In a historic meeting at State House, Entebbe, President Yoweri Kaguta Museveni and opposition leaders from the Acholi sub-region set aside their political differences to forge a united front aimed at tackling poverty and driving socio-economic transformation in the region. This gathering marked a significant step toward reconciliation and development, with leaders from various political affiliations committing to work together for the betterment of Acholi.

President Museveni opened the meeting by reflecting on Uganda’s tumultuous history, emphasizing the importance of unity and a shared vision for sustainable development. He traced the roots of the country’s political instability back to 1961, criticizing the Uganda People’s Congress (UPC) for prioritizing tribal politics over national unity.

“The difference between Uganda and Tanzania is that Tanzania began its politics with unity, while Uganda’s politics started with division. In 1961, UPC misled Mengo by promising them federalism instead of advocating for a united Uganda,” President Museveni stated.

He highlighted how the collapse of the alliance between UPC and Kabaka Yekka in 1966 deepened divisions, weakened the army, and allowed instability to flourish. The President also dismissed claims that his past ties with Acholi fighters should have automatically led to the region’s development, attributing setbacks to sectarianism.

“In 1976, I trained young men, including some from Acholi, in Mozambique. But when we captured Kampala in 1979, some UPC supporters told them, ‘Why are you working with this Munyankore?’ and they abandoned us. That’s how detrimental policies and sectarianism worked against national unity,” he explained.

President Museveni stressed the importance of unity over revenge, recalling how the fall of Idi Amin’s regime in 1979 led to the unfair targeting of people from West Nile, forcing over half a million into exile. “The focus should therefore have been on reconciliation, not revenge,” he said.

Turning to development, President Museveni reiterated his government’s commitment to addressing poverty through the Parish Development Model (PDM) but acknowledged the challenge of funding larger parishes. “A parish with 20,000 households cannot be transformed with just Shs 100 million. We must rethink how we support these parishes according to their varying sizes,” he noted.

He emphasized the importance of affordable and accessible education, advocating for the establishment of seed secondary schools in every sub-county. “The only way to provide mass education is through day schools. If we focus on building a seed secondary school in each sub-county, we can reach more children,” he stated. Additionally, he highlighted the need for preventive healthcare measures, including immunization, proper nutrition, and access to clean water, to reduce the burden of curative health.

Reflecting on the sacrifices made to build a strong national defense, President Museveni noted that soldiers were paid very little or nothing during the struggle to secure the country. He urged Acholi leaders to guide the youth toward unity and hard work, emphasizing the importance of maintaining a positive mindset.

The opposition leaders, led by Hon. Okin Ojara, the Member of Parliament for Chua West County and a member of the Forum for Democratic Change (FDC), submitted a memorandum that expresses their commitment to setting aside political differences for the betterment of Acholi.

“We may belong to different political parties, but our focus is on fighting poverty and driving socio-economic transformation in Acholi,” the leaders stated.

Hon. Ojara revealed that ten opposition MPs from Acholi have formed a platform called ‘Operation Harmony’ to prioritize the region’s development. “We are ten leaders from various political backgrounds, but we have come together to think, brainstorm, and prioritize the pride and prosperity of our people,” Hon. Ojara said.

“We asked ourselves difficult questions: Why are we in opposition? Should we remain in opposition while our people continue to suffer? How long should we stay in opposition when Acholi is one of the poorest regions in the country? Are we leading our people to poverty or prosperity?” he wondered. He explained that these reflections led them to the realization that they needed to engage directly with the government.

“We decided to compile our ideas into this memorandum and present it to you, Your Excellency, because we want to collaborate with you on the socio-economic transformation of Acholi,” Hon. Ojara stated.

Regarding Transitional Justice and Mental Health, the leaders emphasized the need for a robust Transitional Justice Framework to address the psychological scars left by past conflicts. “The conflict disturbed the mental well-being of our people. A recent survey revealed high levels of mental health issues and post-traumatic stress disorders in Acholi. Some children are even suffering from nodding disease,” Hon. Ojara noted.

