Contextual Background

All the initiatives undertaked by Landcode seek to ultimately improve the quality of life for communities, with emphasis on vulnerable and marginalised people through a sustainable development path. This work largely draws insights from the post-2015 development agenda under the SDG framework which provides guidance to achieving transformative changes in support of a rights-based, equitable and inclusive approach to sustainability at global, regional, national and local levels. In this same regard, Africa's development aspirations have been designed in such a manner that addresses complex relationships among economic, social and environmental considerations mostly specific to its milieu through consultations on the post-2015 development agenda for Africa. These were initiated by four institutions: the United Nations Economic Commission for Africa (UNECA), the Africa Union Commission (AUC), the African Development Bank (AfDB) and the United Nations Development Programme's Regional Bureau for Africa (UNDP/RBA) sanctioned by African governments during the AU Heads of State Summit in July 2012.

These critical consultations led to the development of an Outcome Document that summarizes the African priorities for the post-2015 development agenda into five key pillars namely: (i) structural economic transformation and inclusive growth; (ii) science, technology and innovation; (iii) people-centered development; (iv) environmental sustainability, natural resources management, and disaster risk management; and (v) finance and partnerships. In order to achieve the above, stakeholders also identified some development enablers as prerequisites for the post-2015 development agenda. However, these enablers need to be prioritized in line with each country's development needs. They include: peace and security; good governance; institutional capacity; equality and access to justice and information; human rights for all; gender equality; domestic resource mobilization; regional integration; credible participatory process with cultural sensitivity; statistical capacity; prudent macroeconomic policy; democratic and development framework that is ably guided by the state to ensure that short-term imperatives of growth are tempered by long-term development considerations such as equity, environmental sustainability and social inclusion; and an enabling global governance architecture. To achieve co-benefits across a number of key sectors through policy integration, a number of policies were identified as being responsible for new African country in realizing all its national SDG targets.

The identified policies include: renewable energy policy; social development policies (including education, capacity building, ICT, health, human settlement, culture and tourism); and infrastructural development (roads, housing, irrigation, etc.) policies. Others include policies on poverty impact assessment; strategic environment assessment; conflict management; gender; food security; climate change; devolution and decentralization; inclusive growth and access to resources; disaster and risks management; emergency management (resilient policies); polluter-pay policy; demographic/population policy; sustainable cities; partnerships and cooperation; research-policy-practice linkage; and the policy on science, technology and innovation (STI) development.

In the case of Uganda, Vision 2040 has been conceptualized around strengthening the fundamentals of the economy to harness the abundant opportunities around the country. The identified opportunities include: oil and gas, tourism, minerals, ICT business, abundant labour force, geographical location and trade, water resources, industrialisation, and agriculture among others that are to date considerably under-exploited. Achieving the transformational goal is expected to depend on the country's capacity to strengthen the fundamentals including: infrastructure (energy, transport, water, oil and gas, and ICT); Science, Technology, Engineering and Innovation (STEI); land use and management; urbanisation; human resource; as well as peace, security and defence. It builds on the progress that has been made in addressing the strategic bottlenecks that have constrained Uganda's socio-economic development since independence, including; ideological disorientation, weak private sector, underdeveloped human resources, inadequate infrastructure, small market, lack of industrialization, underdeveloped services sector, underdevelopment of agriculture, and poor democracy, among others.

Uganda Vision 2040 identifies key core projects that need to be started including: a Hi-tech ICT city and associated ICT infrastructure; large irrigation schemes in different parts of the country; phosphate industry in Tororo; iron ore industry in Muko (Kabale); five regional cities (Gulu, Mbale, Kampala, Mbarara, and Arua) and five strategic cities (Hoima, Nakasongola, Fortportal, Moroto, and Jinja); four international airports; a standard gauge railway network with high speed trains; oil refinery and associated pipeline infrastructure; multi-lane paved national road network linking major towns, cities and other strategic locations; globally competitive skills development centres; nuclear power and hydropower plants (Ayago, Isimba, Karuma, and Murchison Bay); Science and Technology parks in each regional city; international and national referral hospitals in each regional cities. However, there is need for more concerted efforts to work towards achieving all these development aspirations in a sustainable manner. Some key strategies and policy reforms have been proposed that provide a starting point, to even assess progress made so far.

Our Vision

A new world order where land and natural resources are utilised to the benefit of every community.

Our Mission

To promote inclusive, people-centred and community-driven land governance for sustainable development.

Though cognisant of the centrality and importance of land governance in community development, we look forward to promoting a broader and more positive approach focused on growth and competitiveness beyond engagement in just a few land-related sectors. There is need for multi-sectoral strategies adapted to needs and potential of specific places and on long-term targeted investments rather than generic subsidies to local governments.

We shall encourage community development strategies that increasingly focus on identifying and mobilising local assets rather than entirely relying on central government or external supports so that the latter is deployed as part of a growth-oriented strategy based on the uniqueness and competitiveness of endogenous assets.

Our work in the communities, particularly those located in the districts of Abim, Amudat, Kaabong, Katakwi, Kotido, Moroto, Nakapiripiriti, and Napak, indicates that local groups that have formed into communal land associations (CLAs) find this arrangement to be an opportunity and effective vehicle through which they can productively manage areas for shared land-use and responsibly govern communally-owned resources towards rural transformation in a manner that ensures inclusiveness, productivity, competitiveness, and marketability. There is similar community demand in the districts of Buliisa, Fortportal, Hoima, Kagadi, Kakumiro, Kibaale, and Masindi to build multi-stakeholder platforms for protecting community land rights as well as forming CLAs for participatory extractives governance. Such trends are also gaining momentum across communities in the sub-regions of Acholi, Teso, Lango, and West Nile. We closely work with government ministries, departments and agencies (particularly the Ministry of Lands) to realise this mission

However, this work is very resource constraining and cannot create the needed impact through mere philanthropic donations. The growing market for impact investment provides opportunities of access to capital resources that can enable us to address the most pressing challenges of those communities where we work. We are committed to exploring collaborative opportunities between investors and the CLAs in sectors such as sustainable agriculture, renewable energy, environmental conservation, microfinance services, as well as affordable and accessible basic services including housing, healthcare, and education. We want to promote land productivity, local competitiveness, technological innovation, and value chain development in these communities by pursuing opportunities that will solve societal challenges in tenure governance through strategic partnerships and sustainable enterprise.

Our Objectives

To influence improvements in community infrastructural facilities for supporting inclusive growth and sustainable development that effectively drive the needed impact on the quality of life

To build advocacy coalitions and engage key stakeholder platforms as a call to action for protecting a continuum of indigenous and community land rights under customary tenure or otherwise

To utilise gendered land tools which assess how gender biases may impact women differently from men and support effective implementation of innovative remedies through community structures

To originate geo-referential data that inform community strategies for protecting legitimate tenure rights, human dignity, livelihoods, and cultural assets amidst large-scale investments on land

To promote the responsible governance of natural resources for present and future generations as well as patterns of production, consumption and reproduction that safeguard the environment

To invest in organisational development priorities that will generate the needed influence, resource bases, program quality and impact for sustaining more tangible footprints in the communities