Capacity Development aims to support and enhance a locally driven process of learning by leaders, coalitions and other agents of change in the land sector and related sectors that brings about changes in socio-political, policy and legal, as well as institutional factors to enhance stakeholder ownership of processes and the effective & efficient use and management of Uganda’s land resources.

Guiding principles to LANDnet’s delivery

• Capacity development address power relations, mindsets and behaviour change through a comprehensive approach that responds to land sector challenges.
• Capacity development is a long-term process and requires perseverance even under difficult circumstances. There are no short cuts nor are there blue prints.
• Capacity development looks beyond individual skills and focus on training to address broader questions of institutional change, leadership, empowerment and public participation in the land sector.
• It requires adaptation to local conditions and starts from the specific requirements and performance expectations of the sector or organization it supports.
• It makes the link to broader national reforms
• There is little value in designing isolated, one-off initiatives.

STRATEGIC FRAMEWORK

“CAPACITY IS DEVELOPMENT! Capacity development is about transformations that empower individuals, leaders, organizations and societies. If something does not lead to change that is generated, guided and sustained by those whom it is meant to benefit, then it cannot be said to have enhanced capacity, even if it has served a valid development purpose.” (UNDP 2009).

Strategic Objective 1:

By 2021, LANDnet will have enhanced the capacity and ability of partner organisations at national and grassroots level to deliver land governance programmes that achieve positive impact within the communities.

Expected Results:

1. Enhanced skills of Non-state actors in developing, implementing and monitoring advocacy and community empowerment programs on land governance.
2. A fostered coalition of individuals and institutions working collaboratively to address land governance challenges.
3. Increased integration of gender in land governance policy frameworks and practice at central and local government levels.

Strategies:

1. Design and implement a systematic capacity development approach focused on individuals, organizations and systemic levels.
2. The capacity building approach will seek to understand the enablers /barriers in capacities which can unlock better roles performance while addressing intrinsic motivations.

Critical Activities:

1. Undertake a comprehensive capacity assessment in order to identify capacity gaps from both government and non-state actors that are within the scope of LANDnet to address.
2. Prepare and implement the capacity development results framework.
3. Build collaborative arrangements for capacity development.
4. Develop a Training of Trainers program for land sector actors.
5. Develop and implement the gender tracking tool for land sector performance.

Strategic Objective 2:

By 2021, LANDnet will have equipped 20 talented young professionals with the skills and practical experience required to work, lead and contribute to development efforts in the land sector.

Expected Results:

1. A community of practice comprising young professionals established to enhance land services delivery.
2. Increased skills within partner organizations to address land governance challenges.

Strategies:

1. Apprenticeship and one year internship programs will be used to develop the necessary skills in young land professionals. This will be applied to students in their third and final years of study.
2. Mentoring and coaching of young professionals already attached to various institutions will be at the centre of capacity development.
3. Build a network of mentors that will continuously support young professionals in the land sector

Critical Activities:

1. Develop and implement the young professionals program
2. Support continuous learning for the young professionals in the work place
3. Identify and establish collaborative arrangements with specific institutions of learning and organizations for internship programs

Strategic Objective 3:

By 2021, LANDnet will have significantly strengthened the capacity of land rights and food security organizations in delivering land governance and food security programs

Expected Results:

1. Increased number of NGOs ably implementing integrated programs on land and food security.
2. Increased impact of livelihoods programs at community level.

Strategies:

1. Establishing strategic partnerships with Network organizations, INGOs and IGOs supporting livelihood programs in Uganda for strengthening the capacity of their partners.
2. Developing and implementing a standardized training program that integrates practical application with follow on mentorship support for partner organizations.
3. Establishing collaboration with individuals and institutions working on land governance and food security to support the program.

Critical Activities:

1. Develop and implement the land governance and food security program
2. Identify and establish collaboration with technical institutions that will support the program
3. Enter into partnerships with NGOs working on land governance and food security for participation in the program
4. Provide continuous mentorship and coaching to partners.

Strategic Objective 4:

By 2021, LANDnet will have significantly built the capacity of non-state actors on governance of tenure of water, land, forests, extractives, oil & gas in Uganda

Expected Results:

1. Increased participation of NGOs, FBOs and CBOs in policy development and legal reforms.
2. Non-state actors more able to engage and implement community programs on the governance of tenure of water, land, forests, extractives and oil & gas in Uganda.
3. Increased access to information on the governance of tenure over natural assets.

Strategies:

1. Establishing strategic partnerships with global agencies particularly FAO and AU/LPI and other regional bodies for learning and knowledge transfer.
2. Developing and implementing a standardized training program that integrates practical application with follow on mentorship support for partner organizations.
3. Establishing collaboration with individuals and institutions working the governance of tenure of water, land, forests, extractives and oil & gas in Uganda support the program.

Critical Activities:

1. Carry out a needs assessment and stakeholder analysis.
2. Identify and establish collaboration with technical institutions that will support the program.
3. Develop and implement the governance of tenure of water, land, forests, extractives and oil & gas in Uganda to support the program.
4. Develop and disseminate educational material on the governance of tenure of water, land, forests, extractives and oil & gas in Uganda.
5. Provide continuous mentorship and coaching to partners.