They proposed establishing a Mental Rehabilitation Center in the region, suggesting that the dilapidated facility at Gulu Regional Hospital should be urgently renovated. The MPs also called for transparency in the ongoing war compensation process. “We need clarity on who has been compensated, how much has been spent, and how long this process will take. If necessary, a new framework should be introduced to ensure fair and timely compensation,” he said.

Additionally, they raised concerns about Acholi refugees still residing in Zambia, the DRC, and Kenya, even as the region hosts refugees from South Sudan. “We propose creating a mechanism to engage these refugees, inform them about the peace and stability we now have, and encourage their return home,” Hon. Ojara added.

The memorandum emphasized the need to upgrade Kitgum General Hospital to a Regional Referral Hospital and to establish new hospitals in the Omoro and Amuru districts. Additionally, it called for the rehabilitation of key roads to enhance access to services and markets.

The MPs stressed the importance of implementing “Musevenomics,” the President’s strategy aimed at boosting productivity by focusing on the factors of production, knowledge, and markets. Hon. Ojara elaborated, “We discussed how to apply ‘Musevenomics’ in Acholi, integrating it with the Four Acre Model to promote commercial farming. Our focus will be on perennial crops such as coffee, cocoa, and fruits.”

The leaders praised the work being done at the Gulu Presidential Skilling Hub but requested the establishment of more such centers across the region. “Those who have trained at the Gulu Skilling Hub are now role models for others. We need more centers to empower our youth,” he encouraged.

Hon. Ojara noted that Acholi contains over 600 parishes covering 28,000 square kilometers. However, each parish currently receives a uniform allocation of Shs 100 million under the Parish Development Model (PDM), regardless of size. “Given the vastness of our parishes, we are requesting a special arrangement to increase funding for Acholi’s larger parishes, so that PDM can have a more significant impact,” he urged.

Hon. Hillary Onek, the Minister for Relief, Disaster Preparedness, and Refugees, echoed the call for unity among Acholi leaders, stressing the importance of collaborating with the government to address underdevelopment in the region. He commended the leaders for setting aside political differences for the common good.

“We come as true leaders, united by a shared ideological vision and a commitment to the welfare of our people. One thing we all agree on is the President’s goodwill towards Acholi and his love for Uganda. This has given us the platform to come together, share ideas, and find a way forward,” he said.

Hon. Onek acknowledged the region’s long-standing challenges, including poverty, poor infrastructure, and the scars of past conflicts, but emphasized that division has only deepened these issues. “We recognize that some of the setbacks in Acholi have stemmed from political differences. That’s why we have resolved to work together, regardless of party affiliation, to support the government’s development agenda,” he stated.

The Minister stressed that Acholi must chart a new path focused on unity and progress. “We want Acholi to be different, to move beyond past divisions and focus on tangible solutions for our people. Our goal is to support every effort aimed at transforming the region,” he added.

Hon. Betty Aol Ocan, Woman Member of Parliament for Gulu City and a member of FDC, also called for collective action to combat poverty in Acholi sub-region. Hon. Aol acknowledged the deep-rooted poverty in the region despite the presence of various government programs. She emphasized that political differences should not stand in the way of addressing the pressing issues affecting their people.

“As long as we all put the interests of the Acholi people first, why shouldn’t we work together? We must unite to find lasting solutions for poverty alleviation,” Hon. Aol added.

The meeting, attended by key government officials including Dr. Kenneth Omona, Gen. David Muhoozi, Rt. Hon. Richard Todwong, and Rt. Hon. Rose Namayanja, among others, concluded with a renewed sense of hope and determination. The commitment to unity and collaboration between the government and opposition leaders signals a promising future for Acholi, as both sides work together to address the region’s challenges and drive sustainable development.

This historic agreement underscores the power of unity in overcoming division and paves the way for a brighter, more prosperous future for the people of Acholi and Uganda as a whole.

