LIS in Nepal: Efforts and strategic planning

LIS in Nepal: Efforts and strategic planning

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Arbind Man Tuladhar
assistant professor
ITC, The netherlands
[email protected]

The tasks to build and maintain a nationwide LIS for timely supply of reliable land information to all its users at an affordable cost are complex in nature, time consuming and costly. This paper highlights the emerging trends in land administration issues and supporting management framework components in Nepal

The tasks of building, operating and maintaining Land Information System (LIS) require clear strategies that need to be formulated and strictly adopted by the organisations.

The international initiatives such as the Bathurst Declaration (FIG, 1999) and various workshops on land administration (Groot and Molen, 2000) suggest that cadastre and land registration systems are currently undergoing major changes worldwide. On such changes, the emerging trends are to focus on easy access to land, security of land tenure, establishment and operation of efficient land markets, re-engineering of land administrations, development of LIS, particularly cadastral and land registration systems, etc.

These initiatives have encouraged the nations, international organisations, policy makers, administrators and other interested parties to promote the cadastral future vision, which is to develop a modern cadastral infrastructure that facilitates efficient land and property markets, protect the land rights of all, and support the long-term sustainable development and land management. In support of these above initiatives, Williamson and Ting (2001) provided a global framework for re-engineering land administration systems whereby the system is developed and continuously refined with the vision of a new humankind-land relationship in the light of the existing land administration system.

Under this conceptual framework, a process of change would be dominant issue within the context of institutional, social, cultural, legal, financial and technical changes within a country, as it has to transform the existing situation to the desired new situation.

MANAGEMENT FRAMEWORK AND STRATEGIC PLANNING
Modernising land administration organisations in the developing countries (or countries on transition) poses many management challenges for the responsible organisation. The challenges concern external and internal driving factors, which need to be managed carefully.

It is generally known and recognised that resistance to change is high, and attempts are needed through an assessment of cultural readiness and to apply change management framework. Environmental factors (such as land policy, user requirements, etc.), strategic planning, business process, geo-information technology, data models, organisational aspects including people and finally products, service and performance are the key elements in management framework.

Figure 1 provides such general framework for the development or reengineering of cadastre and land registration system (Tuladhar, 2002).

The essence of this framework is that it allows us to apply the modern technology of business reengineering concepts and tools in order to implement, operate and maintain the LIS system successfully. Here strategic planning is a key management tool, which manages the changes in an organisation.

Strategic planning is visionary, yet realistic; it anticipates a future for an organisation that is both desirable and achievable. It involves a disciplined effort to produce fundamental decisions and actions that shape and guide organisations for reengineering with a focus on the future (Hunger and Wheelen, 1997). A successful strategic planning normally asks and answers the following: Where the organisation is now? Where the organisation wants to reach in the near future? How the organisation is going to achieve the desired future state? And how to stay there? The following sections provide the analysis of these questions and answers in the Nepalese context.