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The Deputy Chief of Defence Forces, Lieutenant General Sam Okiding, has challenged senior military officers to evolve beyond conventional combat operations and embrace high-level strategic thinking to effectively counter contemporary global security threats.

Lt Gen Okiding made the remarks this week at the closing ceremony of a rigorous five-day Strategic Exercise (STRATEX 26) for Intake 04 participants at the National Defence College – Uganda (NDC-U). The exercise serves as the final practical classroom evaluation, marking the culmination of the participants’ one-year academic program at the country’s premier security institution.

“Today’s strategic environment demands leaders who can think beyond conventional military operations,” said Lt Gen Okiding.

“You are not just gun shooters; you are strategic leaders capable of understanding, participating in, and responding to increasingly complex national, regional, and global security challenges.”

Lt Gen Okiding underscored the college’s mandate to develop strategic leaders equipped to navigate increasingly complex national, regional and global security challenges, saying, “The National Defence College was established to prepare strategic leaders.”

The Deputy CDF commended the college leadership and seasoned diplomats for fostering an intellectually demanding environment that satisfies the requirements of national security end-users.

The Commandant of NDC-Uganda, Brigadier General Alex Olupot, said the exercise provided participants with an opportunity to enhance their critical thinking, policy formulation and decision-making skills while appreciating that modern security challenges require a whole-of-government and whole-of-society approach.

“Over the five days, our participants have engaged in rigorous strategic analysis to develop the capacity for critical thinking, policy formulation, and decision-making,” Brig Gen Olupot said.

The Dean of Studies and Exercise Director, Brig Gen Kefa Nangeso, described STRATEX 26 as the final classroom exercise of the one-year course, enabling participants to apply the strategic concepts acquired throughout the programme.

He outlined the core objectives of the module, which focused on balancing the instruments of national power: Diplomatic, Informational, Military and Economic.

“The exercise highlighted the interconnectedness of global events and resource limitations. Participants practised strategic communication, drafted permanent national security strategies, and analysed how resources must be dynamically prioritised across competing strategic needs,” said Brig Gen Nangeso.

Ambassador Mull Katende, representing the team of senior mentors and seasoned diplomats who evaluated the performance, highlighted the intrinsic link between statecraft and military deployment.

“Our interaction demonstrates that defence and diplomacy are fundamentally interrelated and mutually supportive. And we encourage you, therefore, to continue growing those experiences in diplomacy to the military officers,” said Ambassador Katende.

The Exercise Sponsor, Col Ephraim Mugume, described the exercise as a culmination of the course, bringing together and validating all lessons acquired throughout the year.

“The exercise’s main objective is to enhance members’ understanding of practical strategy-making, including the development of their skills in strategic analysis and strategy formulation,” Col Mugume explained.

He commended the professionalism, intellectual curiosity, and willingness of participants to challenge assumptions while working collectively to develop comprehensive strategies.

Since its establishment, the National Defence College-Uganda has graduated three intakes of strategic leaders drawn from the military, government institutions and allied countries. With the successful completion of the exercise, participants of Intake 04 are on course to graduate, marking another milestone in the college’s mission of developing strategic leaders capable of addressing contemporary national, regional and global security challenges.

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Officers and troops of the Uganda People’s Defence Forces (UPDF) serving under the African Union Support and Stabilization Mission in Somalia (AUSSOM) have been urged to uphold conscious discipline as the cornerstone of professionalism, mission success, and career development.

The call was made by Brigadier General Jackson Kayanja, the Sector One Commander, while addressing personnel at Sector One Headquarters in Mogadishu.

“Discipline is the key to our lives, our success, and our career progression. You, the young people, still have a bright future ahead of you. Therefore, desist from habits that undermine your values,” Brig Gen Kayanja said.

He encouraged the troops to continue safeguarding Uganda’s good reputation while serving under the African Union mandate in Somalia, noting that their contribution supports regional peace and stability while advancing the Pan-African agenda.