In the fast-evolving world of marketing, the shift from traditional to digital tools has become a global trend. Marketers are increasingly turning to QR codes as a sleek, eco-friendly alternative to physical flyers, promising cost savings, real-time analytics, and a connection to the digital consumer. However, in Uganda; a nation known for its markets, resilient communities, and stark contrasts, this shift could prove to be a costly error. Replacing physical flyers with QR codes risks alienating large segments of the population, undermining campaign effectiveness, and ignoring the country’s unique socio-economic and cultural realities. Here are the reasons why this trendy pivot might be a poor choice in Uganda and why physical flyers still hold irreplaceable value.

QR codes, those pixelated black-and-white squares, have surged in popularity worldwide. They offer a compelling proposition: a quick scan with a smartphone instantly directs users to websites, promotions, or interactive content, all without the clutter of paper. For marketers, the appeal is evident because it reduces printing costs, leaves a smaller environmental footprint, and the ability to track engagement in real-time is emense. In urban centers like Kampala, where smartphone adoption is on the rise and tech-savvy youth are eager for innovation, QR codes have gained traction. For example, the Uganda Tourism Board has experimented with QR codes at international expos to promote destinations like Bwindi Impenetrable Forest.

However, Uganda is not a monolithic society. Beyond the bustling streets of Kampala and in the outskirts, Jinja, or Gulu lies a country where digital infrastructure is lacking, rural life is predominant, and traditional communication remains crucial. The assumption that QR codes can seamlessly replace physical flyers overlooks these disparities, potentially leaving millions behind in a nation still navigating the analog-digital divide.

Although smartphone usage is growing, projected to reach over 40% of Ugandans by 2025, according to industry estimates many still rely on basic feature phones that cannot scan QR codes. Rural areas, which are home to nearly 75% of the population, lag far behind urban centers in technology adoption. Even among smartphone users, digital literacy remains a challenge. A trader in Mbale or a farmer in Lira may own a smartphone but lack the knowledge to scan a code or navigate its output. In contrast, physical flyers require no technical skills but just eyes and curiosity making them a universally accessible medium.

QR codes are ineffective without internet access, which remains a luxury for many Ugandans. Despite improvements in mobile network coverage, rural areas struggle with weak signals, frequent outages, and high data costs. The Uganda Communications Commission reported that only about 30% of the population had reliable internet access in 2024. For someone living in a village near Lake Victoria, scanning a QR code could require an expensive trip to a trading center with better reception or it could simply be impossible. A physical flyer, handed out at a market or pinned to a tree, delivers its message instantly, without requiring any data bundle.

Data affordability is an ongoing challenge. Even with declining costs averaging around UGX 200 per MB in 2025, many Ugandans prioritize their data for essential uses like WhatsApp or calls rather than marketing promotions. Scanning a QR code that links to a flashy website could quickly consume a user’s data plan, turning a promotional tool into a financial burden. On the contrary, once printed, physical flyers impose no additional cost on the recipient, leveling the playing field in a country where over 20% of people live below the poverty line.

In Uganda, physical objects carry significant weight. A flyer handed out by a boda boda rider, pinned to a church noticeboard, or shared among neighbors at a market becomes a communal touchstone. It serves as a keepsake, a conversation starter, and a lingering reminder. In contrast, QR codes are ephemeral and intangible and lack this staying power. In a society where oral traditions and face-to-face interactions thrive, the tactile nature of a flyer aligns more closely with how Ugandans connect and communicate.

Globally, QR codes have a downside: they can link to phishing sites or malware. In Uganda, where digital scams such as mobile money fraud have eroded trust, this risk is particularly concerning. Awareness of cybersecurity is still developing, and a suspicious QR code on a poster may deter rather than attract potential users. Physical flyers, being static and verifiable, provide a safer and more trusted alternative in a landscape where skepticism towards technology prevails.

