1 “MAKING MANAGEMENT INSTITUTES AND PUBLIC ADMINISTRATION CENTRES OF EXCELLENCE FOR THE 21 ST CENTURY AND THE TRANSFER OF KNOWLEDGE AND SKILLS” AMDIN Regional Workshop for West and North Africa 5-7 June 2008, Dakar BY: PROF. STEPHEN ADEI

2 INTRODUCTION The three elements in the theme: Centres of Excellence Production and transfers of knowledge and skills 21 st Century These require: Organisational Development issues generically Meeting the contemporary (21 st Century) challenges Specifically, meeting the requirements of public administration

3 THE GIMPA STORY (A CASE STUDY): CHALLENGES AND LESSONS Conditions at GIMPA (an MDI) as at 1999 a. Leadership and Vision b. Infrastructure c. Programmes d. Faculty e. Staff f. Finances g. Stakeholders

4 THE GIMPA STORY (A CASE STUDY): CHALLENGES AND LESSONS(contd.) By close of 1999, GIMPA as an MDI was suffering from: a. Lack of resources; both human and material b. Low of patronage from stakeholders; particularly the Government and the Civil Service; and c. Inadequate faculty and low motivation.

5 THE CHALLENGE  The challenge was how to create a modern self- financing institution of excellence without losing the public service emphasis.

6 THE TRANSFORMATION  In 2001, the Management, under a new leadership, embarked upon a transformation programme to make GIMPA a comprehensive tertiary institution offering programmes in leadership, management, public and business administration and technology for participants from both the public and private sectors. GIMPA defined a very clear vision and mission to change the Institute.

7 RESULTS  The following are the major results of the implementation of the above Vision through a 5-year Strategic Plan (2001 – 2005) as at June 2007: 1. A dynamic and visionary leadership in place. 2 Qualified, experienced and relatively young, full-time and adjunct professional staff. Full time faculty/senior/professional staff has grown from 38 in 2000 to 87 in 2007.

8 RESULTS (contd.) 3. Improved educational infrastructure. 4. Expanded academic and professional programmes – Masters and Executive Masters Degree Programmes in Governance and Leadership, Public Administration, Business Administration and Development Management. Under- graduate degree programmes for mature working adults.

9 RESULTS (contd.) 5. Financial and administrative autonomy

10 CURRENT CHALLENGES a) Enhance the capacity of faculty and staff to achieve excellence b) Improve infrastructure to accommodate increases in student intake, faculty and other staff c) Improve overall revenue mobilization to meet recurrent and capital expenditures d) Increase access to tertiary education of the population, especially working people so that they can realize their full potentials

11 CURRENT CHALLENGES(contd.) a) Strengthen relationship with major stakeholders b) Enhance staff productivity and maximize productivity gains c) Make significant contributions towards the development and growth of the hospitality industry in Ghana d) A suitable replacement of the Rector/CEO of the Institute by end of 2008 when the current Rector/CEO goes on compulsory statutory retirement.

12 LESSONS FROM THE GIMPA EXPERIENCE GIMPA’s transformation is visible, quantitatively and qualitatively. GIMPA has demonstrated that weaning public institutions off Government subvention and attracting the right faculty can be done with the right leadership. GIMPA’s achievements can be extended to other institutions provided that the selection of leadership is based purely on merit and demonstrated capacity to innovate.

13 CONCLUSION GIMPA’s transformation has challenged many long-standing paradigms, taboos and myths. It has created an institution which has the potential to self-sustain itself in the longer term without constraining access to its programmes. Having clearly re-focused these programmes, GIMPA now provides balanced quality training to its core stakeholders. By seeking to challenge itself to be internationally competitive, GIMPA has established credibility beyond the borders of Ghana. GIMPA’s success story has lent credence to Stephen Adei’s proposition that, “Leadership is cause, everything else is effect.”