Title: Another FKF crisis, another blow to Kenyan football’s credibility
Once again, Football Kenya Federation finds itself at war with itself.
The latest standoff between FKF President Hussein Mohammed and Chief Executive Officer Harold Ndege is not just another internal disagreement; it is a sobering reminder that Kenyan football remains trapped in a cycle of boardroom battles that repeatedly derail progress on the pitch.
The push to force Ndege out by January 15, backed by a National Executive Committee that has already discussed resignation, dismissal and succession plans, has plunged the federation into uncertainty at a time when stability should be paramount.
The allegations levelled against the CEO are grave and wide-ranging. So are the implications of how this dispute is being handled.
At the heart of the matter is governance. Ndege stands accused of allegedly poor leadership, chronic absenteeism, weak communication and failure to execute key responsibilities.
More seriously, he is alleged to have withheld information about a Parliamentary summons from the FKF President, an omission that raises legitimate concerns about transparency and internal control.
Operationally, the indictment is equally severe. Disorganised youth team preparations, questionable technical appointments, lingering league management problems and recurring security incidents at matches paint a picture of a federation struggling to meet even basic administrative standards.
The stalling of strategic initiatives such as the FIFA Arena Project only strengthens the argument that execution under the current CEO has been inadequate.
If these claims are accurate, FKF is justified in demanding accountability. No football federation can function when its executive arm is perceived to be ineffective or detached. Leadership positions are not ceremonial; they exist to deliver.
Yet accountability must be matched by process. Ndege has rejected the accusations outright, calling them unprofessional and damaging to the federation’s reputation, and has promised a formal response.
That response must be heard, assessed and tested against evidence. Anything less risks turning a governance exercise into a political purge.
The optics surrounding this saga are troubling. Reports that some NEC members have been tasked with persuading the CEO to resign voluntarily, while an interim succession plan is already in place, suggest an outcome being engineered rather than adjudicated.
Even if this is not the intention, it is the impression being created—and in governance, impressions matter.
President Hussein Mohammed, who arrived with a mandate to reform FKF’s image and restore credibility, now faces a defining moment.
Strong leadership is not measured solely by how quickly one removes a perceived obstacle, but by how faithfully one upholds institutional integrity. Kenyan football has seen too many administrations win internal battles only to lose the larger war for trust.
This crisis also exposes a deeper structural weakness within FKF. The federation remains overly dependent on personalities, vulnerable to internal fractures whenever relationships sour.
Instead of robust systems that absorb disagreement and resolve it professionally, conflicts spill into the public domain, damaging the sport’s reputation and draining its energy.
The timing could scarcely be worse. Kenyan football needs focus. Domestic leagues require consistency and credibility. National teams demand long-term planning. Youth development structures need protection from administrative turbulence. Sponsors and international partners, including FIFA, expect stability and compliance. Instead, the federation once again risks becoming a cautionary tale.
The real cost of such wrangles is rarely paid by those at the top. It is borne by players whose careers are disrupted, clubs left in limbo, officials uncertain of authority, and fans increasingly weary of promises. Each leadership crisis chips away at confidence and delays progress.
There is a narrow path out of this impasse. If the CEO has failed, the case must be proven clearly, transparently and lawfully.
If the accusations do not stand up to scrutiny, FKF’s leadership must be prepared to de-escalate and refocus on reform rather than removal. Either way, the process must be beyond reproach. Kenyan football cannot afford another episode that ends in courtrooms, FIFA interventions or institutional paralysis.
The sport’s future will not be secured by who wins this particular power struggle, but by whether FKF finally learns to govern itself with maturity and restraint. Until it does, the cycle will repeat—and the game will continue to pay the price.
by TONY MBALLA
