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The Kampala Metropolitan South Police have arrested a 53-year-old businesswoman on allegations of impersonation and obtaining money by false pretences after she allegedly defrauded a Member of Parliament of Shs60 million.

The suspect, identified as Hope Tumwebaze, a resident of Kamukuzi in Mbarara City, is accused of falsely presenting herself as an official attached to the Office of the President.

According to Police spokesperson Kituuma Rusoke, preliminary investigations indicate that between June 2025 and subsequent dates, at various locations in Kampala, Tumwebaze approached the MP claiming she could facilitate access to government funds allegedly earmarked for selected districts.

Believing the claims, the legislator reportedly transferred a total of Shs60 million to the suspect.

“A General Enquiry File (GEF) was opened, leading to the suspect’s arrest. She remains in Police custody as investigations continue to establish the full circumstances of the alleged fraud and determine whether additional victims or accomplices are involved,” Rusoke said.

He urged the public, particularly leaders, public officials and other stakeholders, to verify claims relating to government programmes or facilitation through the appropriate official channels before making any financial commitments.

Rusoke also advised members of the public to promptly report suspected cases of impersonation or fraud to the nearest police station.

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Uganda Wildlife Authority (UWA) has renewed three concession agreements with Marasa for the continued operation of Paraa Safari Lodge, Mweya Safari Lodge, and Chobe Safari Lodge. The new agreements will run for another 30 years, reinforcing the long-standing partnership between UWA and one of East Africa’s leading hospitality companies.
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‎The agreements were signed by representatives of both organizations, with Mr. Aswa signing on behalf of Marasa and UWA Executive Director, Dr. James Musinguzi, signing on behalf of the Authority. The renewal is expected to strengthen tourism investment, enhance visitor experiences, and support the sustainable management of Uganda’s protected areas.
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‎Marasa, a subsidiary of the Madhvani Group, operates luxury safari lodges in some of Uganda’s premier national parks. The renewed partnership reflects a shared commitment to sustainable tourism, conservation, and service excellence. It is also expected to continue supporting employment opportunities, enhance the competitiveness of Uganda’s tourism sector, and contribute to the country’s long-term socio-economic development.

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Pan-Africanism began as a powerful promise. Championed by visionary leaders like Ghana’s Kwame Nkrumah, the movement sought to unite Africans globally, fostering deep racial solidarity and shared ideologies. From political alliances to the creation of the Organization of African Unity (OAU) in 1963—which later evolved into the African Union (AU) in 2002—the continental vision was clear. Historic slogans like “Africa Must Unite” and “I Am Because We Are” (Ubuntu) defined a resilient continent striving to dismantle its colonial chains.

Today, that beautiful dream is bleeding out on the streets of South Africa.

The ongoing emergency evacuations of June and July 2026 expose a horrific, violent contradiction to continental unity. Following an arbitrary June 30, 2026, eviction deadline set by hostile local vigilante groups, thousands of vulnerable African migrants are actively fleeing for their lives. Innocent citizens from Uganda, Malawi, Ethopia, Ghana and Mozambique have been violently displaced from their homes, forced to hide in treacherous mountainous areas, pack into temporary consular shelters, or face brutal deaths. The anti-migrant protests escalate into deadly attacks, destroying foreign-owned businesses and displacing hundreds of individuals.

This modern Afrophobia stems from severe socio-economic frustrations. Local populations grapple with crippling poverty, deep structural inequality, and rampant unemployment. Instead of holding failed domestic governance accountable, public anger is weaponized against “foreigners.” This scapegoating relies heavily on the exclusionary, “divide and rule” tactics inherited directly from colonial administrations. By failing to decolonize national identity, neighboring Africans are treated as hostile invaders rather than partners in a shared, historical struggle.

The cost of this hatred goes far beyond human suffering; it actively sabotages the entire continent’s collective future. More so more than 21 million intra-African migrants drive the continent’s economic and social exchange. Yet, systemic xenophobia directly threatens the AU’s vital Agenda 2063 objectives. It restricts the free movement of people, shatters public confidence in integration, and brings regional economic progress to a sudden halt.

While the AU adopted the Protocol on the Free Movement of Persons in 2018, implementation is moving at a snail’s pace. Out of 55 member states, only 32 have signed it, and a mere four have actually ratified it due to local security concerns and labor market competition fears. More so, the legal frameworks meant to prevent this are failing.

Upon this backdrop, Africa urgently needs to return to the drawing board. Civil Society Organizations (CSOs) must establish national and regional anti-xenophobia coalitions by 2028 to track abuses and defend migrant rights. Simultaneously, governments must aggressively address structural root causes that include poverty, corruption, and systemic unemployment. Finally, AU member states must accelerate the ratification of the Free Movement Protocol. This implies that the continent must guarantee visa-on-arrival or visa-free access to citizens of at least 75% of African countries by 2030. 

