LDC IN DISARRAY! Justice Training Giant Exposed as Bosses Sleep On Job—Billions Spent, Systems Fail, Students Pay the Price

Shockwaves are rippling through Uganda’s legal fraternity after the Auditor General’s December 2025 report laid bare a troubling trail of inefficiency, weak oversight and missed targets at the Law Development Centre, the very institution tasked with shaping the country’s future lawyers and guardians of justice.

Behind the polished image of court-ready graduates and legal excellence lies a system riddled with gaps, delays and questionable decision-making, raising serious concerns about whether those in charge are delivering on their mandate or simply presiding over a slow-burning administrative crisis.

The report reveals that the Centre accumulated arrears amounting to UGX 1.73 billion, a figure that, although representing a 48 percent reduction from the previous year, still signals lingering financial strain and unresolved obligations. At the same time, the institution is grappling with a staffing crisis, operating with only 134 filled positions out of an approved 187. That leaves 53 positions vacant, translating into a significant human resource gap that experts say inevitably affects service delivery, teaching quality and operational efficiency.

Procurement, often a key test of accountability in public institutions, paints an equally worrying picture. Out of UGX 10.034 billion in procurement spending, only UGX 68.10 million—just 0.7 percent—was reserved for special interest groups, far below the required minimum of 15 percent. This shortfall raises questions about compliance with guidelines designed to promote inclusivity and equitable access to government opportunities.

Even where plans existed, execution faltered. The Centre had lined up 102 procurements worth UGX 10.04 billion for the 2024/25 financial year, yet eight procurements valued at UGX 0.34 billion were never implemented. In other cases, competition appeared stifled, with low bidder turnout recorded in 12 procurements worth UGX 1.8 billion, limiting transparency and value for money.

More troubling still is the pattern of repeated procurements for services such as motor vehicle repairs and staff meals, handled through alternative methods instead of framework arrangements as required by regulations. Sixteen sampled procurements worth UGX 0.52 billion fell into this category, suggesting a persistent disregard for established procurement procedures.

The cracks extend into asset management, where inefficiencies border on negligence. Seven old motor vehicles recommended for disposal in the 2023/24 financial year were not included in the procurement and disposal plan for 2024/25, leaving them in limbo. Although the Centre has documented procedures for vehicle maintenance, it lacks maintenance logs and a system to track servicing history or forecast future needs, effectively operating in the dark when it comes to managing its fleet.

At the Mbarara campus, the situation takes an even more alarming turn. A total of 39 Uninterrupted Power Supply units have remained non-functional since a power surge in 2021, while 39 obsolete computers that require disposal and replacement are still lying around. Out of six network switches installed at the campus, only two are functional, crippling internet connectivity and disrupting online lecture delivery in an era where digital access is critical.

In what many are calling a glaring example of wasted investment, video conferencing equipment worth UGX 84.38 million intended to facilitate live shared lectures has not been used for almost a year due to a burnt-out switch. Meanwhile, machines worth UGX 1.95 billion procured for the Publishing Unit between 2022 and 2024, though fully installed, have been stuck in testing mode and remain unused a staggering 36 months after delivery.

Funding constraints have also taken their toll. Out of UGX 40.92 billion appropriated by Parliament, only UGX 39.60 billion was warranted, leaving a shortfall of UGX 1.33 billion. This gap directly affected service delivery, with the Centre unable to offer Diplomas in Law and Human Rights programmes or procure a biometric system for the Mbarara and Lira campuses.

On the revenue front, the Centre collected UGX 17.51 billion out of an expected UGX 19.62 billion, achieving 89 percent of its target. While this may appear respectable, it still reflects a gap that contributes to the broader financial strain. Expenditure, however, tells a different story, with UGX 38.98 billion spent out of UGX 39.60 billion received, translating into a high absorption rate of 98 percent.

Yet despite this spending efficiency, the absence of an annualised Monitoring and Evaluation Framework means there is no structured system to track performance, analyse results, or take timely corrective action. Without such a framework, experts warn, even well-funded programmes risk drifting off course without accountability.

The impact is already visible in the Centre’s core mandate. While Legal Aid Services significantly exceeded targets, the Bar Course pass rate fell to less than half of its target, raising concerns about the quality of legal training. Over the past five years, the Bar Course pass rate has been above average only once, reaching 52 percent in the 2021/22 academic year. In contrast, the Diploma in Laws programme has maintained consistently strong performance, with pass rates above average throughout the same period, the lowest being 78 percent. However, the Diploma in Human Rights failed to meet its targets, adding to the growing list of underperforming areas.

All these findings point to a troubling reality: an institution entrusted with administering justice training is itself battling systemic weaknesses that threaten its effectiveness. Questions are now being asked about leadership, oversight and whether those at the helm are doing enough to steer the Centre back on track.

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