Brig Gen Kayanja underscored the importance of integrity and exemplary conduct, quoting the Bible: “A good name is better than expensive perfume.”

The Deputy Contingent Commander, Colonel Jude Rukubya, emphasised teamwork, unity, and mutual respect as essential to achieving the mission’s objectives.

“We continue to work together with the Somali National Army as one team, while respecting the Somali civilian community and their culture,” Col Rukubya said.

Senior and junior officers attended the meeting.

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Ritah Dancehall has announced that she will no longer perform alongside Congolese music legend Awilo Longomba at Afro Nation, saying the ongoing Ebola situation has forced her to miss the opportunity.

The Ugandan dancer shared the news with fans on social media, admitting it was a painful decision after looking forward to sharing the stage with one of Africa’s most celebrated performers.

I feel so much pain to announce that I am not going to perform with Papa Awilo Longomba at Afro Nation due to the Ebola situation.

Despite the disappointment, Ritah thanked Awilo for believing in her and giving her the opportunity to be part of the performance.

Thank you Papa Awilo for this incredible opportunity, and thank you to all my fans for your endless love and support.

Performing alongside Awilo would have marked a major milestone in Ritah’s dance career, given the veteran entertainer’s enduring influence on African music through classics such as Coupe Bibamba and Karolina.

Although she will miss the performance, Ritah remained optimistic, reminding her fans that “God’s timing is always perfect” as she wished Awilo a successful show.

Kampala, Friday night. The sound system is still being adjusted when the first food sellers arrive at the edge of the venue. By 9 p.m., 4,000 people are inside – and lots of small businesses are busy outside and in. The boda-boda riders navigating the parking area, the mobile-bar operators, and the tailors who were busy making concert-wear for the week — none of these people are mentioned in any news stories about Uganda’s entertainment industry. All of them depend on it.

According to UNCTAD, Uganda’s 1.1 million MSMEs account for 80% of the country’s GDP and 90% of private sector employment. People don’t talk as much about how much of that activity happens in the entertainment industry. This now makes up about 3% to 4.1% of the country’s total GDP, which is about UGS 4.2 trillion. That’s not just a rounding error. That’s infrastructure.

How Do Major Entertainment Events Boost Local Businesses in Uganda?

The Nyege Nyege Festival is the best example of this. It may look like a music festival, but it’s actually a way of getting supplies to people. There are many guesthouses in the host region. Local transport companies, such as boda-bodas (motorcycle taxis) and hired minibuses, run continuously throughout the day. Weeks before the show, we hire stage builders, sound engineers, lighting technicians, and private security firms.

In Uganda, SMEs employ more than 2.5 million people, which is 90% of those working in the private sector. Events like Nyege Nyege are among the fastest ways to put money into the economy — not through policy, but through footfall.

The math is simple. A concert that attracts 5,000 people doesn’t just make money from ticket sales. It makes money at every stage, from how people get to the event to what they buy to eat and wear, and even the mobile money they use. The venue is the visible part. The supply chain is the business.

What Role Does Digital Entertainment Play in Ugandan SME Marketing?

This is where the change in structure becomes interesting. The Uganda Communications Commission has found that people in Uganda use 22.4 million gigabytes of data every day on TikTok alone. That number isn’t about entertainment as leisure — it’s about distribution infrastructure that SMEs didn’t have a decade ago.

A tailor in the centre of Kampala doesn’t have the money to pay for a billboard. She can afford a phone and a three-minute video of a customer trying on a dress. If that video appears on the right For You page, her order book will fill faster than any traditional advertising could manage. Entertainment content, such as musicians, influencers, and comedians, is what attracts the audience. SMEs can get people’s attention by being part of a larger event, sponsoring something, or being active on social media in a way that doesn’t feel forced.

Research from SME studies in Kampala shows that businesses that use social media to market themselves through entertainment see their customers coming in much faster than those that rely solely on offline methods. The entertainment economy didn’t just create content; it also created a free marketing channel for people to access. This is something that small companies now use to help them grow.

