Uganda’s cultural wealth and vibrant creative sector are poised to drive economic growth, social cohesion, and cultural preservation. However, the Uganda National Cultural Centre (UNCC), established under the Cap 50 Uganda National Cultural Centre Act of 1959, is struggling to lead the Cultural and Creative Industries (CCIs) effectively. As we delve into the development of CCIs, it becomes clear that significant reforms are needed for the UNCC to fulfil its potential.
Cultural and Creative Industries encompass various sectors including music, dance, theatre, literature, visual arts, design, film, and digital media. These industries contribute significantly to GDP, employment, and cultural identity globally. With its rich cultural heritage and dynamic youth population, Uganda is well-positioned to harness the power of CCIs for national development. Yet, this potential remains largely untapped.
The UNCC’s mandate, defined by the 1959 Act, includes providing and establishing theatres and cultural centres, encouraging and developing cultural and artistic activities, and providing accommodation for cultural, artistic, academic, philanthropic, or educational organizations. Despite this broad mandate, the UNCC has been hamstrung by several structural and legislative limitations. The 1959 Act is antiquated, focusing on physical infrastructure and narrowly on music and theatre. This framework fails to accommodate the diverse and evolving nature of CCIs in the digital age.
The Act reduces the Board of Trustees to mere rent collectors rather than strategic leaders and advocates for cultural and creative development, stifling innovation and strategic planning. Furthermore, the existing legislation provides for district art committees to be appointed by the Minister, but it is unclear how they would relate to the UNCC. Worse still, these committees have never been appointed, likely due to their redundancy in modern times. Additionally, the Act does not provide for a well-structured management team. The position of Executive Director, crucial for operational leadership, is effectively illegal under the current legislation. UNCC’s primary revenue sources—rental income and minimal national budget allocations—are insufficient for meaningful development. The lack of development funding has resulted in the stagnation of infrastructure since 1959.
Compounding these issues is UNCC’s limited influence, which is predominantly confined to Kampala. For a national institution, this is unacceptable. The UNCC is not spearheading regional festivals or events to grow the arts, expand markets, and improve its national footprint. Even its activities, such as the annual Culture Festival, are marred by unprofessionalism. The lack of professionalism is evident in the planning and execution of these events, raising concerns about the institution’s overall competence.
Moreover, UNCC currently runs the National Theatre and Nommo Gallery, both of which should be flagships of cultural activity. However, the crafts market under the National Arts and Cultural Crafts Association of Uganda (NACCAU) often feels neglected by UNCC. Customers and artisans alike are hampered by parking fees, which deter potential visitors and buyers. This oversight indicates a lack of strategic integration of all cultural activities under the UNCC’s umbrella.
Could the UNCC’s reputation be recultivated by adopting new thinking about its services? Instead of office rentals, can we convert existing spaces into robust creative hubs to enable artists to create quality works? To revitalize the UNCC and enable it to champion CCIs effectively, comprehensive reforms are necessary. Updating the Cap 50 Act is imperative. The revised legislation should broaden the scope of UNCC’s mandate to include all art forms, incorporate digital technologies, and delineate governance structures with a robust management team. UNCC needs to develop strategic investment plans and actively seek diverse funding sources, including government development funds, international grants, and private-sector partnerships. Annual reports should be published to provide stakeholders with clear insights into UNCC’s accomplishments and challenges. Regular stakeholder engagement through annual review meetings and collaborative budgeting processes will enhance transparency and build trust.
UNCC must optimize the use of its facilities. This includes ensuring that key amenities like the restaurant and studio are managed effectively to attract and serve the creative community. Emphasis should be placed on quality and affordability. Active engagement with all CCI stakeholders—including artists, cultural organizations, educational institutions, and the private sector—will foster a collaborative environment for growth and innovation. Stakeholders should be involved in developing master plans for existing lands and infrastructure and in creating strategic initiatives.
The UNCC holds the potential to be the driving force behind the development of CCIs in Uganda. However, to realize this potential, significant reforms are needed. By updating its legal framework, adopting strategic financial planning, enhancing transparency and accountability, optimizing facility use, and broadening stakeholder engagement, the UNCC can transform into a dynamic leader for Uganda’s cultural and creative renaissance. The time for these changes is now, to ensure that Uganda’s rich cultural heritage and creative talents are harnessed for sustainable national development.
The writer is Vice Chairman of the National Culture Forum. www.ncfuganda.org.ug
