General
Kabanyolo hosts first collaborative GMO Biosafety Risk Assessment Training Workshop
It was a sunny Friday afternoon at the Faculty of Agricultural Sciences, Makerere University Kampala , Kabanyolo campus where applause accompanied the jovial award ceremony as participants from eleven countries in Africa (including Uganda) received their certificates of participation.
It was a sunny Friday afternoon at the Faculty of Agricultural Sciences, Makerere University Kampala , Kabanyolo campus where applause accompanied the jovial award ceremony as participants from eleven countries in Africa (including Uganda) received their certificates of participation.
The five day workshop running from 19th to 23rd October 2009 under the theme “Introduction to GMO Biosafety Risk Assessment” saw participants cover topics on biosafety in a legal and regulatory context, with emphasis on Africa; the authorization process; risk analysis and problem formulation; assessment and management of identified risks to humans and the environment; agricultural biotechnological techniques; experimental design; and management of quarantine facilities.
The workshop was the result of a collaboration between BiosafeTrain and the International Centre for Genetic Engineering and Biotechnology (ICGEB www.icgeb.org). Speaking on behalf of BiosafeTrain, Dr. Gabor L. Lovei, the Project Leader based at Aarhus University, Denmark emphasized that Africa can only be independent of external influence if it has the capacity to develop its own biotechnological capability through equipping scientists working in national research institutions and biosafety regulatory officials with practical skills.
BiosafeTrain (www.biosafetrain.dk) is a DANIDA-funded Enhancement of Research Capacity (ENRECA) project that assists East African countries to make informed, responsible decisions about the adoption of transgenic plants by enhancing their capacity in the area of biosafety and ecological impact assessment. BiosafeTrain collaborates with scientists from the University of Nairobi and Kenya Agricultural Research Institute in Kenya, Makerere University in Uganda, University of Dar es Salaam in Tanzania, and Aarhus and Copenhagen Universities in Denmark.
Dr. Lovei further expounded on the three pillars through which Biosafe Train aims at improving biotechnical capacity
a) To develop and improve infrastructural capacity and upgrade existing biosafety or biotechnology facilities. These facilities will i.e. Green houses and laboratories will have multiple uses and better guarantee from training sustainability even after the project concludes. So far these include
i) Renovation and reequipping of an Insect Proof Laboratory at Kabanyolo
ii) Laboratory and glasshouse construction in Kenya and Tanzania
b) Offer MSc and PhD fellowships in Biosafety with joint African- Danish supervision at local universities and perform relevant research projects locally. The project started in December 2004 and is currently in its second phase. The expected duration is 9-12 years by which time the collaborating countries will have trained personnel, protocols and facilities that enable them to fulfill their obligations under the Cartagena Protocol on Biosafety. So far 19 scholarships have been awarded (13 MSc, 6 PhD) to students from Uganda, Kenya and Tanzania.
c) Offer either general or specialized short-term training courses according to needs identified. So far, the project held 6 such courses in Kenya, Tanzania, Uganda, and Niger, for students, scientists, and regulatory organizations.
Dr. Dennis Ndolo Obonyo, a Biosafety Specialist representing ICGEB, and based in its Cape Town component, spelled out the Centre’s philosophy regarding the products of modern biotechnology – which is to provide scientifically- and technically-sound unbiased information to nationals and governments of its Member States.
Last year, the ICGEB was awarded a grant from the Bill & Melinda Gates Foundation to help support the development of effective safety and regulatory systems for biotechnology in sub-Saharan Africa. Working primarily out of its new Cape Town facility, the ICGEB-Gates biosafety capacity building project is enhancing national GMO regulatory capacity by using a four-pronged approach:
- Organising practical training workshops, with the recently concluded Kampala chapter being the inaugural one. There are four more such training workshops planned for 2010 and two in 2011.
- Offering 1-year MSc “Risk Assessment of GM Crops” fellowships. So far, six fellowships have been awarded at the University of Aberystwyth (UK) and another five are available for next year. The fellowships target mainly individuals whose roles impact directly on biosafety regulatory systems and scientific advisory committees.
- Offering short-term (1-2 years) research fellowships, which address issues pertinent to the regulation of genetically modified crops on the continent by generating scientific information relevant to regulatory advisory bodies in sub-Saharan Africa.
