The Commissioner of the National Secretariat for Patriotism Corps (NSPC), Ms. Hellen Seku has today urged the young people to uphold moral values, avoid risky behavior, and take part in protecting the environment.
While passing out 1,041 students who have been undergoing patriotism training at Uganda Technical College Elgon in Bugisu sub-region , Ms. Seku said patriotism teachings emphasize traditional family values, noting that a man is expected to marry a woman. She explained that such messages are part of the guidance being given to young people under the program.
Ms. Seku also warned the youth against engaging in prostitution and relationships with “sugar daddies,” saying such practices expose them to dangers including HIV/AIDS.
“HIV is a killer and it continues to claim many lives. Young people should take note of this and avoid shortcuts that can destroy their future,” she said.
She added that the environment in society today has become morally challenging, calling on students to remain disciplined and focused on building their future.
The commissioner reminded the youth that President Yoweri Kaguta Museveni has consistently advised citizens to create wealth through hard work rather than seeking quick gains through risky activities.
During the same event, Commissioner Seku also planted a tree in Bugisu, as a sign of environmental conservation advocacy among the young people.
She said tree planting helps to control soil erosion, reduce extreme heat, and protect the environment.
She noted that in 2024, President Museveni launched a national environmental protection campaign, and her visit, among others, aimed at continuing to promote the same message among the youth in the region.
Ms. Seku further highlighted the importance of trees, saying they support human life and contribute to natural healing through herbs and other environmental benefits.
The NSPC has been visiting tertiary institutions undergoing patriotism training in different districts since 1st to 9th March, 2026.
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There was relief across Uganda’s football community after veteran coach Mike Hillary Mutebi was found alive following reports that he had gone missing.
According to police, the former head coach of Kampala Capital City Authority Football Club was discovered on Monday evening in a banana plantation in Kisubi along Entebbe Road.
Authorities revealed that Mutebi was located by local residents who immediately alerted security personnel. Police officers later arrived at the scene and facilitated his transfer to a medical facility for examination and care.
In a brief statement, police confirmed that the veteran tactician is currently undergoing medical assessment as investigations continue into the circumstances surrounding his disappearance.
Mutebi had earlier been reported missing, sparking concern among family members, friends and the wider football fraternity. The news quickly spread across social media platforms, with fans and sports personalities calling for information that could help trace his whereabouts.
His recovery has now brought relief to many, although questions still remain about what exactly happened before he went missing and how he ended up in the plantation in Kisubi.
Mike Mutebi is widely regarded as one of the most influential football coaches in Uganda. During his tenure at KCCA FC, he transformed the club into one of the most dominant teams in Ugandan football, winning several league titles and domestic trophies.
One of his most notable achievements came in 2018, when he guided KCCA FC to the group stages of the CAF Champions League — a historic milestone for both the club and Ugandan football.
Media personality Etania Mutoni has showered praise on Lynda Ddane, declaring her the best female DJ in Uganda at the moment.
Etania, who revealed that she started deejaying around the same time as Lynda Ddane, believes the NTV The Beat host has perfected the craft and currently stands above many of her female counterparts.
Speaking in an interview with a local television station, Etania explained that while several female DJs are doing a commendable job in the industry, Lynda Ddane’s consistency and performance make her stand out.
“Lynda Ddane is ranking the best at the moment among the female deejays. She is really performing at the top and everyone can see that,” Etania said.
She further noted that Lynda has managed to compete strongly even against male DJs in the industry.
“She has really put up strong competition against the male deejays.”
Uganda’s entertainment scene has seen several female media personalities venture into deejaying, including DJ Alisha, Sheila Gashumba, DJ Lolah, and Etania herself.
However, according to Etania, Lynda Ddane’s current performance and influence place her at the very top among female DJs in the country.
Fast-rising singer Jowy Landa has boldly declared that she is currently the most booked musician in Uganda.
The singer says her career has grown significantly in recent years, thanks to the support from fans and different people who have contributed to her journey in the music industry.
Speaking in an interview with a local television station, Jowy Landa revealed that her schedule is currently packed with performances across the country.
“I am selling like a hot cake, and I’m the most booked musician at the moment. In one weekend, I can go for over ten shows across the country and all paying me well,” she explained.
The singer says the busy schedule has drastically changed her lifestyle, leaving her with little time for social circles and friendships.
According to Jowy Landa, the only person she currently spends most of her time with is her mother, as she focuses fully on building her music career.
