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The new five-year Strategic and Investment Plan commits NAGRC&DB to expanding access to affordable, high-performance breeding stock for PDM farmers, while strengthening service delivery and accountability.

 Uganda took a decisive step toward a more productive, resilient and commercially competitive livestock industry this week, as the National Animal Genetic Resources Centre and Data Bank (NAGRC&DB) launched five institutional documents designed to turn policy commitments into results farmers can see and feel.

Together, the instruments link national breeding priorities to how NAGRC&DB plans, serves clients, measures performance and shares knowledge. They are the Client Charter (FY2025/26 to 2029/30); the Service Delivery Standards (FY2025/26 to 2029/30); the Uganda National Animal Breeding Strategy and Action Plan (NABSAP); the Strategic and Investment Plan (2025/26 to 2029/30); and the Communication and Knowledge Management Strategy (2026/27 to 2030/31).

Hon. Bright Kanyontore Rwamirama (PhD), Minister of State for Animal Industry, officially launched the documents at NAGRC&DB headquarters, and set the tone with a firm reminder to staff, management, the Board and partners: “the value of these documents will not be measured by the launch today.” Their worth, he said, would depend entirely on how effectively the commitments are carried through into tangible results.

The Minister called on NAGRC&DB to use the instruments to strengthen accountability, improve service delivery, promote modern animal breeding technologies and increase livestock productivity. He urged staff of NAGRC&DB, a semi-autonomous body under the Ministry of Agriculture, Animal Industry and Fisheries established under the Animal Breeding Act, 2001, to ensure the new direction translates into visible benefits for farmers and other stakeholders.

National Animal Breeding Strategy and Action Plan (NABSAP)

NABSAP is the flagship framework for transforming animal breeding into a productive, inclusive, climate-resilient and economically sustainable contributor to Uganda’s development. Published in 2026, it guides the sustainable use, development and conservation of animal genetic resources, responding to persistent constraints: low genetic productivity, weak breeding infrastructure, limited access to quality breeding materials, uncontrolled cross-breeding, climate shocks and inadequate identification and traceability systems.

Its four priority areas cover characterisation, inventory and monitoring of animal genetic resources; sustainable use and development; conservation; and stronger policies, institutions and capacity. For farmers and breeders, effective implementation should mean wider access to productive, market-oriented and climate-resilient genetics, alongside protection of the indigenous genetic diversity that future adaptation and breeding will depend on.

Strategic and Investment Plan: Supporting PDM Farmers

The Strategic and Investment Plan translates the national breeding direction into NAGRC&DB’s medium-term priorities, investments and expected results. Covering 2025/26 to 2029/30, it commits the agency to accelerating the breeding and multiplication of productive, farmer-preferred dairy and beef cattle, goats, pigs, poultry and fish to increase access and affordability. It also prioritises the conservation of indigenous animal genetic resources, production of quality and affordable animal feeds, and stronger institutional capacity for efficient service delivery.

Under the Plan, NAGRC&DB is tasked with stepping up support for farmers participating in the Parish Development Model (PDM) by making farmer-preferred, high-performance livestock breeds available at highly subsidised prices for wealth creation. Particular emphasis will be placed on providing breeding stock for dairy cattle, piggery and poultry enterprises.

NAGRC&DB’s farms and ranches will serve as breeding, multiplication and technology-transfer hubs, working with local governments, farmer organisations and relevant PDM structures to reach beneficiaries. By connecting PDM financing with quality breeding stock and technical guidance on breeding, feeding and enterprise management, the intervention is expected to support productive and sustainable livestock enterprises.

This commitment aligns with the PDM’s overarching goal of achieving socio-economic transformation through improved productivity of households and enterprises at parish level, including increasing household incomes and moving subsistence households into the money economy. Progress under the Strategic and Investment Plan will be monitored through indicators tracking the livestock breeds and poultry genetic resources introduced, multiplied and made available to PDM farmers.

Client Charter and Service Delivery Standards

The Client Charter and Service Delivery Standards make NAGRC&DB’s service commitments answerable to the public. The Charter functions as a social contract between NAGRC&DB and its clients, setting out services, rights, obligations and commitments, as well as channels for feedback, complaints, monitoring and continuous improvement. Under the Charter, complaints must be acknowledged within 48 hours, while those requiring investigation must be concluded within 14 days.

The Service Delivery Standards translate those commitments into measurable benchmarks. These include attending to clients within five minutes of their arrival at service points, responding to written correspondence within five working days, and providing clear, accurate, timely and relevant information. Together, the two documents give farmers, livestock breeders, suppliers and other clients a clear basis for knowing what to expect, raising concerns and assessing NAGRC&DB’s performance.

