President Museveni said the death of the young monarch was a major loss to the people of Tooro and the country, describing King Oyo as a prominent Ugandan who had demonstrated great potential to work with both the Central Government and local authorities to advance development in the Tooro region.

In a message addressed to Ugandans, particularly the younger generation whom he commonly refers to as the “Bazzukulu”, Museveni expressed deep sadness over the death of the King and extended condolences to the royal family and the people of Tooro.

“It is with a lot of sadness that, on behalf of all Ugandans, Maama Janet and myself, I extend our most heartfelt condolences to the Royal Family of Tooro and to all Ugandans on account of the death of the prominent Muzzukulu, His Highness Oyo, the King of Tooro at such a young age of 34,” Museveni said. “How unfair life can be!! He was orphaned while still young and he has died young.”

The President’s remarks highlighted the tragic circumstances surrounding the life of King Oyo, who ascended to the throne as a child following the death of his father, King Patrick Matthew Kaboyo Olimi III. King Oyo became one of the youngest reigning monarchs in the world when he was enthroned at the age of three in 1995.

For nearly three decades, he remained the symbolic head of the Tooro Kingdom, growing from a child monarch into an adult cultural leader who increasingly participated in public affairs and development initiatives. Museveni said that despite his relatively short life, King Oyo had demonstrated considerable potential and had maintained a constructive relationship with the Central Government and local governments.

“In the short life on earth, he had shown that he had potential of working well with the Central and Local Governments to develop Tooro. What a loss to Tooro and Uganda,” he said. The President’s statement comes as the people of Tooro and the wider country mourn the death of the monarch, whose reign was closely associated with the cultural revival of the kingdom following the restoration of traditional institutions in Uganda.

Government Supported Cancer Treatment

Museveni also disclosed that the Government had supported efforts to seek specialised medical treatment for the King after his family informed him that Oyo had been diagnosed with an aggressive form of cancer. According to the President, Queen Mother Her Royal Highness Best Kemigisa had personally informed him about the King’s deteriorating health.

“Some months back, Her Royal Highness Kemigisa, Nyinomukama, came to tell me that the Muzzukulu Oyo had cancer that was very aggressive,” Museveni said. He added that the Government supported the royal family in efforts to seek treatment abroad. “The Government supported them to go to Germany and, then, the USA where he died,” the President said.

The disclosure sheds light on the efforts made to save the life of the young monarch after his condition became serious. Despite treatment abroad, King Oyo eventually succumbed to the illness, bringing an end to a reign that had lasted more than 30 years.

His death has generated widespread grief across Tooro and beyond, with political, cultural and religious leaders joining ordinary Ugandans in mourning the monarch.

Young Heir Left Behind

Amid the grief, Museveni said there was some consolation for the royal family and the future of the Tooro Kingdom. He revealed that King Oyo had left behind a young son who is expected to become the next heir to the Tooro throne. Museveni said Queen Mother Kemigisa informed him of the existence of the young heir during a telephone conversation.

“Fortunately, in a telephone call, Her Royal Highness Kemigisa told me that H.H. Oyo left a young boy heir that will be introduced to the public at the right time,” he said. The revelation is expected to be significant for the future of the Tooro Kingdom, which now faces the delicate process of succession following the death of its long-serving monarch.

Museveni, however, cautioned cultural leaders against using traditional institutions to promote sectarianism, saying King Oyo had maintained a positive relationship with the Government. “H.H. Oyo worked well with the Central Government, thereby avoiding the mistake of trying to use the Cultural Institutions that were restored by the NRM to promote sectarianism,” he said.

“It would be good if all the Cultural leaders understood the importance of this.” The President’s remarks place emphasis on the relationship between Uganda’s restored cultural institutions and the Government, while also presenting King Oyo’s approach as an example of cooperation between cultural leadership and government structures.

Three National Days Of Mourning

In recognition of the King’s status and contribution to Tooro and Uganda, President Museveni has directed that he be accorded an official burial. He further ordered that the national flag and other flags fly at half-mast for three days in honour of the deceased monarch. “I direct that H.H. Oyo be given an official burial and, for three days, all the flags fly at half-mast,” Museveni directed.

He specified that the three-day mourning period will cover the day of the burial, the day before the burial and the day after. “The three days are: the day of the burial, the day before and the day after,” he said. The directive effectively places the death of King Oyo among significant national moments to be marked by an official period of mourning.

The announcement is expected to pave the way for a state-supported funeral programme involving the Government, the Tooro Kingdom, the royal family and other stakeholders. The burial arrangements are likely to attract thousands of mourners from across Uganda, as well as members of other traditional institutions and dignitaries.

End Of An Era

King Oyo’s death marks the end of an extraordinary chapter in the history of the Tooro Kingdom. Born into the royal family, he inherited the throne as a child and grew up under the close attention of the people of Tooro and the wider Ugandan public.

His reign spanned a period of significant political, economic and social change in Uganda. Over the years, the King became increasingly involved in cultural and development activities, while the Tooro Kingdom continued to promote education, health, tourism, agriculture and other initiatives aimed at improving the welfare of its people.

For many Ugandans, his death represents not only the loss of a cultural leader but also the passing of a monarch whose entire life was intertwined with the modern history of the restored Tooro Kingdom. Museveni concluded his message by praying for the late monarch’s eternal peace. “May his soul rest in eternal peace,” he said.

As Tooro prepares to bid farewell to its young King, attention will now turn to the official burial arrangements and the future leadership of the kingdom. For the people of Tooro, the three days of national mourning will provide an opportunity to remember a monarch who inherited the crown as a child, carried it into adulthood and died at only 34, leaving behind a young heir and a kingdom preparing to navigate the next chapter of its history.

It comes after more than a year of lobbying by the UPL and FUFA for increased Government investment in domestic football ahead of the Pamoja 2027 Africa Cup of Nations, which Uganda will co-host with Kenya and Tanzania.

But while Government has agreed that Premier League clubs need financial support, it has rejected the model proposed by FUFA. Instead of handing the money to the federation, Government has instructed NCS to deal directly with the clubs.

The development is likely to trigger debate over who should control public money intended for football and whether FUFA’s role as the national governing body automatically gives it a right to administer Government funding. For now, the Government position is unequivocal: the clubs are the beneficiaries and the money will be paid directly to them.

The letter that changed the game

In a letter addressed to the UPL chairperson, NCS Acting General Secretary Baale Muhamadi Walade referred to an August 25, 2026 directive from the Minister of State for Education and Sports in charge of Sports. The directive instructed NCS to disburse funds to all 18 Uganda Premier League clubs.

“The directive further emphasised that all resources extended must be accounted for in accordance with the provisions of the Public Finance Management Act,” Walade wrote. NCS then demanded that the UPL submit the bank details, Tax Identification Numbers and names and contacts of accounting officers for every club by August 30. That requirement is perhaps the most revealing part of the communication. It means Government is not simply funding the Premier League as a central entity.

It is preparing to send money to individual clubs, each of which will carry direct responsibility for accounting for its allocation. FUFA, which had sought Government support for domestic football and proposed that the money be channelled through the federation, will not be the disbursing agency.

FUFA asked for Shs9 billion

The Government decision follows a proposal by FUFA under its four-year development strategy, Ugandan Football Steps Forward. The federation proposed a Shs9 billion UPL Clubs Fund, equivalent to Shs500 million for each of the 18 top-flight clubs.

FUFA’s argument was that Uganda could not prepare adequately for Pamoja 2027 by concentrating resources on stadiums and the national team while leaving the clubs that produce national-team players financially weak. “The government should provide funds through FUFA to support the operations of the competitions and clubs,” the federation stated in its proposal.

Government has now accepted the argument that clubs require greater support but rejected the proposed route. Instead of Shs500 million per club, the reported Government allocation of Shs5.5 billion would translate into approximately Shs305.6 million per club, if divided equally.

That represents a shortfall of about Shs194.4 million per club compared with FUFA’s proposal. The difference is not merely about money. It is also about control. FUFA wanted to administer the fund. Government has decided that NCS should send the money straight to the clubs.

UPL was already pushing for direct funding

The UPL’s campaign for direct Government support did not begin with the latest NCS letter. Documents seen by this reporter show that the league began lobbying Government in April 2025. On April 12, 2025, the UPL Board wrote to First Lady and Minister of Education and Sports Janet Kataha Museveni, seeking a meeting to discuss the strategic development of Uganda’s top-flight competition.

The letter, routed through State Minister for Sports Peter Ogwang, highlighted the financial difficulties facing Premier League clubs. The league argued that clubs were contributing to player development, employment, commercial activity and national-team success but were receiving limited direct Government assistance.

It also questioned why Government was supporting FUFA financially while clubs remained heavily dependent on owners, gate collections and limited sponsorship. At that stage, the UPL did not put a specific figure on its request. It wanted Government to consider a broader roadmap for turning the Premier League into a sustainable national sporting asset.

The Shs6 billion proposal

The campaign later became more concrete. In a letter dated March 24, 2026, the UPL formally presented what it called the case for direct Government support to Premier League clubs. The league requested Shs6 billion annually for the UPL and its member clubs. It also requested Shs1 billion as one-off capitalisation for a UPL SACCO.

