Jowy Landa says she is not bothered much by the continued “upcoming artist” tag that she is often referred to as.
The singer who has been actively doing music for six years has managed to establish herself as a brand, and she claims that only haters would refer to her as an upcoming artist.
In an interview, she maintained that it doesn’t bother her because she still makes millions every week from her music.
She, however, urged her haters never to cross the line and insult her parents because for that, there would be consequences.
No, I’m not offended because I make money. I make millions every week, so nothing can put me down. Most people say these things to weaken us, but I’m a star.
I’m not intimidated at all. Those are haters; they can continue calling me an upcoming artist. I’m cool with anything as long as you don’t insult my parents and family.
Entebbe, Uganda — Uganda’s aviation sector has received a boost following the resumption of key United Arab Emirates flights to Entebbe International Airport, signaling gradual recovery after disruptions linked to Middle East airspace tensions.
Low-cost carrier Air Arabia has resumed its flights to Sharjah, while Flydubai has reinstated its morning services to Dubai. The restoration of the routes reconnects Uganda to one of its most important travel and trade corridors in the Gulf region.
The update was confirmed by Fred Bamwesigye, Director General of the Uganda Civil Aviation Authority (UCAA), during a Ramadan Iftar dinner hosted by the aviation regulator.
Bamwesigye said the developments signal resilience within Uganda’s aviation industry despite the challenges created by regional conflicts that led to temporary airspace closures in parts of the Middle East since late February 2026.
According to UCAA, Entebbe International Airport is currently operating at about 42 percent capacity, largely due to the regional disruptions. However, Bamwesigye noted that around 65 percent of the airport’s traffic has remained largely unaffected, thanks to adjustments made in flight scheduling and route coordination with international partners.
“We are committed to ensuring safe and efficient operations for all passengers and stakeholders,” Bamwesigye said, emphasizing ongoing collaboration with airlines and aviation authorities to minimise the impact of geopolitical disruptions.
The resumption of the UAE routes is expected to benefit Uganda’s tourism, trade and labour travel sectors, as thousands of Ugandans regularly travel to the Gulf for employment while businesses rely heavily on cargo links through Dubai and Sharjah.
Industry stakeholders say the restored flights will help stabilise passenger flows and cargo movements that had slowed during the temporary disruptions.
In remarks delivered during the gathering, Bamwesigye also used the occasion of the final days of Ramadan to call for prayers for global peace and stability, noting that geopolitical tensions continue to affect aviation operations worldwide.
The recovery in flight operations comes as government agencies intensify efforts to strengthen Uganda’s transport infrastructure and safeguard international connectivity.
Observers say the developments offer cautious optimism for Uganda’s aviation industry as airlines gradually restore schedules affected by the regional crisis.
Watchdog Uganda will continue to follow developments in the aviation sector as the regional situation evolves.
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The government has unveiled plans to transform Kyabazinga Stadium, commonly known as Bugembe Stadium, into a modern sports complex with a seating capacity of 20,000.
The redevelopment is part of a nationwide programme led by the National Council of Sports aimed at improving sports facilities across Uganda.
Officials say the project will modernise the stadium and expand sporting opportunities for athletes in the Busoga sub-region and the wider eastern part of the country.
What the new stadium will include
According to Milton Chebet, Assistant General Secretary for Technical Affairs at the National Council of Sports, the planned redevelopment will convert the current facility into a multi-sport complex.
The project is expected to feature a 20,000-seat main stadium, training grounds for athletes, an athletics running track, and an indoor sports arena designed to host games such as boxing and basketball.
Chebet explained that Bugembe Stadium and Mbale Stadium have been prioritised as key projects for Eastern Uganda, with construction expected to begin in a later phase of the national sports infrastructure programme.
Land concerns raised
However, officials say the project could face challenges due to suspected encroachment on part of the land surrounding the stadium.
Chebet noted that some individuals have reportedly built permanent houses on sections of the land meant for the sports complex, raising concerns about whether the full redevelopment plan can be implemented as designed.
