School of Law Strategic Plan

Makerere University

School of Law

Strategic plan 2006-2016

Seizing the initiative and fostering exellence

Table of Contents

I. Introduction ______1

Ii. The Legal Profession And The Lawyer In A Changing Operational Environment ______2

Iii. Back To The Future Analysis ______3

Iv. Purpose Of The Faculty Of Law ______6

V. Capability Profile Of The Faculty Of Law ______7

Vi Swot Analysis Of The Faculty Of Law ______18

Vii. The Faculty Strategic Plan (2006-2016) ______21

Viii. Restructuring And Governance Of The Faculty Of Law: Towards A College Of Law __ 30

TABLES A: Number of LL.B Graduating Students, 2001-2006 ………………………3 B: Number of LL.M Graduating Students, 2001-2006 ………………………3 C: Research Project Completed, 2001-2005 ………………………4 D: Number of Enrolled LL.B Students, 2000/2001-2004/2005 ………………………7 E: Number of Enrolled LL.MStudents, 2000/2001-2004/2005 ………………………8 F: Number of Enrolled Postgraduate Diploma Students 2001-2004/2005 ……………9 G: Number of Enrolled LL.D Students, 2000/2001-2004/2005 ………………………9 H: Academic Staff Establishment & Their Academic Qualifications ………………….9 I: Projected Student/Staff Numbers & Student/Staff Ratios, 2006/2007-2015/2016 ...23

FIGURES 1. Adequacy or Shortage of Existing Space at the Faculty of Law ………………16 2. Profile of the Faculty of Law Goals vis-à-vis Makerere University‟s Goals ………...21 3. Proposed Pre-College Structural Organogram ………………………30 4. Proposed Three-Tiered College of Law Structure ………………………31

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I. INTRODUCTION

The Faculty of Law at Makerere University was established in 1968. Over the following three decades, the Faculty has grown into one of the most reputable Law Schools in the world. During this period, there have been significant developments in the global, regional and national policy environment within which research and the teaching of law has to be viewed. In addition to these numerous changes, the internal operations and the external operating environment for the Faculty of Law at Makerere have changed dramatically. Increased student enrollments, the changing demands of the Faculty clientele, the growing need for improved efficiency in the delivery of services and dwindling public financing for higher education, call for more in-depth reflection and strategic planning in order to maintain the Faculty of Law‟s position at the cutting-edge of legal research and teaching. Consenquently, the development of a strategic operational framework and investment plan for the Faculty of Law ought to be seen at least against four broad challenges:

First, there is a need to move away from an Uganda and many of the countries of the “Ivory Tower” mentality where research is done Great Lakes Region are experiencing for research‟s sake towards a situation where phenomenal transformation in major legal research and the teaching of law deal with public policy areas of economic day-to-day problems facing local communities, management, investment, governance, vulnerable groups, the country, the region and human rights and cross border financial the international community as a whole. transactions. At the local level, the continuing transformation of the Second, the last three decades have witnessed a economic, social and political concerted reduction in public spending on higher superstructure will bring about new education. This raises the need for the challenges for legal practitioners development of new and innovative strategies in especially in the areas of social justice, research and training in order to augment human rights and poverty eradication. available resources. In the economic arena, the emergence of corporate clients with sophisticated Third, the scene of tertiary and higher education financial and other cross-border activities has changed dramatically over the last decade. will require a new blend of lawyers who A number of universities have emerged and must be aware of international norms several of these offer law training. This and the expectations of a variety of phenomenon could present both advantages as cultures. Internationalization will well as disadvantages, depending on the nature become a fundamental component of of the partnership that could be designed with legal practice in many areas of legal them. Whatever happens, these institutions expertise, especially in emerging sectors such as energy, mining and infrastructure could emerge as potential competitors for development. The Faculty of Law at students, lecturers and public financing. Makerere must remain forward looking, Consequently, the Faculty of Law must vibrant and capable of a transformation consolidate its strategic and comparative that matches the transformations taking advantage of having been there earlier and place within the Great Lakes Region. venture into new trajectories of legal research and training ahead of the budding law faculties.

Fourth, the Faculty of Law must be enlarged, in order to secure its future as a centre of excellence in legal research and training in the country, in the region and globally. Such a strategy is essential if the Faculty is to take advantage of the increasing student mobility within the Great Lakes sub-region. Indeed, these issues call for a robust and competitive approach to legal training and research.

II. THE LEGAL PROFESSION AND THE LAWYER IN A CHANGING OPERATIONAL ENVIRONMENT

The continuing relevance of a strategic plan for any institution is only assured if it is set against a clear understanding of its operational environment. In that way, the institution is able to identify the potential threats and challenges but more importantly, to identify the opportunities that are available to foster growth, expansion and consolidation. This section of the strategic plan therefore analyses the local, regional and international policy environment and maps out the trajectories in these policy arenas that could have an impact on the future growth and development of the Faculty of Law at Makerere University.

2.1 The Local Level At the local level or within Makerere University, the Faculty of Law occupies an enviable position as one of the most sought-after faculties. Law courses are considered among the prestigious courses offered by the University which offers a strategic advantage that can be harnessed for the growth of the Faculty. Secondly, the current policy direction to reorganize the University into constituent colleges may provide an opportunity for the Faculty to secure more autonomy and operational efficiency, factors that are essential to enable the faculty administration respond to emerging and future challenges that legal education, training and research have to respond to. However, there are also a number of challenges that have to be addressed over the duration of the strategic plan. The most critical challenge emerging from the current institutional set up of the University is the overcentralization of the decision making authority on issues such as admissions, staff recruitment and establishment, and the University fees structure. Addressing these challenges will require the Faculty to establish a dialogue with the central University establishment so as to create the space that allows strategic visioning and dynamic responses to emerging challenges and opportunities.

2.2 Lawyering in the National Context At the national level, three important factors will affect or shape the future direction of legal training, teaching and research:

(a) The growing dominance of neoliberal economic thinking as epitomized in the Poverty Eradication Action Plan (PEAP) and the associated Sector Wide Approaches (SWAP) to planning and policy implementation is likely to have far reaching implications for the Faculty of Law. In that regard, the Faculty must become an active player in shaping and influencing these ongoing policy processes especially by engaging in cutting-edge research on the implications of such approaches to access to legal services;

(b) The emergence of new law facultities at the newly established universities could present both a challenge and an opportunity for the future growth and consolidation of the Faculty of Law as a national centre of excellence for legal training, teaching and research. In particular, the Faculty of Law at Makerere University could take the lead in mobilizing and engaging emerging law schools in developing minimum legal educational standards, undertaking joint or collaborative legal research, and other areas that would encourage mutual recognition and avoid unhealthy competition; and

(c) In order to remain at the cutting-edge of legal education, training and research, the Faculty of Law must position itself to offer intellectual leadership in new and emerging disciplines such as Information and Communications Technology (ICT), Science and Technology, the legal aspects of Investment, Gender & Sexuality, etc. The Faculty must invest in mapping out medium and long-term directions in the national and global economy as a way of developing new legal products that respond to contemporary challenges.

2.3 Regional Considerations At the regional level, there is need to develop more strategic partnerships with Universities within the Eastern Africa sub-region. Such partnerships could be modeled along the already existing partnerships with several universities in Southern Africa (University of Pretoria and University of Zimbabwe). In terms of implications for future course content and new research areas, the deepening political, economic and social integration within the East African Community and the broader Eastern and Southern Africa sub-region offers new areas of research and legal training. Indeed, the Faculty of Law must review its teaching and training curricula as well as the research agenda within the context of the increased mobility of legal professionals within the sub-region and beyond.

