Humanities & Social Sciences
CHUSS Researchers Call for Review of Rules on Acquisition of National IDs to Address the Aguu Phenomenon in Northern Uganda
Published
11 months agoon
By
Jane AnyangoResearchers from Makerere University College of Humanities and Social Sciences (CHUSS) led by Prof. Josephine Ahikire – the Principal Investigator have called on government to revise rules pertaining to the acquisition of National Identity Cards (IDs) to address the question of the Aguu floating population of the Acholi sub- region in Northern Uganda.
The Aguus are largely the Acholi floating population who were displaced during the LRA war. Some lost their parents or were born during captivity. They think they are not part of society. Most of these, are largely street children without fathers and mothers and, do not own or have access to land and all sorts of amenities. For that reason, they have to struggle to survive and in the struggle to survive, they engage in criminal and violent activities. They way-lay people, rape, steal and storm functions to loot food.
The researchers are also calling for the implementation of the Juba Peace Agreement, particularly to address the human aspect, repair their souls and skill them for survival if the region is to return to the original social cohesion.
The communities according to the researchers have to change the orientation that creates the floating population and to accept that they were disrupted by the war and therefore understand that these children need to regain their humanness.
Since 2019, CHUSS in collaboration with Amani Institute, Uganda in Gulu, has been conducting a study on Gender Justice, Livelihood and Rights in Northern Uganda. The collaborative study was conducted under the Gender Justice and Security hub, funded by the London School of Economics and Political Science, through the UK Research Innovation.
The Research team comprised Prof. Josephine Ahikire (Co Director Gender Justice and Security Hub), Dr. Amon Ashaba Mwiine (Lead Researcher), Ms. Acayo Gloria (Researcher), Ms. Harriet Pamara (Researcher) and Mr. Aklam Amanya, (Researcher). The study covered the Acholi sub-region where the team purposively sampled four districts of Gulu, Pader, Amuru and Omoro.
On 14th December, 2023, CHUSS, in collaboration with Amani Institute, Uganda hosted a national convention at Fairway Hotel I Kampala to foster a national conversation with a special focus on the issue of floating populations, specifically the Aguu phenomenon in the Acholi sub region as one of the factors that undermines return to social cohesion.
This convention built on previous conversations that have highlighted categories of populations that emerged from war with a loss of social identity and belonging aimed at amplifying voice on these post war social struggles as issues with broader national implications.
The convention brought together national level stakeholders, policy makers from ministries, Departments and Agencies, local governments, academics and researchers, cultural leaders, and civil society organizations in and beyond the Acholi sub region region under the Theme: The Aguu Phenomenon: Floating Populations and the Quest for Social Belonging in Acholi, Northern Uganda.
The Principal Investigator Prof. Josephine Ahikire said, Northern Uganda was chosen on the argument that, even though the guns are silent and despite the significant investments in post war recovery, there is still violence of another kind.
The Research team according to Prof. Ahikire, explored the existing post-conflict conflicts and the gender layering within them, examined the dynamics within rights claims on land, livelihoods and gender justice and took stock of the community’s resilience, efforts and initiatives towards return to sustainable peace.
“We started with land conflicts and then as we were looking at women’s land rights, we bumped into this issue of Aguu – children mainly whose fathers are not not known, they are castigated and they are floating in a sense.
And the conversation in the fora that we have been in Gulu is that, according to the Acholi culture, there is no child that should float. That a child is always a child. So, if a child is born out of wedlock or if the father is not known, that particular child, is supposed to belong to the mothers clan,” Ahikire explained.
That sort of cultural terrain according to the PI was disrupted by the war as people got displaced, as land got grabbed and got individualized, they created new norms which have castigated these children because it means that they do not have a claim to land.
Prof. Ahikire said, the research team also heard from government officials that because the Aguus do not have claim from known clans, they cannot have national Identity cards.
“This is a very big issue but which has been securiticised as criminal gangs. These are not criminals. These are children that have been excluded from belonging and that is why we thought of performances using the theater to bring the point home that these children need belonging. It is a cry, a voice from Aguu –give us social belonging and an identity. If we don’t, in all discussions, it has been seen as a new war – they kill, rape, steal and some are armed, it is a big national issue, a gender issue and a development issue.”, the Professor warned.
