This year marks the 15th anniversary of CIU, a significant milestone for the university that should be celebrated.
Over the past 15 years, CIU has built a reputation for extraordinary leadership academic excellence, innovation, and community engagement. The university’s commitment to providing high-quality education has seen it produce graduates who are gainfully employed and making meaningful contributions to their communities.
The university recently moved to its new state-of-the-art facility in Bukasa Muyenga one of the biggest achievements in the last couple of years. With a permanent home, CIU is able to continue to deliver quality education.
As CIU celebrates its 15th anniversary, it is worth acknowledging the achievements of the university and the impact it has had on the community. In this issue we highlight some of these achievements, we cover our 13th graduation, we meet the new University Chancellor Dr. Galukande, a renowned Doctor, higher education leader , top surgeon in the country . We also meet some of our oldest serving employees and a story about our alumni and graduates
At 15, it is important to recognize that there is still much more to be done; as Uganda and the world continue to face new challenges, CIU must remain at the forefront of innovation and continue to produce graduates who are well-equipped to meet these challenges. It is clear that CIU will continue to play a crucial role in shaping the next generation of leaders and professionals in Uganda and beyond. We shall continue to lead, innovate and transform.
In March this year, CIU turned 15! And as I noted at our 13th graduation, allow me to take you on a little bit of a journey—of where we have come from. In 2005 we opened the school of Nursing with 16 Diploma students. They were hand-picked for their eligibility, talent, and enthusiasm. We were intentional to ensure that each student admitted to the program had the motivation to complete their studies. This pioneer class took a chance on us just as we took a chance on them. Our small vision expanded and in 2007 the School of Nursing formed the first faculty of the International University of Health Sciences later renamed International Health Sciences University (IHSU). On March 3rd, 2008 under the leadership of Professor Deidre Carabine, we secured the Provisional License from the National Council of Higher Education (NCHE) to operate as a university. Professor Carabine was then installed as our first Vice-Chancellor and the university started with only 32 students.
In subsequent years, the university expanded. In December 2010: we launched the Institute of Allied Health Sciences, graduated the pioneer classes of 84 students; and installed a second Vice Chancellor: Dr Nick Wooding. By 2015: CIU had grown further: We purchased land for a future purpose-built campus—also a requirement for the Charter; We appointed the first Ugandan VC; Launched our innovation hub; submitted the first charter application; and grew our student numbers to 840. To grow the university further, the University Council in collaboration with the Founders, approved the rebranding of the university to allow for the diversification of programs on offer. These efforts resulted in a series of activities for CIU:
• The university was rebranded from IHSU to CIU
• We opened the School of Business and Applied Technology.
• Through the innovation hub under the leadership of Mr. Michael Niyitegeka, we secured NORAD Funding.
• We applied and received a Carnegie Fellow funded by Carnegie Funding,
• We entered a strategic collaborative Health Professionals Education Consortia with key universities (Makerere, Busitema, Kabale, ACHEST, Mulago School of Nursing, Yale, and Johns Hopkins): A program funded by the NIH through Makerere College of Health Sciences.
• We were the first to launch the first accredited Higher Education Certificate (HEC) program in the country.
• More importantly, we launched a new strategic plan focusing on 6
strategic areas:
1. Develop our People, Infrastructure, Systems, Programs, and Culture (Values)
2. Grow our Resources, Strategic Partnerships, and Diversify programs
3. Advance Research and Scholarship and enhance Innovative Practices at CIU.
4. Sustain our Vision, Financial health, and Quality!
5. Increase leadership Capacity; Lead Change; and take CIU to the world.
6. Create a multiplier effect through graduate leaders who will remain vital in the communities and shape the future of our country and beyond.
In October 2019: Under the capable leadership of the Founder, we broke ground to start construction of our permanent home; Opened a Cisco Academy; became an International Certificate of Digital Literacy Certificate (ICDL) Training Center; and Launched Refactory Uganda.
The year of the Covid-19 pandemic (2020) was without a doubt the most challenging season in the life of the university. But we never stopped being curious. We collectively moved forward with a renewed purpose—something akin to alchemy: the process of taking something ordinary and turning it into
something extraordinary—and that is what the CIU community did. By July 2020 our campus in Bukasa was readied and we entered our new home on schedule.
Crucially, the agile CIU Strategic Plan 2023 became pivotal during the Covid-19 pandemic allowing us to be among the first 20 universities to foster continuity of teaching and learning through the approved Emergency Open Distance and E-Learning (ODeL) implementation. In September 2020 and 2021: we received approval to launch and continue ODeL and by March 2021, we had over 290 graduates ready to enter a new world of work.
