Author: Miya Astone

Saving Uganda’s Newborn Lives through improving access to safe Water, Sanitation and Hygiene

As we join the rest of the world to mark the International Water Day, WaterAid launches a new campaign “Healthy Start” that aims at profiling the impact of lack of safe water and sanitation on new-borns and children health in Uganda.

Healthy Start: the first month of life – a WaterAid briefing – show that annually nearly half a million babies die in the first month of life because they are born into unhygienic conditions. In Uganda 6,800 new born babies died from sepsis, tetanus and other infections linked to dirty water and lack of hygiene in 2013 alone.

The campaign launches as a World Health Organization report reveals that nearly half of hospitals and clinics in Africa do not have access to clean water. And of the 58% of healthcare facilities that have some access, only half are able to count on a safe and reliable supply of clean water.

The World Health Organization report “Water, sanitation and hygiene in health care facilities: status in low and middle income countries and way forward” shows that across 18 countries in Sub-Saharan Africa, access to water in healthcare facilities is as low as 20%. In Uganda over one in three (34%) hospitals and clinics did not have access to clean water.
Across Africa one in 20 (5%) did not have safe toilets and one in ten (11%) did not have anywhere to wash hands with soap. Over a third (35%) of hospitals and clinics did not have anywhere for staff or patients to wash their hands with soap.

Uganda’s child survival strategy that was developed by the government and partners with an aim to curtail new-born deaths through cost-effective interventions and delivery mechanisms heavily focuses on treatment of diseases rather than prevention hence the less emphasis on water, sanitation and hygiene (WASH) yet it is a central tenet that could prevent the deaths and save the treatment costs

The health sector in Uganda heavily relies on treatment of diseases rather than prevention, and yet primary health care to which WASH is the key component has been less prioritised both in policy, strategies and action plans. The less prioritisation is evidenced by lack of a directorate for environmental health which therefore implies resources (financial and technical). The consequence of this is failure to address environmental health issues hence holding back progress on reducing child ill-health of which evidence is also not systematically gathered or used to inform health programmes.

WASH-related
new-born deaths
In 2013, 2.8 million new-borns (aged 0–28 days) died globally. Almost all deaths occurred in low-resourced settings and could have been prevented; 99% of new-born deaths occur in low and middle-income countries.

Deaths caused by infection which account for nearly half of all deaths in
Saving Uganda’s Newborn Lives through improving access to safe Water, Sanitation and Hygiene
WaterAid is calling for a dedicated goal to deliver water and sanitation to everyone, everywhere by 2030, including in all healthcare facilities

new-borns aged 7–28 days and 14% of new-borns aged 0–7 days are intimately linked to the environmental conditions in which babies are born. A clean environment and access to clean water are essential to reducing new-borns’ risk of infection as shown by the severe infections circle in the chart.

Sepsis (inflammation caused mainly by bacteria) is the leading cause of infection in newborns and is long-associated with poor hygiene at birth.

Research has found that ‘clean birth practices’ including handwashing with soap in homes and facilities were associated with reduced all-cause, sepsis and tetanus newborn deaths.

A study in Nepal found that birth attendant and maternal handwashing protected against neonatal mortality, with 41% lower mortality among newborns exposed to both practices.

While the number of newborn deaths globally is falling, it could be significantly reduced if more attention were given to creating clean birthing environments, and to the water, sanitation and good hygiene practices needed for this.

Water, sanitation and hygiene to protect
newborn health
In order to adequately protect newborns from risks of infection, the World Health Organization (WHO) advocates the practice of ‘six cleans’ during delivery and post-natal care.

Clean hands (of birthing attendants and postnatal careers), Clean perineum, Clean delivery surface, Clean umbilical cord cutting, Clean umbilical cord tying and Clean umbilical cord care

In addition to these it is important to maintain general cleanliness of newborns by washing before, and after, feeding and defecation. All of the above rely on:

Water – access to and use of water that is free from contamination by pathogens and chemicals. This requires convenient and consistent access to sufficient quantities of safe water.
Sanitation – safe disposal of wastes from delivery (i.e. placental waste and medical wastes) and continued safe disposal of newborn excreta.

Hygiene – access to and use of adequate disinfecting materials (i.e. soap and detergents) for achieving hygienic conditions (i.e. for hand-washing, body washing, cleaning surfaces and instruments, laundering sheets etc.)