As a government, Ahikire stressed that there is need to engage the communities to change that orientation that creates the floating population and to accept that, they were disrupted by the war but now, need to regain humanness.
Prof. Ahikire emphasized that government has a role to play, because it has a bigger mandate to ensure that the region returns to the original social cohesion.
She credited government for the reconstruction of materials things like roads etc but observed that, the repair of the human aspect and the soul was not done. The disgruntled people and children born in captivity according the researchers came back to a strange place that castigates them and that is where the energy needs to be put.
“The Ministry of Gender, the Ministry of Justice and Constitutional Affairs and rules around national IDs have to change because, if a child is born and does not know the origin or the father, does that mean that a child was not bon in Uganda? These are artificial things we put as human beings to organize ourselves as clans but this should not be a major determinant for a person to get a national ID. That is something simple that government can do to ensure that these children can be long and function as citizens”, the Professor advised.
Prof. Ahikire further called for more rehabilitation of the Aguus in terms of skills- building to make them productive and self-reliant. Those who can go to school can be enabled to go to school and those who can be helped in terms of vocational skills can be helped, but, the bottom line according to Prof. Ahikire is that something has to be done quickly because the region is going into the silent war, and if it becomes of a major scale, it will not be managed because these children are becoming adults giving children and therefore the whole region and nation will be at stake.
Ahikire reported that the Aguu is subculture and un underground culture whose numbers are not known. What is known is what they do. They way-lay people from the markets, those going to the university, and storm functions such as parties, funerals and weddings causing harvoc, looting and eating food as a means of survival and some even have guns.
Because it is an under culture, Prof. Ahikire said, there has not been an effort to count them and this is the time, if they are given that chance to come out.
She acknowledged that local government in Gulu district has tried to bring some of the Aguus out through initiatives such as cleaning the city but this is not enough-it has to be a very intentional intervention that seeks these children out, show them love, and nurture them as citizens that belong to nation called Uganda, to the culture called Acholi and the neighboring districts.
Representing the Vice Chancellor of Makerere University, Assoc. Prof. Henry Arinaitwe commended CHUSS for an inquest into the Aguu floating population in search for solutions.
“Aguus are people who are displaced, people who have no identity and for survival, are forced to involve in criminal activity and seem not to belong to a particular society. So this function is basically to find solutions for such people in Acholi sub-region.
Makerere is a research-led University. So, we research on all aspects of life in order to find solutions. This research is on Aguu population and our researchers are presenting their findings and engaging MPs from the region, government representatives, the CSOs and the representatives of the Aguus, in order to find solutions”, He said.
The dissemination involved theatrical performances using art and music as a tool directed by Dr. Viola Karungi and Dr. Milton Wabyona from the Department of Performing Arts and Film (PAF) From the performance, the Aguus think society is the problem and society thinks Aguus are the problem but concludes that if the common solution can be found, everybody will live a decent life have a sense of belonging and Acholi sub-region will be secure.
Government reminded to fully implement the Juba Peace Agreement
Presiding over the convention as Chief Guest, the Minister for Justice and Constitutional Affairs Hon. Norbert Mao expressed the need for government to fully implement the Juba Peace Agreement if the question of the Aguus is to be resolved.
The function was also graced by officials from the Gender Ministry, members of parliament from Acholi sub-region, NGOs and CSO, Members of the academia, children called by the derogatory name Aguu and students of Performing Arts and Film.
Minister Mao commended the researchers for the collaborative nature of the study and shading light on the status of the people of Northern Uganda. He also interested the research team to highlight the cause of the Aguu phenomenon describing the academicians as the Gurus (dispellers of darkens).
“In that respect, a university has a very important role because a university is supposed to be a protected area – a knowledge reserve, the way forests, lakes and wetlands are …what we call academic freedom – the freedom to research, the freedom to publish, the freedom to think and the freedom to express what you have found out. This therefore is a collaboration which we should salute- a collaboration between an academic institution which has the duty to shade light”. The minister commended.