The Shs6 billion would support player development and academies, coaching education, salaries and player welfare, nutrition, medical services, sports science and technology, continental competitions and league administration. The UPL’s argument was that the clubs constitute the foundation of the national team. The league compared Uganda’s national football structure to a forest and the Premier League to the nursery bed from which that forest grows.

Without strong clubs, it argued, Uganda cannot consistently produce strong national teams. The league’s position was therefore that Pamoja 2027 should be used to strengthen the entire football ecosystem rather than merely prepare the Uganda Cranes for the tournament.

The FUFA factor

The emergence of the direct-funding model has nevertheless exposed an interesting institutional fault line. FUFA is the national governing body for football and remains responsible for regulating competitions and developing the sport. But Government controls public resources. The question now is whether Government can support football without placing the money under FUFA’s administration. The latest NCS communication suggests that the answer is yes.

The arrangement creates a distinction between football governance and public funding. FUFA may regulate the sport, but clubs receiving Government money will be required to account directly for the resources. This could establish a precedent for future Government interventions in football. It also potentially reduces FUFA’s financial control over clubs at a time when the federation is seeking greater resources to implement its development plans.

Why now?

The timing is significant. Uganda, Kenya and Tanzania are preparing to host the 2027 Africa Cup of Nations.

The tournament has placed unprecedented attention on East African football and created pressure on the three host countries to ensure that their domestic leagues and national teams are competitive. For Uganda, that pressure comes at a time when the Premier League itself is expanding. The 2026/27 season has increased from 16 to 18 clubs, taking the number of league matches from 240 to 306. Each club will now play 34 games instead of 30.

That expansion brings additional costs for travel, accommodation, player salaries and welfare, match organisation and administration. The Shs5.5 billion intervention could therefore provide much-needed relief to clubs facing increased operational expenses. But Government is also likely to expect measurable results.

The accountability trap

The direct funding model comes with a built-in accountability test. Every club must provide its bank details, TIN and accounting officer. This means clubs cannot treat the money as an informal grant. They will be expected to demonstrate how the funds are spent.

That could include expenditure on players, academies, coaching, medical services, travel, welfare and other approved football activities. The Public Finance Management Act requirement is particularly significant because failure to properly account for the money could expose club officials to scrutiny. In effect, Government is putting the clubs directly on the financial accountability chain. The model could also force clubs to strengthen their internal financial systems.

A victory for the clubs?

For the UPL leadership, the Government decision represents a major victory. The league has spent more than a year arguing that domestic clubs deserve direct Government support.

Its initial request in 2025 sought dialogue. By March 2026, it had tabled a specific Shs6 billion annual proposal.

By August, Government had instructed NCS to disburse funds directly to all 18 clubs. Although the reported Shs5.5 billion falls short of the UPL’s requested Shs6 billion and FUFA’s Shs9 billion proposal, the principle of direct Government support has now been established. The clubs are no longer merely asking for financial assistance. They are about to become direct recipients of public money.

The battle ahead

The immediate issue is how quickly NCS will process the payments and what conditions will accompany the funding. The larger issue is whether this becomes a permanent funding model. If the arrangement succeeds, Government could continue funding Premier League clubs directly in future financial years. If it fails, critics will point to weak accountability and argue that football requires stronger central coordination through FUFA.

There is also the question of whether the reported Shs5.5 billion will be enough to transform the clubs. Even at Shs305.6 million per club, the money may cover only part of the financial pressures facing teams during an expanded season. But the political and institutional significance of the decision goes beyond the amount. Government has effectively drawn a line between regulating football and controlling public money. FUFA helped make the case for greater investment in domestic football.

The UPL spent more than a year lobbying for direct support. Now Government has responded by choosing a third path: fund the clubs directly through NCS. As Uganda moves towards Pamoja 2027, the success or failure of this experiment could determine not only how clubs are financed but also how power and money are distributed within Ugandan football. The Shs5.5 billion may therefore be just the beginning of a much bigger conversation over who controls the game, who controls the money and who ultimately answers to the Ugandan taxpayer.

The Kampala-Entebbe Expressway, once presented as a flagship symbol of Uganda’s modern transport infrastructure, has become the centre of a parliamentary storm over how public money is collected, managed and accounted for.

The controversy came to a head on Tuesday, August 25, 2026, when the Chairperson of the Joint Parliamentary Committee on Physical Infrastructure, Mwine Mpaka, presented to Parliament the committee’s report on its oversight inquiry into the management, operation and toll collection system of the 24/25-kilometre expressway.

The report paints a troubling picture of an expensive road whose tolling system has failed to deliver the level of transparency, automation and value for money expected from a major public infrastructure project. At the centre of the MPs’ concern is a basic question: At what cost and to whose benefit is Uganda operating the Kampala-Entebbe Expressway?

Parliament’s inquiry found that Government has collected substantial toll revenue since the road opened, but a large proportion of the money has been committed to private operators under arrangements MPs say require urgent review. The committee consequently made 14 recommendations, the most dramatic being a call for Government to terminate the existing toll-operation arrangement and take over management and toll collection through the Ministry of Works and Transport.

The committee also proposed that the Uganda Revenue Authority (URA) take responsibility for collecting toll revenue, with proceeds placed in an account dedicated to servicing the loan used to construct the expressway.

The Shs122.86 billion question

The committee’s investigation has brought renewed scrutiny to the original contract awarded to French company EGIS Road Operation S.A. The contract was awarded in 2021 and took effect on May 24, 2021, for five years. It was valued at approximately Shs122.86 billion, with an option for an extension of up to 24 months subject to satisfactory performance.

The arrangement was designed to provide expertise in toll collection, road maintenance, traffic management, financial management and operation of the expressway. However, MPs questioned whether the financial structure represented value for money. According to evidence presented to the committee, the initial five-year projected toll revenue was approximately Shs146.47 billion, only marginally higher than the contracted price of Shs122.86 billion.

By June 2026, the total toll revenue collected was reported at about Shs191.15 billion, according to figures presented to Parliament. This prompted Mpaka and his colleagues to question why Government had entered into an arrangement in which a significant share of the revenue generated by a public road was committed to its private operator.

The road itself was financed through a US$350 million loan, and the toll revenues were expected to contribute to repayment of that debt. Instead, the committee concluded that the contractual model risked consuming resources that should be helping Government service the loan.

Pinnacle enters the storm

The controversy did not end with EGIS. After EGIS’s five-year arrangement came to an end in May 2026, responsibility for toll operations was transferred to Pinnacle Security Limited, reportedly through a novation arrangement. Pinnacle is owned by journalist Moses Matsiko Baryamujura.

The committee has now questioned the circumstances under which Pinnacle was allowed to take over the operation. Parliament heard that Pinnacle was awarded a toll collection arrangement costing about Shs36 billion annually. MPs questioned how the company could be entrusted with such a critical public revenue function without what they considered adequate independent due diligence.

The committee was particularly concerned that Pinnacle appeared to have acquired the necessary experience to manage the toll operation in only about six months. During the inquiry, the committee’s Vice Chairperson, Engineer William Taylor Tiyo, questioned the logic of allowing the former operator to effectively mentor a successor and then assume that the successor possessed sufficient capacity.

The arrangement, MPs argued, raised questions about procurement, competition, technical competence and value for money. This is why the recommendation to cancel the arrangement involving Pinnacle has become one of the most consequential aspects of the parliamentary report. The committee wants Government to stop treating toll collection as an ordinary outsourced service and instead regard it as a critical public revenue function requiring direct accountability.

The toll system that is not entirely electronic

Perhaps the most damaging evidence emerged when MPs conducted an on-site inspection of the toll gates.

On August 11, 2026, members of the committee witnessed a bus that should have paid Shs15,000 being allowed through after an electronic toll card intended for a light vehicle, attracting a Shs5,000 charge, was manually used to open the barrier.

The incident shocked MPs because it demonstrated that human intervention remained possible in a system that was expected to be automated. For Mpaka’s committee, the incident was more than an isolated technical problem. It exposed what the legislators regarded as a major vulnerability in a system responsible for collecting billions of shillings in public revenue.

If an operator can manually override a toll charge, MPs argued, the possibility of undercharging, revenue leakage and manipulation cannot be ignored. The committee therefore recommended a comprehensive review of the electronic tolling system and greater government control over the technology and revenue trail.

Where is the software and hardware?

Another major concern was the ownership and accessibility of the tolling technology. MPs questioned the status of the software and hardware supplied during the development of the expressway’s tolling infrastructure.

Evidence presented during the inquiry suggested that CCCC, the Chinese contractor involved in the expressway project, supplied hardware, but Government had difficulties tracing or establishing full access to the corresponding software and technological infrastructure.

This raised a fundamental question: How can Government effectively control a public toll road when it does not have complete control or access to the technological system through which the money is collected? The committee argued that Government must establish ownership, custody and accessibility of all tolling hardware, software, databases and related intellectual property. The absence of full technological control, MPs warned, creates both a financial and security vulnerability.

10,446 vehicles and the revenue leakage question

The committee’s concerns were strengthened by discrepancies in vehicle records. Parliament heard that thousands of vehicle movements could not be reconciled across tolling records. The inquiry cited 10,446 vehicles that could not be reconciled for specified periods, with suspected revenue shortfalls running into more than Shs1 billion. Another internal audit reportedly identified 93 vehicles captured by CCTV entering and passing through a toll point but missing from the toll-system records.

