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\u201cWe must shift from intuition to insight, from routine to reflection,\u201d Prof. Nkabala said in her opening remarks. \u201cMonitoring and Evaluation isn\u2019t just about ticking boxes; it\u2019s about learning from our actions, improving outcomes, and leading with purpose.\u201d<\/p>\n\n\n\n
The training was officially opened by Dr. James Nkata, Director General of the Uganda Management Institute (UMI), a postgraduate institution mandated by Parliament to build leadership, governance, and management capacity in Uganda across the public, private, and NGO sectors.<\/p>\n\n\n\n
In his address, Dr. Nkata not only championed the value of M&E but also presented a comprehensive and philosophical blueprint for institutional success, touching on themes such as teamwork, leadership, organizational culture, and the centrality of knowledge. His address laid out several powerful, interconnected arguments<\/p>\n\n\n\n
Dr. Nkata emphasized the centrality of M & E in institutional success. He said, that M&E is not optional, it is foundational. It offers an early warning system for institutions, allowing them to detect emerging challenges, understand their current status, and prepare for the future.<\/p>\n\n\n\n
\u201cYou must know what is happening now and what is likely to happen tomorrow. And M&E gives you that power. Without it, leadership becomes blind navigation.\u201d<\/p>\n\n\n\n
He lauded CHUSS for prioritizing M&E, calling it a core driver of sustainable progress that many institutions often ignore until problems are already entrenched.<\/p>\n\n\n\n
Drawing on his years of experience in higher education, Dr. Nkata underscored the role of M and E in building team work describing it as the backbone of organizational functioning. He gave an impassioned argument about the difference between employees and teams.<\/p>\n\n\n\n
\u201cIt\u2019s one thing to have people working in an organization. It\u2019s another thing entirely to have them working as a team.\u201d<\/p>\n\n\n\n
He illustrated this using an analogy from nature: termites\u2014organisms that demonstrate high-functioning, coordinated labor. In termite colonies, each member has a distinct role, whether guarding, building, feeding, or protecting the queen. There is no interference, only purpose-driven collaboration.<\/p>\n\n\n\n
\u201cLike termites, a college should have that kind of structure. Each person contributes from where they are and that\u2019s real teamwork.\u201d<\/p>\n\n\n\n
Dr. Nkata stressed that teamwork only succeeds when all units move in a “single-spine direction.”<\/p>\n\n\n\n \u201cIf an organization lacks a unified direction, it will fragment. You\u2019ll have departments pulling in different directions and no collective progress.\u201d<\/p>\n\n\n\n He urged CHUSS leadership to align their goals, values, and operations so they move as a single body. A shared mission, he emphasized, is what distinguishes functional teams from dysfunctional ones.<\/p>\n\n\n\n In one of his most reflective moments, Dr. Nkata stated that by bringing leaders the college was nourishing its leadership with knowledge as the foundation for action.<\/p>\n\n\n\n \u201cNo human being can act or reason beyond what he or she knows.\u201d<\/p>\n\n\n\n He reminded the audience that universities are not just institutions of teaching, but hubs for <\/strong>generating, sharing, and applying knowledge. Without adequate knowledge especially about leadership, administration, and organizational dynamics, decisions risk being shortsighted or even harmful.<\/p>\n\n\n\n \u201cIf you want better decisions, empower your leaders with better knowledge. That\u2019s what M&E training is about.\u201d<\/p>\n\n\n\n Dr. Nkata underscored the necessity of internal capacity development as the lifeline of institutions.<\/p>\n\n\n\n \u201cWhen current capacity leaves, the organization must not collapse. If you have strong internal systems and skilled people, the institution remains resilient.\u201d<\/p>\n\n\n\n He advised CHUSS not to over-rely on external consultants but to nurture homegrown experts who understand the university\u2019s culture, challenges, and goals. He praised UMI\u2019s contribution to this goal and encouraged CHUSS to continually invest in its people.<\/p>\n\n\n\n According to Dr. Nkata, many universities in Uganda struggle with undefined or fragmented workplace cultures. He challenged CHUSS leadership to ask themselves a critical question:<\/p>\n\n\n\n \u201cDo we truly know the worker culture of our university?\u201d<\/p>\n\n\n\n He pointed out that without a shared organizational culture, teamwork falters, communication breaks down, and leadership becomes reactive rather than strategic. He argued that through M&E processes, institutions can create a new, functional culture\u2014based on data, transparency, and mutual accountability.<\/p>\n\n\n\n To further contextualize UMI\u2019s role, Dr. Nkata drew from his own cultural background, referencing the \u201c<\/strong>saver\u201d, a respected elder who supports newlyweds during the marriage journey and continues to check in periodically.<\/p>\n\n\n\n \u201cAt UMI, we are savers. We don\u2019t just train and disappear. We come back, evaluate, advise, and support as you implement.\u201d<\/p>\n\n\n\n He stated that UMI sends teams to conduct follow-up evaluations after training sessions. These teams gather feedback and recommend further support\u2014ensuring the training translates into real-world improvements.<\/p>\n\n\n\n Dr. Nkata also touched on the contrast between political appointments and institutional expertise, noting that authority must be grounded in knowledge, especially in universities.<\/p>\n\n\n\n \u201cPoliticians speak within the limits of their training. But university leaders must speak with a wider scope, rooted in research, reason, and responsibility.\u201d<\/p>\n\n\n\n He concluded by stating that M&E allows institutional leaders to speak with clarity, insight, and legitimacy, making their leadership both credible and transformational.<\/p>\n\n\n\n The CHUSS M&E training was more than just a skills-building session\u2014it marked the beginning of a deeper cultural shift at the college. Under the leadership of Assoc. Prof. Hellen Nkabala and with the partnership of UMI, CHUSS is embarking on a path toward evidence-based leadership, team cohesion, and internal resilience.<\/p>\n\n\n\n As the Director General reminded attendees:<\/p>\n\n\n\n \u201cOur happiness at UMI is not in the fees we earn, but in the improvement we see where we\u2019ve been.\u201d<\/p>\n\n\n\n With this inaugural training, CHUSS has made a bold and thoughtful investment\u2014not just in systems or metrics, but in its people, its future, and its identity as a transformative academic institution.<\/p>\n\n\n\n![\"\"](\"https:\/\/chuss.mak.ac.ug\/en\/wp-content\/uploads\/2025\/07\/Dr.-James-Nkata-delivering-the-opening-remarks-1024x950.jpg\")
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