Hon. Mao called for more government commitments to building a post conflict society especially the full implementation of the Juba Peace Agreement. The minister implored parliamentarians from Acholi, Teso and West Nile regions to treat the Juba Peace Agreement as their key document and manifesto.
“You must master it and use it as the standard of debating with government. Treat it as a written and bounced cheque by government, where you should go back and demand”, Hon. Mao advised
The minister also implored all stakeholders to address the Aguu question by moving away from the symptomatic assessment to finding out the causal relationship between the abortive demobilization, disarmament, reintegration and resettlement project.
“As a government of Uganda, we have framed the Aguu issue as a problem of the criminal justice system. So, we are directing the Aguu as a security problem, as criminal justice and were are not looking at it as a social and humanitarian problem”, Mao stated and hailed the university for creating awareness through theatre. The performance concluded that the blame game creates a vicious cycle as the Aguus blame society and vice –versa .
The Minister assured participants that it is the duty of the state to ensure that it is very risky to kill any Ugandan, to snatch ladies handbags, injure anyone or threaten anybody going home from the market and that, it is the duty of the state to draw that line and make sure that whoever does it, does it at a very high risk and there should be no incentive.
Hon. Mao’s central thesis is that the Aguu phenomenon which is characterized by violence and disorderly conduct is neither, genetic nor hereditary. It is a learned behavior, a coping mechanism and a response to circumstances and social environments.
“So we must look at the social environment and the circumstances. Our children have been exposed to a lot of violence and that partly explains their aggressive behavior because the major feature of being an Aguu is aggressiveness. Aguus are well-known for mobs. If there is a burial they go and position themselves and when the time for food comes, they physically disrupt the serving. When there is a wedding, there are there but they fear guns”, the minister explained.
The minister also reported that the Aguus have become mercenaries and hired gangs because there is a vacuum by the security forces to enforce the laws. Otherwise, he said, they would have become irrelevant. They see that violence is the only way to get what they want and only way to solve problems.
Hon. Mao further said, the Aguu is largely, a local government issue on grounds that it is their duty to put these people in places where they can acquire new habits of waking up and knowing that money is worked for.
“These young people should get new habits because, if your habit is to wake up in the morning with a list of where there is a funeral, public function, with spies everywhere, how can it be un done?- by inculcating a culture of work. Our young people must be made to love to work”, the minister stated.
Minister Mao also attributed the Aguu phenomenon on parenting as another frontier.
“I also know that parents have resigned. It is natural to be rebellious. Given how young Uganda’s population is , we must have a program which gives young people an opportunity to turn that corner, it is never too late, let us tell our young children that it is possible to change . We must plant a seed in the minds of all children that they have potential to change for better and be useful to society”, Mao advised all including parents and relatives.
The Research Process
The Lead Researcher Dr. Amon Mwine from the School of Women and Gender Studies said the study investigated people’s everyday experiences of return from protracted war, their relationships on land, livelihood patterns, emerging post conflicts and how these influence gender relations.
The study, he said drew on a mixture of methods of collaborative knowledge production in different phases of field visits.
Dr. Mwine said the dominant discourses identified by participants in postwar Acholi was on the emerging categories of population called the floating population, a social term referring to categories of people with precarious identities in the post-conflict setting ie those born in camps, returned from the bush, people with no known parents, no clan identity and no ancestral land (identity) also, described as people who are detached from Acholi history and culture, described by denigrating labels.
Besides the theme of the floating population, Dr. Mwine said several social concerns were identified. These included land conflicts in form of contest over boundaries, shifts in customary land tenure systems and increasing intolerance of nephews and nieces fearing land claims from children with multiple identities.
The research team according to Dr. Mwine also noted the dominant conversation on social disruption and psychological trauma that hardly gain precedence in post –conflict recovery agenda. Mwine also reported that there were increasing cases of gender based violence, teenage pregnancies and psycho- social trauma and reported spike in the cases of male suicide in the region
Mwine also reported that, there have been increasing reports of criminality in post-war Acholi sub region in both conventional and social media committed by the Aguu terrorizing community residents and travelers across the region. He said the Aguus were reportedly very organized groups with zones of operation with its leaders. They have identification marks like body piercing, tattoos, hairstyles that help them identify each other and communicate easily.
