Category: Daily Monitor

The High Court in Kampala has convicted the two prime suspects in the murder of former Ndiga Clan leader, Engineer Daniel Bbosa.

Lujja Bbosa Tabula and his co-accused Noah Lugya, alias Fake, were convicted after pleading guilty to the murder charges and confirming to the court that the facts presented by the prosecution were accurate.

Tabula, accused of masterminding the February 2024 assassination, told Justice David Matovu that the charges against him were true and asked the court for forgiveness. Lugya similarly admitted to the offense.

Justice Matovu formally convicted the duo under sections 171 and 172 of the Penal Code Act after state prosecutors Joseph Kyomuhendo, Marion Ben-Bela, and Caroline Tabaro read out the summary of the case.

While Tabula and Lugya accepted responsibility, three other co-accused persons-Harriet Nakiguli, Joseph Nakabake, and Ezra Mayanja-maintained their innocence by pleading not guilty. They are now set to stand trial.

Prosecution details reveal that Eng. Bbosa was gunned down on February 25, 2024, at Kikandwa in Lungujja as he returned home from presiding over a clan function in Katosi. He was traveling in his Toyota Prado alongside his wife, Gladys, and their house help when assailants on a motorcycle targeted his vehicle near his residence.

Following the shooting, local boda-boda riders pursued the fleeing assailants and intercepted them in Bulabega Zone. One of the alleged attackers, Enock Sserunkuma, alias Munaku, was killed by an angry mob. Lugya was rescued from the mob by security forces and rushed to Mulago Hospital for emergency treatment.

Police later recovered an AK-47 rifle from a nearby compound. Ballistic examinations confirmed that the firearm was operational and matched the spent cartridges recovered from the crime scene, while a postmortem report established that Eng. Bbosa died of gunshot wounds.

According to prosecution statements, Lugya confessed that he participated in the killing on the instructions of his uncle, Tabula, and identified the deceased Sserunkuma as the gunman who pulled the trigger. Prosecutors further presented evidence showing that Tabula, who went into hiding shortly after the incident, was apprehended on August 19, 2024, in Namulonge, Wakiso District.

State evidence submitted to the court included CCTV and surveillance footage trailing Eng. Bbosa’s movements, call-data records showing frequent communication between the suspects prior to the attack, and forensic reports. Investigations also revealed that planning meetings had been held between November and December 2023, during which alternative methods-including poisoning-were discussed.

The prosecution established that the murder was fueled by a leadership dispute, with Tabula opposing Eng. Bbosa’s position as head of the Ndiga Clan and claiming the title was his birthright. Tabula allegedly supplied the murder weapon, which he claimed belonged to his grandfather, a former UPDF officer.

The defense is led by Richard Kumbuga, while lawyer Simon Tendo Kabege is watching brief on behalf of Eng. Bbosa’s family.

The court has stood over the matter for sentencing of Lugya and his co-accused.

The Electoral Commission (EC) is grappling with more than 500 petitions arising from the recently concluded Local Council I (LC1) elections, with complaints ranging from widespread allegations of violence and procedural irregularities to disputed results across several parts of the country.

The mounting grievances came to light during a community engagement in Kasangati Town Council, Wakiso District, where local leaders and residents voiced frustration over the conduct of the grassroot polls held on July 28 across more than 71,000 villages nationwide.

Addressing the gathering, the Minister for Local Government, Mr Balaam Barugahara, revealed that veteran politician Ms Gertrude Njuba had petitioned both President Yoweri Museveni and the EC regarding the Nangabo LC1 election, which she stated was severely marred by violence and irregularities.

Mr Barugahara noted that similar grievances from Kasangati Town Council prompted President Museveni on Monday to issue a direct directive for an immediate state intervention to address the rising tension.

“The President directed me to come here and address these issues immediately. We have to concentrate on the 500 cells where elections were not conducted fairly and ensure that the concerns are resolved,” Mr Barugahara said.

One of the most contentious outcomes involves Nangabo village, where 20-year-old Tracy Nalugwa Kibuuka was reported victorious amid controversy. Following discussions during the engagement, stakeholders resolved that the Nangabo dispute should first be reviewed by local party leaders under the guidance of Ms Njuba. The minister urged aggrieved parties nationwide to submit their complaints through official legal channels and seek peaceful resolutions.

Representing the Electoral Commission, Mr Abubakar Kayondo confirmed that the electoral body is currently auditing reports to determine whether the declared results align with ground realities.

“We have so far received more than 500 petitions concerning the LC1 elections. More than 300 cases have been reviewed, and Nangabo is among the key petitions,” Mr Kayondo stated.

According to Mr Kayondo, the commission’s legal team is reviewing each petition to determine appropriate redress. The EC is weighing three primary options to settle the disputes: ordering by-elections, referring contentious matters to the courts of law, or organizing fresh polls in areas where no winner was declared.

Citing Article 61(1) of the Electoral Commission legal framework, Mr Kayondo emphasized that the EC holds the constitutional mandate to ascertain and declare final results based on verified official reports. He assured affected communities that all petitions will be handled expeditiously to restore public trust in the grassroots democratic process.

In today’s fast-moving world, patience has become one of the most underrated business virtues. Many young entrepreneurs begin businesses expecting immediate profits, quick recognition, and rapid expansion.

When results delay, discouragement enters, focus weakens, and many abandon potentially successful ventures too early. Yet history repeatedly proves that sustainable businesses are not built overnight. They are built slowly, carefully, and consistently over time.

Business growth resembles the growth of bamboo. For several years after planting, bamboo shows almost no visible progress above the ground.

To many people, it appears as though nothing is happening. However, beneath the surface, roots are quietly spreading and strengthening. Then eventually, after years of silent preparation, the bamboo rises rapidly. In the same way, businesses require invisible seasons of preparation before visible success appears.

