Humanities & Social Sciences
DGRT Benchmarks the CHUSS Cohort-based PhD Program
Officials from the Directorate of Graduate Research and Training (DGRT) on 7th March visited the College of Humanities and Social Sciences (CHUSS) to discuss strategies of enhancing the university’s capacity to increase the number and quality of PhD graduates.
CHUSS has been credited for presenting the highest number of PhD graduands in the last three consecutive graduation ceremonies with over 20 candidates representing 10% of the total university output.
The visit was a result of the issues that emerged during the recent Doctoral convention that was held at Hotel Africana where the Directorate was asked to come up with more concrete ways of engaging with colleges as the university strives to become research–led.
The team led by the new Director, Directorate of Research and Graduate Training Prof. Edward Bbaale wanted to understand CHUSS strategies for increasing graduate enrollment and how the college plans to uphold and sustain its upper hand in doctoral training.
Statistics show that the CHUSS great PhD harvest comes from sponsored candidates which according to DGRT is a risk. The Directorate wants a sustainability plan and a strategy of locally funded students so that if donors withdraw, the college does not collapse.
The team also wanted to learn and pick a leaf from CHUSS that will be a spring board when visiting other colleges for emulation as best practices.
The other reason for the visit was to hear the bottlenecks to graduate training and research which are solvable through existing policy and policy proposals which have many stages with different gates at the Board of Senate and Quality Assurance among others.
The meeting was attended by the college leadership including Principals, Deans, Heads of Departments, program coordinators at school and departmental levels, administrative and other staff who discussed how they would lead a better and more efficient management and delivery of graduate research and training in the college.
The discussions focused on strategies to increasing on graduate enrollment, sustainability plan for managing graduate education and research at a predominantly Graduate school with experiences from the CHUSS Cohort –based PhD.
Presenting the accreditation, enrolment, graduation and admission status of CHUSS programmes ,the Deputy Director, Graduate Research and Training Dr. Julius Kikooma said the Directorate is focusing on tracking and engaging with colleges on graduate programs.
“In terms of graduate output, CHUSS has two outstanding strength in terms of PhD and Post Graduate Diplomas. We are not bad in terms of numbers but If you can deliver the highest number of PhDs, you can deliver the highest number of master because you are more diverse and have the potential” , Dr. Kikooma implored schools to come up with strategies to increase output from struggling programmes.
The Director, Directorate of Research and Graduate Training Prof. Edward Bbaale stressed that Makerere is committed to transforming into a research led university and as a Directorate they are committed to that agenda.
Prof. Bbaale reported that during the Doctoral convention at Hotel African, the Vice Chancellor Prof. Barnabas Nawangwe urged colleges to commit on centering graduate training and research in reshaping the graduate education landscape at Makerere University.
The research led agenda according to the Director, has put the DGRT on the steering wheel, exposed them, saying they are bare and, must deliver to shine.
“What management is interested in, is that you need to be more innovative as units and individual faculty. Makerere is great because many units have doctoral faculty with capacity to supervise PhDs who have moved through different levels and are bound to contribute to the strategic agenda”, Prof. Bbale stressed adding that staff can work with other units and jointly develop programmes.
Prof. Bbaale explained that besides administering matters to do with graduate training, the DGRT is charged with responsibility of ensuring a conducive policy environment for training and research and initiating policy reviews and recommendations through relevant organs for change.
“We are here to hear from you because CHUSS is one of the colleges to pick lessons as far as doctoral training is concerned. Congratulations for the largest PhD harvests over the last three years.. it brings on table how to sustainably remain there and increase.
We are also here to understand the roadblocks to a great graduate training and research and those that can be identified and solved through policy changes and also to hear best practices for recommendations”. Prof.Bbaale explained
He said the DGRT is guided by the Board of Research and Graduate Training which plays an oversight function, monitoring and evaluation to ensure compliance to standards with Senate as another gauge. As DGRT, Bbaale said, they provide a coordination role and are dependent on colleges that run day to day programmes.