While some actors especially local government have intensified security crack down on what is perceived as urban criminality, Dr. Mwine said, other actors focused on rehabilitation and rethinking the role of social structures such as clan, families, religion and traditional institutions in restoring lost social values.
Policy implications
The Aguu phenomen according to Dr. Mwine has far reaching policy implications
- Issues of Identity and belonging e.g. the Aguu are complex social relations often taken for granted and not centered in post-conflict recovery programming. They are currently addressed with strategies that constitute Aguu as an issue of morality and criminality, and a problem to economic development, commonly addressed through security crackdown.
- Because of their unclear social identity, i.e. no known parents, no clear cultural heritage, and the precarious social settings they operate in, Aguu are most likely to be excluded by the formal citizenry systems eg registration of nationals such as during acquisition of Identity cards.
- Aguu are said to be using tactics and methods closely similar to the ones used during the LRA insurgency- their actions are similar to those individuals who had been in the bush; they use ruthless means like stabbing people with knives, looting people’s property, torture and no value to human life. Aguu not only instil fear in the population but also threatens sustainable peace in the community.
Learnings and key messages
Dr. Mwine reported that having engaged communities in several dialogues, different lessons were taken from the research process.
- One particular learning is on how economic centered post conflict programming e.g. prioritizing investment in physical infrastructure and economic ventures often takes for granted social aspects of recovery.
- The centrality of social vitality or the loss of it and its implications for the return to social cohesion in post-conflict communities is apparent.
- The question of Aguu as part of the population at the margins of the post – conflict northern Uganda does reveal the need to prioritize post-war social identity. The case of Aguu and the state measures to respond to it declaring security operations is a critical juncture. It points to the need to rethink the place of culture, traditional systems in enabling belonging and social cohesion.
- Rediscovering social connectedness, cultural heritage and a sense of identity in the Acholi community might be one of the core aspects needed to address the Aguu question and facilitate a return to relative social cohesion.
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Humanities & Social Sciences
Mak HR Chief Emphasizes the Role of Line Managers in Organizational Success
Published
8 hours agoon
November 5, 2024By
Jane AnyangoMakerere University’s Chief Human Resource Officer, Deus Tayari Mujuni, highlighted the critical role of line managers in ensuring the successful execution of university strategies and goals during a retreat organized by the College of Humanities and Social Sciences (CHUSS) at Nican Resort from November 1-2, 2024. The retreat focused on human resource policies, the work environment, and employee well-being.
In his address, Mujuni reminded line managers of their responsibility to oversee employees effectively, appreciate their contributions, and maintain a conflict-free environment to foster collaboration and productivity. “Line managers must lead by example, identifying key roles within their teams and supporting each member’s contribution to organizational goals,” Mujuni stated.
Mujuni outlined several key aspects of Makerere University’s updated human resource policies, including the roles of the HR Directorate, line managers, and the amended 2009 Human Resources Manual. This manual consolidates all HR policies and practices into one reference document, defining the rights and responsibilities of both the university and its employees.
According to Mujuni, the HR Directorate’s responsibilities encompass recruiting and training staff, conducting performance appraisals, managing grievances, and planning future workforce needs. “Our role is to attract, develop, and retain an effective workforce that aligns with the university’s strategic objectives,” Mujuni explained, adding, “If we are to manage HR, every person must contribute. The total budget of the university is 331 billion, but what goes to staff is 221 billion, meaning we must show that the university is working, and we have to account for it.”
In accordance with recent policies, line managers must identify gaps in capacity, declare vacancies promptly, and adhere to set guidelines for short-term contractual appointments. The University Council resolved in May 2024 to limit salary payments and contract staffing expenses, which will now strictly fall under the wage budget to ensure efficient allocation of funds for essential functions such as teaching and research. “No more contracts for part-time staff. Line managers are asked to abide by the policy, and there must be a structure, a budget, and a vacancy.”