The challenge with modern culture is that it glorifies speed more than endurance. Social media constantly presents images of sudden wealth, luxurious lifestyles, and ‘overnight success’ stories. Unfortunately, many of these stories hide years of sacrifice, rejection, discipline, and perseverance.

Real business success is usually less dramatic and more repetitive. It is built through daily effort, consistent learning, and patient improvement.

One of the greatest misunderstandings among entrepreneurs is believing that business success depends only on money or intelligence. In reality, the entrepreneur’s personal life strongly influences business performance. A disorganised life eventually produces disorganised business decisions. A restless mind weakens judgment. Poor health reduces productivity. Lack of discipline destroys consistency.

This is why successful entrepreneurship begins with personal discipline. Daily habits shape long-term outcomes. In Atomic Habits, James Clear observed, ‘Every action you take is a vote for the type of person you wish to become.’ Success is therefore not merely an event; it is the accumulation of disciplined routines practiced consistently over time.

A balanced daily routine helps entrepreneurs remain productive, focused, and emotionally stable. Beginning the day with prayer and reflection creates mental clarity and spiritual grounding. Prayer provides direction, calmness, and purpose before engaging with the pressures of business. Reflection allows individuals to evaluate priorities and correct mistakes before they become costly.

Physical exercise is equally important. Regular walking, running, stretching, or gym activity improves both physical and mental strength. Many successful leaders understand that the body is an important business asset. A healthy entrepreneur often possesses greater energy, sharper concentration, and stronger emotional resilience during difficult business periods.

Reading also plays a major role in long-term success. Books expose entrepreneurs to new ideas, strategies, and wisdom accumulated over generations. In Think and Grow Rich, Napoleon Hill observed, ‘Patience, persistence and perspiration make an unbeatable combination for success.’ This quotation remains one of the clearest reminders that lasting achievement demands endurance and consistency.

Beyond personal growth, entrepreneurs must also understand the importance of trust. Trust is one of the most valuable forms of capital in business. Customers return where honesty exists. Investors support individuals with credibility. Employees remain loyal to leaders they trust. Yet trust cannot be rushed. It develops slowly through consistent integrity and responsible conduct.

In The Speed of Trust, Stephen Covey explains, ‘Trust is the glue of life. It’s the foundational principle that holds all relationships.’ In business, trust reduces friction, strengthens partnerships, and creates long-term loyalty that competitors often struggle to break.

Rest is another frequently ignored aspect of entrepreneurship. Many people wrongly associate exhaustion with productivity. However, continuous stress without recovery eventually weakens creativity, emotional balance, and decision-making ability. Proper sleep, quiet moments of reflection, and time with family help entrepreneurs maintain long-term stability and inner peace.

Perhaps the greatest lesson in business is understanding that growth often happens quietly before it becomes visible publicly. Systems mature gradually. Relationships deepen slowly. Skills improve through repetition. Reputation develops through years of consistent conduct.

A farmer does not plant seeds today and expect harvest tomorrow. In the same way, entrepreneurs must resist the temptation of impatience. Businesses require watering every day through discipline, prayer, reflection, learning, service, integrity, and perseverance.

Eventually, results appear. And when success finally becomes visible, many people will call it ‘overnight success,’ without realising that the roots were being built patiently for years beneath the surface.

There is a profound concept known as ‘paying it forward,’ which is the simple yet radical idea that when you do something good for someone, you hope they will, in turn, extend that same goodness to another. It is not a transaction, but a transmission; a ripple that begins with a single act and expands outward, touching lives you may never meet. This concept leaves the giver feeling fulfilled, not because of recognition, but due to the quiet knowledge that something beautiful has been set in motion. I recently experienced this in a moment that felt both ordinary and sacred.

During the NMG-Uganda shutdown, as I walked through downtown Kampala, the world felt muted, heavy with unspoken collective anxiety. I was lost in thought when I felt a tap on my shoulder. Instinctively, my hand flew to my bag, and I braced myself, convinced I was about to be robbed. However, the gentleman before me was not a thief. He was apologetic, almost embarrassed, for startling me. After his flustered apologies, he introduced himself as one of our readers.

What followed was a story that unraveled me most unexpectedly. He shared that one Thursday, one of those days that feels like the final straw, he had been sitting in deep despair, convinced he had no reason to continue living. In that moment, contemplating a terrifying decision, he was considering the most effective way to end his life. Just then, a stranger, perhaps through a fortuitous act of fate, left a copy of the Daily Monitor on the table beside him. He picked it up, not out of hope, but for distraction. As he flipped through the pages, his eyes landed on an article discussing the futility of ending one’s life. He read it, and to his surprise, it felt like a personal letter meant just for him.

That article, in a way I will never fully understand, changed his mind. In that moment, he resolved to give life another chance, not just for himself, but for those who might one day find themselves in the same dark place. He decided to become stronger, not for glory, but to serve as a beacon for others in their darkest hours.

By the time we parted, I felt something shift inside me. The weight of the shutdown, the isolation, the uncertainty, all seemed to lift, if only slightly. He had come to thank me, but in truth, he had given me something far greater. He reminded me that life is not a series of random events, but a kind of bank where every act of kindness, every word of encouragement, and every moment of connection is a deposit. When the time comes, when we are depleted, weary, and in need, we can withdraw from that account, drawing on the goodness we have stored.

We do not always see the impact of our actions. We may never know whose life we might touch, whose path we might alter, or whose darkness we might illuminate. But that is the beauty of paying it forward. It is not about witnessing the results; it is about trusting the process. It is about planting seeds in soil we may never walk on and believing that something will grow.

Now, here is what I ask of you: Be intentional about your deposits. Speak words that heal. Reach out to someone you have lost touch with. Do small things with great love. You never know who is reading your words, listening to your voice, or watching your actions. You never know whose life you might save with a simple act of kindness.

