POWER CRISIS! UEDCL under fire as UMEME legacy haunts new distributor

By Our Reporter 

KAMPALA — The Uganda Electricity Distribution Company Limited (UEDCL) is facing mounting public frustration over electricity service delivery following its takeover of the national distribution network from private operator UMEME, with questions emerging over whether the state-owned utility can match the performance culture of its predecessor.

While many Ugandans have complained about what appears to be a deterioration in electricity services since the transition, critics argue that the challenge goes beyond infrastructure and requires a fundamental change in institutional culture, accountability and customer care.

UMEME operated under a commercial model in which efficiency, revenue collection, customer satisfaction and profitability were central to its survival. UEDCL, on the other hand, is a government-owned utility whose performance will largely be judged by its ability to deliver reliable electricity to consumers across the country.

Although UMEME had its own shortcomings, proponents of the private-sector model argue that commercial pressure created stronger incentives to respond to faults, improve efficiency and maintain customer confidence.

Questions are now being raised over whether UEDCL can adopt and sustain similar standards as it assumes responsibility for a much larger electricity distribution network.

OLD CHALLENGES, BIGGER RESPONSIBILITY

Even before taking over the main distribution network, UEDCL was responsible for supplying electricity in several remote and challenging parts of Uganda, including areas such as Kanungu, where small hydropower installations serve some communities.

However, service delivery challenges in some of these areas persisted, raising concerns about whether the institution had developed the operational capacity and customer-focused culture required to manage the expanded network effectively.

Analysts argue that transferring infrastructure, offices, vehicles, substations and electricity networks does not automatically transfer the institutional discipline needed to deliver efficient services.

They contend that organisational culture, staff attitudes, management systems and accountability mechanisms are equally critical in determining whether consumers receive reliable electricity.

EFFICIENCY OR BUSINESS AS USUAL?

One of the major concerns surrounding public institutions is whether inadequate performance attracts meaningful consequences.

Unlike private companies operating under commercial pressure, government entities can face weaker incentives to improve performance when revenue and institutional survival are not directly threatened by customer dissatisfaction.

Critics say this can create an environment in which salaries are paid, offices remain operational and activities continue, even when service delivery falls below public expectations.

For UEDCL, the challenge will be to demonstrate that public ownership does not have to mean slow responses, weak accountability or indifference to consumer complaints.

The utility will need to establish a culture in which electricity faults are addressed promptly, customer concerns receive timely responses and managers are held accountable for measurable results.

NEPOTISM, COMPETENCE UNDER SCRUTINY

Recruitment practices and staff competence have also been highlighted as important factors in institutional performance.

Concerns about patronage and nepotism in public institutions raise questions about whether appointments are consistently based on merit, practical ability and a proven record of delivering results.

Competence, observers argue, cannot be measured solely by academic qualifications or certificates displayed on office walls. It must also be demonstrated through initiative, problem-solving, teamwork and the ability to deliver results under pressure.

Where individuals lack the practical skills required for their responsibilities, even well-equipped institutions can struggle to meet their mandates.

Organisational chemistry also matters. Poor supervision, internal divisions, weak teamwork and a lack of shared purpose can undermine the performance of an entire institution, even where technically qualified employees are available.

CAN UEDCL MATCH UMEME?

The central question is whether UEDCL can build a performance-driven culture that prioritises efficiency, accountability, urgency and customer satisfaction.

Although UMEME had its own challenges, critics of the current transition argue that UEDCL should identify and retain effective operational practices rather than allow service delivery to deteriorate under public management.

The electricity distributor must prove that it can turn its expanded mandate into better service for households, businesses and industries.

For consumers, the debate is not fundamentally about whether electricity distribution should be managed by a private company or a government institution.

Ugandans want reliable power, prompt repairs when faults occur, responsive customer care and fewer disruptions to their daily lives and businesses.

The bottom line is simple: infrastructure can change hands overnight, but a culture of efficiency cannot be transferred through a handover document. UEDCL must prove its worth through performance, not promises.