By Guest Writer
Uganda has made big strides in service delivery, but too often these wins remain untold. The result? A muted story of progress, and space for misinformation to thrive.
Part of the problem lies in stagnation. Many Government communicators have stayed in the same roles for over a decade. While their service is commendable, familiarity has bred gaps. The result has been a visible communication gap; one that has allowed misinformation to creep in and distort public perception. Recent surveys measuring citizen sentiment online confirm this disconnect. Much of the dissatisfaction is not about service delivery itself, but about weak, inconsistent communication.
Recognizing the gravity of this challenge, the Cabinet of Uganda directed the Ministry of ICT & National Guidance (MoICT & NG) to become the “mother ministry” of ICT and Communication officers across Government. Under this new mandate, the Ministry is ensuring strict adherence to the Public Service Standing Orders, which stipulate that an officer should serve at a station for no more than three to five years. In reality, some personnel had been at the same posting for over twelve years; a practice that dulled innovation and created silos.
This move is not unprecedented. The Ugandan Government has long applied this model in other technical fields. The Ministry of Finance, Planning & Economic Development centrally manages all accountants and procurement officers. The Ministry of Public Service oversees human resource practitioners and records officers. The Office of the President supervises undersecretaries and administration secretaries. Now, communication officers and ICT officers have been brought into the same fold of structured, centrally managed expertise.
Rotation alone is not enough. MoICT & NG has backed reform with continuous training, from digital literacy and media engagement to advanced public relations and social media strategy. Officers are being equipped not just to manage communication, but to lead it.
To match training with results, the Ministry has also updated Key Performance Indicators (KPIs), moving beyond outdated metrics to frameworks anchored in Integrated Marketing Communications (IMC). The focus now is on engagement, storytelling, and measurable impact.
Uganda’s youthful population demands digital-first strategies. Legacy media has a role, but it is social media, influencers, and real-time engagement that shape conversations today. Communication cannot be reactive or crisis-driven; it must be proactive, continuous, and strategic.
Other government entities are showing the way. The State House, through the Government Citizens Interaction Centre (GCIC), has pioneered a “listening government” approach by actively monitoring and responding to citizen feedback online. Such models should be scaled and integrated across all MDAs.
As one digital transformation leader observed: “Governments that succeed are those that treat communication as a service, not an announcement. Silence is never neutral.”
The reforms underway are bold and deserve recognition. But to truly transform government communication, MoICT & NG must:
- Build a culture of continuous communication, not just crisis response.
- Equip officers with digital tools for engaging Uganda’s youthful population.
- Deepen collaboration between central hubs like GCIC and sector ministries.
- Embrace influencers and new media platforms as legitimate partners in shaping narratives.
By refreshing the Government’s communication culture; through rotation, training, and digital engagement; the MoICT&NG can ensure that Uganda’s story is told consistently, confidently, and with the clarity Uganda’s citizens deserve.
