March 2001
Part I
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Annex 1: List of Participants
Annex 2: Programme
Paul Munro-Faure, Chief, Land Tenure Service, FAO
The "Bertinoro Initiative" was started by the Food and Agriculture Organization of the United Nations (FAO) and the Government of Italy to assist transition countries in Central and Eastern Europe (CEE) in their development of effective land tenure and land administration systems. The transformation that has taken place in CEE countries has underscored the importance of putting in place the policy and institutional arrangements necessary for building stable social relations. Mechanisms for ensuring fair, transparent and secure access to land and natural resources and the protection of property rights are required for rural development to be sustainable. This is part of FAO's overall concern for food security on one hand and its concern for poverty alleviation on the other.
The Bertinoro Seminar for 2000 builds on the previous seminars which provided a forum for fostering cooperation and sharing knowledge. The 1997 Bertinoro Seminar focussed on Northeast Europe and in 1998 it addressed the Black Sea countries. In 1999, the Bertinoro Initiative was directed towards Southeast Europe and was broadened to include the Cervia Land Tenure School as well as the 1999 Bertinoro Seminar. These events brought together experts from Albania, Bulgaria, Croatia, Czech Republic, Estonia, Georgia, Hungary, Latvia, Lithuania, Moldova, Poland, Romania, the Russian Federation, Slovak Republic, Slovenia, Turkey, Ukraine, and Yugoslavia. Other participants came from Australia, Austria, Belgium, Canada, France, Germany, Greece, Italy, The Netherlands, United Kingdom, and USA.
This year's Seminar is directed towards building capacity in land administration agencies in CEE countries, thereby enabling them to provide the services needed to support sustainable development. Its theme is "Enhancing Land Registration and Cadastral Systems in Countries in Transition". The immediate objective is to identify training needs of land registration and cadastre agencies in CEE countries and potential strategies for meeting those needs. A longer-term objective is to use the needs identified at the Seminar in discussions with other parties regarding the development of courses. The participants in the seminar consisted of high-level experts from Albania, Bulgaria, Czech Republic, Hungary, the Republic of Macedonia, Romania, the Russian Federation and Ukraine. Moderators and other resource persons came from Austria, Canada, Italy, the Netherlands, Norway, and Sweden.
The Seminar was organized by FAO, the Italian Ministry of Foreign Affairs, the Province of Bologna (Italy), ITALECO S.p.A. (Italy), the Center of Legal Competence (Austria), and the Landau Network - Centro Alessandro Volta (Italy). Additional support was provided by the Cadastre and Public Registers Agency (Netherlands), the Austrian Federal Office of Metrology & Surveying, the University of New Brunswick (Canada) and Statens Kartverk (Norway).
This report documents the Bertinoro Initiative for 2000. Section 2 describes training needs identified at the seminar while Section 3 presents strategies for addressing those needs. Annex 1 lists the participants and annex 2 gives the programme.
The Bertinoro Seminar for 2000 was directed towards enhancing land registration and cadastral systems in countries in transition. During the seminar, participants from Central and Eastern European countries identified a wide range of training that is needed to improve the capacity of their agencies to respond to external and internal demands. Training needs were identified in five main areas:
Instruments identified for meeting training included formal courses, seminars, workshops, and guidelines. The training needs discussed are presented below.
2.1 Session 1: Training needs to improve the strategic and operational management (strategic planning, operational management, quality control, risk management, technological change)
The session looked at the broad spectrum of management essential for the effective management of registration and cadastral organisations. A division was drawn between the need for a vision, and how to translate that into practical plans for developing an organisation (strategic management), and the necessity for ensuring that the capacity is in place to enable these plans to be realised (operational management).
These two requirements formed the basis for the two working group sessions.
The operational management group considered the wide range of issues involved in the management of an organisation, and particularly doing so in the context of transition. The training requirements identified by this group were targeted principally at the senior managers and at the operational managers. Two courses were identified for the former, dealing with the key practical issues of how to develop the organisation so that it can enjoy a degree of autonomy, and the vital question of how to identify, recruit and retain senior managers who will have the capacity to achieve this. At the operational management levels, a wide range of important issues were identified for training, resulting in five course proposals. These included courses dealing with the legal framework and how to work effectively within it, courses on managing the organisation as a business, on human resource management, on information and communication technology management, and on how international policy and experience feeds into and influences management.
The strategic management group discussed the key issues that are being faced by many of the transitional economies, in which there is a degree of commonality, and felt that the way forward was to create the capacity in the senior managers to develop their organisations within this dynamic framework. This involved the development of a series of short term training initiatives directed at creating the capacity for strategic planning and management in senior and middle managers. In the long term, there is a vital need to create capacity in the universities to prepare graduates with this knowledge, developing broader business oriented curricula in place of traditional technically focussed curricula. Training for universities to support appropriate curriculum development were seen as vital.