How Has Mobile Money Changed the Entertainment and Business Landscape in Uganda?

MTN Uganda’s mobile money platform now has over 30 million users. You can now buy tickets, download music, purchase event merchandise, and pay for items at the event using mobile money. There’s another effect of this that not many people think about: it creates transaction data.

A food vendor who handles 200 mobile payments at a concert now has a financial history. That history — which is documented, timestamped, and linked to a registered phone number — is the basis for a loan application that previously lacked supporting evidence. The entertainment economy is reflecting the financial situation of Uganda’s informal sector in real time.

This is important because it’s always been hard for SMEs in Uganda to get money, not because they don’t want to grow or because the market is small. Online platforms, such as music streaming and digital casino game, have driven this change by making mobile transactions common among people who used to rely solely on cash.

What Government Support Is Available for SMEs in Uganda’s Creative Economy?

The Ministry of Gender, Labour and Social Development established a UGX 28 billion Creative Uganda Revolving Fund, which is managed by designated SACCOs across different areas. The money will be divided as follows: UGX 5 billion for musician groups, UGX 5 billion for copyright management, and UGX 18 billion for nine art forms, including film, fashion, design, and software development.

Alongside the fund, new copyright law amendments change how revenue is shared for Caller Ringback Tunes — ensuring that 60% of revenue goes directly to authors and performers. This isn’t just about being fair. It’s a way of making something official. If you are a creator who gets paid money for your work, you can now go to a bank with a financial record that was not there before. The law is changing entertainment revenue into bankable history.

The Ministry of Trade is also professionalizing Business Development Services. This will help informal creative enterprises become legally registered. This will bridge the gap between Uganda’s large informal creative workforce and the institutional support systems that formal registration unlocks.

Uganda’s economy grew by 6.7% in the second half of 2025 compared to the same period last year. This was mostly because people were spending more, with services being the main driver. Entertainment is not just a small part of the economy. It’s one of the things that’s pushing the number up.

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By Kasemire Christina Mulinde

It’s one of the most repeated dating phrases on the internet: “If they wanted to, they would.” Simple, catchy, and a bit brutal.

Yet, there is some truth to it.

When people genuinely want to make time for something, they usually find a way. They text back, make plans, check in, and remember the little things. Effort has a way of making itself known.

But maybe we also need to stop treating this phrase as though it is always black and white.

Life is messy. People are overwhelmed, struggling with things they do not know how to talk about, and some genuinely like you but are not good communicators.

So no, not every delayed reply means someone does not care, and not every cancelled plan is a sign that you are not important.

The real question is not whether they miss one phone call or take an hour to respond. It is about the pattern.

Do they consistently show up? Do they make an effort over time? Do their actions match their words?

Because anyone can be busy or have a bad week. But if you are always the one initiating conversations, making plans, checking in, compromising, and carrying the relationship, eventually you have to ask yourself a difficult question:

“Am I in a relationship, or am I doing all the work?”

Love is not about grand gestures posted on social media. It is about consistency. It is about choosing someone over and over again in the small, ordinary moments.

So maybe the phrase needs a slight update.

“If they wanted to, they would probably make an effort.”

And if you are the only one making that effort, then the relationship may already be telling you everything you need to know.

MAKINDYE SSABAGABO MUNICIPALITY, UGANDA — As Uganda’s urban centres rapidly expand, the success of local governments increasingly hinges on how effectively they leverage decentralisation to deliver quality public services.

​This was the central theme during a recent induction workshop for the newly elected political and technical leaders of Makindye Ssabagabo Municipality. Throughout the engagement, participants pledged to strengthen accountability, improve financial management, and enhance grassroots service delivery.

​The workshop equipped councillors and technical officers with practical skills in development planning, programme-based budgeting, procurement, and financial oversight, aiming to help the municipality respond more efficiently to community needs.

