After years of electoral setbacks, persistence, and grassroots engagement, Mr John Francis Oketcho finally clinched the Bugiri Municipality parliamentary seat, marking a political comeback shaped by resilience, community trust, and a long-standing commitment to service-driven leadership across party lines.
His victory was not accidental, but the result of sustained groundwork, consistent presence among voters, and deliberate rebuilding of political structures that transformed earlier narrow defeats into a decisive mandate anchored in performance, credibility, and a clear development-oriented vision.
In an interview with the Nile Post, Mr Oketcho reflected on his political journey, the lessons learned from previous electoral defeats, the role of the NRM party, and his vision for transforming Bugiri Municipality and the wider Busoga sub-region.
Excerpt:
Who is John Francis Oketcho?
John Francis Oketcho was born in a small village called Kimbale in Muterere Sub-county, which was part of the greater Bugiri area. Today, my home is in Bugiri Municipality, specifically in Nkusi A Ward. I have been actively involved in Bugiri Municipality politics since 2012 up to today. My journey has not been easy, but it has been consistent, intentional, and rooted in service to the people.
How decisive was your victory?
There were seven candidates in total. However, the real contest was among four major contenders: the incumbent, myself, the NUP candidate, and a very vibrant lady leader, whom I fondly refer to as my Senga, Ms Nnalongo.
It was not an easy race, but we won with a margin of approximately 1,800 votes. That victory reflected years of groundwork and trust-building with the people.
Could you take us through your educational background?
I am proud to say that my education is deeply rooted in local Ugandan institutions. I began my education in Kimbale village, my home area. After primary school, I joined Bukooli College for my O-Level education, where I performed very well.
I later joined Iganga High School for Senior Five, but due to financial challenges, I transferred to Mukono Town Academy, where I completed my Higher School Certificate successfully. I was admitted to Makerere University to pursue a Bachelor’s degree in Education. However, financial difficulties forced me to temporarily drop out.
A well-wisher, Mr Kanayaka, supported me to enrol at the Institute of Teacher Education in Kyambogo, where I completed a Diploma in Education. Shortly after, I was fortunate to secure employment with Compassion International as a Project Director. This opportunity enabled me to return to Makerere University, where I completed my degree and graduated in 2003.
Driven by a passion for development, I later pursued a Master’s degree in Development Studies at Kampala International University. I also undertook postgraduate training in project planning and management at UMI, child growth and development at Daystar University, and several other professional courses.
Could you briefly summarise your professional career?
My career has been largely community-centred. I served as a Project Director at Compassion International and later founded my own organisation, FOCREV Uganda, where I worked with partners such as World Vision, the Uganda AIDS Commission, and USAID on community health and HIV/AIDS programmes.
I also worked under the IGAD framework on the Regional HIV/AIDS Partnership, where we developed common treatment protocols for the entire East African region. Later, I served as the Technical Support Lead for the USAID-funded Better Outcomes for Children (BAFO) project in Eastern Uganda.
In the private sector, I served as Board Chair for Coca-Cola distributors in Uganda. Before joining active politics, I founded Radson Consult Uganda Limited, a consultancy firm specialising in biomedical engineering training and health systems support. I currently serve as its CEO.
Are you married?
Yes, I am married and blessed with a family. Like many Ugandan men, I prefer to keep my children away from public discussion, but I can say that my family is growing, stable, and supportive. They are a strong foundation for my public service.
You first contested for this seat in 2018. Walk us through that experience and what happened.
Yes, in 2018, we went into what was technically a by-election, although it was more of a delayed general election due to administrative reasons. That election coincided with the rise of the People Power wave, and the entire country’s attention was focused on Bugiri Municipality.
Like many elections in Uganda, strategy matters greatly. You may win on paper, but if you lack a solid strategy to guard your vote, it can be taken away from you. In that election, victory narrowly went to my brother, Hajji Asuman Basalirwa, by a very small margin.
