KAMPALA — Weeks after the dismissal and arrest of former Kampala Capital City Authority (KCCA) Executive Director Dorothy Kisaka, her deputy Eng. David Luyimbazi, and Public Health Director Dan Okello—held accountable for the tragic August landslide at the Kiteezi dump site—the Ugandan government has initiated the search for a new KCCA head. The landslide incident, which claimed multiple lives, highlighted critical governance and infrastructure challenges within Kampala’s waste management system, sparking calls for strong leadership at KCCA.
On October 9, 2024, the government published an advertisement detailing the requirements for the KCCA Executive Director role. Candidates must hold Bachelor’s and Master’s degrees in fields such as Law, Business Administration, or Public Administration, and possess at least 15 years of professional experience, with a minimum of three years in senior leadership roles, such as Deputy Executive Director or departmental head. The qualifications reflect the government’s commitment to appointing a leader with extensive experience to address Kampala’s urban challenges and drive sustainable development.
Among the high-profile applicants are prominent figures in public administration, including Robert Kabushenga, Frank Rusa, and Sydney Asubo, each bringing a unique blend of expertise and leadership skills.
Robert Kabushenga
Former CEO of Vision Group, Kabushenga brings a wealth of experience from both the media and corporate sectors. During his tenure from 2007 to 2021, he expanded Vision Group’s broadcasting and digital platforms, though he faced significant challenges during the COVID-19 pandemic, including salary cuts and the closure of local language newspapers. Kabushenga’s experience in navigating growth and crisis management could serve him well in leading KCCA through complex urban development issues.
Frank Rusa
Currently acting as the Executive Director of KCCA, Rusa has over 20 years of experience and holds a Bachelor’s degree in Law from Makerere University and a Master’s degree in Public Administration from Harvard. His background in law, electoral integrity, and civic engagement equips him to handle the legal and civic complexities of managing Kampala. Since assuming the interim role following Kisaka’s dismissal, Rusa has been vocal about plans to modernise and enhance urban services, positioning himself as a capable leader with a vision for Kampala’s future.
Sydney Asubo
Former Executive Director of the Uganda Financial Intelligence Authority, Asubo brings legal acumen and anti-financial crime expertise to the table. With nine years of experience combating financial crime and a background as KCCA’s Director of Legal Affairs, Asubo’s blend of legal and governance experience makes him a strong candidate to oversee KCCA’s multifaceted responsibilities, including financial and operational management.
In total, over 40 candidates have applied for the role, each offering distinct skill sets that underscore the broad interest in steering Kampala’s development. This selection process will be crucial in determining the leadership that will tackle the city’s infrastructure, waste management, and urban planning challenges, with the government aiming to appoint a candidate who can translate Kampala’s development goals into action.
As Uganda seeks a new executive director for the Kampala Capital City Authority (KCCA), neighbouring countries offer contrasting models of urban governance that reflect their unique political and administrative priorities. Each approach underscores varying levels of professional qualifications, citizen involvement, and national oversight, providing valuable insights into effective urban management.
Regional Models of Urban Governance
In Kenya, the Urban Areas and Cities Act of 2011 mandates a highly structured recruitment process. Kenyan city managers must possess a university degree and at least five years of experience in administration or management. The recruitment for these roles follows a competitive public service process designed to select only the most qualified candidates. Furthermore, cities must meet specific criteria—such as a minimum population of 250,000 and strong financial management practices—to be formally classified as cities. Kenya’s rigorous, merit-based process ensures that urban centers are led by capable professionals equipped to manage urban development and deliver efficient services, creating a robust model of professionalism in city governance.
Tanzania’s capital, Dodoma, exemplifies a mixed approach to urban governance, blending elements of local democracy with national oversight. The city’s mayor is elected by councilors, who themselves are chosen by residents, allowing direct citizen input in local leadership. However, the Dodoma region falls under the authority of a Regional Commissioner appointed by the President, ensuring alignment between local governance and national policy goals. This model combines local democratic engagement with a top-down coordination mechanism, facilitating both responsiveness to citizens’ needs and the implementation of national strategies.
