i. The city administration office has a total of 8 information systems:
 Integrated Urban Land Holding File Management System (IULHFMS) developed
by FINMAP and AFRICOM;
 Cadaster Information System (CIS) developed by INTPAS;
 Lease Holding System developed by Bahir Dar University;
 Lease Bid System developed internally by the ICT department;
 Displaced Land Owner Information System (DLOIS) developed internally by the
ICT department;
 Store Inventory Management System (SIMS) developed internally by the ICT
department;
 Construction and Related Licence Registration Information System (CRLRPS)
developed internally by the ICT department; and
 House Management Information System (HMIS) developed internally by the ICT
department.
ii. Some of the systems are not currently in use, such as:
 SIMS, HMIS, DLOIS and CRLRPS: The implementation of these systems was
completed and the users were trained. However there haven’t been enough
enforcement for the utilisation of the system.
 IULHFMS is not being used due to some issues/bugs in the system, lack of key
features and unavailability of trained users to provide support and maintenance.
The system was replaced by CIS and DAMS which were found to be more user-
friendly.
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.
iii. The CIS system has the following sub systems:
 Digital Archive Management Information system (DAMS);
 GIS; and
 Property Valuation System.
iv. The CIS had an estimate of 100 – 150 active users.
v. One of the subsystems of the CIS is web-based, whereas all the two other
subsystems and all the other systems (7) are desktop-based systems.
vi. All the 8 systems and their databases are installed on the server at the city
administration data centre.
vii. For the 7 desktop-based systems, a client version is installed on every user’s
computer to allow access of the application and the database on the server.
Files organisation i. The exact number of land files at the city administration is unknown.
ii. All files are arranged in shelves. The shelves are in two categories: The first category
contains the files that have been scanned and encoded and the other category is for
the files that haven’t been scanned yet.
iii. An approximate of 50,000 files has been scanned.
iv. The city has no registry books.
ICT Infrastructure i. There is a working LAN that supports over 200 Desktops and 50 laptops. LAN
trunking still ongoing for expansion.
ii. The available LAN is comprised of 5 switches (3 Cisco and 2 D-Link) and 2 CISCO
Routers
iii. Their data centre is located in the office basement, it is air conditioned, with lockable
door and access restricted to ICT staff.
iv. The city office building is secured with fulltime CCTV coverage.
Gaps and Challenges i. There are many systems that are not integrated or interfacing, thus making
information sharing inefficient.
ii. There is lack of sensitisation for the utilisation of available systems ad enforcement
by the city management.
iii. There is lack of key documentation of the existing systems.
iv. The city administration has started using a new building that has unstable power and
with no generator.
v. There is inadequate staffing in the ICT department.
Recommendations i. The city management should sensitise the staff to use the available systems and
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reduce the manual processes.
ii. The city administration should recruit IT experts to work with the available ICT team in
the support and maintenance of the systems.
iii. All land and revenue related files should be scanned and encoded for easier access.
iv. The existing systems should be integrated or interfaced to be able to share some
information.
31. Harar Administration i. The Harar city has 9 Woredas (3 urban and 6 rural) and 19 Kebeles. It is an
Structure independent city with no regional office
ii. Each woreda has an office and a focal person for urban development and
construction.
iii. The city administration office has the following departments:
 Land management;
 Land inventory and registration;
 Building permit;
 Urban planning; and
 ICT Department (including GIS).
iv. There is a representative of the revenue authority at the city administration’s office, in
charge of collecting land related revenue.
v. The land management department has a total of 84 staff.
vi. The land inventory and registration department has a total of 52 staff.
vii. The revenue authority office has a team in charge of collecting revenue and a team in
charge of following up the tax payers in arrears.
viii. The city has an approximate population of 250,000.
Systems in use i. The city is currently using one system: Digital Archive Management Information
system (DAMS) that was developed by INTAPS.
ii. The DAMS system has four users.
iii. The revenue related data is captured in the SIGTAS that is used by the revenue
authority.
iv. They were using this system to store the scanned files; however the system has now
crashed.
v. All the other processes of the city administration office are manual.
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Files organisation i. The city has an estimated total number of land files of 60,000.
ii. Most of the files are paper-based, not scanned.
iii. They have put a team in place for scanning the land files. Currently the team has
scanned an estimate of 10,000
iv. The files are arranged in shelves per kebele.
v. The city has 9 registry books, not scanned or encoded.
vi. The land files scanning process is undertaken by the land inventory and registration
department
vii. The team in charge of scanning the files has 4 persons in charge of data collection
and 2 in charge of data encoding.
ICT Infrastructure i. Harar has a working LAN that is comprised of 1 windows server 1 router and 6
Desktops computers both the server and the archives use the same room.
ii. Only the staff members working in the archive room have access to a computer,
every other staff member doesn’t have access to a desktop or a laptop.
Gaps and Challenges i. There is need to update the scanned files.
ii. All land-related processes at the city administration office are manual, leading to
inefficient data storage and accessibility.
iii. The existing land files are not easily accessible, since they are paper-based.
iv. There is no ease in the accessibility of key information such as owners details from
land files due to lack of digitisation and inactive file management system.
v. The city administration and revenue authority don’t have any integrated system of
exchanging shareable information such as land owner and land use information.
vi. There is lack of basic IT equipment such as laptops or desktops for the staff.
Recommendations i. All land related files should be scanned and encoded for easier access.
ii. There should be a system for storing all land-related information of the City.
iii. Each staff member should have access to a computer.
37. Hawassa Administration i. Hawassa City lies in the Sadama Region and has 8 Sub Cities, namely: Tabor,
Structure Minaheria, Minisiraki, Mehal, Hayk-dar, Tulla, Addis Ketema and Bahirie adarash.
ii. The City Administration is headed by a Mayor and a Deputy Mayor.
iii. The revenue Department is composed of the following sections:
 Sale of Parcel Section;
 Building Section; and
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 Leasing Section.
iv. The development and construction Department is composed of the following
sections:
 Bidding / Procurement;
 Land Preparation and Supply;
 Land Holding and Dispute Resolution;
 Land Registration and Planning;
 Housing Development and Management; and
 Infrastructure Provision and Greening.
v. There is no ICT Department.
The team visited one of the sub cities (Tabor Sub City) and below is there structure.
vi. The sub city has 7 Departments:
 Law Development
 House Development and Supply
 Infrastructure Provision
 Construction / Supervision and Development.
 Community Development Participation
 Cadastre Department
 Sanitation and Greening
Systems in use The city currently has no computerised information system. All processes are manual.
Files organisation i. The exact number of land files is unknown because the filing and data management
manual System is very inefficient and it is not easy to access the information.
ii. Number of Files: 47,700. (Illegal files under process 29,700 and Legal Files 18,000).
iii. Tabor Sub City has a total 30,000 Legal Files
ICT Infrastructure i. The ICT infrastructure is non-existent.
ii. The staff members don’t have computers for use and there is no local network.
iii. There is internet connectivity, but it is weak.
Gaps and Challenges i. There is lack of Land Inventory System.
ii. The manual system used for storing the land files is ineffective in record retrieval and
data management and it is labour intensive.
iii. There are no cabinet files, paper files are kept on the floor on top of each other.
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iv. Tabor Sub City: There is poor environment and lack of working space and low staffing
levels.
Recommendations i. The city should adopt a computerised Land Inventory Management System and a
system to collect and maintain accurate data on Sale of Land, Building Permits,
Leasing fees and other fees. The system should be able to store all land related and
revenue related information.
ii. Tabor Sub City: In addition to the above , the sub city needs adequate staffing and
office space for operations.
43. Jimma Administration i. Jimma City has 3 Sub cities, 13 urban Kebeles and 4 rural kebeles. It has 1 Regional
Structure Office – Oromia located in Addis Ababa
ii. The City administration office has the following departments:
 Land Administration and Utilization;
 Cadaster;
 Legal,
 Finance;
 Archive; and
 ICT.
iii. There is an overall Head of the City Office supported by Department Heads.
iv. The ICT Department has two persons namely the GIS Officer who doubles as the
Head ICT Department and the System Administrator.
Systems in use i. Jimma City Administration office has a total of 3 information systems:
 SOLA (Solution for Open Land Administration);
 GIS (Geographical Information System); and
 MS Office operations mainly MS Excel used to Register File Records (replaced
the Registry Book)
ii. All the 3 systems are currently in use
Files organisation i. The exact number of land files at the city administration is estimated to be 88,000
stored as follows:
 Shelves: 25,000 files,
 Softcopy: 20,000 files, and
 GIS Geodatabase: 43,000 files.
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ii. The city has no registry books
ICT Infrastructure i. There is no local network.
ii. The city has no server room.
iii.There is an internet connection at the speed of 2 mbs.
iv. There are 3 Desktop Computers working independently.
Gaps and Challenges i. There is lack of network systems to enable quick access to information when needed.
ii. There is inadequate space for file storage and the stored files are not secure.
iii. There is lack of a backup system for the stored files.
iv. There is inadequate staffing in the ICT department.
v. The system is not user friendly since file search is manually done in the computer and
the File Archives.
vi. The migration of spatial data is time consuming,
vii. There is lack of adequate resources to collect, analyse and store information –
manpower, computers and literacy.
Recommendations i. There should be an Integrated File Management System to support all land related
and revenue information.
ii. All land related files should be scanned and encoded for easier access.
iii. There is need for a refresher training for staff in file management systems.
iv. The city should setup a server room and install the existing systems on the server.
v. The city should have better facilities such as computers for staff and transport for
data collection.
59
INCEPTION REPORT
Appendix IV: List of key stakeholders met
No City Respondent’s Designation Contact and email