We are children of the same family, and I made a personal decision not to take the matter to court. I believed that the real court was the People’s Court. So instead of litigation, I went back to the ground.
You contested again in 2021 but lost. What happened then?
The 2021 election was conducted during the Covid-19 period, which created unique challenges. At that time, many people still had hope that my brother, who had served for only three years, would perform better if given a full term. Once again, I lost, this time by about 690 votes.
However, I did not give up. I strongly believe in resilience and persistence. Those two values are deeply rooted in me. I took time to reflect, to calm down, and to redesign my strategies. I carefully studied the gaps and weaknesses that had affected my campaigns in both 2018 and 2021.
By the time we reached 2026, our strategies were much stronger. We had built deeper structures, stronger community trust, and clearer messaging. This time, we presented ourselves as a more prepared and grounded candidate, and the people responded.
What inspired you to join politics in the first place?
My inspiration comes primarily from my professional background. I am a development specialist, or what some may call a development scientist. For most of my career, I have worked directly with communities, particularly vulnerable populations.
I worked on USAID-funded projects focusing on people living with HIV/Aids and vulnerable children. I also implemented the IGAD Regional HIV/AIDS Partnership Project, which played a key role in developing a common HIV/Aids treatment protocol across the East African region. Under this framework, a patient could access treatment in Nairobi just as easily as in Kampala.
Through this work, I gained firsthand exposure to the realities faced by women, children, and marginalised communities. I understood their needs, their struggles, and the policy gaps that prevent effective service delivery. Over time, I realised that many of these challenges could only be addressed through legislation and governance. That realisation pushed me into politics.
You often speak about poverty in Busoga. Why is this issue so personal to you?
Busoga was once one of Uganda’s most productive regions. We were known for coffee, maize, cassava, and beans. Today, despite still having fertile land, Busoga is ranked among the poorest regions in the country, second poorest in fact.
As a development professional, this deeply disturbed me. I began asking hard questions: what went wrong? Why are our people poor despite abundant government programmes such as PDM, Emyooga, and others?
When I investigated further, I discovered that the problem was largely governance-related. Leaders were not effectively mobilising communities, sharing information, or guiding people to access these programmes. In Bugiri Municipality, for example, only three women had accessed the GROW programme since its inception. Only three in the entire municipality.
That is not because people are lazy; it is because information was not shared. Leadership is about providing the right information to the right people at the right time. When leaders fail in that duty, communities remain trapped in poverty.
What key lessons did you learn from your years in the political wilderness?
One major lesson was that identity politics—religion, tribe, or sympathy—can only take you so far. In Bugiri, many people initially voted along religious or tribal lines. But over time, they began to ask a more important question: can this person deliver?
Even when I lost elections, I remained on the ground delivering services, supporting community initiatives, and implementing small programmes. My interest has always been service, not just holding office.
People eventually saw consistency, commitment, and impact. They realised that performance matters more than identity. That shift in mindset played a huge role in our victory.
What are your political ambitions going forward?
What I prayed for, God has already given me. I am now a Member of Parliament. That said, ambition is natural. If I perform well and I am entrusted with a ministerial position, my people will benefit even more. Leadership is about responsibility, not entitlement. If opportunities arise based on merit and performance, I am ready to serve.
How much of this victory do you attribute to the NRM party machinery versus your personal connection with voters?
I was born NRM. My father was originally UPC but later crossed to NRM. I have never joined any other party in my life. I have served the party at various levels, including as National Publicity Secretary of the NRM Entrepreneurs League, representing entrepreneurs at the party’s top organs for over ten years.
Urban areas are often dominated by opposition politics, but in Bugiri Municipality we deliberately mobilised the youth and women to understand and support NRM. As a result, NRM’s performance improved from 43 percent in 2021 to over 56 percent in this election. That shift did not happen by accident.
What caused this shift in NRM’s fortunes in the municipality?
Two key factors. First, government programmes were not being properly explained or marketed to the people. Health centres were built, PDM funds released, roads improved—but without leaders to communicate this, people blamed government for everything.