The man who left that Daily Monitor copy on the table did not know he was performing an act of rescue, but he did it anyway. Today, I challenge you to be the one who metaphorically or literally leaves a copy of the Daily Monitor on a stranger’s table. Be the one who speaks life into a weary soul. The person you help today might just become the light for someone else tomorrow. Life is a bank of goodness, and your deposits matter more than you will ever know.

As Uganda’s older population grows, gerontologist Dr Arthur Namara Araali is calling for better healthcare, social protection and community support to help older people live with dignity, purpose and independence.

Uganda is one of the world’s youngest countries, making ageing easy to overlook in public discourse. Yet behind the youthful population is another demographic reality, about 2.3 million Ugandans, or five percent of the population, are aged 60 and above.

For Dr Arthur Namara Araali, a gerontologist, researcher and director of Health Nest Uganda, that growing number is a reality the country can no longer ignore.

‘I joined the field of gerontology after recognising that older persons were among the least visible groups in health and social policy despite carrying a heavy burden of chronic disease, poverty and caregiving responsibilities,’ he says.

His academic training and research gradually drew him towards ageing and eventually led him to specialise in gerontology.

But his work has also challenged some of his own assumptions about growing old.

‘What surprised me most was the resilience of older people. Despite limited resources, many continue to care for grandchildren, contribute economically and provide social leadership in their communities.’

Complex needs

In Uganda, a person aged 60 and above is considered an older person. As this population grows, so does the need for healthcare that can address the complex conditions associated with ageing.

‘Older Ugandans are increasingly affected by non-communicable diseases, particularly hypertension, diabetes, stroke, heart disease, arthritis, cancer, vision and hearing impairment, dementia, depression, and other age-related conditions,’ Dr Namara says.

Many live with several of these conditions at the same time, making treatment more complicated and often requiring long-term care.

Yet accessing appropriate services remains difficult. Older people may have to travel long distances to health facilities, struggle with transport, face medication shortages and high healthcare costs, or spend long hours waiting for treatment.

Uganda also has limited geriatric services and few healthcare workers trained specifically in caring for older people.

Those living in rural areas often face the greatest barriers.

But Dr Namara cautions against viewing older people primarily through the lens of illness and dependency.

Many continue to care for grandchildren, support households, preserve cultural knowledge and provide leadership in their communities.

For him, Uganda’s response must, therefore, go beyond treating disease. It should include age-friendly health services, social protection and community support that allow people to grow older with dignity and independence.

A system built around the young

Uganda has invested heavily in specialised health services for women and children, but comparatively little attention has been paid to the needs of older people.

Dr Namara says this reflects the historical priorities of the health system.

‘Health systems in Uganda and many other low-income countries were developed at a time when maternal mortality and child mortality were the most urgent public health concerns.’

Those investments have saved many lives, but the needs of older people received comparatively little attention.

‘Today, Uganda’s population is ageing steadily, yet specialised geriatric services remain limited. Older persons often seek care in facilities that are not equipped to address the complex health challenges associated with ageing.’

The shortage of health workers makes the situation worse. Uganda has about 2.06 doctors per 10,000 people, according to Dr Namara, while even fewer have specialised training in gerontology or geriatric medicine.

As a result, health workers may find themselves managing conditions such as dementia, frailty, falls, multiple chronic illnesses and the effects of taking several medicines at once without adequate specialised preparation.

For older patients, this can mean delayed diagnosis, inadequate follow-up, long waiting times and fragmented care.

‘Healthcare workers are frequently overstretched, making it difficult to provide the comprehensive and patient-centred care that older adults require.’

The gaps extend beyond hospitals. Communities also have limited rehabilitation, mental health, outreach and home-based care services, leaving families to shoulder much of the responsibility.

‘Families, therefore, shoulder a significant burden, often becoming informal caregivers without the necessary knowledge, training, or financial support.’

Dr Namara believes Uganda needs to prepare before an ageing population places even greater pressure on families and the health system.

‘The challenge is not merely to help people live longer, but to ensure they can age with dignity, health, and independence.’

Grandmother who changed his perspective

Working with older people has taught Dr Namara ‘humility, patience and the value of listening’.

‘Ageing is not merely a biological process but also a social and emotional journey.’

One woman, in particular, changed how he understood ageing. She was an 82-year-old grandmother caring for three grandchildren after losing her adult children. She was also living with hypertension, arthritis and declining vision.

‘By every conventional measure, she was vulnerable and in need of support. However, what struck me most was not her illness but her strength.’

During one conversation, she told him: ‘I may be old, but I still have people who depend on me.’

‘That statement changed my understanding of ageing.’

Despite chronic pain and financial hardship, the woman cultivated a small garden, cared for her grandchildren and remained a source of wisdom in her community.

‘What made her story particularly powerful was that she never saw herself as a burden. While others viewed her as someone needing assistance, she viewed herself as a caregiver, provider, and mentor.’

For Dr Namara, the experience meant healthy ageing is about more than the absence of disease.

‘It is the ability to maintain dignity, purpose, independence, and meaningful relationships despite the challenges that come with growing older.’

Ageing is not helplessness

One of the biggest barriers to improving the lives of older people, Dr Namara says, is society’s perception of ageing.

‘Many people assume that ageing automatically means sickness, dependence, weakness, or irrelevance. In reality, growing older is a natural stage of life, and many older persons remain active, productive, and engaged well into later years.’

He also rejects the idea that all older people experience ageing in the same way.

‘Some people remain physically and mentally healthy into their eighties and nineties, while others may develop health conditions much earlier. We need to move away from stereotypes and recognise the diversity, capabilities, and contributions of older persons.’

Investing in older people, he says, should not be seen as competing with investment in younger generations.