There are many important aspects to the life of CIU, first among these is the university’s pursuit of Charter. In March 2022: We submitted our application for the Charter. In September 2022: We received feedback on our application and resubmitted a response to the initial review. And in May this year, we were invited for the Charter Vetting at the NCHE. We now await the inspection of the university and a final decision on our application.
This is only a select snapshot of our life in the last 15 years. It has been a bumpy ride, and it has truly taken grit, determination, and a lot of goodwill for the collective CIU community to continue to deliver on the CIU promises.
• Today the university boasts over 20 strategic partnerships.
• We continue to contribute meaningfully to the human capital
development agenda of the country. With this year’s 13th graduation, The total number of CIU alumni comes to over 3600 with 90% gainfully employed (per recent tracer surveys) and many serving and leading in key positions in the country.
o The university for example has produced over 20 District Health Officers who serve in various parts of the country.
o The university has produced 25% of the nursing workforce with bachelor’s degrees in Uganda.
• Our research output has steadily grown from 8 peer review publications a year to 27 a year.
• We continue to receive national and global recognition and are currently ranked 14 out of over 60 universities and other degree-granting institutions in Uganda.
• We are a university that adds value to the community:
o Our strong community engagement framework enables student and faculty Community attachments, Clinical placements, Internships, and Consultancies.
o Various members of the CIU leadership are also appointed to important government committees/boards.
o Not to mention Dr Ian Clarke’s contribution as founder of two thriving hospitals, his tenure as Mayor of Makindye, the impact of Clarke Group-related
Dr. Nick Wooding
businesses, and the work he continues to do add value to Uganda.
• Our portfolio is further strengthened by teaching faculty and research scientists who continue to learn and grow and make important contributions as dedicated mentors and teachers. This year the university has made available small grants to support 7 teaching faculty who are on the Ph.D. track.
• From 6 individuals around the table who cast the vision of the school in 2005, the university now employs over 120 full-time and adjunct faculty who remain the principal assets in achieving the CIU mission.
Our strength lies in the love and commitment CIU students and staff have for the university. This can be seen in the dedicated service of the staff who have served the university for nearly 15 years. Among full-time staff, we recognize the following individuals for outstanding service to the university for the last 15 years.
o Richard Bwire (Finance Department)
o Ivan Richard Nsubuga (Assistant Registrar, Registry Department
o Professor John Charles Okiria, Dean Institute of Allied Health Sciences
o The Senior Registrar Madam Evelyn Grace Ayot
o Mr. Silver Mukasa (an employee who has worked with Dr. Clarke as far back as building International Hospital)
o Mrs. Jemimah Mutabaazi (Former Council Member)
o Professor Moses Galukande, New Chancellor (Council Member 15 years)
o Dr and Mrs. Ian Clarke—Founders
Foundational VCs Professor Carabine, Dr. Wooding, and Dr. Brown helped lay strong foundations for the university which has allowed CIU to thrive and compete favorably in a rapidly changing and complex environment. And finally, from 16 students in 2005, to 32 students in 2008, we now have a population of 1127 students in four schools: The School of Nursing and Midwifery; the Institute of Allied Health Sciences; The Institute of Public Health and Management, and the School of Business and Applied Technology.
We continue to recognize and appreciate that the university’s stature and reputation are determined not only by the value and currency of the university’s awards but also by the talented students who choose this university every year.
What a journey it has been; and both staff and students have contributed wholeheartedly to this amazing journey. We are all shaped by these aspirations, successes, challenges, and hopes. We know the future of CIU is bright. But to ensure that the university continues to thrive we recognize the critical importance of the Charter. At the age of 15, it’s long overdue. We have strived to fulfill the NCHE requirements for the Charter including key areas under the following domains.
o Committed University Founders.
o Sound Governance
o Robust Infrastructure
o Human Resources fit for purpose.
o Growth in programs
o Student Services
o Research Output
o Educational Resources
o And Financial Health
As the highest endorsement from the NCHE and the President of the Republic of Uganda, the Charter is important for: Safeguarding the future of our graduates/alumni,
• Strengthening the portfolio of our teaching faculty, research scientists, and staff,
• Expansion of our program offers to include doctoral education,
• Enhancing our competitiveness in the country and the region,
• Increasing opportunities for funding and student loans,
• As well as attracting new talented students to our programs.
I want to re-echo what I said during graduation this year: We thank the NCHE for the support and guidance we have received thus far and continue to appeal to them for a timely inspection and decision on our application. My appeal also went out to the President of the Republic of Uganda. Let me repost that here: Mr. President…We have worked hard! I assure you, sir, your Ba-
zukulu have worked hard. It will be such a great honor for those efforts to be recognized, and it is our collective hope that our application will find favor.
