By Patrick Opio
Senior Communications Officer
AT LEAST Shs. 45 Billion is the proposed Budget Estimates for Lira University for Financial Year 2025/26.
Deputy Chief Planning Officer, Mr. Atim Tom says this reflects an increment of 12.9% (Shs. 5.832 billion) from the current year’s Budget of Shs. 39.281 billion.
He was making a presentation of Lira University Ministerial Policy Statements (MPS) and detailed budget estimates for financial year 2025/26 to the 2nd meeting of Finance, Planning and Investment Committee of the 3rd Council held on the 9th May 2025 at Public Health Board Room.
The meeting chaired by Timothy Jokenne Okee, was attended by David Geoffrey Opio Okello, Chairperson University Council, Prof. Jasper Ogwal Okeng, Vice Chancellor, Assoc. Prof. Okaka Opio Dokotum, Deputy VC, Augustine Oyang Atubo, University Secretary, Dr. Rossie Agoi, and Dr. Erick Gitta , Ministry of Education and Sports representative.
Also in attendance were the University Bursar, Hasahya Nathan Hagobi, Deputy Bursar, Anthony Elemu, Assoc. Prof. Benard Omech, Director Graduate Training, Moses Kaahwa, Catherine Apunu, Assistant Administrative Officer and Lydia Amongi, Assistant University Secretary.
This net increment, Atim notes, is due to increased Wage of Shs. 2.5 billion (9.01%), increased Nonwage/ NTR of Shs. 3.412 billion (26.5%); reduced GoU Domestic Development of Shs. 0.250 billion (5.56%) and a provision for Budgeting Arrears of Shs 0.237 billion only (71.7%).
“All these changes have been reflected into the Medium-Term Expenditure Framework (MTEF) for FY 2025/26,” he explains.
According to Atim, the University MPS and the Budget Estimates have been developed in a very consultative and participatory manner by all the key players taking into account gender and equity responsiveness as well as inclusiveness for balanced development.
He adds, “The process was guided by the Second Budget Call Circular (BCC2) issued by the Ministry of Finance, Planning and Economic Development (MoFPED) as stipulated in Section 9 of the Public Finance Management Act (PFMA), 2015 (amended).”
This Budget Estimates is in line with the overall Budget Strategy and has been fully aligned to the fourth National Development Plan (NDP IV) as well as the 5-year University Strategic Plan (2025/26-2029/30).
“Specifically, this Budget shall form the first year of implementation of the next 5-year University Strategic Plan, “he reveals.
It is evidently clear, Atim says, the above allocations are still insufficient to facilitate the smooth running of all the programmes and interventions in line with the Strategic Objectives of this University due to the increasing demand for more resources.
“This therefore, calls for a concerted and deliberate efforts by all the key actors to strategically lobby, advocate, network, collaborate and partner with other players for additional resources through various means in order to effectively deliver the core mandates of Lira University,” he asserts.
Mr. Opio Okello, Chair University Council, advised on regular reviews of human resource structures of the University to meet the objectives of academic and non-academic standards. “We need regular evaluation of the standard of service delivery and challenges,” he asserts.
Vice Chancellor, Prof. Ogwal Okeng noted that the Management targets effective implementation of core role of the university of teaching and research in standardised manner.
Prof. Ogwal Okeng was happy to note that the recent recruitment of staff culminated into the staffing level to rise from 25% to 40% to date. “The service delivery will continue to improve, given more resources in future,” he reveals.
The National theme for the Budget 2025/26 is “Full Monetization of Uganda’s Economy through: Commercial Agriculture, Industrialization, Expanding and Broadening Services, Digital Transformation and Market Access”. The University subscribes to this theme in terms of expanding the human capital development services and harnessing digital transformation for the delivery of quality higher quality education.
Salient Planning and Budgeting Issues
a) Inadequate financing of newly approved/ coded projects: Both Lira University Infrastructure Project II (1857) and Institutional Development of Lira University project (1934) have been coded but with no commensurate funding to realize planned outputs. There is need for follow-up to secure funding to execute these projects within the prescribed timeframe.
b) Strategic Planning Process: The key stakeholders have conducted comprehensive reviews of their departments/ faculties and all the relevant information have been analyzed. The draft plan has been consolidated by the Secretariat (integrated and mainstreamed). The plan shall be reviewed by the management committee and subsequently tabled to Finance, Planning and Investment Committee for scrutiny and subsequently laid to Council approval.
c) There is need for deliberate resource mobilization strategies to solicit for additional resources to spur holistic development in the University.
Major (Budget Execution) Challenges Facing Lira University
a) Limited infrastructure facilities (inadequate office space, lecture theaters, laboratories & conference facilities) due to limited capital development funds (Shs. 4.25 billion only) to facilitate establishment of key infrastructure facilities including completion of the main administration block.
b) Non-release of development funds during first quarter affects implementation of planned projects (contractual obligations).
- c). Low staffing level (41.3%) due to inadequate wage bill provision by Government which is not commensurate with the increasing number of students and academic programmes.
- d). Limited Research and Innovation funds (Shs. 500m only) to undertake research and innovation initiatives by both staff and students of the University.
- e). Lira University receives very minimal funding under Off-Budget Support mainly used for Research and innovation activities. There is still very low contribution from Development partners to augment the available resources.
Plan to Improve Performance of Lira University
- Strategic engagement with the Government of Uganda through the relevant authorities to allocate additional Capital development funds of Shs. 9 billion only to the University to pay for completion of the main Administration block for accessible and all-inclusive office space, central lecture & conference facilities, among others.
- The Government of Uganda through the relevant authorities, should fund the successor capital investment projects (Lira University Infrastructure Project II and Institutional Development of Lira University) which have been coded to realize planned outputs. The total project cost is Shs. 74.4 billion only.
- Continuous advocacy and lobbying with the Government of Uganda through the line ministries to allocate additional Research, Innovation and Technology Transfer funds of at least Shs. 1.5 billion only to Lira University to facilitate effective Research & Innovation (including commercialization) critical for driving the development agenda of the University & the country at large.
- The University shall continue to dialogue with the Government of Uganda to allocate additional Wage of Shs. 4 billion only to the University to facilitate recruitment of critical academic staff including Professors and Senior Lecturers to match the increasing number of academic programs (currently 27) and over 2,000 students and position itself to effectively compete both locally and globally.
- Lira University shall engage in other Income- Generating Projects (IGPs) through the collaborative Public-Private-Partnerships (PPP) and the Local Economic Development (LED) arrangements. Management plans to expand the Teaching Hospital for more specialized services which shall generate additional revenues to the University.
- The University management is finalizing the development of the next 5-year Strategic Plan (2025/26-2029/30) to provide a strategic direction for spurring holistic development in the upcoming years. This included elaborate assessment and review of performance of the various Departments to identify strategic areas of investments in the next five years. Once approved as a working document for the University, the plan shall be a vital tool for soliciting additional resources for development of the University