Pan-Africanism cannot survive on historic slogans alone. If the continent continues to wage an internal war on its own people, the dream of a united continent will remain a violent mirage.

basemeranestor3@gmail.com

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With What Do I Know, Joshua Baraka delivers another reminder of why he has become one of the defining voices of Uganda’s new generation of artists.

Self-produced, the record blends infectious melodies with polished production that feels equally at home on Kampala playlists and international streaming charts.

One of Joshua Baraka’s greatest strengths has always been his ability to turn personal experiences into relatable music, and What Do I Know continues that tradition. Rather than chasing trends, he reflects on his own journey with a quiet confidence that feels authentic, inviting listeners to celebrate each milestone alongside him.

What makes the song stand out even more is its unmistakable Ugandan identity.

Joshua effortlessly weaves Luganda into the record while paying tribute to musical icons such as Radio, Weasel and Maurice Kirya. In doing so, he sends a clear message: artists do not have to abandon their roots to create music with global appeal. Instead, culture becomes one of the song’s greatest strengths.

The title itself adds another layer to the record. “What do I know?” is usually a phrase people use to downplay their own certainty. Joshua flips that idea on its head, delivering it with subtle irony. Beneath the humility lies the confidence of an artist who trusted his vision even before the rest of the world began to notice.

That balance between humility and self-belief gives the song its emotional weight. Joshua never sounds arrogant. Instead, he comes across as someone who understands how far he has come while remaining grounded enough to acknowledge the journey that shaped him.

More than another catchy release, What Do I Know reinforces Joshua Baraka’s growing reputation as one of Uganda’s most exciting musical exports.

He continues to push the sound of contemporary Ugandan music forward without losing sight of the culture that inspires it. If this record is any indication, Joshua Baraka is doing more than enjoying the spotlight. He is helping define what the future of Ugandan music can sound like.

Family businesses across Africa are creating wealth at an unprecedented pace, but without deliberate succession and governance planning, much of that wealth may never reach the next generation.

That message dominated the second edition of the Nairobi Private Wealth Conference, held Monday at the J.W. Marriott in Nairobi. Convened by Tarra Agility Africa in partnership with Standard Chartered, the conference brought together more than 250 entrepreneurs, high-net-worth individuals, family office executives, and professional advisers under the theme, “Lasting Legacy in an Evolving World.”

Central to the discussions was what speakers described as one of Africa’s most pressing economic challenges: the widening gap between wealth creation and wealth preservation.

“Hope is not a plan”

Opening the media briefing, Marjorie Kivuva, Partner, Private Wealth and Head of Legal at Tarra Agility Africa, said legacy planning across Africa too often begins only after a crisis has occurred.

“The unfortunate reality is that for many families, legacy planning is not a decision. It happens by chance and is triggered by something unpleasant—an illness, death, a dispute or a divorce,” Kivuva said. “At this point, the family is no longer planning. It is reacting. Emotionally.”

She pointed to sobering global statistics. Only about 30% of family businesses survive into the second generation, while just 10% make it to the fourth. In Africa, the stakes are even higher. Family-owned businesses account for more than 60% of the continent’s private-sector employment and economic output, yet relatively few have formal governance or succession structures in place.

Kivuva said every family enterprise should prepare for what she described as the four inevitable disruptions: death, disability, disagreement and divorce.

When a founder dies without a valid will—or leaves behind one that can be contested—the courts determine how assets are distributed. Lengthy legal battles can significantly erode the value of a business before succession is resolved.

Other threats are less visible but equally disruptive. If a business owner becomes incapacitated, who signs contracts, negotiates deals or mentors the next generation? Without proper legal documentation, families may also lose the ability to execute key instruments such as wills, trust deeds and shareholders’ agreements.

Disagreements among family members can be equally costly. Kivuva cited instances where investor transactions collapsed after relatives failed to agree on valuation or sale terms. Divorce can also destabilise businesses when personal and corporate assets are intertwined, creating financial liabilities and governance paralysis.

“The solution begins with deliberate planning and the right legal architecture,” she said. “Family businesses ought to have a clear separation between shareholders, the board of directors and senior management. This ensures that even where there is disruption at the shareholder level, the day-to-day business of the company continues to be managed professionally.”

Cross-border wealth requires stronger governance

Beatrice Njeri, Partner, Tax and Accounting at Tarra Agility Africa, said the complexity of wealth management has grown as African families increasingly hold assets across multiple jurisdictions.

“Wealth in Africa today increasingly spans multiple jurisdictions and asset classes,” Njeri said. “Many affluent African families own businesses, property, investment portfolios and other assets across several countries, exposing them to overlapping legal, regulatory and tax obligations.”