2.4 Global Influences Finally, at the international level, the Faculty of Law teaching, training and research programmes must be designed to be responsive to global developments and institutions which have a serious impact on both international and national law such as the International Criminal Court, the Genocide Tribunals, trade dispute settlement bodies, etc. At another level, the teaching curriculum and research agenda must be designed to take into account emerging disciplines such as ICT, biotechnology, Corporate Law and the operations of transnational corporations (TNCs).

III. BACK TO THE FUTURE A NALYSIS

Looking back at the Faculty‟s outgoing strategic plan of 2001-2005, we note the following:

3.1 Successes . Teaching & Learning: During that period the Faculty graduated an incremental number of undergraduate and postgraduate students each year as shown in tables A & B below.

Table A: Number of LL.B Graduating Students, 2001-2006

Year 2001 2002 2003 2004 2005 2006

Males 99 06 268 191 229 211

Females 86 19 305 155 145 149

Total 185 25 573 346 374 360

Table B: Number of LL.M Graduating Students, 2001-2006

Year 2002 2003 2004 2005 2006

Males 03 02 06 05 02

Females 02 05 00 04 01

Total 05 07 06 09 03 In 2001 we managed to recruit some new members of academic staff, moving from 31 in the previous year to 47 members. Dr. Ben Twinomugisha completed his LL.D studies during that period.

. Research: Several members of staff published in international peer-reviewed law journals (see table ? below); The Human Rights & Peace Centre (HURIPEC) undertook and completed several research projects; the publication of the biannual issues of the East African Journal of Peace and Human Rights saw a boost with more international submissions than ever before.

Table C: Research Projects Completed, 2001-2005

Department Staff Project Funder Cost Duration

Interdisciplinary Ford 1996-Present HURIPEC teaching of H/R and Foundation Ethics 1998 HURIPEC Civic Education Ministry of Justice HURIPEC Child Survival University of 1998 Minnesota, USA HURIPEC Student Internships Swedish NGO 1997-1999 Fund HURIPEC Public Legal Danida 2000-2001 Education (Street Law Project) HURIPEC Minority Rights Trocaire 2000-2003

HURIPEC HAKI-Africa Danish Centre 2000-2004 HURIPEC The Northern Crisis &

Conflict Resolution UNDP 2003-2004 HURIPEC Human Rights Advocacy for MacArthur 2003-2004 Northern Uganda Foundation

. Outreach: Law students, through their organization, the Makerere Law Society, visited several high school under their school outreach programme; The Refugee Law Project (RLP) of the Faculty continued to positively impact on the lives of refugees through the provision of legal aid and assistance; the new faculty minibus procured during this period facilitated our outreach programmes a great deal.

3.2 Failures . General: The Faculty Vision was not properly articulated in the last Strategic Plan, the goals were not time bound, which limited output and some of the objectives were overtaken by events, for example reference to Uganda students when in fact the faculty has students from other jurisdictions; It was also noted that the core business of the faculty of law was not properly articulated in the previous plan. This was due to a number of reasons including the fact that the current mission mainly focuses on academic issues and does not emphasise practicality, lack of research in the faculty, which in turn weakened the postgraduate programs, traditional approach to legal education, lack of a faculty library/resource centre and limited interface with IT. . Academic Staff: A number of issues were pointed out including lack of team work, failure to dedicate at least 70% of time to the faculty, lack of a living wage, limited research and publications and lack of a mechanism for settling disputes amongst the academic staff. . Students‟ Welfare: The student‟s welfare was found to be lacking on a number of issues including lack of counselling services, lack of affirmative action for disabled students; The main concern for our undergraduate students included lack of inadequate lecture space & library facilities. . Management & Administration: A number of problems were identified including the mismatch between student numbers and available facilities, lecturers and resources to cater for the ever increasing numbers; inefficiency of the semester system including failure to process results on time; ineffective invigilation of examinations; failure to conduct tutorials; lack of enforcement of school fees collection; the dual belonging of administrative staff, heavy workload for the support staff and lack of loan facilities for them.

3.3 Opportunities Utilized The Faculty took advantage of the favourable donor environment to solicit for financial support to run its project on refugees through the RLP.

3.4 Challenges There were several challenges that the operational context discussed above presented to the Faculty during the period under review. General challenges: . The need to improve and advance the Faculty‟s image as a centre of excellence in the teaching of law, training and legal research; . Forging effective networking opportunities and partnerships nationally, regionally and internationally;

. Developing physical infrastructure, space and ICT facilities to enhance service delivery; . The development of human, financial and infrastructural resources to match emerging demands and to deal with increased student numbers; . Need for a formidable human resource base, strong and sustainable financial resource base and improvement of physical resources and their management; . Establishing and maintaining effecitive monitoring and evaluation systems; . Creating an integrated and supportive research environment; and improving the flow and dissemination of information at the intra-, inter-faculty and University levels as well as between the faculty and like-minded institutions and individuals. Specific challenges: . Evolving into a Constituent College . Strengthening Research capacity . Developing Student- Centred Problem Based Learning . Acquiring a Modern National Law Library . Reviving the East African Inter-University Council Cooperation . The need to behave like a Business . Producing high quality, competitive graduates

3.5 Lesson Learnt The key lesson that we learnt from the experince of the last five years was that the Faculty needs needs to address its challenges within the context of a new shared vision for Faculty members and through a set of core strategic objectives whereby appropriate responses and actions can be undertaken.

IV. PURPOSE OF THE FACUL TY OF LAW

4.1 VISION STATEMENT The potential inherent in the Faculty of Law’s current programme for academic growth, our “To be one of Africa’s pre-eminent law natural relationship with the overall strategic schools with a rich tradition of excellence development framework of the entire in the teaching of law, legal training and University and the need to develop a robust research.” Law Faculty with adequate academic autonomy and to generate sufficient internal revenue requires us to work within a Strategic Plan that sets out definite and ambitious goals 4.2 MISSION STATEMENT without losing sight of our professional responsibility to be realistic. Our commitment The primary purpose of the Faculty of is to work towards developing an institution that is driven by the need to perform our core Law at Makerere University is: activities of teaching and research in an efficient and cost effective manner.

“To impart quality legal knowledge and skills within an inter-disciplinary framework inspired by legal scholarship, outreach and a commitment to justice for all. Graduates are well equipped to deal with new & emerging Legal Problems and will serve their clients & the community with integrity and excellence.”

4.3 STATEMENT OF CORE VALUES

Excellence – The Faculty of Law seeks to excel in all it undertakes and to positively inspire its students to excel in their academic and career pursuits with integrity and the highest ethical standards.

Equality & Nondiscrimination – The Faculty of Law believes in treating everyone with dignity and respect regardless of their sex, class, ethnic origin, race, religious affiliation, sexual orientation, disability, etc.

Transparency & Accountability – The Faculty of Law is committed to put in place systems to avail information regarding performance expectations, assessing results, its operations and resource management to all its potential and current stakeholders. It strives to cultivate a culture of personal accountability in all its students and staff members.

Public Responsibility – The Faculty of Law recognizes its obligation to its community and the greater public. It strives to stand up for the rights of citizens and all marginalized groups and encourages its students to do the same.

Leadership – The Faculty of Law seeks to lead in scholarship and professional ethics. It engenders leadership qualities and critical thinking skills in its students.

Interdisciplinarity & Collaboration – The Faculty of Law believes in contextual learning and taking advantage of the plurality of disciplines in conducting its teaching and research programmes. It seeks to enter into collaborations with local and international law schools.