For a tolling system, the audit trail should theoretically allow Government to establish how many vehicles entered, their categories, the applicable charges and the amount paid. The discrepancies therefore became central to the committee’s call for a forensic audit.

Internal auditors questioned

The report also scrutinised the work of internal audit and management officials. The committee questioned whether responsible officials had adequately exercised their oversight responsibilities, including the former leadership of UNRA. Mpaka’s committee accused former officials of failing to adequately protect Government from financial loss.

The report specifically questioned decisions that resulted in the initiation of a contract valued at approximately Shs122 billion, despite the fact that Government had a loan obligation to repay for construction of the road. The concern was that the cost of operating the road was consuming resources that should have been directed towards servicing the debt.

The committee consequently recommended investigations into officials responsible for the procurement, supervision and extension of the contracts. It also called for forensic scrutiny of the operations and revenue collections of both EGIS and Pinnacle from their inception.

Government takeover

The centrepiece of the committee’s recommendations is a fundamental change in the management model. Mpaka’s committee wants the Ministry of Works and Transport to immediately take over the operation and maintenance of the expressway. The legislators argue that direct government management could reduce expenditure on private contractual arrangements and ensure that more toll revenue is available for maintenance and loan repayment.

The committee further recommended that toll collection be moved towards an electronic system and that URA play a role in revenue collection. The proposal is intended to create a clearer separation between road operation and revenue collection while strengthening accountability. However, the committee recognised that Government must establish an efficient institutional mechanism if it is to manage the road itself.

Engineer Isaac Menya of the Ministry of Works and Transport told MPs that Government could directly manage toll collection, provided an appropriate structure was created to ensure that funds were available for road maintenance. He cited Ethiopia’s state-managed toll roads and Kenya’s public-private partnership model as examples from which Uganda could draw lessons.

The Attorney General throws a legal spanner in the works

Just as Parliament moved to demand cancellation, the Attorney General’s office warned that terminating the existing arrangement without following the contractual and legal process could expose Uganda to expensive litigation and international arbitration. Deputy Attorney General Jackson Karugaba Kafuuzi told Parliament that Government could not simply terminate a legally enforceable contract.

The Attorney General’s position was that the Ministry should first establish whether the operator had breached contractual obligations and follow the termination provisions contained in the agreement. The legal advice also reportedly supported a forensic audit of EGIS and Pinnacle’s revenue systems from the beginning of their operations. The legal position presents Parliament and Government with a difficult balancing act.

On one hand, MPs want the contract cancelled because they believe the arrangement has exposed Government to financial losses and weak accountability. On the other, an abrupt termination could expose taxpayers to compensation claims and arbitration.

The Attorney General also cautioned against simply transferring the entire toll-collection mandate to URA without addressing the legal framework. Under the Roads Act, toll collection falls within the responsibility of the relevant roads authority, meaning legislative or institutional changes may be necessary before URA can assume the function in its entirety.

Who benefits?

That question now hangs over the entire expressway saga. The road was constructed with borrowed money. Its tolls were expected to generate revenue to help repay that debt. Yet Parliament has found itself investigating a system in which billions of shillings have been paid to private operators while weaknesses remain in the collection and accounting mechanisms.

The committee’s report therefore goes beyond Pinnacle and EGIS. It questions the entire philosophy of outsourcing the management of a strategic national asset. The committee wants Government to establish exactly how much has been collected, how much has been paid to contractors, what has been lost through leakages, who authorised the contractual decisions and whether the original procurement represented value for money. It also wants responsible officials held accountable where investigations establish negligence or abuse of office.

A road built for 20 years, a contract built around five

Another issue underlying the committee’s recommendations is the lifespan of the expressway. Government borrowed heavily to build an asset expected to serve the country for decades, with the road’s lifespan projected at about 20 years. Yet the management and tolling arrangements were structured around a five-year operational contract, creating concern that the country may have surrendered a significant part of the road’s revenue-generating potential to private operators.

The committee now wants Government to rethink the model before more public resources are committed. For MPs, the objective is not simply to cancel a contract. It is to establish a tolling system in which the public can see the money collected, the money spent, the cost of maintaining the road and the amount going towards repayment of the construction loan.

The parliamentary inquiry has therefore turned the Kampala-Entebbe Expressway into a test case for Uganda’s management of major infrastructure assets. The central message from Mpaka’s committee is blunt: a public road built with borrowed money cannot become a private revenue machine operating beyond effective public scrutiny.

But with the Attorney General warning of potential legal and financial consequences, the battle over the expressway is far from over. What began as an inquiry into toll collection has now become a much bigger confrontation over procurement, public finance, technology, accountability and control of one of Uganda’s most expensive roads. The question facing Government is no longer simply how to collect tolls. It is who should collect them, who should control the system, how much should it cost and, ultimately, whether the people of Uganda are getting value from the road they borrowed billions to build.

The Chief Executive Officer of Panamera Holdings, known for his vibrant personality, patriotism and passion for community initiatives, joined hands with neighbours and members of his exclusive vintage automobile squad to clean the streets and surroundings around the Sandler Way area of Naguru.

Rather than simply mobilising people and providing the equipment needed for the exercise, Desh actively participated in the cleaning, picking up a broom and leading from the front. His participation attracted attention from residents and passers-by, with the businessman demonstrating that the National Cleaning Day initiative is not merely an obligation for ordinary citizens but a collective responsibility that should involve people from all walks of life.

Desh reportedly mobilised a number of his neighbours and members of his automobile circle to participate in the exercise, ensuring that the team had the necessary cleaning materials, including brooms, shovels and other sundries. Dressed for the occasion, the businessman personally took part in sweeping and cleaning the surroundings, sending a message that keeping communities clean should not be left to local authorities or municipal workers alone. His involvement comes at a time when Government is seeking to build a culture of cleanliness and collective responsibility across the country through the newly established National Cleaning Day programme.

A new national tradition

The Government has designated the last Saturday of every month as National Cleaning Day, a programme intended to encourage Ugandans and other residents to take collective responsibility for maintaining clean and healthy communities. The initiative was officially launched by Vice President Jessica Alupo on July 25, 2026, in Kisenyi, Kampala.

The programme was approved by Cabinet, chaired by President Yoweri Museveni, on August 11, 2025, and is being supervised and championed by Prime Minister Robinah Nabbanja. Under the programme, the country is expected to dedicate three hours on the last Saturday of every month to organised community cleaning activities.

The exercise runs from 7:00 a.m. to 10:00 a.m., during which citizens are encouraged to clean their homes, roads, markets, schools, health facilities, places of worship, drainage channels and other public spaces. The programme is part of Government’s wider effort to address poor sanitation, indiscriminate dumping of waste, blocked drainage channels and other environmental challenges affecting communities. By making cleaning a regular national activity, authorities hope to encourage citizens to develop a greater sense of ownership of their surroundings.

Desh leads by example

For Desh, however, the exercise offered an opportunity to put that message into practice. The businessman, who is often associated with high-end cars and a flamboyant lifestyle, temporarily swapped the glamour of his exclusive automobile collection for the simplicity of a broom and shovel.

His participation was significant because public figures and members of the business community have an important role to play in encouraging citizens to embrace civic initiatives. Rather than watching from a distance, Desh chose to participate physically, helping clean the neighbourhood and encouraging others to join the exercise.

His decision to personally lead the sweeping also helped reinforce the message that cleanliness is not determined by one’s social or economic status. Whether one is a businessman, professional, student, resident or community leader, keeping the environment clean remains a shared responsibility. The Naguru exercise also brought together neighbours who might ordinarily interact only casually, giving them an opportunity to work together towards a common objective. Such community participation is one of the central ideas behind National Cleaning Day.

Beyond the broom

While the exercise involves physical cleaning, its objectives go beyond simply sweeping roads and collecting rubbish. The programme seeks to cultivate behavioural change among citizens by encouraging them to take greater responsibility for waste disposal and environmental cleanliness. Uganda’s rapidly growing urban centres, particularly Kampala, face persistent challenges associated with waste management. Poor disposal of garbage, plastic waste, blocked drainage systems and littered public spaces continue to affect many communities.

These challenges can contribute to flooding, environmental degradation and the spread of sanitation-related diseases. Regular community cleaning exercises therefore provide an opportunity not only to remove accumulated waste but also to sensitise residents about the importance of maintaining clean surroundings. Desh’s participation provided an example of how influential members of society can support this effort. By mobilising his neighbours and personally joining the exercise, he demonstrated that civic responsibility can be incorporated into everyday community life.

Three hours for the country

The National Cleaning Day guidelines provide for a three-hour period of organised community cleaning. During the exercise, unnecessary movement of people and vehicles is restricted to allow communities to undertake cleaning activities without interference. However, exemptions apply to emergencies and essential services, including ambulances, fire and rescue services and security operations.

The restrictions are intended to create an environment in which communities can safely access roads, drainage channels and other public spaces that require cleaning. The initiative requires cooperation between Government agencies, local authorities, businesses, community leaders and individual residents. While authorities provide coordination and guidance, the success of the programme ultimately depends on the willingness of citizens to participate. This is where the involvement of people such as Desh becomes important.