‘Healthy ageing benefits the entire society. Older persons are caregivers, custodians of culture, sources of wisdom, and important contributors to community development. Supporting them is not charity; it is a social and economic investment.’

When families are overwhelmed

Families often struggle to care for older people, particularly when they face dementia, disability or chronic illness.

Dr Namara says families should respect older people’s independence, involve them in decisions and address their emotional needs, not just provide food, shelter and medication. Caregiving can also cause stress and financial strain, while stigma may lead to isolation. He condemns the abandonment of older people, reminding society that ‘ageing is not someone else’s problem. If we are fortunate, we will all grow old one day.’

Preparation is key

Dr Namara founded Health Nest Uganda to address gaps in services for older people, focusing on healthy ageing, preventive care, research, advocacy and caregiver support. He believes preparation for old age should begin early, with lifestyle choices made decades before retirement.

However, individual responsibility alone is not enough. Uganda also needs stronger geriatric services, community-based care, social protection and age-friendly infrastructure. As the country’s older population grows, Dr Namara says ageing should be seen as a sign of progress rather than a burden. He remains optimistic that Uganda can avoid a crisis if it starts preparing now.

The security forces have impounded and freely distributed several bags of charcoal to the local community of Nwoya District following a recently announced ban on the transportation of charcoal into the country.

Forth Infantry Division Public Information Officer, Major Bilal Katamba, said the exercise followed a directive issued by Maj Gen Busizoori to repurpose charcoal seized from illegal dealers by distributing it to communities affected by the environmental damage associated with charcoal burning.

”The charcoal was distributed to residents of Anaka Town Council and Agungu Village in Purongo Sub-county, Nwoya District.” Maj Katamba said on Thursday evening.

The move was intended to support communities whose livelihoods have been affected by deforestation caused by illegal charcoal burning, reechoing an order issued by the commander while meeting charcoal dealers and security this Tuesday.

‘You are receiving this charcoal because your livelihoods and surroundings have been severely impacted by deforestation driven by illegal dealers,’ Maj Gen. Busizoori said.

He mobilised residents to take an active role in protecting the environment and conserving natural ecosystems, while calling for stronger cooperation between communities and security agencies in combating illegal logging and charcoal burning.

Maj Gen Busizoori encouraged residents to provide timely and actionable information to security agencies about individuals involved in illegal logging and charcoal burning in their areas.

Meanwhile, the owners of the impounded charcoal were handed over to the Nwoya District Police Commander for investigation.

On Tuesday, the security issued an order banning transportation of charcoal into Uganda, a drive triggered by defiance of the Presidential Executive Order Number 3 of 2023 banning commercial business.

Some charcoal dealers claimed that they were cutting trees and transporting charcoal from South Sudan, a defence the security said was unrealistic and threatening the neighbouring country’s security and environment.

Enforcement remains a challenge

Despite the ban and enforcement operations, illegal charcoal production has continued in parts of northern Uganda.

In June 2024, police and the NFA arrested 12 suspected illegal charcoal dealers during operations in Amuru and Gulu districts and impounded more than 900 bags of charcoal.

The suspects were accused of violating Executive Order No. 3, with some allegedly found cutting trees and producing charcoal inside Kilak Corner Forest Reserve.

The Ministry of Water and Environment says it is implementing a Forestry Management and Sustainable Charcoal Value Chain initiative with the Ministry of Energy and Mineral Development, supported by the European Union and implemented with the Food and Agriculture Organisation.

The programme includes establishing wood-energy plantations, rehabilitating degraded forests, promoting more efficient charcoal kilns and encouraging cleaner alternatives such as solar energy, liquefied petroleum gas and improved cooking stoves.

In 2024, the then State Minister for Northern Uganda Rehabilitation, Kenneth Omona, said the government had withdrawn forest produce movement permits in greater northern and eastern Uganda, while working with the Uganda Revenue Authority to strengthen monitoring of cross-border charcoal trade.

The Chief of Defence Forces (CDF), Gen Muhoozi Kainerugaba, has told retiring senior military officers not to view retirement as an exit from national service, but rather as a transition into civic leadership.

Speaking at the UPDF Joint Services Headquarters in Mbuya, Kampala, during the retirement ceremony for 222 senior officers comprising of Colonels, Lieutenant Colonels, and Majors under Batch 16. Gen Kainerugaba tasked the officers to serve as community anchors, leveraging their skills to mentor younger generations, foster peace, and support local development.

‘I encourage you to see this not as the end of service, but as a new phase in your contributions to the country. I urge you to remain ambassadors of patriotism, discipline, and the unity of our people,’ he said.

Gen Kainerugaba offered counsel on navigating the financial transition into civilian life, cautioning the officers to safeguard their benefits.

‘I encourage you to use your retirement benefits wisely, plan carefully, invest prudently, and maintain financial discipline,’ he said.

He commended the retiring officers for their service, praising them for laying a firm, resilient foundation that continues to anchor the transformation of the Uganda Peoples’ Defence Forces (UPDF).

He noted that the UPDF’s growth from a historical liberation movement into one of the continent’s most respected defence forces is a direct result of their dedicated leadership.

‘These achievements rest on the foundation laid by committed officers, such as those we honour today.’

Gen Kainerugaba highlighted how the army has expanded its capabilities beyond conventional warfare to meet contemporary national challenges.

He noted that as the security landscape grows increasingly complex, the Force must remain technologically capable, adaptable, and prepared to counter emerging threats, ranging from terrorism and cybercrime to climate-related disasters.

Gen Kainerugaba also acknowledged the overarching support of the Government of Uganda and the Commander-in-Chief, President Yoweri Museveni, in building a capable defence force while ensuring outgoing officers remain integrated into the broader fabric of national development.

