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Economy
Typography

In the wake of the new millennium, Kampala city was all sixes and sevens. One would find a chunk of polythene bags swaying the streets of the prominent Kampala Road, a popular business hub in the city centre.

Gone are the days. Your eyes can hardly find such dirt on the streets. There was something going wrong in the city. How do you improve the city where all the country’s business is carried out, tourists first settle when preparing for their trips, investors plan to raise their headquarters, be so disgraceful?

We have to recall the city governing body then. Kampala City Council. This body was in charge of operations in the city. It was in charge of organization, revenue collection, licensing and other operational activities for people living and working in the city. But how was it doing per se?

Kampala city council had so many issues from internal set up to management. There was lack of accountability that stemmed the ability to curb fraud. Mismanagement of revenue collection characterized by internal inefficiencies, poor management of revenue collected, contracts, illegal revenue collections by politicians and their cronies, under assessment and forgeries of trading licenses. The workforce was poorly motivated with no clear performance system and defined framework for promotion. More so, procurement system fraught with legal breaches and inefficiencies, taking more than one year for delivery of a service. SB could write a three-page challenge analysis of the body, but will save that for another day.

But this mayhem in the city bred a restructuring process that would later be seen as a lifesaver to the government and populaces in the city. Kampala Capital City Authority (KCCA) was formed. The restructuring exercise was completed successfully and all the affected KCC staff were paid their terminal benefits. A new organizational structure was developed and approved by the Public Service Commission. Recruitment of professional staff to fill the structure was conducted and a total of 402 staff have been appointed. Furthermore, a corporate rebranding exercise was carried out to provide identity to the new institution which has seen KCCA as one of the most recognized and value brand in Uganda and internationally.

In its period of induction, it has revolutionized the Kampala City Festival, one of the biggest brands in East Africa as of 2017. It has grown from just under 500,000 people in 2013 to more than four million participants by the end of 2016.

This year mark’s KCCA’s sixth year anniversary. We analyze KCCA’s accomplishments in its six years of operation to evaluate whether it has moved Kampala to the next level, or is just a blindfolded stagnation with just a brand name in SB’s three-part piece analysis of Ministries, Departments and Agencies.

Growing revenue collection

When KCCA replaced KCC back in 2011, they could hardly raise revenue and the former had to suffer with what it had taken over. KCC’s final year saw the body raise just about Ugx. 30.3 billion.

But this did not stop KCCA from achieving greater levels of revenue collection. Its first year of operation saw an upsurge of more than 38% from the Ugx. 30.3b to Ugx. 42b. This was a sign of greater things to come. Patience was all the authority needed as it aimed at achieving collections close to the Ugx. 100b mark in the not so distant future.

To achieve this, KCCA had to design various mechanisms to manage revenue. Introduction of an electronic revenue management system, e-Citie, improved revenue management. It provided online services for tax payments and enabled tax payers to pay through various platforms like mobile money and online banking. To date, it has over 109,684 Tax payers registered and has handled over 400,000 transactions. This increased revenue collections, reduced pilferage and improved services to clients.

No wonder there has been a subsequent 180% upsurge in revenue collection from the Ugx. 30.3b in 2011 to Ugx. 84.9b at the end of financial year 2015/16. Already, for the period between July 2016 and February 2017,Ugx. 61.48b had been collected. The sky is the limit.

In 2011, it would take the agency over 30 days to process and issue trading licenses to clients. But this has changed. One can get a trading license in less than a day. As well, a revenue service centre was established at City Hall to serve as a one-stop centre for KCCA clients providing them with information, registration and payment of revenue to KCCA.

State of accountability

When KCCA took over from KCC, there were over 151 bank accounts held, a sign of creeping fraud tendencies. These were streamlined to just about 24 bank accounts and all revenues collected are transferred to the consolidated fund in bank of Uganda within 48 hours. The fewer the bank accounts, the easier the monitoring and a measure to curb the fraud that the Authority had faced for many a year. To further diminish these attempts of fraud, a new financial management and accounting manual was developed and implemented together with an automated system called SUN system.

Good fortunes tend to follow those with transparent accountability. The institutional asset base has been rebuilt with the value of assets growing by 1300% from Ugx. 45b in 2011 to Ugx. 670b by the end of June 2016. This was achieved through asset recovery of previously misappropriated assets and acquisition of new ones.

