Quarterly Notes
| Date | 01 April 1966 |
| Published date | 01 April 1966 |
| DOI | http://doi.org/10.1002/j.1099-162X.1966.tb00264.x |
Quarterly Notes
UGANDA -Urban Development
Of
considerable general interest for all developing countries are the 'Recom-
mendations for Urban development in Kampala and Mengo' prepared for the
Uganda Government under the U.N. programme
of
technical assistance.
The
Report (TAO/Uganda/I of 31/8/65) is not an official document
but
a specially
prepared paper.
Two aspects
of
this Report are
of
very particular importance and relevant
to very many urban areas in Africa and elsewhere:
(I) Chapter
IV,
Paras 61-7°, Property Rating systems:
The
Report recommends:
(i) Valuation
of
each separately owned plot
of
land on a capital value
basis.
(ii) Valuation of Improvements on a capital value basis.
(iii) Separate rating
of
land plots and improvements.
(iv) Differential rating, that on the land to be heavier than that on
Im-
provements. Consideration to be given to possibility
of
penal rating
where speculation obvious.
(v) Initial incidence of rates on land to be on owner or long-term lessee.
(vi) Initial incidence
of
rates on improvements to be on owner.
(vii) Rates clearance certificates to be produced in evidence before transfer
of
land plots registered.
(viii) Triennial revaluations, six monthly interim rolls for sub-divisions
of
land and new or altered Improvements.
(ix) No allowance for 'void' periods.
(2) Chapter
VI,
Paras 2 - 8and
II
-
19,
Training:
The
following recommendations are made:
(i)
To
obtain full value from a Mission suitably prepared nationals
should be recruited to work with visiting experts - 'personnel com-
mitted to careers and job assignments in the same field as that
covered by the Missions. Only in this way will the full impact
of
a
Mission be retained in a country'.
The
need for this to be planned
well in advance
of
aMission's arrival.
(ii) Long term objective should be to produce locally the top personnel
required and aim to provide a pool
of
such officerswhen available.
(iii) Short term objective should be to make existing staff more efficient,
to get rid of those who are ill-fitted and to assess at an early stage
those fitted for promotion.
(iv) Need to appreciate there is a dearth
of
able finance officials- due,
in part, to past error
of
thinking: abook-keeper is not an accountant,
an accountant is not necessarily a sound finance adviser, a good
financial adviser is
110t
necessarily a good administrator.
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