As we look back am proud of what CIU has achieved in the last 15 years. Our staff, students, and graduates are a beacon of light, a pillar of strength, a tool for change, and the difference the world needs. Importantly, we have our eye trained on a future that will see additional developments at CIU: We must continue to train for demand and the current job market. We must align our courses to remain relevant as a response to national and international priorities and employment needs. In the last 15 years, we have not blinked on quality; therefore, we must continue to adhere to Quality Processes that support innovative pedagogy and other key objectives of the university. The university management recognises that disruptive innovation will continue to change the way the world learns—implementing innovative curricula to enable the employability of graduates and the development of faculty will remain at the core of what we pursue.
Vice Chancellor
Associate Professor Rose Clarke Nanyonga
My journey with CIU started on the 1st of July 2007. At that time, the university was the International University of Health Sciences. So, I joined Professor Carabine, who was the vice chancellor then, to sit down and understand what we wanted to see as a university, what we wanted to do, and how we wanted to do it. Of course, “Dee” as we all called her, had already started some preliminary work with IMG director, Dr. Clarke, and had a chat with Dr. Galukande. The core issues we identified were providing human resources for healthcare with a difference, and that’s where we picked it up from.
When I came in 2007, the university was a project. That means, according to the National Council requirements, we were given time to come up with our documentation, statutes, handbooks, and the programs we wanted to offer. We started working on curriculum development and getting it approved by the council, setting the ball rolling. In 2007, together with Prof. Carabine, we focused on creating the manuals. We came up with the Human Resource Manual and the handbooks for the different faculties. We identified that we could start with nursing and public health.
In the process of working with the council, we realized that there was another university in South America called the International University of Health Sciences. Therefore, we couldn’t use that name. So, we decided to change the acronyms again. Now, we call
Evelyen Ayot Registrar
ourselves the International Health Sciences University. We presented this name to the council, and they accepted it. From 2007 to March 2008, we primarily focused on paperwork and getting everything organized.
During that time, there were five of us. I was the second staff member recruited. We also had a librarian, an IT person, and an administrator. We started what was IHSU at that time. Word had already spread about a new university opening at the hospital. We had one student who used to come in every day and sit in the library just to read. We had a fully stocked library, and this boy, I think from Kansanga, used to come and read there. Additionally, there was the International Hospital School of Nursing.
At that time, there was a group of around 23 students doing a diploma in nursing to become registered nurses. These were the first group of students that were automatically converted into the university. We started by taking part in the National Council exhibition, showing that we were no longer a project. We started advertising in the papers and through word of mouth. Our first cohort of students was officially admitted in August 2008. We had acquired the license to operate.
Between March 2008 and August 2008, we focused on recruiting
both staff and students. Our first task was to identify the deans. We got Professor Ndunguse from Makerere University and Dr. Zeidadan from Aga Khan to head the School of Nursing. They used their connections to recruit staff, and we also advertised in the papers. We had gathered the core staff we needed. With the students, we admitted those who met the requirements. The university officially started, and we were seated at IHK third floor, sharing the space with IHK and IMG.
By the end of 2008 or the beginning of 2009, we moved and occupied the whole floor. We had three classrooms but five courses. We had students doing the diploma in nursing, the ones we had picked up from the International School of Nursing. We also had students admitted into our BNS nursing program and the undergraduate public health program. We began with that cohort. Additionally, since we had permission from the National Council to run the master’s program, we admitted students for the full-time and online programs.
Our Moodle platform was working well for e-learning. Even the entry exam for admission was conducted online with timed sections. As we started with the bachelor’s program, we also introduced other diploma programs. Students applied for diplomas in health promotion and education, as well as healthcare leadership and management. We also had a group of students from South Sudan who were being trained as healthcare assistants through an agreement with Dr. Clarke and the Health Center in Yeni, South Sudan. They joined in August 2009.
During this time, we had a busy campus. We had a part-time program in public health in the evening, from 6 to 9, to accommodate the working group. This program was very popular as it was the first of its kind in the country. Our target was to provide human resources for health, and since most nurses have three days off a week (Friday, Saturday, and Sunday), we scheduled the top-up program for Fridays and Saturdays. The MPH program had options for part-time, full-time, and e-learning.
We worked with Professor Carabine from 2007 to 2011, and the number of students during that time was estimated to be around 500-800. We had our first graduation in 2009, as the master’s program was one year long. The following year, we graduated the diploma students since their program lasted two years. We had a fully-fledged university with senior managers, including a vice chancellor, deans, a librarian, and an IT manager. We managed with a small staff because the student numbers were still small at that time.
In 2011, Professor Carabine left, which was quite a shake for us. She was a person who wanted things done and done well. She paid attention to detail, and I learned a lot from her, especially in terms of presentation and how things should be done. For example, we even had a university font, and all letters had to be written in Verdana with a font size of 12. We also had a letterhead with the snake symbol on the left side, symbolizing health and the bringing in of new life. She set parameters and expected meetings to be scheduled and tasks to be completed on time.