Similarly, Rwanda’s capital, Kigali, employs a dual leadership model that balances local representation with presidential oversight. Kigali’s mayor is elected by city councilors, reflecting the voice of the residents, while the city’s Executive Secretary—tasked with overseeing daily operations—is appointed by the President. This structure allows Kigali to align its development closely with national priorities while maintaining responsiveness to local needs, resulting in a reputation for high standards in infrastructure, urban planning, and public services.
Uganda’s current search for a KCCA executive director reflects some aspects of these regional models while introducing unique criteria emphasising administrative experience. The government has set a high bar, requiring candidates to hold both Bachelor’s and Master’s degrees with at least 15 years of professional experience, including senior leadership roles. This focus on administrative expertise is intended to secure a leader capable of advancing Kampala’s urban transformation and addressing the city’s multifaceted challenges.
By examining Kenya’s emphasis on competitive selection, Tanzania’s mix of elected and appointed officials, and Rwanda’s dual leadership model, Uganda can refine its urban governance strategy. These approaches highlight the importance of balancing professional qualifications, local engagement, and national coordination—principles that may guide Kampala’s path towards more effective urban management and sustainable development.
KCCA Grapples with Financial and Structural Hurdles
The Kampala Capital City Authority (KCCA) continues to face significant financial and structural challenges that have hindered its ability to effectively manage and develop the city. One of the most pressing issues has been limited funding, which has severely restricted KCCA’s capacity to implement essential urban development plans. Persistent budget constraints and reductions have heightened concerns regarding the authority’s ability to meet Kampala’s growing infrastructure and administrative demands.
In 2020, the government reduced KCCA’s budget by Shs114 billion, compounding the authority’s financial difficulties and sparking concerns among officials that critical projects would be delayed or abandoned. This budget cut forced KCCA to downscale essential services, particularly those related to infrastructure, such as road repairs and maintenance, which are vital for Kampala’s growth and public safety. By 2023, KCCA officials highlighted an urgent need for increased funding to rehabilitate and maintain the city’s roads, but allocations remained insufficient, undermining the city’s ability to meet the demands of a rapidly growing population.
The funding shortfall has also impacted KCCA’s workforce, leading to a high reliance on temporary contracts due to budget limitations. This precarious employment situation has contributed to low morale and high staff turnover, resulting in a workforce that is both overstretched and uncertain about its future. The challenges within the workforce have, in turn, impacted KCCA’s operational efficiency and its ability to achieve key performance targets. Tensions between KCCA’s political leadership and its technical team have further complicated matters, making it difficult to reconcile competing interests within the authority.
Compounding these financial issues are longstanding structural challenges. The KCCA Act of 2010, intended to clarify the authority’s leadership structure, left several areas of responsibility undefined, particularly concerning the roles of the Lord Mayor, the Minister for Kampala, and the KCCA Executive Director. This ambiguity has led to frequent conflicts among top officials, resulting in power struggles and a breakdown in decision-making processes. The Act designates the Lord Mayor as the political head of Kampala, but ongoing tensions and the failure to adhere fully to the KCCA Act’s provisions have resulted in a governance crisis, further destabilizing the authority’s operations.
The frequent disregard for established roles, particularly the Lord Mayor’s designation as Kampala’s political head under Section 11 of the KCCA Act, has intensified governance conflicts, creating a scenario where adherence to legal frameworks is often overlooked. This tension between political and administrative leaders has hampered the authority’s ability to function cohesively, disrupting efforts to address Kampala’s pressing urban challenges.
As Kampala’s population and infrastructure demands grow, addressing KCCA’s funding limitations and resolving structural ambiguities are crucial for sustainable urban development. Without sufficient resources and a unified leadership structure, KCCA’s capacity to manage and advance the city’s development remains in jeopardy.