A civic responsibility

Although National Cleaning Day is intended as a national civic responsibility, participation has not been universal. Some residents have been reluctant to embrace the initiative, while others have questioned the need for a designated cleaning day when cleanliness should ideally be maintained every day.

However, proponents of the programme argue that the monthly exercise provides an important opportunity to mobilise communities around sanitation and environmental protection. It also provides a platform for citizens to identify and address sanitation problems within their neighbourhoods.

The involvement of private citizens, businesses and community groups can therefore complement the work of local authorities. For business leaders such as Desh, participating in the exercise also provides an opportunity to demonstrate corporate citizenship and encourage employees, customers, neighbours and other members of society to take part.

Learning from Africa

Uganda is not alone in using organised community cleaning initiatives to promote environmental responsibility. Several African countries have introduced programmes aimed at encouraging citizens to participate in community development and environmental management. Rwanda’s Umuganda is perhaps the continent’s best-known example. The monthly community work programme brings citizens together to undertake activities ranging from environmental conservation to infrastructure development.

Kenya has also implemented initiatives such as Kazi Mtaani, which have involved young people in community improvement and environmental activities. Sierra Leone has similarly introduced national cleaning initiatives encouraging citizens to participate in sanitation activities. Uganda’s National Cleaning Day therefore forms part of a broader African effort to make communities more responsible for their environment.

A message from Naguru

The Naguru exercise led by Desh offered a practical demonstration of the spirit Government hopes to cultivate through the programme. The businessman brought together neighbours and members of his automobile community, provided cleaning materials and, most importantly, picked up the broom himself.

His actions sent a simple message: keeping Uganda clean is everyone’s responsibility. For a country grappling with growing urban populations, increasing volumes of waste and pressure on public infrastructure, such individual and community efforts could make a significant difference.

The challenge now is to ensure that the enthusiasm generated by National Cleaning Day does not disappear once the three-hour exercise ends. Cleanliness ultimately has to become a daily habit rather than a once-a-month activity. For Desh and his Naguru neighbours, however, the latest exercise showed what is possible when residents decide to take ownership of their surroundings.

The image of a businessman known for his exclusive automobiles leading a neighbourhood cleaning exercise with a broom in hand may be unusual, but it carries a powerful civic message. A clean Uganda begins with citizens who are willing to pick up the broom.

The unprecedented confrontation has transformed what was previously a simmering disagreement between two influential members of President Yoweri Museveni’s family into a full-blown public feud, with social media now serving as the battlefield.

In a series of posts on X on Friday, Gen Muhoozi accused Rwabwogo of wrongdoing, warned him that his marriage to his sister Patience Rwabwogo would not protect him and declared that arresting him would be one of the easiest things he had ever done.

The posts, some of which were only minutes apart, escalated in tone from a warning to an apparent declaration of intent. “As Deputy Commander-in-Chief of the Armed Forces, I will arrest the criminal Odrek soon and bring peace to our people,” Muhoozi wrote. He followed it with another warning: “This is my last warning to that fool Odrek. From now on it will be actions. I hope Ugandans understand me?”

Then came the most direct threat: “Arresting Odrek is the simplest thing I have ever done. I will do it.” The statements have caused a political and family earthquake because Rwabwogo is not an ordinary government critic or political rival. He is married to Patience Rwabwogo, the daughter of President Museveni and First Lady Janet Museveni, making him part of the president’s immediate family. The latest confrontation therefore carries an unusual symbolism: the President’s son is publicly taking on the husband of his sister. The Palace, metaphorically speaking, is on fire.

‘Odrek was forced upon me’

Perhaps the most explosive element of Muhoozi’s outburst was not even the threat of arrest but his decision to question Rwabwogo’s place within the family. In another post, Muhoozi said Rwabwogo had effectively been imposed on him by his parents. “Odrek was forced upon me by my parents. I NEVER approved of him,” Muhoozi wrote.

He then singled out his sister Natasha’s husband, Edwin Karugire, as the only brother-in-law he recognises. “I approved of Edwin Karugire. Edwin is the ONLY brother-in-law I have. He is the ONLY one I know. Parents must learn to listen to the voices of their sons.” That statement went beyond politics and business. It opened a window into what appears to be a much older personal disagreement between Muhoozi and Rwabwogo.

The general subsequently said that Edwin Karugire had asked him to withdraw the post about Rwabwogo and that he would do so because of his love for his “only brother-in-law.”

“My ONLY brother-in-law, Edwin, has demanded I withdraw my last tweet about Odrek. I will do it out of my love for Edwin,” Muhoozi wrote. The exchange was significant because it suggested that other members of the family are being drawn into a dispute that began between two men but now threatens to affect the wider family. Muhoozi went further, warning Rwabwogo against relying on his marriage to Patience. “If Odrek thinks hiding behind my sister will save him, he is joking!” he wrote. The message was unmistakable: in Muhoozi’s view, Rwabwogo’s status as the husband of a presidential daughter should not give him immunity from scrutiny, investigation or arrest.

The PACEID battle

At the centre of the latest explosion is the Presidential Advisory Committee on Exports and Industrial Development, or PACEID, which is chaired by Rwabwogo. The confrontation intensified earlier this week when Muhoozi declared PACEID an “illegal organisation” and threatened arrests of members allegedly involved in corruption. He also warned media houses against giving PACEID officials platforms to speak.

The military chief’s campaign against PACEID escalated after Matthew Bagonza, a close aide to Rwabwogo and a senior PACEID official, was reportedly arrested. Rwabwogo subsequently said he met President Museveni and that the President told him he neither knew about nor ordered Bagonza’s arrest.

That claim added another layer to the dispute because it raised questions about who was directing the security actions against people associated with PACEID. Rwabwogo has defended the institution, arguing that PACEID was formally commissioned in 2022 and has a mandate to support Uganda’s export sector. He has also insisted that disputes involving government institutions should be handled according to the law rather than through personal directives on social media.

On Friday, the confrontation reached another level when Muhoozi announced that PACEID would be dissolved and that its functions, budgets and responsibilities would be transferred to Operation Wealth Creation. “We are officially dissolving PACEID as an organisation,” Muhoozi announced, according to reports. That declaration has itself generated a constitutional and administrative debate, with some commentators questioning whether the military has the legal authority to dissolve a civilian government body.

One social media commentator, Ateker, argued that the UPDF is constitutionally subordinate to civilian authority and that the CDF does not have independent power to create, alter or dissolve a civilian government institution. That argument remains a commentary rather than an established legal ruling, but it illustrates the growing concern that the dispute has moved beyond a family quarrel into a question about the boundaries between military authority, executive power and civilian institutions.

A feud that has refused to die

The current confrontation is not entirely new. Muhoozi and Rwabwogo have previously traded accusations, with the CDF at one point describing his brother-in-law in extremely hostile terms. The two later appeared to have reached a temporary truce following family intervention, but the peace did not hold. The latest crisis suggests that the underlying disagreements were never fully resolved.

Indeed, the public nature of Friday’s attacks is striking because Muhoozi is not merely criticising a businessman. He is attacking a man embedded in the same family network that has surrounded President Museveni for decades.

Rwabwogo’s wife, Patience, was recently consecrated as an Episcopal bishop of Covenant Nations Church after two decades of ministry. President Museveni, First Lady Janet Museveni and other members of the family attended the ceremony.

Muhoozi’s reported absence from the ceremony attracted attention because of the timing, although there is no verified evidence that his absence was caused by the feud. The ceremony therefore now sits against a striking backdrop: only days after a major family religious celebration, one of the President’s sons has publicly declared that he does not recognise the husband of his sister as his brother-in-law.

Mixed reactions

The social media reaction has been sharply divided. Some users have encouraged Muhoozi to act, while others have urged him to stop exposing the family dispute in public. Exiled Ugandan writer Kakwenza Rukirabashaija challenged the general, saying that if Rwabwogo were arrested, he would return from exile to join him in prison. “If you arrest him, and I dare you to, I’ll return home from exile to kulima (dig) with him in prison,” Kakwenza wrote.

Others were more concerned about the damage the public confrontation could cause to the Museveni family. Godfrey Kuteesa appealed directly to Muhoozi to handle the matter privately. “Pls General, handle this privately,” Kuteesa wrote, warning that exposing the dispute online was exposing the family and their parents.

He acknowledged that Muhoozi might possess information about Rwabwogo that the public does not have, but argued that Rwabwogo was nevertheless part of the family. “He’s your ‘family’. He’s your sister’s husband. His kids call you uncle,” Kuteesa wrote, urging Muhoozi to “abate” his anger and use his position of strength responsibly. Another commentator, Nyakuezaibo Ezra, similarly appealed for dialogue, warning that public exchanges over family disagreements could deepen divisions and give outsiders an opportunity to attack the family.

“Family disagreements, especially involving marriage, are sensitive and emotional,” he wrote, urging wisdom, dialogue and reconciliation. But Muhoozi also received support. PLU-linked figures have previously backed his campaign against PACEID, with PLU demanding that the Ministry of Finance halt more than Shs52 billion, equivalent to about $14 million, in public financing to the organisation.