Mujuni also underscored the importance of the HR Manual in guiding employment procedures. “This manual governs the entry, stay, and exit of staff, covering recruitment, appraisals, promotions, and leave management,” he emphasized. He discussed various leave policies, including study leave and maternity leave, and the roles of line managers in leave approvals, monitoring, and reporting.
“Staff who go on study leave have become a thorny issue. Some staff leave and never return or finish their studies, remaining on the payroll. Going forward, no staff should go on study leave unless they have served for a minimum of two years, and a circular is coming out on this,” he said.
Mujuni noted that the university has faced scrutiny from the Parliamentary Committee on Accounts, as 40% of the academic staff in some colleges have not returned even after their study programs expired. He warned heads of departments to be careful about endorsing signatures for study leaves.
Performance management, a key component of the university’s human resource strategy, aims to foster a high-performance culture. Line managers are tasked with aligning individual staff objectives with the university’s goals and conducting systematic appraisals to monitor progress. “We ensure staff contribute and are happy. The biometric system did not come to harass staff but to improve performance. I encourage all of you to key in tasks if you are to be away, but ensure your supervisors approve,” Mujuni added. He also urged line managers to understand their roles, appreciate individual efforts and interests, and avoid conflicts.
Additionally, Makerere University places a high priority on employee safety, following the Occupational Health and Safety Act of 2006. “We are committed to providing a safe working environment, reducing risks, and offering necessary safety training,” Mujuni said.
Mujuni further explained that the university’s disciplinary guidelines require employees to adhere to both Ugandan laws and Makerere’s policies. Misconduct may result in corrective actions such as written reprimands, suspension, or dismissal. Additionally, line managers are required to submit accurate monthly attendance reports to avoid discrepancies in payroll, as noted in a University Appointments Board directive.
Through these reinforced policies and a focus on strong management, the HR Chief stated that Makerere University aims to enhance staff engagement, productivity, and adherence to a high-performance standard across all departments.
Humanities & Social Sciences
CHUSS Management and Staff trained in Leadership and Office etiquette
Published
9 hours agoon
November 5, 2024By
Jane AnyangoThe College of Humanities and Social Sciences (CHUSS) management team—including principals, deans, heads of departments, and administrative support staff—participated in a training retreat which included aspects of leadership and office etiquette. The retreat, held on November 1-2, 2024, at Nican Resort Hotel in Entebbe, was part of the college’s ongoing efforts to foster professional growth and enhance workplace culture.
The training featured sessions on Leadership for Hope led by Ivan Kalema, and Office Etiquette presented by Dr. Gilbert Gumoshabe.
Leadership for Hope with Ivan Kalema
Ivan Kalema is a seasoned trainer who works with boards, organizations, and senior management, offering a transformative program called Leadership for Hope. With a background in engineering and finance, he found his path into corporate governance through the mentorship of a gentleman named Japheth Cuttle, who introduced him to this vital subject.
As a certified trainer for Leadership for Hope, Ivan collaborates with emerging leaders from the UK and has partnered with Marks & Spencer, a global company with operations across various regions, including Africa. His program aims to inspire individuals at all levels, driven by the belief that the principles of leadership are universal. Just as the law of gravity applies to everyone, so too do the principles of leadership resonate, whether he is speaking to professors or schoolchildren. He often shares insights that can help students enhance their academic performance, illustrating that effective leadership principles are accessible to all.
Ivan emphasizes that sustainable change cannot occur without effective leadership. “You cannot create sustainable change or transformation wherever it is without leadership,” he asserts, highlighting the necessity of cultivating leadership in order to effect meaningful change. This is a cornerstone of his message, encouraging participants to envision and create the change they desire, especially when faced with chaos or stagnation.
“A leader is a dealer of hope. In leadership, you must encounter situations of hopelessness. In homes, workplace, you will encounter the wall of hopelessness manifested in different forms no matter where you come from, which association, faith, school you went to”
A common misconception about leadership is that it is merely a position held by those with the highest rank or specific family ties. Ivan challenges this notion, arguing that true leadership is not defined by one’s background but rather by the application of essential leadership principles. He advocates for a mindset transformation, explaining that adopting specific leadership mindsets is crucial for personal and professional growth. He likens these mindsets to railway tracks built in our minds, guiding how we navigate our lives and influence our stories.