It is still unclear whether the government will compensate the occupants if the land needs to be reclaimed for the project.
A key facility in Busoga
Kyabazinga Stadium, which belongs to the Busoga Kingdom, is one of the major sports venues in Eastern Uganda.
Over the years, the stadium has hosted regional football matches and several community sporting events, making it an important facility for sports development in the region.
Kampala — A scorching report by the Office of the Auditor General of Uganda has thrown the country’s health sector into fresh controversy after exposing glaring failures in the way hazardous medical waste is handled across public health facilities.
The explosive Value for Money (VFM) Audit released in the 2025 Auditor General’s report paints a disturbing picture of a system riddled with poor planning, weak supervision, inadequate funding and shocking practices that could be silently endangering the lives of health workers, patients and communities living near hospitals.
And now, fingers are beginning to point at the top leadership of the Ministry of Health Uganda — including Permanent Secretary Dr. Diana Atwine Kanzira, the technocrat tasked with overseeing the country’s health resources.
The big question now echoing through corridors of power is simple: Who dropped the ball?
The Auditor General’s investigation into the effectiveness of healthcare waste management found that despite government having policies, guidelines and regulations in place, the system meant to control dangerous hospital waste is riddled with glaring gaps.
Health Care Waste — which includes infectious materials like used syringes, blood-stained bandages, contaminated gloves and other hazardous hospital by-products — is supposed to be strictly handled to prevent disease spread and environmental contamination.
But the audit reveals that in many facilities across the country, the system is barely functioning.
According to the report, the Ministry failed for years to establish key standards to guide how medical waste should be measured, treated and disposed of.
“There was no requirement for facilities to measure or report Health Care Waste volumes, no clear indicators for treatment efficiency and emissions control, and no standards for the design of common waste pits,” the report states.
The result has been what auditors describe as “adhoc and ineffective planning” for healthcare waste management nationwide.
Even more troubling is the revelation that for three consecutive financial years — between FY2022/23 and FY2024/25 — the Health Ministry operated without an operational national strategic plan to guide how the country should handle medical waste.
This vacuum meant activities at national level, district authorities and individual health facilities were fragmented, inconsistent and poorly coordinated.
Although a new Health Care Waste Management Strategy covering 2025/26–2029/30 has been drafted, the audit notes that it has not yet been disseminated or implemented.
Insiders say this alone raises questions about leadership within the ministry.
“How do you run a national health waste system for years without a functional strategy?” one senior health policy expert privately wondered.
But the rot goes deeper.
The Auditor General discovered that healthcare waste management was never given a clear budget line in ministry and health facility workplans.
In simple terms — the country’s hospitals were expected to manage dangerous waste without proper funding.
Because of this, major infrastructure such as incinerators meant to destroy hazardous medical waste ended up depending heavily on funding from development partners.
However, once those partners pulled out, the projects stalled.
The Ministry has since proposed allocating UGX 5 billion to plug the funding gap, but the audit suggests the situation on the ground remains dire.
Health facilities are now expected to allocate 10 percent of their Primary Health Care funds to waste management — but auditors say the amounts involved are laughably small.
On average, the annual funding available for waste management is estimated at: UGX 60,000 for Health Centre II facilities, 120,000 for Health Centre III facilities, 600,000 for Health Centre IV facilities and 7.5 million for hospitals.
Experts say such figures can barely cover basic waste handling equipment, let alone ensure safe treatment and disposal of hazardous materials.
“It is unrealistic to expect meaningful waste management with such tiny allocations,” the report warns.
Meanwhile, the system meant to monitor compliance appears equally broken.
Although the ministry carries out periodic WASH assessments to evaluate sanitation standards in health facilities, auditors discovered that little or no follow-up was done to ensure facilities actually implemented recommended corrective actions.
This allowed dangerous practices to continue unchecked.
The report found that waste segregation remains poor in many health facilities, with infectious and non-infectious waste often dumped together in the same bins.
Auditors also discovered unmatched bin liners, unlabelled waste bags and the absence of proper temporary storage areas.