Over the past six years, a total of 2,820 pre-audits, 118 process audits and 75 investigations were completed. They also completed risk profiles for all Directorates and Divisions. The Internal Audit Charter, Internal Audit Manual and Risk Management Policy were developed and approved by management. More so, the risk management procedures and compliance handbook was developed. There was also an unqualified Audit Opinion from the Auditor general for KCCA financials for 2013/14. 2014/15 and 2015/16.

In the credit rating exercise of 2015 conducted by the World Bank and Global Credit Rating Agency of South Africa, KCCA was given an investment grade rating (A1) on national scale with a stable outlook for medium term. This was further testament to the sound financial management practices established by the agency.

The new Kampala

During the period before 2011, having a 4-wheel-drive car was almost a necessity to every individual owning a car in Kampala yet the populaces were made of high level of low and middle-income persons. The potholes in the city were unbearable. Only about 8% of the roads were classified as in good condition, 17% in fair condition while a massive 75% was in poor condition. The road network in Kampala totalled only about 1,200kms by the time.

 

KCCA ED

Jennifer S. Musisi, Executive Director of Kampala Capital City Authority

Fortunately for the natives, KCCA expanded these worrying numbers to almost double the previous figure of roads with a network of 2,110km. Of these, 575km are paved and 1,533km unpaved. Th overall road condition has improved with roads in good condition up surging from 8% in 2011 to 22% by March 2015. The number keeps increasing at an increasing rate. Road units were set up at all Divisions to undertake periodic road maintenance, desilting and pothole sealing. One can now buy a sports car and cruise freely in most of the parts of the cities.

Resolving Kampala’s growing traffic situation

KCCA registered a total of 21,038 taxis and curbs operating in the city on the e-Citie system. They also gazetted stages for taxi operations. To further reduce traffic, it spearheaded the introduction of bus services with specified routes in conjunction with Pioneer Bus Services and Awekulenume. . A total of 54,393 operators were registered.

Traffic in Kampala has always been a headache. That’s why KCCA has established and implemented traffic signals across the city. Signalization of Fairway, Kiira Road and Kabira junctions were completed under the KIIDP2 project. KCCA’s five year Second Kampala Institutional and Infrastructure Development Project (KIIDP 2) is being reviewed by key stakeholders in December 2017 to assess its progress. KCCA is utilizing this opportunity to devise ways of delivering better services to residents of Kampala and its visitors. It is anticipated that the outcome of the mid-term evaluation will guide future city infrastructure and institutional development.

KCCA MAK1

Makerere Hill Road

“So far, the overall performance of the project is rated satisfactory by the World Bank following a review in September 2017,” said Jennifer Musisi, the Executive Director of KCCA. “Over the past two years, the project has registered significant achievements, owing to a dedicated team with support from our partners.” She said, through this project, several city roads and junctions were widened and constructed plus associated infrastructure for instance Fairway, Kiira – Bukoto, Bwaise, Makerere Hill Road, and current works on Bakuli-Nankulabye-Kasubi road. She explained that KCCA has developed a Multi Modal Urban Transport Master plan to improve mobility in the city. In addition, a Drainage Master plan which is guiding the design and construction of several drainage and flood management systems in Kampala.

In partnership with KCCA, Uganda Railways and Rift Valley Railways commenced passenger train services between Kampala and Namanve in December 2015. It has been running twice daily, transporting an average of 3,000 passengers with plans to extend to the Western route of Natete.

Securing the city

The city was and is still a very insecure place to be. Iron bars, speeding cars, conmen, the list is endless. A city governing body has to have this in mind when managing operations in the city. This is why KCCA has stepped up its efforts to boost security in the city. It installed security cameras and deployed walkie-talkies in various sections of the Kampala to monitor the city for security and traffic flow.

Security was also effected as it embarked on introduction of solar street lights with over 377 of them along several roads in the city.

Social service delivery

KCCA has boosted social service delivery by involving itself in educational services. Through its educational initiatives, the agency inherited 79 public primary schools and 22 government aided secondary schools. This boosted enrolment numbers in publics primary schools from 60,560 pupils in 2011 to 68,937 in 2015. They have also constructed science laboratories in different primary and secondary schools for instance in Kamwokya Primary school, Namungoona Kigobe primary school, the list is endless.

KCCA built over 41 staff quarters in seven different schools, six classrooms in the Kansanga SEED School, and has also fenced about 8 schools in Kampala. A total of 1,501 three seater desks were also procured and distributed to different schools. The agency further boosted ICT in schools with a total of 160 desktop computers, 33 laptops and six functional and modern computer laboratories in partnership with various organizations.