After Carabine’s departure, we were uncertain about what would happen next. However, the foundation she laid helped us pick up from where she left off. We had all the necessary documentation, statutes, and policies in place. Lectures started promptly at 9 a.m., and she made sure everything was running smoothly. When she left, we had a new vice chancellor and continued our journey.
Then I get Dr. Nick Wooding, now Dr. Nick Wooding, was a slightly laid-back person, community oriented. Dr. Nick would spend a lot of his time in the communities, but we had targets to meet. The difference was that for Professor Carabin, she had been in academia, and Dr. Nick was coming from a pure hospital medical background. So now, we had to blend the two, going through the policies, expectations, and determining what was needed and what had to be done. In the background, that means you spent a lot more time trying to fit with the VC in place as opposed to following what the VC would want you to do.
Nick Wooding was there from 2011 to 2014. Since we were now more community-oriented, that’s when we had the first play at the theater. We adopted plays to reach out to people and use drama as a tool for education. Also, Dr. Nick, as I said, was more student-oriented, so you’d find Dr. Nick with the students all the time, chatting with them. As the registrar, I had to come in and try to stabilize and remind him to strike a balance with the administrative part. We had grown our staff; we had many more people. One thing is that during Dr. Nick’s time, we were recruiting alumni. He had spent time with the students, so as they graduated, he would suggest hiring them. We had many alumni join on board as staff. Also, since Dr. Nick was a missionary, he was taking his salary, so all his salary went back into the university. That’s how we were able to buy those buses being sold, as the money went back into the university and stabilized it. We were also able to send several of our staff to do a comparative benchmarking study in the UK because he had established connections with Oxford. We sent staff to study at Oxford and learn from what they did. We also established a good relationship with Chiwoko Hospital because Dr. Nick was one of the directors, so we developed greatly with our community networks.
Around this time, with Dr. Nick, the university was stable. We were doing what we needed to do, advertising, and getting students. All was well. Then, Dr. Nick left. I know the question you asked me was, “How was it working with the different vice-chancellors?” It was draining because just when you feel like you’ve now reached a point where you can let go and do other things, one VC is leaving and another is coming, and you’re starting from scratch.
Now, Dr. Wooding was community-oriented, and then Dr. Scott comes in, a blend of both an academician and a community-oriented person. Dr. Scott was in and out all the time, so that burden was left on me, who was on the ground because within a year, Scott would be away 3-4 times due to family and validation reasons. That means at least three months, from June to August, he had to be back in the UK for validation, then he would come back in August, and we would pick up the semester. Then, he had to go away for Christmas, and around February, he had to go away again. He was hardly on campus, but he was pleasant. He would typically come and catch up with different staff and students, getting a one-on-one update of what was happening in the university.
Because of this, we had invited Dr. Rose to be a DVC since we had expanded the programs we were teaching. We had started the allied programs, clinical medicine, and the Bachelor of Medical Sciences. The numbers had grown. We realized that we really needed a deputy
vice-chancellor, so we reached out to Dr. Rose. She had already finished her PhD, and Dr. Clarke had mentioned that she would come back. When we had the meeting with her, we talked about the opportunity. She had been there with IHSU in the start when establishing the School of Nursing, and she already had the Rose’s Journey scholarship program, which we were managing for her at the university. She would come from time to time to get updates and reports and tell us what we needed to do and how many students she was going to sponsor. So, when she came, I think looking at the need because Dr. Clarke had identified the need, we needed a DVC to be able to consolidate the programs and help the university. Dr. Rose agreed to come in as a DVC to provide support, but not as VC yet because she had been teaching at the university but hadn’t been doing administrative work. After about one year, we made a swap, and Dr. Scott had to leave. This was in October 2016.
Around this time, the total number of staff should have been about 90 to 95. Although note that in 2015, we had to downsize. The reasons were that we realized we had quite a big number of staff, and our income could not sustain all of them because the number of students we had shown in our books was different from the actual number we had in the university. We were teaching more people than the ones we collected money from. Records showed 1200 students, but we had like 700 or 800 students, so we had to downsize. For me, that was one of the most stressful times of my employment at Clarke International University, which was IHSU. Downsizing involved letting go of staff. Dr. Scott not being around meant I had to sit in with the lawyer and ask people to leave. We asked Sean Clarke to come in and clearly show staff where we were heading, why we were going that way, and what the best options would be. There was a lot of back and forth, but finally, we had to do it. I remember the first lot of staff that we downsized, for me, it was so painful because they came to work normally, and by 5 pm, they were fired. Even for the ones that remained, there was a lot of uncertainty. They would come and just sit, waiting to be called. That really shook the university, both students and staff. It was indeed a very disorganizing time. For me, I get attached to my staff, I’m attached to people. So now, for me to wake up and tell you that so and so today is your last day of work, I think about you, I think about your family, I think about your dependents. People took us to the National Council to report this and that, but I had to go and explain and say, “This is where we are coming from.” I also had to explain why there was a turnover of vice-chancellors and address the rumors about Clarke. You must go and clear the air, but as an individual, that’s a bit stressful because you must be there and front your face to defend the entity due to the different decisions you’re making. You must defend the university to the National Council and explain the truth.
