Support to Land Policy Implementation in Uganda
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The document summarizes support for land policy implementation in Uganda in 2018. Key points include: - Two districts received certificates of customary land ownership while customary practices affecting women's land rights were documented. - A national strategy for "fit-for-purpose" land administration was developed to improve security of tenure for rural and urban poor. - Challenges included limited budgets, lengthy procurement processes, and need for infrastructure and staff capacity building. - Over 2,000 certificates of customary ownership were issued, improving security and dispute resolution, while new data informed legal reforms.
Support to Land Policy Implementation in Uganda
- 1. SUPPORT TO LAND POLICY IMPLEMENTATION, 2018 PRESENTED BY NAOME KABANDA HEAD NATIONAL LAND POLICY IMPLEMENTATION SECRETARIAT MINISTRY OF LANDS, HOUSING AND URBAN DEVELOPMENT, UGANDA 1
- 2. Presentation outline • Introduction • Demographics • Key challenges • Key interventions • Key processes • Key achievements/ outcomes • Lessons learnt • Conclusion 2 Sensitization of Traditional leaders and chiefs on CCOs in one of the project districts (Adjumani)
- 3. Demographics 3 1 • Uganda has a total population of 31.8 million people and an average population growth rate of 3.2 % per annum. • Approximately 85.2 % live rural areas and 14.8% of the population live in urban areas • The economy heavily relies on agriculture which accounts for 22.5 % of Uganda's GDP, with 68% of the population dependant on agriculture. • 56.1% is youthful of less than 18 years, and 51 % of the population are females. Agriculture employs the largest number of people (65.4 %) mostly women • Uganda has four tenure systems namely: Mailo, Freehold, Leasehold, and Customary as per The 1995 Constitution. • Customary tenure is the largest tenure amongst the four, it is largely unregistered. • Only 20% of Uganda's land is registered Source: (Uganda Bureau of Statistics Census Report, (UBOS), 2010.)
- 4. Introduction Establishment of a Multi- Sectoral and Multi disciplinary Committee to oversee the implementation of the reforms. Establishment of an NLP Secretariat to coordinate reforms Development of a National Gender strategy on Land for implementing the NLP Undertake Stakeholder mapping and Engagement exercise for all actors in the Land Sector to define their roles and mandates plus geographical location Uganda’s National Land Policy (NLP) was approved by Cabinet in 2013 A number of Key start-up activities were identified and carried out through funding by GLTN in 2015- 2016 to kick start the implementation 4
- 5. ACHIEVEMENTS Stakeholder Engagement • Awareness on Uganda’s NLP created • Recognition of the NLP as the Framework to Govern the Land Sector reforms • Creation of Partnerships and buy-ins • Creation of the stakeholder matrix for stakeholder engagement in the land sector Development of Gender Strategy on Land =Testing of Gender Evaluation Criteria in its compliance with GLTN Tools =Mapping to increase security of tenure women’s land rights =Documenting progressive customary practices to influence legal and policy review to share best practices Development of M&E framework -Mapped all key stakeholders to track progress and avoid duplication -Developing electronic matrix for all stakeholders Legal, Regulatory & Reform Programme •Land sector laws are absolute (Registration of Titles Act (RTA); Survey Act (SA); Physical Planning Act (PPA), & Land Act ) •FFP strategy to shape the country’s requirements for managing the current land sector; survey and mapping framework through adoption and use of pro-poor technology to reduce the costs; and increase Uganda's 5
- 6. PHASE II OF THE PROJECT Objective of the grant Issuance of Certificates of customary ownership in two districts (Kabale & Adjumani Documenting customary practices affecting women’s land rights under succession marriage, divorce, inheritance, widowhood in five selected cultures. Development of National strategy for Fit for Purpose Support to the NLP Secretariat to coordinate and monitor all the planned activities 6 Ministry of Lands, Housing and Urban Development Uganda Received a second grant to build on earlier work under phase one for a period of one year. ■ The objective of the second grant is to improve tenure security of the urban and rural poor through a number of initiatives namely: predominantly customary tenure, individualised and communal
- 7. 7 Specific Challenges faced during mapping and issuance of certificates of customary ownership (CCOs) • Training of Ministry staff and Land management institutions on software to be used in mapping activities (STDM and SLAAC) • Under estimation of the budget for mapping activities- • The Exercise involves as many stakeholders as are in the communities making the activity expensive. • The mapping exercise must follow the legal framework as defined by the Land Act CAP.227 and Land regulations 2004 • Need to put in place the necessary infrastructure required for issuing CCOs.(Registry, Records office, Staff to manage the project activities • Sustainability of the initiative after the project closure. Development of FFP • The process for procuring the consultant is a challenge because of the lengthy procurement guidelines Key Challenges The key challenges faced during project implementation: stakeholder buy- in within a limited time and under budgeting for the exercise
- 8. Key Interventions • Securing people’s land rights under customary tenure (more specifically women) through issuance of 2000 CCOs to the communities of Kabale and Adjumani • Using pro-poor technology to strengthen land rights • Availing statistics for legal and policy reforms from the documentation of customary practices on women’s land rights under five cultures in Northern Uganda • Development of FFP Strategy to influence the adoption of new standards in survey and mapping for the entire country 8 1. Capacity building for implementers, land management institutions and CSOs implementing Policy Reforms ( UCOBAC, ACTOGETHER, ACODE, PELUM, TRO’CARE) 2. Stakeholder engagement and building collaborations amongst stakeholders 3. Exposure , sharing experiences and international best practices in the land sector 4. Building capacity for CSOS to play on the watch dog role 5. Vibrant establishment of donor group on land which sits on monthly basis to support the land sector 6. Inventing/adopting and adapting unconventional approaches in land administration PROJECT INTERVENTION STAKEHOLDERS INTERVENTION
- 9. KEY PROCESSES Activity Processes Issuance of CCOs (a) Sensitization and training of all key actors (District and lower local government leaders, land management institutions, volunteers and communities (d) Adjudication of land disputes (e) Demarcation and Mapping of Parcels (f) Physical planning committee sittings to approve applications (g) District land board sittings to approve applications (I)Issuance of certificates of customary ownership Documenting customary practices Literature review; data collection; data extraction of CCOs in selected districts; Administering of questionnaires; report rewriting and validation workshop to share findings Development of FFP strategy - procurement of a consultant, - Production of inception report, - Undertake field work and consultants with key stakeholders, - Conduct a validation workshop - Produce a final draft report (NFFP Strategy) 9
- 10. Key Achievements/OUTCOMES Activity Key Achievements/OUTCOMES Issuance of CCOs I. Improving security of tenure for both Adjumani and Kabale communities II. building the capacity of local communities in the use of technology to issue CCOs III. Increasing percentage of land in production IV. Reduction of land disputes in the communities Documenting customary practices producing statistics and data for policy and legal review Development of National Fit for Purpose Strategy Future scaling up of best practices adopted under FFP 10
- 11. LESSONS LEARNT • Use of technology as an aid in mapping must be assessed, and agreed upon before the implementation of the project • Need to assess the capacity of all implementers( staff and communities) before project implementation • Availability of equipments at the start of the project to avoid unnecessary delays • Need to assess infrastructure before the start of the project • Sustainability in terms of update and capacity 11 Parcels mapped using a Tablet in Kabale
- 12. Conclusion • In conclusion, I wish to state that the implementation of Uganda’s NLP has been appreciated by many key stakeholders in Uganda and across other countries because of our continuous collaboration and building of partnerships with CSOs, Development Partners, Researchers and private sector in Implementing the reforms which are clearly defined and packaged in the Implementation Action Plan. 12