In some facilities, the situation was so bad that medical waste was openly burned, a dangerous practice that releases toxic fumes into surrounding communities.
Even incinerators that exist were found lacking basic equipment such as temperature monitoring systems and emission meters.
Without these controls, experts say the incinerators themselves could be producing harmful pollutants.
The Auditor General also uncovered major failures in coordination between the Health Ministry and other regulatory bodies like local governments and district health offices.
Despite the existence of national and regional steering committees meant to coordinate healthcare waste management, auditors found no coordination meetings were held between FY2022/23 and FY2024/25.
This lack of engagement severely limited harmonization of interventions across the sector.
Even the country’s digital health data system appears ill-equipped for the task.
The audit revealed that the widely used District Health Information System 2 (DHIS2) does not currently have a module for capturing healthcare waste data.
Without accurate data on the amount of waste generated in hospitals, planning becomes guesswork.
The report concludes that the current system is characterized by weak enforcement of regulations, chronic underfunding, poor waste segregation practices, limited monitoring and lack of reliable waste data.
As a result, unsafe handling and disposal of healthcare waste continues to expose health workers, patients and surrounding communities to infection risks and environmental contamination.
The findings have sparked renewed debate about accountability at the top of the health sector.
As Permanent Secretary of the Health Ministry, Dr. Diana Atwine Kanzira is responsible for providing technical leadership and stewardship over the country’s health resources.
With such glaring gaps identified by the Auditor General, critics are now asking whether the ministry leadership has done enough to address a problem that directly affects public safety.
“Medical waste is not just garbage — it can spread infections and poison communities if mishandled,” a public health analyst noted.
“When the system fails at this level, it raises serious questions about oversight.”
The Auditor General has now urged the ministry to urgently fast-track the dissemination and implementation of the new healthcare waste management strategy and develop a sustainable financing model, including applying the polluter-pays principle.
The report also recommends strengthening supervision of health facilities, enforcing national waste management guidelines and accelerating completion of stalled incinerator projects.
But beyond recommendations, many observers believe stronger action may be necessary.
With hospitals generating thousands of tonnes of hazardous waste every year, failure to fix the system could turn Uganda’s health facilities into silent environmental hazards.
For now, the Auditor General’s report has opened a fresh chapter of scrutiny for the Health Ministry leadership.
Whether it leads to reforms — or simply gathers dust like many reports before it — remains to be seen.
Kampala— The Uganda Police Force has released the official list of licensed Private Security Organizations (PSOs) and gun dealers authorized to operate in the country for 2026.
The announcement was made by the Police Undersecretary, Dr. Aggrey Wunyi, through a statement posted on X (formerly Twitter), reaffirming the force’s commitment to enforcing the provisions of the Firearms Act and the Police Act.
According to the police, the list—issued under the authority of the Inspector General of Police (IGP)—identifies companies that have met the regulatory requirements to legally provide private security services and deal in firearms.
Authorities say the move is intended to enhance public safety and strengthen oversight in the private security sector, which plays a growing role in safeguarding businesses, institutions, and residential areas across Uganda.
Police noted that only companies appearing on the official register are permitted to operate as private security providers or gun dealers. Engaging unlicensed firms, officials warned, could expose individuals and organizations to security risks and legal consequences.
The release of the list also triggered debate online, with some members of the public questioning the absence of certain well-known companies and calling for greater transparency in the licensing process.
Police have urged the public and businesses to verify security service providers against the approved list and report any suspected illegal operations to the authorities.