Our Call to Government
and Stakeholders;
Every healthcare facility has clean running water, safe toilets for patients (separate for men and women, child-friendly, accessible to people with disabilities, and complete with locks and lights), functional sinks and soap for health workers and patients in all treatment and birthing rooms.

No new healthcare facilities are built without adequate, sustainable safe water and sanitation services. This should be spelt out clearly in the Public Health Act currently under review.

Uganda’s healthcare system/ministry should commit to including good hygiene practice and promotion in professional training, plans and actions. Staff and mothers are informed and empowered to practice adequate hygiene measures.

Every birthing centre ensures basic hygiene and sterile conditions, particularly in delivery rooms and operating theatres – such as hand-washing with soap, repeated cleaning and disinfection of facilities, and safe separation of human and medical waste from human contact.

Women giving birth away from maternity clinics must have access to clean water, a clean birthing area and a trained birth attendant who practices safe hygiene.

The government, development partners and stakeholders in newborn health should ensure that water, sanitation and hygiene services (WASH) are integrated in all plans for reducing newborn deaths, Standards for Maternal and Neonatal care and across the health systems plans that encompass any or all of these objectives. Government should ensure finances are made available and used accordingly.

Monitoring and assessment of progress towards universal health coverage include data on the availability of water, sanitation and hygiene services at healthcare facilities and household levels to inform strategies and planning.

The Sustainable Development Goals should include a dedicated goal for Water and Sanitation with ambitious targets for universal WASH access by 2030. The framework should ensure integration between WASH targets and health targets such as universal health coverage and prevention of under-five and maternal mortality.

Investing in water in health facilities and clinics will help Uganda realize better health outcomes. Together we can end the needless and preventable deaths of new-borns through prioritizing Water, Sanitation and Hygiene.

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NWSC committed to safe water for all

A communication from the National Water and Sewerage corparation stresses the companies commitment to providing safe water for all, The communication reads below:

NWSC has a Strategic Direction (SD) 2013/2018 that
emphasizes “water for all for a delighted customer
by a delighted work force”. The key Strategic Priority
Areas (SPAs) of the SD are, among others:
a) Geographical/operational expansion (operational
coverage has increased from 23 towns in June 2013
to 96 towns in March 2015)
b) Massive network expansion (rate of expansion
has been increased from 80km/yr in 2013 to 1300km/
yr in 2015)
c) Water supply stabilisation in all Areas
d) Improved water quality management and monitoring
e) Large project interventions, especially in Kampala
Water Supply Area
2. Water supply interventions for Kampala
Water Supply Area
The water supply for Kampala is currently approximately
200 million liters per day and demand is approximately
240million liters a day.
i. Short term measures to meet demand
a) Water supply improvement through borehole systems
in Kasangati and Wakiso areas, for example
b) Localized network rationalization activities (as
need arises)
c) Installation of pump boosting facilities where technically
feasible
ii. Medium and long term measures to meet demand
a) 50 million liters additional supply through rehabilitation/
expansion works at Gaba and construction of 8million
liter-tank at Namasuba hill
b) construction of Namasuba – Lubowa/ Lweza and Namasuba
– Mutundwe Nalumunye -kyengera sub mains
c) supply improvement to Naguru tank that will supply
utilise approximately 6 million liters a day of water from
low level system at Centenary Park.
d) construction of a one million litre tank at Kanyanya to
stabilise supply along Gayaza -Kasangati area
e) construction of Katosi water treatment plant and associated
pipe transmission systems scheduled to commence
at the beginning of 2016 and be completed by 2018.
This plant will add additional 120 million litres per day with
an intake facility of 220million litres per day. A combined
capacity of 370million litres per day will cater for Kampala
City needs for at least next 15 years. Funding is already
secured.
3. Water quality monitoring and management
a) We have in the recent past, boosted our water quality
management and monitoring capacity
b) For Kampala, we were carrying out routine water
quality monitoring, but with the recent typhoid outbreak,
we have for purposes of taking precauti- onary measures,
increased on water quality monitoring vigilance; generating
weekly water quality monitoring reports. The results so
far show compliance with National Standards
c) For other NWSC areas, we have instructed our managers
to ensure similar water quality monitoring vigilance
d) we also have contacted Uganda National Bureau
of Standards (UNBS) to carry out external audits/independent
checks of water quality and the results will be
published when they are available
4. The recent social media allegations about NWSC
water quality and water supply by a certain Lynn
MTN
The information contained therein is false and could be
attributed to malicious elements whose intentions we are
yet to find out.
Our NWSC offices are open to provide any additional
information related to these allegations.
5. The air pollution (stench) currently being experienced
around Luzira, Bukasa, Muyenga, Kitintale
etc.
This stench is not directly related to operations of
NWSC and we encourage NEMA to investigate and
find a way forward.
6. In conclusion
NWSC is committed to supplying safe water for
all and will continue to do this with commitment,
despite the challenges we continue to face
MANAGEMENT
NATIONAL WATER AND SEWERAGE CORPORATION
NWSC committed to safe water for all
To report any leaks, bursts, sewage,
overflows, illegal water users,
imposters and any other emergencies,
call our toll free helpline 0800 100
977, 0800 200 977, 0800 300 977
website: www.nwsc.co.ug
facebook: www.facebook.com/
waterug
twitter @nwscug and @NWSCMD