. Name
1. Arbaminch Amsalu Municipal 0913866682
Mewzeru worker Amsalumee@gmail.com
2. Amokonen Urban Planner 0910559386
Abebe
3. Addisu Tonja Urban 0913929880
Implementor
Officer
4. Tariku Esrael Urban Plan 0916427453
development
Officer
5. Ethiopia Surveyor 0902921671
Wondimagegn
6. Mintamir Asseta Surveyor 0910353801
7. Hilina Feyissa Surveyor 0949132418
8. Abyot Habtamu Structure 0936512228
development
coordinator
9. Alemayehu Surveyor 0920170958
Wolleu
10. Antenh Anjulo Archives Officer 0916877850
11. Andargachew ICT officer 0916878291
Amanu
12. Getahun Geomatic 0916766938
Matiwos Engineer
13. Adama Shimellin 0911037672
Adduntes
14. Leta Getahu 0910054611
15. Fexadis 0927870207
Tadesse
16. Fufa Dufera Head of 0949403062
Cadaster
17. Dire Dawa Tezeara Bekele Head of ICT 0938207137
Directorate teze.b111@gmail.com
18. Eyoel Kifle ICT Directorate 0993485435
eyukifle@gmail.com
19. Abyu Worku ICT Directorate 0921161104
abyuwork@gmail.com
20. Lina abdela ICT Directorate 0915754642
21. Hana Mesfea GIS officer 0921861996
22. Abenet Gashaw Archives Officer 0915000500
23. Beza Mesfin 0988393956
24. Tsion Yassin 0942003329
25. Gebeyehu Bureau head, Gbeyehutilahun2000@gmail.com
Bilahun Land
management
and
development
60
INCEPTION REPORT

