public services commission - new-ndpc … · draft sector medium term development plan under the...

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DRAFT

SECTOR MEDIUM TERM DEVELOPMENT PLAN UNDER THE

NATIONAL MEDUIM TERM DEVELOPMET FRAMEWORK POLICY

2014 -2017

PUBLIC SERVICES COMMISSION

2

TABLE OF CONTENTS

ITEM PAGE

Executive Summary…………………………………………………………………… 4

CHAPTER 1: PROFILE/CURRENT SITUATION/BASELINE

1.0 INTRODUCTION.………………………………………………………….. 6

1.1 PERFORMANCE REVIEW (2010-2013)………………………………. .. 9

1.1.1 Budgetary Allocations and Application of Funds (2010-2013)… 15

1.1.2 Income and Expenditure…….………………………………………. 18

1.1.4 Current State of Development……………………………………… 22

1.1.5 Infrastructure, Facilities and Human Resources……….………….. 22

1.1.6 Human Resources…….………………………………………………… 23

1.1.7 Institutional Reforms…..……………………………………………….. 25

1.1.8 Analysis of Cross Cutting Issues and their Implications for Planning 26

1.1.9 Summary of Key Development Problems/Issues/Gaps…………. 28

CHAPTER 2:

2.0 PRIORITISATION OF DEVELOPMENT ISSUES……………… 30

2.1 Application of Strength, Weaknesses, Opportunities and Threats…………

CHAPTER 3:

3.0 Development Goal, Adopted Objectives and Strategies …………... 40

3.1 DEVELOPMENT PROJECTION FOR 2014-2017…………………….. . 41

3.2 SECTOR OBJECTIVES…………………..………………………………. 46

CHAPTER 4:

4.0 Development Programmes and sub-programmes of the MDA……………54

4.1 SECTOR PROGRAMME OF ACTIONS……………………………….. 56

4.2 INDICATIVE FINANCIAL PLAN..………………………………………. 104

CHAPTER 5

5.0 SECTOR ANNUAL ACTION PLAN…………….………………………. 105

3

LIST OF ACRONYMS

AAP Annual Action Plan

AGI Association of Ghana Industries

CSO’s Civil Society Organisations

CDM Capacity Development Mechanism

CVCP Committee of Vice Chancellors and Principals

COS Conditions of Service

EIA Environmental Impact Assessment GPRS I Ghana Poverty Reduction Strategy GPRS II Growth and Poverty Reduction Strategy GSGDA Ghana Shared Growth and Development Agenda GOG Government of Ghana

GEA Ghana Employers Association

GSMF Ghana Social Marketing Foundation

GSGDA Ghana Shared Growth and Development Agenda

HIV / AIDS Human Immuno Deficiency Virus / Acquired Immuno Deficiency

Syndrome

HRPD Human Resource Policy Division

ICT Information Communication and Technology

IGF Internally Generated Funds MDAs Ministries, Departments and Agencies

MMDAs Metropolitan, Municipal, District Assemblies MDGs Millennium Development Goals

MDPI Management Development and Productivity Institute

MTEF Medium Term Expenditure Framework

MOF Ministry of Finance

MOH Ministry of Health

MOU Memorandum of Understanding

M&E Monitoring and Evaluation

MSD Management Services Division

MTDP Medium-Term Development Plan NGO’s Non Governmental Organisations

NDPC National Development Planning Commission

NDPS National Development Planning System

NEPAD New Partnership for African Development

NMTDPF National Medium Term Development Policy Framework OHCS Office of the Head of Civil Service

PBB Programme Based Budgeting POA Programme of Action

POCC Potentials, Opportunities, Constraints, Challenges

PSC Public Services Commission

PLWA People Living With HIV / AIDS

PEF Private Enterprise Foundation

PPP Policies, Programmes and Projects PPME Policy, Planning, Monitoring and Evaluation SEC State Enterprise Commission

SEA Strategic Environmental Assessment

SEA Strategic Environmental Assessment SIF Social Investment Fund

4

EXECUTIVE SUMMARY

The Public Services Commission (PSC) is the Central Management Agency

responsible for providing strategic policy guidance for human resource

management for public service organizations listed under Article 190(1) of the 1992

Republican Constitution of Ghana.The PSC is an independent constitutional organ of

the State established by Article 196 of the 1992 Constitution and the PSC Act, Act 482.

The PSC’s Medium Term Development Plan (MTDP) for the period 2014-2017 has

been developed based on the Commission’s Mission, that is, “To safeguard and

promote a high calibre of integrity, accountability and competence in public

service organisations in Ghana, through advisory, consultative, regulatory and

supervisory services”. The Plan was developed in accordance with the National

Medium Term Development Plan Policy Framework (MTDPF), 2014-2017 and with

reference to the 2010-2013 National Development Plan Policy Framework.

Six major policy objectives have been identified and would be pursued under

National Medium Term Development Policy Framework (NMTDPF) 2014-2017 and will

be implemented during the planning period (2014-2017).The key objectives are:

a) Human Resource Management Information System (HR Database);

b) Performance Management Policy Framework and System;

c) Manpower Audit of public service organizations;

d) Human Resource Management Policy Framework and Manual for the

public services;

e) Improve the working environment and condition of the Commission;

and

f) Promote the reduction of HIV/AIDS/STI/TB transmission, its proper

management and promote healthy lifestyle.

The PSC will embark on a number of projects/initiatives as contained in the Sector

Medium Term Development Plan (2014-2017) and the Annual Action Plans of the

Commission. The purpose of the initiatives is to meet and address some of the critical

challenges which public service organizations face in the discharge of their

functions, especially, in the area of human resource management.

The PSC is not directly involved in the implementation of these initiatives at the level

of the organizations but rather the Commission seeks to provide broad general

policy framework for the management of human resource functions in public service

organizations. This is to improve on efficiency, effectiveness and acceptable levels

of performance in the delivery of services to the government, the citizens and other

non-state actors.

Some of the challenges which influence the consideration of these initiatives/policy

objectives came about as a result of the concerns raised by key stakeholders/clients

of the Commission and the outcome of analysis of the strengths, weaknesses,

5

opportunities and threats (SWOT) of the Commission, which were undertaken prior to

the preparation of the Commission’s Medium Term Development Plan under the

National Medium Term Development Policy Framework (NMTDPF) 2014-2017.

The Plan was developed after thorough cross-consultation and participation by

middle and senior management level personnel of the Commission, the

Development Planning Committee consisting of nineteen (19) officers chaired by

the Chairman of the Commission. Nine (9) out of the nineteen (19) were constituted

into a Technical Committee to conclude with the plan preparation. The Technical

Team was led by the Director in charge of Finance and Administration who provided

technical back-stopping to the plan preparation exercise. The output of this smaller

group was discussed by the SMTDP Preparation Team.

The PSC will collaborate with identifiable stakeholders, including the governing

Councils and Boards of the various Public Service Institutions to ensure effective and

efficient implementation of the MTDP.

The total estimated cost of implementing the plan for the desired results is

GH¢12,664,427.00. The chunk of the funds for the implementation of some of the

activities identified will come from the Government of Ghana. Proposals will be

written to development partners to assist financially in the implementation of the

Medium Term Development Plan, if necessary.

This estimate shall cover costs of investment and service activities. These would

include renovation of the PSC building, re-equipping and updating the logistical

strength of PSC for effective performance.

The service activities will include the following:

addressing the training needs of the Commission;

establishment of the Human Resource Management Information

System(HRMIS);

development and implementation of Human Resource Policy Framework and

Manual for the public services;

launching and the implementation of the Governance Manual;

development and implementation of the Performance Management System;

organisation of lectures, conferences and workshops, training of staff of the

Commission; and

participation in both local and international meetings.

These activities shall be funded from Government of Ghana (GoG) allocated funds

from the Ministry of Finance.

As part of the strategy, the Commission will provide the necessary justification to the

Ministry of Finance (MOF) for the upward adjustment of the PSC’s budget ceiling

and approval for the use of internally generated funds for the implementation of

activities in the MTDP.

Proposals to Development Partners for support will be vigorously pursued. To avoid

duplication of financial resources, the PSC shall collaborate with other MDAs with

similar activities and programmes. The PSC will also ensure a prudent financial

management in the areas of expenditure controls.

6

To ensure value for money, all procurements will be done in accordance with the

provision as outlined in the Public Procurement Act, Act 663.

The Commission will actively mobilize resources for the effective implementation of

its activities and programmes as stated in the MTDP.

7

TECHNICAL COMMITTEE SECTOR MEDIUM TERM DEVELOPMENT PLAN PREPARATION

TEAM

In coming out with the Medium Term Development Plan, a technical committee

team was set-up. The membership was as follows;

Table 1

NO.

NAME

POSITION

1. Mrs. Bridget Katsriku Chairman

2. Dr. Lawrence A. Kannae Vice Chairman

3. Mrs. Janet. A. Fofie Member I

4. Mr. Robertson N.A Allotey Member II

5. Mr. M.K. Gabah Member III

6. Mr. Michael Owusu-Nimako Secretary

7. Mr. Theodore Apedo Director (HRPD)

8. Mr.Victor Forfoe Director (F&A)

9. Mr.Kwesi Ohemeng-Agyei Director (RIME)

10. Mr.Zakaria Sumaila Principal Accountant

11 Mr.Victor Way Kuvodu Asst. Director I

12 Mrs. Harriet Bani Deputy Director

13 Mr. George D. Owoo Principal Budget Officer

14 Mr. Isaac Akrofi Asst. Director IIA

15 Mr. Seth Frimpong-Manso IT Officer

16 Mr. Paul Acheampong-Boakye Asst. Director IIB

17 Miss. Pearl Ofeibea Twum Asst. Director IIB

18 Mr. David Aneere Asst. Director IIB

19 Mrs. Fuseina Yakubu Asst. Director IIB

The Plan was developed after thorough cross-consultation and participation by

middle and senior management level personnel of the Commission, the

Development Planning Committee consisting of nineteen (19) officers chaired by

the Chairman of the Commission. Nine (9) out of the nineteen (19) were constituted

into a Technical Committee to conclude with the plan preparation. The Technical

Team was led by the Director in charge of Finance and Administration who provided

technical back-stopping to the plan preparation exercise. The output of this smaller

group was discussed by the SMTDP Preparation Team.

8

Table 2

TECHNICAL SUB-COMMITTEE

NO.

NAME

POSITION

1. Mr. Victor Forfoe Director (F&A)

2. Mr. Kwesi Ohemeng-Agyei Director (RIME)

3. Mr. Theodore Apedo Director (HRPD)

4 Mrs. Harriet Bani Deputy Director

5 Mr. Victor Way Kuvodu Asst. Director I

6 Mr. George D. Owoo Principal Budget Officer

7 Mr. Isaac Akrofi Asst. Director IIA

8 Mr. Seth Frimpong-Manso IT Officer

9 Mr. Paul Acheampong-Boakye Asst. Director IIB

9

CHAPTER 1

PROFILE/CURRENT SITUATION/ BASELINE

This chapter deals with the profile of the Public Services Commission (PSC) relating to

its mandate, vision and mission, human resource, infrastructure and facilities. It also

indicates the performance of the PSC from 2010 to 2013. It has also identified critical

issues that confronted the Commission during the period under review which have

implications for 2014 - 2017 planning period.

Mandate

The Public Services Commission is a key strategic Central Management Agency

(CMA) established under the 1992 Constitution and the PSC Act, 1994 (Act 482)

responsible for the human resource management of the public service through

advisory, consultative, regulatory and supervisory services.

The responsibilities of the PSC as a Central Management Agency, impact on

Ghana’s public administration system, especially, in the thematic areas of the MTDPF

2014-2017 which is; “Ensuring Transparent and Accountable Governance”.