When one first hears the word Masaka, the first things that pops into their mind is the hostile politics that has rarely allowed the ruling National Resistance Movement and President Museveni to breath. Equally so, the person deployed to rein as the President’s representative must ideally be very sophisticated. Surprisingly, naked eyes would see that picture on the first glance at Billy Janet Mulindwa- the Resident District Commissioner ( RDC) for Masaka District. Soft spoken, and simple on the outlook yet made of the strongest metal on a deeper examination.
When Ms. Billy Janet Mulindwa was deployed to Masaka in 2024, many whispered that she had been sent into the “lion’s den.” The district was a bastion of opposition politics, a place where Robert Kyagulanyi’s National Unity Platform (NUP) had swept nearly everything in 2021—Members of Parliament, district chairperson, and almost 90% of local councils. For the ruling National Resistance Movement (NRM), Masaka was enemy territory.
Two years later, the story is very different. Mulindwa, a former teacher turned Resident District Commissioner (RDC), is credited with orchestrating one of the most dramatic political turnarounds in Uganda’s recent history. In the 2026 elections, President Yoweri Kaguta Museveni’s vote share in Masaka jumped from a meager 31% in 2021 to an impressive 43%. The NRM captured one of the three parliamentary seats, secured the district chairperson position, swept all four LCIII chairpersons, and claimed 98% of the district council.
In Kyanamukaka Town Council, Zaina Nakidde was elected Mayor on the NRM ticket, backed by an all-NRM council. Kyesiiga was a clean sweep. Buwunga delivered the chairperson and all but two councilors. Even Bukakata, once a stronghold of opposition, fell in line. For a district once painted red, the new shade is unmistakably yellow.
Mulindwa insists this wasn’t luck—it was strategy. “The performance of the President and the NRM in this election didn’t surprise me,” she says confidently. “There had been various interventions intended to win back the hearts of the ordinary population through viable and practical strategies which were adequately implemented.”
Service Delivery as the Game-Changer
At the heart of this turnaround was service delivery. Mulindwa emphasizes that programs like the Parish Development Model (PDM) and Emyooga were not just slogans—they became lifelines.
She recounts with pride how eleven young men in Kyesiiga pooled their PDM funds to grow passion fruit, now earning at least one million shillings each month. Another farmer used his capital to start a piggery, expanding from three pigs to thirty. A women’s group invested six million shillings from Emyooga into tents and chairs, building a thriving rental business. These weren’t abstract policies; they were tangible stories of transformation that voters could touch, taste, and trust.
Education and health also saw visible improvements. Absentee teachers were checked, drugs secured in health facilities, and children pulled out of fishing boats and coffee fields back into classrooms. Service delivery ratings soared from 34% to 86%, and with them, NRM’s popularity.
Museveni’s Voice in Masaka
Mulindwa’s office became the President’s voice in Masaka. “I found myself addressing people’s problems on behalf of the President whom I represent,” she explains. Working closely with the Internal Security Organization (ISO), she reached fishing communities, assuring them of smoother transitions from military to civilian lake management and mobilizing them into government programs.
Fishing communities, once skeptical, began to embrace initiatives like PDM and the upcoming fund to support their livelihoods. The result was a surge of support from landing sites that had previously been hostile to the ruling party.
Diplomacy Over Force
While RDCs elsewhere faced accusations of meddling, Mulindwa’s approach was diplomacy over force. She cultivated good working relationships within the District Security Committee, political leaders, civil servants and candidates. Regular consultative meetings with opposition, independents, and NRM candidates kept tensions low.
“We held several meetings and telephone engagements with stakeholders from all political sides. Opposition, NRM, Independents—and we were always able to pacify the process. That’s why we have not been loudly mentioned in the accusations,” she recalls.
Her emphasis on peaceful elections reassured voters who had been intimidated in 2021. “There were concerns about the safety of the ordinary voter. Women, the elderly—many were forced to stay away from the vote in 2021. We needed to assure the people,” she says.
Reformed RDC Office
Mulindwa also credits reforms at the Presidency under Minister Milly Babirye Babalanda. Capacity-building retreats, improved welfare, vehicles for RDCs, and allowances that finally matched the workload transformed the office.
“You no longer hear many RDCs implicated in land grabbing scandals, abuse of office, corruption. There is unusual sanity in the office thanks to the Minister for the Presidency and Secretary to the Presidency and their teams,” she says.