Daudi Kabanda, a prominent PLU figure, responded to the controversy in apparent support of Muhoozi, invoking the traditional Buganda saying, “Omuko y’agaba ela gwebawa enkoko.” His intervention illustrated how the family dispute is increasingly acquiring a political dimension.

A family dispute with national consequences

The stakes are considerably higher because Muhoozi is Uganda’s CDF and has increasingly positioned himself as a major political figure. He recently announced that he intends to contest for the presidency in 2031, reinforcing his position as a central figure in Uganda’s succession debate.

Rwabwogo, meanwhile, has maintained a significant public role through PACEID and his proximity to the President. That makes their clash more than a quarrel between two relatives. It is a confrontation between two powerful centres of influence within the broader Museveni political establishment.

The most striking aspect is that both men are connected to the same family, yet appear to have increasingly different views about power, authority and the direction of government programmes. For Muhoozi, the issue appears to be one of discipline, corruption and control of government institutions. For Rwabwogo, the dispute is about due process, the legality of decisions and the right of civilian institutions to operate according to established procedures.

But beneath the institutional arguments lies something much more personal. Muhoozi has now publicly said he never approved of Rwabwogo’s marriage into the family. He has questioned his character, threatened his arrest and warned him that his relationship with Patience will not shield him. And by saying that his parents “forced” Rwabwogo upon him, Muhoozi has revealed that the tension may have roots far deeper than the current PACEID controversy. For the Museveni family, this is an extraordinary moment.

The traditional expectation is that family disagreements remain behind closed doors. Here, the opposite is happening. The accusations are being broadcast to thousands of Ugandans in real time, with every post instantly becoming part of the national political conversation. The general has repeatedly warned that the era of words is over and that “from now on it will be actions.”

That statement has left Uganda waiting to see what those “actions” will mean. Will they result in arrests? Will PACEID disappear? Will Rwabwogo fight the decisions through legal channels? Or will the elders of the Museveni family once again intervene to restore a fragile peace? For now, however, the extraordinary spectacle remains: a son-in-law and a brother-in-law locked in an open battle, with the President’s family, the military and a government institution caught in the middle. The Palace is on fire—and this time, the quarrel is no longer behind the palace walls.

King Oyo died at approximately 10:00 p.m., according to an official communication from Calvin Armstrong Rwomiire Akiiki, Omuhikirwa of Tooro Kingdom. His death marks the end of a remarkable reign that began in childhood and lasted for nearly three decades, transforming a little boy thrust into the limelight by tragedy into one of Uganda’s best-known traditional leaders.

“It is with profound sadness and a heavy heart that I announce the passing of His Majesty the Omukama of Tooro, King Oyo Nyimba Kabamba Iguru Rukidi IV,” Rwomiire said. “This is an immeasurable loss to the Royal Family, the people of Tooro and the nation of Uganda.” The announcement sent shockwaves across the country.

At Karuzika Palace, the royal seat of Tooro Kingdom, the gates were closed on Friday morning following the King’s death. UPDF personnel guarded the palace and only close family members were allowed inside, while scores of subjects gathered outside, waiting for information from cultural leaders. For the people of Tooro, the loss is deeply personal. For Uganda, it is the death of a monarch who had become much more than the traditional ruler of one kingdom.

The Three-Year-Old King

King Oyo’s story is unlike that of almost any other modern African monarch. He inherited the throne as a child of only three years following the death of his father. At an age when most children are beginning nursery school, Oyo was already carrying the title, history and expectations of the ancient Tooro monarchy. His childhood was therefore lived under extraordinary circumstances.

He grew up under the watch of the royal family, cultural leaders and a public that had followed his journey from the moment he became Omukama. His rise to the throne was not simply a succession story; it was a defining moment in the history of Tooro. The young King would grow from a child whose public appearances captured the imagination of Ugandans into a dignified monarch who increasingly represented the aspirations of his people.

Kakwenza Rukirabashaija captured the extraordinary length of that journey in his tribute, noting that Oyo was taken at only 34 after “nearly 31 years on the throne he inherited as a child… A reign that began in infancy has ended far too soon,” Kakwenza said. That single observation captures the tragedy of Oyo’s life: a reign that began because of the death of his father has itself now ended with the death of a monarch who was still young by any measure.

Growing Into The Crown

As the years passed, the boy king matured into a monarch known for humility and composure. His reign was increasingly associated with cultural preservation, education, youth empowerment, health, environmental conservation and development.

Milly Babalanda the Minister for Presidency described him as a “young, visionary and peace-loving King” who ascended the throne at a tender age but went on to steer Tooro with dignity and wisdom beyond his years. “His reign was a symbol of unity, stability and cultural pride not only for Tooro but for the entire nation,” Babalanda said. The transformation from child monarch to national figure was watched closely by generations of Ugandans. Patrick Oyulu said Ugandans had effectively watched Oyo grow up before their eyes.

“We watched Rukirabasaija Oyo Nyimba Kabamba Iguru Rukidi IV grow before our eyes; from the remarkably young King in the video into a dignified monarch who carried @ObukamaBwaTooro with grace,” he said. For many people, Oyo was therefore not a distant traditional ruler. He was a familiar figure whose life had unfolded publicly over decades.

A King Who Remained Humble

One of the most repeated themes in the tributes that followed his death was Oyo’s humility. Julius Mucunguzi the PRO of Electoral Commission, who said he knew the King from his youth while studying in the United Kingdom, remembered him as a monarch who never allowed his position to separate him from ordinary human relationships.

“You were a King, His Majesty, but you remained humble and down to earth,” Mucunguzi said. He recalled their friendship from the time Oyo was a young student in the UK and the memories they shared in London, Tooro, Kabale, Kampala and New York. “You lived a short but very impactful life,” he said.

That sentiment was echoed by Balaam Barugahara Ateenyi the Local Government Minister, who described Oyo as a great friend whose wisdom, warmth and distinguished presence he would greatly miss. “His passing is a great loss not only to the people of Tooro, but to Uganda as a whole,” Barugahara said.

A Cultural Leader For Uganda

Although Oyo was the Omukama of Tooro, his influence and symbolic importance extended well beyond the kingdom. William Gabula Nadiope, the Kyabazinga of Busoga, described him as one of the visionary traditional leaders of his generation.

“His leadership, humility and commitment to preserving culture while inspiring a new generation left a lasting mark on Tooro, Uganda and beyond,” Gabula said. He added that Uganda had lost an important voice and distinguished cultural leader whose legacy would endure for generations.

The tribute from Buganda was similarly significant. Charles Peter Mayiga said he received news of Oyo’s death from Tooro’s Omuhikirwa and immediately informed Kabaka Ronald Muwenda Mutebi II, who was saddened by the death of the 34-year-old monarch. “The Kabaka urges the people of Tooro to stand together during this period of grief,” Mayiga said, adding that Buganda stood with Tooro and all Ugandans during the difficult moment.

The King And His People

For Tooro subjects, Oyo represented continuity, identity and pride. His leadership was remembered not only through royal ceremonies but also through his interest in development. Rwakakamba Morrison recalled meeting Oyo four years earlier and witnessing his strong belief in agriculture as a pathway to improving the lives of his people.

“He demonstrated a deep conviction that agriculture was a sacred pathway to lift his people,” Rwakakamba said. He pointed to Oyo’s demonstration farm at Bukaiko Village in Bugaaki Sub-county, Kyenjojo, describing it as an open field school for subjects across Tooro. “You loved the beauty of Uganda and knew so much about Uganda’s potential,” tourism advocate Amos Wekesa said in his tribute. He remembered Oyo as a King who wanted Tooro to succeed in tourism. These recollections reveal a monarch whose vision extended beyond the symbolism of the crown.

A King Loved Across Generations

The outpouring of grief demonstrated the breadth of Oyo’s appeal. Politicians, religious leaders, musicians, academics, cultural leaders, businesspeople, activists and ordinary Ugandans expressed shock at his death. CDF Gen Muhoozi Kainerugaba described himself as “extremely saddened and shocked,” saying Uganda had lost a great royal at a very young age. “He still had a lot to contribute to our beloved country,” Muhoozi said.

Deputy Speaker Thomas Tayebwa said the news was difficult to comprehend, while extending condolences to the royal family, Queen Mother and the people of Tooro. Musician Juliana Kanyomozi expressed the mood of the kingdom in a simple cry: “Enkuba etutiire!! It is a very dark day for Tooro Kingdom.”

Former Speaker Rebecca Kadaga said: “The Sun has set on the life of our beloved King Oyo.” Winnie Kiiza, speaking from her connection to Kasese and the wider Rwenzori region, said the loss felt particularly close because of the historical, geographical and family ties between Kasese and Tooro. “The loss feels close,” she said.

Barbara Kaija perhaps captured the national dimension of the mourning most powerfully, describing Oyo as “a Darling of Uganda” and “our national pride and brand.” “Uganda is a nation in mourning,” Kaija said, noting that grief had spread across communities from Tooro to Bunyoro, Acholi, Lango, West Nile, Karamoja, Teso, Bugisu, Busoga, Buganda, Ankole, Kigezi and Bufumbira, as well as among Ugandan Indians and friends of Uganda.