In pursuance of the above mandate, the Commission engages in, among other

functions, advising government on the criteria for appointment to Public Offices, the

development of policy guidelines on appointments, promotion and disciplinary

procedures within the Public Service, guidelines on manpower planning and

performance for maximum utilization of human resource in the public services of

Ghana.

Mission

“To safeguard and promote a high level of integrity, accountability and

competence in public service organisations in Ghana, through advisory,

consultative, regulatory and supervisory services”.

Vision

“A Public Services Commission whose guidelines and advice result in a well

managed workforce capable of and committed to delivering high quality services

to the people of Ghana.”

Functions

The core functions of the PSC are as follows:

1) To advise Government on the criteria for appointment to public offices as well

as persons to hold or act in Public Services,

2) To promote efficiency, accountability and integrity in the Public Services,

3) To prescribe appropriate systems and procedures for the management of

personnel records within the Public Services,

10

4) To identify, explore and promote the recruitment of suitable personnel into

the Public Services acting in collaboration with educational authorities,

5) To undertake planning of manpower requirements of the Public Services using

data from the educational institutions and other sources,

6) To improve recruitment policies and techniques by introducing modern

methods of judging suitability of officers,

7) To conduct examinations and interviews for appointment to posts and for

promotions in the public Service or within public corporations to ensure

uniformity of standards of selection and qualifications,

8) To review the organization, structure and manpower requirements of

agencies and bodies in the Public Services and advise Government on such

manpower rationalization as may be necessary for maximum utilization of

human resources in the Public Services,

9) To oversee the human resources development activities of the Public Services

organizations to ensure career planning and career development in the

Public Services,

10) To conduct in collaboration with training institutions, personnel research into

human resources management in the Public Services in order to improve

personnel practices and their utilization in the Public Services, and

11) To perform any other duties assigned to it under the Constitution or any other

enactment.

11

1.1 Performance Review (2010-2013)

In order to ensure that the stated objectives of the MTDP are achieved, a

monitoring and evaluation plan has been prepared as an integral part of the

MTDP. The main objective of the monitoring and evaluation plan is to

strengthen the capacities of key stakeholders to be able to document the

performance of the MTDP, provide regular reports on progress being made as

well as contribute to learning for improved performance.

The rationale for monitoring was to involve continuous or ongoing collection and

analysis of information about implementation to review progress and to compare

actual progress with what was planned so that adjustments can be made in

implementation. Evaluation is a periodic assessment of the relevance, efficiency,

effectiveness, impact, and/or sustainability of an activity or intervention and also

measures the effects of an intervention and compares them with the goals and

objectives of the intervention.

It is against this backdrop that, the PSC developed a set of performance indicators

and targets that have been agreed upon by stakeholders to assess the progress of

implementation of the key policies and programmes undertaken to achieve the

development goals and objectives outlined in the GSGDA.

12

The table below indicates the performance of the policy objectives and the

programme implemented under the thematic areas during the planning period of

the GSGDA (2010-2013);

13

TABLE 3: PERFORMANCE OF THE SECTOR FROM 2010 – 2013

Table 3. Performance of the MDA from 2010-2013


Table 3.2: Performance of the MDA from 2010-2013

THEMATIC

AREA

POLICY OBJECTIVE PROGRAMME INDICATOR TARGET LEVEL OF ACHIEVEMENT REMARKS

2010 2011 2012 2013

Transparent

and

Accountable

Governance

Improve

database for

policy

formulation,

analysis and

decision making

Establish Human

Resource

Management

Information

System for the

public service

No. of MDAs

covered 60

Public

service

organiza

tions

- - - 8 Implementation will commence

in the eight MDAs by December,

2013.

Upgrade the

capacity of the

public and civil

service for

transparent,

accountable,

efficient, timely,

effective

performance

and service

delivery

Develop Human

Resource

Management

Policy

Framework and

Manual for the

public Service

Percentage

completion of the

draft manual

100% - 60% 90% 100%

THEMATIC AREA POLICY

OBJECTIVE

PROGRAMME INDICATOR TARGET LEVEL OF ACHIEVEMENT REMARKS

2010 2011 2012 2013

Transparent and

Accountable

Governance

Upgrade the

capacity of

the public

and civil

service for

transparent,

accountable,

efficient,

timely,

effective

performance

and service

delivery

Conduct

Manpower audit

in the Public

Services

Number of

Institutions

Audited

100 MDAs

to be

audited

- - 17 21 - Late and

inadequate

release of

funds

- Limited

capacity

14





Public Services

Commission staff

trained

in handling HRM

and other related

issues.

No. of staff

trained

All 72 Staff

of the

Commissio

n Trained

- staff were trained

- were trained

40 Staff were trained

60 Staff were trained

All staff except

Drivers and Cleaners

have received one or

more training


OBJECTIVE


2010 2011 2012 2013

Transparent and

Accountable

Governance

improve the

supervisory

role of the

PSC

Performance

Management

Policy

document

developed

and issued by

the Public

Services

Commission.

Number. of

Public Service

Organizations

implementing

the new

performance

appraisal

instruments

100 - 12

(pilot)

15 30 as at

August

2013

-Limited capacity in

MDAs

-Low leadership

commitment


OBJECTIVE


2010 2011 2012 2013

Transparent and

Accountable Upgrade the Scheme of service Number of 100 26 20 21 23 -Low

15



Governance

capacity of

the public

and civil

service for

transparent,

accountable,

efficient,

timely,

effective

performance

and service

delivery

facilitated/develo

ped and

reviewed for

public service

Institutions.

Scheme of

service

facilitated/de

veloped and

reviewed for

the public

service

capacity

-low

leadership

commitment

Public Service

Qualifying

Promotion

Examinations.

Number of

promotion

exams

conducted

12 3 3 3 3

Conference of

Human

Resource

Management

Practitioners in

the Public

Service improved.

End of

Conference

Report

Submitted

1 100% Inaugural

Conference

held in 2013


OBJECTIVE


2010 2011 2012 2013

Transparent and

Accountable

Governance

Upgrade the

capacity of

the public

and civil

service for

transparent,

accountable,

efficient,

timely,

effective

performance

and service

delivery

Conference of

Chief Executives,

Governing

Boards, and Chief

Directors

Conference

organized

Annually 100% 100% 100% - Uncertainit

y about re-

constitution

of Boards

and

Councils

End of

Conference

Report

Submitted

Report

submitted

after 2

weeks

Report submitted

after 2 weeks

Report

submitted

after 2

weeks

Report

submitt

ed after

2weeks

-

16


17




OBJECTIVE


2010 2011 2012 2013

Transparent and

Accountable

Governance

Recruitment/

promotion

interviews

conducted and

facilitated in the

public service

Number of

representation

on interview

panels (External

Interview

400 126 123 134 67 as at

August

2013

Category “A” and

“B” position holders

appointment in the

public service

Number of

appointments

made

98 public

servants

interviewed

and

appointed

125

public

servants

interviewe

d and

appointed

250

public

servants

intervie

wed and

appointe

d

151

public

servants

interview

ed and

appointed

Process Petitions

and Complaints

from public

servants, MDAs

and MMDAs

% of

Complaints/

Grievances

resolved

within the

year

At least

70% of

petitions

and

complain

ts

resolved

80% of

grievances

resolved

80% of

grievances

resolved

80% of

grievanc

es

resolved

80% of

grievance

s

resolved


OBJECTIVE


2010 2011 2012 2013

Transparent and

Accountable

Governance

Promote the

reduction of

HIV/AIDS/STI/T

B

transmission,

ensure its

proper

management

and promote

healthy

lifestyle

Distribution of

Male and Female

condoms to staff

of the

Commission

No. of

condoms

distributed to

staff

5,000 - - 1,000 2,000 Only male

condoms

were

distributed

18

iTEMS

2010

Budgetary

Allocation

GH¢

2010

Actual

expenditure

GH¢

2011

Budgetary

allocation

GH¢

2011

Actual

Expenditure

GH¢

2012

Budgetary

Allocation

GH¢

2012

Actual

Expenditure

GH¢

2013

Budgetary

Allocation

(Jan-Aug.)

GH¢

2013

Actual

Expenditure

(Jan. –Aug.)

GH¢

Personnel

Emolument

638,491 708,983.62 657,639 817,120.72 697,636 1,357,672 788,569 2,914,800

Administration

Expense

550,793 550,236.12 490,343 550,800

1,068,343

886,112

757,128

273,479.88

19

Incomes and Expenditure

The Statement of Incomes and Expenditure of the PSC for 2010 – 2013 is provided in

table 5

Table 5

STATEMENT OF INCOME (REVENUE) AND EXPENDITURE FOR THE PERIOD 2010-2013

BROAD BASED

ACCOUNT 2010 2011 2012 2013

(JAN.-AUG.)

INCOME GH¢ GH¢ GH¢ GH¢

GOG FUND GH¢1,521,105 GH¢1,558,584.36 GH¢2,243,784 GH¢3,188,280

IGF-CF - - - -

DONOR FUND - - -

OTHER (CONTINGENCY

FUND) - -

-

TOTAL INCOME GH¢1,521,105 GH¢1,558,584.36 GH¢2,243,784 GH¢3,188,280

EXPENDITURE

GOG FUND:

Personnel Emolument 708,983.62 817,120.72 1,357,672 2,914,800

Administration 550,236 550,800 886,112 273,479.88

Service Activity

Expense

15,600

81,095.68

78,000

77,974

Investment

Activity Expense

290,284

180,790

145,142

112,689.64

145,142

.

636,500

-

Contingency

-

-

-

-

72,766.29

-

78,6889

Total

1,495,168 1,521,105.42 1.371,124 1,558,584.36 1,911,121 2,243,784 2,182,197 3,188,280

20

Services 81,095.68 77,974 - -

Investment 180,790 112,689 - -

IGF Expenditure - - - -

IGF-Transfer to CF - 16,667.68 6,500.00 -

Donor Fund:

STATEMENT OF INCOME (REVENUE) AND EXPENDITURE FOR THE PERIOD 2010-2013

Programme - - - -

Project - - - -

HIPC - - - -

Other (Contingency

Fund) - - - -

Total Expenditure GH¢1,511,205.30 GH¢1,558,583 GH¢2,243,784 GH¢2,243,784.88

Excess of Revenue/Expenditure over

Expendiutre/Revenue -73,207 -114,389.67 -110,150.90 -38,468.83

21

1.1.4 CURRENT STATE OF DEVELOPMENT (SITUATION ANALYSIS)

PROFILE: Infrastructure, Facilities and Human Resources

Introduction

The existence and functions of the PSC are derived from the 1992 Constitution of the Republic of Ghana, the PSC Act 482 of

1994 and the Enabling Acts of the Public Service Institutions which constitute the PSC’s Clientele.

a) Infrastructure and Facilities

The Public Services Commission is located in a five-storey block in Accra, adjacent to the Ministry of Finance and within the

ministerial enclaves, with about forty (40) rooms. The Commission’s seventy (70) staff does not face any office

accommodation problems.

However, due to age (the block was built in the early 1970s) and poor maintenance practice, caused mainly by financial

constraints, the premises are not in the best of state. The implications of this are summarized in table 4.

Table 6: Infrastructure, Facilities and Human Resources

NO.

INFRASTRUCTURE/

FACILITY

STATE

IMPLICATIONS FOR DEVELOPMENT

1.

5-Storey office

block

a. aged electrical wiring

b. Broken down elevator

a. Proximity to the sea and its

harmful effects of salt spray

leading to high maintenance

cost.

b. Limits accessibility to people

with disabilities

2

Office Equipment

a. Inadequate

a. Inefficient and ineffective

22

printers,

b. No PABX System

work processes leading to (i) delays in service delivery

(ii) low staff morale,

3.