She applauds the periodic training sessions, both physical and virtual, which helped RDCs exchange knowledge and address area-specific challenges. Welfare improvements, including vehicles and enhanced allowances, boosted morale and efficiency. “We have seen the PS, the Minister, the HR, and others visit us, call us to guide, encourage or even rebuke us for the better. That means a lot to the morale of the officers. This is not usual, it’s a new thing,” she adds.
Yet, she remains grateful for the opportunity. “As a professional teacher, a former University Lecturer and a former National Youth Leader, the experience I have gained in this capacity has undeniably made me a better person. Without any doubts, I am confident I would be able to serve in any other capacity should there arise the need.”
The Bigger Picture
Mulindwa’s story is not just about Masaka—it’s about the evolving role of RDCs in Uganda’s political landscape. Once criticized for corruption and heavy-handedness, RDCs are now being repositioned as frontline mobilizers, service delivery monitors, and community problem-solvers.
Her success in Masaka demonstrates how grassroots programs, when properly implemented, can shift political loyalties even in opposition strongholds. It also highlights the importance of building trust through transparency, responsiveness, and diplomacy.
For the NRM, Masaka’s turnaround is a symbolic victory. For Mulindwa, it is proof that with strategy, patience, and service, even the toughest political terrain can be transformed.
From classroom chalk as a university lecturer to the hot seat of national politics, Billy Mulindwa has walked a remarkable journey. She has shown that politics is not just about rallies and slogans—it is about solving real problems, building trust, and delivering services that change lives.
As the dust settles on 2026, one thing is clear: Masaka’s story is no longer about NUP’s dominance. It is about how one RDC, armed with strategy and service, turned the tide and rewrote the district’s political destiny.
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Masaka, Uganda – Rural Masaka District development activist Oscar Mutebi has expressed heartfelt gratitude to President Yoweri Kaguta Museveni for his consistent support in advancing youth empowerment and community development initiatives across the region.
Mr. Mutebi, a passionate advocate for rural progress in Masaka and the Greater Masaka area, has called on both local and international investors to take advantage of the district’s vast economic potential. He highlighted key sectors including agriculture, agro-processing, renewable energy, and emerging industrial ventures as ripe for investment.
“His Excellency President Museveni has continually championed initiatives that uplift communities, and I am deeply grateful for the opportunities this creates. I encourage investors to explore Masaka District’s rich resources and strategic advantages—now is the time to invest here for sustainable returns and shared prosperity,” said Mr. Mutebi.
Strategically located near Lake Victoria, Masaka District serves as a major agricultural and commercial hub. Agriculture drives the local economy, with coffee emerging as a cornerstone cash crop. Government programs such as Operation Wealth Creation have distributed thousands of modern coffee seedlings to farmers, aiming to boost production, increase household incomes, and encourage climate-resilient farming practices.
Beyond coffee, the district offers opportunities for value addition through processing, export expansion, and even coffee tourism, where visitors can tour farms, learn about production, and sample local brews. Fertile soils, favorable climate, and proximity to key markets position Masaka as an ideal location for scaling agro-industrial projects such as fruit and vegetable processing, pineapple and banana value chains, and horticultural ventures.
Masaka’s potential is not limited to agriculture. Industrial development is gaining momentum, with plans for industrial parks, particularly in Bukakata, to attract manufacturers and create employment. The district also boasts mineral resources, including high-quality silica sand deposits near Dimu Beach, which present opportunities for sheet glass manufacturing, a project that could reduce imports and stimulate local industry.
Renewable energy presents another growth avenue. Successful models of solar microgrids powering rural villages demonstrate the viability of expanding clean energy solutions, including solar-powered irrigation to support year-round farming. Meanwhile, growing urbanization and improved connectivity make Masaka attractive for real estate, commercial developments, and the hospitality sector.
At the community level, Mr. Mutebi has been instrumental in improving livelihoods. He has facilitated access to agricultural inputs like coffee seedlings and spraying equipment and has inspired youth and women to participate in government initiatives such as the Parish Development Model (PDM) and Emyooga. He also advocates for wider access to clean water and increased coffee planting to strengthen household economies.
Through his work uniting leaders and communities across Greater Masaka—including districts such as Kalungu, Kyotera, and Mpigi—Mr. Mutebi promotes collaboration to unlock opportunities that drive inclusive growth. Local leaders, including Mayor Hajjat Zaina Nakidde of Kyanamukaka Town Council, have praised his initiatives for fostering unity and progress.