Maj Gen James Kinalwa, who heads the Joint Staff – Human Resource Management, said the retirement is part of UPDF’s personnel renewal strategy, saying it opens a door rather than closing one.

Among the notable names in Batch 16 were Col Kajungu Rutinampora, Col David Mugisha, Col Henry Turyatunga, Col David Richard Edingu, Col Ganson Monday, Col Amos Rutaremwa, Col Deo Mandevu, Col Daniel Omoding, Col James Karyebare Kato among others.

A government inspection tour intended to assess service delivery in Masaka District has unearthed divisions within the ruling National Resistance Movement (NRM) in the Greater Masaka Sub-region.

The Minister of Local Government, Mr Balaam Barugahara, accompanied by his deputy and Masaka City Woman MP, Ms Justine Nameere, early this month spent a week monitoring service delivery in Masaka City, districts of Masaka, Rakai and Sembabule.

The tour was designed to assess government programmes, engage local leaders and receive feedback from residents.

Instead, political attention shifted to a heated baraza (public community meeting) in Masaka City, where long-running differences between Ms Nameere and the Masaka City NRM chairperson, Mr Rogers Buregeya, erupted in full view of hundreds of residents.

The meeting took an unexpected turn when a Masaka-based businesswoman, Ms Cissy Nanyange, accused Ms Nameere of failing to pay more than Shs150 million allegedly owed for coffee seedlings supplied during the minister’s election campaign late last year.

Mr Siraje Nsanja, a political scientist, says these conflicts stem from unresolved conflicts from NRM party primaries and cliques that emerged after the January general elections.

‘To consolidate the achievements, they [NRM] registered in Masaka, they have to resolve disagreements that accrued from party primaries, otherwise, they could end up losing the trust they had gained. I believe that even some members are not happy with the new converts from Opposition National Unity Platform party, who are in a very short time assigned key roles in party structures even before their loyalty is tested for some good time,’ he adds.

Mr Nsanja says Masaka, unlike other sub-regions, currently lacks senior NRM members to serve as mediators between the conflicting parties.

‘The top leaders are still young people, who have risen from positions of mobilisers. So, they lack that capacity of settling these disputes themselves,’ he says.

Some NRM supporters interviewed for this article expressed confidence in Mr Buregeya’s leadership, describing him as more accessible and closely connected to grassroots structures. Others defended Nameere, arguing that political rivals were using the public forum to damage her reputation.

Ms Nanyange said during the baraza that she had unsuccessfully sought payment for months and had resorted to raising the matter during the public community meeting.

The allegations immediately overshadowed discussions on service delivery and turned the baraza into a politically charged confrontation.

Ms Nameere denied responsibility for the debt, arguing that procurement and distribution of the seedlings had been handled through other individuals, including Mr Buregeya.

She maintained that she had been unfairly targeted by political opponents in Masaka City seeking to tarnish her reputation following her appointment as minister and said no documentary evidence directly linked her to the disputed transaction.

As supporters of both leaders (Nameere and Buregeya) traded accusations, Mr Barugahara intervened, calling for calm and reminded participants that the tour was intended to evaluate government services rather than settle political disputes.

To prevent the disagreement from escalating, Mr Barugahara reportedly engaged the Office of the State House Comptroller to verify the complaint and facilitate a resolution.

Within less than 24 hours, the disputed payment was reportedly processed, ending the financial dispute, although not the political fallout.

Meanwhile, Mr Buregeya rejects Ms Nameere’s claim that she had no dealings with Ms Nanyange, insisting the businesswoman had supplied coffee seedlings after previously working with Ms Nameere during the NRM primaries without receiving payment.

But Ms Nanyange confirmed she received the Shs10million for coffee seedlings she had earlier supplied to Ms Nameere .

However, Ms Nameere has not answered phone calls from this publication since last week to respond to allegations levelled against her, neither has she replied text messages to her known telephone number.

The confrontation has fuelled debate over the state of the NRM in Masaka, where the party is attempting to regain political ground after years of Opposition dominance.

Although the NRM improved its performance during the January general elections and recently won 47.3 percent of local council positions in Masaka City, according to Mr Buregeya, disagreements among senior leaders are threatening to overshadow all these gains.

He argues that the party’s recent grassroots successes were achieved largely through the efforts of local mobilisers rather than minister Nameere’s leadership.

The political tensions continued during the ministers’ visit to Rakai District, where residents accused former Defence minister Vincent Ssempijja, Ms Nameere’s father, of attempting to evict more than 600 households from a disputed piece of land.

Mr Barugahara reportedly intervened by contacting Ssempijja and urging him to halt the planned evictions while the matter was being addressed. Residents said the intervention helped calm the situation.

Despite the controversies, Mr Barugahara sought to project unity at the conclusion of the tour.

‘We have capable leaders in this region who can resolve such misunderstandings. Where disagreements arise, we shall continue to encourage dialogue because our focus should remain on serving the people,’ he said.

His remarks highlighted the challenge facing the NRM as it seeks to improve service delivery while managing increasingly visible internal rivalries.

Political observers say the internal NRM party disputes in Masaka reflect a broader struggle for influence within the ruling party rather than simply a personal disagreement.

Masaka has for long been an Opposition stronghold, but the NRM made some inroads during the January general election, winning majority of the district chairperson and parliamentary seats in the sub-region.

For example, the NRM won constituencies including, Bukoto Mid-West, Bukomansimbi South, Bukomansimbi District Woman MP, Kalangala Woman MP, Mawogola County South, Lwemiyaga County, Mawogola North, Kabula County, Lyantonde District Woman MP, Kyotera County, Kakuto County and Kalungu District Woman MP, Bujjumba County and Kyamuswa County.

Whether the reconciliation efforts initiated during the visit will hold remains uncertain, but the events in Masaka demonstrated that maintaining unity within the NRM may be just as important as competing against the Opposition in the years ahead.