Office Furniture /

Logistics

a. Inadequate furniture

b. Inadequate Vehicles

for Commissioners

and Staff.

c. Two broken-down

elevators/lift of the

Commission

a. in congenial and unsafe

working environment leading

to low staff morale,

b. High attrition rate and low

productivity.

c. Low public image of the

Commission

1.1.6 Human Resources

Unlike similar constitutional bodies such as the Electoral Commission, National Commission for Civic Education and the

Commission on Human Rights and Administrative Justice, the PSC’s is unable to attract and retain staff with the appropriate

expertise due to the Commission’s inability to implement in full the existing Conditions of Service.

The total staff strength of the Commission, as at 31st August, 2013, is seventy (70). This is summarised in table 8 below:

23

Table 7

No.

CATEGORY

STRENGTH

1. 2. 3.

Full-Time Commissioners Part-Time Commissioners Secretariat Staff

5 3 62

Total

70

24

POSITION

APPROVED

ESTABLISHMENT

CURRENT

STRENGTH

GAP/ VACANCY

Secretary

Director

Deputy Director

Asst. Director I

Asst. Director IIA

Asst. Director IIB

Supply Officer

Principal Accountant

Budget Officer

Internal Auditor

Chief Exec. Officer

Chief Per. Officer

Asst. Chief Exec. Off

Private Secretary

Prin. Exec. Officer

Accountant

Library Assistant

Estate Officer

Steno. Secretary

Higher Exec. Officer

Principal Store Keeper

Executive Officer

1

4

5

5

4

4

1

1

1

1

6

2

3

5

2

2

2

1

4

3

2

3

1

3

2

1

2

3

0

1

1

0

4

1

2

3

1

2

1

1

2

2

1

2

0

1

3

4

2

1

1

0

0

1

2

1

1

2

1

0

1

0

2

1

1

1

Table 8

25

Steno. Secretary (G I)

Steno. Secretary (G II)

Snr. Telephonist

Snr. Receptionist

Snr. Typist

Yard Forman

Driver G I)

Driver (G II)

Driver (G III)

Security Guard

Cook (Un-Cert.)

Chief Messenger

Labourer

Night Watchman

3

4

2

2

3

3

1

4

3

2

2

4

4

3

2

2

1

1

1

2

1

1

3

1

2

3

2

2

1

2

1

1

2

1

0

3

0

1

0

1

2

1

From the table above, it is clear that the PSC will need more staff to man the various

departments. Vigorous attempts will be made within the medium term to attract

and retain qualified and competent staff to the Commission.

1.1.7 Institutional Reforms

Being part of the public services, the PSC has been affected by various reform

initiatives in the public services undertaken since the 1980s.

The PSC has over the years played a vital role in the various reform programmes

undertaken in Ghana. For example, under the National Institutional Renewal

Programme, the Commission chaired the National Oversight Committee and played

key roles on various committees established to implement aspects of the reform

programme.

The expertise of the Commission has been utilized in reforms undertaken by National

Institutional Renewal Programme and the Ministry of Public Sector Reform. The PSC

also played a vital role in the reform of salary administration, initially as the lead

agency on the preparatory works leading to the implementation of the Ghana

26

Universal Salary Structure (GUSS). The PSC’s views and active participation are also

evident in the current single-spine salary structure.

As a result of PSC’s participation in the various reforms initiatives, there was a transfer

of skills to staff, especially in the area of human resource management and

development; which enhanced the capacity of the Public Services Commission as a

whole.

The Commission itself was restructured in the late 1990s and designated as a Central

Management Agency responsible for Human Resource Management of the entire

Public Service. It was to have the capacity to recruit its own staff and also to work

towards introducing a separate salary structure in conformity with its status as an

independent constitutional body.

The structure was accordingly, amended to give the Commission only four (4)

divisions – Human Resource Policy Division (HRPD), Management Services Division

(MSD),Finance and Administration (F&A) and Research, Information, Monitoring and

Evaluation(RIME) - instead of the old seven (7) Divisions.

To date, the Commission has no approved Conditions of Service and efforts are also

being made to have its own salary structure.

1.1.8 Spatial Distribution

The offices of the Public Services Commission are located in Accra. Currently, the

Commission does not have personnel operating outside Accra. It may be stated,

however, that, until 2008 the Commission had its staff located in the Ghana High

Commission, London, to enable it to process application and other documentation

from Ghanaians and other person’s resident abroad who were seeking employment

within Ghana.

The PSC also conducts promotional examinations at regional centres throughout the

country.

1.1.9 Analysis of Production and Distribution Characteristics

The Public Services Commission provides consultative, regulatory, advisory and

supervisory services in human resource management and development to about

150 public service institutions.

These institutions are located at the national, regional and district levels as well as

outside the country, namely within Ghana’s diplomatic missions abroad. The

Commission also collaborates with private and civil society organisations.

In view of the scope of activities and the organisations involved, the Commission’s

services go a long way to improve the conditions of work in our client organisations,

and to enhance morale and productivity in the Public Service.

27

1.1.10 Analysis of cross cutting issues and their implications for planning

(a) Environment

The PSC will ensure a high performance of the Public Service which will lead to high

productivity within the Public Services and the creation of an enabling environment

where hard working public servants are rewarded through fair processes for

promotion. Recalcitrant and non-performing workers will also be sanctioned. This will

be done through the effective implementation of the Performance Management

System and the new appraisal system to ensure a fair and realistic means of

evaluation. The principles, rule and regulations of an effective performance

management system will be adopted and implemented to the letter to ensure that

public servants function effectively and efficiently. This would be done through an

effective collaboration between the Commission and the MDAs.

As part of its policy objectives, the PSC will among other things, ensure the creation

of a vibrant public service to drive the private sector which is the engine of growth.

Gender

Gender in developmental terminology can be defined as role assigned to female

and male in a society. It involves the specific roles of the sexes. Gender issues tend to

analyse roles men and women play in national development. The role of women in

national development cannot be overemphasised. According to the 2010 housing

and population census, women contribute about fifty-one (51%) of the population.

Women can be found in the area of agriculture, commerce, science and

technology, intelligentsia, politics and so on.

The non-involvement of women, and in some cases, the relegation of women to the

background in national development means that Ghana is losing a lot of its

potential workforce. The PSC, as part of its policy objective and activities in the

Medium Term Development Plan will build the capacity and encourage other

MDA’s to encourage women to assume leadership and strategic positions in the

Public Service.

As a deliberate policy initiative, the PSC will collaborate with the Ministry of Women

and Children’s Affairs to encourage the implementation of the affirmative action

policy and plan to enhance women’s empowerment in the public service.

Through its guidelines on recruitment, promotion and training, the Commission

ensures that there is no discrimination on the basis of sex, religion, disability and

ethnicity.

1.1.10 HIV/ AIDS

Currently, the PSC does not have a comprehensive Human Resource Policy on

HIV/AIDS. There is no desk in-charge of HIV/AIDS and no workplace policy on it.

28

This situation is not the best as the impact of HIV/AIDS has been relegated to the

background. The PSC as a strategic agency has recognised the seriousness of the

HIV/AIDS pandemic as not only a health issue but also a developmental one.

It is in line with this that the PSC will as part of its Medium Term Development Plan

draw out a comprehensive HIV/AIDS Policy objectives and a comprehensive

programme of action. The PSC will also collaborate with the Ghana Aids Commission

and other stakeholders to draw up an elaborate programme of action for the entire

public service.

The loss of quality human resource as a result of the pandemic cannot be

overemphasised. Indeed, in some African countries the HIV / AIDS pandemic has

affected the workforce of the public services.

It is in this light, that the PSC being the fulcrum of Human Resource Management for

the public service of Ghana has identified the HIV/AIDS pandemic as a serious

threat to the effective functioning of the public service.

29

CHAPTER 2

2.0 Prioritisation of Development Issues

Introduction

This Chapter outlines the prioritised development issues for the PSC as set out in the National Medium Term Development Plan

Policy Framework. It outlines the potentials, opportunities, constraints and addresses the challenges associated with its

implementation.

2.1 Summary of Key Development Issues (2014 – 2017)

The under-listed were the issues identified:

(i) Ineffective supervision and human resource management;

(ii) Lack of reliable database for human resource planning and decision making;

(iii) Absence of a comprehensive human resource management policy framework for public servants;

(iv) Ineffective governance systems;

(v) Unsatisfactory working conditions and environment for staff of PSC; and

(vi) Loss of quality human and material resource.

30

Table 9 : Key development problems issues identified from the NMTDPF (2014-2017)

NATIONAL MEDUIM TERM DEVELOPMENT POLICY FRAMEWORK (NMTDPF) 2014-2017

THEMATIC AREA

DEVELOPMENT ISSUES

Transparent And Accountable Governance

Ineffective supervision and human resource management

Lack of reliable database for human resource planning and decision

making

Absence of a comprehensive human resource management policy

framework for public servants

Ineffective governance systems

Unsatisfactory working conditions and environment for staff of PSC

Loss of quality human and material resource

The development priorities for the PSC has been captured under one key thematic area of the MTDPF 2014-2017. This is: ‘Ensuring

Transparent and Accountable Governance’

Under the Medium Term Development Plan (2014-2017), the prioritised issues are the following:

(I) Lack of reliable database for human resource planning and decision making;

31

(II) Absence of a comprehensive human resource management policy framework for public servants;

(III) Ineffective supervision and human resource management;

(IV) Ineffective governance systems;

(V) Unsatisfactory working conditions and environment for staff of PSC; and

(VI) Loss of quality human and material resource.

2.1.1 Transition from GSGDA 2010-2013 to NMTDPF 2014-2017

In line with Article 35 Section 7 of the 1992 Constitution of Ghana, all MDAs are expected to roll-over programmes and projects

commenced under GSGDA 2010-2013 unto the next planning cycle for continuity and consistency execution of the plans. The

Commission has identified these programmes and projects that require a roll-over and also outlined its prioritised issues from the

National Medium Term Development Plan Framework (NMTDPF) 2014-2017 for implementation.

The table below indicates the prioritised issues, programmes and projects. Table 10

PSCDP 2010-2013

PSCDP 2014-2017

THEMATIC AREA

ISSUES

POLICY

OBJECTIVES

THEMATIC AREAS

PSCDP 2014 – 2017

ISSUES

PSCDP POLICY

OBJECTIVES 2014-2017

TRANSPARENT AND

ACCOUNTABLE

GOVERNANCE

Lack of adequate

and reliable data-

base to inform

decision-making

Improve data base for

policy formulation, analysis

and decision making

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

Lack of reliable database for human

resource planning and decision

making

Establish a reliable

public service-wide

human resource

management

information system

TRANSPARENT AND

ACCOUNTABLE

GOVERNANCE

Ineffective

supervision

To improve the supervisory

role of the PSC

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

Ineffective supervision and human

resource management

Enhance supervision

and productivity in the

public service

32

TRANSPARENT AND

ACCOUNTABLE

GOVERNANCE

Loss of quality

human and material

resources

Promote the reduction of

HIV/AIDS/STI/TB transmission,

ensure its proper

management and promote

healthy lifestyle

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

Loss of quality human and material

resource

Promote the reduction

of HIV/AIDS/STI/TB

transmission, ensure its

proper management

and promote healthy

lifestyle

TRANSPARENT AND

ACCOUNTABLE

GOVERNANCE

Absence of human

resource

development policy

for Public Servants.