When Dr. Rose came in 2016-2017, we decided to change the name from IHSU to CIU. We realized that being an International Health Sciences University with Health Sciences as our niche limited us to a specific market. How could we tell people that a Health Sciences University is also offering business and technology? The market was shrinking, as other universities started offering the same courses, and the number of students studying sciences dropped.
The second reason we chose Clarke International University was to create a legacy for Dr. Clarke. We didn’t want his name to be forgotten in the future. Even now, if you walk into IHK (International Hospital Kampala), many do not know that he was once the owner of the hospital. So, we went through a process to change the name. We had to ask stakeholders, survey current students, and address the concerns of alumni and staff who were resistant. The National Council questioned why we named the university after Clarke when he was still alive. We responded that we wanted someone to be remembered when they have passed away. The new name covered all the old and planned courses, especially in arts and technolo-
gy. It took time to adopt the new name, and to date, we still indicate “formerly IHSU” after writing CIU. But now, we are proud to be CIU.
We started the journey with Dr. Rose in 2016 and welcomed a new finance director, Ms. Iksha, in 2017. The university needed stability, and with Dr. Rose, Iksha, and me, a big change was coming. New systems, especially in finances, were implemented and gradually adopted. Working with Dr. Rose is like working with Dr. Carabine. When there’s something that needs to get done, it gets done. We meet halfway, with me handling the history and paperwork while she provides the vision.
With Dr. Rose, we made the decision to come to Bukasa. At that time, we didn’t have much money ourselves, but we had a small plot of land we had purchased years ago. The National Council of Higher Education required us to have land to obtain a charter. So, we bought a small piece of land in Bukasa after searching for the right location.Although the land was not large, we planned to maximize and utilize both the new plot and the one Dr. Ian owned in Bukasa where the IMG Group was located.
In 2019, IHK asked us to leave due to rent issues and their own expansion plans. We had only laid the foundation and completed a small portion of the ground floor of our building. We were forced to build quickly to accommodate the COVID-19 situation, as IHK needed more space and an isolation area. We put all our money into the construction, paying staff half salaries and focusing on building while the university continued its operations with subsidized tuition fees. We moved all our belongings from IHK to the new campus in Bukasa in May 2019 and our laboratories ended up in Annex, located above IHK.
It has been an incredible 15-year journey working with the same people, such as Ivan, in the registry department. It’s amazing to see people grow into great men and women who contribute to our society and community. Ivan has become my second in command, and I hope to see him pursue his master’s degree and become the new registrar. It’s an honor to witness the growth and success of many individuals, including Fiona, who was once my student and is now pursuing her PhD. We have more than 3000 graduates, Working with these people and being a part of their lives is a privilege.
In conclusion, I want to express my sincere appreciation to everyone I have worked with throughout this journey. I hope to see CIU grow bigger and better, with the establishment of schools like the School of Medicine. I am excited about the future and the possibilities for leadership, transformation, and innovation at Clarke International University.
Happy birthday to CIU!
I was born in Lumanyo, Maddu, Gomba district, in central Uganda. I was raised by my grandmother until I was 9 years old, when my parents took over my education. I attended Omega Education Center in Gomba for primary school.
High school was a challenge because of the rising cost of tuition. I shared the responsibility of paying for my education with my parents. I paid for my school requirements and uniforms, while my parents paid my tuition. I earned money during the holidays by making bricks and burning charcoal. I could only do this in the evenings, because I had to help my parents cultivate food in the mornings.
At the Advanced level, I was forced to start making my own bricks and charcoal to meet the high demand for income. I was able to do this because I was determined and motivated by my parents. After graduating from high school, I applied to CIU. I chose CIU because it had a broad admission window, which allowed me to first collect money during my vacation. I was able to sell my bricks and then apply to CIU.
For the first one and a half years at CIU, I earned money from charcoal burning and brick making to pay for my accommodation, facilitation, and tuition. Then, COVID-19 hit and we were put under lockdown. We were not allowed to use public transportation, so I decided to buy a motorcycle for personal transportation. I realized that it was a more efficient way to make money than brick making, so I switched to motorcycle riding to earn a living and pay for my education.
Balancing education with work was a challenge, especially because I was also under pressure from home to provide for my family. However, I thank God that I was able to overcome these challenges and successfully complete my studies. I have been riding a bodaboda since 2020, and I am so happy that I have completed my course.