DGRT planned activities for the year
Prof. Bbaale reported that the Directorate is already engaged in policy reforms and wants to invest time and engage colleges in policy orientations. He added that THE Directorate wants to have a post-doctoral policy as a good potential for graduate programs and a turning point for publications. The proposals is that the university earmarks funds to sponsor candidates outside so that research outputs are owned by Makerere.
In addition, the Director reported that the Directorate wants to be deliberate and intentional on streamlining graduate admission where it has no end, but to be structured and run on cohort – based PhD. The idea is to admit in cohort and follow students’ milestones.
The Director also said, the Directorate was rethinking of the taught PhD but moving hand in hand with PhD by research, to have a structure and curriculum of what the candidate must do at the end of PhD.
Further, Prof.Bbaale said they are working on upgrading the Graduate Handbook and other policies.
Strategies for increasing Graduate enrolment at CHUSS
Representing the Principal CHUSS, the Deputy Principal Assoc. Prof. Eric Awich Ochen said the college established the project coordinating office and a graduate coordinator, an initiative that can be replicated to support the deputy principal, and, a contact point for graduate training in organizing seminars, answering students concerns, mentorship and supporting supervisors.
“This has helped control the drop outs and improve completion rates. Over the last six years, examinations of PhDs has improved and external examiners paid on time. 98% of examiners are happy, well-facilitated and the turn up of reports good at times within two weeks”. Dr. Awich said.
Dr. Awich said the CHUSS has strengthened and established a number of collaborations and attracted capacity building grants for research, graduate and Post Graduate training including Andrew Mellon and Gerda Henkel Foundations among others.
“We seek more opportunities for more cohort and PhD training as the best strategy to help students complete on time. As DGRT, there is need to help the university in identifying more partners”, Dr. Awich submitted.
At the national level, Dr. Awich said, the college works with the UPDF, Uganda Police and Prisons and has signed MoUs with the UPDF Senior Staff command plus over 25 other MoUs with local and international partners which presents an opportunity for Makerere to put its footprint.
To enhance the quality of scientific multi-disciplinary and multi-institutional research and scholarly writing and publications, Dr. Awich reported that the college established the Social Sciences Research Ethics Committee.
Dr. Awich added that the college graduate training and research has been strengthen by the nine centres and two research institutes that have been at the core of developing new and responsive PhD programmes and furthering partnerships and community outreach.
To increase the number of graduate fellows Dr. Awich proposed the need for the university to come up with a mechanism for fees waivers as a scholarship at departmental levels among others.
Experiences from the Cohort – based PhD Program
Speaking on behalf of the coordinators for the Andrew Mellon and Gerda Henkel funded PhD program, Dr. Pamela Khanakwa explained that since 2015 the college has been receiving 10 students every year from all over Africa with funding from Andrew Mellon and Gerda Henkel foundations.
Gerda Henkel Foundation, is a humanitarian foundation based in Germany which, on the African continent has funded research and graduate students through Lisa Maskell fund since 2009 -2010 when they partnered with the University of Stellenbosch under a premiership program which was called Partnership for Africa’s Next Generation of Academics (PANGeA).
PANGeA is a collaborative network of leading African universities developing research capacity and confidence in bringing African expertise to Africa’s challenges. The universities involved in the PANGeA network are the University of Botswana, the University of Dar es Salaam in Tanzania, the University of Ghana, Makerere University, the University of Malawi, the University of Nairobi in Kenya, Stellenbosch University, and the University of Yaoundé I in Cameroon.
In a bid to diversify, in 2015 PANGeA got into contact with Prof Edward Kirumira who was the then chairperson PANGeA and Makerere University was added in November 2016.
Dr. Khanakwa said the 1st cohort (2017) have all graduated with a PhD in humanities of Makerere University except one candidate who dropped out due to illness. In 2018, CHUSS admitted the 2nd cohort (10 students) and are in various stages of completion but was greatly affected by the pandemic. In 2019 the college had the 3rd cohort of 10 students, in 2020 another cohort of 8 students and the 2021 cohort that had 10 students.
Dr. Khanakwa explained that admissions are intense and done once under compulsory signed agreements and an almanac strictly followed.