In June, at State House and in the presence of President Museveni, Uganda Airlines signed off on the largest aircraft acquisition since its revival.

The national carrier committed to purchasing 10 new Boeing aircraft in a deal government values at Shs3.7 trillion, or about $985m.

The package comprises eight passenger aircraft and two freighters.

For an airline that resumed operations in 2019 with four CRJ900s and two Airbus A330-800neos, and currently serves 17 destinations across Africa, the Middle East, Europe and Asia, the order represents a significant shift in scale.

Interim chief executive officer Girma Wake said the passenger fleet will comprise a mix of Boeing 787 Dreamliners and 737 MAX aircraft, with the first phase comprising four widebody aircraft.

On the cargo side, the deal introduces a Boeing 767 freighter and a Boeing 737 converted freighter (BCF), marking Uganda Airlines’ entry into dedicated cargo operations.

The acquisition also represents a change in supplier strategy. Until now, Uganda Airlines’ widebody fleet has been exclusively Airbus.

In December 2025, Parliament approved Shs422.26b, about $119m, for two Boeing 787s, one Boeing freighter and two mid-range Airbus aircraft. Six months later, Airbus was absent from the latest tranche.

A Uganda Airlines spokesperson, responding to aviation publication ch-aviation, put it simply: ‘Things change.’

Standardising more of the fleet around one manufacturer could offer operational advantages, including common pilot type ratings, shared spare parts and streamlined maintenance procedures.

State House said in a post on X that the expansion would ‘strengthen trade, tourism, and investment, and position Uganda as a key regional aviation hub.’

Boeing Vice President of Sales Anbessie Yitbarek said the partnership would also provide technical expertise, training and capacity building to support the airline’s growth.

Beyond aviation

Government is presenting the timing of the acquisition as part of a broader economic strategy rather than simply an aviation investment.

Uganda imports roughly 80 percent of its goods from Asia while exporting horticultural products, fish and minerals, some of which move most efficiently by air.

Without dedicated freighters in its existing fleet, much of that cargo business has been handled by Ethiopian Airlines, Qatar Airways and Emirates.

The planned freighters are intended to help Uganda Airlines capture some of that traffic and support trade, tourism, investment and cargo transportation under Uganda Vision 2040.

On the passenger side, additional aircraft would allow the airline to expand to destinations including Accra, Jeddah, Riyadh and Cape Town, while pursuing a longer-term target of between 32 and 35 destinations over the next decade.

Former Finance Minister Matia Kasaija told Parliament that Uganda Airlines had already contributed to lowering regional airfares and that additional capitalisation to acquire aircraft and open new passenger and cargo routes was a priority for the 2025/26 financial year.

But the scale of the investment has also attracted scrutiny.

The Shs3.7 trillion commitment sits within a broader Shs6.92 trillion transport infrastructure envelope for 2026/27.

In Parliament, opposition MPs have raised concerns, recalling the acquisition of Bombardier CRJ900 aircraft that were already being phased out globally.

They argued that supplementary funding requests should meet the standard of being ‘unabsorbable, unavoidable, and unforeseeable.’

Works and Transport Minister Fred Byamukama defended the investment. ‘It is a very expensive project, but the President said that we have no other option. We need to build our own airline,’ he said.

Uganda Airlines argues that without sufficient scale, commercial viability will remain difficult. Leased aircraft can be expensive and unpredictable, while owned aircraft, if properly utilised, give the carrier greater control over schedules and costs. And utilisation is at the centre of the airline’s immediate strategy.

Building traffic before aircraft arrive

According to Girma, Uganda Airlines is charting a two-year course focused on improving connectivity and using aviation to drive trade.

One element of that strategy is extending the Lagos service to Accra, a market he describes as strategically important.

‘Accra is one of the cities that is really developing very fast, and that is where the African trade center is today. So it will expand the market reach of Uganda,’ he says.

‘There are a lot of products that Uganda produces that will be really needed in Ghana. And there are products that we need from Ghana. So the trade advantage is there.’

The routing adds approximately one hour beyond Lagos. Girma says it would be ‘the shortest route except for the direct flight of South African Airways’ and could help establish a corridor connecting South Africa and Ghana through Uganda.

He cites traffic associated with the Ashanti gold mines, including movement linked to South African companies, as an example of passengers who could potentially transit through Entebbe.

More broadly, the service would strengthen links between East and West Africa, giving Ugandan exporters of agricultural products, manufactured goods and services greater access to Ghana’s market while facilitating the movement of Ghanaian goods eastward.

Turning Entebbe into a connecting hub

The second pillar is the creation of what Girma describes as an ‘inter-bay hub’ at Entebbe International Airport.

For years, Uganda Airlines’ widebody services from London, Dubai and Mumbai have operated without fully coordinated onward regional connections.

The new scheduling model is intended to change that.

‘All the wide-body flights coming from outside will meet all the outgoing flights at inter-bay and interchange traffic between outgoing and incoming flights,’ Girma says.

The idea is to collect passengers from shorter regional sectors, from cities such as Kigali and Kinshasa, and feed them into long-haul services departing Entebbe.

The economics of the strategy are: expensive long-haul aircraft need to fly with as many seats occupied as possible.

‘You cannot go with an empty seat where it is most expensive. So, by building the structure for people to connect through Entebbe, we will improve the financial situation of the airline,’ Girma says, but also points to the difference in revenue economics between short- and long-haul flying.

‘Per hour, per hour revenue for a short sector is very high. For a long sector, it is very low.’

If the hub model works, its impact could extend beyond Uganda Airlines. Transit passengers could spend money in Uganda, cargo volumes through Entebbe could increase, and related sectors such as ground handling, catering and logistics could benefit.