Innovation & Technology – The Faculty is committed to the comprehensive incorporation and application of latest information and communication technologies, particularly as they partain to legal research, training, advocacy and service.

V. CAPABILITY PR OFILE OF THE FACULTY OF LAW

5.1 Departments The FoL is presently composed of four departments, namely: . Law & Jurisprudence . Public & Comparative Law . Commercial Law . Human Rights & Peace Centre

It must be noted that, unlike other academic units in the university, departmental affiliation at the FoL is more for administrative than academic purposes. Hence, all lecturers teach across departments and across levels of programmes.

At present there are 44 lecturers, 15 being women. The student/lecturer ratio is still poor with classes having between 300-400 students.1 During the preceding planning period, The FoL had an average of 1,500 students pursuing the Bachelor of Laws (LL.B) course.

5.2 Programmes & Enrollment

Table D below shows the number of students that enrolled for the Bachelor of Laws (LL.B) programme.

Table D: Number of Enrolled LL.B Students, 2000/2001-2004/2005

Ugandans Non-Ugandans

Academic Year 2000/2001 Male Female Total Male Femal Total Grand e Total

Government Sponsored 125 172 297 10 8 18 315

Privately Sponsored Students 117 111 228 8 11 19 247

Privately Sponsored Students 348 347 695 14 21 35 644 (Evening)

Academic Year 2001/2002

Government Sponsored 163 179 342 6 7 13 114

Privately Sponsored Students 97 88 185 14 17 31 216

Privately Sponsored Students 413 343 756 14 31 44 800 (Evening)

Academic Year 2002/2003

Government Sponsored 190 183 373 5 3 8 381

Privately Sponsored Students 79 79 158 12 16 28 186

Privately Sponsored Students 389 384 773 19 30 49 822 (Evening)

Academic Year 2003/2004

Government Sponsored 216 195 411 6 5 11 422

Privately Sponsored Students 71 57 128 24 20 44 172

Privately Sponsored Students 435 361 796 34 39 73 869 (Evening)

1 The ideal lecturer: student ratio for the law programme is 1:10.

Academic Year 2004/2005

Government Sponsored 50 64 114 0 3 03 117

Privately Sponsored Students 07 11 18 3 3 06 24

Privately Sponsored Students 105 93 198 17 16 33 231 (Evening)

Table E below shows the number of students that enrolled for the Master of Laws (LL.M) programme.

Table E: Number of Enrolled LL.M Students, 2000/2001-2004/2005

Year 2000/2001 2001/2002 2002/2003 2003/2004 2004/2005

Males 4 9 7 8 20

Females 4 4 6 8 9

Total 8 13 13 16 29

Table F below shows the number of students that enrolled for the Postgraduate Diploma in Forced Migration and Refugee Law programme.

Table F: Number of Enrolled Postgraduate Diploma Students in Forced Migration &

Refugee Studies, 2000/2001-2004/2005

Year 2000/2001 2001/2002 2002/2003 2003/2004 2004/2005

Males - - 2 4 2

Females - - 2 5 -

Total - - 4 9 2

Table G below shows the number of students that enrolled for the Doctor of Laws (LL.D) programme.

Table G: Number of Enrolled LL.D Students, 2000/2001-2004/2005

Year 2000/2001 2001/2002 2002/2003 2003/2004 2004/2005

Males 1 1 1 1 2

Females - - - - -

Total 1 1 1 1 2

5.3 Staff Profile

Table H: Academic Staff Establishment and Their Qualifications Department Position Establishment Appointments Vacancies

Commercial Professor 1 1. Grace Tumwine- Nil Law Mukubwa, [Ph.D] Department Associate 2 Nil 2 Professor Senior 3 1. John Kigula [LL.D candidate] 2 Lecturer

Lecturer 4 1. Rose Mwebaza [Ph.D] 2 2. Yusuf Nsibambi [LL.M]

Assistant 4 1. Frederick Mpanga [LL.M] -3 Lecturer 2. Ezekiel Tuma [LL.M] 3. Javason Kamugisha [LL.M] 4. Phiona Muhwezi-Mpanga [LL.M] 5. Rachel Kigozi [LL.M] 6. Benjamin Wamambe [LL.M] 7. Joseph Luswata [LL.M]

Teaching 2 Nil 2 Assistant Law & Professor 1 Nil 1 Jurisprudence Department Associate 2 1. Frederick Jjuuko [LL.M] Nil Professor 2. Sylvia Tamale [Ph.D]

Senior 3 1. Damalie Naggita-Musoke 2 Lecturer [Ph.D Candidate] Lecturer 4 1. Julius Kavuma-Kabenge 2 [LL.M] 2. Faisal Mukasa [LL.M]

Assistant 4 1. Ernest W. Kalibbala [LL.M] 1 Lecturer 2. Isaac Bakayana [LL.M] 3. Daniel Ruhweza [LL.M] Teaching 2 1. Joyce Ngaiza [LL.M] 1 Assistant Public & Professor 1 Nil 1 Comparative Law Department Associate 2 1. John J. Barya [Ph.D] 1 Professor Senior 3 1. Henry M. Onoria [Ph.D] Nil Lecturer 2. Emmanuel Kasimbazi [Ph.D Candidate] 3. Ben Twinomugisha [LL.D]

Lecturer 4 1. Peter Wandera [LL.M] 2 2. Judy Obitre-Gama [LL.M]

Assistant 4 1. Monica Twesiime-Kirya [Ph.D -2 Lecturer Candidate] 2. Benson Tusasirwe [LL.M] 3. Ms. Dorothy Kwagala [Ph.D Candidate] 4. Christopher Mbazira [Ph.D Candidate] 5. Winnie Tarinyeba [Ph.D Candidate] 6. Juliet Kamuzze [LL.M] Teaching 2 1. Patricia Atim [LL.B] 1 Assistant HURIPEC Professor 1 1. J. Oloka-Onyango [SJD] Nil

Associate 2 Nil 2 Professor Senior 3 1. Sam Tindifa [Ph.D Candidate] 2 Lecturer Lecturer 4 1. Apollo Makubuya [LL.M] 1 2. Esther Kisakye Mayambala [Ph.D Candidate] 3. Henry Ojambo [Ph.D]

Assistant 4 1. Rose Nakayi [LL.M] -1 Lecturer 2. Denis Asiimwe [M.A] 2. Godber Tumushabe [LL.M] 3. Zahara Nampewo [LL.M] 4. Ronald Naluwairo [LL.M]

Teaching 2 Nil 2 Assistant Totals 64 44 20

5.4 Research Profile, 2000-2005 Name of Name of Publication Year Staff Sylvia 1. “Think Globally, Act Locally: Using International Treaties for Women‟s 2001 Tamale Empowerment in East Africa,” Agenda No. 50. 2. “Riding a Paper Tiger: Gender and the Family Under Uganda‟s 1995 2003 Constitution,” Makerere Law Journal (February): 72-81. 3. “Out of the Closet: Unveiling Sexuality Discourses in Uganda,” Feminist 2003 Africa, Issue No. 2. 4. “Gender Trauma in Africa: Enhancing Women‟s Links to Resources,” 2004 Journal of African Law Vol. 48(1). 5. “Eroticism, Sensuality and „Women‟s Secrets‟ Among the Baganda: A Critical Analysis,” Feminist Africa, Issue No. 5. 2005 6. “African Feminism: How Should We Change?” Development Vol. 49 No. 1

J. Oloka- A. Books, Working Papers and Book Chapters Onyango (editor with Chris Maina Peter), CONSTITUTIONALISM AND TRANSITION: 2004 AFRICAN AND EASTERN EUROPEAN PERSPECTIVES, ClariPress, Nairobi.

