Efficient, Transparent and Strategic Management

1. Efficient, Transparent and Strategic Management Presented by: Prof. Venansius Baryamureeba Acting Vice Chancellor, Makerere University, Kampala, UGANDA barya@admin.mak.ac.ug Presented at: III International Meeting between Universities in Spain and Africa Held at: Universidad de Las Palmas de Gran Canaria, SPAIN October 10-14, 2010

2. DEFINITIONS • Efficient: Performing or functioning in the best possible manner with the least waste of time and effort having and using requisite knowledge, skill and industry. (Optimal and economic use of a resource) • Transparent: Easily seen through, recognized or detected. (Being open, frank and candid) • Strategic Management: Systematic analysis of the factors associated with customers and competitors (the external environment) and the organization itself (the internal environment) to provide the basis for rethinking the current management practices. Its objective is to achieve better alignment of corporate policies and strategic priorities.

3. Change or Perish Insanity is Doing the same things over and over again and expecting different results [Albert Einstein]

4. EFFICIENT • The act of documenting business processes alone will typically improve organizational efficiency by 10% (UAA website). • Appraising the processes, Periodic Business Process Re-engineering • BPR directly improves performance, customer loyalty, and stewardship of resources.

5. EFFICIENT • Niche identification – fitness of purpose • Enterprise model – customer responsiveness • Identification of Synergies – collaboration with other universities at regional and international levels.

6. TRANSPARENT • Stakeholder consultations and participation. • University’s Core Values, Policy on ethics and integrity and Personnel Code of Conduct. • Commitment to financial transparency and accountability through regular reports and compliance to rules and regulations

7. TRANSPARENT • Subscription to ISO standards –stakeholder confidence • Efficient donor coordination and management to reduce aid fragmentation, duplication and lessen the aid related transaction costs

8. STRATEGIC MANAGEMENT Crafting a strategy to achieve the desired outcomes Forming a strategic vision Setting objectives Evaluating performance, monitoring new developments, and initiating corrective adjustments Implementing and executing the chosen strategy

9. STRATEGIC MANAGEMENT • Strategic plans (3/5/10 years) articulating vision, mission, objectives and strategies for implementation. • Development of business plans and performance standards useful for implementation, monitoring and evaluation. • Strategic focus on institutions comparative advantage, proposing unique value addition/niche

10. STRATEGIC MANAGEMENT • Negotiate donor support to enhance institutional objectives, production of new knowledge and linked to national development. • Academic institutions to be relevant to society and link with the social economic and cultural environment by tackling emerging and topical issues. • Ensure comprehensive organizational risk assessment and management.

11. Conclusion Take Action Now!! Knowing is not enough; we must apply. Willing is not enough; we must do. (Johann Wolfgang Von Goethe)