What We Do

Despite the presence of strong institutional stakeholders, communications initiatives in Uganda are sometimes implemented in a siloed manner. For instance, behaviour change communications campaigns are, in most cases, not aligned with strategic communications efforts, media engagement as well as documentation.

The fragmentation does not end there. Donors, NGOs, and government institutions often engage multiple firms to deliver different components of communication work; one agency to manage media buying, another to develop strategy, a third to document results, and yet another to handle digital engagement. While each may deliver competently within its mandate, the absence of integration produces inconsistent brand voice, repetition of work, inefficient use of limited resources, and at times contradictory messaging.

There is also a persistent gap between strategy and lived reality. Well-written strategies at times fail to resonate at community level because they are designed with limited participation from intended beneficiaries. Pre-testing is minimal, community structures are underutilized, and communities’ lived experiences are not adequately integrated into campaign design. As a result, most messaging is technically sound but socially disconnected.

Recent risk communication efforts have further illustrated these challenges. During public health crises such as Ebola and COVID-19, communication efforts are sometimes viewed with suspicion. In the case of COVID-19 for example, communities questioned motivations behind the immunization campaigns, viewing them as politically motivated rather than as protective public health measures. Additionally, although audiences are increasingly digital — particularly young people — communication tactics have not consistently evolved at the same pace. Social media, data analytics, and innovative digital storytelling formats remain underutilized. The result is a widening gap between where audiences are and how institutions communicate.

Finally, documentation and learning remain weak across many programmes. Reporting is frequently reduced to technical end-of-project documentation that emphasizes success stories while avoiding discussion of failures and lessons learnt. Yet sustainable growth depends on institutional learning, including the ability to properly review what did not work and adapt accordingly.