General
Prof. John Muyonga Hands Over Office of Dean School of Food Technology
Prof. John Muyonga has handed over office to Dr. Abel Atukwase, the new Dean-elect School of Food Technology, Nutrition and Bioengineering. The handover ceremony was held on Thursday, 17th January 2019 at the School’s Conference Hall.
Prof. Muyonga has served as Dean for two four-year terms since 2011 when the university turned collegiate. His term expired on 31st December 2018.
Presiding over the function, the Principal, College of Agricultural and Environmental Sciences (CAES), Prof. Bernard Bashaasha commended Prof. Muyonga for running the School for eight years and doubling the graduate programmes in terms of curriculum design.
“In terms of research, your School has the second largest chunk of research resources in the College and some outstanding infrastructure. The Food Technology and Business Incubation Centre (FTBIC) is a flagship both at Makerere University and the East African region”, the Principal said.
Professor Bashaasha hailed the outgoing Dean for keeping the Human Resource Team united, conflict-free and maintaining a good working relationship with the Principals office. He congratulated the incoming Dean, Dr. Abel Atukwase upon his victory adding that he has some work to do in terms of harmonizing the school.
“Just be yourself, serve everybody regardless of who rallied behind you. Bear in mind that you are serving not because you are the best but because you were trusted to serve in this particular time and you will hand over the mantle to another person. Your mission is to add value to what Prof. Muyonga has done because the foundation has been set”, He advised.
The Principal also advised staff to treat pledges as ideas which can be picked, reshaped and achieved afterwards. He described pledges as promises, well thought ideas and good indications subject to assessment.
Prof. Bashaasha described leadership as God-given and welcomed Dr. Atukwase to the College management. He said the college works as a family and there is room for discussion.
Outgoing Dean, Prof John Muyonga described the handover as a happy moment and thanked college staff and university management for being supportive.
He said when the school begun, they came up with a mission, discussed it and came up with six goals to increase visibility.
He highlighted the achievements under his tenure including; an increased number of courses, acquisition of an additional building and equipment as well as upgrading the engineering workshop at MUARIK. Other achievements according to Prof. Muyonga include enhanced collaborations with national and international partners, improvement in research and acquisition of three motor vehicles.
Some of the challenges he said include limited space for lecture rooms and staff offices. He highlighted areas that the new Dean needs to look into including; follow up with NCHE on the new courses, renovations, letters of staff appointment, FTBIC contract staff, staffing gaps, evening programs for MSc and incubation programs and improving the level of laboratory productivity among others.
Based on his personal experience, Prof. Muyonga advised the incoming Dean on a number of issues pledging his continued support.
“As head, it is good to have a big project other than waiting for the Principal to take care of the things the center cannot. On enrolment figures, you need to attract numbers and quality.
We have reasonable equipment for food processing but you can do more by bringing the Private Sector on board. Ensure technicians can operate equipment and have relevant expertise”. Prof. Muyonga advised.
The incoming Dean, Dr. Abel Atukwase referred to the election process and handover as great days and a slightly new age for the school. He thanked the staff for choosing him as Dean and the Principal for facilitating all the processes in School.
Dr. Atukwase also appreciated the outgoing Dean for steering the team for the past 13 years both as Head of Department and Dean.
“I promise that through the support of colleagues, I will keep it a very active School. I am inheriting a firmly laid foundation and hopefully I will get it to better heights”, stated the new Dean.
Dr. Atukwase thanked Prof. Archileo Kaaya for mentoring him as his teacher and supervisor both at undergraduate and PhD levels and giving him the opportunity to act as Head of Department when he became Lecturer. This he said gave him the confidence and opportunity to meet people in management. Prof. Kaaya lectured and mentored both the incoming and outgoing deans.
“As we move forward, I count on your support. We have a strategic plan under development and I pledge that my School will work towards supporting the strategic plan of the College and University. I will be there to fulfill the objectives and keep activities moving to ensure we don’t backslide”. Dr. Atukwase said.
Atukwase pledged to work hard and together with staff, add value to the School. He reported that Prof. Muyonga had been mentoring him to better understand leadership issues.