Upgrade the capacity of

the public service for

transparent, accountable,

efficient, timely, effective

performance and service

delivery

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

Absence of a comprehensive

human resource management policy

framework for public servants

Promote excellence in

people management

TRANSPARENT AND

ACCOUNTABLE

GOVERNANCE

Unattractive

conditions of

service

To improve and enhance

conditions of service to

attract and retain qualified

staff

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

Unsatisfactory working conditions

and environment for staff of PS

Improve the working

environment and

conditions

33

2.2 Prioritization of the Programmes and Sub-programmes

The Programmes and sub-programmes were prioritized through consensus to ensure

efficiency in utilization of resources and to deliver result-oriented outputs. The

prioritisation process was guided by the following criteria:

Impact nationally (e.g. Employment generation, economic, educational, health

enhancement, poverty reduction etc.);

Impact spatially (e.g. Nationwide / Selected Regions etc.);

Emanate from credible source (e.g. Cabinet Decision, International Agreement,

Civil Society, Executive etc.);

Have reliable source of funding; and

Have identified target group(s).

Each programme or sub-programme was awarded a score ranging from 0-3 through

consensus as defined in Table 3.3. The scores were summed and ranked. The scores

were summed up and ranked using simple ranking method. The programme with the

highest score was adjudged as top priority as presented in Table 3.4.

Table 11 Definition of Score

Definition Score

Very strong results 3

Results 2

Weak results 1

No results 0

The table below shows the outcome of the scores and ranking of each of the

programmes and sub-programme.

Table 12 Prioritisation Model

PROGRAMME

CRITERIA Total Score

Rank

National Impact (e.g. Employment generation, economic enhancement, educational, health, poverty reduction etc. /

Spatial Impact (e.g. Nationwide / Selected Region etc.

Source of Programme. (e.g. Cabinet Decision, International Agreement, Civil Society, Executive etc.)

Source of Funding

Programme 1: Management and Administration

2 2 3 3 10

34

Sub-Programme: General Administration and Finance

2

3

3

2

10

5th

Programme 2: Public Service Human Resource Management

3 3 3 3 12

Sub-Programme: Recruitment and Career Development

2 2 3 3 10 3rd

Sub-Programme: Performance Management and Organisational Development

2 3 3 3 11 2nd

Sub-Programme: Research, Information, Monitoring and Evaluation

3 3 3 3 12 1st

Sub-Programme: Governance

2 1 3 3 9 4th

PRIORITISED ISSUES (2014-2017)

In determining the priority issues a number of outstanding issues were considered and

thoroughly deliberated upon by the Commission at an intra-planning workshop. The

following emerged as the ranked issues (see table below).

Table 13

POSITION

THEMATIC

AREA

FOCUS

AREA

PSCDP 2014 – 2017 ISSUES

PROGRAMME/SUB PROGRAMME

1ST

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

PUBLIC

SECTOR

REFORMS

Lack of reliable

database for human

resource planning and

decision making

Sub-Programme: Research, Information, Monitoring and Evaluation

35

2ND

HIV/AIDS,

STDs,

and TB

Absence of a

comprehensive human

resource management

policy framework for

public servants

Sub-Programme: Recruitment and Career

Development

3RD

Ineffective supervision

and human resource

management


Development

4TH

Ineffective

Governance systems

Sub-Programme:

Governance

5TH

Unsatisfactory working

conditions and

environment for staff of

PSC


Development

6TH

Loss of quality human

and material resource

Sub-Programme: General Administration and

Finance

36

The table below indicates the potentials, opportunities, constraints and the mitigating measures identified to address the

challenges.

TABLE 14: APPLICATIONS OF POTENTIALS, OPPORTUNITIES, CONSTRAINTS AND CHALLENGES

ISSUES TO BE

ADDRESSED

POTENTIALS

(FROM BASELINE

SITUATION ETC,)

OPPORTUNITIES

CONSTRAINTS

CHALLENGES

1. Lack of

reliable

database for

human

resource

planning and

decision

making

Legal authority

of the PSC (PSC

Act 482, 1994)

to establish and

maintain

adequate and

reliable human

resource

database to

inform decision

making

i) Draft policy

document on

HRMIS available.

ii) Availability of

human resource

consultants to

provide technical

support in

establishing

database

iv) Availability of

policy analysts in

other

organisations

v) Availability of

training institutions

vi) Donor support

vii) Political will

i. Inadequate

logistics within the

PSC

ii. Inadequate

capacity for

knowledge

management

within the division

at the PSC

i) Inadequate budgetary

allocation from MOF

ii) Delayed budgetary

releases from MOF

iii) Inadequate co-operation

from other MDAs.

iv) Inadequate capacity of

HR managers in other

organisations.

CONCLUSION: The PSC has the legal mandate to establish and maintain a Public Service-wide Human

Resource Management Information System to inform decision-making. The existing logistical inadequacies

will be addressed by management through effective lobbying and negotiations with MOF and donors. The

staff will also be trained adequately in the areas of data management, information, communication

technology and knowledge management.

37

TABLE 15: APPLICATION OF POTENTIALS, OPPORTUNITIES, CONSTRAINTS AND CHALLENGES

ISSUES TO BE

ADDRESSED

POTENTIALS

(FROM BASELINE

SITUATION ETC,)

OPPORTUNITIES

CONSTRAINTS

CHALLENGES

2. Absence of a

comprehensive

human resource

management

policy

framework for

public servants

i) Draft policy

document on

HR

management

policy and

Manual

available.

ii) Committed

staff iii) Availability of

human resource

capacity in the

public service vi) Dedicated

and committed

staff

i) HR practitioners

in other MDAs

ii) Availability of

human resource

consultants to

provide technical

support

iii) Donor support

i) Inadequate

skilled HR

practitioners in

other MDAs

ii) Inadequate

logistics

iii) Inadequate

budgetary

allocation.

i) Insufficient stakeholders’

support and commitment.

ii) Inadequate budgetary

support from MOF

CONCLUSION: The PSC has developed a comprehensive Human Resource Development Policy Framework

and Manual for the public service. For effective implementation of the new policy, HR managers in the

public service shall be trained to implement the New Policy Manual. MOF and Donors will be contacted to

sponsor the training.

38

TABLE16 : APPLICATION OF POTENTIALS, OPPORTUNITIES, CONSTRAINTS AND CHALLENGES

ISSUES TO BE

ADDRESSED

POTENTIALS

(FROM BASELINE

SITUATION ETC,)

OPPORTUNITIES

CONSTRAINTS

CHALLENGES

5. Unsatisfactory

working

conditions and

environment for

staff of PSC

i. Existing

Conditions of

Service

Document

i. Similar

Conditions of

Service with

other sister

organizations, e.g. the

Electoral

Commission,

CHRAJ, NCCE,

PURC, Energy

Commission,

i. The delay in the

development of

the Conditions of

Service by the

PSC Welfare

Association

i. Delay in the

release of funds

from MOF for

administrative

expenditures

ii. Inadequate

budgetary

allocation for

administrative

activities from

MOF

CONCLUSION: Process initiated for the development of PSC’s Conditions of Service. The PSC

remains committed to negotiating and lobbying MOF for approval and implementation.

39


ISSUES TO BE

ADDRESSED

POTENTIALS

(FROM BASELINE

SITUATION ETC,)

OPPORTUNITIES

CONSTRAINTS

CHALLENGES

3. Ineffective

supervision and

human resource

management.

i. Mandate of

the PSC ii. Committed

and

experienced

staff to carry out

effective

supervision. iii.

Independence

of PSC by law

i. Trust & respect

from clientele.

ii. Goodwill of

Government

iii. Training

Institutions

available to

build capacity

of staff

i. Inadequate

logistics.

i. Stakeholders

laisez-faire

attitude .

ii. Inadequate

budgetary

allocation from

MOF.

CONCLUSION: The PSC has a supervisory role over the MDAs. The existing logistical

inadequacies will be addressed by Management through effective lobbying and negotiations

with the MOF. Staff will also be trained adequately in the areas of organisational development

and knowledge management. Continued sensitisation of staff and management of the various

MDAs will be pursued.

40


ISSUES TO BE

ADDRESSED

POTENTIALS

(FROM BASELINE

SITUATION ETC,)

OPPORTUNITIES

CONSTRAINTS

CHALLENGES

4. Ineffective

governance

systems.

i. Mandate of

the PSC

ii. Competent

staff who have

skills in

corporate

governance

issues

i. Existence of

Public training

institutions which

offer training in

Governance.

Example, GIMPA,

NDPC

ii. Availability of

consultants on

Corporate

Governance

i. Inadequate

budgetary

support for

training of staff on

Governance

ii. Inadequate

skilled staff on Governance

related issues

i. Lack of

commitment from

MDAs

ii. Lack of

feedback from

MDAs on

governance

related issues

CONCLUSION: The PSC will, in accordance with its mandate, collaborate with other Central

Management Agencies to develop a comprehensive governance system for the public

service.

41


ISSUES TO BE

ADDRESSED

POTENTIALS

(FROM BASELINE

SITUATION ETC,)

OPPORTUNITIES

CONSTRAINTS

CHALLENGES

6. Loss of quality

human and

material

resources

through HIV &

AIDS infection

i. Some level of

information and

awareness on

the HIV & AIDS

pandemic

among staff.

i. Ghana Aids Commission

support for HIV&

AIDS

programmes.

ii. Expertise of the

Ghana AIDS

Commission to

support the

education

programmes of

the staff.

i. Inadequate

training on HIV&

AIDs issues

among staff.

i. Staff

unwillingness to go for VCT

services to determine their HIV/AIDS status

CONCLUSION: The PSC is committed to promoting HIV & AIDS education among staff while

efforts are made to replicate its programmes on HIV & AIDS education in the MDAs in

collaboration with Ghana AIDS Commission.

42

CHAPTER 3

3.0 INTRODUCTION

This PSC’s development goals, objectives and strategies and their linkages with the National goal have been addressed

in this Chapter. The goal of the National Medium Term Development Policy is to invest in people to promote sustainable

growth and reduce poverty through employment creation.

3.1 DEVELOPMENT GOALS, OBJECTIVES AND STRATEGIES

In line with the above National goal, the PSC seeks through its programmes and activities to contribute in promoting a

well-managed workforce capable and committed to delivering high quality services to the people of Ghana. The

National goal was juxtaposed with the PSC’s sector goal in order to establish compatibility if any. The indicators and the

matching scores have been provided in order to establish a compatibility matrix as indicated below:

Table 20

INDICATORS

SCORING

Strongly compatible

2

Weakly compatible

0

Not compatible

0

Weakly incompatible

0

Strongly incompatible

0

During the analysis of the compatibility matrix, the PSC scored two (2) due to the following reasons;

The sector goal of the PSC aims to reduce poverty and to enhance growth through a highly motivated and skilled

employees to manage the various public services. The PSC has established a mutually agreed partnership and

NATIONAL GOAL

Addressing the economic imbalances,

re-stabilizing the economy and placing it

on a path of sustained accelerated

growth and poverty reduction towards

achieving the Millennium Development

Goals and sustainable development.

PSC SECTOR GOAL

Promoting a well managed workforce

capable and committed to delivering

high quality services for accelerated

growth and sustainable development.

43

collaboration with other MDAs and MMDAs, especially, in the area of Human Resource Management and

Development.

Availability of an efficient and effective workforce in the Public Service.

A vibrant and well-informed local level Stakeholders who are committed to improving service delivery in the areas

of education, health, water services, electricity, housing, etc.

3.2 Development Projections for 2014-2017

The developmental projections of the PSC will be analyzed within the context of the Commission’s deliverables. The

development projections for the PSC’s issues would include inter alia;

a) Human Resource Management Information System

b) A Comprehensive Human Resource Management Policy Framework and Manual

c) Development of a Performance Management System for the public services

d) An effective Governance System in the public services

The table below indicates the identified issues, their respective deliverables and the projections under the medium

term

TABLE 21: PROJECTION FOR 2014-2017

NO.

ISSUE

DELIVERABLES

2014

2015

2016

2017

ASSUMPTION

1.

