General
Leadership must be anchored in integrity-Mrs Kagina
The former Executive Director of the Uganda National Roads Authority (UNRA), Mrs Allen Kagina, has challenged leaders to exercise integrity not only in words but in action.
Mrs Kagina made the call on Friday 7th March during the 3rd Sarah Nyendwoha Ntiro annual public Lecture held at the School of Public Health Auditorium at Makerere University, where she delivered the keynote address.
The memorial lecture was held under the theme: “Pioneering change and transforming Institutions”
Sarah Ntiro was a trailblazer, a woman who defied societal norms and dedicated her life to advancing education and gender equality. Her story is not just one of personal triumph but a blueprint for how individuals can catalyze institutional and societal transformation.
Delivering her keynote speech, Mrs Kagina noted that when she took on the role of Executive Director at UNRA, she faced challenges because the institution was plagued by inefficiency, corruption and delayed projects, but with integrity and innovations, together with her team they rebuilt UNRA’s credibility.
“Leadership must be anchored in integrity because ethical leadership fosters a culture of accountability and transparency. As a leader, you must create an environment where people feel confident that decisions are made in the best interest of the institution and those it serves,” Mrs Kagina, said.
Mrs Kagina narrated that in order to rebuild UNRA’s credibility, she had to take difficult decisions by removing corrupt and underperforming staff and ensured that the institution was staffed by competent and ethical professionals.
According to Mrs Kagina, no leader can succeed alone. Institutional transformation depends on the collective efforts of individuals committed to the same purpose.
“Investing in people through training, mentorship and empowerment creates a culture of ownership and innovation. When employees are engaged and valued, they become champions of change rather than passive participants,” Mrs Kagina, noted.
Using her leadership journey at Uganda Revenue Authority, Mrs Kagina explained that she learnt that effective leadership is the cornerstone of institutional transformation.
She told the audience that when she joined URA, the institution was struggling with corruption, inefficiency and lack of public trust, together with a small team, they restructured the organization by removing corrupt elements and enforcing transparency at every level something that changed URA’s image.
“We introduced technology to reduce human interference in tax collection. We fostered a culture of accountability and cooperation. These reforms were challenging but they ultimately restored URA’s credibility and set a new standard for public institutions in Uganda,” She pointed out.
Drawing lessons from Ntiro’s life, Mrs Kagina, explained that although Ntiro’s journey was marked by numerous challenges, from systemic gender discrimination to societal resistance, she remained steadfast in her mission, demonstrating that resilience is essential for overcoming obstacles.
“Her ability to persevere, even when faced with seemingly insurmountable barriers, serves as a powerful reminder that change often requires enduring hardship with unwavering determination,” Mrs Kagina, said.
Mrs Kagina noted that one of Ntiro’s greatest legacies is the generation of women she inspired to pursue leadership roles. Noting that by empowering others to lead, Ntiro ensured that her work would continue long after her time.
“Ntiro’s ability to articulate a compelling vision for a more equitable society was central to her success. She inspired others to believe in the possibility of change and to work toward it with passion and commitment. Her leadership demonstrates that a clear, inspiring vision is essential for mobilizing people and driving institutional transformation,” Mrs Kagina, said.
In her closing remarks, Mrs Kagina called upon those in leadership positions to emulate people like Ntiro who demonstrated resilience, advocacy and strategic reforms to transform even the most rigid systems.
During the function, Mrs Lorna Magara, the Chairperson Makerere University Council, said that Ntiro’s story reminds people that true pioneers do not wait for change, they create it, look beyond existing limitations and imagine possibilities that others may not see.
“Mrs Kagina powerfully articulated that transformative leadership is not about being the first woman in the room, but ensuring you are not the last. When women lead with courage and vision, we do not just change organisations, we redefine the very essence of leadership,” Mrs Magara, said.
Mrs Magara, reminded students, researchers and leaders that every challenge they encounter should be treated as an opportunity to reimagine possibilities and shape the future.
Representing the Vice Chancellor, Prof Barnabas Nawangwe, Deputy Vice Chancellor Academic Affairs/Academic Registrar, Prof Mukadasi Buyinza, pointed out that Ntiro’s story teaches generations that transformative change is not about grand gestures but consistent and principled action.
“Her story reminds us that progress is a collective endeavor. It requires individuals willing to challenge systemic barriers, sacrifice personal comfort and create pathways for those who follow. As we honor Ntiro’s memory, we are called to continue her work to pioneer change, transform institutions and build a more equitable future for Uganda and the African continent,” Prof Buyinza, said.
Moderating the panel discussion, Prof. Sarah Ssali, the Dean, School of Women and Gender Studies Mrs. Allen Kagina her inspiring keynote speech. “Some of the points I kept hearing were reforms, integrity, teamwork, celebrating the pioneers on whose shoulders we stand and most interestingly, those who worked on the ecosystem to make it possible.”
