Land is the most vital resource on earth from which people derive their basic needs. In order to administer and manage this vital resource in a sustainable way, there are several mechanisms, of which the cadastral system is the prime one. Literature documents that the performance measurement methods of cadastral systems are not appropriate. In most developing countries, systematic performance evaluation mechanisms for cadastral systems are very inadequate. For example, Ethiopia has no systematic evaluation framework to measure and evaluate the state of cadastral systems. This article aims to develop an evaluation framework to measure and evaluate the performance of urban cadastral systems in Ethiopia based on the methods that have proven successful in developed countries. The goal is furthermore to present a set of good practices and a set of indicators that can provide an objective basis to support a systematic evaluation of urban cadastral systems in Ethiopia. The study employs a desk review research strategy and a qualitative analytical approach.

The cadastral system is a land management and land administration tool to provide a safe and reliable real property registration system. In Ethiopia, however, the attempts to implement a reliable urban cadastral system have not been successful, which translates into a deficient land administration system. This paper is an evaluation of the performance of the urban cadastral system of Addis Ababa, based on the European Foundation for Quality Management (EFQM) excellence model. The nine criteria of the model were used as independent and dependent variables. Data were collected through interviews, Likert-type questionnaires, and focus group discussions, and validated with method-to-method technique. Qualitative and quantitative data analysis techniques (ordinal logistics regression model) were employed. In order to ascertain reliability of the data, Cronbach’s alpha reliability test was performed in SPSS, and a coefficient of 0.883 was calculated, confirming that the items (questions) have relatively high internal consistency. According to the statistical result from the independent variables, the people result criteria estimated the achievement of cadastral organization at most (1.724). The societal result predicted with a coefficient of 0.281 less. This indicates that the people criterion determines more importantly than other variables. Overall, the independent variables scored the performance of the cadastral organization 24.92 out of 40 points. Findings from interviews and group discussion also confirmed that the most bottlenecks for the organizational achievement are the strategic plan, quality of leadership, bureaucratic processes, and supply of resources. Therefore, we suggest that the responsible authorities need to pay more attention to the enabler criteria (especially, the design of policy and strategy, quality of leadership, provision of resource and partnership, and the process), in order to improve the achievements of the urban cadastral system organization.

Strong national institutional arrangements in the geospatial information management are essential for successful implementation of sustainable land administration system. However, it is not only the existence of institutions but also their effectiveness that leads to the intended goals and reaching of objectives. There are international calls to merge highly related land administration institutions, yet Ethiopia executes two related land administration tasks (landholding right provision and cadastral registration) by two different institutions, the Urban Land Development and Management Bureau, and the Urban Land Adjudication and Information Registration Agency. Thus, the objective of this article is to analyze the effect of merging cadastral information registration and urban landholding right providing institutions lead to effective and strong national land institution. To achieve this, we had a qualitative approach analysis based on desk review and case study research methods. We conducted semi-structured interviews with the directors of the two institutions, and a group discussion with professional experts from both institutions. The findings of this study show that institutional merger between the two institutions believed to unravel the challenges of failing to achieve institutional goals. Although these institutions design strategic plans every year, the level of achievement or operational performance is low. The major cause for this problem is the poor coordination between the institutions. In view of this issue, we recommend merging the two institutions in one since it: reduces the effects of data duplication; provides one-window services; reduces operational costs; fills communication gaps among the staff; reduces time of operation; improves customer service; increases efficiency within processes; and provides a more efficient operation of land markets.

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