General
DICTS Workshop Urges Staff to Use Social Media as a Marketing Tool
The Makerere University Directorate of Information and Communication Technology Support (DICTS) held a social media workshop to equip Makerere University staff with skills and knowledge on how to use social media as an enabler of effective communication, eLearning and cyber-crime prevention. The workshop took place on 13th February 2020 in the College of Engineering, Design, Art and Technology (CEDAT) Conference Hall.
According to the Director DICTS, Mr. Samuel Paul Mugabi, the workshop was aimed at discussing ways through which Makerere University staff can embrace the professional usage of social media tools to improve the Institution’s online brand, boost its visibility as well as harmonise the use of social media as a learning tool.
“Social media has evolved from a chat application to a social economic issue that can be used as a marketing tool for institutions. It is important to tap into social media’s potential of enabling effective communication, education, marketing and governance,” said Mr. Mugabi.
He noted that with over 3.5billion users, social media is a key enabler of Massive Open Online Courses (MOOCs) thus contributing to the attainment of Sustainable Development Goal 4 (SDG 4) which is aimed at “ensuring inclusive and equitable quality education and promote lifelong learning opportunities for all.”
In a presentation on “Makerere University Communication Policy and Social Media”, the Principal Public Relations Officer, Ms. Ritah Namisango urged participants to ensure that the messages disseminated on institutional social media platforms and websites protect the University’s brand. She called upon the audience to use multiple channels of communication so as to enhance the visibility of Makerere and promote advances in teaching, learning, research and innovations.
“Makerere University’s social media platforms should be used to communicate institutional messages in line with the vision, mission, and core values. Institutional communication should be in line with the Mak Communication Policy to provide a pro-active approach to information management and dissemination, strengthen the University’s image and build good will among the stakeholders,” said Ms. Namisango.
Defining social media as an enabler of teaching and learning, Assoc. Prof. Paul Birevu Muyinda, the Deputy Principal College of Education and External Studies (CEES) said that social media applications such as WhatsApp and Facebook, promote student-student and student-teacher interaction. He added that these also motivate lonely distance learners, create a sense of belonging and support learning anytime.
“Social media fosters positive relationship between the lecturers and students. It should be recalled that interacting using social media is less formal and it creates a friendly environment between the students and faculty members. It is such interactions that will motivate the students and encourage effective learning,” said Assoc. Prof. Muyinda.
He added that social networking allows users to add value to the content they are accessing. This, he noted, leads to a seamless exchange of information building a robust body of knowledge that is sometimes called collective intelligence.
Taking the audience through social media threats, risks and security, the Director Cyber-Crime Department, Uganda Police Force, Mr. Haguma Jimmy said many people have fallen victims of social media orchestrated threats, theft and crime in Uganda. He said that the Uganda Police Force has registered several cases related to cybercrime such as cyber rape, loss of funds to conmen and online investment clubs, hackers, sim card swaps among others.
He called upon Ugandans to acquaint themselves with the laws that govern social media and also adopt the best social media practices.
“Uganda has a number of laws that regulate social media, read them so that you know your position while using social media. Do not open any emails from untrusted sources, lock your laptop or phone whenever you are away and purchase anti-virus software. Read your company’s privacy policy to understand under what circumstances you should or should not let a stranger into the building and set strong passwords,” said Mr. Haguma.
Mr. Hussein K. Isingoma, Ag. Commissioner Forensics and Risk Advisory, Ministry of Finance, Planning and Economic Development urged digital marketers and social media managers to acquaint themselves with soft skills so as to manage relationships effectively.
“A combination of soft skills and technical skills is at a center of career success. Success depends on the mastery of soft skills which include time management, discipline, conflict resolution, acknowledging colleague’s effort among others” said Mr. Isingoma.
The workshop was moderated by Mr. Yunusu Musisi, Acting End User Support Manager, DICTS.
Article by: Esther Joy Nakibombo Volunteer Mak Public Relations Office
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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