Journal of
Public Administration and Policy Research

  • Abbreviation: J. Public Adm. Policy Res.
  • Language: English
  • ISSN: 2141-2480
  • DOI: 10.5897/JPAPR
  • Start Year: 2009
  • Published Articles: 147

Full Length Research Paper

Pursuing Sustainable Development Goals in Uganda: Do anti-corruption strategies of Management Development Institutes matter?

Christopher S. Mayanja
  • Christopher S. Mayanja
  • Education Leadership and Management Department Uganda Management Institute, Kampala, Uganda.
  • Google Scholar
James L. Nkata
  • James L. Nkata
  • Education Leadership and Management Department Uganda Management Institute, Kampala, Uganda.
  • Google Scholar

  •  Received: 07 October 2019
  •  Published: 31 October 2019


Sustainable development refers to using resources sparingly so that future generations may also use them for development. Sustainable Development Goals (SDGs) are a global development agenda adopted in 2015 to “end poverty, protect the planet, and ensure prosperity for all”. The 15-year development agenda recognizes eradication of poverty in all its forms and dimensions, including extreme poverty, as the greatest global challenge and an indispensable requirement for sustainable development. However, many countries have not effectively implemented the global agenda, with one of the impediments being corruption especially in the public sector. The Maendeleo Policy Forum of 2017 in Addis Ababa, Ethiopia observed that corruption is a cross-cutting issue, which they agreed to combat. In fact, Africa is not short of normative tools to eradicate corruption. Nevertheless, corruption seems to be on the increase, eating up available resources for development, for improving lives and well-being of majority of Africans (HLPF, 2017). Uganda’s Anti-Corruption Act of 2009 provides for the effectual prevention of corruption in both the public and the private sector with minimal success. Management Development Institutes have a key role to play if corruption in Uganda is to be combated. The paper therefore identified constraints towards implementation of anti-corruption strategies, as well as SDGs in Uganda. It also describes the role of Uganda Management Institute towards implementation of anti-corruption strategies in Uganda. It suggests recommendations towards engaging the higher educational sector in the campaign towards eradicating corruption, which would lead to effective implementation of SDGs.
Key words: Anti-corruption, sustainable development goals, Management Development Institutes, higher educational sector.