*By John Kusolo*
In a recent address, President Yoweri Kaguta Museveni shared his thoughts on the rationalization of government agencies, addressing the nation and particularly reaching out to the youth (referred to as "Bazzukulu"). His message emphasized a need for streamlined operations, efficiency, and an end to the fragmentation of government services across numerous autonomous agencies, many of which, according to the President, have become inefficient and costly. President Museveni traced the historical reasoning behind these agencies, highlighting the necessity of their creation in earlier years, but he now argues for a significant shift in structure and focus.
*Historical Background of Agencies*
According to President Museveni, the proliferation of agencies like the Uganda National Roads Authority (UNRA), National Agricultural Advisory Services (NAADS), Uganda Coffee Development Authority (UCDA), and Dairy Development Authority (DDA) arose during a time when Uganda's economy was weaker, and public servant salaries were low. These agencies were initially formed under the National Resistance Movement (NRM) government to operate outside traditional departmental structures, allowing them to offer higher salaries to attract talent and improve productivity in sectors like roads, agriculture, coffee, and dairy production.
However, Museveni points out that these agencies, while well-intended, failed to fully address the broader socio-economic goals of the NRM, especially the third principle of socio-economic transformation. In his view, they did not manage to bring Uganda’s rural population into the money economy, with a significant 68% of households still outside this economy by 2013. This failure to meet the targets of socio-economic transformation led to the establishment of Operation Wealth Creation (OWC), which aimed to take a more hands-on approach in delivering resources and support directly to Ugandan households.
The Success and Challenges of OWC
President Museveni cited the successes of OWC, highlighting its positive impact on coffee and other agricultural products in Uganda. For instance, Col. Nsamba's efforts in the Masaka area resulted in the planting of over 38,000 acres of coffee. The initiative also distributed planting and breeding materials like tea, fruits, and livestock, making a tangible difference. OWC managed to reduce the proportion of Ugandans outside the money economy from 68% to 33%.
However, OWC also encountered criticisms similar to those faced by its predecessor agencies, including allegations of favoritism, poor-quality supplies, overpriced inputs, and delayed deliveries. These issues, combined with the limited reach of the agencies and the NRM’s desire for greater efficiency, led to a shift toward the Parish Development Model (PDM).
*The Role of the Parish Development Model (PDM) and Emyooga Programs*
The Parish Development Model (PDM) was introduced as a direct response to the shortcomings observed in both OWC and agencies like UCDA and NAADS. With PDM, President Museveni explained that the government provides Ugandans with access to low-interest, mass credit that they can use to acquire their own planting and breeding materials. This approach puts control back into the hands of communities, with government support focusing on financing rather than managing the specifics of agricultural production. PDM, along with the Emyooga program for skills development at the constituency level, has been presented as a more efficient and locally focused way to uplift Uganda’s economy.
Museveni commended PDM's performance, acknowledging its success in areas where implementation has been robust. He noted that PDM and Emyooga are significant shifts toward creating sustainable, community-driven economic models.
*Refuting Claims of Dependency on Agencies*
President Museveni firmly countered claims made by agencies like NAADS, UCDA, and DDA, which have attributed Uganda’s agricultural success to their efforts. He questioned why, if these agencies had been effective, Uganda's rural population was largely left out of the money economy until recent efforts under OWC and PDM. The President also pointed to individual initiatives, including his personal advocacy for dairy production, which contributed to Uganda's milk output rising from 200 million liters per year in the 1960s to over 5.3 billion liters per year.
He emphasized that the core contributors to Uganda’s agricultural growth have been government scientists and research centers, stable governance ensuring peace and quality control, and the encouragement of socio-economic reformers. Institutions such as Kawanda, Namulonge, Kituuza, Serere, Karengyero, and Rwebitaba have led scientific development and innovation, while stability provided by the NRM has fostered a secure environment for growth.
*Rationalization and Efficiency in Agriculture*
In calling for rationalization, Museveni challenged the notion that each agricultural product—bananas, maize, fruits, vegetables, tea, dairy, and more—should be managed by a separate agency or authority. He argued that this segmented approach leads to inefficiency, unnecessary bureaucracy, and high operational costs. He advocated instead for a streamlined model where government departments play a regulatory role, leaving individual projects to the oversight of local communities and stakeholders empowered by programs like PDM and Emyooga.
Museveni warned against tribalism and divisionism, stating that the NRM’s initiatives benefit all Ugandans, regardless of their region or background. He cited industries developed in Buganda, such as Namanve, Mukono, Kapeeka, Matugga, and Gombe, which provide economic benefits to surrounding communities and Uganda as a whole.
*Moving Toward Value Addition in Coffee and Other Exports*
President Museveni also highlighted the limitations of Uganda’s current agricultural exports, particularly coffee, which is primarily exported as raw beans. He criticized the low returns on unprocessed coffee, referencing Germany’s USD 65 billion coffee industry, which far exceeds Africa's combined coffee earnings of USD 2.5 billion. Museveni urged Ugandans to explore value addition to retain more economic benefits domestically and reduce dependency on exports of unprocessed goods.
Museveni contended that by processing coffee domestically—roasting, grinding, and packaging—Uganda could increase its earnings exponentially. He expressed frustration with those content with Uganda's current income from coffee exports, calling it “mere peanuts” compared to the potential value with added processing.
*Concerns About Anti-Rationalization Advocates*
The President expressed concern about those opposing the rationalization of government agencies. He questioned whether these “anti-rationalization crusaders” might have external influences or simply lack understanding of the government’s goals for efficiency and value addition. Museveni reaffirmed his commitment to seeing through the rationalization policy, describing it as necessary for Uganda’s continued progress and stability.
President Museveni’s message underscores his vision for a Uganda that is economically self-sufficient, efficient in governance, and forward-looking in its approach to agriculture and industrialization. His endorsement of rationalization reflects a desire to optimize government functions, streamline service delivery, and empower Ugandans through locally driven initiatives like the PDM and Emyooga programs. By advocating for efficiency, innovation, and value addition, Museveni calls on Uganda to move beyond dependency on fragmented agencies and focus on sustainable, community-centered economic growth.
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