​A Call for Servant Leadership

​Ben Kumumanya, the Permanent Secretary in the Ministry of Local Government, challenged the leaders to embrace a model of servant leadership founded on integrity, humility, and public commitment.

​”The most valuable asset of a leader is not merely knowledge, but a willingness to listen, serve others, and make decisions that promote the common good,” Kumumanya said. He urged attendees to uphold honesty, combat corruption, and respect their respective institutional roles to fortify Uganda’s decentralisation system.

​Workshop participants noted that the orientation deepened their understanding of governance principles. They emphasized that decentralisation remains one of Uganda’s most significant governance reforms because it shifts decision-making power directly to the citizens. By empowering local governments to map out priorities, draft development plans, and manage resources, the system ensures communities directly influence service delivery.

​Ultimately, local residents stand to benefit through improved road networks, better healthcare, quality education, cleaner urban spaces, reliable water services, and swifter responses to local emergencies.

​Revenue and Unity

​Makindye Ssabagabo Municipality Mayor, John Bosco Sserunkuma Galabuzi, noted that local governments can only build true credibility when residents see tangible results from the taxes they pay.

​”Our growing local revenue reflects increasing public confidence,” Galabuzi said. “When residents witness improved roads, cleaner communities, and better municipal services, they become far more willing to contribute toward local development.”

​He emphasized that seamless cooperation between political leaders and the technical team is essential for sustainable development, calling unity and shared responsibility the bedrock of successful local governance.

​Town Clerk Moses Otimong reinforced this, urging leaders to prioritize data-driven planning and prudent financial discipline.

​”Development begins with proper planning. Every shilling entrusted to this municipality must be used efficiently to transform the lives of our people,” Otimong said.

​Officials from the Ministry of Local Government also reminded participants that while Local Government Development Plans must be heavily informed by local community consultations, they must remain strictly aligned with Uganda’s National Development Plan (NDP).

​Navigating Resource Constraints

​Despite the optimistic outlook, the workshop highlighted a critical bottleneck facing local authorities: limited financial resources. Participants observed that while the municipality shoulders multiplying responsibilities across education, healthcare, road maintenance, and sanitation, central funding has not kept pace with the needs of a booming urban population.

​To bridge this gap, leaders called for a three-pronged approach: increased central government support, aggressive local revenue mobilization, and tighter internal financial discipline.

​Echoing these thoughts, Nakito Ester, the Direct Councillor for Lubugumu Cell, speaking on behalf of the councillors, noted that the induction successfully demystified the complexities of planning, budgeting, and oversight. She stressed that effective leadership requires continuous, transparent engagement with constituents so that public funds directly target community priorities.

​As the workshop concluded, leaders resolved to implement the municipality’s Five-Year Development Plan with renewed commitment. The collective takeaway was clear: decentralisation only delivers meaningful results when backed by capable leadership and accountable institutions. Ultimately, citizens will judge the success of local governance not by policy documents, but by the tangible development that reaches their doorsteps.

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Davido has shared heartfelt advice for aspiring musicians, urging them not to lose sight of God after achieving success.

Speaking during an interview with Kiss Xtra, the Afrobeats star said the music industry is full of distractions that can easily pull artistes away from their faith if they are not careful.

He encouraged up-and-coming artists to believe in themselves, work hard on their craft and remain committed to improving their skills.

My advice for up-and-coming artists is, first of all, believe in yourself. I worked on my craft so much. I loved music so much that I just wanted to get better every time. When I was young, I was learning from YouTube and the people around me.

Davido said success should never come at the expense of one’s relationship with God.

Secondly, love what you do and put God first and close, especially when you make it because there are so many distractions that can make you forget he is the reason you are here.

BUSIA MUNICIPALITY — Health officials in Busia Municipality have commended the government for its continued efforts to bring vital medical services closer to local communities.