909 Kabarole Youth Veterans
A1 Security Group Ltd
A-Safe Security Company
Able Security Uganda Ltd
Able Tiger Security Ltd
Absolute Guard Services and Investigators Ltd
Accacia Security Ltd
Accurate Security Company Ltd
Active Security Services Ltd
Agatha KP Protective Services Ltd
AI Security Services Ltd
Aim Security Company Ltd
Aisi International Agency Security Ltd
Amazing Grace Guards Ltd
Anand International Consultants Ltd
Angel Security Group Ltd
Apex Security Services Ltd
Aps Protective Services Ltd
AR1 Security Company Ltd
Armatrac Security Company Ltd
Armoured Security Co. Ltd
Aristake Security Company Ltd
Arvo Security Group Ltd
Asa Security Company Limited
B2 Security Group Ltd
Barrel Security Services Ltd
Believe Security Ltd
Blue Nile Security (U) Ltd
Bluewhale Security Company
Brandguard Limited
Bravery Investigation Agency
Bright Security Ltd
Brifsaf Security Company Ltd
Budi Security Group Ltd
Buenas Dias Guards & Security Ltd
Bullfighters Security Limited
Bulwark Security Consultants Ltd
Calvary Security Services Limited
Canon Security Services Ltd
Cantaker Security Company Ltd
Capital Security Services Limited
Cheetah Security Services Limited
City Cops (U) Limited
Command Security Services Ltd
Companion Security Services Ltd
Corporate Security Services (U) Ltd
Countryman Security Co. Ltd
Crown Secure Solutions Ltd
Crumark Security Limited
Cydops Defense Systems Limited
Cypro Security Company Ltd
Dacon Security Company Ltd
Data Lock Security Ltd
Desert Seals Ltd
Devine Security Group Limited
Eagle Eye Security Company Ltd
Eureka Security Limited
Excalibur International Security Ltd
Executive Protection Services International
Express Security Company Ltd
FBG Security Company
Frontier Security Services
Fulltime Security Company
G Limit Security Company Ltd
G&D Security Company Ltd
G4S Secure Solutions
Gallant Security Ltd
Giant Security Ltd
GKO Security Company
Global Link
Global Security Ltd
Godra Secure Services
Goldan Security Group Ltd
Gold Line Security Services Ltd
Good Times Security Services Ltd
Graben Security Ltd
GT Expert Security Group Ltd
Guardian World Limited
Guardworld Security and Investigations Ltd
Hank Security Services Company
Harard Security Group Ltd
Hash Security Company Ltd
Hatari Security Group Ltd
Hero Security Limited
Hogol Security Services (U) Limited
Hope Services Ltd
Hospe Security Services Limited
Image Group Ltd
Industrial Security Services Ltd
Insight Security Company Ltd
Intersect Security Group Ltd
Kaftech Security Ltd
Kampala Parking Industry
Karu 3000 U Ltd
Keith King Security Ltd
Kimjose Security Limited
Knights Guard Security Company Ltd
Legends Security Company Ltd
M S Data Lock Security Limited
M/S Anika Security Services Ltd
Maasero Security Company
Magnum Security Company Ltd
Mock Security Solutions Ltd
Month Security Ltd
Millennium Security Ltd
Nova Security Group Ltd
Novae Security Group Ltd
Ogwalin Security Company Ltd
Ogan Security Services Ltd
Pathway Golden Security Services Ltd
Pearl Security Company Ltd
Pearl Watchmen Uganda Ltd
Pinnacle Security Company Ltd
Platinum Security Group Ltd
Prion One Security Ltd
Promax Security Ltd
Proof Security Group Smc Ltd
PSD Security Limited
Puff Security Services Ltd
Quanico Security Company Ltd
Ranger Security Ltd
Ready Protection Services Ltd
Real Star Security (Private) Ltd
Red Light Security Services Ug Limited
Rescue Security Services Ltd
Ric Watch International
Riot Security Ltd
Robust Security U Ltd
Rock Security Company
Ruhama Veterans (U) Limited
Rusakebe Security Ltd
Rwambomo Security Services Ltd
Ryayo Security Group Ltd
Sabasaba Security Company
Safetec Security Co
Sail Global Security Company
San Security Ltd
Saracen Uganda Limited
Scorpion in House Security Co. Ltd
Security Agencies (U) Limited
Security Focus U Ltd
Security Group Uganda
Security Plus Uganda Company Ltd
Sentry Blue Plus Security Company Ltd
Shadow Security Services Limited
Sheerhart Security Ltd
Shindanyu Acon Co. Ltd
Shindanyu Security Co. Ltd
Sola Security Limited
Solomon Concert Security U Ltd
Sovereign Security Limited
Spark Guards Security Group Ltd
Spartan Security Company Ltd
Spc Protectarate Security Ltd
Spot Well Securities Ltd
Spy Tech International
Squad Security Group
Stardrive Security U Ltd
