Leadership, Vision, & Performance in Eastern Uganda: A Strategic Perspective by Capt. Mukula

Leadership, Vision, & Performance in Eastern Uganda: A Strategic Perspective by Capt. Mike Mukula, NRM Vice Chairman, Eastern Uganda

As the NRM Vice Chairman for Eastern Uganda and a senior member of the Central Executive Committee (CEC), I have served with dedication, strategic foresight, and tangible results. Over the years, our region has witnessed significant transformation, largely due to deliberate political mobilization, effective implementation of government programs, and robust grassroots engagement.

Leadership Achievements and Vision

During the 2020/21 electoral cycle, under my leadership and coordination, Eastern Uganda delivered 97 NRM Members of Parliament, 25 NRM-leaning independents, and 98% of local government seats, a resounding affirmation of trust in the Movement. Only 2 MPs came from the NUP, 11 from FDC, 1 from JEMA, and 2 FDC-leaning independents. We achieved this while the President did not campaign in person due to COVID-19, emphasizing the strength of our grassroots machinery and coordination.

Our success is anchored in a strategic vision of inclusive development, driven by the NRM manifesto, which prioritizes infrastructure development, poverty alleviation, agricultural modernization, and social service delivery. For example, roads such as Tirinyi–Pallisa–Kumi, Kapchorwa–Suam, and Mbale–Soroti have enhanced regional integration and market access, catalyzing local economies.

Growing the Party and Mobilizing Support

The NRM must adapt to the dynamic political economy. To maintain and grow our influence, especially among the youth and urban poor, we are implementing a multi-tiered strategy:

1. Revitalizing party structures, particularly at the village and parish levels.

2. Launching youth and women engagement forums, promoting political inclusion and economic empowerment.

3. Strengthening the ideological orientation of our cadres to build loyalty and political clarity.

Our ideological training programs through the National Leadership Institute (NALI) will be intensified to build a resilient, policy-literate, and visionary cadre base.

Performance, Accountability, and Responsiveness

The Uganda National Students Association’s endorsement is a testament to my consistent support for education and youth empowerment. I’ve facilitated scholarships, supported skilling programs, and amplified awareness on the Parish Development Model (PDM), Emyooga, and Operation Wealth Creation (OWC). These interventions are transforming lives at the household level.

On accountability, I maintain an open-door policy, conduct regular consultative meetings across sub-regions, and ensure real-time feedback to the CEC. The critique that long-serving leaders lose touch with grassroots realities is valid in some contexts, but my leadership is embedded in bottom-up planning and decision-making, guided by empirical data and lived community experiences.

CEC Role and Sustaining Regional Dominance

As a member of the CEC, the highest decision-making organ of the party, I play a central role in shaping national strategy. We guide government policy alignment with the party manifesto, resolve internal conflicts, and ensure ideological consistency.

Our continued dominance is a product of political strategy, mobilization logistics, and policy messaging. The Eastern region performed well in 2021 due to our tactical deployment of campaign resources, clear communication of development achievements, and the trust we’ve built over time.

Addressing Emerging Political Challenges

A call for generational change reflects democratic vibrancy, which we welcome. However, leadership must be grounded in capacity, proven delivery, and deep understanding of political economy dynamics. Uganda’s transformation agenda needs experience balanced with innovation. My leadership represents that intersection.

To combat voter apathy and internal divisions, I advocate for:

   •   Performance-based evaluation of party flag bearers.

   •   Use of data analytics and mobile-based feedback tools to monitor grassroots sentiment.

   •   Empowerment of local structures to lead community initiatives, especially under PDM and Emyooga.

Representation and Collaboration

I remain committed to representing Eastern Uganda’s interests at national level. We are lobbying for strategic investments such as:

   •   Establishing coffee processing plants in Bugisu.

   •   Promoting tourism and agro-industrial parks in Sebei and Teso.

   •   Prioritizing irrigation schemes in Bukedi and Karamoja to mitigate climate risks.

In Busoga, we must intensify efforts to reduce poverty by investing in youth employment, fisheries development, and improved support to sugarcane farmers through better pricing and inputs. With the President’s backing, we are strengthening advocacy for the fishing communities, expanding access to healthcare and education, and accelerating social service delivery to restore dignity and economic inclusion in the sub-region.

I work closely with MPs, RDCs, District Chairpersons, and government technocrats to ensure NRM programs are well-coordinated and impactful.

Conclusion: The Road Ahead

Uganda’s GDP has grown at an average of 5.3% over the last five years, with agriculture contributing over 24% and employing 70% of the population—most of them in Eastern Uganda. Our region has directly benefited from NRM’s focus on inclusive growth, and I remain committed to deepening that progress.

As Vice Chairman and CEC member, my role is pivotal in aligning national goals with regional priorities, driving transformational leadership, and ensuring that Eastern Uganda remains a bastion of the NRM revolution. Together, we shall secure our future.