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Human Resources Officer, Entebbe, Uganda

Closing date: Friday, 13 March 2015

Posting Title: HUMAN RESOURCES OFFICER, P3

Job Code Title: HUMAN RESOURCES OFFICER

Department/ Office

Regional Service Centre at Entebbe

Duty Station

ENTEBBE

Posting Period

26 February 2015-13 March 2015

Job Opening number

15-HRE-RSCE-41153-F-ENTEBBE (M)

United Nations Core Values: Integrity, Professionalism, Respect for Diversity

Special Notice

This ‘Recruit from Roster’ job opening is only open to roster applicants who are already placed on pre-approved rosters, following a review by a United Nations Central Review Body. Only roster applicants who were placed on rosters with similar functions at the same level are considered to be eligible candidates. Eligible applicants receive an email inviting them to apply. Rostered applicants are encouraged to apply only if they are interested and available to take up the position at the duty station/s specified in the Job Opening. Applying to this job opening carries an expectation to accept the offer, if selected.

Organizational Setting and Reporting

This position is located in RSCE Entebbe. The incumbent will report to the Service Delivery Manager.

Responsibilities

Within delegated authority, the Human Resources Officer P-3 will be responsible for the following duties: GENERAL: Provides advice and support to managers and staff on human resources related matters.

Prepares special reports and participates and/or leads special human resources project.

Keeps abreast of developments in various areas of human resources.

RECRUITMENT AND PLACEMENT: Identifies upcoming vacancies in coordination with client offices.

Prepares vacancy announcements, reviews applications, and provides a short-list to those offices.

Arranges and conducts interviews to select candidates.

Reviews recommendation on the selection of candidate by client offices.

Serves as ex-officio in appointment and promotion bodies, examinations boards, and prepares and presents cases to these bodies.

Prepares job offers for successful candidates.

Monitors and evaluates recruitment and placement related activities of client offices, and recommends changes or corrections related to procedures to these offices.

Supervises and monitors the work of the Human Resources Assistants in carrying out all human resources administrative transactions including preparation of personnel actions, maintenance of staffing tables, and processing of contracts.

Plans, organizes, develops, coordinates and administers the National Competitive Examinations, G to P Examinations, Language professionals’ examinations and other programmes and tests related to recruitment of professional, general service and other categories of staff.

ADMINISTRATION OF ENTITLEMENTS: Provides advice on interpretation and application of policies, regulations and rules. Reviews and provides advice on possible exceptions to policies, regulation and rules.

Administers and provides advice on salary and related benefits, travel, and social security entitlements.

Determines and recommends benefits and entitlements for staff on the basis of contractual status.

Reviews policies and procedures and recommends changes as required.

Reviews and recommends level of remuneration for individual contractors and consultants.

STAFF DEVELOPMENT AND CAREER SUPPORT: Identifies and analyzes staff development and career support needs and designs programmes to meet identified needs. Prepares monitoring reports on staff development and career support programmes.

Provides advice on mobility and career development to staff in all categories.

Designs, plans, monitors and provides induction orientation programme and briefing to new staff members.

Provides performance management advice to staff and management. Assists supervisors and staff with understanding and using the electronic performance appraisal system (ePerformance).

Assesses training needs, identifies, designs and delivers training programmes to staff at all levels throughout the Organization.

Advises and counsels staff in respect of rights, responsibilities, code of conduct and difficulties associated with work and entitlements.

Prepares classification analysis of jobs in Professional, Field Service and General Service categories.

Provides guidance to programme managers on the application of classification policies and procedures

Assists in preparing policy papers, position papers and briefing notes on HR related matters.