Communication and Knowledge Management Strategy

The Communication and Knowledge Management Strategy (2026/27 to 2030/31) provides the system through which information, evidence and institutional learning are meant to support delivery.

It prioritises public awareness; farmer communication and informed uptake; knowledge management and organisational learning; stakeholder partnerships and knowledge exchange; digital communication and information access; and institutional identity and issues management. It also assigns clear roles for generating, validating, packaging, preserving and disseminating technical knowledge, so farmers and decision-makers alike can access reliable information on the agency’s programmes, technologies, products and services.

Board and Government Remarks

Speaking on behalf of the Chairperson of the Board of Directors, Eng. Robert Ssenozi, the Board member representing farmers in the Central Region, framed the occasion as a commitment to action rather than ceremony: the “launch is not just about unveiling documents. It is about launching possibilities.” He tied those possibilities to NAGRC&DB’s mandate to lead the commercialisation of animal breeding and to undertake activities that improve animal genetics and productivity.

The event also featured remarks from the NAGRC&DB Executive Director and a representative of the Uganda National Farmers Federation. A representative of the Office of the Prime Minister, speaking on behalf of the Deputy Head of Public Service, congratulated NAGRC&DB and urged employees to uphold the standards set out in the documents and demonstrate exemplary performance.

Representing the Director of the National Planning Authority, Dr Israel Mugezi, Senior Planner, Agriculture, underscored the need for a competitive and sustainable animal industry built on climate-resilient, high-yielding and affordable genetics, linking this to sustaining Uganda’s export base for value-added products such as milk powder, and to the value-addition agenda of the Agro-Industrialisation Programme under the Fourth National Development Plan.

A Coordinated Framework

Taken together, the five instruments form a single, coordinated framework: NABSAP sets the national breeding direction; the Strategic and Investment Plan defines NAGRC&DB’s priorities and investments, including support to PDM farmers; the Service Delivery Standards specify performance benchmarks; the Client Charter establishes accountability to users; and the Communication and Knowledge Management Strategy keeps information, feedback and lessons flowing across the system.

Implementation should therefore be visible at the point where farmers and clients meet the agency: more accessible and affordable quality breeding materials, better information, timely and respectful service, transparent complaint handling, stronger conservation of indigenous genetic resources, and clear reporting on results. That is the practical measure the Minister set, and the standard by which the launch should ultimately be judged, in farmers’ livelihoods and in the transformation of Uganda’s livestock sector.

 

About NAGRC&DB: The National Animal Genetic Resources Centre and Data Bank (NAGRC&DB) is a semi-autonomous institution under Uganda’s Ministry of Agriculture, Animal Industry and Fisheries, established under the Animal Breeding Act, 2001, to lead the commercialization of animal breeding and improve animal genetics and productivity nationwide.

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The Chief of Defence Forces (CDF), Gen Muhoozi Kainerugaba, has urged commanders of the Special Forces Command (SFC) to embrace rapid technological advances in military operations to effectively counter modern warfare challenges.

Gen Kainerugaba made the remarks while presiding over the official handover and takeover ceremony at the SFC headquarters in Entebbe, where Maj Gen David Mugisha formally handed over command to Maj Gen Asaph Mweteise Nyakikuru, following the latter’s recent appointment and promotion to Major General.

The SFC is a specialized component of the Uganda People’s Defence Forces (UPDF) tasked with executing special missions at a moment’s notice, securing key national installations, and protecting the President and the first family.

In his address, the CDF implored commanders to constantly study the changing global security landscape and adopt modern technological methods of warfare.

Reflecting on the unit’s growth, he recalled commencing his own military training in 1994 at Sera Kasenyi Training School when infrastructure and resources were minimal and commended officers for building the SFC from its roots as the Presidential Protection Unit (PPU) into a formidable force.

The CDF also extended gratitude to God and to His Excellency the President for strategic leadership over the UPDF.

Gen Kainerugaba congratulated both commanders, commending Maj Gen Mugisha for his leadership as he departs to attend the National Defence College (NDC) course abroad, while expressing confidence in Maj Gen Mweteise’s leadership ahead.

In his handover remarks, Maj Gen Mugisha expressed gratitude to the Commander-in-Chief and the CDF for the opportunity to serve and further his professional training.

Accepting the mantle, Maj Gen Mweteise thanked the CDF for his mentorship and ongoing support to the entire UPDF.