“The college organizes cross cutting courses, writing workshops, progress reporting, mentorship and retooling workshops.
We also introduced pre-application workshops for competitive grants to help students know what funding agencies look for and the post doc grants.”
In addition, the college organizes dissemination workshops through different fora for students to reflect on what they are doing, invite scholars who comment on their work.
The college also supports students by providing them funds for space in Mawazo and other journals.
“The college also organizes supervisors retooling workshops on practices which have worked. This brings on heads of departments, deans and members from university units to remind members on their roles and graduate policies and practices”, Dr. Khanakwa stated.
Dr. Khanakwa also said the college endeavors to find avenues for supporting graduate students who are not on scholarship by putting slots to sponsor say 3PhDs and a masters on a different program with emphasis on creating a conducive environment for students.
The cohort system according to Dr. Khanakwa keeps the coordinators on love to look for partners and funding opportunities for students to sustain them and complete the program on time.
The Andrew Mellon and the Gerda Henkel support has made a community of scholars in the college and made CHUSS a vibrant intellectual community.By the end of this project, CHUSS would have educated about 60 PhD students.
The funding has also benefited the college in terms of infrastructure, contributed to the intellectual life and convened so far seven symposiums, the CHUSS Conversations and a number of seminars.
Discussions and proposals from the college
Members deliberated on the enablers and bottlenecks to research and graduate training, enhancing graduate supervision, selection of graduate students and challenges to graduate supervision
To increase the number and improve the quality of graduate training members proposed that the University makes a deliberate move to create space for graduate training, incentivize internal examination as extra load and allow CHUSS students from 2015 to be registered to complete.
It was proposed the university registers value in affiliations and treat them as opportunities, lobby government to support graduate training as this contributes to her vision and the National Development plans and address the staffing gaps.
Management was implored to think about prorata, staff welfare and salary enhancement across the divide, expedite staff promotion process, review the Human Resource manual attaching attraction of funding to promotion and post-retirement contracts and put in place systems that bring in funds.
Members expressed the need for special training facilities for specific programs e.g. psychology clinic, musical theater , studios etc, having a deliberate policy to reduce the workload at the lower level of undergraduates, and, institute a budget for curriculum development and reviews to reduce reliance on donors.
In addition to revisiting PhD supervision equivalence to one supervision as a promotion requirement, members suggested that the two year contract should be revisited to allow more years to enable staff attract funding and to avoid losing faculty to other universities.
Members observed that there was need to initiate a policy for academic gain of being a head of department, dean etc, and the need to reduce the bureaucracy for curriculum development and reviews and that the DGRT should engage with Senate, NCHE and facilitate the process.
Conclusions and issues to be taken forward
The Deputy Director Assoc. Prof. Julius Kikooma appreciated members for raising pertinent issues and proposals adding that some of them are directed to management and the Chair Board of Research and Graduate Training while some were for the Directorate to pick.
Dr. Kikooma asserted that the Directorate considers the working conditions of staff and that is why they were on ground to pick the language and best practices for emulation.
He clarified that the Vice Chancellor is passionate about attracting funding for graduate training and has pledged to work with partners and engage government in a conversation.
“The Vice Chancellor was also committed to engage different partners to have a building for graduate school – a space that is characteristically for graduate students.
As a public institution governed by public service, increasing the staffing levels will depend on instructions from the relevant government organs”. Dr. Kikooma said
Kikooma added that the policy on PhD fellows is there and every department should have graduate fellows to redistribute the load, and its practicality and implementation can be dealt with
The Director DGRT Prof. Edward Bbaale said a lot had been noted for synthesis and the Directorate will come up with write-ups and engage where possible.
Prof. Bbaale explained that Government took over the wage bill of Makerere and all funds go to government and therefore not practical to have a percentage of PhD funds ploughed back to colleges.
“The college should budget for internal examination just like they did for external examination because motivation is critical and, incentive structures need to be correct.