She equally thanked the second panelist Mrs. Elizabeth Mushabe, a passionate gender equity and social justice advocate with over twenty years of experience in community systems strengthening, for richly contributing to the day’s discussion.
Prof. Ssali highlighted two points for the audience to take keen note of in order to address social problems; one, the behavioural transformation that considers the empowerment we undergo as individuals and two, the structural transformation which addresses issues in the ecosystem.
“When you are talking about a girl being empowered to do very well, that is a behavioural approach, when you are talking about putting in place systems, and polices and laws that prevent teenage pregnancy and exploitation, you are talking about the structural thing. We need to operate in both ways and I hope that from the gallant ladies we have in this country, you have learnt how to address issues both behaviourally and structurally” Prof. Ssali counselled.
In her remarks, Dr Ruth Nsibirano, the head of the Gender Studies Department, urged Institutions to work towards inclusive and empowering education processes and practices.
“As the Department of Women and Gender Studies, we take pride in Ntiro’s legacy. We use this day as a platform to celebrate achievements the women of Uganda have made and to stand for the global sisterhood as we advance gender equality and social inclusion,” Dr Nsibirano, said.
Ntiro at glance
Born in 1926 in Bunyoro, Ntiro grew up in a society where opportunities for women were severely limited, but she excelled academically and became the first East African woman to graduate from the University of Oxford in 1951.
Ntiro returned to Uganda and began her career as a teacher. She faced systemic gender discrimination, including being paid less than her male counterparts. In protest, she worked without pay, something which sparked national debate about gender equality.
Her advocacy for girls’ education was rooted in the belief that educated women could drive societal transformation. Her impact extended far beyond her immediate community. Her work laid the Foundation for a more inclusive and equitable education system in Uganda and across East Africa. She inspired a generation of women to pursue leadership roles and challenged deeply ingrained gender norms.
General
Press Release: Government of Uganda and Partners Launch SAY Plus+ to Scale Youth Sexual Reproductive Health & Rights (SRHR) Impact in Underserved Regions
USD 50 million national programme moves into full implementation, strengthening
adolescent and youth rights, empowerment, protection and access to youth-responsive
services in 13 districts across five sub-regions
KAMPALA, 7 MAY 2026: The Government of Uganda, through the Ministry of Health, today officially launched the SAY Plus+ Programme, a Sexual and Reproductive Health and Rights (SRHR) initiative designed to strengthen adolescent and youth rights, empowerment, protection and access to quality services in Uganda’s underserved regions.
The launch, held at Makerere University‘s Freedom Square under the theme “My Voice Matters: Youth Voices for SAY Plus+” and the tagline “Nothing for us, without us”, marks the programme’s transition into full implementation.
SAY Plus+, formerly known as Strengthening Adolescents and Youth Rights and Empowerment: Scaling Impact, is led by the Ministry of Health, in coordination with other Ministries, with UNFPA Uganda serving as the Managing and Technical Agency.
Backed by a USD 50 million pooled fund from the Governments of Iceland, Denmark, the Netherlands, and Sweden, the initiative is scheduled to operate between 2024 and 2030. It is currently being rolled out across thirteen districts within five sub-regions, providing targeted assistance to regional referral hospitals in Jinja, Mbale, Moroto, Yumbe, Arua, and Gulu. Furthermore, the programme supports the Human Capital Development goals established in Uganda’s National Development Plan IV.
“SAY Plus+ represents a shift from fragmented interventions to a coordinated national effort that meaningfully places young people at the centre of both design and delivery. Through our partnership with the Government of Uganda, development partners, and implementing partners, we are investing not only in services, but in the systems, communities, and environments that enable adolescents and young people to thrive not only today but also in the future,” said Ms. Kristine Blokhus, Representative – UNFPA Uganda.
Officially launched by the Minister of State for Health Hon. Margaret Muhanga, the SAY Plus+ programme targets adolescents and young people aged 10 to 24 years, with particular focus on adolescent girls and young women, refugees and host-community youth, out-of-school young people, those not in employment, education or training, adolescents with disabilities, and young people in humanitarian and post-conflict settings.
“For many of us, things like this one are designed without listening to what we go through every day, think or even feel. SAY Plus+ feels different because it starts with our voices and gives us a real role in shaping solutions. It is not just about information, it is about being supported to make decisions, access services, and build the future we want.” – Jovia Dranzoa, Young person.
SAY Plus+ operates through three pillars. First, it empowers youth to exercise their rights and make informed choices. Second, it engages families, communities, and leaders to address harmful social norms. Third, it strengthens youth-responsive SRHR, HIV, and gender-based violence services via health facilities and community platforms, aiming to reach over 2.3 million direct and indirect beneficiaries.