- Funding the participation of scientists and regulators in regional and international biosafety conferences.
In his concluding remarks, Dr. Obonyo emphasised that the project is driven by a bottom-up approach where project activities are responsive to locally-identified needs of scientists and representatives of National Competent Authorities (NCAs) in the region. Therefore, the project is keen to work with key biosafety initiatives in the region and aims at ultimately having a pool of stakeholders well-trained in biosafety aspects of key relevance to the region.
Noting some experiences from the recently concluded training, Dr. Lovei was glad that participants had realized the importance of experimental design and how to handle research data. He also reckoned that it was a good discussion group as it consisted of half students and half trainers with senior experience in the biotechnology field. He also identified the need to modify the training content with each proceeding training course seeing as the biotechnology field is evolving very fast.
Finally, as an ecologist for the last 30 years, Gabor couldn’t help but observe that ecology has an important role to play in the spread of GMOs and biotechnology noting that GMOs will unavoidably have to share an environment with indigenous species.
Images courtesy of BiosafeTrain
General
Press Release: Government of Uganda and Partners Launch SAY Plus+ to Scale Youth Sexual Reproductive Health & Rights (SRHR) Impact in Underserved Regions
USD 50 million national programme moves into full implementation, strengthening
adolescent and youth rights, empowerment, protection and access to youth-responsive
services in 13 districts across five sub-regions
KAMPALA, 7 MAY 2026: The Government of Uganda, through the Ministry of Health, today officially launched the SAY Plus+ Programme, a Sexual and Reproductive Health and Rights (SRHR) initiative designed to strengthen adolescent and youth rights, empowerment, protection and access to quality services in Uganda’s underserved regions.
The launch, held at Makerere University‘s Freedom Square under the theme “My Voice Matters: Youth Voices for SAY Plus+” and the tagline “Nothing for us, without us”, marks the programme’s transition into full implementation.
SAY Plus+, formerly known as Strengthening Adolescents and Youth Rights and Empowerment: Scaling Impact, is led by the Ministry of Health, in coordination with other Ministries, with UNFPA Uganda serving as the Managing and Technical Agency.
Backed by a USD 50 million pooled fund from the Governments of Iceland, Denmark, the Netherlands, and Sweden, the initiative is scheduled to operate between 2024 and 2030. It is currently being rolled out across thirteen districts within five sub-regions, providing targeted assistance to regional referral hospitals in Jinja, Mbale, Moroto, Yumbe, Arua, and Gulu. Furthermore, the programme supports the Human Capital Development goals established in Uganda’s National Development Plan IV.
“SAY Plus+ represents a shift from fragmented interventions to a coordinated national effort that meaningfully places young people at the centre of both design and delivery. Through our partnership with the Government of Uganda, development partners, and implementing partners, we are investing not only in services, but in the systems, communities, and environments that enable adolescents and young people to thrive not only today but also in the future,” said Ms. Kristine Blokhus, Representative – UNFPA Uganda.
Officially launched by the Minister of State for Health Hon. Margaret Muhanga, the SAY Plus+ programme targets adolescents and young people aged 10 to 24 years, with particular focus on adolescent girls and young women, refugees and host-community youth, out-of-school young people, those not in employment, education or training, adolescents with disabilities, and young people in humanitarian and post-conflict settings.
“For many of us, things like this one are designed without listening to what we go through every day, think or even feel. SAY Plus+ feels different because it starts with our voices and gives us a real role in shaping solutions. It is not just about information, it is about being supported to make decisions, access services, and build the future we want.” – Jovia Dranzoa, Young person.
SAY Plus+ operates through three pillars. First, it empowers youth to exercise their rights and make informed choices. Second, it engages families, communities, and leaders to address harmful social norms. Third, it strengthens youth-responsive SRHR, HIV, and gender-based violence services via health facilities and community platforms, aiming to reach over 2.3 million direct and indirect beneficiaries.
The SAY Plus+ initiative stands as a model of international cooperation and multi-sectoral synergy. Through the combined support of the Governments of Iceland, Denmark, the Netherlands, and Sweden, and the technical leadership of UNFPA, Uganda is now equipped to scale-up critical interventions in HIV prevention, gender-based violence response, and reproductive health. With implementation now in high gear through 2030, the programme is poised to make a lasting contribution to the nation’s human capital development goals.