The issue of undergraduates is no longer getting incentive to maintain. The idea is to gradually reduce undergraduate enrolment and increase graduate enrolment and therefore, there is no reason to hold the same number of undergraduates”, The Director explained.
During a ceremony hosted by The French Embassy in Uganda on Wednesday, October 7 2026, four Makerere-affiliated academics were honoured with French Order of Academic Palms for their effort in strengthening working relations between France and Uganda.
The individuals recognised for their dedication to education, research, and the teaching of French include; Professor Edith Ruth Natukunda Togboa, Dr Agatha Tumwine, Professor Christian Kakuba, and Professor Enoch Sebuyungo.
During the ceremony, the French Ambassador H.E. Virginie Leroy highlighted that the partnership between France and Uganda partly thrives on the commitment of teachers and researchers who facilitate dissemination of knowledge and build lasting connections between the two nations.
One of the recipients, Professor Edith Ruth Natukunda Togboa, who was promoted to the rank of Officer of the Academic Palms is a long-time French instructor at Makerere University.
Professor Natukunda Togboa focused her career on bilingualism, translation, and language policy since returning from her studies in France in the 1980s.
Dr Agatha Tumwine the other recipient was appointed Knight of the Academic Palms.
As a Lecturer at Makerere University and President of the Association of French Teachers in Uganda (APFO), Dr Tumwine is recognised as instrumental in strengthening the French-teaching community and facilitating cooperation with the French Embassy.
The third is Professor Christian Kakuba who also received the rank of Knight. With nearly 30 years of experience at Makerere University in socio-demography and applied statistics. He has been a key figure in training new researchers and maintaining ties with the French National Institute for Demographic Studies (INED).
The fourth, Professor Enoch Sebuyungo, was equally appointed Knight of the Academic Palms.
Professor Sebuyungo is a linguist trained in France, and has worked to promote French as a tool for professional training and dialogue. He has also supported French-speaking refugees through translation services.
The Academic Palms (Ordre des Palmes Académiques) is an official National Order of Merit bestowed by the French Republic to honor distinguished academics, teachers, and individuals who have made valuable contributions to universities, education, science, and French culture.
Humanities & Social Sciences
MISR Director Assoc. Prof. Lyn Ossome Publishes New Book, Democracy’s Subjections
We are pleased to announce the publication of a new book by the Director, Makerere Institute of Social Research (MISR), Assoc. Prof. Lyn Ossome titled Democracy’s Subjections: Colonial Modernity and the Gendered Subject of Violence. It was published by Bloomsbury Academic.
In this ground-breaking study, Lyn Ossome offers an authoritative, interdisciplinary theory of how postcolonial capitalist democracies reproduce the gendered forms of violence essential to colonial rule.
Through an interdisciplinary methodology traversing political studies, feminist political economy, historical and literary studies, Ossome shows how postcolonial, capitalist democracies in Africa, like their colonial antecedents, use various identity-markers to determine whose rights and bodies are violable, to what extent, and whether and how the violated have a right to resist. The book critically reflects on the dilemmas and contradictions produced by the colonial encounter and its subjugative orders for the postcolonial democratizing state, interrogating why the failures of democratic institutions target gendered, labouring bodies. Through evidence gathered from colonial archives in Kenya, Zimbabwe, and South Africa, as well as through critical comparisons of two artistic responses to gender-based violence and rape in South Africa and India, Ossome offers a trenchant critique that, beyond the contexts analysed, is relevant across the postcolonial Global South.
The Makerere University community heartily congratulates Assoc. Prof. Lyn Ossome on this new milestone!
Book cover
Reviews
Humanities & Social Sciences
Prof. Walakira takes over as CHUSS Deputy Principal, pledges research-driven leadership
New Deputy Principal Prof. Eddy Joshua Walakira has pledged to build on the existing foundations at Makerere University’s College of Humanities and Social Sciences (CHUSS), with a focus on strengthening research, innovation, partnerships and the college’s income-generating capacity.
Prof. Walakira made the pledge on Monday, September 14, 2026, after officially taking over as Deputy Principal of CHUSS from Associate Prof. Eric Awich Ochen, who completed his four-year tenure after assuming office in April 2022.
