General
Mak-Binghamton Explore Collaboration to Strengthen Internationalisation
As the current 10 year strategic plan nears its end of life in 2019, the Makerere University Management held a three-day Strategic Planning Retreat from 20th to 22nd February, 2018 that embarked on the yearlong process of formulating the next ten year Strategic Plan (2020/21-2029/30). One of the key areas of focus for the new strategic plan is the Internationalisation of academic programmes, collaborations, student admissions as well as faculty recruitment.
On 7th March 2018, Makerere University hosted Prof. Aondover Tarhule, Vice Provost and Dean of the Graduate School at Binghamton University; one of the top public research universities in the U.S. Prof. Tarhule’s mission was to explore ways of diversifying Binghamton’s international graduate student population (40%), currently comprised largely (65%) of students from India and China.
Welcoming Prof. Tarhule to Makerere University, the Principal College of Business and Management Sciences (CoBAMS)-Assoc. Prof. Eria Hisali, who represented the Acting Deputy Vice Chancellor (Finance and Administration)-Prof. William Bazeyo noted the timeliness of this visit, in the wake of commencement of the aforementioned strategic planning process.
“We appreciate you reaching out to us and I must say that your visit fits well within our aspirations for the next ten years, where our key focus is going to be Internationalisation,” remarked Assoc. Prof. Hisali.
He informed Prof. Tarhule that Makerere runs a collegiate system, whose introduction was aimed at combining discipline synergies with intention of boosting the implementation of University core functions, with a particular focus on research. “I therefore encourage you to kindly consider visiting some of our colleges in case your schedule permits” added Assoc. Prof. Hisali.
Starting off his presentation, Prof. Tarhule highlighted that Binghamton is part of the State University of New York (SUNY) system comprised of 64 institutions with a combined student population of 400,000. Located in Binghamton where IBM was founded, the city is also home to other high-tech companies such aerospace giant Lockheed Martin, Johnson & Johnson among others. Binghamton is also ranked one of the top six most affordable universities in the world for international students; thanks to subsidies by the New York State.
“Unlike Makerere’s 45,000 students, Binghamton’s student population is only 17,000 with 13,000 of these undergraduate; a population we plan to maintain, but we have room for growth of the graduate student population up to 6,000. The low cost of living in the greater Binghamton area allows our graduate students to enjoy reasonably priced housing in a safe community with free bus transportation to campus. These buses are driven by our students to help them finance their education” said Prof. Tarhule.
Prof. Tarhule further shared that Binghamton has come up with a number of innovation to make education more efficient in the face of changing market demands. One such innovation is the Accelerated Degree Programs, where undergraduate students are admitted well knowing that they will proceed directly to a Masters program in the same discipline. “This means that undergraduate students begin taking graduate courses during their senior years, which has made it easier and cheaper for students to come in” he added.
The second innovation shared by Prof. Tarhule was a refined pedagogy which seeks to produce graduates with T-Shaped skills, who can meet both academia and industry demands. Under the T-Shaped pedagogy, students are take both general education courses (horizontal part of the T), which equip students with a broad range of knowledge, and deep learning courses (vertical part of the T) which seek to ground the student in concepts specific to their discipline.
Prof. Tarhule nevertheless noted that education in the U.S. was also embracing the AGILE pedagogy, characterised by increased oral presentations that necessitate students to think on their feet whenever prompted. “The goal of this kind of training is to build transferable skills within one disciplinary area” he added.
In the reactions that followed, the Deputy Principal, College of Humanities and Social Sciences (CHUSS)-Assoc. Prof. Josephine Ahikire sought to understand how the Humanities and Social Sciences can be helped to nurture the new generation of scholars to become experts in their field. “Can our collaboration consider including the aspect of resident scholars to help mentor the young generation of academics?”
Mr. John Bosco Oryema an Assistant Lecturer, CoBAMS noted that the field of Business Analytics is not well developed in the region. He therefore hoped that collaboration with Binghamton would expose students at Makerere to this vibrant sector. He further sought the possibility of introducing joint supervision of graduate students; with US-based and Makerere-based supervisors, a practice, he noted, quickens the process of finalising theses.
Mr. Charles Ssemugabi from School of Public Health, College of Health Sciences (CHS), sought to find out Prof. Tarhule’s Internationalisation diversification strategy moving forward. “Most partnerships start in the form of research at departmental level, then progress to staff and student exchanges and eventually summer schools” he commented.
Wrapping up the responses, Assoc. Prof. Hisali thanked Prof. Tarhule for his presentation, noting that Makerere indeed had a lot to learn from Binghamton’s innovations. “We need to come up with a broad Memorandum of Understanding at institutional level then work out the specifics at unit level, which can then help us identify issues of support and financing” he concluded.
Prof. Tarhule thanked the staff present for their responses, noting that they had been both “profound and insightful.” He reiterated that his visit was exploratory and it was important for both institutions to identify mutual strengths and complementarities, so as to forge a mutually beneficial collaboration. “Whatever you decide to do, think mutuality; what are you offering? What do you want to get? Think as an equal partner who is seeking to bring something to the table.”
He shared that Binghamton was very strong in the fields of Engineering, Business and Smart Energy. “We are also in the final stages of developing a degree in Data Analytics and so the comment in that direction was timely.” Prof. Tarhule however, urged his audience to look beyond the competences within their individual disciplines to those within the entire University or region, “think of what you can do broadly as a region. Foundations out there will always seek to sponsor programmes that have a broader regional or even continental impact” he advised.
He concurred that mentorship for graduate programmes had been observed to be a major challenge for African Universities. He however hoped that many more students would stand to benefit from programmes such as the Council for the Development of Social Science Research in Africa (CODESRIA), funded in part by the Carnegie Corporation of New York through which he is personally mentoring three African students as a Diaspora-based professor.
Prof. Tarhule further admitted that whereas training students abroad was expensive, it is essential. He noted that we live in a globalised world where intellectual power is no longer limited by political power and hoped that African institutions would increasingly emulate nations like China and India, who despite having large economic resources, still aggressively take advantage of cost effective models such as joint degree programmes.
“Setting up high-tech labs is a very expensive venture. Therefore summer programmes that expose African students to these high-tech facilities in the U.S. are a win-win, especially as internationalisation increasingly becomes a major contributor to institutional rankings. Therefore, my key message is that we are as much interested in internationalisation as you are. Thank you” concluded Prof. Tarhule.
Please see Downloads for Binghamton presentation
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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