The extensive analysis of the role of transparency on organisational performance and the need for coherent theory and good organisational understanding of what constitutes transparency are prevalent and understudied. Moreover, the dimensions and effects of transparency on organisational performance remain ambiguous and overlapping. Secondly, the existence of multiple stakeholders with independent guidelines that do not match the domestic ones creates discrepancies and disparities between work and reporting methods. Due to the fear of losing support, there is a general laxity to confront the overlapping mandates. Consequently, the discrepancies between these systems have increased opaque practices, informal information filtering, and unauthorised transactions, which have led to economic losses and affected performance. These complexities surrounding transparency and transparency practices are not publicly discussed. This study addresses the research gap with the research objective of 2, by mapping the domains of transparency, objective 3 by identifying the challenges the health managers face while maximizing transparency, and objective 4 by exploring the impact of transparency on organisational performance.

The study was conducted in public health organisations in the three sub-regions of Uganda. An explanatory sequential mixed methods research design was adopted to evaluate how the role of transparency shapes the health sector's overall organisational
performance and maps how the various domains of transparency impact organisational processes. The qualitative and quantitative data were analysed using NVivo 12 Plus for Thematic and Content analyses. Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM) with AMOS were used to analyse the quantitative data.

Besides transparency, other factors were found to influence organisational performance such as communication methods, participatory, and inclusionary approaches. However, the challenges of unidirectional communication, none participatory and inclusionary approaches coupled with low transparency may imply that management needs to revise the policies governing organisational communication, plan for appropriate training to develop the capacity of workers to learn what it takes to participate in the budgeting processes and develop interactive activities where different processes and users of those processes come together to build teams that openly share knowledge, learn and make decisions collectively. Hence, a new conceptual model was developed.