Second, opposition leaders focused more on rhetoric than delivery. People do not eat words. They want tangible results—schools, health services, income opportunities. When people compared delivery to mere talk, they made their choice.
What are your priority projects in the first 100 days?
I have structured my agenda around four core programme areas. First is infrastructure development—roads, drainage, health facilities, schools, street lighting, and water systems.
Second is household income and food security, which is my top priority. Infrastructure means little if families go home hungry. We are rolling out a Social Enterprise Project that organises youth and women into income-generating groups—chapati makers, vendors, fish sellers, second-hand clothing traders—and supports them to grow sustainably.
Bugiri is a major transit point on the Trans-African Highway. How can this be better leveraged?
Despite being on the highway from Busia to Kigali, businesses bypass Bugiri and invest in Iganga or Jinja. Our first step is stakeholder engagement—bringing together traders, investors, and manufacturers.
We must brand Bugiri around specific enterprises, such as maize or coffee processing. If someone wants maize flour, they should think of Bugiri. That is how we reclaim our lost economic glory.
Many MPs lose touch with their constituents. How will you stay connected?
The people elected me; therefore, they are my first responsibility. Parliament facilitates MPs with fuel precisely so they can return home every weekend. From Friday to Monday, I will be on the ground.
People ask for money because they are not empowered. If I help you start a poultry project today, you will not come back tomorrow asking for handouts. Empowerment is the solution, not switching off phones.
Your predecessor was considered a high-profile legislator. How will your style differ?
There is no monopoly on being high-profile. I speak Lusoga and English, just like he did. I live the same realities as my people.
Parliament needs diversity—development economists, educators, businesspeople—not only lawyers. My background in development and community work equips me to propose practical, pro-people laws and policies. My leadership philosophy is simple: leadership is not about wealth or status; it is about service and sacrifice. If we focus on empowering people, strengthening governance, and delivering real impact, Bugiri Municipality will rise again.
How do you plan to unite the people of Bugiri across party lines—NUP, NRM, FDC, and others—now that you are their Member of Parliament?
Unity begins with service. The services we deliver do not ask for a party card. A health facility does not serve NRM members only; roads, schools, water, and electricity benefit everyone regardless of political affiliation. When people sit together and see that a service has been delivered and that everyone benefits from it equally, the basis for division disappears.
That is my first unifying principle: inclusive service delivery.
Secondly, dialogue is critical. Immediately after winning this election, I reached out to my competitors—the people I contested against. I told them clearly that the first phase of the contest had ended. Elections are temporary, but leadership is continuous.
Each of us came with ideas in our manifestos. Instead of throwing those ideas away, I invited them to a roundtable so that we can combine the best ideas for the benefit of our people.
Leadership by example matters. Politics should only return at the end of a term, when leaders present their record—what I often call their CV—to the electorate. That is how mature democracy should function.
Personally, I have deliberately avoided unnecessary political battles. I am free to work with any leader, as long as it benefits the people of Busoga and Bugiri in particular. My goal is to be a unifying factor, not a dividing one.
What is your assessment of the performance of the 11th Parliament?
It is important to approach this question with humility. There is a saying that if you live in a glass house, you should not throw stones at your neighbour. I am just entering Parliament, and it would be premature for me to pass sweeping judgments.
Voters are very observant. They watch how their leaders behave, how they vote, how they speak, and how policies affect their daily lives. People-centred governance is no longer optional. Every policy must answer a simple question: “How does this help me?”
My focus is therefore not on judging others, but on ensuring that when my time comes to account, I can honestly say that I tried to serve, deliver, and represent my people to the best of my ability.
Some critics argue that MPs have become submissive to the Speaker and are no longer independent. What is your view?
Building a good working relationship with the Speaker is not a weakness; it is an institutional necessity. The Speaker is the head of Parliament.
The real question is what that relationship produces for the people. Proximity to power only makes sense if it translates into tangible benefits for constituents. Leadership must always have a visible trickle-down effect.