Lakal Job

Mandela Washington Fellow | LSE Alum

[Betty Aol Ocan @BettyAol_Ocan]

Tribute to my Late Brother: Lt. Martin Olango.

Much appreciation for the beautiful honour @OdokiJ
@LakalJob @Nyapa_Ocan @Olumpapa @Michael_Kilama
TRIBUTE: IN LOVING MEMORY OF LT. MARTIN OLANGO “OKENY MAGUY” (1960 – 1994) https://t.co/vGSelNoCL2 via @muwado

[Lakal Job @LakalJob]

@BettyAol_Ocan @OdokiJ @Nyapa_Ocan @Olumpapa @Michael_Kilama @muwado Thanks my brother @OdokiJ I never had much time to know uncle, but the little memory I have is full of love and kindness. This tribute illuminates it.

[Ronald Amanyire @amronaldo]

CRITIQUE OF ENTRENCHED CORRUPT CUSTOMS IN MINISTRY OF WORKS PROJECT MANAGEMENT

1. Institutionalised “Cultural Practices” Masquerading as Contractual Norms

A disturbing culture has taken root within certain Ministry‑managed projects: the embedding of informal payments and personal benefits into the contract sum itself. These benefits, presented as “customary facilitation” are neither incidental nor hidden. They are budgeted, planned, and executed as part of the project lifecycle.

This normalisation of illegality signals a deeper institutional decay where unethical practices are treated as operational requirements rather than breaches of integrity.

2. High‑End Vehicles as Instruments of Patronage

One of the most entrenched practices is the procurement of luxury vehicles, VX Land Cruisers and high‑spec double‑cabin pickups, registered as private vehicles but funded by contractors as supervision vehicles. E.G. UBA 361P and UBA 349X. There is one high spec Ford Pickup that has completely disappeared.

⏩Senior leadership receives top‑tier SUVs.
⏩Project coordinators receive high‑end pickups.
⏩Vehicles registered under private plates conveniently “disappear” at the end of the project cycle.

This is not a new phenomenon; it has been in place the 1990s. The practice across institutions suggests systemic acceptance, not isolated misconduct.

3. Breach of PPDA and Erosion of Contract Management Integrity

These practices directly violate the Public Procurement and Disposal of Public Assets (PPDA) Act, which demands transparency, value for money, and strict separation between personal benefit and contract execution. Instead, the Ministry’s internal culture has created a parallel system where:

⏩Contract sums are inflated to accommodate personal benefits.
⏩Supervisory roles are monetised.
⏩Accountability mechanisms are bypassed.

This compromises contract performance, distorts pricing, and undermines public trust.

4. Supervisory Costs as a Hidden Channel for Personal Benefits

Many consultancy and service contracts include a line item for supervisory costs included using different phrases. In principle, this should cover legitimate oversight expenses. In practice, it has become a catch‑all category used to justify:

⏩Unnecessary foreign travel by contract management teams.
⏩Allowances and per diems unrelated to technical supervision.
⏩Trips to the contractor’s country of origin, even when such travel adds no value to contract delivery.

This transforms supervision from a governance function into a benefit‑extraction opportunity.

5. A System Designed to Protect Itself

The most troubling aspect is that these practices are not hidden. They are openly discussed, budgeted, and defended as “how things are done”.
This signals:

⏩A collapse of internal controls.
⏩A leadership culture that rewards complicity.
⏩A procurement environment where compliance is optional and personal gain is institutionalised.

Such a system cannot self‑correct because the beneficiaries are the same actors responsible for enforcing discipline.

6. Implications for Reform

Any meaningful reform must confront the reality that corruption here is not an event but it is a system.

Addressing it requires:

⏩Dismantling the informal norms embedded in project design.
⏩Reasserting PPDA compliance as non‑negotiable.
⏩Introducing transparent asset‑tracking for all project‑funded vehicles.
⏩Eliminating supervisory cost lines that serve as slush funds.
⏩Holding leadership accountable for institutionalised malpractice.

OTHER LOOPHOLES WHEN IT COMES TO ROAD CONSTRUCTION

Misleading Use of “Cost per Kilometer” Masks Real Drivers of Inflation

Comparing roads by cost per kilometer is technically misleading because different roads require different combinations of drainage, pavement layers, walkways, utility relocation, and structures. This technical ambiguity is routinely exploited to justify inflated budgets. When the public cannot easily compare like‑for‑like, inflated pricing becomes easier to hide.

