General
CGC Successfully Pilots IREX Oral Communications Badge
Students from Makerere University have successfully completed a pilot of the Oral Communications Badge Challenge thanks to support from the Education Design Lab and International Research and Exchanges Board (IREX). The pilot was coordinated by the Counselling and Guidance Centre (CGC) and the Oral Communications Badge Challenge was one the first competency-based skills needed by students to succeed in the workplace introduced by IREX, as part of the umbrella 21st Century Skills Badging Challenge.
Speaking during an interactive session held at the University Guest House on Monday 4th December 2017, the Manager CGC, Mr. Henry Nsubuga thanked IREX for providing the technical expertise and materials needed to pilot the Oral Communications Badge. Twenty two out of twenty six students that participated in the pilot received the badge.
According to the Education Design Lab information kit for partner institutions such as Makerere, badging is a system used to identify and verify individual skills and achievements, and is gaining momentum as a way to certify and display skills that are not taught through traditional courses. Educators are beginning to use badging as a way to map a second track of learning alongside the academic transcript and create micro-credentials that can complement a diploma and capture competency in specific areas.
During the Oral Communications pilot, students were able to acquire skills like; active listening, knowing how to reach your audience, storytelling, elevator pitching and professional communication among others. “There are several degree awarding institutions out there and our role as CGC with the help of partners like IREX is to find ways of better equipping our students such that they stand out more than their competitors in the market place,” added Mr. Nsubuga.
“We met with some of the students who participated in the pilot and they all shared positive feedback about the course. For example one student of nursing shared how they are now better equipped to talk to patients when out conducting practical sessions. The purpose of this meeting therefore is to find ways of how we can better work with IREX to roll out this project out on a larger scale,” shared Mr. Nsubuga.
“One of the things the students have enjoyed the most is the practical aspect” continued Ms. Nina Oduro, a Leadership Technical Advisor supporting IREX’s leadership programmes. “They are now seeing a difference in their daily interactions with their peers and Professors. One noted that they could now easily notice when a listener misinterprets what they say thanks to active listening,” she added.
The Dean of Students, Mr. Cyriaco Kabagambe by virtue of his designation interacts with student leaders of both academic and cultural associations on a daily basis. He observed that student leaders wield a lot of power to either positively or negatively influence their constituents.
“Misunderstood communication is one of the biggest problems in our daily interactions with students,” said Mr. Kabagambe. “We have a lot to communicate to the students and they too have a lot of issues to communicate to us. However, if we do not package them nicely, we can easily misunderstand each other,” he further explained.
The Dean of Students therefore urged IREX and CGC to consider student leaders of Halls, Hostels, Places of Worship, Colleges and Cultural Associations, who together constitute the Guild Repre-sentative Councilors (GRCs). “I am willing, with guidance from the Counselling and Guidance Centre, to see how this program can be integrated into student activities,” he added.
Whereas IREX provided the original training material, it had to be customised so as to be include examples relevant to the Ugandan situation, and thereafter the trainings had to be conducted. These activities were successfully completed thanks to the efforts of CGC Counsellor-Ms. Rose Nalwanga and Ms. Rita Kyamuhangire, a volunteer at CGC.
Ms. Kyamuhagire, from her experience, observed that she had met several students with excellent grades who unfortunately were unable to beat their lower scoring peers during interviews, owing to their lack of 21t century competency based skills. These include critical thinking, creative problem solving, Cross-Cultural Competency and others.
“The beauty with this course is that it is mostly interactive. It calls for a lot of storytelling, role play, face to face discussions and presentations in person. We also ask the students to analyse TED talks for the presenters’ oral communication skills or strengths,” said Ms. Kyamuhangire.
She further noted that the course structure is flexible and as a result of constant requests from the students, public speaking was also added as a component. The course was also piloted among students on the MasterCard Scholars Fellowship Program (MCFSP) at Makerere University.
The working relationship between IREX and Makerere University goes back five years to 2012 when in consultation with the Carnegie Corporation of New York (CCNY), IREX expanded its University Administration Support Program (UASP) to include university administrators from Makerere.
“Eleven Administrators have attended the 8-week program since its inception,” said Mr. Nsubuga, before adding “many of the partnerships we have built at CGC are as a result of my attendance of the UASP Fellowship in 2015. What remains now is a coming up with measures on how best we can apply what we learn during the fellowship to our setting here.”
Speaking on the way forward, the Brand and Marketing Officer-Mr. Agaba Issa Mugabo urged Mr. Nsubuga to formalize Makerere’s relationship with IREX through a Memorandum of Understanding, so as to clearly spell out activities that will be undertaken thereunder.
Article by Public Relations Office
Makerere University has officially launched its Strategic Plan 2025-2030, marking a major milestone in its commitment to strengthening research, innovation, and human capital development in line with Uganda’s national development priorities.
The launch brought together senior government officials, university leadership, and development planners, including the Minister of Finance, Planning and Economic Development, Hon. Henry Musasizi, and a representative from the National Planning Authority (NPA), alongside the University Vice Chancellor.