Competencies

PROFESSIONALISM: Knowledge of human resources policies, practices and procedures and ability to apply them in an organizational setting. Ability to identify issues, formulate opinions, make conclusions and recommendations. Shows pride in work and in achievements; demonstrates professional competence and mastery of subject matter; is conscientious and efficient in meeting commitments, observing deadlines and achieving results; is motivated by professional rather than personal concerns; shows persistence when faced with difficult problems or challenges; remains calm in stressful situations. Takes responsibility for incorporating gender perspectives and ensuring the equal participation of women and men in all areas of work.

PLANNING AND ORGANIZING: Develops clear goals that are consistent with agreed strategies; identifies priority activities and assignments; adjusts priorities as required; allocates appropriate amount of time and resources for completing work; foresees risks and allows for contingencies when planning; monitors and adjusts plans and actions as necessary; uses time efficiently.

CLIENT ORIENTATION: Considers all those to whom services are provided to be ‘clients’ and seeks to see things from clients’ point of view; establishes and maintains productive partnerships with clients by gaining their trust and respect; identifies clients’ needs and matches them to appropriate solutions; monitors ongoing developments inside and outside the clients’ environment to keep informed and anticipate problems; keeps clients informed of progress or setbacks in projects; meets timeline for delivery of products or services to client.

Education

Advanced university degree (Master’s degree or equivalent) in human resources management, business or public administration, social sciences, education or related area. A first-level university degree in combination with two additional years of qualifying work experience may be accepted in lieu of the advanced university degree.

Work Experience

A minimum of five years of progressively responsible experience in human resources management, administration or related area. Experience in Human Resources systems and processes within the United Nations is desirable.

Languages

English and French are the working languages of the United Nations Secretariat. For this position, fluency in English is required.

Assessment Method

Evaluation of qualified candidates may include an informal interview.

United Nations Considerations

The United Nations shall place no restrictions on the eligibility of men and women to participate in any capacity and under conditions of equality in its principal and subsidiary organs. (Charter of the United Nations – Chapter 3, article 8). The United Nations Secretariat is a non-smoking environment.

Candidates will be required to meet the requirements of Article 101, paragraph 3, of the Charter as well as the requirements of the position. The United Nations is committed to the highest standards of efficiency, competence and integrity for all its human resources, including but not limited to respect for international human rights and humanitarian law. Candidates may be subject to screening against these standards, including but not limited to whether they have committed, or are alleged to have committed criminal offences and/or violations of international human rights law and international humanitarian law.

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Finance Officer, Entebbe, Uganda

Closing date: Friday, 13 March 2015

Posting Title: FINANCE OFFICER, P3

Job Code Title: FINANCE OFFICER

Department/ Office

Regional Service Centre at Entebbe

Duty Station

ENTEBBE

Posting Period

26 February 2015-13 March 2015

Job Opening number

15-FIN-RSCE-41154-F-ENTEBBE (M)

United Nations Core Values: Integrity, Professionalism, Respect for Diversity

Special Notice

This ‘Recruit from Roster’ job opening is only open to roster applicants who are already placed on pre-approved rosters, following a review by a United Nations Central Review Body. Only roster applicants who were placed on rosters with similar functions at the same level are considered to be eligible candidates. Eligible applicants receive an email inviting them to apply. Rostered applicants are encouraged to apply only if they are interested and available to take up the position at the duty station/s specified in the Job Opening. Applying to this job opening carries an expectation to accept the offer, if selected.

Organizational Setting and Reporting

The post is located in the RSCE, Entebbe. The incumbent reports to the Service Delivery Manager.

Responsibilities

Within delegated authority, the Finance Officer will carry out the following duties: Accounts: Reviews and verifies the closing of monthly accounts and preparation of financial statements for submission to Headquarters.

Verifies the data reported in the financial statements.

Scrutinizes source documents for completeness, accuracy and validity of charges.

Reviews and approves various vouchers and accounting transactions, e.g., payroll, payment of staff entitlements, final payments, travel claims, vendor invoices, agencies, field missions, etc., to ensure adherence to relevant staff rules, financial regulations and rules, guidelines or practices.

Maintains internal control procedures to ensure vouchers are processed and correctly posted Umoja.

Investigates erroneous charges and takes appropriate corrective accounting actions.

Reviews and verifies bank reconciliations on a monthly basis.

Examines the validity of requests for increases in petty cash levels; approve disbursement vouchers to replenish petty cash accounts.