Fleet constraints

Girma says the carrier’s finances had been affected after ‘almost 60 percent of our capacity was grounded because of an engine problem.’ ‘The two A330s were grounded. We managed to keep one of them flying,’ he says.

To maintain its schedule, Uganda Airlines has relied on leased aircraft, financed through the normal budgetary system of the Ministry of Finance.

Some relief is expected as aircraft return to service, but management sees leasing strategy as part of the longer-term solution.

The airline plans to pursue dry leases, longer-term arrangements under which Uganda Airlines would provide its own crews and maintenance rather than paying another operator to provide the entire service.

‘We lease an airplane for five years, six years. We use our own crew, we use our own maintenance,’ Girma says.

The economics, he argues, are compelling: ‘For one wet-lease airplane, you can get three dry-lease airplanes.’

The intention is to use the intervening years to build Uganda Airlines’ internal crew, engineering and maintenance capacity before the major fleet renewal begins.

That preparation matters because the newly ordered aircraft will not arrive immediately.

‘The first 737s are coming in 2032. The 787s, the wide-body, are coming in 2033,’ Girma says.

‘What we do between now and 2032 is what is going to help us build that traffic. We have to prepare the traffic now so that when these airplanes come, we have a ready market for it.’

The economics of expansion

Aviation analyst Sean Mendis, based in Malawi and with extensive experience in the African aviation industry, describes the 10-aircraft deal as a first step toward rebuilding the carrier.

But he points to an important institutional challenge: the long-term strategy is currently being driven by Girma, who is serving in an interim capacity and may no longer be in office by the time the new aircraft begin arriving from 2032.

For the plan to succeed, Mendis argues, Uganda Airlines will need institutional consistency that survives management changes.

He also points to concerns arising from the history of government appointments at the airline.

On financial sustainability, Mendis says developing a functioning hub-and-spoke operation at Entebbe will be critical. That will require cooperation between the airline, the airport authority and other service providers.

The carrier will also need disciplined network planning: schedules designed around efficient connections, carefully selected city pairs and markets with realistic prospects for commercial success.

Regional cooperation presents another challenge. East African carriers have historically struggled to work together closely enough to create seamless regional networks.

Frequency generates traffic

Girma rejects the assumption that increasing flight frequencies necessarily makes an airline’s operations more difficult.

His argument is the opposite: ‘frequency generates traffic.’ An airline operating once a week gives passengers limited flexibility. Daily services, by contrast, make the route more attractive and can stimulate additional demand.

He applies the same logic to Nigeria and Ghana. The two markets could eventually support separate services, he says, but for now the airline intends to develop them together until passenger and cargo volumes justify splitting the routes.

Aircraft choice is equally important. ‘If you operate with a narrow body to Nigeria, you will not make an impact,’ Girma says.

‘You have to operate with a wide body so that you take passengers, cargo and baggage together.’ His vision also extends beyond serving Uganda’s domestic market.

‘Uganda Airlines is not created to just fly Ugandans,’ he says. ‘Uganda Airlines is created to fly Ugandans as well as other people. It’s only then that this airline can grow.’

That thinking is reflected in an operating model that combines regional services, including daily flights to Kigali, with long-haul connections to London, Dubai and Mumbai.

The airline is also focusing on recruiting and training university graduates as it builds the workforce required for a larger operation.

Cargo: A new revenue line

The arrival of dedicated freighters would introduce an entirely new revenue stream for Uganda Airlines.

Perishable exports to the Gulf and Europe, together with growing e-commerce activity within East Africa, are among the markets being targeted.

Uganda Airlines argues that the expansion could support agriculture, tourism, minerals and services while giving Ugandan exporters greater control over access to international markets.

A larger fleet could also improve operational resilience. With more aircraft available, maintenance problems would be less likely to disrupt a significant share of the airline’s network.

That matters particularly for business travellers who depend on reliable departures to destinations such as Dubai and London.

Entebbe’s geographical position is also central to the hub proposition. A widebody aircraft departing for London or Mumbai could collect connecting passengers arriving from Juba, Kigali, Bujumbura and Goma, following a model similar to the one Ethiopian Airlines has successfully developed through Addis Ababa.

The risks

The expansion is ambitious, but several factors will determine whether it delivers the expected returns.

One is timing. Detailed delivery schedules have not been publicly disclosed, while Boeing continues to manage a substantial production backlog and the wider aviation industry faces supply-chain constraints.

Any significant aircraft delivery delays could affect planned route launches and expansion schedules.

Fuel presents another risk. Jet fuel remains one of the highest costs for airlines, and sustained price volatility could offset some of the savings expected from newer, more fuel-efficient aircraft.

Then there is competition. Ethiopian Airlines serves more than 130 destinations, while Kenya Airways, Qatar Airways, Emirates and Turkish Airlines already compete for East African passenger and connecting traffic.

Filling larger aircraft consistently will require competitive pricing, reliable connections, strong revenue management and potentially more codeshare and commercial partnerships.

Governance will also remain under scrutiny. Parliament is expected to monitor aircraft utilisation, load factors and maintenance contracts.

But Uganda’s history of controversy around major public procurements means demands for transparency are likely to follow the programme at every stage.

A bet on Uganda as a regional hub

The broader policy context is Uganda Vision 2040, which calls for the development of a competitive, export-oriented economy. Aviation is being positioned as one of the enablers of that ambition.

Following the Boeing signing, Uganda Airlines described the acquisition as ‘a strategic investment in Uganda’s future and a major step towards establishing Uganda as a leading aviation hub in the region.’ There is also a strategic argument about Uganda’s dependence on foreign hubs.

For decades, Ugandan travellers and exporters have relied heavily on Nairobi, Addis Ababa and Gulf hubs to reach international destinations. Building direct connectivity to markets such as London, Dubai and Mumbai reduces some of that dependence.