I would like to express my sincere gratitude to the CIU community, staff, my research supervisor Mrs. Alioru Margaret, the finance department, my faculty administrator Mrs. Basemera Doreen, the Dean, Mrs. Jackie, my lecturers, fellow classmates, and security officers for keeping my motorcycle. I am grateful for your support and kindness, which helped me to complete my studies.
I am excited to start the next chapter of my life and use my education to make a positive impact on the world.
By Kayiira Peregirino Class of 2023 Bachelors of Nursing Student CIU
As South Sudanese refugee in Uganda’s Moyo district, my dream was to attend university immediately after finishing high school previous years.
In 2019, after completing high school, I approached Jill Vain who worked with Mission Aviation Fellowship (MAF) a christian organization that provides services to indigenous villages across the region of Africa with a request to sponsor my university.
“It’s okay, Jackson, lets pray to God for a solution.” she said. she wrote an article about me titled “Man on a Mission,” where she fundraised for my university education. By God’s will, I received immediate support.
Late in 2021, Jill Vain instructed me to look for a university to pursue a Bachelor’s degree in Medical Laboratory Science. It was not an easy task, as I had limited information about universities. However, a friend of mine named Esther recommended CIU, citing the quality of services it offers. This piqued my interest, and I researched CIU on
the internet to see if it was suitable for fulfilling my dreams. What impressed me most after researching CIU was its focus on leadership, transformation, and innovation. My desire is to lead the community where I live by providing necessary medical services to minimize the need for referrals to other places. This requires leadership skills and knowledge, which I hope to gain from experienced professionals to supplement my existing skills. In my opinion, this is the innovation and transformation that my community needs.
In addition, CIU has a well-equipped demonstration laboratory that will benefit my profession. The university also has a well-equipped library and offers modern medical conditions. The tuition fee is reasonable, and the university provides quality service compared to other universities. My wish is to pursue a Master’s degree in Microbiology after completing my current program.
Since I joined the university last year, the staff has been supportive in various ways. They have allowed freedom of expression and ensure students needs are priority. Additionally, they have extended library hours and offered extra lessons to help
us cover the syllabus. They have also provided advice to students with physical disabilities. The university has a university cousellor who is accesible to students 7 days a week.
Disabilities do not imply inability. We are all born for a purpose, and if you were born with a physical disability, consider it a pleasure because inside you, you are an able person. People can be success ful in their mental capabilities and not just in their physical ability.
I encourage people with physical disabilities to work because the Bible says that God chooses what the world considers worthless to shame the wise (1 Cor 1:27); and to parents, consider it a joy to have any child God has given you. Educate them, for inside that child, you see the glory of God. The Bible says never to look down on a child
By Jackson Mataya Student of Bachelors Medical Lab Sciences at CIU
Jackson at Campus
Jackson with friends attending a south-sudanese students function
Jackson shares a light moment with friends
To celebrate the 15th anniversary of the University, CIU hosted its second annual Community Day. The Community Day celebrations began in 2021 after the University relocated and settled into its new home in Muyenga Bukasa. The intention is for CIU to connect with its community by engaging in activities that give back to them. Like the previous year, we offered several free wellness checks and partnered with International Hospital Uganda, the Sickle Cell Association of Uganda, Lapaire Eyewear, and the Lugei Foundation. Our partners provided free sickle cell tests, eye testing, Hepatitis testing and vaccination, blood pressure and blood sugar tests, Covid testing, and vaccination.
Over 200 residents of Namuwongo, Kalagala, Kansanga, and Muyenga were seen. We also collaborated with local vendors and businesses who showcased their products and services. The Mountain Climbing Club of Uganda offered free climbing lessons to all attendees, and other businesses like The Drop, Bronston Canadian Academy-Kampala, Clarke Junior School, Embergo Coffee, and Afro Homes all offered their services and products.
By Daphne Bukirwa PR & Marketing
The event was free to all and featured performances from Milenge band and CIU’s different student groups. The South Sudanese students and the Somali Student Association showcased their cultural dances, food, and attire. At 15 years, CIU is proud to have its beautiful campus and share it with its community.
Clarke International University (CIU) recently held its 13th graduation ceremony, where a total of 361 students were conferred with degrees and diplomas. The ceremony, which was held at the university’s campus in Bukasa, was graced by various dignitaries, including the Guest of Honor, Mr. Amos Wekesa, The University promoter Dr. Ian Clarke, The new appointed Chancellor Dr. Galukande Moses and the Chair Council Dr.Bishop Zac Niringiye and many others.