Lack of reliable

database for

human resource

planning and

decision making

Human

Resource

management

information

system in place

1.Engagement

of

implementation

partner

2.Recruitment

and Training of

Technical Team

conducted

3.Platform for

database inter-

operability

established

1.Infrastructure

for PSC database

developed

2.Hardware and

software for data

mgt. procured

3.Databank

equipment

installed and

configured

4.Data migration

completed

1.HRMIS launched

2. HRMIS

operational

service-wide

1. monitoring

and evaluation

Conducted on

the HRMIS

2.HRM

Information

regularly

updated

I. Availability and

timely release of

GoG and Donor

funds

ii. Co-operation

from stakeholders

and collaborators

44

2.

Absence of a

comprehensive

human resource

management

policy framework

for public

servants

Human

Resource

Management

Policy

developed

and

implemented

1. HRM Policy

document

launched

2. Sensitization

workshops

organized for

key

stakeholders in

the Public

Service

HRM Policy

document

operational

service-wide

Assessment on the

implementation of

the new policy

conducted half

yearly

Monitoring and

evaluation

conducted.

Commitment of

MDAs


NO.

ISSUE

DELIVERABLES

2014

TARGETS

2015

TARGETS

2016

TARGETS

2017

TARGETS

ASSUMPTION

3.

Unsatisfactory

working

conditions and

environment for

staff of PSC

Revised

Conditions of

Service fully

operational

1. Conditions of

Service

document

developed

2. Revised

Conditions of

Service

approved by

MOF and Fair

Wages and

Salaries

1.Revised

Condition of

Service is fully

implemented

1 Assessment on the

Revised Conditions

of Service

conducted

Monitoring and

evaluation on

the Conditions

of Service

undertaken

i. Co-operation

from stakeholders

and collaborators

ii. Commitment of

PSC

iii. Adequate and

timely release of

funds from MOF

45

Commission

3.Sensitisation

organized for

Staff of PSC on

their

responsibilities

Infrastructure

base of the

Commission

improved

(buildings and

office logistics)

1.Structural

defects of PSC

building

assessed

2. Reception,

2nd floor offices

and the drivers

rest rooms

renovated

3. Vehicles and

office

equipments

procured

1.PSC building

renovated(pha

se one)

2. Vehicles and

office

equipments

procured

(phase one)

1.PSC building

renovated (phase

two)

2. Vehicles and

office equipments

procured(phase

two)

1.PSC building

renovated

(phase three)

2. Vehicles and

office

equipments

procured

(phase three)

Availability and

timely release of

funds from MOF

4. Ineffective

supervision and

human

resource

management.

Performance

management

system

operational in

the public

service

1. Sensitization

and

consultative

meetings

undertaken

2.Performance

Mgt. Policy

Framework and

Manual

launched

3. New

Performance

Mgt. Appraisal

Instruments

rolled out

1. New

Performance

Mgt. Appraisal

Instruments

operational

service-wide

(performance

agreements

and staff

performance

appraisal

1. Assessment of the

usability of the New

Mgt. Appraisal

Instruments

conducted

1. Monitoring

and evaluation

on the New

Mgt. Appraisal

Instruments

conducted

i. Availability and

timely release of

funds

ii. Co-operation

from stakeholders

and collaborators

iii. Commitment of

PSC

46


NO.

ISSUE

DELIVERABLES

2014

TARGETS

2015

TARGETS

2016

TARGETS

2017

TARGETS

ASSUMPTION

5.

Ineffective

governance

systems.

Governance

Manual

developed and

implemented in

the public

service

1.Sensitization

and interactive

meetings with

stakeholders

organized

2. Governance

Manual

launched

MDAs and

MMDAs fully

implementing

the

Governance

Manual

1.Assessment of the

usability of the

Manual

2. Reports

produced and

submitted

Monitoring and

evaluation

undertaken

i. Co-operation

from stakeholders

and collaborators

6. Loss of quality

human and

material

resources

through HIV &

AIDS infection

HIV / AIDS Desk

establish and

sensitization

workshops

organized

Sensitization

workshops

organized

2. Report

generated and

submitted

3. HIV / AIDS

Desk

established

Counseling

services

undertaken

Counseling services

undertaken

Counseling

services

undertaken

i. Co-operation

from stakeholders

and collaborators

47

DEVELOPMENT PROJECTION FOR 2014-2017 (INDICATORS AND TARGETS)

An indicator is a quantitative or qualitative factor or variable that provides a simple and reliable basis for assessing

achievement, change or performance. It is a unit of information measured over time that can help show changes in a

specific condition. A given goal or objective can have multiple indicators.

Target can be defined as a specified objective that indicates the number, timing and location of that which is to be

realised.

The tables below indicate the main outputs, its indicators and projections through which the Commission has set

benchmarks for the measurement of the performance of these Sub-programmes. The past data indicates actual

performance whilst the projections are the Commission’s estimate of future performance

TABLE 24 SUB-PROGRAMME: RESEARCH, INFORMATION MONITORING AND EVALUATION

Outcome

Indicator

Description

Unit of

Measurement

Baseline

2012

Latest status

2013

Target

2014

Target

2015

Target

2016

Target

2017

Year Value Year Value

Development

of Public

Service HR

database

Number of

MDAs covered

2012

0

2013 0 70%

30%

100%

100%

48

Improved

Performance

and Service

Delivery in the

Public Service

Number. of

Public Service

Organizations

implementing the

new performance

appraisal

instruments

2012

23

2013 0 20

173

200

200

Implementation

of HR Policy

Framework and

Manual for the

public service

Percentage

completion of the

draft manual

2012

35%

2013 100% N/A

N/A

N/A

N/A

Number. of

Public Service

Organizations

implementing the

HR Policy

framework and

Manual

2012 Nil 2013 Nil 0

70%

30%

49

TABLE 25:SUB-PROGRAMME: GENERAL ADMINISTRATION AND FINANCE

Outcome

Indicator

Description

Unit of

Measurement

Baseline

2012

Latest status

2013

Target

2014

Target

2015

Target

2016

Target

2017

Year Value Year Value Year

Value

Financial

Reports

Financial

Report

produced by

2012 31st

March 2013

31st

March 31st March

31st March 31st

March

31st

March

Training of

Staff

Number of

Staff Trained 2012 67 2013 60 35

25

25

25

Conference

of Chief

Executives,

Governing

Boards, and

Chief

Directors

Conference

organized 2012 1 2013 Nil 1

1

1

1

Conference

Report

Submitted

2012

Report

submitted

after 4

weeks

2013 Nil

Report

submitted after

2 weeks

Report

submitted

after 2 weeks

Report

submitted

after 2

weeks

Report

submitted

after 2

weeks

50

TABLE 26:SUB-PROGRAMME: RESEARCH, INFORMATION, MONITORING AND EVALUATION

Outcome

Indicator

Description

Unit of

Measurement

Baseline

2012

Latest status

2013

Target

2014

Target

2015

Target

2016

Target

2017


Research

results

produced on

HR

management

related issues

Number of

researches

Conducted

2012 1 2013 2 2

1

1

1

M&E reports

on the

implementation

of HR policies

Timely

production of

Reports

2012 - 2013 - Quarterly

Quarterly

Quarterly

Quarterly

51

TABLE 27:SUB-PROGRAMME: RECRUITMENT AND CAREER DEVELOPMENT

Outcome

Indicator

Description

Unit of

Measurement

Baseline

2012

Latest status

2013

Target

2014

Target

2015

Target

2016

Target

2017


Public Service

Promotion

Examinations

Number of

promotion exams

conducted

2012 3 2013 3 3 3 3

3

Recruitment

and promotion

interviews

Number of

representation on

interview panels

2012 215 2013

61 as at

August

2013

89 98 100

112

Category “A”

and “B”

position

holders

appointment in

the public

service

Number of

appointments

made

2012 250 2013 151 167 180 196

200

52

TABLE 28:SUB-PROGRAMME: RECRUITMENT AND CAREER DEVELOPMENT

Outcome

Indicator

Description

Unit of

Measurement

Baseline

2012

Latest status

2013

Target

2014

Target

2015

Target

2016

Target

2017


Development and

implementation of

Human Resource

Management

Policy Framework

and Manual

Percentage

Completion of the

document

2012 90% 2013 100% N/A N/A N/A

N/A

Percentage of

Public Service

Organizations

using the policy

and manual

2012 N/A 2013 N/A 100% 100% 100%

100%

Human Resource

Audit

Number of

Institutions

Audited

2012 17 2013 21 50 50 50

50

53

SECTOR POLICY OBJECTIVES AND STRATEGIES

INTRODUCTION

The PSC’s Medium Term Development Plan (MTDP) for the period 2014-2017 has been developed based on the

Commission’s Mission, that is, “To safeguard and promote a high calibre of integrity, accountability and competence in

public service organisations in Ghana, through advisory, consultative, regulatory and supervisory services”. The Plan was

developed in accordance with the National Medium Term Development Plan Policy Framework (MTDPF), 2014-2017 and

with reference to the 2010-2013 National Development Plan Policy Framework.

Six major policy objectives have been identified under the National Medium Term Development Plan Policy Framework

(MTDPF), 2014-2017 and with strategies to ensure that they were specific, measurable, accurate and realistic. Each of the

strategies adopted shall be subject to review to ensure that they achieve the objectives intended for.

The table below shows the linkage among the prioritised issues, the policy objectives and their overall strategies as set out

by the MTDPF.

54

PSC ISSUES, OBJECTIVES AND STRATEGIES (2014-2017)

Table 29

THEMATIC

AREA

FOCUS AREA


PSCDP 2014 – 2017 OBJECTIVES

PSCDP 20104– 2017 STRATEGIES

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

PUBLIC SECTOR

REFORMS

Lack of reliable database for

human resource planning

and decision making

Establish a reliable

public service-wide

human resource

management

information system

1. Design and implement

Human Resource

Management Information

System (HRMIS).

2. Co-ordinate capacity

building of public service.

organizations for effective

implementation of the HRMIS

3.Analyse and disseminate

data on HR in the public

service

Absence of a

comprehensive human

resource management

policy framework for public

servants

Promote excellence in

people management

1. Develop a comprehensive

policy framework and manual

to guide human resource

governance and

management in the Public

Service.

2. Sensitize staff of public

service organizations on the

Policy Framework and Manual.

3. Build capacity of the Public

Service for effective

implementation of the Policy

Framework and Manual.

55

Table 30

THEMATIC

AREA

FOCUS AREA

PSCDP 2014– 2017 ISSUES

PSCDP 2014 – 2017 OBJECTIVES

PSCDP 2014 – 2017 STRATEGIES

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

PUBLIC

SECTOR

REFORMS

Ineffective supervision and

Human resource

management

Enhance supervision

and productivity in the

public service

1. Institutionalise performance

management system in the public

service.

2.Strengthen capacity of HR

Managers to implement

performance management system

at all functional levels in public

service organisations

Ineffective governance

systems

Strengthen public

sector management

and oversight

1.Standardise rules, regulations and

systems governing public sector

management

2.Instutionalise training for Public

Service Governing Boards/Councils

and Chief Executives

56

Table 31

THEMATIC

AREA

FOCUS AREA


PSCDP 2014– 2017 OBJECTIVES

PSCDP 2014 – 2017 STRATEGIES

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

PUBLIC SECTOR

REFORMS

Unsatisfactory working

conditions and

environment for staff of PSC

Improve the

working

environment and

conditions

1.Upgrade the infrastructural

base of the Commission

2.Review Conditions of

Service in accordance with

prevailing Government

Policy

.

HIV/AIDS, STDs, and

TB

Loss of quality human and

material resources

Promote the

reduction of

HIV/AIDS/STI/TB

transmission,

ensure its proper

management

and promote

healthy lifestyle

1)Intensify advocacy to

reduce infection and impact

of HIV, AIDS and TB

2)Improve access to testing

and counseling, condoms use

and integrated youth friendly

services

57

PROGRAMMES AND SUB-PROGRAMMES OF MDA

Programme are groups of independent, but closely related, activities designed to achieve common goals and

objectives. The programmes were set within broader national strategic framework and disaggregated to activities to

support clear managerial responsibility for outputs.