The elderly, visually impaired, and those without smartphones, the common demographics in Uganda are effectively excluded by QR codes. A grandmother in Soroti or a blind vendor in Kampala cannot scan a code, but they can read a flyer with large print or hear its contents from a neighbor. Physical flyers can be adapted to meet these diverse needs, while QR codes cannot, risking a marketing strategy that sidelines the very people it aims to reach.

Uganda’s informal economy thrives on human networks like vendors, hawkers, and community leaders who spread information organically. Physical flyers fit this model perfectly, being passed hand-to-hand or displayed in high-traffic areas like trading centers. QR codes, requiring posters or signage with clear instructions, demand a more structured rollout that conflicts with this fluid distribution model. A code on a billboard may work in Kampala, but in a rural market, it often falls flat.

Eliminating physical flyers in favor of QR codes isn’t merely impractical, it’s a gamble that could cost marketers their audience. Uganda’s digital divide means that a tech-only approach excludes the majority, especially in rural areas dominated by agriculture and informal trade. Imagine a farmer in Arua being handed a flyer about a new fertilizer at the weekly market. She takes it home, shares it with her cooperative, and acts on it. Replace that flyer with a QR code, and the chain breaks. She has no smartphone, no data, and no opportunity.

The push for QR codes often reveals a Western bias assuming a world of ubiquitous smartphones, affordable data, and tech fluency that Uganda has yet to fully realize. It’s a classic case of innovation outpacing readiness, a lesson observed elsewhere in Africa. For instance, mobile money services like M-Pesa in Kenya succeeded because they built on existing habits and infrastructure. QR codes, by contrast, require a leap that many Ugandans are not equipped to make.

Marketers in Uganda should resist the allure of QR code exclusivity and adopt a hybrid strategy. Physical flyers remain a vital resource, cheap, reliable, and rooted in local culture. Pair them with QR codes for the digitally inclined, and you have a campaign that bridges worlds rather than burning bridges. Innovation is essential, but it must serve the people, not the other way around. In Uganda, the humble flyer still reigns, it’s simply too valuable to let fade away.

In-flight entertainment (IFE) presents a valuable opportunity for content creators to reach a global audience being millions of passengers flying at 30,000 feet, all looking for distraction. For a Ugandan filmmaker crafting a drama about Kampala’s bustling streets, a musician blending Luganda lyrics with Afrobeat, or a game developer programming a mobile adventure inspired by Lake Victoria, IFE offers a unique platform. However, how can a creator from Uganda break into this high-flying market? With airlines like Ethiopian Airlines, Emirates, and Uganda Airlines connecting Africa and beyond, the path is challenging but achievable. Here’s a step-by-step guide, informed by industry leaders like Safran Passenger Innovations (SPI) and Anuvu, tailored to a Ugandan perspective.

Step 1: Craft IFE-Ready Content Airlines prioritize content that captivates a diverse audience while adhering to strict guidelines. Begin by ensuring your product aligns with IFE standards:

• Know Your Audience: IFE serves everyone from business travelers to families. A Ugandan short film, like the hypothetical “Kampala Hustle,” could resonate with East African passengers on Ethiopian Airlines, while a universal story about resilience might appeal to Emirates’ global travelers. Music or games with local flair such as a Ugandan trivia app can also stand out.
• Keep It Short and Sweet: Short-haul flights (e.g., Entebbe to Nairobi) typically favor content that lasts 20-60 minutes, while long-haul routes (e.g., Entebbe to London) are suited for feature-length films or albums. A 30-minute documentary on Uganda’s coffee trade would fit perfectly.
• Polish Production: Invest in quality and aim for 1080p video, clear audio, and subtitles in English (which is mandatory) or in other languages like Swahili, Arabic, or French (a bonus for airlines like Qatar Airways). If budgets are tight, free tools like DaVinci Resolve or Audacity can be helpful.
• Censor Smartly: Airlines avoid content with violence, explicit material, or plane-crash scenes. Edit your work to ensure it is family-friendly and culturally sensitive. This is especially crucial for carriers serving conservative regions.