​Every morning, dozens of patients gather outside Sofia Health Centre III seeking outpatient treatment, antenatal care, childhood immunisation, and other essential medical services. For many residents, this government facility represents more than just a clinic—it is a daily litmus test of whether Uganda’s decentralisation policy is actually delivering quality healthcare to ordinary citizens.

​Decentralisation remains one of Uganda’s most significant governance reforms, transferring planning, budgeting, and service delivery directly to local governments. The policy aims to enable districts and municipalities to respond swiftly to grassroots needs while improving accountability across public sectors.

​Across Uganda, Health Centre IIIs form the backbone of primary healthcare. According to the Ministry of Health’s National Health Facility Registry, the country has more than 6,700 registered health facilities. Among these are approximately 2,110 Health Centre IIIs, which provide outpatient treatment, maternity care, laboratory services, and disease prevention to millions of Ugandans.

​In Busia Municipality, Sofia Health Centre III plays that critical frontline role.

​Rising Demand at the Border

​The facility serves a rapidly growing border population. According to Bashiru Edro, the Senior Municipal Health Official and Officer-in-Charge of Sofia Health Centre III, patient numbers continue to surge as more residents seek affordable healthcare from public institutions.

​Despite the heavy influx, health workers remain deeply committed to delivering quality services. However, this escalating demand, coupled with periodic shortages of essential medicines, inadequate staffing, and limited medical equipment, places enormous pressure on daily operations.

​Long waiting times have become common as patients from both urban neighborhoods and surrounding rural communities compete for limited resources. Yet, the facility’s healthcare workers continue to provide lifesaving care—particularly in maternal and child health, where demand is highest.

​The bottlenecks facing Sofia Health Centre III mirror the broader realities of Uganda’s decentralised healthcare ecosystem. While local governments now possess the authority to identify priorities and draft budgets, effective service delivery ultimately hinges on adequate financing, strong leadership, and the accountable management of public resources.

​Years of reporting on local governance show that citizens judge leaders not by political promises, but by the quality of care they receive. For families visiting Sofia Health Centre III, access to stock-stamped medicines, skilled health workers, and timely treatment remains the true measure of government performance.

​Aligning with National Health Priorities

​The facility’s grassroots experience reflects Uganda’s broader national health strategy. According to the Ministry of Finance, Planning and Economic Development, working alongside the Ministry of Health, the government is focusing on making Health Centre IVs fully functional while simultaneously strengthening primary and community health services.

​To modernize operations, the health sector is scaling up the National eHealth Infrastructure and electronic medical records. This digital shift aims to improve patient management, disease surveillance, and institutional accountability across public health facilities.

​Furthermore, public health officials plan to intensify disease prevention through community mobilization, nutrition education, and reproductive health programmes—encouraging healthier lifestyles before illness develops. There are also ongoing plans to strengthen partnerships with private healthcare providers and reduce high out-of-pocket medical costs by broadening pre-payment mechanisms, including the proposed National Health Insurance Scheme (NHIS).

​National investment is also being directed toward strengthening the National Ambulance and Emergency Referral System, alongside the continued construction of specialized hospitals for cancer and cardiovascular care. Concurrently, the government is improving the tracking of off-budget health financing to eliminate duplication and ensure external resources are used efficiently.

​The True Test of Policy

​For Busia Municipality, these national commitments offer vital hope that frontline facilities like Sofia Health Centre III will eventually receive more robust structural support. Local leaders emphasize that sustained investment in medical supplies, staffing, equipment, and infrastructure is non-negotiable if decentralisation is to fulfill its foundational promise.

​As Busia’s border population grows, the demand for medical services will only intensify. Sofia Health Centre III perfectly demonstrates both the undeniable progress made under decentralisation and the significant work that remains.

​Ultimately, the success of Uganda’s healthcare reforms will not be measured by the eloquence of its policy documents, but by whether a patient can access timely, affordable, and dignified care. For the thousands who depend on Sofia Health Centre III every year, that remains the true test.

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