Stap Security Ltd
Star React Security Guards Ltd
Sting Security Company
Swift Security Services Ltd
Tactical Security Company Ltd
Tan International Security Company
Tayan Security Company Ltd
Team Security Company Ltd
The Divine Guards Ltd
The Godets Men
Thunder Private Investigators and Security Services
Lid
Time Cope Security Ltd
Top Security Ltd
Toro Veteran Security Guards Limited
TPK Security Group Ltd
Trifecta Professional Services
Trojan Security Group Ltd
Tuswaj Security Group
Unicorn Security Group (USG) Limited
Uwezo Security Services Limited
Vaelcom Security Ltd
Vigilant Security Group Ltd
Vision Security Limited
Warrior Security Company
Tasman Security Investment Ltd
ZBM Private Investigators Ltd
Zoom Security Services Ltd
Police have stressed that verification of security companies and gun dealers is critical to ensuring legal compliance and protecting national security. Members of the public are urged to report any unlicensed activity.
Singer Big Eye, real name Ibrahim Mayanja, celebrated Women’s Day by showing off his lovely wife, Inaya, and their song, Idris.
Via social media, Big Eye shared a special message to his wife, highlighting her qualities, including how she is a “strong, beautiful, and inspiring woman.”
Big Eye, whose relationships have been marred by drama in previous years, seems finally settled and happy with his relationship with Inaya and thanks her for her kindness.
Jowy Landa had to prove her friendship with Ava Peace while on the Galaxy TV Flexx show. This follows continued rumors about the two artists having a silent beef between them.
Jowy Landa rubbished the rumors, noting that Ava is her friend, having made music projects together in the past. She also claimed that they are in contact and chat once in a while.
When put on the spot to prove their bond, Jowy Landa gave Ava a call while on air, but it was not answered. It was later revealed that she was on a live interview somewhere else.
Despite denying being ‘besties’, Jowy Landa maintained that she has no issues with Ava and that they are not seen together much as before because they are busy artists.
We’re okay, we’re friends. I have no problems with her because we’re family. We made a song together. We’re friends, not besties. Besties are people who are together all the time.
We were never besties. Nandor (Love) is who I used to be besties with, but we’ve both gotten so busy. Right now, my only bestie is my mother.
Uganda’s economic transformation over the last three decades has not been accidental. It has been driven by deliberate policy choices: market liberalization, exchange rate flexibility, and openness to capital flows. As Uganda advances toward middle-income status supported by oil production, regional integration, and financial sector deepening, the case for maintaining and strengthening these pillars is compelling. The alternative economic closure, currency controls, and capital restrictions has historically produced stagnation, shortages, and instability. Uganda’s own history provides the evidence.
Why a Free-Market Economy Is Better Than a Closed Economy
A free-market economy allows prices, investment, and production to be guided by supply and demand rather than by government decree. For Uganda, this has been a critical engine of growth. In the 1970s and early 1980s, when the economy was heavily controlled, Uganda experienced shortages, capital flight, collapsed industries, a thriving black market and declining productivity.
By contrast, when Uganda embarked on structural reforms in the late 1980s and 1990s, this unleashed private enterprise, attracted foreign investment, and revived sectors such as banking, telecommunications and services. This shift from control to market-driven allocation changed Uganda’s economic trajectory.
A free-market economy offers Uganda several structural advantages such as efficient resource allocation and private sector dynamism. Free markets reward efficiency and innovation. Competition improves quality and service delivery as well as lowers prices for consumers. A closed economy, on the other hand, protects inefficiency, encourages rent- seeking, and limits opportunities to those with political connections rather than productive ideas.