During Medium Term Policy Plan (2014 to 2017) period, the Commission would undertake the following

programmes and sub programmes:

Programme 1

BP1: Management and Administration

Sub-Programme

BP1: General Administration and Finance

Programme 2

BP2: Public Service Human Resource Management

Sub-Programmes

BSP1: Recruitment and Career Development

BSP2: Performance Management and Organizational Development

BSP3: Research, Information, Monitoring and Evaluation

BSP4: Governance

The table below shows the adopted objectives, strategies and their linkages to the programmes and sub-programmes:

TABLE 32

ADOPTED OBJECTIVES ADOPTED STRATEGIES PROGRAMMES AND SUB-PROGRAMMES

Improve the working environment

and conditions of staff of PSC

1.Upgrade the infrastructural base

of the Commission

2.Review Conditions of Service in

accordance with prevailing

Government Policy

PROGRAME 1:Management and Administration

SUB-PROGRAMMES : General Administration and

Finance

58

Promote the reduction of

HIV/AIDS/STI/TB transmission, ensure

its proper management and

promote healthy lifestyle

1)Intensify advocacy to reduce

infection and impact of HIV, AIDS

and TB

2)Improve access to testing and

counseling, condoms use and

integrated youth friendly services

PROGRAME 1:Management and Administration

SUB-PROGRAMMES : General Administration and

Finance

TABLE 33


Establish a reliable public service-

wide human resource management

information system

1. Design and implement Human

Resource Management Information

System (HRMIS).

2. Co-ordinate capacity building of

public service organizations for effective

implementation of the HRMIS

3.Analyse and disseminate data on HR in

the public service

PROGRAME2 :

Public Service Human Resource

Management

SUBPROGRAMMES 2.3:

Research, Information, Monitoring and

Evaluation

59

Promote excellence in people

management

1. Develop a comprehensive policy

framework and manual to guide human

resource governance and management

in the Public Service.

2. Sensitize staff of public service

organizations on the HR Policy

Framework and Manual.

3. Build capacity of the Public Service for

effective implementation of the HR

Policy Framework and Manual.

PROGRAME2 :


Management

SUBPROGRAMMES 2.2:

Recruitment and Career Development

TABLE 34


Enhance supervision and

productivity in the public service

1. Institutionalise performance

management system in the public

service.

2.Strengthen capacity of HR

Managers to

implement performance

management system at all functional

levels in public service organisations

PROGRAME2 :


Management

SUBPROGRAMMES 2.3:

Performance Management Systems and

Organisational Development

60

Strengthen public sector

management

and oversight

1.Standardise rules, regulations and

systems governing public sector

management

2.Instutionalise training for Public

Service Boards/Councils and Chief

Executives

PROGRAME2 :


Management

SUBPROGRAMMES 2.4:

Governance

INTERNAL CONSISTENCY MATRIX FOR THE ANALYSIS OF SECTOR PROGRAMMES

Ensuring internal consistency among programmes adopted by individual divisions guarantees that organisational overall

objective is consistent with its given mandate. The rationale, therefore, is that divisional programmes are expected to be

supportive of each other in order to achieve the organisation’s general goal.

The various programmes of the four main divisions within the PSC namely the Finance and Administration, Management

Services, Research, Information, Monitoring and Evaluation and Human Resource Policy were subjected to the

consistency matrix test.

CONSISTENCY MATRIX - RECORD SHEET

Sector: Public Services Commission

PROG N0. SCORE REASONS FOR INCONSISTENCY

None, all the programmes are supportive of each other.

The matrix below provides a simple technique that can be used by all stakeholders to analyze policies, programmes and

projects. This tool is designed to give a visual and quantitative measure of the extent to which a particular policy,

programme or project is capable and supportive of each other to provide sustainable growth and development.

The analysis below depicts the extent to which policies, programmes and projects of the various divisions within the PSC

mutually support each other.

61

INTERNAL CONSISTENCY MATRIX TABLE

1

2

3

4

5

No. Sector

Programmes

Sector Programmes

Recruitment and Career development

Performance management and organisational development

Research ,information, monitoring and evaluation

Governance

General Administration and Finance

1 Recruitment and Career development

X X X X

2 Performance management and organisational development

X X X X

3 Research ,information, monitoring and evaluation

X X

4 Governance X X X

5 General Administration and Finance

X X X

62

STRATEGIC ENVIRONMENTAL ASSESSMENT

Table 35: SUSTAINABILITY TEST MATRIX FOR POLICY OBJECTIVES

1) Establish a reliable public service-wide human resource management information system

CRITERIA – BASIC AIMS AND OBJECTIVES

INDICATORS

PERFORMANCE MEASURE

EFFECTS ON NATURAL RESOURCES

Protected Areas and Wildlife: should be

conserved, and these resources should be

enhanced where practical.

Sensitive areas

shown on GIS map (0) 1 2 3 4 5

Degraded Land: Areas vulnerable to

degradation should be avoided, and already

degraded land should be enhanced.

Vulnerable areas


Energy: The PROGRAMME should encourage

efficient energy use, and maximize use of

renewable rather than fossil fuels.

Quantity /type of

fuel/energy required (0) 1 2 3 4 5

Pollution: Discharges of pollutants and waste

products to the atmosphere, water and land

should be avoided or minimised.

Quantity /type of

pollutants and waste (0) 1 2 3 4 5

Use of Raw Materials: All raw materials should

be used with maximum efficiency, and

recycled where practical.

Quantity and type of

materials (0) 1 2 3 4 5

Rivers and Water bodies: should retain their

natural character.

Minimum flows/

water levels set (0) 1 2 3 4 5

EFFECTS ON SOCIAL AND CULTURAL

CONDITIONS

Local Character: and cohesion of local

communities should be maintained and


Use of GIS /

database to

highlight sensitive

areas

(0) 1 2 3 4 5

63

Health and Well-being: The PROGRAMME

should benefit the work force, and local

communities in terms of health and well-being,

nutrition, shelter, education and cultural

expression.

Financial or other

contribution (0) 1 2 3 4 5

Gender: The PROGRAMME should empower

women.

Number of women

empowered (0) 1 2 3 4 5

Work for Local People: Priority should be given

to providing jobs for local people and

particularly women and young people.

Number of people

employed (0) 1 2 3 4 5

Participation: Active participation and

involvement of local communities should be

encouraged (especially vulnerable and

excluded sections).

Description of

proposals to meet

this aim

(0) 1 2 3 4 5

Access: to land should be improved. Number of people

assisted (0) 1 2 3 4 5

Access: to water should be improved. Number of people

assisted (0) 1 2 3 4 5

Access: to transport should be improved. Number of people

assisted (0) 1 2 3 4 5

Sanitation: Should be improved. Number of people

assisted (0) 1 2 3 4 5

Equity: Adverse and beneficial impacts from

development should be distributed equitably

and should not discriminate against any groups,

especially vulnerable and excluded people.

Environmental Report

(or EIA) (0) 1 2 3 4 5

Vulnerability and Risk: of drought, bushfire,

floods crises and conflicts and epidemics should

be reduced.

Occurrence

monitored (0) 1 2 3 4 5

EFFECTS ON THE ECONOMY

Growth: The PROGRAMME should result in

development that encourages strong and

stable conditions of economic growth.

Financial Plan

showing projected

growth and

(0) 1 2 3 4 5

64

monitoring

Use of local materials and services: The

PROGRAMME should result in the use of raw

materials and services from local industries

where possible.

Description of

sources (0) 1 2 3 4 5

Local Investment of Capital: Development

should encourage the local retention of capital

and the development of downstream industries,

utilising local raw materials, products and

labour.

Description of

investment strategy (0) 1 2 3 4 5

Table 36: SUSTAINABILITY TEST RECORD SHEET

1) Establish a reliable public service-wide human resource management information system

CRITERIA – BASIC AIMS AND OBJECTIVES SCORE REASONS





4

This policy objective supports the protection of areas and

wildlife through the recruitment, retention and development of

the right personnel in the right numbers and skills mix at all

levels within the relevant agencies




4

This policy objective would reduce land degradation through

the recruitment, retention and development of the right

personnel in the right numbers and skills mix at all levels within

the relevant agencies

Energy: The Activity should encourage efficient

energy use, and maximize use of renewable

rather than fossil fuels.

4

This policy objective would encourage the efficient use of

energy through the recruitment, retention and development of

the right personnel in the right numbers and skills mix at all





4

This policy objective would reduce pollution through the

recruitment, retention and development of the right personnel

in the right numbers and skills mix

65

Use of Raw Materials: All raw materials should be

used with maximum efficiency, and recycled

where practical.

4

This policy objective would impact on the use of raw materials

through the recruitment, retention and development of the

right personnel in the right numbers and skills mix at all levels

within the relevant agencies


natural character. 4

This policy objective would impact on the use of raw materials




EFFECTS ON SOCIAL AND CULTURAL CONDITIONS


communities should be and enhanced where

practical.

3

This policy objective would impact on cohesion of local

communities through the recruitment, retention and

development of the right personnel in the right numbers and

skills mix at the local government level.

Health and Well-being: The Activity should

benefit the work force, and local communities in

terms of health and well-being, nutrition, shelter,

education and cultural expression.

3

The policy objective would identify lapses or shortfalls in

personnel numbers and skills and deployment in the social

development sector.


women. 4 The policy objective would support gender mainstreaming

Job Creation: The activity should create jobs for

local people particularly women and young

people.

4

The policy objective would enhance succession and

manpower planning that would open up opportunities for

women and young people.




excluded sections).

4

The policy objective would support active participation at the

local level through the recruitment, retention and development

of the right personnel in the right numbers and skills mix at all


Access to Land: Activity should improve access

to land. 4

The policy objective would support access to land through the

recruitment, retention and development of the right personnel

in the right numbers and skills at all levels within the relevant

agencies

Access to Water: Activity should improve access

to water. 4

The policy objective would support access to water through




Access to Transport: Activity should improve

access to transport. 4

The policy objective would support access to transport through


66



Sanitation: Activity should improve sanitation. 4

The policy objective would support improvement of sanitation








4

The policy objective would support the equitable distribution of

development through the recruitment, retention and


skills mix at all levels



be reduced.

4

The policy objective would support reduction in vulnerability

and risk through the recruitment, retention and development of

the right personnel in the right numbers and skills mix at all levels



Growth: The PPP should result in development

that encourages strong and stable conditions of

economic growth.

4

The policy objective will promote a strong and stable condition

of economic growth as public servants will be placed at where

they are needed most. The realignment of public servants

would improve efficiency in the public service and ensure

effective succession planning.

Use of local materials and services: The PPP

should result in the use of raw materials and

services from local industries where possible.

4

The policy objective would support efficient use of local raw

materials and services through the recruitment, retention and


skills mix within the relevant agencies




utilising local raw materials, products and labour.

4

The policy objective would support access to local investment

of capital through the recruitment, retention and development

of the right personnel in the right numbers and skills mix within


67

Table 37: SUSTAINABILITY TEST MATRIX

2) Promote excellence in people management

CRITERIA – BASIC AIMS AND OBJECTIVES INDICATORS

PERFORMANCE MEASURE





Sensitive areas





Vulnerable areas





Quantity /type of





Quantity /type of






materials (0) 1 2 3 4 5


natural character.

Minimum flows/



CONDITIONS




Use of GIS /

database to

highlight sensitive

areas

(0) 1 2 3 4 5

68





expression.

Financial or other



women.