Approves the recording of Earmarked Fund (Obligations) in UMOJA.

Supervises other General Service and Field Service staff as required.

Responds to queries from staff members and third parties.

Assists the Chief of Unit/Section in cash management, including preparing cash flow forecasts.

General: Keeps up-to-date on documents/reports/guidelines that have a bearing on matters related to programme, ensuring compliance with intergovernmental recommendations and decisions as well as with United Nations policies and procedures.

Provides guidance and training (including preparation of training materials) to junior staff with respect to transaction processing and the use of various systems such as SAP(UMOJA) and PROGEN.

Drafts/verifies memoranda and/or cables relevant to financial and budget matters to various offices, departments and missions.

Performs other related duties, as assigned.

Competencies

Professionalism: Knowledge in the use and application of the Organization’s financial regulations and rules as well as accounting policies and practices. Ability to extract, interpret, and analyse a wide variety of data and to resolve data discrepancies and other problems. Shows pride in work and in achievements; demonstrates professional competence and mastery of subject matter; is conscientious and efficient in meeting commitments, observing deadlines and achieving results; is motivated by professional rather than personal concerns; shows persistence when faced with difficult problems or challenges; remains calm in stressful situations. Commitment to implementing the goal of gender equality by ensuring the equal participation and full involvement of women and men in all aspects of work.

Teamwork:

• Works collaboratively with colleagues to achieve organizational goals
• Solicits input by genuinely valuing others’ ideas and expertise; is willing to learn from others
• Places team agenda before personal agenda
• Supports and acts in accordance with final group decision, even when such decisions may not entirely reflect own position
• Shares credit for team accomplishments and accepts joint responsibility for team shortcomings Planning & Organizing:
• Develops clear goals that are consistent with agreed strategies
• Identifies priority activities and assignments; adjusts priorities as required
• Allocates appropriate amount of time and resources for completing work
• Foresees risks and allows for contingencies when planning
• Monitors and adjusts plans and actions as necessary
• Uses time efficiently Client Orientation:
• Considers all those to whom services are provided to be ‘clients ‘ and seeks to see things from clients’ point of view
• Establishes and maintains productive partnerships with clients by gaining their trust and respect
• Identifies clients’ needs and matches them to appropriate solutions
• Monitors ongoing developments inside and outside the clients’ environment to keep informed and anticipate problems
• Keeps clients informed of progress or setbacks in projects
• Meets timeline for delivery of products or services to client

Education

Advanced university degree (Master’s degree or equivalent) in business administration, finance or related area. A first-level university degree in combination with two additional years of qualifying experience may be accepted in lieu of the advanced university degree.

Work Experience

A minimum of five years of progressively responsible experience in finance, administration, budget, business administration or related field. Experience with United Nations systems and processes is highly desirable.

Languages

Fluency in English is required.

Assessment Method

Evaluation of qualified candidates may include an informal interview.

United Nations Considerations

The United Nations shall place no restrictions on the eligibility of men and women to participate in any capacity and under conditions of equality in its principal and subsidiary organs. (Charter of the United Nations – Chapter 3, article 8). The United Nations Secretariat is a non-smoking environment.

Candidates will be required to meet the requirements of Article 101, paragraph 3, of the Charter as well as the requirements of the position. The United Nations is committed to the highest standards of efficiency, competence and integrity for all its human resources, including but not limited to respect for international human rights and humanitarian law. Candidates may be subject to screening against these standards, including but not limited to whether they have committed, or are alleged to have committed criminal offences and/or violations of international human rights law and international humanitarian law.

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52 years later: Is colonial education system relevant?

As Uganda celebrates 52 years of independence, unemployment and lack of skills are some of the major challenges hindering national development. This is attributed to the Uganda education system, which is more of theory than practical.

Experts say the current education system produces more of job seekers than creators.
According to Mr Fagil Monday, an educationist, the current education system focuses more on academics leading to the production of job seekers rather than job creators.

He says educational programmes such as mental work and vocational education were neglected and this is attributed to the public’s negative perception towards vocational institutions and courses and lack of proper sensitisation about the importance of such studies.

“There are few programmes aimed at promoting vocational education. Because of this, many students go to school targeting university education and white-collar jobs which are not available,” Mr Mandy says.

Mr Mandy , however, recommends the efforts being undertaken by the government in promoting the teaching of skill based programmes through the Skilling Uganda project but says a lot of sensitisation has to be made if the programme is to achieve its main objective of producing job creators.