Boeing’s commitment to training and technical support could also expand Uganda’s pool of engineers, pilots and technicians. But aircraft alone will not create a hub. The next phase will depend on financing, network development and operational performance.

First, the acquisition commitment must be translated into contracts, down payments and export credit guarantees.

Second, Uganda Airlines must build enough passenger and cargo traffic ahead of the aircraft deliveries to justify the additional capacity.

Third, the airline must demonstrate that demand on routes such as London and Mumbai can be converted into sustainable revenue through pricing, partnerships, revenue management and operational reliability.

Uganda Airlines is making a calculation familiar to smaller carriers with ambitions to grow: that greater control of aircraft is necessary to control its commercial destiny, and that investment must come before returns.

The Boeing deal provides the prospect of long-haul widebodies, efficient narrowbody aircraft and the airline’s first dedicated freighters. It also adds a substantial financial commitment to the national balance sheet.

If the Entebbe hub functions as planned, if dry leasing helps build internal capability, and if Uganda Airlines develops sufficient traffic ahead of the 2032-2033 deliveries, Entebbe could emerge as a stronger alternative connecting point in East Africa.

If those pieces fail to come together, Uganda could find itself with a much larger fleet facing the same commercial challenges, only at a greater scale.

As Girma puts it: ‘The next two years will decide the future of this airline. If we do it right, the future is bright.’

For Uganda’s wider economy, doing it right would mean building an airline that carries not only passengers, but also the country’s products, trade and connections across the continent and beyond.

Dear david,

You mention feeling ‘dread’ in relation to your pay and your in-laws, which is not a healthy perspective. This situation appears to have shifted from kindness and responsibility to a negative experience. If left unaddressed, it could create toxicity in your relationship with your in-laws and may even leave you feeling trapped.

Three significant relationships often undermine marital happiness; extended family, friends, and work-related relationships. These can disrupt the equilibrium of a couple and their immediate family. For all these relationships to flourish, the immediate family, which is the core unit, must remain intact.

In your case, the influence from your extended family, particularly your in-laws, has begun to affect the stability and harmony of your immediate family. For instance, your children’s school fees are competing with your mother-in-law’s need for a new roof.

Some men can support their in-laws or extended families without issue, which is commendable when it is financially feasible. However, what happens when resources are limited and priorities must be established? Who will you face judgment from for not helping first: your wife and children or your in-laws? I hope you do not have to make such choices, but your situation seems to be approaching that point.

It appears that you began with good intentions, reflecting your generous nature. However, could it be that you have unintentionally cultivated an expectation among your in-laws that you will always support them, regardless of your circumstances?

Perhaps it is time to gently reshape their expectations. If you decide to help them understand that you cannot meet all their requests, this should be done gradually and peacefully.

This means saying ‘no’ politely, avoiding promises, and not feeling guilty for your decisions.

You will also need to communicate with your wife, whom you love, even if she may not initially support your stance. She needs to recognise the benefits of setting boundaries. Depending on her attachment to her family, this might be challenging, but it requires clarity in your discussions.

Clarity means that you should not feel guilty about your decisions, as they are based on the actual reality of your finances and priorities. Remember that your extended family can manage without your intervention. For example, if you cannot fix your mother-in-law’s roof, she will have to seek another solution.

Another approach could involve engaging other family members to share responsibilities collectively, if your family dynamic allows for it. Allow some family members to carry their own burdens, and resist any guilt manipulations, such as those your mother-in-law may employ.

Consulting with a professional counsellor or a mature friend can also help you analyse the situation rationally, ensuring your actions prioritise the well-being of your family and yourself.

The Bible states that a man and woman should leave their parents and unite as one. Though a simple statement, violations of this principle can lead to difficulties in your relationship, as is evident in your case.

In situations like this, your marriage and immediate family must not become an extension of your extended family.

Reader advice

Talk to your wife

Moses M Madiba. It is not your duty or obligation to solve all your in-laws’ problems, especially when you have your own family to support. You can help when your resources allow, but it should never become an expectation. Talk to your wife and set boundaries.

Avoid poor families

Algorithm Bakash. I thought we all agreed years ago to stop marrying into impoverished families. Why did you go against the rules of the game? You chose to marry without considering the financial burden that might come with it, so now you must live with the consequences of that decision.

Set clear boundaries

Mary Lamunu. You will eventually give yourself heart problems if you continue carrying everyone’s financial burdens. Be strong enough to say no when you cannot afford to help. You are not selfish for protecting your finances and peace of mind. Set clear limits with your wife and let her understand that you also have responsibilities.

Support your family

Generous Nakie. If you value your peace, sit your wife down and explain that your money must first support the family you are building together. If she cannot understand that, you need to seriously reconsider your situation.

Start saying no

Elizabeth Nakiru. You allowed this situation to develop from the beginning, so you cannot completely blame your in-laws now. Who was paying their bills before you married your wife? Start saying no and remain consistent.

Let her support them

Berna Tino. Cut down on expenses outside your home and concentrate on building your own family. If your wife feels strongly about supporting her relatives, she should also contribute from her own income. Helping others should not destroy your household.

Love has costs

Zabron Arinaitwe. When we tell men not to date women from struggling families, they often refuse to listen. Now you are discovering why people give such warnings. It is not necessarily about looking down on poor families, but about understanding the responsibilities that may come with marriage .

Avoid lifelong burdens

Patricia Essie. You are not selfish. Perhaps that feeling inside you is warning you that something is wrong. Withdraw from this arrangement before supporting your in-laws becomes a lifelong obligation. You married their daughter, not the entire family.

Take some space

Martin Ssebyala. If your wife refuses to understand the financial pressure this situation is creating, perhaps some time apart could help her see things differently. No husband should be emotionally or financially blackmailed into supporting relatives.