Summary of course proposals
Operational Management
2.1.1 Developing effective autonomy in land registration and cadastral organizations
2.1.2 Selecting senior managers
2.1.3 Working with the law
2.1.4 Land registration and cadastral organizations as businesses
2.1.5 Managing your people
2.1.6 Managing requirements for information and communication technology
2.1.7 International issues in operational management
Strategic Management
2.1.8 Developing business planning for strategic management
2.1.9 Implementing business planning for strategic management
2.1.10 Developing business planning and strategic management in university curricula
Topics to be covered |
Management control and efficiency norms |
Target audience |
Senior managers |
Duration |
3 days |
Timing |
High priority |
Location |
In-country with possible study tour using international experience |
Language |
Country language |
Topics to be covered |
Developing personnel profiles for new functions Selecting, recruiting and retaining senior managers |
Target audience |
Senior managers and human resources managers |
Duration |
3 days |
Timing |
High priority |
Location |
In-country |
Language |
Country language |
Topics to be covered |
Legislation currently in force |
Target audience |
Operational managers |
Duration |
1-2 weeks |
Timing |
High priority with follow ups |
Location |
In country |
Language |
Country language |
Topics to be covered |
Customer and market orientation |
Target audience |
Operational managers |
Duration |
3-4 weeks |
Timing |
High priority with follow ups |
Location |
In-country |
Language |
Country language |
Topics to be covered |
Psychology Contracts Labour conditions |
Target audience |
Operational managers and human resources personnel |
Duration |
2 weeks |
Timing |
High priority with follow ups |
Location |
In-country |
Language |
Country language |
Topics to be covered |
Critical appraisal of ITC requirements |
Target audience |
Operational managers |
Duration |
3 days |
Timing |
High priority |
Location |
In-country |
Language |
Country language |
Topics to be covered |
International issues in organizational management including quality management standards, EU related development in organisational management - acquis communautaire |
Target audience |
Operational managers in relevant land administration organisations of pre-accession countries or appropriate |
Duration |
3 days |
Timing |
High priority, but depending of stage of pre-accession |
Location |
In-country |
Language |
Country language |
Topics to be covered |
Organisations as businesses |
Target audience |
Senior managers |
Duration |
3-5 days |
Timing |
High priority |
Location |
International and in-country |
Language |
English |
Topics to be covered |
Organisations as businesses |
Target audience |
Senior and middle managers |
Duration |
Modular structure; 1 month total training in short modules of 1-2 days over 12 months |
Timing |
High priority; commencing after course 2.1.8 |
Location |
In-country |
Language |
Country language |
Topics to be covered |
Assessment of needs |
Target audience |
University faculty, senior management of relevant organisations, professional and NGOs |
Duration |
3-5 days |
Timing |
High priority |
Location |
International and in-country |
Language |
English |
The session looked at current perspectives on financial management and particularly at initiatives to develop cost recovery approaches in land registration and surveying and mapping organisations. The role of cost recovery as a part of general policy on public sector service provision was also examined. The session broke into two working groups relating to cost recovery and financing issues. The responsibilities of the first group were to look at training in relation to the development of cost recovery and financing policies. The second group looked at these in relation to the implementation of decided cost recovery and financing policies.
The first of these, the cost recovery and financing policy group, examined the training requirements in relation to policy development, and addressing both the general policy issue and its broader implications, and how such policies affect the operations and targets of registration and cadastral organisations. The group considered that individual countries look at the issue of cost recovery and financing differently, notwithstanding the clear trend towards cost recovery and the movement towards complete self financing. In particular the different positions of an organisation responsible for registration, where self financing may be readily achievable, and a cadastre and mapping organisation, where this may be problematic, were identified. The needs in this area were seen to include the broad requirement to develop understanding and policy at the highest levels, and this was seen as a two stage process. The first series of training courses necessary was seen at the national level, to enable preliminary views on the current situation on cost recovery in country to be identified and debated. The second series of courses was seen as appropriate in a regional/international context, to enable a cross section of international good practice to be presented and discussed, integrated with workshops on how this could be developed and adapted to individual country experience in the region. It was considered that in many cases the realisation of such cost recovery policies will be a medium to long term aim, particularly in relation to cadastral and mapping organisations. In order to facilitate this development the need for a specific training manual, Guidelines on Implementing Cost Recovery, was generally accepted. A further training need was in the area of identifying new products and services.
The cost recovery and financing implementation group examined training needs that would arise once the decision to proceed down the cost recovery path is taken. Two specific areas of training were seen to be necessary, in particular these addressed how to meet the challenge of implementing cost recovery in surveying and mapping organisations, and secondly how to deal with the necessary analysis to enable cost recovery to proceed.
Summary of course proposals
Cost recovery and financing policy
2.2.1 Cost recovery and financing options: the national position
2.2.2 Cost recovery and financing workshops: developing and implementing the national perspective
2.2.3 Development of cost recovery guidelines as training materials
2.2.4 Cost recovery and financing prospects through new products and services
Cost recovery and financing implementation
2.2.5 Cost recovery in surveying and mapping organisations
2.2.6 Cost recovery analysis
Topics to be covered |
Analysis of cost recovery experience |
Target audience |
Key politicians, senior managers of registration and cadastre organisations, relevant professional and NGOs |
Duration |
3 days |
Timing |
High priority |
Location |
In-country with international know how support; workshop style |
Language |
Country language |
Topics to be covered |
Analysis of cost recovery experience - international good practice |
Target audience |
Key politicians, senior managers of registration and cadastre organisations, relevant professional and NGOs |
Duration |
1 week |
Timing |
High priority; following course 2.2.1 |
Location |
International in region with international know how support; workshop style |
Language |
English |
Topics to be covered |
Preparation of training materials |
Target audience |
Key politicians, senior managers of registration and cadastre organisations, relevant professional and NGOs, and academics |
Duration |
N/a |
Timing |
High priority |
Location |
N/a |
Language |
English and country language |
Topics to be covered |
International experience in developing new products and services |
Target audience |
Senior management and managers responsible for marketing/new products |
Duration |
3 days |
Timing |
High priority |
Location |
International and in-country |
Language |
English |
Topics to be covered |
Technology, methodology |
Target audience |
Directors/managers of cadastre enterprises/offices, and chairpersons of land committees |
Duration |
2 weeks |
Timing |
High priority |
Location |
In-country, using international know-how |
Language |
Country language |
2.2.6 Cost recovery analysis
Topics to be covered |
Accounting systems |
Target audience |
Economic land administration experts |
Duration |
1 week |
Timing |
High priority on completion of 2.2.1 and 2.2.2 |
Location |
International |
Language |
English |