“The ship is safest at the shore of the lake, but it is not built for the shores, it is built for the high seas. By the same means a leader is created for crisis. A crisis is what separates boys from men and girls from women. A leader is not meant for good times, but for hard times- It is called a defining moment”
Central to Ivan’s philosophy is the idea of ownership over one’s narrative. He believes that everyone has a unique story, shaped by various experiences and factors, some of which may be beyond their control. “Leadership is getting hold of the pen that is writing your story,” he tells his audience. If individuals do not take charge of their narratives, they risk allowing others to dictate their stories—often with selfish motivations. He echoes Chinua Achebe’s sentiment that “until the lions begin to write their stories, the stories of the hunt will always glorify the hunter,” reminding participants of the importance of sharing their truths.
Referring to story of David and Goliath in the Bible 1samuel 17, Kalema told attendees that the greatest challenge in leadership progress is your immediate territory friends and that every leader should be aware. Success, according to Kalema is 80% showing up. David showed up and overcame Goliath.
As he concluded his session, Kalema laid out the four levels of leadership that guide personal and communal development: leading oneself, leading relationships, leading teams, and leading organizations or communities. Each level builds upon the last, creating a framework for effective leadership that extends beyond individual success to encompass broader societal impact.
Through his Leadership for Hope program, Ivan Kalema empowers individuals to take ownership of their stories and inspire change in their communities. By fostering a culture of leadership rooted in universal principles, he believes that everyone can contribute to a brighter, more hopeful future.
He described a leader as person who has a vision, the ability to influence, a risk taker, problem solver and decision taker. He emphasized the need for all to uphold good leadership- the sacred trust held on behalf of others. He thus defined;
“Leadership as the ability to create a story that affects the thoughts, feelings and actions of others” Kalema challenged staff that no matter where they are born, status, rank,etc they can create a story to transform the world. Kalema refers to Martin Luther King and advises that:
If you cannot be the sun, be a star because it is not by design that we all fail. If you cannot be Vice Chancellor at least be the best in you department. If you cannot be a forest, be a bush so that rats hide there. If you cannot be a highway, be a path so that those looking for a short cut can pass there. If you cannot be a river, atleast be a stream so that a woman who cannot afford national water can get the water in this stream. If you cannot be a fridge, be a pot….
Office Etiquette: A Call for Professionalism and Transformation
Dr. Gilbert Gumoshabe advocated for professional conduct in the workplace and emphasized the importance of office etiquette during his training session aimed at fostering professionalism among employees. He reminded participants that while offices are permanent, those who occupy them are often temporary, underscoring the need for individuals to use their positions to drive societal transformation.
Gumoshabe defined office etiquette as a set of unwritten rules that guide employees in practicing professionalism and politeness, noting that these norms can vary from organization to organization. He explained that respectable office etiquette is crucial for building strong relationships with subordinates, colleagues, and clients, including students and parents, ultimately helping employees advance their careers.
“First impressions matter,” Gumoshabe stated, cautioning that people are often judged more quickly for bad behavior than for good. He outlined several key behaviors essential for maintaining professionalism in the workplace, including effective time management, appropriate dress codes, managing expectations, and being mindful of others.
He encouraged employees to communicate politely and respectfully, reminding them to greet colleagues and respect each other’s workspaces. “Being professional includes maintaining personal boundaries,” he noted, urging attendees to keep personal issues private and to remain focused on their professional responsibilities.
Gumoshabe stressed the significance of punctuality, sharing anecdotes about past mentors known for their reliability. He challenged attendees to consider how often students are left waiting, sometimes for hours, due to poor time management. “Being punctual says a lot about your commitment,” he remarked.
He also advised employees to dress appropriately for their roles, explaining that the impression created in the workplace lasts long after first interactions. “When shopping, consider what you wear; it reflects your professionalism,” he said, encouraging attendees to be intentional about their appearance.