During his address to the graduates, Mr. Wekesa, the guest of Honor and proprietor of Great lakes safari, shared his life story, which inspired the students. He talked about his journey from a humble background to becoming a successful entrepreneur and tourism expert. Mr. Wekesa encouraged the graduates to work hard, be persistent, and never give up on their dreams, no matter how challenging they may seem. In her remarks, the Vice-Chancellor of CIU, Prof. Rose Clarke Nanyonga, congratulated the graduates and urged them to use the skills and knowledge they acquired from the university to contribute positively to society. She also reminded them that graduation was not the end of their learning journey but rather the beginning of a new chapter in their lives.
Dr. Nanyonga emphasized the importance of lifelong learning and encouraged the graduates to continue seeking knowledge and skills that would enable them to remain relevant in their respective fields. She also challenged them to be innovative and to use their education to create solutions to the challenges facing their communities. During the graduation ceremony, a new Chancellor was appointed. Dr. Galukande was appointed as the new University Chancellor. He comes with so much experience and
knowledge. He has served on numerous boards including The ceremony was attended by family members, friends, and well-wishers of the graduates, who cheered and applauded as each graduate received their degree or diploma. The graduates expressed their gratitude to the university and their families for the support and guidance they received throughout their academic journey. The graduation ceremony marked a significant competent graduates who are making a positive impact in various sectors of the economy. The university remains committed to providing quality education that is relevant to the needs of the society and the global market.
In conclusion, the 13th graduation ceremony of Clarke International University was a resounding success, with 361 students graduating and the inspiring address from the Guest of Honor, Mr. Amos Wekesa. The graduates are poised to make a positive impact in their respective fields, and we wish them all the best in their future endeavors.
By Daphne Bukirwa
Meet Professor Moses Galukande , the new Chancellor of Clarke International university.
Prof. Galukande has over two decades of leadership experience in health professions education, currently chairs the surgery department at Makerere University, and supervises research projects for Ph.D. and Master’s degree students. He has published numerous scientific papers, conducted over 20,000 surgical procedures, and is a member of several professional bodies. He has also served on various committees, including the Quality Assurance Task Force and the Operationalize Department of Allied Health Sciences. His expertise includes minimally invasive surgery, laparoscopic, endoscopic, and breast surgery.
I have been a medical practitioner for the past 25 years and I am also a professor of surgery, among other roles.
Well, I was in the room when the decision to establish a university was made by the founders. Being among the first proponents, we realized the need for health practitioners in delivering healthcare services. We used to employ health workers who required more than just induction. So, when the proposal was made by the founders to take on this role, I was delighted.
I think the main challenge is that many families want to educate their children, but they lack the necessary resources. Despite the fact that Uganda has some of the cheapest education in the world, I was part of a group that traveled to 5 continents and visited 18 medical schools. We realized that Uganda actually has some of the most affordable schools in the world. However, many families still can’t afford it. Additionally, I recently conducted a survey in medical schools in Uganda and found that 25% of students drop out because they can’t afford the tuition. The institutions rely solely on the tuition fees paid by the students.
We can look at what other countries do, such as providing student loans or implementing community insurance. In some communities, people come together and collect money to fund the tuition fees for students in their community. Another challenge for higher institutions of learning is the sharing of human resources. We often share professors and lecturers because it takes a considerable amount of time to study and reach these levels. I believe that is another challenge we need to address.
So CIU just turned 15. At 15, what are some of the achievements so far, and where do you see CIU going?
I have had the privilege of serving as the chair of the council for most of the 15 years, and I must say I have been impressed by CIU’s financial management. Of course, we had a few hiccups when trying to expand quickly, and COVID posed challenges as well. However, we have done well and continue to thrive. It has been an amazing journey. As for the future, our focus is on obtaining a charter. We have more than 3000 graduates, and we are all eagerly looking forward to achieving this milestone and taking CIU to the next level.
What new initiatives do you want to introduce as the new chancellor?
The institution has been doing a good job, and we need to keep growing. An organism needs to keep growing unless it is dying. So, we need to continue growing. In response to the challenges mentioned earlier, we need to explore ways to mobilize finance for students, such as school loan initiatives or involving the government for assistance. Additionally, we need to develop our human resources by encouraging teachers to pursue PHD degrees.
What advice do you have for current and aspiring CIU students?
For students, the university is here for them, and I would encourage them to view it as a training ground. It’s important to be mindful of their peers and take care of them because they will be your network and potential recommenders. Your peers are watching, and their opinions can greatly influence your future opportunities. Therefore, it is important to leave a positive impression on your peers by respecting and impressing them. This can be demonstrated through your work ethic, diligence, and supportiveness.
Any parting words?
I believe it is an exciting time for higher learning worldwide. The education sector is vibrant and in need of many innovations, such as artificial intelligence and remote learning. Let’s embrace these changes. Thank you.
