By Andrew Irumba
The recent advertisement for the Uganda Tourism Board (UTB) Chief Executive Officer (CEO) position has sparked widespread speculation, with Wekesa emerging as a prominent contender, atleast by his body politic and his public comments. His public declarations reflect his interest in leading the tourism agency. However, does Wekesa have the qualifications and track record necessary for this high-profile role? To evaluate his suitability, we examine the performance of the current CEO, Ms. Lilly Ajarova, and compare her tenure to that of her predecessors.
Lilly Ajarova’s Leadership: A Mixed Legacy
Ms. Ajarova assumed office as the CEO of the Uganda Tourism Board (UTB) in January 2019, at a time when Uganda’s tourism sector was brimming with untapped potential. Her term has seen both notable successes and visible challenges.
Prior to her appointment, she was the Executive Director of the Chimpanzee Sanctuary and Wildlife Conservation Trust (CSWCT), where she gained recognition for her work in wildlife conservation and eco-tourism. Her leadership there played a significant role in her appointment as CEO of UTB.
Achievements:
1. Promoting Destination Uganda: Ajarova has successfully elevated Uganda’s profile on the international tourism scene. Campaigns like “Explore Uganda: The Pearl of Africa”, garnered international attention, attracting tourists and investors.
2. Diversifying Tourism Products: Under her leadership, the UTB expanded tourism beyond traditional wildlife safaris to include cultural tourism, adventure tourism, and community-based experiences.
3. Partnerships and Funding: Ajarova secured partnerships with international travel agencies and organizations, leading to an increase in foreign direct investment in Uganda’s tourism sector.
Shortcomings:
1. Limited Domestic Tourism Growth: Despite efforts to promote local tourism, participation by Ugandans remains low, largely due to inadequate pricing strategies and limited awareness campaigns.
2. Inconsistent Marketing: Critics argue that some marketing campaigns lacked consistency and failed to sustain momentum globally.
3. Missed Opportunities: The slow recovery of Uganda’s tourism sector post-COVID-19 revealed inefficiencies in adaptive strategies under her leadership.
Comparison with Predecessors
Before Ajarova: Her predecessors faced unique challenges and laid foundational work for the tourism sector.
Stephen Asiimwe, her immediate predecessor, focused on internal structural reforms, including introducing strategic planning frameworks. However, his tenure was marred by funding constraints and weak global marketing efforts.
Maria Mutagamba, the earlier minister overseeing tourism, was credited with advocating for a more significant government focus on the sector. Her efforts inspired the revival of some tourism sites but lacked depth in execution at UTB level.
Compared to her predecessors, Ajarova emphasized holistic tourism development, balancing international visibility with community engagement. Yet, her tenure exposed gaps in strategy execution and long-term planning.
Haaa!😃 Wekesa’s Potential: Strengths and Challenges
Talkative Wekesa’s candidacy has drawn both enthusiasm and skepticism.
Strengths:
1. Industry Expertise: Wekesa has a robust background in eco-tourism, having worked with conservation-focused organizations that prioritize sustainable tourism.
2. Global Networks: His previous roles included collaborations with international tourism bodies, giving him access to insights and partnerships UTB can benefit from.
3. Visionary Approach: Wekesa has outlined innovative ideas for digital marketing and integrating technology into Uganda’s tourism promotion strategies, which resonate with modern tourism trends.
Concerns:
1. Limited Government Experience: Wekesa’s experience is primarily in the private and NGO sectors, raising concerns about his ability to navigate bureaucratic processes.
2. Management Scale: Unlike UTB, where large-scale project management is crucial, Wekesa’s previous roles involved smaller teams and budgets.
3. Policy Knowledge: Critics question whether Wekesa has the policy-making depth required to address systemic challenges in Uganda’s tourism sector.
4. Academic Qualifications: Yes, Wekesa is a go-getter,but such a role needs academic qualifications to fully support your God given creativity in manoeuvring ideas, especially, a strategic level. Those close to him say Wekesa is the Sebagala from the East, very adaptive in his craft, but lacks that advantage.
What the Role Requires
To lead UTB effectively, the CEO must:
-Be a Strategic Marketer: Craft and execute campaigns that resonate locally and internationally.
-Have Policy Acumen: Understand government frameworks to align tourism strategies with national goals.
– Focus on Sustainability: Balance tourism growth with environmental conservation and community inclusion.
-Adapt Quickly: Respond to global tourism trends and disruptions, such as economic shifts and pandemics.
Conclusion
While Wekesa’s innovative mindset and international networks make him a promising candidate, his limited experience in large-scale public sector management may pose challenges. Comparatively, Lilly Ajarova’s tenure provides valuable lessons in promoting destination Uganda but underscores the need for bold strategies to address systemic bottlenecks.
The UTB’s next CEO must blend innovation, policy expertise, and practical management skills to steer Uganda’s tourism sector to greater heights. Whether Wekesa or another contender steps into the role, the future of “The Pearl of Africa” depends on visionary leadership that builds on past successes while addressing current gaps. TheSpy Uganda wishes the most suitable candidate the best of lack🙏.