“We need to appreciate the steps being taken to improve the study of vocational courses. The compulsory sciences being taught at O-Level, Information and Communications Technology courses and Sub math are all aimed at promoting vocational courses in the education system,” he adds.

Transforming education
The minister of Education and Sports, Jessica Alupo, says NRM government has transformed the education sector right from pre-primary to higher education. She says the Education Review Commission (EPRC) was set up in July 1987 to appraise the education system and recommend measures and strategies for improving the system. The commission was to focus on improving the system in order to progressively embrace modern curriculum and educational trends and development.

“It was also to equip students with productive and modern marketable skills, produce socially responsible citizens, review and reformulate the general objectives of the school as a whole as well as at each level among others,” she says.

Following the recommendations of EPRC, government through the Government White Paper of 1992, put in a set of recommendations for implementation. It was considered necessary to introduce and implement major reforms in education in line with the Education White Paper.

“Such reforms were in the areas of policy and legal framework as well as other measures to increase access, improve quality and enhance equity at all levels of the education system,” Ms Alupo says. The government also introduced Universal Primary Education in 1997 to reduce illiteracy levels in the country.

The number of teachers has also increased from 64,779 in 1986 to181, 346 and the number of primary schools grew from7, 351 to 22, 000 by 2012.With the introduction of hardship allowances to primary school teachers in hard to reach areas the quality of education has improved.

The government has also rehabilitated war affected schools in the northern region under the peace, recovery and development programme.

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Terrorist attacks: Police devise new strategies

After the twin bombing at Kyadondo Rugby Club and Ethiopian Village Restaurant on July11, 2010 that left 78 people dead and scores injured, police chiefs convened in Entebbe to analyse the attack on the Ugandan football enthusiasts who were watching the World Cup final.

After threatening to deal with the officers mercilessly if another attack occurred, the Inspector General of Police, Gen Kale Kayihura, who chaired the meeting, tasked each officer to give him their plan of securing the country.

“I am telling you that if terrorists attack Kampala again please don’t call me to tell me what has happened just remove your uniform and desert because if I get you it will be problems,” he told officers. Despite his warning, Mr Kayihura knew that his men needed capacity to measure up to the terror threats.

Change of lifestyle
The State response to counter terror attacks has impacted policing and the lifestyle of Ugandans. Barely can one enter any building without being checked. Police officers are more vigilant and seen carrying machine guns in many public places.

In 2010, the Directorate of Counter Terrorism (CT) was barely two years and had only 600 officers. A few of them had undergone specialised training in countering terror threats.
Mr David Wasswa, the head of CT technical services, said at the time they had only two departments; technical services and tactical response and neutralisation.

“If you were to measure then, they weren’t matching with the threats at hand,” Mr Wasswa said. CT was providing a supportive role to other security agencies. Gathering of intelligence, analysing it and enforcement were done by other security agencies such as Criminal Intelligence and Investigations Directorate and Chieftaincy of Military Intelligence.

“This was a big challenge. It created a lot of loopholes,” he said. To fill the gap, Mr John Ndungutse, was appointed deputy director of CT to establish an intelligence unit, which had to gather intelligence, specifically on terrorists, analyse it, verify and order for action.

With Mr Ndungutse in the CT, funds started flowing in though the amount is often kept secret for security reasons. More equipment including bomb disposal robots were bought. The US, UK, India, Israel and Turkey lent a hand in capacity building.

The US also provided direct support to the directorate through specialised training.
Mr John Ndungutse, Mr Herman Owomugisha and a several other officers were taken to the Federal Bureau of Investigations Academy in the US for training. In turn, the police created more departments under CT that would cover both the economic interests of the country and those of their donors.

Tourism industry at stake
Tourism industry being one of the big contributors to the national economy, any threats to its stability would cause an economic downward spiral. Uganda earned more than Shs2 trillion from tourism annually.

But it is a known fact that when Western countries issue an advisory about an imminent terror alert, their citizens listen. Kenya’s coastal areas are a no-go zone for western tourists.

Alerts
Diplomatic missions in Uganda started issuing similar advisory and Uganda police quickly established the Tourism Police Unit to protect the industry.
Another unit VIPPU that protects foreign missions and very important persons was put under CT so was Aviation Police.

In just four years, the number of CT officers swell from 600 officers to 4,000.
“Because terrorism is so dynamic, you need frequent training in new tactics. We had to establish a school specifically to train our officers at Olilim in Katakwi District,” Mr Wasswa said.

