On 13th June 2018, a number of internal stakeholders comprising the Vice Chancellor and his Management Team, College Principals, representatives of academic and administrative units convened in the Senate Building Conference Hall to validate the proposed Makerere University Strategic Planning Framework that will inform the Makerere University Strategic Plan for the next ten years (2019/20-2029/30).

The Strategic Planning Framework focused on positioning Makerere University as the Regional Knowledge Hub will be used as a reference in the formulation of colleges /unit strategic plans that will inform the ten years Makerere University Strategic plan (2019/20-2029/30).  

During the Validation Meeting, the Vice Chancellor of Makerere University, Prof. Barnabas Nawangwe expressed commitment to the process of turning Makerere University into a research led University when he said, “We have the potential to be the research led University in Africa. Makerere University’s legacy in research and publications is known worldwide. We have made research in various critical areas and our research has made a strong impact to the community. I believe we have the potential for the new shift and we are shifting for better.”  

The Chairperson of the Strategic Plan Drafting Committee, Dr. Isaac Okullo, who is also the Deputy Principal, College of Health Sciences noted that for each thematic area, a range of measures of success have been specified. These will provide the benchmark to assess baseline and progress of implementation over the plan period. 

“The implementation of the ten year Strategic Plan will be phased into three year operational plans and annual work plans which will be assessed for realisation of the set targets. The annual work plan/ activities will guide the budgeting against which university performance will be assessed,” he stated. 

He urged Colleges and Units to embark on the process of drafting the Colleges/Units Strategic Plans to enable the Strategic Plan Drafting Committee finalise its work on time. “We request that you identify a Planning Chairperson and constitute a Planning Committee of not less than five members to drive the planning process,” he said. 

According to the Chairperson of the Strategic Planning Committee who is also the Acting Deputy Vice Chancellor for Finance and Administration Prof. William Bazeyo, the new Strategic Plan is expected to align the University goals with the Sustainable Development Goals; the Agenda 2063 by the African Union; and the institution of National Development Plan II and Vision 2040. 

“At its meeting on 29th November 2017, Makerere University Council identified inhibiting factors that need to be addressed as the university moves into the next planning cycle. The University Council also stressed the need to evaluate the placement of Makerere University in the national Development Agenda,” he said.  

In February 2018, Makerere University embarked on the process that will culminate in the formulation of the next ten year Strategic Plan (2020/21-2029/30). The formulation of the new Mak Strategic Plan (2020/21-2029/30) will take a year-long participatory approach incorporating views of different stakeholders including staff, alumni, students, professional bodies, civil society, as well as the private and public sectors. The current 10 year Mak Strategic Plan is expected to come to an end in 2019.

The development of the Strategic Framework marks the beginning of the new direction of Makerere University Spanning over the next decade. It is envisaged, and as underlined by the Strategic Planning Retreat held in February 2018 at Entebbe, that the new strategic plan 2020/21-229/30 will address three key investment areas namely the institution, the human capital and the development impact. These will fit with in the structure of the core and support functions of the university.

The Strategic Planning Framework outlines the identity, vision, mission and core functions of Makerere University, puts forward the key procedures and parameters that will guide the Colleges/Units in the formulation of their plans and articulates the key performance indicators in terms of measures of success and benchmarking international and regional institutions in the plan formulation process.

While the outgoing strategic plan was more focused on processes, it is proposed that the new plan should target quality outputs and outcomes. As such the basis of the strategic plan is:

