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Component 1: Support to the continuous organizational strengthening, institutionalization and intensified collaboration with stakeholders to make the

CILAP | 18.1.2020.

Customer-oriented strategic business planning, human resource strategy and human resources development plan, communications strategy and policy, policy for management and employees, are recognized as key prerequisites for the transformation of GA in modern and efficient organizations that contribute to economic and social development.

Cooperation with stakeholders involved in Land Administration in BH established GA as attractive institutions which are willing to take responsibility and in which they can have confidence. Promotion of gender equality, gender mainstreaming, building of integrity and cooperation between public bodies not only improve the quality and capacity of public administration but also contribute in a positive way to minimizing of corruption, non-discrimination and more open and transparent information to the customers.
Keeping in mind that GA are the main custodians and suppliers of land and property information, high level of the information system security is required to ensure the sustainability and reliability of the information systems.
Starting from the beginning the Component is designed and founded with a main goals to:

  • actively participate and support development and implementation of GA strategic business plans (legal covenants imposed by RERP), fundamental strategies and action plans.
  • support policy and legal development in order to reach the project/components development objective.
  • act as an umbrella and steering wheel for other components enabling efficient decision making and resolving of problems during their implementation.  
  • develop close cooperation with stakeholders (authorities, ministries, municipalities, agencies, citizens)

The main working group includes GA’s Top management, CILAP Project Management Team and RERP project directors.  It enables open discussion, making of strategic decisions and providing of strong support to the all project components, activities and goals without overlapping of activities with other donors and RERP project.

  • The overall long-term outcome for this component is:

Well-trained and motivated staff capable to support institutional strengthening to carry out an efficient land administration which contributes to economic and social development, a sustainable market and usage of real estates in line with the EU standards.

  • Component direct outcome:

GA are founded on results-based management, clear procedures to implement, follow up and maintain achieved results to enable the sustainability of developed capacity, products, services with improved cooperation and shared responsibility with land administration stakeholders. GAs in BH are recognized and supported by respective governments as leaders in reform of land administration sector and important part of e-governance.  GA contribute to the human rights, democracy and poverty reduction through mainstreaming of gender, integrity and environmental protection issues.

Accomplishments 2013-2019

Activities within related component have resulted with:

  • The long-term strategy and Strategic business plans as a one of legal covenants imposed to the GA by the RERP. Support was provided by Lantmäteriet’s experts and through the engagement of experienced regional expert.  Work have been performed in close cooperation with FGA and RGA managements and RERP Project implementation units in order to collect proper inputs to align the Strategic business plan with WB demands. Lantmäteriet’s expert in respective area presented to the GA top managements tools and procedures for monitoring of strategic documents implementation.
  • GA Communication Strategies as well as development, planning and acceptance of annual action plans for implementation of communication strategies. These documents and proactive approach have significantly helped GA to establish good cooperation with various stakeholders, promote their activities and prevent possible negative connotations and articles providing exact and reliable information.
  • Analysis of demands for human resources development, human resources strategy and plan lead to the development of GA HR strategies.  The FGA has also finished development and accepted Employees and Managers policies.
  • Presentation of FGA activities, results, achievements and challenges in the process of land administration improvement in FBH, including establishment of Address Register, Sales Price Register, Digital Archive and harmonization of cadastral and land registry data. Six seminars held throughout FBH was attended by representatives of various stakeholders from all FBH cantons and municipalities,
  • Strengthening of managerial knowledge and skills, improvement of role, authority and status of managers in the organization, systematic approach, methods and techniques for successful managing of individuals, teams, jobs, operations and conflicts.
  • Better cooperation between stakeholders involved in land administration in BH
  • Apart from the above-mentioned activities main focus within this component was on the implementation of action plans for the gender mainstreaming, integrity building and environmental issues and those activities/results are described within the respective chapters.

Phasing out 2020 - 2021

The phasing out years will be dedicated to the four main goals:

  • further organizational strengthening through the implementation, monitoring and follow up of issued strategies and policies,
  • sustainable institutionalization supported by the development and issuance of appropriate legislative to support land administration business processes and definition of clear roles between land administration actors,
  • intensified collaboration with all stakeholders to achieve desired changes,
  • institutional capacity building in the area of Information security, Business Process Reengineering and Data Modelling.

CILAP support with the emphasis on presentation of examples, experiences and good practise of Lantmäteriet and Sweden will significantly facilitate implementation of these goals.
In order to achieve these goals, the project partners will perform the following activities:

  • Wide seminars for local governance (Ministries, Authorities, municipalities) and international organisations (EU, WB, donors) to promote GA as efficient and reliable bodies and leaders in the land administration sector
  • Workshops with stakeholders for improvement of collaboration
  • Workshops with governmental bodies for institutional framework strengthening
  • Workshops on sustainable LA development based on LM experience
  • Workshops on Information security, Business Process Reengineering and Data Modelling
  • Round tables to increase Gender Awareness in property rights and registration of ownership
  • Raising awareness of the risk for corruption
  • Raising awareness on environmental protection
  • Exchange of experience and introduction of best European and regional practices (study tours, international education)

Expected outputs from activities are:

  • Well promoted public awareness of GA importance for land administration, and impact of GA activities to overall economic development and implementation of e-governance
  • Agreed common initiatives, agreements and joint actions
  • Clear roles, jurisdictions and legal framework are defined
  • Improved business processes and procedures, data security, knowledge of need for data interoperability, cooperation and e-services among stakeholders
  • GA and general public are aware about importance of gender issue and property registration
  • Active participation in the governmental bodies for prevention of corruption
  • Environmental protection issues are integrated in policy making
  • Accepted and implemented best practice in European land administration organizations


Ključne reči: komponenta 1