“I thank Mr. Oscar Mutebi for his tireless support in bringing resources to our communities. Investors should see Masaka’s potential—it’s a district ready for transformative partnerships,” she said.
As Masaka continues to build on its agricultural strengths and emerging industrial prospects, Mr. Mutebi’s call highlights a district poised for impactful investment, contributing to Uganda’s broader vision for sustainable economic growth and prosperity.
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Kampala — Uganda’s institution tasked with modernising and reforming the country’s laws has itself landed in the spotlight after a revealing audit exposed governance gaps, staffing shortages, delayed reporting and questionable management practices that threaten its ability to deliver on its core mandate.
A detailed report by the Office of the Auditor General of Uganda has raised serious concerns about operations at the Uganda Law Reform Commission (ULRC), the body responsible for reviewing outdated laws, recommending reforms and ensuring the country’s legal framework keeps pace with social and economic changes.
However, the deeper findings of the report reveal an institution grappling with leadership gaps, weak administrative systems and operational challenges that have left observers questioning whether the Commission is effectively fulfilling its mandate.
The ULRC operates through a Secretariat comprising staff who implement the Commission’s plans and programmes. The Secretary and staff are appointed by the Attorney General on recommendation of the Appointments Board of the Commission.
Its structure includes three key departments — Law Reform, Law Revision and Finance and Administration — with the first two headed by Commissioners and the finance department overseen by an Undersecretary.
Yet the Auditor General’s findings suggest the institution’s governance structure has been severely weakened by leadership vacancies.
According to the audit, the Board Chairperson and four Commissioners’ terms expired before the close of the 2023/24 financial year and were never renewed, leaving only two Commissioners with active contracts.
This meant the Commission’s governing body was not fully constituted, significantly affecting its ability to carry out decision-making and oversight functions.
Governance experts warn that such leadership gaps can paralyse institutions that rely heavily on board guidance.
The leadership vacuum appears to have compounded deeper structural problems within the institution.
The audit revealed that the Commission’s approved staff structure provides for 82 positions, but only 43 are currently filled, leaving 39 positions vacant.
As a result, several critical positions are being held by individuals in acting capacity who do not possess the required qualifications.
Observers say such staffing shortages could undermine the Commission’s ability to undertake the complex legal research and analysis required to reform Uganda’s legal framework.
At the same time, financial management concerns have also surfaced.
The Commission sought a virement of UGX 950 million to settle part of its outstanding obligations to the National Social Security Fund Uganda (NSSF).
Although the move reduced the Commission’s arrears from UGX 8.852 billion to UGX 7.90 billion by the end of the financial year, the figure still represents a significant liability hanging over the institution.
Auditors also discovered UGX 64 million in arrears related to furniture purchases that were not disclosed in the financial statements.
Failure to disclose such liabilities in official financial records raises transparency concerns.
The audit further uncovered weaknesses in asset management and technology utilisation.
The Commission procured equipment worth UGX 51.63 million, including an Enterprise Document Scanner and barcode printing equipment meant to support the Electronic Document Management System (EDMS) project.
However, auditors found that the equipment was not being fully utilised, meaning public funds invested in the technology may not be delivering the expected benefits.
Even more troubling, assets worth UGX 152.05 million procured in the financial years 2022/23 and 2023/24 for the same EDMS project were never recorded in the Commission’s assets register.
Such omissions raise concerns about internal controls over government property.
Vehicle management practices also came under scrutiny.
The Commission spent UGX 193.28 million maintaining 15 motor vehicles, yet auditors discovered that no maintenance logs were maintained to track the work carried out, the costs incurred or the personnel involved.
Experts say such lack of documentation weakens accountability and makes it difficult to verify how funds were actually spent.
Meanwhile, performance assessment of the Commission’s strategic plan revealed mixed results.
The institution’s Strategic Plan covering 2020/21 to 2024/25 was actually overfunded by UGX 6.1 billion, largely due to extra funding of the recurrent non-wage component amounting to UGX 15.03 billion, representing 43 percent.
Yet despite the additional funding, the Commission’s performance indicators tell a troubling story.
Auditors found that the institution fully achieved only 42 percent of its performance indicators, while 45 percent of the indicators were not achieved at all.
Another 12 percent could not even be assessed due to lack of data.
Experts say such results point to serious challenges in programme implementation and performance monitoring.
The situation is further complicated by delays in planning.