Why a Free-Floating Currency Is Better Than a Controlled Currency
Uganda operates a flexible exchange rate regime under the stewardship of the Bank of Uganda. A free-floating currency where the exchange rate is determined by market forces rather than fixed by the state is a natural companion to a free market economy. For Uganda, this has been a cornerstone of macroeconomic stability.
When a currency is artificially controlled, governments must constantly intervene using foreign exchange reserves to defend an unrealistic rate. This often leads to reserve depletion, black markets, corruption, and sudden, painful devaluations. Uganda lived through this reality in the past, when official and parallel exchange rates coexisted, distorting incentives and undermining confidence.
A free-floating Uganda shilling acts as a shock absorber. When global commodity prices fall, or when external shocks occur as seen during COVID-19 or global financial tightening, the exchange rate adjusts gradually rather than collapsing suddenly. This flexibility protects foreign reserves and allows exporters to remain competitive. In essence, flexibility prevents crises.
Monetary policy independence represents another crucial advantage of a free-floating currency. With a free-floating shilling, the Bank of Uganda can set interest rates based on domestic economic conditions controlling inflation, managing growth, and responding to local needs. Countries that peg their currencies to the dollar or other foreign currencies effectively surrender this control, importing the monetary policy decisions of foreign central banks that may not align with Uganda’s economic circumstances.
Liberalized Capital Account: Supporting Investment, Exports and Credibility
A liberalized capital account, coupled with a free-floating currency, enhances credibility. Foreign investors are more likely to bring money into Uganda if they know they can move it back out at a transparent, market-determined rate without government interference. An example of this are the offshore portfolio investors who regularly buy Bank of Uganda government securities and currently hold between 13% – 16% of total outstanding stock. Investors both local and foreign prefer environments where prices, interest rates, and exchange rates reflect economic fundamentals rather than political decisions. Uganda’s relatively stable macroeconomic framework has helped maintain investor confidence even during periods of global uncertainty.
Uganda’s exports have grown over the years, reaching roughly USD $13.2 billion in 2025. A market-determined exchange rate ensures that exporters are paid fairly and remain competitive in international markets. Artificially overvalued currencies, common in controlled regimes, punish exporters and encourage imports, widening trade deficits.
The Role of Government: Smart Regulation, Not Control
Advocating for free markets and a free-floating currency does not mean the absence of government. On the contrary, the state plays a vital role in providing infrastructure, education, healthcare, security, and sound regulation. The Bank of Uganda’s independent monetary policy, focused on inflation targeting rather than exchange rate control, is a strong example of this balance. The goal is not a weak state, but a smart one—one that enables markets to function while protecting consumers, maintaining financial stability, and supporting inclusive growth.
Conclusion: The Pragmatic Choice for Uganda
For Uganda, the debate between free markets and closed systems is not ideological, it is empirical. History shows that openness, competition, and flexibility deliver better outcomes than control and isolation. A free-market economy empowers Ugandans to innovate and prosper, while a free-floating currency preserves stability, competitiveness, and confidence. A liberalized capital account increases foreign direct investment (FDI), reduces the cost of capital and creates deeper financial markets. As Uganda looks toward industrialization, oil production, and regional integration, maintaining commitment to market-based policies will be essential. The path to sustainable growth lies not in turning inward, but in trusting the energy, creativity, and resilience of the Ugandan people guided by markets, supported by strong institutions, and anchored in sound economic policy.
The author is the General Manager Financial Markets, Centenary Bank and Chairman Treasurers’ Forum, Uganda Bankers Association
A storm is gathering around the Office of the Prime Minister of Uganda after a devastating Value for Money audit exposed deep cracks in the government’s flagship affirmative action programmes meant to uplift some of the country’s most marginalized communities.
The explosive findings from the December 2025 report by the Auditor General paint a troubling picture of poor planning, weak monitoring, delayed funding and questionable implementation that has left goats dead, iron sheets unused and entire projects drifting off course.