ECONOMIC AND SOCIAL HUMAN RIGHTS IN THE AFTERMATH OF 2004 UGANDA‟S FOURTH CONSTITUTION: A CRITICAL RECONCEPTUALIZATION, (CBR Working Paper No.88).

(with Maria Nassali) CONSTITUTIONALISM AND POLITICAL STABILITY IN ZANZIBAR: THE SEARCH FOR A NEW VISION, Friedrich Ebert Stiftung, 2003 Dar es Salaam. 2003 CAJOLING THE STATE IN UGANDA: ANALYZING THE INFLUENCE OF NAWOU AND HURINET ON THE FORMULATION OF GOVERNMENT POLICY, (CBR Working Paper No.83).

Constitutionalism, Community and the Prevention of Conflict in Contemporary 2003 East Africa, in J. Oloka-Onyango (editor), CONSTITUTIONAL DEVELOPMENT IN EAST AFRICA FOR THE YEAR 2001, E & D Limited, Dar es Salaam. 2002 Modern-day Missionaries or Misguided Miscreants? NGOs, the Women‟s Movement and the Promotion of Human Rights in Africa, in Wolfgang Benedek, Esther M. Kisaakye & Gerd Oberleitner (eds.) THE HUMAN RIGHTS OF WOMEN: INTERNATIONAL INSTRUMENTS AND AFRICAN 2001 EXPERIENCES, Zed Books, London/New York.

(Editor) CONSTITUTIONALISM IN AFRICA: CREATING OPPORTUNITIES, FACING CHALLENGES, Fountain Publishers, Kampala. 2000

ON THE BARRICADES: CIVIL SOCIETY AND THE ROLE OF HUMAN RIGHTS AND WOMEN‟S ORGANIZATIONS IN THE FORMULATION OF 2000 THE BILL OF RIGHTS OF THE 1995 CONSTITUTION, (CBR Working Paper No.60).

8. CIVIL SOCIETY, DEMOCRATIZATION AND FOREIGN DONORS IN 2000 CONTEMPORARY UGANDA: A CONCEPTUAL AND LITERATURE REVIEW, (CBR Working Paper No.56). 2000 9. (with Justus Mugaju, eds.) NO-PARTY DEMOCRACY IN UGANDA: MYTHS AND REALITIES, Fountain Publishers, Kampala.

10. New Wine or New Bottles? Movement Politics and One-Partism in Uganda, in J. Mugaju & J. Oloka-Onyango (eds.), NO-PARTY DEMOCRACY IN UGANDA: MYTHS AND REALITIES, Fountain Publishers, Kampala. 2005 B. Journal Articles, Book Reviews, papers and briefs

1. Who‟s Watching „Big Brother?‟: Globalization and the Protection of 2006 Cultural Rights in Present-day Africa, Vol.5, No.1 African Human Rights Law Journal/ Vol.27, No.4 Human Rights Quarterly, 2005 2003 2. Interrogating NGO Mandates on Economic, Social and Cultural Rights in Utake (East Africa): A Perspective From Uganda (forthcoming in Makau Mutua (ed.). 2004

3. Dictatorship and Presidential Power in a Post-Kyankwanzi Uganda: Out of the Pot and Into the Fire, Vol.8, No.1, The Defender 2004 4. Towards a Human Rights Approach to Citizenship and Nationality Struggles in Africa: The Regional Quandry, Vol.4, No.2, Democracy & Development. 2003 http://www.africa.com/peaceafrica/resources/00010151.html

5. Constitution Making and Political Struggle in East Africa: Challenges and 2003 Opportunities http://www.ealawsociety.org/documents/articles%20by%20J%20oloka%2

0onyango.pdf 2003 6. „New Breed‟ Leadership, Conflict and Reconstruction in the Great Lakes Region of Africa: A Sociopolitical Biography of Uganda‟s Yoweri Kaguta Museveni, Vol. 50, No.3 Africa Today 2003 7. (with Deepika Udagama) Globalization and its Impact on the Full Enjoyment of Human Rights [Final Report of the Sub-Commission on the Promotion and Protection of Human Rights; UN Doc. 2001 E/CN.4/Sub.2/2003/14].

8. Reinforcing Marginalized Rights in an Age of Globalization: International Mechanisms, Non-state actors and the Struggle for Peoples‟ Rights in 2000 Africa. Vol.18, No.4 American University International Law Review

9. (with Sylvia Tamale) Racism, Xenophobia and Related Intolerances: The Case of Displaced Populations and Minorities in Uganda, [ Vol.8-10 Law 2000 & Justice, 2001-2003].

10. (with Deepika Udagama) Globalization and its Impact on the Full Enjoyment of Human Rights [Progress Report of the Sub-Commission on 2000 the Promotion and Protection of Human Rights; UN Doc. E/CN.4/Sub.2/2001/11]. 2000 11. (with Deepika Udagama) Globalization and its Impact on the Full Enjoyment of Human Rights [Preliminary Report of the Sub-Commission on the Promotion and Protection of Human Rights; UN Doc. E/CN.4/Sub.2/2000/13].

12. Gender and Conflict in Contemporary Africa: Engendering the Mechanisms for the Promotion of Human Rights and Conflict Prevention, Vol.9, No.1 Review of the African Commission on Human & People‟s Rights

13. Human Rights and Sustainable Development in Contemporary Africa: A New Dawn or Retreating Horizons? Vol.6 Buffalo Human Rights Law Review.

14. Poverty, Human Rights and the Quest for Sustainable Human Development (SHD): The Case of „Structurally-Adjusted‟ Uganda, Vol.18, No.1 Netherlands Quarterly of Human Rights.

Ms. 1. The Role of Multinational Corporations in the Protection and Promotion 2004 Winnie of Human Rights, 10 East Afri. J. Peace Hum. Rights 159 (2004). Tarinyeba 2. The challenges faced by capital markets in emerging economies: A Case 2004 Study of Uganda, Capital Markets Journal Vo. 7 No.1, 1ST Quarter 2004.

3. Financial Sector Regulation: A case for Consolidated Regulation in 2004 Uganda, Capital Markets Journal Vol.6 No.3, 3rd Quarter 2004

4. Towards an East African Securities Market: Progress and Constraints, 2005 Capital Markets Journal Vol. 10 No.2, April- June 2005

5. Collective Investment Schemes: An overview of the regulatory framework 2005 in Uganda, Capital Markets Journal, Vol. 9 no.4 Oct - Dec 2005.

6. The Legal and Regulatory Framework for the protection of Minority 2005 Shareholders in listed companies in Uganda, Capital Markets Journal, Vol. 9 no.3 July - Sept 2005.

Ms. 1. Adultery and Bigamy in Uganda: Reconciling the Law with Reality, 2005 Monica Gender and Sexuality Research Project, Makerere University Faculty of Twesiime Law Working paper No. 1, July 2005 2005 2. (with Rose Nakayi and Dorothy Kwagala) “Citizenship and Identity in East Africa: Towards More Inclusive Policies and Practices,” Kituo Cha Katiba (East African Centre for Constitutional Development, 2005 (up- coming) 2005 3. (with Rose Nakayi and Dorothy Kwagala), “The Women‟s Movement in Africa: Creative Initiatives and Lessons Learned,” East African Journal of Peace and Human Rights, December 2005.

4. “Constitutional Developments in Uganda – 2001: A Critique of the 2001 Presidential and Parliamentary Elections,” Kituo Cha Katiba (East African Centre for Constitutional Development).