1. Anchoring the University as a research led institution that contributes to the development of the national intellectual outputs and resources but also meets the requisite criteria of a regional hub;
2. A reviewed research agenda that provides opportunities for exploitation of the talent among students and staff to engage with relevant stakeholders (industry, communities, private and public entities) as part  of their research interests, with a focus  on impacting and identifying future  research requirements;
3. Enhanced engagement with industry and business, and other end-users of research and promote knowledge transfer and commercialisation nationally, regionally and internationally;
4. Increased value and volume of innovations spawned from university research and other functions; 
5. A problem/community-based learning approach that prepares a versatile, professionally grounded; ethical leader and change agent who is committed to lifelong learning;
6. An equitable, inclusive and gender mainstreamed system in both academic and support function areas;
7. A human resource system  that will engender an engaged, motivated and highly productive workforce, Institutional Consolidation including transformation from the current  partially implemented Collegiate system from a highly centralised to a largely  decentralised Financial Management and less bureaucratic administrative system well entrenched in actual operational needs of the colleges; and
8. A robust M&E system that will promote institutional learning and improvement in the service provision and outputs of the university.

The Director of Planning and Development Department Dr. Florence Nakayiwa said that new Strategic Plan envisions an efficient and effective university that is highly reputable with a recognised brand. It also looks at an engaged, motivated and highly productive workforce. 

“The Strategic Plan also foresees a Makerere University graduate that is versatile, professionally grounded, has ethical values and committed to lifelong learning. It also positions the graduate as a leader and change agent, who has had a positive experience at Makerere University,” she said.

According to Dr. Nakayiwa, teaching and learning is the main mechanism through which the University contributes to the National Human capital Development needs. The University offers an array of disciplines ranging from humanities, performing and liberal arts to areas of science Technology, Engineering and Maths (STEM). She noted that since the Makerere University Graduates at Bachelors, Masters, and PhD level should be distinct and equipped with requisite skills, the new plan will be geared towards creating the appropriate environment and support to the students to meet their academic and professional aspirations. 

“The implication will be the institution of a robust, relevant and competence based 21st Century curriculum coupled with career guidance, counselling and mentorship. It will be a blended learning, integrated with field work and community services. Continuous dialogues and engagement with the students will define the teaching and learning interface at all times,” she explained. 

“The curriculum will be a learner centred; promote participation, experimentation and collaborative learning. A problem/community-bases learning approach that prepares the learners to take on societal challenges will be adopted. The role of the academic staff is envisaged to change from lecturing to designing of learning experiences and environments in which students learn and work together with the lecturer thus becoming more of a coach. This will promote the critical intellectual dispositions and build capacity for independent thinking and analysis of unchartered and complex issues,” she added. 

In a presentation, Mrs Patience Mushengyezi a Member of the Strategic Plan Drafting Committee said that the research agenda over the next 10 years period shall be determined by taking into account the research leadership role of Makerere University in undertaking both basic and applied research. The research thrust will be built on the established Centres of Excellence such as the African Centres of Excellence, the East African Centre of Renewable Energy Efficiency and the Waste Management Centre of Excellence.

“It is envisaged that the University will shift from exclusively focusing on creating an enabling environment to a position of defining, creating, nurturing and investing in the building blocks for a research university in Uganda. There will be a distinct shift to increased graduate enrolment and knowledge production. There will be efforts to engage government to fund graduate programmes through the loan scheme and other direct funding mechanisms,” she stated.

On Knowledge transfer partnership, Mrs Mushengyezi said that the new strategic plan will focus on generating knowledge and capacity through incubation centres, technology parks, intellectual Property and commercialisation of ideas. 

• Discussing the Institution, Dr. Justine Namaalwa also a member of the Strategic Plan Drafting Committee said that the new strategic plan is ready to;
• Develop efficient, effective and highly reputable institutions recognised as a good brand
• Develop a culture that will engender an engaged, motivated and highly productive workforce
• Improve the effectiveness and efficiency of the Library Services
• Leverage the ICT as a platform for academic excellence and innovations at Makerere University
• Reposition the gender Mainstreaming program to excel in providing an equitable and gender responsive organisational environment 
• Generate maximum benefit from university land holdings and existing infrastructure facilities
• Develop a devolved efficient financial management system 
• Widen the university financial resource base 
• Leverage resources and experience from the international experience of staff and students in teaching, learning, and research and service provision.
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Article by: Mak Public Relations Office