The handover ceremony, held at the CHUSS Smart Room, brought together the College Principal, Associate Prof. Helen Nambalirwa Nkabala, deans, heads of departments, academic, administrative and support staff, as well as representatives from the Directorate of Internal Audit.
Walakira said he was taking over at a time when CHUSS had established a strong foundation and pledged to work with the Principal and staff to take the college to greater heights.
“I’m coming in with a lot of hope, a lot of courage and a lot of optimism because the foundations are already in place and the structures are already in place,” Walakira said.
He said his immediate priority would be to understand the needs of the different schools and departments and develop practical interventions, particularly in research, innovation and partnerships.
The incoming Deputy Principal said he intends to undertake a tour of CHUSS schools and departments to assess their research, innovation and partnership needs. said the exercise would help management identify existing capacities, gaps and opportunities that could be developed into practical plans for the college.
“My thinking is that we are going to form the best team ever that has led CHUSS,” he said, stressing that the college has the human and institutional capacity to become a leading unit within the University.
Walakira said CHUSS should make greater use of the networks and partnerships already established by its academic units, arguing that these could provide opportunities for research collaboration, innovation and resource mobilisation.
He also challenged departments that have faced long-standing equipment shortages to explore sustainable solutions rather than relying entirely on external funding.
“If the Department of Journalism for the last 20 years is still crying about equipment, I don’t think that is a good song. There must be a way out from within,” Walakira said. He pledged to work closely with Principal Nambalirwa Nkabala and other college leaders to identify opportunities for strengthening research capacity, publication and partnerships.
Walakira pledges loyal and collaborative leadership
Walakira pledged to work closely with the Principal, deans, heads of departments and staff while respecting University policies and structures. He said his leadership approach would be based on humility, consultation and practical problem-solving.
“My pledge, first of all, is to be loyal and humble to my boss and, above all, to serve in the fear of the Most High and to respect the rules, the principles and the structures of the University,” he said.
Walakira said he would seek to strengthen existing research groups and explore opportunities for the college to generate more resources internally. He urged staff to embrace a collective vision and work together to address challenges facing the college.
He expressed confidence that CHUSS could become a leading college within Makerere University if its existing human resource and institutional capacity were effectively harnessed.
“We have people who can work in leadership, but we have to develop a collective vision. We have to respect and accept the capabilities that we have, and also accept to work together to address the challenges that confront us,” he said.
Assoc. Prof. Ochen highlights four years of academic and research gains
In his handover report, outgoing Deputy Principal Prof. Eric Awich Ochen highlighted progress made during his four-year tenure, including improvements in teaching and learning, academic programme development, research, internationalisation, staff capacity building and digitalisation.
Ochen said he assumed office in April 2022, in the immediate aftermath of the COVID-19 pandemic, and worked under two College Principals—Prof. Josephine Ahikire and Associate Prof. Helen Nambalirwa Nkabala.
He attributed the achievements recorded during his tenure to collective efforts by the Principal, deans, heads of departments and staff.
“Whatever I did in the office of the Deputy Principal for the last four years has been in the best interest of the students. I tried to act in good faith,” Ochen said.
He acknowledged that leadership involves mistakes and said one of his major lessons had been the importance of consultation before making decisions.
Ochen advised his successor to maintain close consultation with the Principal, particularly when dealing with issues requiring clarification.
Ochen reported that the college had developed and revised several academic programmes during his tenure, including postgraduate programmes in French language studies, African languages and anthropology.
He said several existing programmes had also undergone accreditation and urged deans and heads of departments to begin preparations early for programmes due for re-accreditation.
He warned that delays in accreditation could disrupt student admissions and programme delivery, citing previous cases where some programmes were temporarily affected.
The outgoing Deputy Principal also highlighted efforts to revive and establish scholarly journals within CHUSS, including journals in history, peace, humanities, literature and communication.
He called for greater regularity in journal publication and continued digitisation to improve the visibility and accessibility of the college’s scholarly output.
Ochen said CHUSS had also made progress in modernising teaching and learning through the adoption of digital academic management systems.
