Dead horses and urban chaos: what Kampala’s failures tell us about Uganda
By Sebaggala Richard
Recently, I’ve been following the discourse surrounding the sacking of top KCCA officials. While the discussions have been robust, a common theme emerged: most commentators, regardless of political affiliation, view KCCA’s issues as isolated urban problems, detached from the broader state of governance in Uganda. This perspective is both misleading and dangerous. While KCCA certainly faces unique challenges as an urban authority, its failures are not isolated incidents. They reflect systemic issues deeply rooted in Uganda's governance landscape. With the exception of Hon. Semujju Nganda, who has gone to great lengths to link Kampala’s governance problems to central government failures, the majority of commentators focus on KCCA’s internal problems, overlooking the bigger picture. This limited view is both misleading and dangerous, as KCCA's failures are not isolated urban problems, but rather reflect the broader governance challenges facing the nation.
Kampala is not just any city but the beating heart of Uganda’s economy, administration, and culture. The capital reflects the state of the nation. When its leadership is dysfunctional, its infrastructure crumbling and its services inefficient, it is not only the people of Kampala who suffer. Every Ugandan feels the effects, whether directly or indirectly. We all benefit from a well-functioning capital city, and if we want to improve conditions in Kampala, we must first recognize that the city's problems are symptomatic of broader issues of national governance.
The challenges faced by KCCA are a direct reflection of how the central government operates. A government that struggles with corruption, political infighting, and poor resource management cannot be expected to produce a well-managed and efficient city. When governance at the national level is compromised, the city administration inevitably follows suit. This is evident in KCCA’s recurring problems in budget allocation, project management, and service delivery. These are not just local problems but are linked to mismanagement at the national level, political interference, and the general inefficiency of government institutions.
If we look more closely, we see the same pattern playing out in many other areas beyond city government. Whether in education, healthcare, or public infrastructure, the effects of poor governance at the central level spill over to the local level, leading to inefficiency, underperformance, and frustration. KCCA’s struggles cannot therefore be viewed in isolation; they are symptomatic of a governance crisis that pervades the entire country. To achieve meaningful improvements in Kampala, and by extension other urban areas in Uganda, we must first address the failures at the national level.
This brings us to an important lesson from the "dead horse theory"," which humorously criticizes the tendency of organizations — and in this case governments — to persist with ineffective strategies rather than admit failure and change course. It serves as a cautionary tale of the futility of persisting with ineffective strategies or projects, similar to the adage of "beating a dead horse". For years, the KCCA has been hampered by outdated city government approaches, political interference, and poor resource allocation, all of which are a reflection of the overall failures of the national administration. The “dead horse theory" states that when an approach no longer works, we must have the courage to pivot, admit failure, and look for new strategies instead of continuing to invest in it. Unfortunately, both KCCA and the national government have shown a reluctance to do this.
Instead of addressing the core problems within KCCA, the response to inefficiency and corruption often consists of superficial changes— - such as firing officials or reorganizing departments — without tackling the root causes. This is not only a problem of leadership at the city level but also reflects the approach of central government, where changes are often cosmetic rather than substantive. Effective governance requires recognizing when strategies are failing and being brave enough to make significant changes, even if this is politically uncomfortable.
From an economic perspective, the importance of well-governed capitals cannot be overstated. Economists have long pointed out that capital cities play a unique role in driving national economic growth. They tend to be hubs for trade, investment, innovation and culture. A well-functioning capital city can enhance the country’s international reputation, attract foreign investment and promote economic development. Conversely, a poorly managed capital city becomes a stumbling block to national growth. Poor infrastructure, inefficient public services and political instability in Kampala not only affect the city’s inhabitants, but also hinder Uganda’s economic potential as a whole.
Furthermore, capital cities are often the center of government institutions and public administration. When these institutions function poorly, it affects the entire country. In the case of Kampala, the inefficiency and dysfunction of the KCCA is not only an inconvenience to the city's inhabitants but reflects deeper structural problems that affect the entire national administrative framework. Therefore, improving the administration of the KCCA cannot be done in isolation, but requires a national-level reform that begins with addressing the problems that have long plagued the central government.
When thinking about what needs to change, we must not make the mistake of focusing only on the symptoms and ignoring the root causes. The "dead horse theory" teaches us that clinging to failed strategies — whether in city government or national government — only leads to wasted resources and frustration. Instead, we need to have the courage to recognise when something is not working and chart a new course. In his 2020 study, Parry builds on the well-known metaphor of the dead horse. He argues that the smartest thing to do when you are on a dead horse is to dismount. Recognising the futility of a situation and redirecting efforts in more productive ways is crucial to progress. Parry emphasizes that it is crucial to act decisively and dismount when you recognize the signs of a dead horse. In Kampala’s case, this means going beyond superficial fixes and addressing the deeper problems of political interference, corruption, and fiscal mismanagement that have long dogged both the KCCA and the national government.
In conclusion, if we are to achieve meaningful improvements in the governance of KCCA and other urban areas in Uganda, we must first address the systemic problems within our national government. The problems facing KCCA are not just local administrative problems; they are symptoms of a much larger governance crisis that affects every part of the country. By addressing the flaws at the national level, we can set the stage for a better-managed and more efficient capital city — one that serves not only the people of Kampala but all Ugandans.