In today’s digital age, having the necessary skills to navigate the digital world is essential. Standard Chartered Bank, under the department of Digital banking in the leadership of Mr. Moses Rutahigwa, recognized this need and sought to provide digital skills training for their customers. Their collaboration with Clarke International University, an ICDL Accredited center, resulted in the graduation of 20 individuals from the National Water and Sewerage Corporation (NWSC) on March 18th. This is just the beginning of what promises to be a successful partnership that will benefit many more individuals in the workforce.
The need for digital skills has become more apparent than ever before. The COVID-19 pandemic has accelerated the shift towards remote work and online interactions, making digital literacy a crucial aspect of the modern workplace. However, many people lack the necessary digital skills to succeed in this new environment. This is where collaborations such as the one between Standard Chartered Bank and Clarke International University come in.
Under the program, individuals receive training in digital literacy skills that cover a range of topics such as online collaborations, digital marketing and the internet of things among others. The program is designed to cater to individuals of all skill levels, from beginners to more experienced users. The first group of graduates from the program consisted of 20 individuals from NWSC. They received their training from Clarke International University, which is an ICDL Accredited center. The ICDL certification is recognized globally and provides individuals with the necessary skills to be successful in today’s digital world.
By Ms. Julia Nansubuga SOBAT Coordinator
The success of this collaboration is a testament to the importance of digital skills in today’s workforce. Standard Chartered Bank’s initiative to provide these skills to their customers is a step towards creating a more digitally literate population. The partnership with Clarke International University, an ICDL Accredited center, ensures that the training is of the highest quality and meets global stan-
dards.
Looking forward, this collaboration promises to benefit many more individuals in the workforce. As digital technology continues to evolve, the need for digital skills will only increase.
By upskilling individuals in the workforce, Standard Chartered Bank and Clarke International University are helping to bridge the digital divide and create a more digitally literate and empowered population.
The School of Business and Applied Technology (SoBAT) recently celebrated a milestone with its first-ever graduate, Biong Majak. Mr. Majak completed his three-year Bachelor’s degree in Applied Computing and Technology.. His success marks an exciting time for the school.
SoBAT is a unique faculty that focuses on providing students with practical and theoretical knowledge to prepare them for the workforce. The school’s philosophy is to empower students with the necessary skills to be successful in their careers, not just to earn a degree.
The faculty’s management recognizes the need to keep up with the rapidly changing business and technology landscape, and they are committed to providing students with the latest knowledge and skills.
In addition to expanding its course offerings, SoBAT is also focused on creating a culture of entrepreneurship among its students. The school recognizes the importance of innovation and is encouraging students to develop their own businesses and startups. By fostering a spirit of entrepreneurship, SoBAT hopes to create a community of graduates who are not only prepared for the workforce but also have the skills and mindset to create their own opportunities.
SoBAT’s commitment is to empower students to be industry-driven graduates and is reflected in its teaching approach. The school’s faculty is made up of experienced professionals who bring real-world knowledge to the classroom.
We celebrate Biong Majak and we look forward to graduating many more of the students who have joined the faculty.
We lead, innovate and Transform.
By Ms. Julia Nansubuga SOBAT CoordinatorThe collaboration between Standard Chartered Bank and Clarke International University is a step towards empowering individuals with the digital skills necessary to succeed in today’s workforce. The program’s success in training 20 individuals from NWSC is a promising sign for the future, as more individuals will benefit from the training. The need for digital skills is not going away, and collaborations such as this are essential in ensuring that individuals are equipped with the skills they need to succeed in the digital age.
Been 15 years of encouragement hopefulnes vision CIU has developed me . I have benefited alot from the great policies economically, socially and spiritualy we have worked as a team and am proud to be part of CIU thank you CIU and happy birthday.
I would like to wish CIU a happy birthday I am proud I have been here all these years I came as a simple maintanence personel but I have acquired alot of skill all the way from plumbing to driving
What can I say I have surely enjoyed my stay at CIU I will testify its been great growth without a dought I am proud to be part of CIU today and for the years to come happy birthday my CIU
Silver Musika
Ivan Nsubuga Richard
Sam Wanziyima
Database Administrator
Maintenance staff
On behalf of Clarke International University, We would like to extend our heartfelt congratulations to you on the occasion of your 50th wedding anniversary. This is a momentous occasion and a true testament to the love and commitment that you and your spouse have shared over the years. We are also honored to celebrate your 14th anniversary with our institution. Your dedication and hard work have been an invaluable asset to our community, and we are grateful for your unwavering commitment to our mission. Your
contributions to Clarke International University have not gone unnoticed, and we appreciate all that you have done to make our institution a better place. Your passion for education, your kindness, and your leadership have been an inspiration to us all. Once again, congratulations on your remarkable achievements, and we wish you many more years of love, happiness, and success in all your endeavors.