. Name
26. Bona Mumie Archives Team 0921161075
Leader
27. Harar Amir Abdulkarim Land 0912119059
Management coolharar@gmail.com
28. Ramti Ali Project officer 0933445060
honyramzi@gmail.com
29. Mohammed Regional 0912179091
Nwedin Technical kebirmami@gmail.com
Advisor
30. Abdulaziz Land 0939111151
Abdurzak Development adbulazizabdurk4@gmail.com
Manager -
Harar
31. Abdulhafiz Urban Planner 0941999896
Alwase adbifakihafuz@gmail.com
32. Abdulaziz Revenue 0913442375
Sufion Ali Bureau Oumeradbulaziz17@gmail.com
33. Hawassa Yohannes Land 0916862886
Debiso Department Yohannesdebso2014@gmail.com
34. Melaku Debeko Land 0916868277
Management meledebe@gmail.com
Dept.
(IULHFMS focal
person)
35. Gezolweln Land 0913243263
arsiclwo Development
manager
36. Desta Lelamo Land 0916860612
Management
department
37. Habtamu Land 0913531263
Wubshet management wubhabt@yahoo.com
department
38. Salamwit wolde Land allocation 0935939891
Database officer Selamwolde.25@gmail.com
39. Zerubabel Land 0916624322
Zeleke Management zerubelzeleke@gmail.com
department
40. Mathewos Manager TBO 0916152868
Manoye sub-city Mathewosmanoye@yahoo.com
41. SDAMA Tafesse Kassa Directorate of 0916040413
land T.kassa838@gmail.com
management
42. Melaku Debeko Land 0916868277
Management meledebe@gmail.com
Dept.(IULHFMS
focal person)
43. Ato. Tegene Director Land 0911015252
61
INCEPTION REPORT

