Uganda has experienced reasonably good economic and institutional performance for over a decade which has been partly explained by the implementation of public sector reforms including the restructuring of public institutions, crea ting new agencies, and decentralization with the view to rationalize delivery of services (Republic of Uganda, 2010). This paper examines the relationship existing between bureaucratic structures and organizational performance in Kampala Capital City Authority and National Planning Authority, which were established under the same vein. Specific objectives include: to critically review the hierarchical nature of organizational structures; to assess the role of rigid rules and procedures on optimal use of re sources, and on the ability to carry out activities and deliver outputs; to assess the effect of group and individual relationships on the ability to deliver functional outputs; and finally to assess the role of leadership on the ability to deliver functio nal outputs. The study is a qualitative review based on secondary literature. The findings indicate that bureaucratic structures are effective if well-resourced and hierarchy is unambiguous; regulations and operational guidelines are critical in effectivel y operationalizing structures, and any lapse in their popularization and enforcement will lead to high levels of impunity and low performance; organizations with bureaucratic structures should pay attention to group factors; and choosing an organizational structure is a risk minimization decision process. Lastly, it is noted that leadership style that is rational in appreciating and not compromising national political interests while exercising technical professionalism is critical in obtaining greater leve rage for the delivery of strategic outputs of the organization. The study does not however quantify the relative effects of structures on performance and this provides an area for further research.

<p><em>This paper reviews the key developments of the EAC integration in a manner that paves way for identifying salient gaps in programming to inform medium-term development planning in Uganda. Specifically, the paper identifies the main achievements and challenges registered by the EAC over the past 10 years; appraises Uganda’s optimism on integration, identifying the country’s efforts to mainstream EAC integration agenda and the benefit</em><em>s</em><em> registered; and recommends measures for accelerating the benefits of integration to Uganda in the medium to long-term.</em><em></em></p><em>Uganda has benefitted immensely from the EAC integration by exploiting its comparative advantage in certain industries, and has registered growth in exports to the region at unprecedented rates. Trade has grown faster than investment in the region. The country has benefitted from joint coordination of programmes and projects facilitating resource mobilisation for priority projects. The key challenges remain the recurrence of non-trade barriers and the low pace of project execution which hinder accelerated registration of benefits. The East African Community development programming provides an opportunity for the government of Uganda to take advantage of the long-term perspective planning to identify areas for joint coordination and execution with the Partner States of the EAC integration.</em>