The ceremony was attended by top military leadership, including the Chief of the Joint Staff, Lt Gen Jack Bakasumba; Chief of Defence Intelligence and Security, Maj Gen Richard Otto; Joint Staff Finance, Brig Gen Robert Mugabe, Chief of Staff SFC Brig Gen Mango Baraza, Joint Staff Training and Doctrine representative – Col Susan Lakot alongside SFC group, brigade commanders, and directors.

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Speaking at the launch of Odongo’s book, From Humble Beginnings: The Journey of a Teacher Who Rose to Lead a Nation’s Trust, on Friday evening at Hotel Africana, Tayebwa said Odongo’s record at UNEB demonstrated what public service should be about.

He said Odongo had successfully led the national examinations body without attracting persistent questions from Parliament over his performance or accountability.

“When you are in a public office and you never see Parliament quarreling with you or knocking on your door, you consider yourself a successful and diligent performer,” Tayebwa said.

 

He said Odongo’s story was important because it showed that leadership is defined by commitment to the people one leads.
“Leadership is not about titles; it is about service, honesty, and commitment to the people one leads. A title may open the door, but only one’s actions earn lasting respect,” Tayebwa said.

The Deputy Speaker also noted that Odongo’s journey from a rural upbringing and the classroom to the leadership of UNEB demonstrated that teachers can play an important role in national service.
“To every teacher present and educators across Uganda, the story of Dan affirms that the classroom is not a place of limitation, but a powerful launching pad for national service,” Tayebwa said.

Odongo, who has led UNEB since 2016, documents in the book his journey from a humble childhood in Ofiru village in Lalogi, Omoro District, to becoming the head of the institution responsible for Uganda’s national examinations.

In his remarks, Odongo said the book was written to document his journey and share the lessons he had learned along the way.

“Some journeys deserve to be documented, not because of how far somebody has risen, but because of the lessons found along the way,” Odongo said.

He said his journey had taken him from a rural village through difficult circumstances and challenging assignments before he eventually became Executive Director of UNEB, describing the position as one of the most challenging jobs in the country.

The book traces his early years, education, teaching career and eventual rise through the ranks at UNEB, where he was appointed assistant secretary in charge of biological sciences in 1989 before eventually becoming the institution’s chief executive.

The National Water and Sewerage Corporation (NWSC) on Friday, August 14, 2026, held a roundtable discussion at the NWSC International Resource Centre (IREC) to examine the delivery of quality water and sanitation services in Uganda, with particular focus on the Greater Kampala Metropolitan Area.

Figures presented during the discussion highlighted the rapid transformation of Uganda’s urban centres as population growth and infrastructure development continue to reshape demand for water and sanitation services.

While the figures point to significant progress, they also underline the growing pressure on water systems that were designed for much smaller populations.

Kampala’s daily water demand is estimated at about 300,000 cubic metres. Gaba Water Works produces about 240,000 cubic metres per day, while Katosi contributes another 160,000 cubic metres.

On paper, the figures appear reassuring. Yet the reality on the ground remains challenging, with some neighbourhoods still experiencing intermittent supply and dry taps.

Kampala’s piped water network dates back to around 1930, when the city had a population of only about 30,000 to 50,000 people. Today, Kampala and its wider metropolitan area have grown into a population centre of roughly five million people.

Over the past two decades, urban expansion has pushed the water network into areas that were once rural or sparsely populated. New homes, businesses, factories and institutions have emerged almost continuously, driving demand for reliable water services.

Between 2005 and 2026, the population served by NWSC increased from about 2.13 million to 4.31 million. Water connections grew from fewer than 75,000 to almost 500,000, while the pipe network expanded to more than 4,250 kilometres. Monthly revenue collections also rose from approximately Shs3.43 billion to Shs35.77 billion.

At the national level, figures presented by NWSC showed that customer connections have increased from about 300,000 to more than 1.06 million, while the water network has expanded from approximately 6,000 kilometres to 25,000 kilometres.

The number of towns served has also risen sharply, from about 23 to 290, while the population receiving water services has grown from approximately 4.5 million to 22 million Ugandans.

Twenty-two million people represents a significant expansion in coverage. It translates into millions of households, businesses and institutions that now depend on a much larger water system.

Behind this expansion is also the growth of the Corporation’s financial and asset base. Annual operating surplus before depreciation has increased from Shs40 billion to Shs197 billion, subject to external audit verification, while assets under management grew from approximately Shs580 billion to Shs5 trillion.

However, a larger network means more pipes to maintain, more pumping systems to operate, more customers to serve and greater pressure to keep services affordable.

Efficiency, therefore, can no longer be treated as merely an administrative preference; it is essential to the sustainability of the water utility.

It is one thing to extend a water pipe into a new community. It is another to ensure that water continues to flow reliably years later, that the network remains financially sustainable and that customers can access the service at a reasonable cost.