The SAY Plus+ initiative stands as a model of international cooperation and multi-sectoral synergy. Through the combined support of the Governments of Iceland, Denmark, the Netherlands, and Sweden, and the technical leadership of UNFPA, Uganda is now equipped to scale-up critical interventions in HIV prevention, gender-based violence response, and reproductive health. With implementation now in high gear through 2030, the programme is poised to make a lasting contribution to the nation’s human capital development goals.
— ENDS —
Photos from the event
By Betty Kyakuwa and Carol Kasujja
In this exclusive quick chat, we spoke to the 91st Guild President, Ssentamu Churchill James, a third-year student pursuing a Bachelor of Social Sciences. He shares insights into his leadership journey, key achievements, challenges, and his vision for the student community.
What inspired you to run for Guild President?
My background and personal leadership journey played a big role. Growing up, I saw my father and uncle actively involved in politics, which shaped my interest in leadership.
I also held leadership roles in high school—serving as Sports Minister at O-Level and later as Head Prefect at St. Juliana High School, Gayaza, during my A-Level. These experiences built my confidence and passion for representing others.
Seeing former Guild President Vincent Lubega Nsamba win also motivated me. We come from the same high school, and I succeeded him as Head Prefect. That gave me the belief that I, too, could lead at that level.
What was your vision when you assumed office, and how much of it did you achieve?
My vision was to amplify students’ voices and ensure their needs were prioritized. While it wasn’t easy due to bureaucracy, we made progress.
We improved students’ social welfare by engaging management, which led to greater flexibility in organizing events like the Bazaar and Freshers’ Ball. We also addressed the issue of missing marks. Previously, it could take semesters to resolve, but now, through the Office of the Academic Registrar, such issues can be handled much faster.
What is your biggest achievement?
One of the biggest milestones was allowing students to sit for examinations after paying at least 60% of tuition. This has reduced the number of students dropping out due to financial constraints.
We also saw the lifting of the ban on social events, which has gradually revived campus life. Additionally, leadership roles such as ministers and Guild Representative Councillors (GRCs) have become more functional, with clearer responsibilities and greater impact.
What key lessons have you learned?
One key lesson is the importance of daring to take action. Things may seem impossible, but once you step out and try, you realize they are achievable.
I also learned that leadership begins with influence. For example, when class representatives raised concerns about not being paid, I had to engage and influence them to understand the situation while working toward solutions.
Leadership also requires teamwork. You cannot lead alone—you need a support system. When you delegate, trust people and avoid micromanaging.
Another lesson is the importance of effective communication with management. Building strong relationships increases your chances of influencing decisions.
On a personal level, I have learned discipline—keeping time, improving how I present myself, and becoming more mindful in how I engage with others.
What do you attribute your success to?
First and foremost, God, who gave me the wisdom and understanding to lead.
I also attribute it to the strong working relationships I built with University leadership, especially the Vice Chancellor and the Dean of Students. Without that collaboration, it would have been difficult to achieve much.
How did you balance academics and leadership?
It required intentional planning and prioritization. When meetings clashed with tests, I delegated to the Vice President or Prime Minister. This ensured continuity while giving them an opportunity to grow.
However, I made it a point to attend critical engagements, such as Council meetings, because I was entrusted with representing students’ voices. I was also selective about external engagements to remain focused on my academics.
What challenges did you encounter?
Managing high expectations from students was a major challenge. Even small delays could attract criticism. For example, when students’ upkeep delayed by a week, some assumed I was not advocating for them.
I learned to remain calm and not react emotionally, instead using feedback as motivation to improve.
Another challenge was handling sensitive cases, such as advocating for students who had been suspended. Even when I did not agree with their actions, it was my duty to seek fair consideration on their behalf.
Was there a difficult decision you had to make?
Yes. Just a month into office, I made the decision to relieve a minister of their duties because they did not align with the cabinet’s vision and values. Leadership requires making tough decisions to maintain unity and integrity.
Is there anything you would have done differently?
I feel I could have engaged more with the administration. At times, I was occupied with activities outside the University, which limited my interaction with management. With more engagement, I believe I could have achieved even more.
What will you miss most?
I will not necessarily miss the office itself. Leadership is about service, and it is now time for others to take on that responsibility as I move on to the next chapter of my life.
How would you like to be remembered?
As a selfless leader who went the extra mile to serve others and always put students’ interests first—even when it required personal sacrifice.
For instance, during the Freshers’ Ball, we wanted to host a musician whose fee was UGX 4 million, yet we only had UGX 2 million. I personally covered the balance to make it happen for the students.
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