Busitema University has set its sights on strengthening performance, accountability and measurable results as it seeks to translate its growing institutional capacity into greater impact on national development.

The direction emerged on September 2, 2026, as University Management began a two-day retreat at Mbale Resort Hotel under the theme, “Strengthening Performance Management, Accountability and Organisational Change.”

The retreat is bringing together members of Management to review the University’s strategic direction for the 2026/2027 financial year, assess performance, align individual and institutional targets and identify practical measures to improve service delivery.

Opening the strategic discussions, University Secretary Dr. Gregory Tweheyo challenged Management to think beyond routine activities and focus on the University’s broader strategic destination.

He framed the discussion around four questions: "Where are we as a University? Where do we want to be? How do we get there? And how will we know that we have arrived?"

Vice Chancellor Prof. Paul Waako set the strategic tone for the 2026/2027 financial year, emphasising team building, performance management and effective management of organisational change.

He urged the University to align its growth and academic agenda with national priorities, including the transition to Competence-Based Education, implementation of the 2025 TVET law and the changing skills needs of the economy.

Prof. Waako also called for a shift in the University’s research agenda towards industrial research and commercialisation, including the development of start-ups and production units. He pointed to the potential for Busitema University to contribute to the development of a pharmaceutical industry in Kabwangasi as one area requiring strategic attention.

The Vice Chancellor noted that student enrolment had grown to 8,341, against a target of 10,000, but cautioned that expansion must be matched by adequate infrastructure, staffing, digital connectivity and other institutional systems.

He further challenged Management to make better use of the University’s growing pool of PhD holders to strengthen research output, publication, university rankings and global visibility, while improving the way outreach activities are documented and their impact demonstrated.

At the heart of the discussions was a shift from measuring success by the number of activities completed to measuring what those activities produce, the outcomes they generate and the institutional transformation they create.

The Chief Human Resources Officer, Dr. Mercy Wanyana, reinforced this message in her presentation on “Alignment of Appraisal with the CEO Assessment Tool.” She focused on client and stakeholder management, management processes, core mandate delivery, financial management, service delivery and organisational capacity.

Dr. Wanyana called for a stronger performance culture in which staff and units are assessed against clear institutional priorities and verifiable results. She emphasised evidence-based decision-making, timely performance reporting, teamwork and leadership development, as well as ensuring that policies and Management resolutions translate into action.

The Chief Planner, Mr. Paddy Namurebire, reviewed the University’s 2025/2026 performance against set outputs and presented proposed targets for the 2026/2027 financial year.

He stressed the importance of reliable institutional data, realistic but ambitious targets, continuous performance monitoring, stronger research and publication, responsive procurement and accurate reporting.

The Deputy Vice Chancellor, Finance and Administration, Assoc. Prof. Pakayo Kamba, focused on the management of off-budget funding, emphasising the need for externally mobilised resources to be properly planned, legally and financially compliant, efficiently utilised and fully accounted for.

He noted that the success of off-budget funding should ultimately be judged not only by whether the money is accounted for, but by whether it delivers the intended outputs, outcomes and institutional impact.

The presentations opened into plenary discussions, giving members of Management an opportunity to examine the proposals, seek clarification and explore practical approaches to implementing the priorities emerging from the retreat.

Contributing to the discussion, University Librarian Dr. Fredrick Kiwuwa Lugya highlighted the importance of documenting departmental processes to ensure consistency, accountability and continuity in the way University units operate. He noted that clear process documentation is also critical to strengthening the University’s quality-management systems and supporting its efforts towards ISO certification. Prof. Waako acknowledged the importance of the issue, underscoring the need for stronger institutional systems as the University continues to grow.

By the close of the first day, one message had become increasingly clear: Busitema University’s next phase of growth will not only depend on how much activity takes place across the institution, but on what those efforts achieve.

The resolutions emerging from the retreat are expected to provide a stronger basis for aligning institutional resources and performance with Busitema University’s strategic priorities for 2026/2027 and beyond.

As Busitema University continues to grow, Management is placing greater emphasis on ensuring that the University’s activities produce clear and measurable benefits for students, surrounding communities, industry and the country.

The resolutions reached during the retreat are expected to guide how the University uses its resources, manages staff performance and strengthens its internal systems in order to achieve its priorities for the 2026/2027 financial year and beyond.