AUUS urged to adopt sustainable financing models for university sports

University sports, not only in Uganda but globally, are increasingly recognised for their profound significance, extending beyond mere recreation and athletic development.

Their multifaceted impact includes enhancing physical well-being, cultivating leadership capabilities, increasing student engagement, elevating institutional prestige, and identifying national sporting talent.

In Uganda, university sports have been a fertile ground for athletes who have subsequently represented the nation in regional and international competitions, bolstering national pride and fostering sports diplomacy. Furthermore, the realm of university sports has served as a crucial incubator for emerging sports leaders and administrators.

Now, Ugandan universities under the Association of Uganda University Sport (AUUS) have been advised to build sustainable financing models by diversifying revenue sources, reducing dependence on single funding streams, and considering long-term investments to serve sport more effectively.

Presenting a paper on 'Sustainable Financing Models for University Sports' to delegates attending the 7th AUUS Forum at the Mbarara University of Science and Technology (MUST) Kihumuro Campus on June 11, Vincent Kisenyi, a former vice president of the association, noted that research on education financing in Uganda shows universities increasingly rely on internally generated revenue due to declining public funding. This shift places additional pressure on non-academic units, such as sports departments, which are often viewed as secondary expenditure centres.

"Sports are often not prioritised, and under resource constraints, universities tend to reduce funding for sports before other areas. While some may argue sports is not a core function, I believe this perspective should be reconsidered," Kisenyi said.

He noted that university sports financing typically depends on institutional priorities, which differ from national-level funding structures. "Funding sources include the annual university budget allocation, which is often insufficient. Few universities have sports budgets exceeding 200 million shillings. In some cases, reported budgets do not reflect actual cash allocations because they may include book entries, such as scholarships. Overall, annual sports budgets remain inadequate."

Kisenyi proposed sustainable financing for institutions, defining it as generating, mobilising, and effectively managing financial resources consistently over time without compromising future operational capacity.

"In university sports, sustainable financing involves diversifying revenue streams, reducing reliance on a single funding source, planning for long-term investments, ensuring financial accountability and transparency, enhancing the commercial viability of sports activities, forming strategic partnerships, and engaging stakeholders."

He suggested that universities should commercialise sports activities and engage strategic partners, adding that a sustainable financing model should provide predictable revenue. "To achieve sustainability, it is essential to provide predictable revenue and secure support for infrastructure development. The government has contributed to this area. While government support for infrastructure development is appreciated, it also raises the question of whether universities have the capacity to utilise and maintain these facilities effectively."

Kisenyi urged universities to run consistent athlete development programmes to strengthen competition, and stressed the importance of improving institutional branding and generating social and economic value.

He called for collaborations with the public and private sectors, noting that these partnerships involve universities teaming up with private investors to cover costs and build, operate, and maintain sports facilities and services. He also urged them to pursue corporate sponsorship and brand partnerships, observing that sponsors invest where there is visibility, measurable impact, and a positive institutional reputation.

Commercialisation, he explained, involves transforming sports activities into revenue-generating ventures. He advised universities to pursue public-private partnerships (PPPs) for the construction of stadiums and arenas to ensure facilities meet international standards. However, he noted that proper infrastructure is needed for such commercialisation, pointing out that globally, university sports increasingly generate income through ticket sales.

"Facility hire is another area of commercialisation for those with infrastructure, while they can also exploit funding options from alumni and philanthropists," he said. "Global successful universities leverage alumni donations to finance scholarships, stadium construction, sports academies, athlete support funds, coaching programmes, and sports excellence awards. Faith-based universities like UCU may also mobilise support from church networks, dioceses, and other faith communities."