For example the cost per kilometer based on the Kampala Entebbe Expressway can be misleading because of the Nambirigwa Bridge constructed over a swamp was so expensive and as such cannot be used as a reference for a similar road.

Structural Inefficiencies and Delayed Payments

Delayed government payments force contractors to borrow at high interest rates, which they then load onto project costs. Foreign contractors also factor in:
• Mobilization costs
• Importation of equipment
• High insurance and guarantee premiums

Given the costs of road construction, payment of contractors must be prioritized compared to other contracts.

UGANDA'S ROAD CONSTRUCTION IS EXPENSIVE NOT BECAUSES ROADS MUST COST MUCH, BUT BECAUSE THE SYSTEM ALLOWS AND IN SOME CASES INCENTIVISES COST ESCALATION.
@PPDAUganda @StateHouseUg @IGGUganda @CID1_UG @ODPPUGANDA @Parliament_Ug

[Lakal Job @LakalJob]

Rest well comrade

[Uganda Development Bank Ltd @UDB_Official]

In moments of loss, we are reminded of the impact one life can have on so many.
We came together to honour our colleague, sharing memories, offering prayers, and celebrating a life that will never be forgotten.

Rest in peace, Tonny. Your legacy lives on in all of us.

[Uganda Driver Licensing System @UDLSOfficial]

At the UDLS Arua Facility, Anna Nimaro Laker stands out as a leader whose commitment and work ethic continue to shape the team she heads. Through her steady leadership, the facility has consistently fulfilled its mandate to process and issue driving licences while maintaining discipline, efficiency, and professionalism in service delivery.

Anna encourages collaboration and ensures that every member understands the importance of serving the public with integrity.

As we recognise women who are making an impact, we celebrate Anna for her role in guiding her team and strengthening service delivery at the Arua facility.

#HappyWomensDay
#DriveSafelyWithUDLS

[Matt Shumer @mattshumer_]

https://t.co/ivXRKXJvQg

[Lakal Job @LakalJob]

@j_mucunguzi @commonwealthsec Reminds me of my first solo experience at a tube station underground. One not far from the Big Ben (I don’t remember the station name now). I totally got lost the moment I reached down there. Even the maps were too complicated on first sight. I had to retreat & take the bus😅

[Lakal Job @LakalJob]

@KenyanSays Could be a failed invasion by Uganda

[Harvard Business Review @HarvardBiz]

The problem with performance reviews is that they hold employees accountable for what they did last year, at the expense of improving performance today and tomorrow. https://t.co/KUIPzyIeiw

[Harvard Business Review @HarvardBiz]

We often respond to increased demand by extending our hours. But we’re physiologically incapable of sustaining positive emotions for long periods of time. Recharging is imperative to doing our best. https://t.co/8LsYm41NW9

[St. Mary's Hospital Lacor @lacor_hospital]

Francis Kigozi has been consistently visiting our hospital as he drives his truck to South Sudan. Yesterday, he brought Bar soap and Sugar for the patients. Thankyou Francis we recognize your great heart and we will always have our doors open to you.

[Lakal Job @LakalJob]

We need this right here in Uganda

[Daily Nation @NationAfrica]

The Court of Appeal has ended an 18-year monopoly that the Kenya School of Law has enjoyed in offering the Advocates Training Programme, an 18-month course that law graduates must pass to be allowed to represent clients in court.
https://t.co/hlpW1FxWEb

[Jim Spire Ssentongo @SpireJim]

Interesting biographical collection. Congratulations my friend @OdokiJ upon the editorial work on this book in your late dad’s memory

[Harvard Business Review @HarvardBiz]

Oftentimes productive people have weak interpersonal skills. https://t.co/ptDBzMPMi0

[Lakal Job @LakalJob]

The Citizen Report Weekly Quiz https://t.co/5EuHwQAodd via @opinionstage

[Lakal Job @LakalJob]

@Mukulaa May Ona’s soul rest in peace. He will be missed.

[Harvard Business Review @HarvardBiz]

Change is the very essence of the management job. https://t.co/awr7RQIbfv

[Harvard Business Review @HarvardBiz]

Jobs are changing. Managers need to change, too. Here are five ways they can do that. https://t.co/REorFX3SmM

[Harvard Business Review @HarvardBiz]

For many big companies, innovation is just a show. https://t.co/3mP2hfo5HF

[Lakal Job @LakalJob]

https://t.co/EWZVSsz9EC