House of Talent East Africa’s chief
executive officer is a performing arts entrepreneur who is making money
by nurturing creativity to preserve Uganda’s cultural heritage. He also
wants to ensure the transfer of cultural assets and values from one
generation to another through expressive cultural arts such as
storytelling, writes DENNIS D. MUHUMUZA.
For many would-be entrepreneurs, finding the true profession occurs in the hour of need.
Andrew
Lwanga Ssebaggala had never appreciated those words until December 2008
when the donor-funded projects he had been managing under the Uganda
Theatre Network (UTN) ended their lifecycle.
  |
| Ssebaggala shows off the Award he scooped after
his business proposal was voted the best business plan by Private Sector
Foundation. Photo by Rachel Mabala. |
Instead of pushing
the panic button, Ssebaggala established House of Talent East Africa
(HOT)—a cultural and performing arts company to create employment and
enhance the appreciation of the role of culture in national development.
“I
started in January 2009 with about Shs1.2 million which was part of my
savings. I used this to hire working space, and buy cultural instruments
like a set of drums, xylophone, shakers and a few costumes,” he says.
Ssebaggala
then combed for multitalented youths: actors, dancers,
instrumentalists, singers, writers, poets, producers and motivational
speakers because he was determined to make HOT a one-stop shop for all
live arts with tailor-made services where a client would walk in and
have all their entertainment needs met. This quickly gave HOT an edge
over the competition.
The 33-year-old who holds a Makerere University diploma in
Music, Dance and Drama, and a Human Resource Management degree from
Makerere University Business School (MUBS) is a city-born whose first
job was a bar attendant.
While at Makerere University, he worked
as a freelance reporter for Sanyu FM and Radio Maria. He also worked as
a general manager for Kingdom FM. He also performed with Abu Kawenja’s
Adzido Performers, and taught music, dance and drama in primary and
secondary schools during his vacations – which all combined to refine
his management and communication skills, giving him vast knowledge of
the arts and culture sector.
With that diverse experience and
professional expertise, it did not take long for Ssebaggala to win
credibility as an arts manager and entrepreneur. He was the manager of
this year’s arts projects UMOJA Cultural Flying Carpet Uganda, NUVO Arts
Festival and Alfajiri Productions’ Silent Voices.
HOT employs 34
artists who have performed at State, corporate and private functions.
This year, the ensemble was the key performer at the National Heroes
celebrations in Nakaseke. This elicited a standing ovation, handshake
and an ‘envelope’ from President Yoweri Museveni. The group has also
performed at local and foreign festivals alongside live bands and world
music artistes like Ndere Troupe and Joel Sebunjo, hypnotising foreign
and local audiences with live cultural music played on traditional
instruments, accompanied by the dances and songs.
Alongside the
provision of a complete cultural package from all regions of Uganda, HOT
also offers short training in music, dance, drama to individuals,
organisations and schools. It has public address/music systems for hire
and offers audio and video production services that continue to attract
clients in entertainment circles.
“Today, our business is worth more
than Shs300 million as per our latest balanced sheet. Talking of the
balance sheet may sound surprising in the arts business, but we audit
our books to be professional in all we do,” says Ssebaggala.
Turning point
Ssebaggala’s dictum is ‘Good art makes good money and good money makes good art.’
“So,
I always encourage my team to be innovative but remain true to our
cultural expectation and authenticity. Quality matters in this business
as in any other. We package our artistic products professionally,”
Ssebaggala
says. It is no wonder that organisations such as the Certified Public
Accountants of Uganda, ministry of Gender, Labour and Social
Development, State House, Office of the President, Lions Club
International, the Cross Cultural Foundation of Uganda, and the Uganda
Coffee Federation, among others, have engaged their services for more
than three times because they get value for money.
Ssebaggala’s
real turning point was when he won the 2010 Start-Your-Business
competition organised by the Private Sector Foundation of Uganda. His
business proposal was voted the Best Business Plan and won him about
Shs126 million ($50,000) which he injected back into HOT.
A year
later, HOT got another award during a cultural gala organised by the
Uganda National Cultural Centre as the best performing group and the
best arts and culture service provider.
Future prospects
Determined
to avoid the fate of business founders whose businesses die with them,
Ssebaggala sold some shares in his company, but retains the title of
chairman and executive director of HOT. He says, “HOT is not a one-man
show like other arts organisations, but has shareholders who are
directors.”
He shares the model that his company
has adopted, “We have devised a robust system and management to
operationalise the strategic and business plan of the company. We have a
formidable system and clarity of where we want HOT to be and who is
responsible for what.”
He is optimistic that in the next seven
years (2014 to 2020), the company will have an “artistic centre with
professional facilities including a 2,500-seater auditorium, dance
studio, art gallery, audio-visual studio, cultural arts library,
training rooms, gym, open-air theatre, and housing for resident
performers and staff.”
The company will also have the capacity to
fully employ at least 50 artistically talented youth as full arts
professionals with salaries and not just allowances, well trained in
both technical aspects of the arts and business operations.
“We
shall also start the plan of opening HOT Centres in the Northern,
Eastern, Western and South western parts of Uganda, and finally be among
the top 100 tax payers – which will be a wake-up call to government to
prioritise arts and culture and invest in it.”
The potential of Uganda’s arts and cultural industry
According
to the Ugandan Constitution, the country has 65 tribes to draw from yet
Ssebaggala says not even an eighth of these have been tapped. The
industry has more than 100 cultural troupes and drama groups, each
comprising more than 20 artists, more than 50 direct cultural
institutions, many musicians, bands, events companies, production
studios, fine artists and craft makers, music, dance and drama teachers.
“This
is a big constituency that one cannot take for granted. Cultural
industries have the potential to greatly reduce the unemployment problem
in Uganda, and improve the livelihood of the marginalised, the poor and
the vulnerable,” Ssebaggala says. “Cultural artists also promote
all the aspects of our cultural heritage that attract tourists and
widen our revenue base. They also play the educational and sensitisation
role as they facilitate community action against practices that impinge
on human dignity.”
Challenges
Yet the
industry is still beset by insufficient skills especially in management
and marketing of artistic and entertainment services; lack of all
required music equipment, training facilities and transport means plus
limited exchange with other professional entertainment groups outside
Uganda.
Others include limited access to professional venues for
artistic performances; many unregulated entertainment groups; little
interest from private business sector; limited access to information on
the industry; few theatre schools for further training; non-operational
cultural policy and copyright law; insufficient funds allocated for the
arts and culture sector all compounded by the poor perceptions on arts
and entertainment as a profession.
But who is to blame for the
industry’s negative perception? “All the unprofessional acts are rooted
in the fact that there is nobody setting the standard for us to follow,
strategise and plan for the industry to become robust with well-trained
and disciplined artists who respect professional ethics and earn well
from the industry,” says Ssebaggala. “We need to know the exact number of the players so that the relevant bodies can plan for the industry.”
Ssebaggala
is already setting the precedent for professionalism at HOT by
implementing what he describes as “Continuous Professional Development –
an important concept in the arts and culture realm.”
It
is because of his faith in Uganda’s arts and culture industry and the
lack of professional arts managers that Ssebaggala is pursuing a Masters
degree in Business Administration (MBA), positioning himself as a
professional arts manager.
“I also do a lot of self-education with
the bias in the arts and culture since I am now confident that this is
my calling and purpose for living,” he says. “All our efforts should revolve around the need to have a higher rank for culture on the national agenda.
"
--Daily Monitor, Tuesday, November 12, 2013