Prof. A. Articles: David Taxation of Business Income Uganda Law Focus (Vol. 2 June 2002). 2002 Bakibinga 1. “Overview of Equity in Uganda” Scope Magazine (Law Development Centre) 2001 (March, 2001). 2002 2. “Institutional Intellectual Property Rights in Uganda” in Proceedings of the Regional Workshop on Intellectual Property Rights, National Council for Science and Technology, Kenya, February 2002. 2003 3. “Retirement and Pension Trusts” Makerere Law Journal pp 57-71 (February 2003 2003) 4. “The Role of Peace Education in Promoting Tolerance”, Uganda Living Law 2004 Journal, Vol.1, No.1 pp94-103 (Uganda Law Reform commission, 2003). 5. “Company Law & Business Development in Uganda” Uganda Living Law 2004 Journal Vol.2 No.1, pp.31-52 (Uganda Law Reform Commission, 2004 ). 6. “Intellectual Property Rights Arrangement within Uganda” Scope Magazine 2005 (Law Development Centre) Volume 4, 2004, pp.9-18. 7. “The East African Community Customs Management Act: Implications and Application” Uganda Living Law Journal Vol.2 No.2 (Uganda Law Reform 2004 Commission, December 2004 forthcoming); Scope Magazine (Law Development Centre) Vol.5, 2005. 8. “Graduate Studies at Makerere University: Admission, Monitoring and Examination” in Maicibi, N.A & Kaahwa, Y. (Eds) Graduate Studies Supervision at Makerere University: Book of Readings, pp. 1-6 (Makerere 2001 University, 2004). 2003 2002 B. Books Law of Contract In Uganda Professional Books Publishers (1996) Fountain Publishers (2001). 1) Equity & Trusts in Uganda (Professional Books Publishers, Kampala, 2003. 2) Commercial Law in a Liberalised Economy: The Case of Uganda (Makerere University, 2002).

Mr. 1. (with Onesmus Mugyenyi), Uganda‟s Access to the European Union 2003 Ronald Agricultural Market: Challenges and Opportunities, ACODE Policy Research Naluwairo Series No. 6, Kampala. 2004 2. (with Godber Tumushabe), Approaches to Biosafety Legislation in Africa: Options to Facilitate National Decision-Making, ACODE Policy Briefing Paper No. 6., Kampala 2005 3. Promoting Common Property Rights in Fisheries Management in Uganda: A Review of the National Fisheries Policy and the Proposed Fisheries Legislation, ACODE Policy Briefing Paper No. 8, Kampala. 2005

4. (with Godber Tumushabe, Harnessing the Power of Intellectual Property Rights in Building Science and Technological Capacity: Key Issues for Policy Makers in East Africa, ACODE Policy Briefing Paper No. 9, Kampala. 2006

5. From Concept to Action: The Protection and Promotion of Farmers‟ Rights in East Africa, ACODE Policy Research Series No. 15, Kampala.

Prof. G. ARTICLES IN REFEREED JOURNALS: Tumwine- Mukubwa 1. The Uganda constitution 1995 and Human Rights: Interpretation and 2000 Enforcement of Chapter Four Rights and Freedoms: (2000) ULSLR P51-103. 2. Promotion and Protection of Human Rights in East Africa 2001. 2001

Assoc. a) “The State of Civil Society in Uganda: An Analysis of the Legal and 2000 Prof. John Politico - Economic Aspects”, CBR Working Paper No.58, June 2000, 44 Barya pages. 2000 b) “Reconstituting Ugandan Citizenship under the 1995 Constitution: A Conflict of Nationalism, Chauvinism and Ethnicity” CBR Working Paper No.55, April 2000, 49 pages. 2000

c) “The Making of Uganda‟s 1995 Constitution: Achieving Consensus by Law?” CBR Working Paper No.57, June 2000, 46 pages. 2000

d) “Political Parties, the Movement and the Referendum on Political Systems in Uganda: One Step Forward Two Steps Bank?” In J. Mugaju & J.O.Onyango (Editors) No - Party Democracy in Uganda, Myths and 2001 Realities, Fountain Publishers, 2000.

e) “Trade Unions and the Struggle for Associational Space in Uganda: The 1993 Trade Union Law and Article 40 of the Constitution”, CBR 2001 Working Paper, No.63, 2001.

f) “Democracy, Inequality and Social Policy in Uganda: An Assessment of 2003 Government Initiatives on Poverty Eradication.” East African Journal of Peace and Human Rights, vol.7, No.2, 2001. 2004 g) “Uganda Legal Background Memorandum on the Non-Profit Sector”, CBR Working Paper No.84, 2003.

h) (with S.J. Opolot & P.O. Otim, “The Limits of „No-party‟ Politics: the 2004 Role of International Assistance in Uganda‟s Democratization Process”, Conflict Research Unit, Clingendael, Netherlands, Working Paper No.28, August, 2004, (pp.114). 2005 i) “Termination of Employment: A Comparative Study of Recent Developments in some African Jurisdictions”, The Uganda Living Law Journal, vol.2, No.2, December, 2004, pp.202-212. 2004

j) “Citizen‟s Social-Economic Rights and Uganda‟s Poverty Eradication Action Plan (PEAP): An Assessment,” CBR Occasional Paper No.6/2005.

k) (with Nyangabyaki B, Kibikyo D, Sokolowski, S.W & Salamon L.M) “Uganda”, chapter 6 on the Non-Profit Sector in Uganda, in Salamon, 2004 L.M, Sokolowski, S.W & Associates (Eds) 2004: Global Civil Society, Dimensions of the Non-Profit Sector, Vol.II, Kumarian Press, Bloomfield, CT, USA: pp.140-153.

l) Compilation of Labour Law Cases in Uganda, ILO, Dar-es-Salaam Office, 2004, pp.69

m) (with Rutabajuuka, S.P) 2004: Report of Survey on Integrity in Uganda‟s Judicial System, CBR Commissioned Research Report No.4/2004, pp.78

Dr. Henry 1. Review of Major Decisions on Fundamental Rights and Freedoms in Uganda 2005 Onoria in 2004‟ (2005) 11(2) East Afr. J. Peace & Hrgts 323-64.

2. „Realisation and Enforcement of the Right of Access to Information in Uganda, 2005 1995-2005‟ (2005) Makerere Law Journal 39-58.

3. 'Review of Major Decisions on Fundamental Rights and Freedoms in Uganda 2005 in 2003‟ (2005) 11(1) East Afr. J. Peace & Hrgts 137-60.

4. (with J.R. Katalikawe & B.G. Wairama) „Crises and Conflicts in Africa Great 2004 Lakes Region – Problem of Non-compliance with Humanitarian Law‟, in E.C Luck & M.W. Doyle (eds), International Law and Organization – Closing the Compliance Gap (Lanham, Rowman & Littlefield, 2004) 121-52.

5. 'Review of Major Decisions on Fundamental Rights and Freedoms in Uganda 2003 in 2001 and 2002‟ (2003) 9(2) East Afr. J. Peace & Hrgts 332-71.

6. „Soldiering and Constitutional Rights in Uganda: Kotido Military Executions‟ 2003 (2003) 9(1) East Afr. J. Peace & Hrgts 87-114.

7. „The African Commission on Human and Peoples‟ Rights and the Exhaustion 2003 of Local Remedies under the African Charter‟ (2003) 3 AHRLJ 1-24.

8. „Introduction to the African System of Protection of Human Rights and the 2002 Draft Protocol‟ in W. Benedek, et al. (eds), Human Rights of Women:

International Instruments and African Experiences (London/New York: Zed

Books) (2002) 231-42.