“I am more energized now that I have been given the responsibility to steer the school and I won’t let down the School program down. I promise consensus to avoid crisis. My leadership ingredients are integrity, honesty and focus”. Dr. Atukwase pledged.
He appreciated his campaign team for the job well done and promised to serve everybody.
The representative of Director Internal Audit Makerere University, Mr. William Ssebanakitta described the outgoing Dean as a well-informed person and challenged the incoming dean to emulate Prof. Muyonga and to be cooperative.
Prof. Archileo Kaaya said both deans were his students and thanked Prof. Muyonga for steering the school along the right course.
“He has been transparent and this is a legacy he is leaving. Abel, you have seen. Administration is complicated.
You need to be very calm and transparent. Make the Dean’s office simple. Let us come to your office. Remain free and interact with all staff so as to forge togetherness.
You still need to grow academically. We need to see you above the rank of Senior lecturer and therefore this position needs balancing”, Prof. Kaaya who is also Head, Department of Food Technology and Nutrition advised.
Kaaya also advised that administration sometimes requires hands-on supervision. He told the incoming Dean not to think about those who never gave him the vote, but to serve above self.
Speaking on behalf of the technical team, Mr. Balamaze, who is currently undertaking a PhD, thanked the outgoing Dean for contributing to his MSc.
“Abel, you have been with us. You know all the potholes and I am sure you are going to do a good job. We would like to see labs become more vibrant”, he said
Report compiled by;
Jane Anyango
Principal Communication Officers, CAES
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.
At Makerere University, the future didn’t feel distant, it felt urgent, alive, and within reach.
For three days in March, the university’s grounds transformed into a vibrant meeting point of ambition and opportunity as students, graduates, and industry leaders converged for the 2026 Careers Fair. Lecture halls spilled into exhibition spaces, conversations replaced uncertainty, and for many students, career dreams began to take clearer shape.
A Question That Defined the Moment: Man or Machine?
The opening day set the tone with a bold theme;“Machine vs. Man”, placing artificial intelligence at the center of career conversations. Students listened, questioned, and reflected as leaders challenged them not to fear technology, but to harness it.
The message was clear: the future belongs to those who can adapt.
Speakers emphasized that while AI is reshaping industries, it is also creating new opportunities for innovation, entrepreneurship, and job creation. For many students in attendance, this was more than a discussion—it was a wake-up call to rethink their place in a rapidly evolving world.
Beyond Jobs: Unlocking Global Opportunities
If Day One provoked thought, Day Two opened doors.
The focus shifted to scholarships, fellowships, and international study opportunities, expanding students’ horizons beyond the immediate job market. Conversations moved from “What job can I get?” to “What possibilities exist for me globally?”
Students explored pathways into prestigious programmes, exchange opportunities, and further study options, discovering that their ambitions could stretch far beyond borders.
Where Potential Meets Purpose
By the final day, the Careers Fair had evolved into something deeper—a platform for connection.
Under the theme “Connecting Potential to Purpose,” industry leaders, employers, and development partners engaged directly with students, emphasizing collaboration as the key to career success.
Across Freedom Square and exhibition booths, students asked tough questions, shared ideas, and made meaningful connections. Employers, in turn, offered insights into the skills that matter most in today’s workplace—adaptability, creativity, and critical thinking.
More than 50 organizations participated, turning the fair into a living ecosystem of mentorship, networking, and opportunity.
Stories That Defined the Experience
But beyond the panels and presentations, it was the human moments that stood out.
There was the student who, after a conversation with a recruiter, discovered a career path they had never considered. The group of finalists who used simple tools like mobile phones to create powerful messages about safety and inclusion, reminding everyone that innovation often begins with what is available.
And there were countless quiet exchanges, handshakes, questions, shared laughter—that carried the weight of possibility.
A Bridge to the Future
What emerged from the three-day experience was not just a successful event, but a powerful reminder of the university’s role as a bridge, linking academic training to real-world demands.
The Careers Fair reaffirmed Makerere’s commitment to preparing students not just for employment, but for meaningful participation in shaping the future. It brought into focus a simple but profound truth: careers are not built in isolation—they are nurtured through connections, curiosity, and courage.
For many students who walked through the fair, the journey ahead no longer felt uncertain. It felt possible.
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