The Mother Who Raised A King

Behind the public story of the boy King was also the deeply personal story of Queen Mother Best Kemigisa. As a child monarch, Oyo required guidance and protection, and his mother played a central role in raising him under circumstances that were anything but ordinary.

Kaija acknowledged the difficult responsibility she carried.

“There is one deep personal loss, Nyino Omukama Akiiki Besty, she did her best to raise the young Omukama under very challenging circumstances,” she said. The royal family now faces the painful task of mourning a son, brother, relative and King whose entire life was intertwined with the destiny of Tooro.

A King’s Final Journey

The passing of a Tooro King is not treated as an ordinary death. The kingdom’s traditions use sacred language. Instead of simply announcing that the King has died, traditional phrasing includes “Omukama Atulize”—the King has gone to sleep—and “Enkuba Etutire”—the lightning has struck. The burial of an Omukama is deeply sacred and secretive, governed by traditions associated with the Babito royal clan.

The royal regalia are traditionally inverted following the death, while preparations for the King’s body are conducted privately by designated cultural ritualists. The King is traditionally buried at the Karambi Royal Tombs, the royal mausoleum outside Fort Portal City, where individual monarchs have their own dedicated tombs.

The traditions surrounding burial and succession are intended to ensure that even as a monarch dies, the institution of the kingdom continues. Indeed, the official announcement assured the people of Tooro that the continuity of the crown was guaranteed and that Oyo had left behind a Prince who would be identified formally at the appropriate time according to Tooro traditions and customs.

A Legacy That Will Outlive Him

King Oyo’s reign began with tragedy and has ended in tragedy. But between those two moments was a life of service, cultural leadership, friendship and national visibility.

He inherited a crown before he was old enough to understand its full meaning. He grew into it. He carried it for nearly 31 years. And in the process, he became a symbol of Tooro’s continuity and Uganda’s cultural diversity. Prof Eli Katunguka, Vice Chancellor of Kyambogo University, said the news had been received with shock and sadness, extending condolences to students and staff from Tooro and to all Ugandans.

Archbishop Stephen Kaziimba offered condolences on behalf of the Church of Uganda, invoking the words of St Paul: “I have fought the good fight, I have finished the race, I have kept the faith.”

For the people of Tooro, however, the grief cannot be measured in official statements alone. It is the grief of subjects who watched a three-year-old boy become their King, watched him grow into adulthood, and watched him become a monarch whose face and story became part of Uganda’s national memory.

His reign may have begun in infancy, but his legacy belongs to generations. As Uganda bids farewell to King Oyo Nyimba Kabamba Iguru Rukidi IV, the words of those who knew him will remain: visionary, humble, peace-loving, dignified, warm and deeply committed to his people. He was a boy when he inherited the crown. He died a King. And for Tooro, and for Uganda, he will remain King Oyo.

Omukama Atulize.

Enkuba Etutire.

May His Majesty’s soul rest in eternal peace.

In an official communication issued to the people of Tooro and the general public, the kingdom said His Majesty is currently receiving medical attention and urged the public to reject speculation, rumours and unverified reports about his health.

“This is to inform you that His Majesty King Oyo is currently in a critical condition,” the statement said.

The communication was signed by Calvin Armstrong Rwomiire Akiiki, identified as the Tooro Kingdom Prime Minister’s official communication representative.

The kingdom appealed to the people of Tooro, friends, well-wishers and supporters of the monarch in Uganda and around the world to keep King Oyo in their thoughts and prayers during what it described as a difficult and deeply concerning period.

‘Refrain From Speculation’

The statement came amid reports and social media messages claiming that the 34-year-old monarch had died while undergoing treatment in the United States.

The kingdom, however, did not confirm the reported death, instead asking the public to remain calm and rely on official channels for information.

“We equally appeal to everyone to refrain from speculation, rumours or sharing unverified information regarding His Majesty’s condition,” the statement said.

The kingdom acknowledged the anxiety that news about the King’s health could generate among his subjects and the wider public, but called for restraint and respect for the monarch and the Royal Family.

It said official Tooro Kingdom channels would provide updates on King Oyo’s condition when appropriate.

“For now, we ask that we stand together in prayer for His Majesty,” the statement added.

Balaam Calls for Prayers

Local Government Minister Balaam Barugahara Ateenyi separately called on Ugandans and people of goodwill to pray for the King.

In a statement, Barugahara confirmed that King Oyo remained unwell and was under medical management in the United States.

“His Majesty the King of Tooro is still unwell and remains under medical management in the United States of America,” Barugahara said.

He called for national solidarity and prayers for the monarch, asking people to pray for healing, strength, comfort and recovery.

Barugahara also prayed for the medical team attending to King Oyo, asking God to guide them as they continue providing care. Quoting the Bible, he invoked Exodus 15:26, which states: “I am the LORD who heals you.”

He also cited Jeremiah 17:14: “Heal me, LORD, and I will be healed; save me and I will be saved.”

The minister concluded his message by praying that God would restore the King to full health and grant him renewed strength.

A Young King on the Throne

King Oyo, whose full name is Oyo Nyimba Kabamba Iguru Rukidi IV, was born on April 16, 1992, in Fort Portal.

He ascended the Tooro throne in 1995 at the age of three following the death of his father, becoming one of the world’s youngest reigning monarchs.

His early years as king were guided by regents, kingdom elders and other senior figures who helped him navigate the responsibilities associated with the Tooro monarchy while he pursued his education.

As he grew older, King Oyo gradually assumed greater responsibility for the affairs of the kingdom and became increasingly involved in its public activities.

Modernising the Tooro Monarchy

Over the years, King Oyo became associated with efforts to modernise the kingdom while preserving its cultural identity and traditions.

His areas of interest have included education, healthcare, tourism, economic development and cultural preservation in the Tooro region.

His reign has also coincided with efforts by Tooro Kingdom to position itself as a cultural institution capable of engaging with contemporary development challenges while maintaining the traditions of the Batooro.

Now in his mid-30s, the King has continued to undertake royal and public engagements, including activities outside Uganda.

Anxiety Across Tooro

News of the King’s critical condition has generated anxiety among his subjects and supporters, with messages of concern spreading rapidly across social media platforms.

The kingdom’s latest communication is intended to provide clarity while discouraging the circulation of unverified reports.

For the moment, the official position remains that King Oyo is alive, critically ill and under medical care in the United States.

The Royal Family and Tooro Kingdom have therefore appealed for prayers, calm and respect for the King’s privacy as he continues his treatment.

The kingdom has also made clear that any substantive updates about his condition will come through its official communication channels.

As the people of Tooro await further information, the immediate message from the kingdom and government officials is one of hope, prayer and restraint.

The Batooro and well-wishers around the world are being asked to stand together in prayer for their young monarch and to await verified information about his health.

The writer is the Prime Minister of The Kingdom of Tooro

Kasambya County MP David Kabanda, who also serves as executive secretary to PLU chairman Gen Muhoozi Kainerugaba, said the organisation wants the Ministry of Finance and other government agencies to stop dealing with PACEID until questions surrounding its establishment, financing, staffing and accountability are resolved. Kabanda said he was conveying a position from Gen Kainerugaba, who recently described PACEID as an illegal entity and questioned the legal basis for its operations.

Kabanda Questions PACEID’s Legal Status

According to Kabanda, President Yoweri Museveni has constitutional authority to establish, abolish or merge government departments and agencies, but such institutions must operate within an appropriate legal and administrative framework. He questioned where PACEID fits into that framework, particularly in relation to staffing, financing, accounting and reporting.

“The country needs to know who appointed him as the chairman of PACEID,” Kabanda said. He also questioned who serves as the committee’s accounting officer, who recruited its employees, who pays for its offices and to which government institution PACEID submits its financial accountability. Kabanda argued that Rwabwogo’s appointment as a senior presidential adviser on special duties did not, by itself, create an independent government organisation with powers to recruit staff and administer public resources outside established government structures.

He cited other presidential initiatives, including the State House Anti-Corruption Unit, arguing that even such entities operate through defined government procedures governing appointments, recruitment and accountability.

Trade Envoys Row

Kabanda also challenged PACEID’s involvement in the appointment or deployment of trade envoys. He argued that Uganda already has a Ministry of Foreign Affairs and diplomatic missions responsible for the country’s external relations. In his view, any specialised commercial or trade appointments should therefore be handled through established government structures rather than a presidential advisory committee whose legal status is now being contested. The argument has widened the dispute from questions about PACEID’s performance to a broader debate over the boundaries between presidential initiatives and formally established government institutions.

$14 Million Payment Under Spotlight

The most serious allegation, however, concerns the claimed US$14 million payment. Kabanda alleged that Rwabwogo is in line to receive the money from the Ugandan government over a transaction involving the supply of helicopters, spare parts and other materials to South Sudan.

He questioned why Uganda’s Treasury would be required to settle the alleged bill if the supplies were made to the South Sudanese government. “If you supplied the government of South Sudan and you are not in the original agreement, why don’t you go to South Sudan and ask them to pay you?” Kabanda asked. He further linked the claim to Thomas Farm Company Limited, a Ugandan company he said is associated with Rwabwogo.