NWSC has consequently pursued several internal reforms, including greater use of its own technical teams for construction and maintenance.

The force-account approach enables the Corporation to undertake selected works internally rather than relying entirely on external contractors. This gives NWSC greater control over technical knowledge, can reduce costs on some projects and allows the Corporation to respond more quickly when infrastructure requires attention.

Digital systems have also been introduced or strengthened in areas such as procurement, billing, revenue collection, financial management, human resources and water-quality monitoring.

The E-Payment and Billing System, E-Procurement and Financial Accounting System, Human Resource Management System and Water Quality Management System are among the systems highlighted by NWSC Managing Director Dr Silver Mugisha in his key message.

He noted that such systems may not attract the same attention as a new treatment plant or kilometres of newly laid pipes, but they remain important because better information supports better decision-making, which ultimately improves service delivery.

Rather than depending entirely on external consultants, NWSC has also strengthened its internal capacity to design, supervise and manage major infrastructure projects.

These include water treatment facilities, regional water supply systems, sewerage projects and network extensions. The portfolio includes projects in Lira, Kapchorwa, Kabale, Soroti, Hoima, Kumi, Bushenyi and Kanungu, among others, alongside major projects in Kampala and the wider metropolitan area.

The Lake Victoria Water and Sanitation Project includes major network restructuring, with about 70 kilometres of network works forming part of the intervention.

Stabilisation programmes are also targeting areas experiencing supply challenges, including Kololo and Mbalala Industrial Park, while other planned interventions are aimed at dry zones such as Kulambiro, Lubya, Maya and Nalumunye.

Another major intervention is the Wakiso West Water and Sanitation Project, which is expected to strengthen services in the rapidly developing southern and western corridors of the metropolitan area.

With support from Denmark’s Impact Fund (IFDK), the project is expected to include dedicated water and faecal sludge treatment facilities.

These projects illustrate the changing nature of Kampala. The city is no longer expanding in a neat or predictable direction. Development is spreading outward, and water infrastructure has to keep pace.

NWSC continues to operate a social-equity tariff structure intended to keep basic water services within reach of lower-income households. Public standpipe water remains priced at about Shs25 for a 20-litre jerrycan, while higher commercial tariffs help cross-subsidise the cost of providing services.

A water utility has to remain financially healthy, but water is also a basic necessity. The challenge is finding a model that allows the Corporation to invest, maintain infrastructure and expand services without making water unaffordable for ordinary households.

There are still parts of Kampala and other urban centres where residents experience unreliable supply. Some networks are old, some areas have grown faster than infrastructure, while climate-related pressures are adding another layer of uncertainty.

NWSC is responding through active water supply stabilisation programmes being implemented in several towns to improve distribution networks, upgrade pumping capacity and address service challenges, including those associated with dry conditions.

The Corporation has also placed greater emphasis on governance, accountability and financial controls, including audits and reviews of major programmes.

A preparedness project, for example, underwent scrutiny covering procurement and disposal processes during the 2020/2021 financial year, with recommendations made regarding financial management.

Uganda has made significant progress in expanding access to water, but the challenge ahead could be even greater than the one already faced.

Kampala is spreading, industrial activity is increasing and climate pressures are becoming harder to ignore. All this is happening while households expect something that sounds simple but is, in reality, incredibly difficult to guarantee: turning on the tap and finding water.

NWSC’s story over the past two decades suggests that the Corporation has the capacity to respond. Its figures show a utility that has expanded its customer base, network, finances, engineering capacity and geographical reach on a remarkable scale.

The next test, however, will not simply be how far the network can expand, but whether that expansion can keep pace with Kampala’s thirst while delivering reliable, affordable and sustainable water services to a rapidly growing population.

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Deputy Speaker of Parliament Thomas Tayebwa has described the career of Uganda National Examinations Board (UNEB) Executive Director Dan Odongo as an example of diligence that should inspire public servants across the country.

Speaking at the launch of Odongo’s book, From Humble Beginnings: The Journey of a Teacher Who Rose to Lead a Nation’s Trust, on Friday evening at Hotel Africana, Tayebwa said Odongo’s record at UNEB demonstrated what public service should be about.

He said Odongo had successfully led the national examinations body without attracting persistent questions from Parliament over his performance or accountability.

“When you are in a public office and you never see Parliament quarreling with you or knocking on your door, you consider yourself a successful and diligent performer,” Tayebwa said.

He said Odongo’s story was important because it showed that leadership is defined by commitment to the people one leads.
“Leadership is not about titles; it is about service, honesty, and commitment to the people one leads. A title may open the door, but only one’s actions earn lasting respect,” Tayebwa said.

