Can Data on Police Practices Improve Citizen–Police Relations with the Uganda Police Force?

For those following developments in policing in Uganda, the first few months of 2017 have not been among the best moments for Uganda’s national police force.

What could the Uganda Police be doing wrong?

In the concluded procurement and disposal audit conducted by the Public Procurement and Disposal of Public Assets Authority (PPDA), Uganda’s police force was cited for issuing Local Purchase Orders (LPOs) and contracts based on expired bids, as well as failing to state procurement timelines in its procurement plan.

These findings may reflect weaknesses in internal data management systems. A well-managed data system provides institutions with an integrated view of their operations and a clearer understanding of how decisions in one area affect others. If such systems were functioning effectively, issues such as issuing Local Purchase Orders on expired bids could likely have been detected and prevented earlier. Despite these operational weaknesses, the police budget has steadily increased over the years. However, it remains difficult to determine whether these budget increases improve conditions for ordinary police officers because reliable data on internal performance remains limited.

Concerns about data management within the Uganda Police Force are not new. In the foreword to the Uganda Bureau of Statistics (UBOS) Sector Strategic Plan for Statistics for the Uganda Police Force (2006/07–2010/11), Inspector General of Police General Kayihura noted that statistical processes within the police force were poor, inaccurate, uncoordinated, and not time-sensitive. Without effective data management systems, combined with limited transparency in police operations, citizens may easily misinterpret police decisions and institutional practices. In such circumstances, citizens may rely on assumptions and speculation to interpret police actions.

The Uganda Police Force frequently ranks among the most corrupt institutions in the country and has also been identified as one of the most corrupt institutions in the East African region, according to the Transparency International East Africa Bribery Index. While corruption perceptions are influenced by many factors, limited transparency and restricted access to institutional data may contribute to negative public perceptions.

For example, the FY 2017/2018 budget allocated approximately UGX 44 billion for the purchase of tear gas to control crowds and UGX 51.1 billion for handling post-election violence.

Addressing these challenges requires immediate institutional reforms.

Uganda’s national force could do better only if it prioritizes data management, access to information, and increased focus on transparency. In a transparent institution, data availability, combined with the tools that transform data into usable information, empowers end users to make quick, informed decisions that can make the difference between success and failure.

As custodians of law and order, the Uganda Police Force should invest in increasing access to information about its operations and create mechanisms that allow citizens to better understand what police officers are doing in their official roles, how they are doing it, and how they are fulfilling their responsibility to ensure public safety. This will not only restore public trust and confidence in Uganda’s police but also push them a step ahead in the transparency curve.