— ENDS —
Photos from the event
By Betty Kyakuwa and Carol Kasujja
In this exclusive quick chat, we spoke to the 91st Guild President, Ssentamu Churchill James, a third-year student pursuing a Bachelor of Social Sciences. He shares insights into his leadership journey, key achievements, challenges, and his vision for the student community.
What inspired you to run for Guild President?
My background and personal leadership journey played a big role. Growing up, I saw my father and uncle actively involved in politics, which shaped my interest in leadership.
I also held leadership roles in high school—serving as Sports Minister at O-Level and later as Head Prefect at St. Juliana High School, Gayaza, during my A-Level. These experiences built my confidence and passion for representing others.
Seeing former Guild President Vincent Lubega Nsamba win also motivated me. We come from the same high school, and I succeeded him as Head Prefect. That gave me the belief that I, too, could lead at that level.
What was your vision when you assumed office, and how much of it did you achieve?
My vision was to amplify students’ voices and ensure their needs were prioritized. While it wasn’t easy due to bureaucracy, we made progress.
We improved students’ social welfare by engaging management, which led to greater flexibility in organizing events like the Bazaar and Freshers’ Ball. We also addressed the issue of missing marks. Previously, it could take semesters to resolve, but now, through the Office of the Academic Registrar, such issues can be handled much faster.
What is your biggest achievement?
One of the biggest milestones was allowing students to sit for examinations after paying at least 60% of tuition. This has reduced the number of students dropping out due to financial constraints.
We also saw the lifting of the ban on social events, which has gradually revived campus life. Additionally, leadership roles such as ministers and Guild Representative Councillors (GRCs) have become more functional, with clearer responsibilities and greater impact.
What key lessons have you learned?
One key lesson is the importance of daring to take action. Things may seem impossible, but once you step out and try, you realize they are achievable.
I also learned that leadership begins with influence. For example, when class representatives raised concerns about not being paid, I had to engage and influence them to understand the situation while working toward solutions.
Leadership also requires teamwork. You cannot lead alone—you need a support system. When you delegate, trust people and avoid micromanaging.
Another lesson is the importance of effective communication with management. Building strong relationships increases your chances of influencing decisions.
On a personal level, I have learned discipline—keeping time, improving how I present myself, and becoming more mindful in how I engage with others.
What do you attribute your success to?
First and foremost, God, who gave me the wisdom and understanding to lead.
I also attribute it to the strong working relationships I built with University leadership, especially the Vice Chancellor and the Dean of Students. Without that collaboration, it would have been difficult to achieve much.
How did you balance academics and leadership?
It required intentional planning and prioritization. When meetings clashed with tests, I delegated to the Vice President or Prime Minister. This ensured continuity while giving them an opportunity to grow.
However, I made it a point to attend critical engagements, such as Council meetings, because I was entrusted with representing students’ voices. I was also selective about external engagements to remain focused on my academics.
What challenges did you encounter?
Managing high expectations from students was a major challenge. Even small delays could attract criticism. For example, when students’ upkeep delayed by a week, some assumed I was not advocating for them.
I learned to remain calm and not react emotionally, instead using feedback as motivation to improve.
Another challenge was handling sensitive cases, such as advocating for students who had been suspended. Even when I did not agree with their actions, it was my duty to seek fair consideration on their behalf.
Was there a difficult decision you had to make?
Yes. Just a month into office, I made the decision to relieve a minister of their duties because they did not align with the cabinet’s vision and values. Leadership requires making tough decisions to maintain unity and integrity.
Is there anything you would have done differently?
I feel I could have engaged more with the administration. At times, I was occupied with activities outside the University, which limited my interaction with management. With more engagement, I believe I could have achieved even more.
What will you miss most?
I will not necessarily miss the office itself. Leadership is about service, and it is now time for others to take on that responsibility as I move on to the next chapter of my life.
How would you like to be remembered?
As a selfless leader who went the extra mile to serve others and always put students’ interests first—even when it required personal sacrifice.
For instance, during the Freshers’ Ball, we wanted to host a musician whose fee was UGX 4 million, yet we only had UGX 2 million. I personally covered the balance to make it happen for the students.
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