The Commission failed to finalise its new Strategic Plan aligned to the Fourth National Development Plan by July 1, 2025, the date when the plan was supposed to begin.
This delay prevented the institution from aligning its operations with national development priorities.
According to the National Planning Authority of Uganda, the Commission achieved only a 49 percent compliance score in delivering outputs under the Third National Development Plan.
Analysts say such a score indicates that the Commission’s budget may not be sufficiently contributing to national development objectives.
Administrative efficiency also appears to be an issue.
Records from the government’s Program Budgeting System revealed that the Commission delayed submission of quarterly performance reports by as much as 274 days.
In some cases, auditors say there was no monitoring and evaluation of implemented activities, and the institution did not even have a formal Monitoring and Evaluation framework.
Such gaps make it difficult to track whether public funds are actually delivering results.
Despite these operational weaknesses, the Commission showed unexpected strength in one area — revenue generation.
ULRC had budgeted to collect only UGX 50 million in Non-Tax Revenue, but by the end of the financial year it had collected UGX 3.045 billion, largely from the sale of the 7th Revised Edition of the Principal Laws of Uganda.
Financial experts say this performance demonstrates the value of legal publications but also raises questions about whether the Commission could further commercialise its legal knowledge products.
In terms of government funding, Parliament appropriated UGX 16.82 billion to the Commission during the financial year.
However, only UGX 15.74 billion was actually warranted, leaving a variance of UGX 1.07 billion.
Out of the funds received, the Commission absorbed 92 percent, with the remaining funds largely intended for salaries, pensions and certain operational activities such as printing laws.
The audit also reviewed the implementation of programme outputs.
Out of 14 outputs involving 57 activities, the Commission fully implemented 10 outputs covering 35 activities worth UGX 9.21 billion, while four outputs involving 20 activities worth UGX 5.29 billion were only partially implemented.
Even recommendations issued by Parliament have not been fully acted upon.
The audit found that the Commission only partially implemented four recommendations contained in the Treasury Memorandum relating to the Auditor General’s report for the 2021/22 financial year.
Observers say the cumulative effect of these issues raises serious questions about institutional efficiency at the very body responsible for shaping the country’s legal framework.
“It is ironic that the institution responsible for reforming laws is struggling with governance and compliance issues of its own,” one legal analyst remarked.
The Auditor General’s findings now place pressure on the Commission’s leadership and supervising authorities to address the gaps identified.
The Commission received an unqualified audit opinion, meaning its financial statements were presented fairly.
For an institution entrusted with reviewing Uganda’s laws and ensuring they remain relevant, functional and effective, many believe the Commission itself must demonstrate the same standards of governance it seeks to promote.
Until those reforms happen, critics warn that Uganda’s law reform agenda may continue to move at a slower pace than the country’s rapidly evolving needs.
When President Yoweri Museveni took over the chairmanship of the East African Community (EAC) in Arusha, his words carried both history and urgency. In his inaugural speech, he reminded the region that Africa’s fragmentation was a colonial misstep, warning against “Okukonesa”—the mis‑cooking of the African revolution. He argued that unity is not optional but imperative, a correction of history that must now be fast‑tracked if East Africa is to secure sovereignty and prosperity. Quoting scripture, he declared, “What God has put together, let no man put asunder,” framing integration as both a political and moral mission.
Outgoing chair William Ruto praised the progress achieved during his tenure—trade facilitation, infrastructure, digital integration, and peace efforts—and expressed confidence that Museveni’s leadership would build on these gains. Other heads of state echoed this optimism, pointing to Museveni’s consistency in championing regionalism, his role in welcoming the Democratic Republic of Congo into the bloc, and his advocacy for Somalia’s accession. Their endorsements underscored a collective expectation that his tenure will enlarge the community’s membership, expand its economic footprint, and strengthen its strategic leverage.
The stakes are high. The EAC’s combined GDP already exceeds $300 billion, but fragmentation continues to hinder efficiency. Museveni’s emphasis on infrastructure—railways, energy interconnections, and digital systems—aligns with the bloc’s economic expansion goals. Enlarging membership to include Somalia would secure vital maritime trade routes, while consolidating Congo’s integration would unlock resource‑rich markets. At the same time, Museveni acknowledged the crises in eastern Congo, South Sudan, and Somalia, calling for collective security mechanisms to stabilize the region. Uganda’s history of peacekeeping in Somalia and South Sudan suggests that his chairmanship could strengthen the EAC’s capacity to act decisively in conflict resolution.