Make sure to secure your intellectual property rights through Uganda’s Registration Services Bureau (URSB) to ensure you can license your work legally. If your project incorporates third-party music or footage, make sure to clear those rights as well for airlines typically won’t touch content with legal risks.

Step 2: Target the Right Players Uganda’s content creators won’t pitch directly to Boeing or Airbus. IFE agreements typically occur through airlines, content service providers (CSPs), or distributors. Here’s where to focus your efforts:

• Local Airlines: Uganda Airlines, revived in 2019, operates Airbus A330s and CRJ900s equipped with IFE systems. Its focus on East African routes makes it a natural fit for Ugandan content. Reach out to their marketing or passenger experience team via their website (ugandairlines.com) or LinkedIn.
• Regional Giants: Ethiopian Airlines, a Star Alliance member with over 150 aircraft, partners with Anuvu for IFE and emphasizes African content (including Nollywood and Ethiopian films). Pitching to them could spotlight Ugandan stories across their extensive network.
• Global CSPs: Companies such as Anuvu and Safran Passenger Innovations dominate IFE delivery. Anuvu, which works with clients like Air Canada and TUI Airways, curates over 600 films for Ethiopian Airlines, including regional selections. Safran’s RAVE system, used by Lufthansa and ANA, supports diverse content on its seatback screens. Both accept submissions—Anuvu via distribution.anuvu.com, and Safran through its office in Brea, California.
• African Distributors: Firms like Kenya’s Multichoice or Nigeria’s Afrinolly may bundle Ugandan content into IFE packages. Network at events like FESPACO, Burkina Faso’s film festival, to make connections.

Step 3: Pitch Like a Pro With airlines and CSPs receiving hundreds of pitches, yours must stand out:

• Create a Pitch Package: Include a one-page synopsis (e.g., “A Ugandan musician’s journey from Gulu to global stardom”), runtime, target audience (e.g., East African travelers), and a trailer or demo. Highlight the cultural value, Uganda’s vibrant arts scene is a notable selling point.
• Offer Affordable Terms: While blockbusters can cost over $90,000 per license, indie content may start at $5,000-$20,000 for 2-3 months. Propose a trial run on Uganda Airlines’ Entebbe-Dubai route to demonstrate demand.
• Email Strategically: For Anuvu, use their media inquiries email or reach out to LinkedIn contacts in their content team. For Safran, connect with SPI’s acquisition representatives. Highlight how your work aligns with their technology e.g., RAVE’s Bluetooth audio compatibility suits Ugandan music playlists.
• Leverage Uganda’s Film Scene: Cite successes like “Queen of Katwe” (Disney, 2016) or the Uganda Film Festival to illustrate market potential. If you have won local awards, be sure to showcase them.

Step 4: Deliver and Negotiate If interest arises, be ready to finalize the deal:

• Provide Files: Deliver DRM-ready files (e.g., MP4 format with encryption) via secure platforms like WeTransfer. Anuvu’s Open™ platform or Safran’s RAVE OS can provide guidance on format specifications and please don’t hesitate to ask for their technical sheets.
• Negotiate Terms: Expect a 2-6 month license covering specific routes (e.g., Entebbe to Addis Ababa). Retain rights for streaming platforms like iROKOtv to maximize revenue. Consider consulting a lawyer from Kampala’s legal community to help with contract details.

Step 5: Amplify and Grow

1. Promote Locally: Announce your partnership on platforms like X or Uganda’s NTV with a message like “Now on Ethiopian Airlines!” to generate excitement. Be sure to tag
   @anuvu_official or @Ug_Airlines to increase visibility.
2. Track Success: Request viewership statistics from the airline or content service provider (CSP) to help pitch for renewals or new projects.
3. Scale Up: Use this initial success to approach larger carriers like Emirates or pitch at global events such as APEX Expo (USA) or DISCOP (Africa’s content market).

With Safran’s technological innovation and Anuvu’s content reach, Uganda’s creative voices can gain global recognition, one flight at a time.