The training emphasized the importance of clear communication regarding job expectations. Gumoshabe encouraged employees to approach their supervisors directly, fostering transparency and minimizing misunderstandings. “Do not let rumors dictate your understanding of your role,” he advised.
Moreover, he urged attendees to avoid gossip and negative talk about colleagues or superiors, as this can create a toxic work environment. Instead, he advocated for maintaining a friendly and respectful demeanor towards all staff members.
Being available and considerate of others in shared workspaces is another crucial aspect of office etiquette highlighted by Gumoshabe. He cautioned against being inconsiderate, such as playing loud music in shared offices or keeping colleagues waiting unnecessarily.
Access to information was also a key topic, with Gumoshabe stressing the importance of confidentiality in the workplace. “Do not share sensitive information outside the office,” he warned, noting that such breaches can lead to serious repercussions.
He concluded his session by highlighting the need for employees to actively engage with colleagues, remember their names, and communicate effectively. “Be a good listener and take the time to understand the issues at hand before responding,” he advised, reinforcing the idea that professionalism in the workplace not only fosters personal success but also contributes to a positive and productive organizational culture.
Humanities & Social Sciences
Mak Develops New Digital Timetable and Attendance Systems to Enhance Efficiency
Published
10 hours agoon
November 5, 2024By
Jane AnyangoIn a significant step towards improving operational efficiency, Makerere University is implementing new systems for digitizing timetables and monitoring student attendance. The initiatives were announced during a recent retreat held by the College of Humanities and Social Sciences (CHUSS) at Nican Resort on November 1-2, 2024.
Dr. Cyprian Misinde, the Director of Quality Assurance, outlined the university’s plans for a comprehensive Student Attendance Management System (SAMS), which aims to replace cumbersome manual roll calls with a streamlined digital solution. “The motivation for developing the e-timetable is to streamline processes across the university,” Dr. Misinde stated. “Our strategic plan focuses on digitizing university operations, which we have successfully started with several systems, including financial management and student records.”
During the retreat, staff participated in discussions led by the Directorate of Information and Communication Technology Services (DICTS) on e-timetabling and biometrics. Presentations also covered vital topics such as quality assurance and human resource policies. “We are aiming for a more efficient timetable system that helps allocate teaching spaces appropriately and reduces clashes,” Dr. Misinde explained.
The current manual timetabling process has been described as cumbersome, creating challenges in managing lecturer workloads and classroom allocations. “Digital timetabling will eliminate these problems, providing a permanent schedule that minimizes changes,” Dr. Misinde added. This system will also generate reports on classroom usage and teaching loads, facilitating better resource management.
In addition to the e-timetable, the SAMS is currently under pilot testing, aiming to enhance attendance tracking for both students and staff. Dr. Misinde emphasized the importance of monitoring attendance, stating, “Our policy requires students to attend at least 70% of lectures before they can sit for exams. This system will allow us to track attendance digitally and generate reports for quality assurance.”
Mr. Juma Katongole, Principal Information Systems Officer at DICTS, elaborated on the advantages of the e-timetable, which integrates with the existing Academic Management Information System (ACMIS). “The new system allows for central management of timetables, reducing conflicts and ensuring rooms are allocated efficiently,” Katongole noted. “It will support heads of departments while improving the overall timetabling process.”
As for the implementation timeline, Katongole indicated that while functionality has been developed, some colleges are further along than others. “Most colleges have nearly completed their timetabling processes, but we aim to refine the system for wider deployment by next semester,” he said.
Both Dr. Misinde and Katongole acknowledged the unique challenges presented by CHUSS due to its large student and staff population, as well as the diverse programs offered across various disciplines. “Understanding the dynamics within CHUSS is crucial as we implement these systems,” Dr. Misinde remarked. “We are committed to continuous feedback from staff to ensure our systems meet the unique needs of the university.”
Makerere University is poised to enhance its operational efficiency significantly through the introduction of digital systems for timetabling and attendance management, marking a progressive step towards modernizing its academic administration. The ongoing feedback and adaptation process will be essential to address the specific challenges faced by different colleges within the university.
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