Museveni’s leadership is also deeply rooted in Pan‑Africanism. By fast‑tracking East African unity, he situates the bloc as a building block for the African Continental Free Trade Area, aligning regional integration with continental aspirations. In a geopolitical context where global powers compete for influence in East Africa, a more integrated EAC under his stewardship would negotiate from a position of strength, ensuring that partnerships serve regional interests.
The ceremony in Arusha was more than a handover; it was a moment of collective affirmation. Museveni’s speech and the endorsements from fellow leaders set a hopeful tone, signaling that East Africans can look forward to a chairmanship that emphasizes enlargement, economic expansion, and collective security. If his tenure delivers on these promises, it could mark a decisive step toward realizing the long‑deferred dream of an East African federation—an economically vibrant, politically stable, and globally influential community.
The author is the Deputy RCC for Nakawa Division.
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Kampala — Uganda’s insurance watchdog is under intense scrutiny after a blistering audit report exposed financial irregularities, governance gaps and failure to implement key consumer protection mechanisms, raising tough questions about leadership at the regulator.
The explosive findings contained in the latest report by the Office of the Auditor General of Uganda have placed the Insurance Regulatory Authority of Uganda (IRA) squarely in the spotlight, with critics now asking whether the institution charged with safeguarding Uganda’s insurance sector is itself slipping on oversight and accountability.
At the centre is Alhaj Dr. Kaddunabbi Ibrahim Lubega, the long-serving Chief Executive Officer who has steered the Authority since 2010. After more than a decade at the helm, Lubega is widely credited with expanding and stabilising Uganda’s insurance industry. But the Auditor General’s findings now threaten to reopen the debate about whether the veteran regulator has overstayed his welcome.
The Authority currently operates under the leadership of Board Chairperson Isaac Nkote Nabeta, deputised by Grace Bakunda, with Lubega serving as the chief executive responsible for day-to-day operations.
While the Auditor General issued an unqualified opinion on the Authority’s financial statements — meaning they were generally presented fairly — the detailed findings reveal a number of worrying issues that have left observers questioning internal controls within the institution.
One of the most striking revelations concerns UGX 6.27 billion spent by the Authority during the 2024/2025 financial year.
According to the Auditor General, these funds were neither appropriated under the approved budget nor approved by the Board or the responsible Minister.
Even more troubling, auditors say there was no evidence of supplementary approval or amendments to the budget to legitimise the expenditure.
In simple terms, billions of shillings appear to have been spent outside the established approval framework.
Financial governance experts say such spending raises serious accountability questions.
“Public institutions cannot spend money outside approved budgets without proper authorisation,” one financial analyst explained to RedPepper.
“That undermines financial discipline and opens the door to potential misuse of resources.”
Another critical issue raised by auditors concerns procurement planning.
The report revealed that three procurements worth UGX 13.285 billion were initiated in previous financial periods and completed in the current year without the preparation of multi-year procurement plans, as required by law.
Multi-year procurement planning is designed to ensure that large purchases are properly budgeted, scheduled and monitored over several years.
Failure to prepare such plans can disrupt financial planning and weaken oversight of major procurements.
But perhaps the most alarming finding relates to the protection of ordinary Ugandans who buy insurance policies.
The audit reveals that the Policy Holders’ Compensation Fund, which is required under the Insurance Act to protect customers if an insurance company collapses, has never been established.
This failure comes eight years after the Insurance Act mandated its creation.
Without this fund, policyholders could be left exposed if an insurance company becomes insolvent and fails to pay claims.
Experts say the absence of the fund represents a serious gap in consumer protection.
“The compensation fund is supposed to be the last safety net for policyholders,” a sector insider explained.
“If it doesn’t exist, customers may have nowhere to turn if their insurer collapses.”
The Auditor General also raised concerns about the Authority’s oversight of security deposits held by insurance companies.
According to the report, the regulator lacks clear policies for monitoring these deposits, which insurers hold as financial guarantees.
Even more worrying, auditors found no evidence that the Authority actually controls or verifies these deposits, meaning it may not know whether the funds truly exist or how they are being used.
Such gaps could potentially weaken financial safeguards meant to protect the stability of the insurance sector.
Governance questions also emerged within the Authority’s board structure.
During the 2024/2025 financial year, the board comprised nine members instead of the required ten.
