On 5th February 2026, the SC Villa board of trustees, together with the club’s executive committee, convened a closed-door meeting whose key outcome was the scheduling of a General Meeting set for 1st March 2026, with a clear agenda already laid out.
Notably, item number three on that agenda focuses on crafting the club’s electoral roadmap — a matter of significant importance, considering that, by statute, elections were due in November 2025 but were delayed due to unforeseen circumstances.
As the club moves toward defining its electoral path, it becomes both timely and necessary to first assess the four-year tenure of Hajji Omar Ahmed Mandela, the man who has steered the club during this period. A balanced evaluation is required: where he has delivered and made meaningful progress, and where he has fallen short or needs improvement, should he decide to seek another term at the helm.
ACHIEVEMENTS
Legal, contractual and financial realignment
At the time of the takeover, the club faced significant financial strain, with staff salaries in arrears for months and outstanding debts owed to several suppliers. One of the early priorities of the leadership was to clear these obligations in an effort to restore stability and rebuild trust.
Another longstanding issue traces back to the aftermath of the 2012/2013 split, during which SC Villa Jogoo (U) Limited emerged as a company aligned with the club. Its continued influence resurfaced in 2024 when Ivan Kakembo — a former CEO during the Missaga era — stated on his X account that he was receiving mails regarding CAF Champions League on behalf of the club despite not holding an official role at the time.
According to a report by Daily Monitor, authored by Isaac Walukagga on 22 November 2025, the company had also registered the club logo as its trademark despite lacking direct ties to the current structure of SC Villa.
While such matters have often received limited public focus, the leadership has made efforts to realign the club’s identity and operations under a single, independent structure.
Unlike the earlier practice of issuing short-term deals of six months or one year, the club has in recent times shifted toward offering players three-year contracts, a move that promotes greater stability and continuity within the team. While the long-term outcomes of these agreements will only be clear once they run their course, the change itself reflects meaningful progress in addressing a long-standing structural challenge.
In addition, the club has shown notable consistency in meeting its contractual obligations, including the timely payment of player salaries and allowances. Prior to his tenure, reports of player strikes over unpaid wages were common across various tabloids. Since Hajji Omar Ahmed Mandela assumed leadership, such incidents have largely disappeared, suggesting a significant improvement in financial discipline and player welfare.
Technical shot
The long wait for the 17th league title finally ended in 2024 when SC Villa reclaimed the championship under his leadership. While some may view it as a one-off achievement, the triumph was no accident, especially considering the club had narrowly missed out on the final day of the previous season.
Strategic recruitment of quality coaches and players along the way played a pivotal role in making the success possible. The momentum has since continued, highlighted by the recent FUFA Super 8 victory, further strengthening the silverware record achieved during Hajji Mandela’s four-year reign.
It is equally important to recognize that the successful recruitment of quality players and coaches stands as a notable achievement during this period, especially when compared to the seasons preceding Mandela’s arrival, further underscoring his positive technical record.
Significant infrastructural step
Before Hajji Omar Ahmed Mandela took office, the club’s training arrangements were largely unstable, with sessions held at various locations due to the decline of Villa Park as a suitable training venue.
One of the early decisions during his tenure was the move to establish the grounds at East High School as the club’s primary training base — an arrangement that has provided continuity and remains in place to date. While the grounds are not owned by the club, a notable level of stability has been maintained throughout this period.
In addition, the club’s offices, formerly located in the Industrial Area, were relocated closer to the training grounds. This strategic shift strengthened the link between the administrative and technical departments, addressing longstanding structural and infrastructure challenges and improving operational efficiency to a significant extent.
AREAS OF IMPROVEMENT
Publicity gaps
Despite the widespread belief that SC Villa commands the largest fanbase in the country, this strength has rarely translated into visible, measurable support. A major reason for that invisibility has been the club’s longstanding weakness in public relations and media engagement. Rather than capitalizing on its rich history and presumed following, the club has struggled to build a strong presence in both mainstream and social media, and this trend has largely persisted even during Hajji Omar Ahmed Mandela’s tenure.
This limited media footprint has also affected fan mobilisation. At the beginning of the era, efforts by Missaga to revive fan branches generated optimism and momentum, but that energy appears to have gradually faded. While some groundwork may still be happening behind the scenes, the overall impact remains modest and has yet to significantly strengthen the club’s visibility or engagement.
Furthermore, weak public relations and communication have had a direct negative effect on the core of the club’s structure — the VMT system. Whether intentional or not, the club has not done enough to sensitise supporters and the wider public about its ownership model and organisational framework. As a result, what could have developed into a successful and widely embraced venture has struggled to gain the understanding and support necessary for long-term success.
Home ground dilemma
While there has been encouraging progress in infrastructural stability over the past four years, highlighted by the club’s consistent use of a single training ground, it is equally important to address the continued absence of a permanent home ground.
Although indications suggest that a solution may be on the horizon, the reality remains that this significant challenge has yet to be resolved during the same four-year period.
Technical flaw
The junior side has remained one of the most worrying aspects, showing little to no meaningful progression in both on-field results and player development. Before Mandela’s tenure, the academy produced notable talents such as Charles Lwanga, Gavin Kizito, and Abdallah Salim, while historically, Jogoo Young was renowned for consistently nurturing top players over two decades ago. However, from 2021 onwards, no player of real impact has successfully risen from the junior ranks to the first team — a clear indication of a technical shortcoming where Hajji Mandela’s leadership has struggled to deliver.
Revenue gaps and missed financial opportunities
Drawing further reference from the 22 November 2025 article published by Daily Monitor, where Walukagga acknowledged that the club currently has no active income stream, the situation may be understandable within the realities of an amateur football environment. However, there remains a strong view that more deliberate efforts should have been undertaken in areas such as merchandising, seasonal ticketing, and broader sensitization around VMT to either strengthen existing revenue structures or establish sustainable new ones.
Additionally, contract renewals have been a major concern, with the club repeatedly failing to retain key players over time. Renewing contracts not only provides a technical advantage through continuity on the pitch but also creates potential financial value through player sales. The recent departures of players such as Gift Fred, Charles Bbaale, Kenneth Ssemakula, and Umar Lutalo illustrate this gap. While their exits may ultimately have been unavoidable, better management could have ensured financial returns for the club, contributing toward addressing — or even building — the currently non-existent income stream, which unfortunately never materialized.
Very insightful article. Thank you