. Name
management
directorate
44. Jimma Jemila Jibrel Team Leader, 0913619281
Land
administration
and
Management
45. Tilahun Finance Officer 0913477778
Alemayehu
46. Wubitu Finance Officer 0913248757
47. Mohammed System 0917016712;
Abdellah Administrator, mohanke2007@gmail.com
IT
48. Debre Hailu Shiferans Surveying 0913664749
49. Birhan Chrataw Gis Expert 0914665069
Awrarus
50. Yilkai Animut DBMIS 0920769977
51. Amarech CMS 0975557505
Nagesh
52. Samson eRISU Registration 0912175131
samsonnatu@gmail.com
53. Zewdu Tadesse Manager 0921505317
zewdutadesse@gmail.com
54. Bahir Dar Yetemarew DBMS 0918019574
Geta
55. Shewaianch DBMS 0918782119
Anasaw
56. Elejabet Ejiqu DBMS 0938237283
62

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FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA

MINISTRY OF URBAN DEVELOPMENT AND CONSTRUCTION

URBAN INSTITUTIONAL AND INFRASTRUCTURE DEVELOPMENT PROGRAM (UIIDP)

CONSULTANCY SERVICE FOR UPGRADING AND REVIEWING OF

Client Ministry of Urban Development and Construction

Project Urban Institutional and Infrastructure Development

Document Version 1.0

Version Date 30th December 2020

ACRONYMS AND ABBREVIATIONS iii

2 PROJECT APPROACH AND METHODOLOGY 8

3 RECONNAISSANCE SURVEY FINDINGS 28

5 PROJECT TEAM AND RESPONSIBILITIES 39

6 RISK AND MITIGATION MEASURES 42

ACRONYMS AND ABBREVIATIONS

A feature of urban land governance in Ethiopia is manifested by lack of secured,

1.2 Objective of the assignment

1.3 Scope of the assignment

Table 1: List of selected cities for the implementation of ULHBRFMS

No. Region City

1.4 Reporting obligations

1.5 Project Deliverables

d. Data Analysis report

1.6 Inception Activities

2 PROJECT APPROACH AND METHODOLOGY

2.1 Project Approach

a. High Focus on key assignment objectives: We understand that the overall

b. International Best Practices in Systems Review and Implementation: The

c. Participatory and Interactive Engagement: Given the significance of this

d. Software Development Life Cycle (SDLC) Approaches: Assessment,

e. Timely completion of the assignment: The approach and methodology is

f. Results-orientation: The approach and methodology is designed to ensure that

Figure 1: Summary of project phases

STAGE 1: PROJECT INCEPTION

a. Mobilisation of Resources: The project resources, both financial and human

stakeholders to engage, project office set up arrangements, operational

e. Preliminary Document Review: In order to understand the Country context, sector

f. Key Stakeholder Identification: We have obtained an understanding of all the key

g. Undertake Reconnaissance Survey: As part of project inception, we sampled and

h. Project Risk Assessment: We have conducted a risk assessment to determine all

j. Preparation and Submission of Inception Report: We have prepared a draft

STAGE 2 - PROJECT EXECUTION

1.1 Situation Assessment

The tasks under this activity are described in detail below:

a. Requirement Analysis and System Design

b. Needs Assessment: In a bid to fully understand the

i. Prepare data gathering tools: We shall develop

ii. Hold consultative meetings/interviews with

iii. Undertake analysis of existing IULHFMS system:

iv. Undertake analysis of existing ICT infrastructure:

v. Detailed business process/workflow review and

c. Update the Requirements Analysis and System

For a better and clearer SDD, we shall reorganise the

d. Submit updated design Documents: Upon

1.2 File Management System Upgrading/redevelopment

NB: System Implementation (installation and

a. System upgrade/redevelopment planning: This

i. Develop system upgrade Plan: Based on the

b. System Development: At this point having concluded

i. Development of system application prototype:

ii. Complete system application development:

c. Installation: Following development completion, we

d. Testing: At this point software testing shall commence

i. Test preparation and planning: Prior to

ii. Submit the master test plan document and test