Kabanda questioned how a company whose registered activities he described as being related to milk could become involved in a transaction involving helicopters and supplies to the South Sudan government. He claimed that information reaching PLU indicated that the Ministry of Finance was preparing to make the payment and called for the transaction to be stopped.

The alleged amount, if confirmed, would be worth more than Shs50 billion and would therefore raise significant public-finance and accountability questions. However, the US$14 million claim, the contractual arrangements surrounding the alleged helicopter supply and the basis upon which Uganda would be responsible for settling the bill had not been independently established from the information available for this report.

South Sudan Grain Supply Dispute

The latest allegations have been linked by PLU to an older dispute involving Ugandan companies that supplied food to South Sudan during the country’s civil conflict. In 2018, Parliament recommended that the government pay about US$41 million in outstanding arrears to 10 Ugandan companies that had supplied maize and sorghum to South Sudan.

The companies, operating under the Uganda South Sudan Grain Traders and Suppliers Association Limited, reportedly supplied maize and sorghum to 10 South Sudan states under the Strategic Grain Reserves Suppliers arrangement. The supplies, valued at about US$56 million, were made between 2008 and 2010, with payment reportedly expected in five instalments. It is against this background that PLU has raised questions about the alleged helicopter-related claim.

Kabanda said records available to his organisation indicated that Thomas Farm Limited was not among the original 10 beneficiaries of the grain-supply arrangement, yet Rwabwogo’s company later claimed to have supplied helicopters and spare parts during the same period. PLU now wants the government to establish the contractual basis of that claim before any payment is made.

Rwabwogo Rejects Allegations

Rwabwogo has dismissed the accusations and mounted a strong defence of PACEID and its mandate. Speaking to journalists on Tuesday, he said PACEID was established on March 16, 2022, with a mandate to open export markets for Ugandan products before being placed under the Office of the President on May 25 of the same year.

He argued that its mandate could only be terminated by the President, who created it, and said President Museveni had told him that no directive terminating PACEID had been issued. Rwabwogo maintained that the organisation has been carrying out legitimate government work aimed at increasing Uganda’s export earnings and strengthening the country’s industrial base.

PACEID Defends Its Achievements

Rwabwogo said PACEID has focused on improving food safety and export compliance, negotiating transport and infrastructure arrangements and facilitating affordable financing for companies with confirmed export orders. He claimed the committee had surpassed its initial target of generating US$6 billion in exports. According to Rwabwogo, Uganda’s exports have risen from about US$4.5 billion after the Covid-19 pandemic to approximately US$13 billion.

He said PACEID was now moving into a second phase that would focus on establishing aggregation, cooling and drying centres across 18 zones. The centres, he said, are intended to address supply constraints affecting Ugandan exporters and improve the country’s ability to meet international market requirements.

Rwabwogo warned that uncertainty surrounding government institutions and their mandates could undermine investor confidence. He said PACEID wanted to reassure both domestic and international partners that Uganda’s markets remained open and that its commitments to investors and exporters remained intact.

Rwabwogo’s Private Interests Dragged Into Fight

The confrontation has also spilled into allegations concerning Rwabwogo’s private business interests. Kabanda revived claims surrounding land at Nshaara in Kiruhura District, alleging that Rwabwogo initially introduced a Chinese company to President Museveni for a proposed beef-processing project. He alleged that after the project failed to materialise, Rwabwogo acquired interests in the land and that the titles were subsequently changed. Kabanda further alleged that the property is now being used for grazing.

Those allegations have not been established through a court judgment or official finding and would require verification from land records and the parties involved. Kabanda also criticised Rwabwogo over what he described as involvement in several sectors, including coffee, milk, media and other businesses, alongside his position as a presidential adviser.

Bagonza Detention Adds to Tension

The dispute has been further complicated by reports concerning Matthew Bagonza, the head of the PACEID secretariat and an associate of Rwabwogo. Reports indicated that security personnel picked up Bagonza from his home. However, details surrounding his reported detention, including the circumstances of his arrest and whether he had been formally charged, had not been fully established in public statements. The development has heightened concerns among Rwabwogo’s supporters over what they describe as an escalating campaign against PACEID and its officials.

Muhoozi-Rwabwogo Clash Deepens

Gen Kainerugaba’s intervention has transformed what might initially have been viewed as an administrative disagreement into a high-level political confrontation involving influential figures within the ruling establishment. Kainerugaba, who is also Chief of Defence Forces and Senior Presidential Adviser on Special Operations, has accused PACEID of corruption and threatened arrests of individuals he says are involved in wrongdoing.

He has also criticised media organisations for providing PACEID officials with platforms to respond to the allegations. Rwabwogo, who is married to President Museveni’s daughter, has publicly defended himself and PACEID, insisting that the organisation has a legitimate presidential mandate and has delivered results in Uganda’s export sector.

Bigger Questions Over Public Money

At the centre of the controversy is a wider question about how presidential initiatives should be established, financed and supervised. PACEID was created to promote Uganda’s exports, industrial development, investment and value addition. Its activities have included efforts to address barriers facing exporters, promote Ugandan products abroad and facilitate investment.

But PLU now wants government to suspend dealings with the organisation until its legal foundation and financial accountability are clarified. The alleged US$14 million payment has raised the stakes even further because it potentially involves public money on a scale that demands documentary evidence and a clear contractual trail. For now, the competing claims remain sharply divided.

PLU insists that the government must first establish the legal and financial basis of PACEID and any payments connected to Rwabwogo. Rwabwogo, meanwhile, maintains that PACEID is a legitimate presidential initiative that has delivered measurable results and says uncertainty over its status risks damaging Uganda’s export ambitions and investor confidence.

The unfolding dispute is therefore no longer simply a quarrel over the mandate of a presidential advisory committee. It has become a broader contest over presidential authority, public finance, institutional accountability and the role of powerful individuals operating within Uganda’s government system.

The competition, which brought together personnel from across the Uganda Peoples’ Defence Forces (UPDF), was the second edition of the CDF Inter-Forces Drill Competition and attracted more than 1,400 participants representing over 40 teams from different formations, services and specialised units.

SFC’s victory placed the elite formation at the top of a competition designed not merely as a ceremonial spectacle but as a test of the discipline, cohesion and precision expected of a modern military.

The 2026 contest was held under the theme “Precision, Discipline and Cohesion: Pillars of National Resilience and Transformation.” It built on the inaugural competition held in May 2025, which had 16 participating units and was won by the Internal Security Organisation (ISO).

The 2026 edition was significantly expanded, bringing together a much larger field and introducing a wider range of competitive routines.

Among the activities were foot drill, arm drill, sword drill, pace-stick and crop-stick routines, cane-stick drills, synchronised formations and creative displays incorporating music, storytelling and elements of Ugandan culture.

Okiding: Drill is about more than marching

Deputy Chief of Defence Forces and Inspector General of the UPDF, Lt Gen Sam Okiding, said the competition was designed to reinforce qualities that are essential to military effectiveness.

Speaking at the event, Okiding stressed that discipline is central to transforming soldiers into an effective fighting force.

“Discipline sharpens the attention to detail and strengthens coordination, cooperation, and teamwork,” Okiding said.

He added that military drill develops confidence and unity while strengthening the ability of soldiers to respond promptly and effectively.

“It develops confidence, unity, and ability to respond promptly, and effectively and ensures operational effectiveness of any modern force,” he said.

His remarks underlined the connection between what happens on the parade square and what soldiers are expected to do in operational environments.

Drill requires personnel to listen carefully to commands, execute instructions simultaneously, maintain formation and respond to changes without hesitation. These habits, military commanders argue, are transferable to combat and other operational assignments where timing, coordination and obedience can determine the outcome of a mission.

CDF praises rising standards

Although CDF Gen Muhoozi Kainerugaba did not personally deliver the closing remarks, his message was delivered by Lt Gen Okiding.

The CDF commended the participants for the significant improvement in standards compared with the inaugural edition.

Gen Muhoozi noted that lessons from the first competition had translated into improvements in precision, coordination and cohesion across the various drill categories.

He emphasised that drill is an important component of military training because it develops attention to detail and prompt execution of commands.

The CDF further linked the skills developed through drill to the UPDF’s wider responsibilities, including internal security and international peace and stabilisation missions in countries such as the Democratic Republic of Congo, South Sudan and Somalia.

The message was that a soldier’s ability to respond instantly and accurately to commands during a drill is part of a wider culture of operational readiness.

SFC takes top honours

SFC’s overall victory was a significant achievement for the specialised formation, which has traditionally been associated with demanding training and specialised military operations.

Its success at Kololo demonstrated its ability to combine individual discipline with collective performance.

In a drill competition, success depends on the ability of every participant to maintain exact timing and formation while responding to commands. Small errors in movement, spacing, timing or coordination can affect the performance of an entire team.

SFC’s overall triumph therefore reflected the formation’s strong showing across the different aspects of the competition.

The 3rd Infantry Division emerged as the second-best overall performer, according to the UPDF’s official account of the competition.

The result also showed the increasingly competitive nature of the event, with formations and units seeking to improve their standards from one edition to another.