The missing position belongs to the Chief Executive Officer of the Uganda Retirement Benefits Regulatory Authority, who by law sits on the IRA board but had not been appointed at the time.
Although the vacancy may appear minor, governance experts warn that incomplete boards can affect decision-making and oversight.
As these revelations surface, they have revived long-standing debates about leadership at the Authority.
Hajji Alhaj Dr. Kaddunabbi Ibrahim Lubega has served as CEO since 2010 — a remarkably long tenure in Uganda’s regulatory landscape.
During that period, he has overseen significant transformations within the insurance industry, including expansion of the sector and stronger regulatory frameworks.
Yet his tenure has not been without controversy.
Despite the debates and periodic criticism over the years, Lubega has remained firmly in charge of the Authority.
But insiders now say the winds of change may be blowing quietly inside the regulator.
Whispers from within the sector suggest a silent succession war is already underway over who could eventually take over the powerful CEO position.
Sources point to Sande Protazio, the Director for Strategy and Market Development, as one of the key insiders believed to have strong interest in the top job.
Another name frequently mentioned in succession talk is Benerd Obel, the Director of Supervision, who also reportedly commands influence within the institution.
While none of the potential contenders have publicly declared their intentions, insiders say internal jockeying is quietly shaping the future leadership dynamics of the Authority.
“The race has not officially started, but everyone inside knows it is coming,” a senior industry observer said.
“The question is whether the board will prefer continuity or fresh leadership.”
And that brings the debate back to Lubega himself.
Supporters argue that the veteran regulator deserves credit for steering the insurance industry through years of growth and reform.
Indeed, even critics acknowledge that any leader serving such a long time inevitably registers significant achievements.
But others believe the time may have come for new leadership to take the Authority to its next phase.
“The real question is not whether Lubega has delivered results,” one policy analyst said.
“The question is whether he has outlived his usefulness.”
The Auditor General’s findings have now added fuel to that debate.
While the report does not directly assign blame to specific individuals, the issues it raises — from unapproved spending to delayed implementation of statutory protections — point to systemic weaknesses that ultimately fall under the Authority’s leadership.
As the dust settles from the latest audit revelations, pressure is likely to mount on both the Board and the mother Ministry overseeing the sector to ensure that the gaps identified are addressed.
Whether that leads to reforms, stronger oversight or leadership changes remains to be seen.
“For an institution tasked with regulating billions of shillings in insurance premiums and protecting policyholders across the country, the stakes are too high for mistakes,” says an Insurance industry watcher.
And as the succession whispers grow louder within the Insurance Regulatory Authority, the billion-shilling question remains hanging in the air: Is it time for Hajji Lubega to leave the stage — or will the veteran regulator weather yet another audit storm?
Kampala — What began as a bold presidential dream to transform Uganda’s beloved matooke into a global industrial product is now under intense scrutiny after a damning audit exposed management gaps, delays, financial losses and billions lying idle at the country’s flagship banana industrialisation project.
A fresh report from the Office of the Auditor General of Uganda has raised serious concerns about operations at the Banana Industrial Research and Development Centre (BIRDC), formerly known as the Presidential Initiative on Banana Industrial Development (PIBID).
The project, launched in 2005 to spearhead value addition in Uganda’s massive banana sector, was meant to revolutionise rural livelihoods by processing matooke into high-value products such as TOOKE® flour for both local and international markets.
But the latest audit suggests the initiative is struggling with deep management challenges — leaving observers wondering whether the banana dream is slipping through the fingers of those tasked with running it.
At the centre of the storm is Florence Isabirye Muranga, the Director General of BIRDC and the public face of the initiative.
The Auditor General’s report paints a troubling picture of an organisation battling financial strain, slow project implementation and questionable administrative practices despite receiving billions in government funding.
According to the audit, the company had accumulated UGX 5.52 billion in payables, with trade payables alone skyrocketing by 167 percent as of June 30, 2025.
Financial experts say such a dramatic increase in unpaid obligations is often a warning sign that an institution may be struggling to manage its financial commitments.
The audit further revealed that the Centre submitted its financial statements to the Auditor General three months after the statutory deadline, and shockingly, the documents were not signed by either the Director or the Board.
This lapse has raised eyebrows among governance experts who say such oversight raises serious questions about accountability structures within the organisation.
“It is basic corporate governance that financial statements must be approved and signed by responsible authorities,” a governance analyst told RedPepper.
“When that does not happen, it undermines confidence in the institution’s financial management.”