Number of women

empowered (0) 1 2 3 4 5




Number of people

employed (0) 1 2 3 4 5




excluded sections).

Description of

proposals to meet

this aim

(0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted

(0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5





Environmental

Report (or EIA) (0) 1 2 3 4 5



be reduced.

Occurrence

monitored (0) 1 2 3 4 5

(0) 1 2 3 4 5




Financial Plan

showing projected (0) 1 2 3 4 5

69

stable conditions of economic growth. growth and

monitoring




where possible.

Description of

sources (0) 1 2 3 4 5





labour.

Description of


Table38 : SUSTAINABILITY TEST RECORD SHEET

2) Promote excellence in people management






4

The policy objective would support capacity improvement in

all public service agencies through strategic institutional and

organizational change (i.e. systems, processes, procedures etc)




4



organizational change (i.e. systems, processes, procedures etc




4







4






where practical.

4




70


natural character.

4







practical.

4








4






people.

4







excluded sections).

4





to land. 4





to water. 4

















3




71



be reduced.

4







economic growth.

4







4








4




Table 39 : SUSTAINABILITY TEST MATRIX

3)Ensure the reduction of HIV/AIDS/STI/TB transmission, its proper management and promote healthy lifestyle

CRITERIA – BASIC AIMS AND OBJECTIVES INDICATORS PERFORMANCE MEASURE





Sensitive areas





Vulnerable areas





Quantity /type of





Quantity /type of


Use of Raw Materials: All raw materials should Quantity and type of (0) 1 2 3 4 5

72



materials


natural character.

Minimum flows/



CONDITIONS




Use of GIS /

database to

highlight sensitive

areas

(0) 1 2 3 4 5





expression.

Financial or other



women.

Number of women

empowered (0) 1 2 3 4 5




Number of people

employed (0) 1 2 3 4 5




excluded sections).

Description of

proposals to meet

this aim

(0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5



Environmental

Report (or EIA) (0) 1 2 3 4 5

73





be reduced.

Occurrence

monitored (0) 1 2 3 4 5





Financial Plan

showing projected

growth and

monitoring

(0) 1 2 3 4 5




where possible.

Description of

sources (0) 1 2 3 4 5





labour.

Description of



3)Ensure the reduction of HIV/AIDS/STI/TB transmission, its proper management and promote healthy lifestyle






3

The capacity of Public Services Commission to deliver on its

mandate would be severely impacted by high incidence and

prevalence of HIV/AIDS infection


degradation should be avoided, and already 3



74

degraded land should be enhanced. prevalence of HIV/AIDS infection




3







3






where practical.

3












practical.

3








3






people.

3







excluded sections).

3





to land. 3





to water. 3








75










3






be reduced.

3







economic growth.

3







3








3




76


4) Strengthen public sector management and oversight






Sensitive areas





Vulnerable areas





Quantity /type of





Quantity /type of






materials (0) 1 2 3 4 5


natural character.

Minimum flows/


(0) 1 2 3 4 5





Use of GIS /

database to

highlight sensitive

areas

(0) 1 2 3 4 5

Health and Well-being: The PROGRAMME Financial or other (0) 1 2 3 4 5

77




expression.

contribution


women.

Number of women

empowered (0) 1 2 3 4 5




Number of people

employed (0) 1 2 3 4 5




excluded sections).

Description of

proposals to meet

this aim

(0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5





Environmental

Report (or EIA) (0) 1 2 3 4 5



be reduced.

Occurrence

monitored (0) 1 2 3 4 5





Financial Plan

showing projected

growth and

(0) 1 2 3 4 5

78

monitoring




where possible.

Description of

sources (0) 1 2 3 4 5





labour.

Description of



4) Strengthen public sector management and oversight






4

This policy would enhance governance, evidence-based HR

decision making, prevent system failure through regular

feedback and modification for continuous improvement at all

levels.




4




levels.




4




levels.

Pollution: Discharges of pollutants and waste 4 This policy would enhance governance, evidence-based HR

79





levels.



where practical.

4




levels.






levels.




practical.

4




levels.





4




levels.



people.

4




levels.




excluded sections).

4




levels.


to land. 4




levels.


to water. 4




levels.

80






levels.





levels.





4




levels.



be reduced.

4




levels.




economic growth.

4




levels.




4




levels.





4




levels.

81


5) Improve the working environment and conditions






Sensitive areas





Vulnerable areas





Quantity /type of





Quantity /type of






materials (0) 1 2 3 4 5


natural character.

Minimum flows/






Use of GIS /

database to

highlight sensitive

areas

(0) 1 2 3 4 5





expression.

Financial or other


82


women.

Number of women

empowered (0) 1 2 3 4 5




Number of people

employed (0) 1 2 3 4 5




excluded sections).

Description of

proposals to meet

this aim

(0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5


assisted (0) 1 2 3 4 5





Environmental

Report (or EIA) (0) 1 2 3 4 5



be reduced.

Occurrence

monitored (0) 1 2 3 4 5





Financial Plan

showing projected

growth and

monitoring

(0) 1 2 3 4 5




where possible.

Description of

sources (0) 1 2 3 4 5

83





labour.

Description of



5) Improve the working environment and conditions






5

A well-resourced and functional Public Services Commission

with committed and dedicated staff would lead to enhanced

delivery of its functions which would thereby impact positively

on the performance of public service organizations at all levels.




5








5








5







where practical.

5





84










practical.

5









5







people.

5








excluded sections).

5






to land. 5






to water. 5















85






5







be reduced.

5








economic growth.

5








5









5





86

CHAPTER FOUR

4.1 SECTOR PROGRAMME OF ACTION

INTRODUCTION

The programme of action was generated from the policy objectives, strategies and programmes of the Commission. It provides

detailed information of the activities, cost and corresponding collaborating agencies which will be engaged in the

implementation of the projects and programmes (see table below).

Table 45: Development Programmes and sub-programmes of the PSC for 2014-2017

Adopted objectives

Adopted strategies

Programmes and sub-

programmes

Projects Location Indicators Time frame Indicative Budget Implementing Agencies

2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating

1.Enhance supervision and productivity in the public service

1.Institutionalise performance management policy in the public service 2.Strenghten capacity to implement performance management system at all functional levels in public service organisations

Public Service Human Resource Management Sub; Performance Management System and Organisational Development and Management (PMS)

Develop and implement performance management systems in all public service organizations

Accra Number. of Public Service Organizations implementing the new performance appraisal instruments

149,989 PSC(MSD)

Selected Public Service Institutions

87

Table 46– Development Programmes and sub-programmes of the MDA for 2014-2017 Adopted

objectives Adopted

strategies Programmes

and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF

Donor

Lead Collaborating

2.Establish a reliable public service-wide human resource management information system

1.Design and implement Human Resource Management Information System(HRMIS). 2.Co-ordinate capacity building of public service. organizations for effective implementation of the HRMIS 3.Analyse and disseminate data on HR in the public service

Public Service Human Resource Management Sub; Research ,information, monitoring and Evaluation

Established HRMIS in all public service organizations

Country-Wide

Number of MDAs covered and captured into the HRMIS systems

1,434,990 PSC (MSD)

OHCS, GSS, KACE, GHS, GES, NITA, LGSS, CAG, MOFEP

88

Table47 – Development Programmes and sub-programmes of the MDA for 2014-2017 Adopted

objectives Adopted


and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating

3.Promote excellence in people management

1.Develop a comprehensive policy framework and manual to guide human resource governance and management in the Public Service. 2.Sensitize staff of public service organizations on the Policy Framework and Manual. 3.Build capacity of the Public Service for effective implementation of the Policy Framework and Manual.

Public Service Human Resource Management Sub; Recruitment and Career Development

Develop and implement Human Resource Management Policy Framework and Manual in the public services

Country-Wide

Number. of Public Service Organizations implementing the HR Policy framework and Manual

127,500 PSC OHCS, GSS, GHS, GES, LGSS, MOFEP, GIMPA, MDPI, SEC, IHP, AUDIT SERVICE, IMMIG. SERVICE, Consultant

89

Table 48 – Development Programmes and sub-programmes of the MDA for 2014-2017 Adopted

objectives Adopted

strategies Programmes and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor Lead Collaborating

4.Strengthen public sector management and oversight

1.Standardise rules, regulations and performance measures governing public sector management 2.Instutionalise training of public sector boards and Chief Executives

Public Service Human Resource Management Sub; Governance

Develop and implement the governance manual for the public service

Country-Wide

Number of Public Service Organizations trained and implementing the Governance Manual

307,700 PSC Governing Boards/Councils

90


objectives Adopted strategies Programmes

and sub-programmes

Projects Location

Indicators Time frame Indicative Budget Implementing Agencies

2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating

5.Improve the working environment and conditions

1.Upgrade the infrastructural base of the Commission 2.Review conditions of service in accordance with prevailing Government Policy

Management and Administration


Rehabilitate the commission building, purchase office equipment’s and review and implement the new conditions of service

Accra No. of Offices rehabilitated and rehabilitated b.percentage Level of implementation of the condition of service

270,000 PSC(F&A)

PWD,AESL

91


objectives Adopted


and sub-programmes

Projects Location


2014

2015

2016

2017

GoG GH₡

IGF Donor Lead Collaborating

6.Promote the reduction of HIV/AIDS/STI/TB transmission, its proper management and promote healthy lifestyle

i) Intensify education of staff to reduce infection and impact of HIV, AIDS and TB ii) Improve access to testing, counseling and use of condoms for PSC staff



Organise VCT for

Staff and distribute

6000 female and

male condoms to

staff of the

Commission

Accra Number of VCT organized No.of Male and female condoms distributed

30,000 PSC(F&A)

Ghana Aids Commission

SUB-TOTAL 2014 GH₡2,320,179.00

92


objectives Adopted


and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating



Public Service Human Resource Management Sub; Performance Management System and Organizational Development and Management (PMS)

Implement performance management systems in all public service organizations 2.Organisational development in public service institutions

Country-Wide

Number. of Public Service Organizations implementing the new performance appraisal instruments

169,989 PSC (MSD)


93


objectives Adopted


and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF

Donor

Lead Collaborating





Country-Wide


1,634,990 PSC (MSD)


94



and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





Country-Wide



95


objectives Adopted


and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





Country-Wide



96


objectives Adopted



2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





1.Rehabilitate the commission building and purchase office equipment 2.Review and implement the Conditions of service for PSC staff


363,900 PSC(F&A)

PWD,AESL

97



and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating


i)Intensify education of staff to reduce infection and impact of HIV, AIDS and TB ii) Improve access to testing, counseling and use of condoms for PSC staff



Organise VCT

for Staff and

distribute 3000

female and

male condoms

to staff of the

Commission


20,000 PSC(F&A) Ghana Aids Commission

SUB-TOTAL 2015 GH₡2,743,079.00

98


objectives Adopted strategies Programmes and

sub-programmes Projects Loca

tion Indicators Time frame Indicative Budget Implementing

Agencies

2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating



Public Service Human Resource Management Sub; Performance Management System and Organizational Development and Management

implement performance management systems in all public service organizations 2.Organisational development in public service institutions

Country-Wide


189,004 PSC(MSD)


99


objectives Adopted strategies Programmes and

sub-programmes Projects Location Indicators Time frame Indicative Budget Implementing

Agencies

2014

2015

2016

2017

GoG GH₡

IGF

Donor

Lead Collaborating





Country-Wide


1,934,789 PSC (MSD)


100



and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





Country-Wide



101


objectives Adopted


Projects Location


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





Country-Wide



102


objectives Adopted



2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating







473,900 PSC(F&A)

PWD,AESL

103


objectives Adopted


and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





Organize VCT for

Staff and

distribute 4000

female and male

condoms to staff

of the

Commission



SUB-TOTAL 2016 GH₡3,347,893.00

104


objectives Adopted


Projects Location


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating



Public Service Human Resource Management Sub; Performance Management System and Organizational Development and Management (PMS)

Monitor and evaluate the performance management systems in all public service organizations 2.Organisational development in public service institutions

Country-Wide


329,989 PSC(MSD)


105


objectives Adopted

strategies Programmes and sub-

programmes Projects Location Indicators Time frame Indicative Budget Implementing

Agencies

2014

2015

2016

2017

GoG GH₡

IGF

Donor

Lead Collaborating





Country-Wide


2,434,990 PSC (MSD)


106



and sub-programmes

Projects Location


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





Country-Wide



107


objectives Adopted


and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





Country-Wide



108


objectives Adopted


and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating







663,900 PSC(F&A)

PWD,AESL

109


objectives Adopted


and sub-programmes


2014

2015

2016

2017

GoG GH₡

IGF Donor

Lead Collaborating





Organize VCT

for Staff and

distribute 4000

female and

male condoms

to staff of the

Commission

Accra Number of VCT organized No.of Male and female condoms


SUB-TOTAL 2017 GH₡4,253,277.00

GRAND TOTAL GH₡12,664,428.00

110

4.3 Indicative Financial Plan

In line with the Medium Term Development Plan, the PSC has come out with a comprehensive programme of action from 2014 –

2017. In order to facilitate the implementation of the plan, the PSC has prepared an Annual Action Plans for implementation from

2014 to 2017.The Annual Action Plan was taken from the Medium Term Development Plan of the PSC. The total cost for the

implementation of the Annual Action for 2014 is estimated at GH₡2,320,179.00.