The Deputy Speaker also noted that Odongo’s journey from a rural upbringing and the classroom to the leadership of UNEB demonstrated that teachers can play an important role in national service.
“To every teacher present and educators across Uganda, the story of Dan affirms that the classroom is not a place of limitation, but a powerful launching pad for national service,” Tayebwa said.

Odongo, who has led UNEB since 2016, documents in the book his journey from a humble childhood in Ofiru village in Lalogi, Omoro District, to becoming the head of the institution responsible for Uganda’s national examinations.

In his remarks, Odongo said the book was written to document his journey and share the lessons he had learned along the way.

“Some journeys deserve to be documented, not because of how far somebody has risen, but because of the lessons found along the way,” Odongo said.

He said his journey had taken him from a rural village through difficult circumstances and challenging assignments before he eventually became Executive Director of UNEB, describing the position as one of the most challenging jobs in the country.

The book traces his early years, education, teaching career and eventual rise through the ranks at UNEB, where he was appointed assistant secretary in charge of biological sciences in 1989 before eventually becoming the institution’s chief executive.

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UMC Victoria Hospital has been recognised as the Platinum Winner – Best Private Healthcare Service Provider in Uganda at the Business Excellence Awards 2026, marking a significant milestone in the hospital’s commitment to delivering quality, patient-centred healthcare.

The prestigious award was presented on 14 August 2026 and was organised by Consumer Publications Uganda Limited. The recognition is particularly significant because the winners were determined through consumer voting, reflecting the confidence and trust that patients and members of the public place in UMC Victoria Hospital.

The award comes as a testament to UMC Victoria Hospital’s continued efforts to provide accessible, quality and compassionate healthcare services while maintaining high standards of clinical excellence.

Speaking about the recognition, the hospital noted that the achievement belongs not only to the institution but also to the patients, families, healthcare professionals and partners who have been part of its journey.

“This recognition reflects the confidence and trust that our patients and the wider community have placed in UMC Victoria Hospital. We are deeply grateful to everyone who voted for us, as well as to our dedicated doctors, nurses, clinical teams and support staff, whose commitment and dedication make quality patient care possible.”

Over the years, UMC Victoria Hospital has continued to strengthen its healthcare offering across a range of medical specialties and services, with a focus on providing patients with professional care in a safe, supportive, and compassionate environment.

The hospital’s approach places the patient at the centre of care, recognising that quality healthcare goes beyond diagnosis and treatment. It also involves listening to patients, providing clear guidance, supporting families, and ensuring that every patient is treated with dignity and compassion.

The Platinum Award therefore represents more than an accolade; it is an affirmation of the hospital’s ongoing mission to contribute to the advancement of healthcare in Uganda.

The recognition also comes with renewed responsibility for UMC Victoria Hospital to continuously improve its services and respond to the changing healthcare needs of Ugandans.

As healthcare continues to evolve, the hospital remains focused on strengthening its medical capabilities, embracing innovation, supporting its healthcare professionals, and delivering services that meet the expectations of its patients.

“We recognise that an award such as this raises the bar even higher. We remain committed to continuously improving our services and ensuring that every patient who walks through our doors experiences quality healthcare delivered with compassion,” the hospital said.

UMC Victoria Hospital extended its appreciation to its patients, their families, partners, healthcare professionals, and the entire UMC team for contributing to the hospital’s growth and success.

The hospital emphasized that the recognition is ultimately a reflection of the relationship it has built with the community, and the trust patients have placed in its care.

Related

Spice Diana has revealed that she would not automatically reject the responsibility of raising a child her partner already has.

The singer addressed the issue during an interview on Daily Soup after she was asked whether she could raise a co-wife’s child or take care of children her partner had before their relationship.

Her answer focused less on the adults involved and more on what the child might need.

A child is a child. If we raise children that we did not give birth to, whom we are not connected to, how about one you are connected to in a certain way? Because your man’s child is your child as well.

Spice Diana said circumstances could also force such a responsibility.

She pointed to situations where a child loses a parent or their parent cannot provide for them.

So, if their situation requires me to raise them, because many things can happen, either their parent died or they cannot provide for them, why not?

She also asked people to imagine the situation from the other side.

What if the child belonged to them and they suddenly could not provide for them? Would they not want someone to step in?

What if the positions were reversed and it was your child in that situation? You cannot provide for them, or you left this earth. Wouldn’t you want someone to look after them? I do not think there is a problem with that.

Her answer puts the focus on responsibility rather than the circumstances surrounding the child.