She illustrated the challenge with the example of a Kenyan family simultaneously navigating Kenyan succession law, UK inheritance tax rules and UAE estate administration requirements.

Without carefully structured arrangements—including wills recognised across relevant jurisdictions, trusts that hold cross-border assets and holding companies that consolidate ownership—families risk costly disputes, lengthy delays and unintended tax consequences.

Njeri emphasised that legal structures alone are insufficient. While wills record intentions, trusts protect assets across generations and holding companies strengthen business continuity, their effectiveness ultimately depends on sound tax governance.

“These legal structures, however, only deliver their full value when anchored by sound tax governance, ensuring that what is built legally is also efficient, compliant and resilient across borders,” she said.

Research on family offices consistently shows that governance failures and poor communication—not poor investment decisions—are the leading causes of generational wealth loss. Njeri therefore urged families to begin planning early and seek multidisciplinary advice before challenges emerge.

Positioning Nairobi as a regional wealth hub

The conference also marked an important milestone for Kenya’s private wealth sector.

Speakers noted that while cities such as London, Geneva and Singapore have long hosted internationally recognised private wealth forums, Kenya—despite its rapidly expanding high-net-worth population—has lacked a comparable platform.

“Internationally, London hosts the STEP Conference, Geneva hosts leading international wealth planning forums, and Singapore has become a recognised hub for private wealth dialogue in Asia,” Kivuva said. “By responding to the real challenges facing family businesses and wealth holders, the Nairobi Private Wealth Conference is positioning Kenya as a leading African centre for legacy planning.”

Njeri added that shifting geopolitical and economic dynamics present Africa with an opportunity to move from being largely a consumer in global value chains to becoming a producer of long-term value. Achieving that vision, she said, requires enterprises that can survive beyond their founders.

From awareness to action

Both speakers encouraged families to begin succession conversations while founders remain actively involved in their businesses.

Those discussions, they said, should extend beyond inheritance to include family values, governance structures and the long-term purpose of wealth.

Supported by wills, trusts, holding company structures, family constitutions and formal succession plans—and reinforced by coordinated tax strategies—these conversations often determine whether a family’s legacy endures across generations.

Tarra Agility Africa, an international tax, legal and accounting advisory firm, said its integrated service model enables clients to receive multidisciplinary advice under one roof.

“What our clients find useful is that we offer tax, legal and accounting advice as a single service,” Kivuva said. “The tax advisory layer makes all the difference. We do this by integrating legal structuring with robust tax governance.”

Njeri concluded by reaffirming the firm’s commitment to helping African families preserve and grow their wealth over the long term.

“At Tarra Agility Africa, we believe preserving wealth is not simply a legal exercise, but a strategic, family-centred and future-focused process that requires planning, governance, education and collaboration,” she said. “Through the Nairobi Private Wealth Conference, our goal is to help shape a stronger culture of wealth stewardship across Kenya and the continent—today and for generations to come.”

The conference’s central message was unmistakable: creating wealth is an achievement, but preserving it requires discipline, foresight and intentional planning. In an increasingly complex world, the future of Africa’s family enterprises will depend not only on how wealth is created, but on how well it is protected and passed on.

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After stepping into the ring in both Uganda and Kenya, Shakib Cham Lutaaya says one thing has become clear: Uganda still has a long way to go before it can match Kenya’s corporate boxing scene.

The businessman and socialite reached that conclusion after stopping Kenyan musician Arrow Bwoy with a second-round technical knockout at the Vurugu 2 celebrity boxing event in Nairobi on June 20.

The victory also gave him a closer look at how Kenya has developed the sport beyond the action inside the ring.

Speaking on NBS Sport, he argued that Kenya has transformed corporate boxing into a major entertainment product, drawing support from government leaders, corporate sponsors, musicians and fans alike.

If you compare Uganda’s corporate boxing to Kenya’s, Kenya is far ahead of us. I would say they are about 80% ahead. Whenever they organize corporate boxing events, the government gets involved. For example, before my bout, the President of Kenya offered prize money equivalent to UGX 75 million and a Land Cruiser to the winner.

Prize money, however, is only part of what impressed him.

Shakib says Kenya has built an ecosystem around corporate boxing, with public institutions, private companies and the entertainment industry all playing a role in its growth.

They also have modern facilities and arenas with good parking and proper security. When Kenya hosts professional or corporate boxing events, you see ministers attending, ordinary Kenyans turning up, the corporate world supporting the event and musicians backing their respective fighters.

Despite the gap he sees between the two countries, Shakib believes Uganda has the talent to compete.

What the sport needs now, he says, is stronger backing from government, sponsors and the entertainment industry to help corporate boxing reach the next level.