From 16 teams to more than 40

The expansion of the competition is one of the notable developments since its inaugural edition. The first CDF Inter-Forces Drill Competition in 2025 brought together 16 units. The 2026 edition increased participation to more than 40 teams, involving senior and junior officers, warrant officers and other ranks.

The expansion reflects the UPDF leadership’s desire to institutionalise the competition and make military drill an important part of building a unified force.

The organisers said the competition was intended to promote excellence and precision while strengthening cooperation and camaraderie among the different branches of the military.

It also offered the public an opportunity to see military formations demonstrating skills that are usually displayed during ceremonial events.

Drill as a foundation for battlefield performance

Defence Minister Kiryowa Kiwanuka, who presided over the grand finale, reinforced the importance of drill, saying it should not be viewed merely as marching or ceremonial performance. “An army that cannot drill cannot fight,” Kiryowa said.

He argued that the precision displayed on the parade square reflects the precision soldiers are expected to demonstrate on the battlefield.

“Drill is not just marching, drill is the foundation of military discipline,” he said, adding that it builds obedience, teamwork, alertness and pride in service.

According to the minister, soldiers learn through drill to listen carefully, obey instantly, work collectively and maintain endurance under pressure.

That philosophy was evident throughout the competition as teams competed to demonstrate their mastery of complex movements and formations.

Building a professional force

The competition also fits into the UPDF’s broader effort to strengthen professionalism and discipline within the force.

The army has increasingly emphasised professional military education, operational readiness and improved standards among officers and other ranks.

The CDF has previously described drill competitions as a way of reinforcing discipline, self-control, pride in uniform, precision, attention to detail, time management and teamwork.

The 2026 competition therefore served both a competitive and institutional purpose.

While teams competed for honours, the broader objective was to create a culture in which precision and discipline become routine across the force.

The event also strengthened interaction between different formations and units, giving personnel an opportunity to learn from each other and compare standards.

A spectacle for the public

Held at Kololo Ceremonial Grounds, the competition also became a public spectacle, attracting senior government officials, military commanders, representatives from sister security agencies and members of the public.

The involvement of civilians was part of the UPDF’s effort to strengthen civil-military relations and allow Ugandans to appreciate the skills, discipline and traditions of their armed forces.

The competition featured both traditional military routines and creative displays, including synchronised formations and cultural elements.

For the UPDF leadership, this combination allowed the army to preserve military traditions while demonstrating a modern and professional force.

As the second edition came to a close, SFC walked away with the biggest prize—the overall championship—while the wider UPDF celebrated what commanders described as improved standards across the force.

For Lt Gen Okiding, however, the real victory went beyond the trophy. It was the strengthening of discipline, teamwork, confidence and operational effectiveness among soldiers.

The success of the 2026 CDF Inter-Forces Drill Competition has now set a higher benchmark for future editions, with the UPDF expected to continue using the event to sharpen precision, discipline and cohesion across its formations and services.

The grand inauguration and key handover ceremony, held in Kampala, brought together government officials, business leaders, investors and other guests to celebrate the completion of one of the capital’s most prominent new hospitality developments.

Deputy Speaker of Parliament Thomas Tayebwa, who attended the ceremony, described the hotel as a “magnificent addition” to Kampala’s skyline, praising the Ugandan entrepreneurs behind the investment.

The project was developed by Mr and Mrs Ponsiano Ngabirano, the entrepreneurs popularly associated with Capital Shoppers Supermarkets. Their journey from a small bakery to building a major supermarket chain and now investing in a globally branded hotel was highlighted as an example of the growing capacity of Ugandan businesses.

Tayebwa said the Ngabiranos’ story demonstrated the potential of Ugandan entrepreneurs to move beyond traditional commerce and venture into large-scale investments capable of attracting globally recognised companies.

“I joined H.E. @KagutaMuseveni, ministers and other guests for the grand inauguration and key handover ceremony of Kampala Marriott Hotel and Marriott Executive Apartments, a magnificent addition to Kampala’s skyline today afternoon,” Tayebwa said.

He noted that the project had been built by Ugandan entrepreneurs, describing the Ngabiranos as an inspiring example of business growth.

“The couple are an example of the potential of Ugandan entrepreneurs. They have an inspiring story, having started with a small bakery, established Capital Shoppers supermarket, and now undertaken a major hotel project that attracted Marriott, a reputable international brand in the hospitality sector,” he said.

Museveni hails local investment

President Museveni used the occasion to commend the Ngabiranos for moving into tourism and hospitality, saying such investments were important to Uganda’s economic transformation.

According to Tayebwa, Museveni described the couple as “healthy actors” in the economy because of their progression from importing products to investing in productive sectors within Uganda.

The President said the investment represented an important shift in the behaviour of local entrepreneurs, particularly those who have accumulated capital through trade and are now putting that capital into long-term productive ventures.

Museveni’s message was that Uganda needs more investors who can take the next step from commerce into manufacturing, tourism, hospitality and other sectors that create jobs and retain value within the country.

He praised the Ngabiranos for “putting their feet down” in tourism and hospitality, a sector he said would add significant value to the national economy.

The Kampala Marriott project, he noted, is not simply another hotel but part of the broader effort to expand Uganda’s tourism infrastructure and position Kampala as a competitive destination for international visitors, business travellers and conferences.

A boost to tourism and conferences

The inauguration comes at a time when Uganda is seeking to strengthen its position as a regional destination for international meetings, conferences and business events.

Tayebwa said the new Marriott facility would help Kampala host regional and global conferences while giving the country additional capacity to accommodate high-end visitors.

The Deputy Speaker said the hotel’s international branding was equally significant because the participation of Marriott International demonstrated confidence in Uganda as an investment destination.

“Most importantly, a brand like Marriott International investing in this project is a vote of confidence in Uganda’s economy,” Tayebwa said.

“It demonstrates that Uganda is a destination of choice for serious international brands. It positions Kampala to host regional and global conferences and will boost Uganda’s tourism sector.”

The investment therefore carries significance beyond its physical presence on Kampala’s skyline. Its promoters believe it can contribute to the growth of the wider hospitality ecosystem, including transport, food supply, entertainment, agriculture and other businesses that service hotels and their guests.

Jobs and wider economic impact

Another major benefit highlighted during the inauguration was employment. Tayebwa said the project would create thousands of direct and indirect employment opportunities, providing jobs for Ugandans while supporting businesses connected to the hospitality industry.

Large hotels typically generate employment not only through their own operations but also through suppliers, contractors, transport providers, tour operators, farmers, food processors, entertainers and other service providers.

For Uganda, where employment creation remains a central economic priority, such investments are viewed as an important component of private-sector-led growth.

The hotel also adds to the country’s stock of high-end accommodation facilities at a time when Kampala is increasingly hosting major international meetings and events.

Its association with Marriott International gives the facility access to a globally recognised hospitality network and brand, potentially attracting international travellers who are already familiar with Marriott properties elsewhere in the world.

From bakery to global hospitality

Perhaps the most striking aspect of the inauguration was the story behind the investment.

The Ngabiranos began with a small bakery before establishing Capital Shoppers Supermarkets. From those relatively modest beginnings, they have expanded their business interests into a major hospitality investment.

Their transition illustrates the possibility of Ugandan businesses growing from small enterprises into companies capable of undertaking capital-intensive projects and partnering with multinational corporations.

Tayebwa said their journey should inspire other Ugandan entrepreneurs to think bigger and invest in sectors capable of transforming the economy.

The project also demonstrates how local capital can be combined with international expertise and branding.

The involvement of Marriott International provides the global hospitality identity, while the investment and entrepreneurial initiative came from Ugandan businesspeople.

NSSF partnership

The National Social Security Fund (NSSF) was also recognised for joining the Ngabiranos in the investment.

Tayebwa thanked NSSF for participating in what he described as a critical investment, underlining the importance of institutional investors supporting major projects with the potential to generate long-term economic returns.

The involvement of NSSF adds another dimension to the project because pension funds can play a significant role in financing large-scale infrastructure and productive investments.

Tayebwa congratulated the Ngabiranos and all the partners involved in bringing the project to completion.

“Congratulations to Mr & Mrs. Ngabirano and all the partners who have brought this project to completion. Thanks to NSSF for joining the couple in this critical investment,” he said.

A new landmark for Kampala

The inauguration of Kampala Marriott Hotel and Marriott Executive Apartments marks another milestone in the transformation of Kampala’s hospitality landscape.

Beyond the grandeur of the facility, the project has been presented by government leaders as a symbol of Uganda’s growing entrepreneurial confidence and its ability to attract globally recognised brands.

For Museveni, the investment reflects the kind of economic activity he wants to see more of—Ugandans moving from trading and importing goods towards productive investments that create employment, attract foreign partners and generate long-term value.

For Tayebwa, the Ngabiranos’ journey offers an equally important lesson: Ugandan entrepreneurs can start small, grow steadily and eventually build businesses capable of attracting some of the world’s biggest brands.

As the doors of the Kampala Marriott Hotel officially open, the government hopes the facility will become more than a luxury hospitality destination. It is expected to contribute to tourism, conference business, employment and investment while strengthening Kampala’s profile as a regional and international business destination.

The project’s completion thus represents both a business achievement for the Ngabiranos and a broader statement about the ambitions of Uganda’s private sector.