Nitty gritty of FUFA president Magogo’s manifesto for 2025-2029 epoch

It is a fresh era for Hon. Eng Moses Hassim Magogo as president for the Federation of Uganda Football Associations (FUFA).

Since August 31^st 2013, when he replaced Dr. Lawrence Mulindwa, Magogo has led the Uganda’s football body.

The 101^st elective general assembly that convened at Hoima Resort Hotel in Hoima city, Kitara region confirmed his election for yet another term in office until 2029.

Magogo is also the member of Parliament of Budiope East Constituency in the national august house.

The assembly was also graced by Davis Ndayisenga (FIFA lead at the regional office), Sammy Odongo (assistant commissioner Physical education in the ministry of education and sports), Oweek Robert Serwanga (Buganda Kingdom minister of sports, youth and arts) and others.

Here is the detailed thesis in his manifesto curtailing the various dockets of governance (compliance and legal system), Administration (human resource, management of moveable and immovable assets and ICT); Sport (technical master plan, national academy, pro-football competitions, human capital, infrastructure and life after football).

The business end (finance, marketing, communications), Hardware (FUFA projects), CHAN 2024 and AFCON 2027 hosting rights, stakeholder engagements as well as consolidating upon the achievements attained over the years.

He also hints upon the challenges as inadequate funding, mindset that envisages football as merely recreational and ill-vices that mar football.

1. Governance

Compliance

• Ensure compliance with National laws and Football Regulations
• Robust financial reporting systems and Audits to ensure accountability

Legal System

• Protect FUFA properties and safeguard FUFA’s commercial interests
• Enforce measures that safeguard against vices that compromise match integrity
• Judicial systems that enhance a fast and fair football justice system

Administration

Human Resource

• Adequate staffing with regular performance appraisal as a tool for human resource development
• Results based remuneration to enhance staff productivity
• Conducive working environment with appropriate tools of trade

Management of moveable and immoveable assets

• Safeguard FUFA assets through fleet monitoring system
• Regular physical valuation of assets and update of the assets register
• Liaise with the FUFA Hospitality and Travel Agency on use of FUFA property

ICT

• Automation of football activities for Office Management, Licensing and Transfer of Players
• E-Ticketing and Inventory Management software to enhance commercial value
• HR management payroll software

• Sport

Technical Master Plan

Mission

• Mass football for all andhigh performance culture for elite players
• A universal playing style for Ugandan National Teams and Clubs
• Install Ugandan players in the World’s top football leagues

National Academy

• Create a visible pathway of Elite football originating from Mass football
• Implement Talent Identification Programmes Countrywide
• Development of Elite human resources to support and sustain Elite football development

Pro Football

• Establish model Pro club with structures that enhance talent development
• Create brand visibility for commercialisation
• Viable sustainability models

Competitions

• Rules and Regulations review to keep in touch with the evolving football landscape
• Innovations to enhance quality of the football leagues
• Relationship and advocacy with key stakeholders

Human Capital

• Adequate and competent football human resource i.e. coaches, scouts, referees, administrators, etc.

Infrastructure:

• Fit for purpose playing fields, suitable equipment, and related sports hardware
• Revenue generation for sustainability and maintenance

Life after football:

• Create opportunities for players nearing retirement through skilling, mentorship, job placements, etc.
• Value proposition of a career in football for aspiring players

• Business

Finance

• Effective management of financial resources to support football
• Prioritise expenditure on key areas i.e. National Teams, Competitions, HR, Membership, Hardware, etc.
• Financial management and accountability
• Statutory Compliance- PAYE, WHT, VAT and NSSF to contribute to the National Treasury and Retirement Benefits

Marketing

• FUFA Brandsenhancement through profiling and strategic positioning
• Seek and commercialise new markets
• Digital platforms for e-Business including e-ticketing for gatetakings, and Inventory Management System

Communications

• High quality media content tocommercialise FUFA Brands and Products
• Add value to all FUFA media platforms
• Stakeholders’ engagement to promote and protect the game

• Hardware

FUFA Projects

• Kadiba stadium completion
• Lugazi construction
• Land acquisition and construction other Regional Stadia

• CHAN 2024 Hosting and AFCON 2027

Key Objectives

• Opportunity to convince Ugandans that football is much more than corner kicks and freekicks but touches society in various ways
• Showcase Uganda to Africa and beyond with many of the most recognisable football personalities being hosted in the Country
• Improve sports infrastructure in the country, this beingUganda’s biggest deliberate sports infrastructure investment by government since independence
• Revenue generation from sale of souvenirs and visits to Uganda’s unique sites both natural and man-made

• Stakeholder Engagement

• Outreach to build bridges with key external stakeholders including FIFA, CAF, CECAFA and Government of Uganda in order to solicit their support for FUFA programmes and initiatives
• Involvement of internal stakeholders including Members Associations, Clubs, Referees, Coaches, Players, and Fans in order to work hand in hand in promoting, protecting and developing the beautiful game

• Consolidating Achievements

We have been juggling and will not drop the ball, with our emphasis on

• Governance -adherence to effective reporting systems, policies and procedures; while enforcing regulations and statutory obligations
• Sport -focus on the FUFA Technical Master Plan to engender football human resource development, sports science and technology and high quality of football competitions at all levels
• Business -unlocking the commercial potential of football to generate sufficient resources to invest in promoting, developing and protecting football; as well as for the benefit of the players and other stakeholders

• Challenges

• Inadequate funding resulting in suboptimal investment in football programmes, meagre remuneration of human resource both players and administrative, etc.
• Mindset that views football as merely recreational as opposed to professional career opportunities both as players and administrators or entrepreneurs
• Vices that threaten the integrity of football matches including match fixing, as well as those that infringe FUFA brands such as counterfeits.

List of All FUFA presidents since 1924:

1924 – 1934 – King Sir Daudi Chwa

1935 – 1944 – W.A. Hunter

1945 -1953 – W.B. Ouseley

1954 – 1956 – Eriasafu Nsobya

1957 – 1962 – W.W. Kulubya

1963 – 1964 – George Magezi

1965 – 1968 – A.A.A Nekyon

1969 – 1971 – Henry Balamaze Lwanga

1972 – 1974 – Kezekia Ssegwanga Musisi

1974 -1976 – Eria Mugisa

1977 – 1979 – Capt. Muhammed Sseruwagi

1979 – 1980 – Gerald Sendawula

1981 – Steven Ibale

1982 – Peter Abe

1982 – 1983 – Careb Babihuga

1983 – 1985 – Geresom Kagurusi

1985 – Chris Rwanika

1985 – 1987 – Barnabas Byabazaire

1988 – 1989 – Paul Katamba Lujjo

1989 – 1992 – John Baptist Semanobe

1992 – John Ssebaana Kizito (May – December)

1994 – Ben Kurtis Omoding Snr

1994 – 1995 –Moses Ali

1995 – 1998 –  Hajji Twaha Kakaire

1998 – 2004 – Denis Obua

2005 – 2013 – Dr. Lawrence Mulindwa

2013-todate: Eng. Moses Magogo Hassim