Even more alarming is the revelation that the company operates without a formal operations or financial management manual to guide its activities.
In simple terms, auditors say there are no clear internal policies directing how the organisation should manage its operations and finances.
Experts warn that such a gap exposes the institution to serious risks including financial mismanagement and weak internal controls.
The audit also uncovered compliance failures that could potentially attract regulatory penalties.
The company reportedly failed to file annual statutory returns with the Uganda Registration Services Bureau (URSB), a legal requirement for registered entities.
Such failure could expose the company to fines, penalties or even the risk of deregistration.
Meanwhile, procurement processes within the organisation appear to be painfully slow.
Auditors found that seven procurement processes worth UGX 2.82 billion took more than a year from initiation to contract signing, delaying the implementation of key initiatives meant to drive banana industrialisation.
Without proper planning mechanisms, oversight of contracts also appears weak.
The report notes that contract management plans were not prepared, meaning there was limited monitoring of how contracts were being executed.
Observers say this kind of gap can easily lead to cost overruns, delays and poor project delivery.
Financially, the Centre’s performance also raises concern.
The audit shows that the company recorded a net operating loss of UGX 3.84 billion during the financial year, largely attributed to rising interim production costs.
Yet despite these losses, the organisation received significant public funding.
During the 2024/2025 financial year, the government appropriated UGX 49.62 billion to support its operations.
However, the audit revealed that out of the UGX 63.16 billion total funds available, the company only managed to utilise UGX 33.37 billion — representing just 52.8 percent of the available resources.
In other words, nearly half the funds available to drive banana industrialisation remained unused.
Experts say this raises serious questions about planning and absorption capacity within the organisation.
“If you cannot spend allocated funds effectively, it suggests deeper planning and management weaknesses,” one economic analyst said.
The audit also examined the Centre’s actual project implementation performance.
Out of five key outputs involving 34 activities worth UGX 57.46 billion, auditors found that all five outputs were only partially implemented.
This means the majority of planned activities under the banana industrialisation programme were not fully delivered.
Perhaps the most striking revelation relates to sales performance.
The Centre had projected UGX 12 billion in TOOKE product sales for the year.
But by the end of the financial period, actual sales amounted to only UGX 3.52 billion, leaving UGX 8.48 billion uncollected.
This translates into just 29 percent performance against the sales target.
For a project designed to transform bananas into profitable industrial products, such figures raise uncomfortable questions about market strategy, production capacity and commercial viability.
The audit also found that the National Development Plan III allocation to the initiative was underfunded by 12 percent, affecting implementation of key activities and limiting the Centre’s ability to achieve its strategic goals.
Project delays appear to be another major problem.
Three projects worth UGX 1.785 billion experienced delays averaging three months beyond their expected completion dates, slowing down the attainment of key programme objectives.
Even more concerning is that three completed projects worth UGX 6.17 billion were found to be non-functional despite being finished.
Auditors say this points to inadequate planning, meaning resources were tied up in projects that are not delivering value.
“These investments remain idle when they should be driving productivity and innovation,” the report notes.
Internally, the organisation still relies on manual systems for recording revenues, expenditures, assets and liabilities, a practice auditors say is inefficient and prone to errors in a modern financial environment.
Such outdated systems also make it harder to maintain accurate financial records and ensure transparency.
The Auditor General nevertheless issued an unqualified opinion on the financial statements, meaning they were broadly presented fairly.
But the detailed findings suggest that significant management and operational improvements are urgently needed.
For many observers, the revelations are troubling because the banana initiative was designed to be a flagship model for agro-industrialisation in Uganda.
With millions of Ugandans depending on banana farming for their livelihoods, the stakes are enormous.
If effectively managed, value addition through initiatives like BIRDC could transform the country’s agriculture sector, create jobs and expand export markets.
But if mismanaged, critics warn the initiative risks becoming yet another expensive government project that fails to deliver its full potential.
As pressure mounts for answers, attention is now turning to the leadership of the Centre.
Director General Florence Isabirye Muranga has long championed the project as a transformative innovation for Uganda’s agricultural sector.
Yet the Auditor General’s findings now place the spotlight squarely on the institution’s management structures and operational systems.
Whether the issues identified will trigger reforms or simply become another audit report gathering dust remains to be seen.
For now, however, the banana industrialisation dream appears to be facing one of its most serious tests yet — and the question many are asking is whether those in charge can turn the tide before the Tooke revolution goes bananas.