The Counter-Terrorism directorate even bought robots to help them remove or trace bombs in buildings. Given the fact the suspected attackers were from Somalia and would organise from Kenya, Uganda Police Force sent its officers in both countries to gather intelligence.
“We were able to prevent an attack when we were celebrating 50 years of independence in 2012. When terrorists organised in Kenya, we gave intelligence to our counterparts in Nairobi and the suspects were arrested with explosives,” he said.

Organising events
Few months after the attacks, police issued new regulations for those who wished to organise events anywhere in the country. Mr Edward Ssendikadiwa of West Records, a promotion company, said since the July 11 terror attacks, the cost of organising events has shot up.

“You have to write to the Inspector General of Police, then the Commander Kampala Metropolitan Police. In case the event is going to be held in Kampala, regional and division police commanders must be notified. You also have to get officers to man security. The event organiser has to get sniffer dogs and metallic detectors from Counter Terrorism Directorate. All this requires money,” Mr Ssendikadiwa explained.

Previously, an event organiser would only contact the division police commanders about the event. Some event organisers spend as much as Shs80m on security alone. Many event organisers get their funds from beverage companies that hope to sell their products at the function. In the business sense, the longer the events, the more of their products are consumed.

Events in open areas aren’t allowed to go beyond 1a.m. and revellers are expected to vacate the area. Event organisers would allow revellers to be entertained up to dusk to enable them go back home without being attacked.

Mr Ssendikadiwa said the security measures that followed the July 11 changed everything.
“Revellers must leave the event at 1a.m. which put them at the risk of being attacked by criminals along the way,” he said.

Even display of fireworks was banned except on national days. Government opposition too took a swipe after the attacks. Suspicion of terror attacks became reason to deny them from assembling.

Since the terror attacks, no one has ever been the same. Let it be those supposed to ensure that terrorists never succeed and those they protect from successes of terrorists.

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More effort needed to promote human rights

The human rights cause in Uganda has taken both upward and downward trends. The upward trend is owed to the fact that Uganda has made tremendous progress in human rights structural development.

The government was been lauded the enactment of the 1995 Constitution, whose provisions lay a good platform for the protection and promoting of human rights. There has also been commendation to the government for establishing the Uganda Human Rights Commission, the Inspector General of Government, and structures that provide a good platform for upholding human rights in the country.

According to Mr. Muhammed Ndifuna, the chief executive officer of Human Rights Network Uganda, the passing of laws, for example, the Access to Information Act, is also worth noting because it has enabled the public to access information.

“The establishment of the human rights department in the police is also astride the human rights cause in the country has registered,” he adds. The establishment of organs and laws in support of human rights has helped to establish a normative framework that enables people to promote, protect and defend human rights.

Challenges
Mr. Ndifuna, however, says the human rights cause has a long way to go because the various structures and agencies established by the government to protect, promote and defend human rights have come under denigration.

“Many of them are undercut, not well facilitated, or are interfered with. There have also been several incidences of dishonoring some articles of the constitution,” he says.
He says some progressive laws have been systematically violated, taking the country back to where it came from in terms of the human rights violation. Human rights can only be protected in a situation where the rule of law is manifested; one of the cardinal principles is the separation of power.

Mr. Ndifuna says sometimes there is the intrusion of the executive in the judiciary and legislature undermining the protection of human rights. Although human rights defenders have faced many challenges including harassment, some achievements have been registered.
According to Mr. Ndifuna, human rights defenders have managed to monitor and document human rights violations and abuse in the country.

Mr Ndifuna says human rights defenders are also supporting the state to measure up to its obligation under international treaties. Civil society organizations work with government agencies and ministries to ensure that Uganda meets the requirements of the international human rights treaties.

Role of Parliament
The Parliament of Uganda has been instrumental in promoting human rights. Ms Monicah Amoding, the Female Youth representative, says Parliament managed to establish the human rights committee that was not existing. She says the human rights committee of Parliament has worked closely with other stakeholders to monitor policies, bills and laws concerning human rights.

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Workers yet to benefit from unions

Mr Paul Oketch, 45, a worker at one of the sugar manufacturing factories, joined the labour union 10 years ago. Unions help members to enjoy benefits of employment such as fair treatment, better pay, working conditions and fair compensation.

But instead, he has suffered more like other workers who are not unionists. He says, the union leaders who would have helped to fight the exploitation of members, instead ‘connive’ with the employers to make their life harder while at work.