9. „Limits to Self-Determination in the Great Lakes Region‟ in E. Sidiropoulos 2001 (ed.), A Continent Apart: Kosovo, Africa and Humanitarian Intervention (Witwatersrand: SAIAA) (2001) 211-27.

Mr. Emmanuel Chapters in Books Kasimbazi Chapter in Forensic Medicine, Medical Law and Ethics in East Africa (McQuoid-Mason, et al., eds) Independent Medico-Legal Unit, 2005) 2005

Chapter in Human Rights Manual and Source Book for Africa (Beattie, 2005 et al., eds) British Institute of International and Comparative Law, 2005)

Working Paper

Taxpayers Rights and Obligations: Analysis of Implementation and 2004 Enforcement Mechanisms in Uganda, (Danish Institute for International

Studies), 2004

Articles 2001 International Reponses to Water Quality Management: Lessons from the Nile, Makerere Law Journal, (2001) ;

5.5 Extent to Which ICT is Integrated in Teaching & Learning

Although initial first steps were taken in 1999 our Information and Communication Technology (ICT) capacity and resources are in need of comprehensive modification. This is particularly the case with our plans to develop state of the art online virtual law library.

5.6 Facilities & Space The issue of space (or brick & mortar) within the faculty remains far from resolved. Over the last 10 years, the Faculty of Law has increased physical space by 1,020 square metres but the university projection is for 4,250 square metres (a deficit of 3,230m2)(see figure 1 below). We are still conducting lectures to a section of our students in hired halls outside the law faculty premises. Postgraduate students continue to scramble for space every semester. With the expansion of elective courses to third year students, the problem has escalated.

FIGURE 1: ADEQUACY OR SHORTAGE OF EXISTING SPACE AT THE FACULTY OF LAW

EXISTING SHORTAGE

5.7 Library Law students access legal material in the “Law Cage” located in the basement of the main University library as well as from the Faculty Book Bank facility. These facilities are grossly inadequate in meeting the needs of the student population at the Law Faculty. Space for the development of a National Law Library was crucial our next strategic plan. Such a library was envisaged in the previous plan as phase three of the Faculty physical expansion plan. This library would be the primary focus for the collection and development of legal materials in Uganda (both hard and soft).

VI SWOT ANALYSIS OF THE FACULTY OF LAW

Pillar Strengths Weaknesses Opportunities Threats TEACHING & LEARNING Human Resources . Highly qualified academic . Divided attention resulting . Scholarships for further . Centralization of staff staff with additional from “moonlighting” training of staff recruitment training in pedagogical activities to make ends . Greater national attention to . Emerging law schools in skills meet law & order as well as private university poaching . Committed & resilient staff . Poor motivation due to poor democracy, rights & staff with better conditions members that can work conditions of service constitutionalism makes of service under poor terms and . Relatively high attrition staff a valuable resource . PhD requirement for conditions of service rate . Greater emphasis on appointment to lecturer . Gender imbalance in terms interdisciplinarity means position disincentive for of numbers more socially qualified academics contextualized research and interaction with other disciplines in the University . Topping up staff salaries & wages from private programmes Quality of Students . Given the competitiveness . Poor attendance of lectures . Availability of government . The Internet has made of legal studies, students . Very limited tutorials scholarships for a small plagiarism for students admitted to the Law Faculty . Lack of financial assistance proportion of law students easier generally constitute the in terms of tuition loans . Exchange Programmes & “crème de la crème” . Cheating in examinations Regional cooperation allow . Existence of a very strong . Poor Teacher/Student ratio our students to interact with & active students‟ . Postgraduate programmes students from other association (Makerere Law not paid adequate attention countries Society) . Innovations in Information Technology facilitates & enhances learning process Facilities & Services . Availability of the Legal . Inadequate library, IT and . Development partners that . Government intervention in Informatics Centre physical (space) facilities finance research projects University fees structure, . A mini bus available for given the large student with computers and other resulting in unrealistic unit

transporting staff and population electronic equipment costs students . Inadequate office space for . Inadequate library, IT and . Reluctance of donors to staff members physical facilities finance “brick & mortar” . No recreation facilities for . Savings from tuition fees projects staff and students collection for capital development Quality Control . Sharing of courses between . Poor lecturer/student ratio . The availability of systems . Unqualified students that two or more lecturers limits quality control such as, the Academic are admitted through . External examination of . Lack of external Records Information cheating and/or fraud second semester exams examination in first System (ARIS), the . Cheating in University . Implementation of a strict semester Financial Management and examinations which is internal examination audit . Lack of a strong Information System getting more and more system moderating stystem (FINIS) sophisticated . Evaluation of lecturers by . The expanding market and . Poor proficiency in the students demand for quality lawyers English language . Organising periodical . Availability of a University retreats for curriculum Policy on Quality Control review, pedagogical training, etc. . Hiring an Examinations Officer to exclusively work on the processing of exams . Existence of a Faculty Sexual Harassment Policy RESEARCH & PUBLICATION Research, Publication, Seminars . Existence of the Human . Not enough time devoted to . Availability of donor funds . Poor conditions of service & Conferences Rights & Peace Centre research & publication by for research projects (e.g., for staff members works as which engages in research most staff members the Gender, Law & a disincentive and publishes a journal . Failure to publish local Sexuality Research Project) . Government (and some biannually teaching manuals . Availability of the peer- donors) not prioritising . Individual research projects . Lack of staff seminars reviewed East African higher education of academic staff members . Lack of a Faculty research Journal of Peace and . Involving undergraduate policy Human Rights as outlet for and graduate students in staff publications research projects . Having a robust student‟s . Organisation of annual organisation that can conferences and symposia organise academic by the Makerere Law conferences

Society . Regular participation in regional and international moot competititons . Hiring permanent departmental student research assistants OUTREACH Staff/Student Capacity . Existence of the Refugee . Inadequate funds for . Existence of a robust . The persistent “Ivory Law Project (RLP) which outreach programmes Makerere Law Society that Tower” mentality of some deals directly with refugees . Lack of Faculty Policy on lobbies and organises academics who remain & internally displaced Field Attachments energetic and enthusiastic disinterested in the world people students outside the university walls . Student internships with . Availability of donor funds . Negative press of Makerere RLP & other organisations to finance outreach University . Incorporating a course on programmes Clinical Legal Education in . Collaborative programmes the syllabus that integrates with other universities (e.g., the teaching practical skills the University of Pretoria) and legal doctrine that incorporates outreach components

VII. THE FACULTY STRATEGI C PLAN (2006 -2016)

STRATEGIC OBJECTIVES 1. To promote the teaching of law through relevant curricula, quality teaching staff and examinations and to produce legal professionals who are well equipped to deal with new and emerging legal problems; 2. To promote and engage in cutting-edge legal research on contemporary legal topics and issues as well as legal scholarship in interdisciplinary and analytical spheres; 3. To develop and enhance the legal knowledge necessary for practical applications in national development, democratic governance and integrity in public and private institutions; 4. To establish and maintain state-of-the-art infrastructure to facilitate effective legal teaching, training and research; 5. To mobilize and secure adequate financial, human and other resources necessary for attaining the vision of the Faculty of Law.

Figure 2: PROFILE OF THE FACULTY OF LAW GOALS Vis-à-vis MAKERERE UNIVERSITY‟S GOALS

. To expand & sustain Makerere’s overall capacity & performce. . To make significant contributions towards sustainable & equitable social, econ. & techn. dvpt in Ug. . To improve Makerere’s ability to mobilise & allocate resources to priority areas.