A Vision Anchored in National Transformation
Speaking at the launch, the Vice Chancellor underscored the University’s ambition to significantly expand graduate training and strengthen its contribution to national development. He noted that the institution is targeting a return to pre-COVID enrolment levels and a substantial increase in postgraduate numbers by 2030, with a focus on producing highly skilled graduates, innovators, and researchers.
He emphasized that the Strategic Plan positions the University as a key driver of Uganda’s transformation through knowledge generation, innovation, and entrepreneurship, aligned with national priorities.
“The staffing distribution is shown here. Under the approved establishment, we intended to have 419 Professors, but we currently have only 75. We planned for 473 Associate Professors, but currently have only 144. This clearly demonstrates that we still have considerable room for growth in strengthening our academic staff profile,” the VC said.
The VC appreciated researchers and research centres, that continue to attract substantial research funding. He highlighted the Infectious Diseases Institute (IDI) and the Makerere University Walter Reed Project which attracted approximately US$70 million in international research funding into Uganda.
“When you combine the grants won by all our researchers through competitive international funding, the total exceeds US$200 million,” he said.
In her remarks, the Chairperson of the University Council, Dr. Lorna Magara, described the Strategic Plan as more than an institutional roadmap, calling it “a public covenant with the people of Uganda.”
She noted that the Plan marks “the launch of Makerere University’s next chapter,” adding that decisions taken over the next five years will shape not only the future of the institution, but also Uganda’s development trajectory through graduates, research, innovations, and leadership.
Dr. Magara emphasized Makerere’s unique national role as Uganda’s premier public university, entrusted with public resources and public confidence.
“Every investment made in Makerere must produce measurable value for the people of Uganda,” she said, underscoring the need for accountability, integrity, and impact.
Ambitious Targets for Transformation
The Council Chairperson and the Vice chancellor outlined bold performance targets under the Strategic Plan, including doubling postgraduate enrolment, increasing STEM enrolment from 30% to 55%, improving PhD completion rates from 10% to 35%, and more than doubling peer-reviewed research output, alongside a significant rise in patents and innovations.
Dr. Magara stressed that these targets are not aspirations alone but binding commitments against which institutional performance will be measured.
“Ambition is precisely what this moment demands. A strategic plan is not measured by the elegance of its language, but by the lives it transforms,” she said.
Call for Stronger Governance and Legal Reform
Dr. Magara also highlighted the need for reform of the Universities and Other Tertiary Institutions Act, Cap. 262, noting that the current legal framework has not kept pace with the evolving realities of university governance and innovation.
She called on Government and Parliament to support a timely review of the Act to enable universities to better optimise knowledge systems, productive assets, and innovation capacity in support of national development.
Government Endorsement and Strategic Alignment
Hon. Henry Musasizi commended the University for developing a forward-looking Strategic Plan aligned with Uganda’s Vision 2040 and the Fourth National Development Plan (NDP IV), which serves as the foundation for the country’s Tenfold Growth Strategy.
He explained that Uganda’s ambition to grow its economy from about USD 50 billion to USD 500 billion requires accelerated growth driven by productivity gains, innovation, and strong human capital development.
“Universities are central actors in national transformation. They are engines of knowledge creation, innovation, and human capital development,” he said.
The Minister stressed that government priorities include strengthening research, promoting industrialization, and ensuring that knowledge generated in universities is translated into practical solutions that support economic growth. He further highlighted the importance of accountability, efficiency, and value for money in public investments in higher education.
Universities as Drivers of the Tenfold Growth Strategy
In his presentation, the Senior Planner at the National Planning Authority, Samuel Kasule, emphasized that the Strategic Plan is firmly anchored in Uganda’s comprehensive development framework under Vision 2040 and NDP IV.
He noted that the Tenfold Growth Strategy seeks to accelerate Uganda’s economic growth into double-digit territory, enabling the country to achieve structural transformation and reach upper middle-income status.
Kasule underscored that universities play a critical role in this transformation through labour productivity, research, and innovation. He pointed out that priority sectors such as agriculture, tourism, minerals, oil and gas, and ICT depend heavily on skilled graduates and strong research ecosystems.
He also highlighted the importance of competency-based education, alignment of academic programmes with national human resource needs, and strengthening postgraduate training and research outputs.
A Shared Commitment to Transformation
Across all speeches, a strong message emerged: universities are central to Uganda’s development agenda and must evolve into research-intensive institutions that directly contribute to economic transformation.
The Strategic Plan 2025-2030 was widely commended for its focus on innovation, industry collaboration, digital transformation, and the commercialization of research outputs.
Government leaders reaffirmed continued support for higher education institutions through research funding, innovation ecosystems, and strengthened university–industry partnerships.
Conclusion
The launch of the Strategic Plan 2030 signals a renewed commitment to positioning the University as a key partner in Uganda’s development journey. With strong alignment to national priorities, the Plan is expected to accelerate research, innovation, and skills development necessary for achieving Uganda’s long-term economic ambitions. The Strategic Plan may be accessed at: https://mak.ac.ug/about/strategic-plan
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