Mr Oketch says their plan to withdraw from the union, which even deducts three per cent of their monthly salary to facilitate its activities, have also been frustrated by both the employer and union leaders.

“We are between a rock and a hard place and our leaders are simply there to collect wealth yet ordinary workers are suffering,” he says. “I even find no justification of deducting three per cent from my meagre monthly salary to facilitate a union, which does not help me,” he adds.

All the unionised workers on sugar and tea plantations scribe to National Union of Plantation and Agricultural Workers of Uganda (NUPAW). But Mr Bruno Pajobo, the NUPAWU secretary general, says some union members speak ‘ill’ of their leaders because they were defeated in elections.

Mr Oketch’s case is one among the many victims as thousands of workers are silently being oppressed at work places but fail to speak out because of fear of losing their jobs.

Corruption cases
Despite their failure to safeguard the rights of workers, union leaders are said to be corrupt, a vice which has affected the organisation’s operations which handles an estimated 300,000 civil servants and 11million private sector employees.
Consequently, this has led to splinter groups that are defeating the desired teamwork spirit.

The Central Organisation of Free Trade Unions (Coftu) broke off from National Organisation of Trade Unions (NOTU) in the run up to the 2006 elections, following elections in NOTU in which workers Member of Parliament, Dr Sam Lyomoku and Mr Christopher Kahirita emerged losers.

But Dr Lyomoki , who is also Coftu general secretary says despite having internal bickering, the current labour movement leadership has tried to deem its image locally and internationally .

“As brothers of the same family, such misunderstands are inevitable but we believe in solidarity and it is through this that we have managed to achieve something,” he says.
He cites the enactment of the National Employment Policy, securing workers’ representation on the National Social Security Fund board, and improving awareness about workers’ rights as some of the achievements registered.

“I do not really think that there is any employer today who doesn’t know that mistreating workers is bad. We have done our part and what is lacking is taking action,” he says.

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Experts call for competitiveness

As workers commemorate World Labour Day, the competence and productivity of people employed in the various sectors remain a growing concern in Uganda. According to the Uganda Bureau of Statistics, the Ugandan labourforce is estimated at 9.8m people, of who 53 per cent are females.

It also indicates that about 75 per cent of the labourforce is below 40 years and yet 30 per cent of the total labourforce is illiterate. An estimated 77 per cent workers have education below secondary school level.

This means that the majority of the individuals who enter the labour market do not have required skills leave alone being aware of the labour laws. Mr Bernard Mujuni, a legal specialist, calls for robust labour administration and competitiveness involving strengthening administrative systems, and personnel to promote labour standards. He says this will promote increased productivity.

Mr Mujuuni says labour productivity and competitiveness should match the infrastructural development. “There should be a deliberate effort to skill and re-orient the critical human resource necessary for delivering the desired industrial growth,” he says.

Skilling Uganda
As a way of enhancing the competiveness and productivity of the labourforce, the government has come up with a new 10-year programme dubbed “Skilling Uganda”. To Ms Jesca Alupo, the Education and Sports minister under whose docket the programme falls, the initiative should be supported by all Ugandans as learners will be trained in competencies and competiveness as opposed to theory. In addition to students, she says the initiative also targets people who are already working and in self-employment.

Apprenticeship
Dr Gideon Badagawa, the executive director of Private Sector Foundation-Uganda, says the private sector is working out modalities together with institutions of higher learning to provide industrial training and apprenticeship opportunities.
“To that effect, we have presented a proposal to the government to incentivise the companies and organisations that take on students for industrial training and apprenticeship with tax exemptions,” says Dr Badagawa.

He stresses that the overall objective of this all-round training programme is to give confidence to the employers that the kind of people they are going to employ will not jeopardise their operations.

“Some companies are skeptical about employing young and inexperienced people because they think they will burn down their factories due to poor handling of machines. So, we want to expose these young people to the real practical world,” he says.

In the region, studies show that Kenya’s labourforce is the most skilled and competent, a reason why Kenyan nationals are aggressively taking on jobs that should be done by Ugandans mainly in the areas of tourism and hospitality, IT, manufacturing, among others.

What the government says
Mr Mwesigwa Rukutana says the government is doing everything in its mandate to enhance the competence of the labourforce through collaborative efforts with other government departments and stakeholders.

“Of course this is the major outcry everywhere, with employers and regional markets saying our people do not have employable skills let alone the right work ethics and attitude,” he says.

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