School sanitation can be dreadful most times especially in public schools. Over 400 toilet stances were constructed and renovated in various schools across the city. KCCA also carried out routine inspections of the 508 schools including 141 Nursery schools, 330 primary schools, 31 secondary schools and six tertiary institutions.

With City Hall in place, KCCA reopened Public and Children’s Library Services at City Hall and in Lubaga Division in 2014 with over 7,500 users including 1,250 children.

The Kampala Primary Teachers Multipurpose Cooperative Society, a SACCO with seed capital of Ugx. 700 million was launched by KCCA. Over Ugx, 350m has been disbursed to the SACCO. Like every other MDA, KCCA has not been foreign to sports. KCCA continues to endorse KCCA FC, who emerged Champions of the Azam Premier League for the 2015-2016 season. It has also installed an artificial turf at the KCCA football pitch. It also successfully organized and hosted the 2014 E.A Local Authorities Sports and Cultural Association (EALASCA) games in which Kampala emerged overall winner. It also successfully organized and hosted the IAAF 2017 World Cross Country Championship in conjunction with the Ministry of Education and Sports and the Uganda Athletics Federation.

Kampala, no longer the dump it used to be

One can now walk through Kampala road hardly seeing a swaying polythene paper. This has been attributed to garbage collection that has grown by over 100% from 14,000 tons per month in 2011 to over 30,000 tons per month by the end of June.

KCCA partnered with the private sector, outsourcing waste collection and transportation under a five-year concession for the seven zones in Kampala. It further procured eight garbage trucks and 55 garbage skips. More land of about 135 acres in Dundu was procured for new sanitary landfill in addition to the 6 acres for extension of the Kiteezi Landfill.

Easing yourself in public has been eased by the Authority as it has opened 16 public toilets to be used free of charge in the central business district.

Community driven development initiatives

A total of Ugx. 4.034b has been disbursed to 1,138 groups across the five divisions of Kampala in the last six years. A total of 9,735 youth have benefited from the Youth Livelihood Program in Kampala since financial year 2011/12 enjoying a total disbursement of Ugx, 1.04 billion. They have not stopped at this. With Centenary bank, youths can apply for loans amounting to Ugx. 6.7 billion of which 3,304 youths have already benefited from this initiative since inception.

In June 2014, KCC established the Employment Services Bureau to equip youth with special skills to enable youth with special skills become employable or start their own businesses. Over 689 youths have been trained at the Bureau in ICT, Entrepreneurship and Leadership. 3,786 youths have been profiled and linked to Employment opportunities. With the National Job- Matching Database tool, over 532 job applicants and 12 companies have been uploaded on the system.

KCCA has also provided 8,500 children with child care and protection services with over 50,000 people facilitated with Birth and Death registration. It also registered 3,000 community based organisations to undertake community development activities in this city. The Authority also supported 1,812 reported employee cases to be reinstated at their work places or being paid their arrears totalling to Ugx. 2.34b. It also assisted in arbitrated cases involving 1,272 employees who were involved in workplace related accidents to be compensated. A total of Ugx. 4.03b was paid by employers in settlement of these cases. Enabling the peasants to prosper

Under the NAADs program, KCCA has been able to support over 4,700 urban farmers since 2011. Through the Kyanja Agricultural Demonstration Centre, KCCA has promoted urban farming initiatives to improve nutrition, create employment and enhance household incomes particularly for the urban poor.

KCCA doled out inputs worth Ugx. 3.52 billion to 4,508 applicants out of the 28,000 applications it received under NAADs. It supported enterprises such as poultry, piggery, fisheries, mushroom growing and value addition.

What is a City without a market?

KCCA has implemented big market centres across the city. In October 2014, KCCA completed the construction of Wandegeya market. The market has provided workspace for 1,099 vendors. It also purchased eco-stoves and leased them to food vendors in the market. This was not the only market to benefit as Busega market is under construction and nearing completion.

In May 2015, KCCA introduced the Sunday Market along Luwum Street giving opportunity to street vendors to sell their merchandise. Between 400-550 vendors operate at the market every Sunday. To end with, USAFI Market development cannot be overlooked. KCCA acquired six acres of USAFI market. Redevelopment is awaiting completion of payment of seller by government. It currently accommodates 2,145 vendors and is expected to create 8,000 workspaces after redevelopment.

KCCA has had an exceptional six-year performance. We only expect greater things in the near future with the targets they have set out. We are more than confident that the authority will further improve Kampala’s drab situation.

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