He noted that staff had transitioned from the Academic Information Management System to ACMIS for the management and uploading of students’ results.
Timetable coordinators had also been trained to upload teaching timetables and workloads electronically.
The college also installed smart interactive screens in several lecture rooms, which Ochen said had improved the teaching environment and supported blended learning.
He urged the incoming leadership to continue investing in digital infrastructure, particularly for smaller postgraduate teaching spaces.
Ochen reported that CHUSS had significantly expanded its research and grants portfolio, with the college managing grants estimated at about US$12 million.
He attributed the growth partly to the development of research groups across departments and encouraged the new leadership to strengthen these groups to increase grant applications and scholarly publications.
“I believe in the last four years we have grown as a college. I think we have quite a higher portfolio of grants,” Ochen said.
He also cited numerous conferences, public lectures and international academic events as having contributed to CHUSS’s visibility nationally and internationally.
These included philosophy events, social work conferences, peace-related events, language celebrations, history and climate-migration conferences and other scholarly engagements.
Ochen said CHUSS had expanded its international collaborations through mobility programmes, academic partnerships and international conferences.
He pointed to Erasmus+ programmes and other collaborations involving universities in Europe, Africa and other parts of the world.
He also highlighted the Rotary Peace Centre and its growing international student community as important contributors to the college and University’s internationalisation agenda.
Despite the progress, Ochen identified inadequate equipment, particularly in journalism and multimedia production, as one of the challenges requiring attention.
He also cited concerns around support for staff supervising students, marking dissertations and other academic work, as well as the need to better recognise academic work conducted outside normal university hours.
He urged the incoming leadership to continue engaging staff and seeking practical solutions to these challenges.
Leadership transition will not disrupt CHUSS
Principal Associate Prof. Helen Nambalirwa Nkabala thanked Ochen for his service and said the transition would not destabilise the college.
She described Ochen as a committed colleague whose passion, energy and humility had contributed to the college’s progress.
Nambalirwa said the college was entering a new phase under Walakira, whose appointment comes as CHUSS implements its strategic priorities.
She said the college’s newly developed strategic plan provides a framework for advancing research, social protection, innovation, partnerships and other institutional priorities.
“We are very ambitious. We are hoping that we shall get a lot of wealth. For this college to move further, we are moving with stability,” Nambalirwa said.
The Principal also urged staff to continue supporting the new Deputy Principal as they had supported Ochen.
“Please, support that you have given Professor Ochen should be extended to Professor Walakira, because service is only fun when you have all your hands,” she said.
Staff commend Ochen, welcome Walakira
Staff members who spoke during the ceremony commended Ochen for his leadership and commitment to students while welcoming Walakira to the new role.
Mr. Gidange Moses from the Directorate of Internal Audit praised the Principal for nurturing staff and creating opportunities for them to take up leadership responsibilities.
He commended Ochen for completing his tenure and urged Walakira to embrace the responsibility of leading the college alongside the Principal.
Dr. Charlotte Mafumbo, Head of the Department of History, Archaeology and Heritage Studies, described Ochen as a passionate leader and thanked him for his contribution to the college.
She pledged the department’s support to the incoming Deputy Principal.
Dr. Denis Muhangi, Head of the Department of Social Work and Social Administration, representing the Dean of the School of Social Sciences, praised Ochen for his resilience in following up decisions and his commitment to student welfare.
He assured Walakira of the school’s support as he takes on his new responsibilities.
Maria Gyezaho, from the Principal’s office, also thanked Ochen for his guidance and leadership, saying the skills he had imparted to staff would continue to benefit them.
The handover formally marked the end of Ochen’s tenure as Deputy Principal and the beginning of Walakira’s term, with the college leadership calling on staff to maintain the momentum achieved over the previous four years while pursuing new opportunities for growth.
For details about Prof. Eddy Joshua Walakira, please click on the link below:
https://chuss.mak.ac.ug/en/personnel/eddy-joshua-walakira/
Jane Anyango is the Principal Communication Officer CHUSS
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