At the centre is Permanent Secretary Alex Kakooza, the administrative head of the Office of the Prime Minister who took over the powerful position from Dunstan Balaba. As the accounting officer responsible for coordinating government policies and managing resources in the Prime Minister’s office, Kakooza now finds himself facing uncomfortable questions about whether the system under his watch is truly delivering results for the poor.
Working under the PS is Under Secretary for Pacification and Development Dorothy Nsereko, the official directly responsible for initiating, designing and coordinating these affirmative action programmes aimed at transforming the lives of vulnerable communities in regions such as Karamoja, Northern Uganda, Bunyoro, Teso and the Luwero-Rwenzori triangle.
Also firmly in the spotlight is Nobert Katsirabo, the Commissioner for the Affirmative Action Programme, whose office oversees initiatives intended to support marginalized regions across the country.
Together, these officials sit at the nerve centre of a programme designed to correct historical imbalances and expand opportunities for disadvantaged communities.
But according to the Auditor General, the reality on the ground tells a far more troubling story.
The audit revealed that out of thirty-six key activities under the affirmative action programme, only eleven were fully implemented. Twelve were partially implemented, another eleven were not implemented at all, while two activities could not even be assessed due to lack of proper performance indicators.
In blunt terms, nearly two-thirds of the programme activities failed to achieve full implementation.
“How can programmes designed to uplift the poorest communities fail to be fully implemented?” asked one government insider familiar with the findings. “Someone must explain what went wrong.”
The report indicates that poor planning sits at the heart of the problem.
Despite spending UGX75 million in the 2022/2023 financial year on development planning activities—including progress tracking and validation of the Busoga Development Plan—the Office of the Prime Minister had no approved programme plans from the National Planning Authority for implementation during the National Development Planning period covering 2020/2021 to 2024/2025.
Without approved programme plans, experts warn, the interventions risk being executed blindly without clear strategic direction.
Even more worrying was the failure by OPM to conduct comprehensive needs assessments involving the very communities the programmes are supposed to help.
Instead of using participatory approaches to identify real needs, interventions were designed without adequate consultation with the beneficiaries themselves across thirty-two sampled local governments.
The result? Projects that communities could neither sustain nor effectively utilize.
“What you see here is a classic top-down planning failure,” an audit analyst said. “Projects were designed without properly asking communities what they actually needed.”
The consequences soon became visible on the ground.
Out of 137 sampled beneficiaries who received funding worth UGX229.2 million, fifty-one groups simply abandoned their original project plans and shifted to entirely different activities after receiving the money.
These changes were made without undergoing financial evaluation, technical assessments or economic viability studies.
Such deviations, the audit warns, threaten the long-term sustainability of the programme.
Meanwhile, delays in funding disbursements created another layer of chaos.
Beneficiary groups across the Luwero-Rwenzori Triangle, Teso and Bunyoro regions were unable to begin implementing their micro grant projects until after the financial year had already ended on 30 June 2024.
The reason? The Office of the Prime Minister failed to transfer funds to local governments on a quarterly basis as required by approved work plans.
Local governments then delayed sending funds to the beneficiaries, creating a domino effect of stalled projects.
Livestock distribution programmes—another flagship intervention meant to boost household incomes—also ran into serious trouble.
Out of the 236 heifers distributed in Northern Uganda and West Nile, sixty-seven animals worth UGX184 million were found not to be pregnant despite programme requirements that they should have been in-calf.
This completely undermined the anticipated multiplier effect where calves would be distributed to other households, spreading economic benefits across communities.
The situation was even worse when auditors inspected the animals two years later.
Forty-five of the sampled heifers had died.
Among the goats distributed to beneficiaries, the losses were even more staggering.
Out of 266 goats inspected, 221 had died by September 2024.
The mass livestock deaths dealt a devastating blow to the programme’s objective of improving household incomes and strengthening peace and reconciliation in post-conflict areas.
“Imagine distributing animals to vulnerable households and within two years most of them are dead,” one government official lamented. “That is not just poor implementation—it is a tragic waste of resources.”
