A Fall from Grace? The Unraveling of Makerere University
On the proverbial mantle of prestige, Makerere stands firm but seems to gather dust while sister universities contend and surpass its glory. Founded in 1922 as a technical school, Uganda's flagship institution has been a hub not only for Ugandans, but Africans to flock in search of quality education. Uganda’s education sector, modelled upon the British system, was one of the best in Africa until the early 1990s. Surviving colonialism, economic turmoil, and oppressive rules, Makerere has stood as a stronghold and pillar of higher education throughout the continent. Why then, has its trajectory stagnated compared to other East African universities — like those within Nairobi County that have employed the use of Reference Management Software (RMS) to improve research quality — that have matched and arguably surpassed its former glory?
'Makerere University is Uganda in summary' - a quote signifying two aspects of the institutional structure. Firstly, the university's administrative decline echoes waning political processes and administration, while adversely, the convergence of about 35,000 undergraduates and 3,000 postgraduates maintain Makerere as a hotbed for intellectual diversity. To better focus the scope of this piece, some systemic challenges that have precipitated certain areas, from administrative inefficiencies to dwindling research output, financial mismanagement, and decaying infrastructure, will be unpacked. However, not settling for a literary post-mortem, suggestions will be given on how to revitalise this once venerable institution that has somehow lost its sheen.
Bottom-Heavy Administration
The administrative structure at Makerere presents some inefficiencies, with excessive managerial control stifling academic fluidity. The shortage of senior staff roles has led to stagnation in decision-making. Reports indicate that nearly 50% of academic positions remain unfilled, creating a bottleneck in faculty recruitment and course delivery. Moreover, although Makerere pays its professors between UGX 5–15 million – higher than most Ugandan universities – this has not translated into better management or quality and quantity of academic output. The centralisation of decision-making at the Vice Chancellor’s office makes accessing approvals cumbersome, affecting research grants, promotions, and academic program modifications. This managerial stranglehold also breeds inefficiency in handling staff grievances, leading to protracted industrial actions.
One such example of the stranglehold on administrative roles was highlighted in November 2024 when Mr. Yusuf Kiranda, the Secretary of Makerere University, directed the College of Humanities and Social Sciences (CHUSS) to examine university policies and identify factors contributing to rising staff dissatisfaction, which was linked to affecting morale and productivity. A senior staff member from the Department of Literature raised concerns over the recent merging of departments without consultation, and she emphasised that such unilateral decisions leave staff feeling undervalued. Additionally, the college’s registrar, Ms. Florence Birawa, was singled out as an example, managing tasks for multiple schools with requests for proper support being unaddressed. It was reported that staff had resulted in volunteering to assist with her workload, taking minutes in PhD and master’s defences to manage the backlog.
Research Pitfalls
Makerere’s supposed decline is most evident in its research output. Overcrowded lecture halls, overstretched faculty, and a lack of dedicated research funding have made research secondary to mass undergraduate instruction. Although Makerere contributes to between 80% to 95% of Uganda’s graduate research output, the overall quantity and quality remain low. Furthermore, the institution’s disproportionate focus on undergraduates has led to compromised research priorities. Research thrives on mentorship, funding, and institutional culture—three things currently declining at Makerere. Overburdened professors struggle to balance teaching with research, and students lack access to world-class facilities and mentorship opportunities.
Furthermore, the gap in research output and quality is exacerbated by inadequacies and a lack of funds which has disrupted critical projects and departments. Most notably, this is demonstrated by the recent US aid freeze affecting the university’s Infectious Diseases Institute. Having partnered with Makerere in research and surveillance efforts for over two decades, the United States President’s Emergency Plan for AIDS Relief (PEPFAR) has been a crucial research and surveillance partner, investing over $32 million (about 118.4 billion UGX) in 2023 alone. A study in the same year indicated that the expansion of the PEPFAR-backed antiretroviral therapy (ART) program in Uganda between 2004 and 2022 played a crucial role in preventing nearly 600,000 HIV-related deaths and approximately 500,000 new infections. This includes over 230,000 infections averted among infants exposed to HIV.
Without substantial investment funnelling into research infrastructure that prioritises academic inquiry over mass enrolment, Makerere risks being eclipsed by other universities in the continent which have made research a central focus of their academic strategy. Being heavily tethered to the intellectual output of Uganda, inadequate research has dire implications for a population whose livelihood rests on quality information and interventions.
Requisition of Funds
Delays in accessing government funding and budget shortfalls have left Makerere perpetually underfunded, impacting everything from salaries to student welfare. In the 2024/25 financial year, Makerere expects UGX 25 billion (approximately US$6.8 million) under the Government Research and Innovation Fund (RIF). However, bureaucratic delays in fund disbursement mean staff salary enhancements and student allowances remain unmet. Poor financial planning and inefficiency in requisition processes mean even the available resources are not optimally utilized. Corruption and misallocation of funds further exacerbate the university’s financial woes. Without financial accountability, Makerere’s structural problems will persist. The government must prioritize timely disbursements, and the university must adopt transparent financial management systems to prevent misallocation and wastage. Delays in distribution of money for food and living allowances of government sponsored students being blamed on Covid-19 disruptions.
Suboptimal Facilities
Makerere’s infrastructural decline reflects the overall neglect of Uganda’s higher education sector. Basic services like sanitation and hygiene are inadequate, affecting both students and faculty. Concerns about poor conditions at Makerere’s medical and dental schools negatively impact student training as the Uganda Medical and Dental Practitioners’ Council has refused to register these students until dilapidated infrastructure is managed. Additionally, over 300 students from the School of Agriculture recently protested deteriorating sanitation standards. When facilities are subpar, the quality of education inevitably suffers. Labs, libraries, and lecture halls are ill-equipped to accommodate the growing student population, diminishing learning experiences. The lack of infrastructural investment signals a failure to prioritize higher education. Without modernized facilities, Makerere will struggle to attract top-tier faculty and students, further diminishing its standing.
Way Forward
Comparatively, institutions operating on decentralised models, where faculties and colleges have autonomy, could allow for smoother operations and decision-making. A decentralised model for tertiary education constitutes a shift in control away from traditional roles or institutional bodies in favour of alternative learning models built from the ground up. The roles of professional staff are diverse, with some working closely alongside academics, while others operate in more physically distant positions within the organisation and at higher levels of administration. With a balance between the two, Makerere could develop a more agile and autonomous staff structure. By subdividing the university into professional and academic colleges, each with financial and managerial autonomy, efficiency could be improved.
Correspondingly, without structural reforms, Makerere’s bureaucratic inertia will continue to stifle its potential. Scholars like Mahmood Mamdani, previous professor and executive director of the Makerere Institute of Social Research (MISR), advocate for transforming Makerere into a research-driven university while shifting vocational programs to community colleges. At MISR, Mamdani introduced an interdisciplinary, research-based PhD program designed to move away from the traditional model of coursework-heavy graduate education. His vision was to train scholars who produce new knowledge rather than simply consume it. Viewing MISR as a prototype, Makerere can be envisioned as a space where scholars could collaborate across disciplines to address context-specific, at-home issues with research and where applications like RMS can thrive.
Conclusion
Makerere’s decline is emblematic of broader administrative challenge in Uganda’s higher education sector. The university’s once-sterling reputation has been chipped away by bureaucratic inefficiencies, research stagnation, financial overhauls, and infrastructural decay. Yet, all is not lost and Makerere’s revitalisation does not seem to be an impossible feat. With the right reforms, this institution can rise again, reclaiming its place as a beacon of excellence. However, the question remains - will it act in time, or will it become yet another relic of unfulfilled potential.