What follows are the detailed notes on the strategic actions to be taken by the Law Faculty in realizing the five broad strategic objectives identified above. Costing of the actions under each strategic objective is appended to this strategy and investment plan as Appendix I.

Strategic Objective 1

To promote the teaching of law, through relevant curricula, quality teaching staff and examinations and to produce legal professionals who are well equipped to deal with new and emerging legal challenges

This strategic Objective focuses on the Faculty‟s Academic Teaching and Professional Development Programmes. Over the duration of this Strategic Plan, the Faculty of Law will build on its current resource base regarding teaching and training and the current law programmes offered by the Faculty to pursue actions that contribute towards the achievement of this objective. In particular, the Faculty will promote gender mainstreaming and sensitivity to the situation of persons with disabilities (PWDs) in its curriculum, course design, operations and research.

Strategic Actions to Improve Teaching Programmes

The Faculty of Law is committed to undertaking radical strategic actions to improve teaching programmes at all levels. The strategies outlined in this direction are intended to address both the supply and the demand sides of the teaching of law. On the supply side, the Faculty will invest in recruiting, retaining and building a core of high quality teaching staff who will take the teaching of law to new heights. On the demand side, the Faculty of Law will focus on ensuring admission of students on a Our Students deserve and are highly competitive basis, creating entitled to a comprehensive conducive environment for teaching and opportunity to develop the using state-of-the art teaching techniques to professional skills, practical achieve high levels of quality. In addition, knowledge, and self consciousness particular attention will be placed on necessary to achieve their ensuring that the law curriculum is revised professional and personal goals. At and updated periodically while a competitive staff retention and motivation the Faculty of Law at Makerere, we scheme will be established to ensure that are committed to excellence in the Faculty is able to compete effectively teaching and we are determined to with lucrative fields of private and foster an intellectually challenging corporate legal practice. The following and stimulating environment in strategic actions will be pursued: which students with differing ideas, experiences, perspectives and 1. Teaching backgrounds learn from one another . Continuous staff in a collegial and supportive training programme academic environment.

The Faculty will initiate and operate a continuous staff training programme that will encourage academic staff to undertake training courses including higher degree programmes, fellowships and participation in staff exchange programmes. Our aim will be to support the training of at least one Masters and one Ph.D candidate per year.

The quality of the learning . Continuous staff experience, the students, the evaluation human and financial resources The current staff evaluation and innovative teaching programme will be expanded beyond methods are measures of student evaluations to include staff success and essential peer-to-peer reviews and the video determining factors in recording of lectures. These techniques establishing a reputation for will provide a basis for feed back and excellence. remedial actions where it is deemed necessary and appropriate.

. Staff Seminars Staff seminars will become a common feature of staff activities in the faculty providing a platform for presenting research findings, initiate project ideas and create opportunities for a dynamic intellectual discourse in the Faculty. Sensitization workshops will be held for the sensitisation of staff and students on issues of gender and the plight of persons with disabilities. This will be spearheaded by HURIPEC and the Gender, Law & Sexuality Research Centre.

. Enhancing the Student Learning Environment The main focus of our programmes are students. Given the dynamic environment in which the law is progressing at the domestic, regional and international levels, our strategy is to produce well rounded and dextrous graduates who can operate at all these levels. Particular attention will be given to developing programmes in the regional area given the increasing prominence of the East African community and other regional bodies such as COMESA and the African Union in law, politics and governance in the future. Collaborative partnerships with other law schools in the region will be pursued with vigour.

Table I: Projections of Student/Staff & Student/Staff Ratios for the next Ten Years 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 LL.B 1600 1550 1500 1450 1400 1350 1300 1250 1200 1200 LL.M 50 50 50 50 50 50 50 50 50 50 Dip. 3 10 10 10 10 10 10 10 10 10 FM&RL LL.D 1 1 5 5 5 5 5 5 5 5 Total 1654 1611 1565 1515 1465 1415 1365 1315 1265 1265 Staff 44 45 50 60 70 90 100 100 100 100 Ratios 1:38 1:36 1:31 1:25 1:21 1:16 1:14 1:13 1:13 1:13

The projections above illustrate both the attempt to stabilize student numbers at a manageable level (close to the recommended ratio of 1:10), and to increase staffing levels.

. ICT–Based Training Modern Information and Communication Technology (ICT) tools including LCD projectors, interactive digital white boards and other audio-visual tools will be encouraged as a means of instruction during lectures, seminars, guest presentations and other teaching and research sessions.

2. Curriculum

. Periodic review of the curriculum Over the period of implementing this strategic plan, the Faculty of Law Teaching Curriculum will be reviewed every five years with a view to bringing it into conformity with emerging areas of law teaching and updating existing courses. Amongst the key target areas envisaged for development are: Environmental and Conservation Law (Domestic & International), International Humanitarian Law, International Criminal Law, Law and Disability, Water Law, HIV and the Law and Decentralization Law.

. Diversification of Law graduates the world over are required to assessment methods work in an increasingly complex & rapidly In order to ensure the changing world and use their legal skills in a qualitative and wide variety of social, economic, political & competitive assessment cultural settings. The contemporary of students, the Faculty employer expects a law graduate to enter the will reintroduce essay work place not only with excellent analytical courseworks and make & communication skills but also with a sense tutorials compulsory for of professional maturity to assume all students in the responsibility. The commitment represented different programmes. by our vision & mission statements is to Funds will be allocated prepare our graduates for the challenges of to motivate staff that opt practising law & enable them succeed in to use these methods of private practice, public service, political instruction. leadership and community advocacy.

. Promote peer-to- peer learning The law curriculum will be continuously reviewed and redesigned to allow greater opportunities and expand experiences in which students learn from one another, work in groups, and develop cooperative skills and teamwork approaches.

3. Staff Retention and Motivation One of the biggest challenges facing the Faculty of Law today is the need to compete with other sectors of legal practice for the best legal personnel available on the market. Over the last decade, new areas of legal practice have emerged creating new career opportunities in private practice, corporate practice, NGOs, etc. The Faculty of Law is also competing with emerging universities in the country as well as already established universities both regionally and internationally. These institutions offer highly competitive remuneration packages in terms of salaries and other forms of staff motivation. It is therefore clear that the Faculty of Law at Makerere University can no longer maintain its intellectual leadership in the teaching of law unless it is able to attract, recruit and retain the best brains available both in the national and international market. In this regard, the following strategic actions will be pursued to ensure that the Faculty remains the first destination of choice for lawyers seeking a career in academia and scholarship.

a) Develop and secure funding for a comprehensive staff development and remuneration programme with clear targets focussing on the following priorities: o Post-doctoral fellowships; o Minimum salary o Faculty Pension scheme o Medical Insurance o Staff Loan Scheme, etc b) Reduce lecturer-student ratio to 1:16 c) Ensure competitive remuneration d) Pension scheme e) Medical insurance f) Loan scheme

4. Examinations The Faculty will strengthen its examination administration programme to ensure the improved quality and security of examinations. Incentives will be developed and adopted to ensure the effective invigilation and supervision of examinations, administration of courseworks as well as the supervision of dissertations at all levels.

Strategic Objective 2

To promote and engage in cutting-edge legal research on contemporary legal topics and issues as well as legal scholarship in interdisciplinary and analytical spheres

Actions under this strategic objective will focus on establishing and implementing a robust legal research agenda within the Faculty of Law, while also drawing on the multidisciplinary nature of Makerere University. The actions are also designed to determine contemporary research priorities, improve research administration and increase the applicability of research outputs to improve public policy outcomes at different levels of policy making and policy implementation.