Another embarrassment came from the distribution of iron sheets intended to support infrastructure projects in beneficiary institutions.
During the financial years 2021/2022 and 2022/2023, OPM distributed 18,921 iron sheets. But by the time of the audit, 9,761 iron sheets worth UGX673 million had not been used.
The unused materials simply sat idle in institutions that were supposed to benefit from them.
Such underutilization, the Auditor General warned, defeats the very purpose of the intervention.
Perhaps the most glaring weakness exposed by the audit was the near absence of proper monitoring and evaluation systems.
The Office of the Prime Minister had not prepared annual monitoring and evaluation work plans or budgets for the affirmative action programmes.
Even worse, there were no standard tools to collect data, analyse progress or report on programme performance.
Without proper monitoring mechanisms, government officials were essentially flying blind.
“How do you track success or failure of programmes if you don’t even have monitoring tools?” a governance expert asked. “It becomes impossible to measure impact.”
The Auditor General warned that such gaps prevent government from properly tracking programme indicators or evaluating whether interventions are improving the lives of beneficiaries.
Despite the troubling findings, the report acknowledged that some progress had been made.
A total of 63,944 iron sheets were distributed across Northern Uganda, Karamoja, Luwero-Rwenzori, Teso and Bunyoro.
More than 74,000 goats and 236 heifers were distributed in Karamoja and Northern Uganda.
A total of 1,239 micro-project groups received support aimed at improving livelihoods.
And 7,007 hand hoes were distributed to beneficiaries in the Bunyoro sub-region.
But critics say these achievements cannot overshadow the systemic weaknesses revealed by the audit.
“The problem is not whether something was done,” a policy analyst said. “The real question is whether it was done properly and whether it achieved the intended results.”
Now attention is turning to accountability.
As the Accounting Officer of the Office of the Prime Minister, Permanent Secretary Alex Kakooza bears the ultimate responsibility for ensuring proper planning, budgeting and implementation of government programmes.
At the operational level, Under Secretary Dorothy Nsereko and Commissioner Nobert Katsirabo are directly responsible for designing and overseeing these affirmative action initiatives.
With goats dying, iron sheets gathering dust and millions of shillings funding projects that never materialized, many observers are asking whether these officials exercised sufficient oversight.
What exactly went wrong?
Was it poor planning, weak supervision, bureaucratic delays or simply lack of coordination among stakeholders?
The Auditor General believes urgent reforms are needed.
Among the key recommendations is the establishment of a comprehensive monitoring and evaluation framework, stronger collaboration with local governments and improved needs assessments to ensure that future interventions align with the actual needs of communities.
Government officials responsible for procurement and distribution of livestock must also be held accountable for approving animals that did not meet quality specifications.
Experts also warn that failure to address the identified weaknesses could undermine the very purpose of affirmative action programmes.
“These initiatives were created to help marginalized communities recover from years of conflict and economic neglect,” said a development specialist. “If they are poorly implemented, the people who suffer most are the very citizens they were meant to uplift.”
For now, the spotlight remains firmly on the Office of the Prime Minister.
And as the dust from the Auditor General’s report settles, the question echoing across government corridors is simple but explosive.
Who is ultimately to blame for the failures—and will anyone be held accountable?
Bongo flava star Harmonize (Rajab Abdu Kahali) has paid his Italian ex-wife Sarah Michelotti 50,000 Euros (UGX Sh213M) in an out-of-court divorce settlement. The divorce proceedings began in 2020, after Harmonize confessed to fathering a child with another woman during their four-year relationship.
A year earlier, in September 2019, the couple held a private white wedding, preceded by an Islamic one in Dar es Salaam. The wedding was attended by 100 invite-only guests, with the ceremony held just six months after their engagement, while on holiday in Italy.
Following the cheating scandal, Sarah, who lives in Tanzania, filed for divorce and sought to be granted half of the musician’s property. The divorce proceedings have been ongoing since December 2020.