In pursuit of this strategic objective, the following priority actions will be undertaken:

a) Designate a Deputy Dean in charge of Graduate Studies and Research; b) Every Department will establish and publish a Journal; c) Developing research projects in contemporary and emerging areas of law; d) Redesigning and maintaining a robust and interactive faculty website; e) Developing a research policy and establishing a data base for all dissertations and other Faculty of Law publications and monographs; f) Convening an annual faculty seminar on appointment and promotion of faculty staff members; g) Establish a research fund with an initial capitalization of US$100,000 for the development of concepts leading to development of comprehensive research projects; and h) Establish a bonus system for staff who place articles in higher ranked law journals or publish books with leading publishing houses. The award of bonuses for high quality articles and books will be based on an objective criteria developed by the Faculty Committee responsible for research.

Strategic Objective 3

To develop and enhance the legal knowledge necessary for practical applications in national development, democratic governance and integrity in public and private institutions

This strategic objective focuses on actions that will be pursued to ensure that the teaching of law, legal training and legal research are oriented towards more practical issues and that they address contemporary practical problems facing the country and the region. Under this strategic objective, the Faculty of Law will become a centre of activity in providing short-term training courses for selected private sector and public sector institutions, organizing colloquia, Guest Lectures, national policy dialogues as well as regional and international legal developments such as the work of the International Criminal Court (ICC), the work of the WTO Dispute Settlement Body (DSB), the changing nature of humanitarian international law, etc.

The following strategic actions will be pursued and implemented in pursuance of this strategic objective:

a) Designing and delivering short-term training courses specially targeting content of a post-graduate nature; b) Convening and hosting international seminars; c) Convening and hosting Guest Lectures; and d) Convening and hosting policy dialogues on contemporary public policy issues.

Strategic Objective 4

To establish and maintain state-of-the-art physical infrastructure and technological capabilities to facilitate effective teaching of law, training and research

The phenomenal expansion of the Faculty of Law over the last 5 years has overstretched the infrastructure capacity of the Faculty of Law. In the space of five years, student enrolment has increased from 1,500 in 2000 to 1,800 in 2005 representing an annual growth of 4%. While staff recruitment has not expanded correspondingly, the number of staff have also increased from 35 to 44 during the same period. At the time of finalizing this strategic plan, the current teacher-student ratio thus stands at 1 teacher for every 50 students. The increase in the number of both students and faculty have led to an acute shortage of teaching space and office facilities.

Over the duration of this strategic plan period, the Faculty will embark on an aggressive fundraising and resource mobilization campaign to raise financial and material resources in order to address the current problems of physical and technological infrastructure. The ultimate objective will be to put in place state-of- the-art teaching and research infrastructure with lecture rooms, seminar rooms, offices and a modern library. The development of a National Law Library is crucial. Such a library would be the primary focus for the collection and development of legal materials in Uganda (both hard and soft). The following shall constitute the investment targets of the Faculty of Law under this strategic objective.

a) Construction of Phase Two of the Faculty Expansion Plan; b) Construction of Phase Three of the Faculty Expansion Plan; c) Furnish new lecture rooms, offices and library; and d) Equip new buildings with state-of-the-art technology and software. e) Fundraise from alumni, leading advocates, jurists, judges and public officers who are lawyers for the purpose of realizing this strategic objective.

Strategic Objective 5

To mobilize, secure and efficiently manage adequate financial,

human and other resources necessary for attaining the vision of the

Faculty of Law in the context of the broader University Vision

The attainment of the mission and vision of the Faculty of Law is a direct function of the commitment by the University administration, the faculty administration and teaching staff, the students and the availability of adequate financial resources to ensure a functioning faculty system. While the human resources potential and the international profile of the faculty represents its engine of growth, financial resources and other related logistics represent the accelerator that is required to keep the engine moving and maintain the Faculty at “cruising altitude.” This strategic objective therefore represents the Faculty‟s collective commitment to mobilize and raise adequate financial resources to finance the priority actions set out in this plan. A multi-pronged resource mobilization strategy involving effective negotiation for increased budgetary appropriations from the overall University budget; designing and pursuing fund retention schemes on internally generated funds; and fundraising will be pursued.

In the immediate–term, the following actions will be undertaken:

a) Allocate funds and immediately develop a comprehensive fundraising strategy with clear roles and targets for fundraising; b) Develop a strategy for pursuing and attracting funding agencies to commit to the support a Faculty Endowment Fund; c) Establish and allocate up to US$100,000 annually to a Project Proposal Development Fund which shall be competed for by staff; d) Allocate adequate funds to facilitate travel by the Dean‟s Office on fundraising missions abroad; e) Establish a Consultancy Unit to offer services to external clients; f) Mobilize alumni and create endowed Chairs; and g) Organize a donor round-table forum at least once every two years.

VIII. RESTRUCTURING AND GOVERNANCE OF TH E FACULTY OF LAW: TOWA RDS A COLLEGE OF LAW

Over the last decade, Makerere University has undergone a significant transformation in terms of the scope of the programmes offered, university administration, structure and organization as well as its relationship with Government and international partners. Much of this transformation has been shaped by the desire to create a robust, autonomous and vibrant institution that delivers on its teaching roles while reorientating its programmes to meet the immediate needs of the community.

As a result, the University is slowly but systematically moving to establish constituent colleges as autonomous academic and administrative units. Although the final college structure of the University is yet to be determined, it is incumbent upon the Faculty of Law to seize the initiative and move its position and operations to a college status. The evolving nature of the law curriculum, teaching methods and the growing demand for law courses at undergraduate and post-graduate level all present compelling reasons for the Faculty to operate at a college level. Indeed, it is apparent that the establishment of a College of Law with its attendant attributes will have significant benefits for the entire University and the country. In this regard, the first five years of this strategic plan period will be used as a period of transition from a law faculty to a college status. Needless to say, this will require both the Faculty of Law Administration and the University Administration to approach this movement with strategic foresight on the long-term strategic gains and not to be overly influenced by potential fears and losses in the short-term.

Consequently, the Faculty Governance Structure presented in the organogramme below will mainly be seen as a transition structure leading to a more elaborately defined structure of a future College of Law in the next five years as reflected in next orgarnogramme.

Figure 3: PROPOSED PRE-COLLEGE STRUCTURAL ORGANOGRAM

UNIVERSITY COUNCIL

SENATE

FACULTY BOARD DEAN OF LAW

Deputy Dean Administration and Deputy Dean Undergraduate Studies and Technical Operations Graduate Studies, Research Examinations Programmes Manager and Outreach Programmes

Programme Staff Administration Staff

Undergraduate studies and Administration and Technical Graduate Studies Research Operations Examinations Programmes and Outreach Programmes

Figure 4 below shows the proposed three-tiered college of Law structure to be in place by 2011:

ORGANOGRAM OF THE PROPOSED MAKERERE UNIVERSITY COLLEGE OF LAW

VICE CHANCELLOR

Deputy Vice Academic University Deputy Vice Chancellor Registrar Secretary Chancellor (Academic Affairs) (Administration and Finance)

Dean College of Law

Deputy Dean Deputy Dean (Undergraduate (Graduate Studies, Programmes and THE COLLEGE OF Research and Examinations) LAW ACADEMIC Outreach) BOARD

Administration and Technical Operations Staff

Director Head Head Head Human Rights Department of Department of Department of and Peace Law and Public Law Commercial Law Centre Jurisprudence

Head Head Head Head Department of Department Gender, Law and Institute for Environmental of Private Sexuality Justice and Law Law Research Centre Forced Migration