The chunk of the funds for the implementation of some of the activities identified will come from the Government of Ghana.

Proposals will be written to other donors to assist financially in the implementation of the Medium Term Development Plan. The total

cost of the MTDP is estimated at Twelve Million, Six Hundred and Forty-Four Thousand, Four Hundred and Twenty-Eight Ghana Cedis

(GH¢ 12,644,428.00. It is therefore incumbent on the Commission due to its experience of low budgetary allocation to explore other

indigenous ways of mobilizing revenue for the implementation of the plan as outlined in the strategic plan.

As part of the strategy, the Commission will lobby MOFEP to re-adjust upwards the budget ceiling for the Commission. Attempts will

be made to discuss with MOFEP the possibility of using part if not all of the internally generated funds for implementation of

activities in the annual action plans.

Proposal writing for donor support will vigorously be pursued. Collaboration and effective coordination will be encouraged among

MDAs with similar programmes to avoid duplication of financial resources. The PSC will also ensure a prudent financial

management in the areas of expenditure controls and management. Expenditure will be carried to ensure value for money and all

procurements will be done in accordance with the provision as outlined in the Public Procurement Act, Act 663.

In all the underlying issues above, the Commission will play a very proactive role in the seeking of donors, ensure an expeditious

financial management and collaborate and coordinate with other stakeholders especially those in the MDAs to avoid duplication

of financial and material resources

The implementation of the Annual Action Plan would among others address the training needs of the Commission as well as the re-

equipping and re-tooling of the necessary logistics and equipment for the effective functioning of the Commission.

The PSC will channel its budgetary allocation from the Government of Ghana for the implementation of the Annual action plan.

Other development partners and donors such as the Friedrich Ebert Foundation, USAID, GTZ, SNV and will be consulted for

technical, material and financial assistance to enable the Commission implement this Annual Action Plan.

111

Chapter 5

ANNUA ACTION PLANS

The Annual Action Plans was generated from the policy objectives, strategies and programmes of the Commission. It provides

detailed information of the activities, cost, the quarterly scheduled activities and corresponding collaborating agencies which will

be engaged in the implementation of the projects and programmes (see table below).

Table 69- ANNUAL ACTION PLANS 2014

PSCs Adopted Policy objectives

PSCs Adopted Strategies

PSCs Programmes and Sub-programmes

Annual Activities

Location

Output Indicators

Quarterly Time schedule Indicative Budget Implementing Agencies

1st 2nd 3rd 4th GoG

GH₡

IGF

Donor

Lead Collaborating

Enhance supervision and productivity in the public service


Performance Management System and Organisational Development and Management (PMS)

(I)Facilitate review and development of job description and scheme of service for fifty(50) public service organizations

Accra No.of job description and scheme of service develop and reviewed

12,000.00

PSC(MSD) Selected Public Service Institutions

112





Annual Activities

Location

Output Indicators


1st 2nd 3rd 4th GoG

GH₡

IGF Donor

Lead Collaborating




(ii) Issue out performance management policies to public service organizations

Accra No.of Public service urganisation issued with the PMS

8,000.00


113


PSC Adopted Policy objectives

PSC Adopted Strategies

PSC Programmes and Sub-programmes

Annual Activities Location

Output Indicators

Quarterly Time schedule

Indicative Budget Implementing Agencies

1st

2nd 3rd 4th GoG GH₡

IGF Donor

Lead Collaborating



Performance Management System and Organizational Development and Management (PMS)

iii) Professionalize HR Function in the public service

Accra No.of public service organisation trained in the profesionalisation of their HR

50,000


114






Output Indicators


1st 2nd 3rd 4th GoG GH₡

IGF Donor

Lead Collaborating




iv) Facilitate training programmes in performance management

Accra No. of training organised for public service organisations in PMS

30,000


115





Annual Activities

Location

Output Indicators




IGF Donor

Lead Collaborating




v) Monitor and evaluate the Performance Management System

Accra 8,700.00


116




Annual Activities

Location

Output Indicators



IGF Donor

Lead Collaborating




i)Sensitise

end users

of pilot

MDAs on

the

establishme

nt of the

HRMIS

Accra No.of staff trained in the HRMIS

17,500.00

PSC(MSD)


ii)Build the

capacity of

the end

users of the

HRMIS

Accra

23,500.00

PSC(MSD)


117




Annual Activities

Location

Output Indicators



IGF Donor

Lead Collaborating




iii)Recruit

technical teams

for the

implementatio

n of the

HRMIS

Accra No.of Pilot MMDAs and MDAs established on the system

175,200.00

PSC MOFEP

iv)Facilitate

the

establishment

of the system

in the pilot

MDAs and

MMDAs

Accra

105,200.00

PSC(MSD)


118

Table 76 ANNUAL ACTION PLANS 2014




Annual Activities

Location

Output Indicators




IGF Donor

Lead Collaborating




v) Validate

the

operation

of the

HRMIS

Accra

27,000.00

PSC(MSD)


vi)Monitor

and

evaluate

the

performanc

e of

HRMIS

Accra

45,000.00

PSC(MSD)


119





Annual Activities

Location Output Indicators



IGF Donor

Lead Collaborating


1. Design and implement Human Resource Management Information System (HRMIS). 2.Co-ordinate capacity building of public service. organizations for effective implementation of the HRMIS 3.Analyse and disseminate data on HR in the public service


vii) Roll out

the system to

50 MDAs

and MMDAs

Accra No.of MDA s and MMDAs roll out

50,000.00


viii)Generate

annual report

on the state

of the

HRMIS

Accra

15,000.00

PSC(MSD) OHCS, GSS, KACE, GHS, GES, NITA, LGSS, CAG, MOFEP

120




Annual Activities

Location

Output Indicators



1st 2nd 3rd 4th GoG IGF Donor

Lead Collaborating


1.Develop a comprehensive policy framework and manual to guide human resource governance and management in the Public Service. 2. Sensitize staff of public service organizations on the Policy Framework and Manual. 3. Build capacity of the Public Service for effective implementation of the Policy Framework and Manual.


i) Launch the

Human

Resource

Policy

Framework

and Manual

Accra No.of public service organisations sensitised

20,000.00

PSC(HRPD) Selected Public Service Institutions

ii) Sensitize

Heads of

public

service

organization

and Human

Resource

Managers

Accra 15,000.00


121




Annual Activities

Location

Output Indicators



1st

2nd 3rd 4th GoG IGF Donor

Lead Collaborating




iii)Build

capacity

of Human

Resource

Managers.

Accra

No.of human resource managers trained

21,000.00

PSC(HRPD)


iv)Monito

r and

Evaluate

the use of

the HR

manual in

the MDAs

and

MMDAs

21,000.00

PSC(HRPD)


122





Annual Activities

Location

Output Indicators



1st 2nd 3rd 4th GoG IGF

Donor

Lead Collaborating




v) Generate

report on the

state of

recruitment

and career

development

in the public

service

Accra

No.of reports produced

18,000.00

PSC(HRPD) PSC

vi) Establish

Counseling

Unit.

7,000.00

PSC(HRPD) PSC

123





Annual Activities

Location

Output Indicators




Lead Collaborating




vii) Conduct

three

promotional

Exams for

the Public

Services

annually.

Country-wide

No of

Public

Service

Qualifying

Promotion

Examinati

ons

Conducted

.

% of

petitions

and

complaint

s resolved

13,500.00


viii)Process

Petitions

and

Complaints

from public

servants,

MDAs and

MMDAs

Country-wide

2,000.00


124





Annual Activities





Lead Collaborating




i) Launch

governance

manual for the

public service

Country-wide

No.of Boards members, CEO s and Chief Directors trained

20,000.00

PSC Presidency, Governing Board/Council, Council of State

ii) Sensitize

Boards and

Management

of public

service

organizations

on the manual

Country-wide

15,000.00


125





Annual Activities

Location

Output Indicators




Lead Collaborating




iii)Monitor,

evaluate and

generate

report on

the use of

the manual

Country-wide

No.of Conference organized

20,000.00


Organize

Annual

Conference

of Chief

Directors,

Chief

Executives,

and

Governing

Boards.

Country-wide

40,000.00


Chief Directors,

Chief Executives

126





Annual Activities

Location

Output Indicators




Lead Collaborating




Organize

Annual

conference

of Human

Resource

Managers of

public

service

organization

Country-wide

No.of HR Managers conference organized No.of AU/Africa Public Service Day organized

21,000 PSC Selected Public Service Institutions

Organize

Annual

Activities to

commemora

te the

UN/AU

Public

Service Day

Country-wide


127






Output Indicators



1st

2nd

3rd 4th GoG IGF

Donor

Lead Collaborating





i)Conduct structural

defects of the

Commission

building

ii) Purchase office

equipment

iii) Purchase 2

vehicles and a new

engine

Accra Commission building rehabilitated No.of computers,no.ofprinters procured No.of vehicles procured Condition of service document produced

1. OO

30,000 40,000 140,393

PSC PWD,AESL, Service Providers

2.Review and

develop a new

Conditions of

service for PSC

staff

Accra

10,000 PSC FW&SC,MOF

128






Output Indicators



1st 2nd

3rd 4th GoG IGF

Donor

Lead Collaborating





Organize VCT for

Staff of the

Commission

Accra No.VCT organized No. of male and female condoms distributed to staff

30,000

PSC Ghana Aids Commission

Distribute 3000

female and male

condoms to staff of

the Commission

10,000 PSC Ghana Aids Commission

129





Annual Activities

Location

Output Indicators


1st 2nd 3rd 4th GoG

GH₡

IGF

Donor

Lead Collaborating




Develop a new Service Charter for the Commission

Accra No. of service charter developed for the commison

17,000.00

PSC(MSD) HRPD,RIME,F&A

130

Table 88 - ANNUAL ACTION PLANS 2015




Annual Activities

Location

Output Indicators


1st 2nd 3rd 4th GoG

GH₡

IGF

Donor

Lead Collaborating




(I)Facilitate review and development of job description and scheme of service for Sixty (60) public service organizations

Accra No of job

description and scheme of service developed

27,000.00


131





Annual Activities

Location

Output Indicators Quarterly Time schedule


1st 2nd 3rd 4th GoG

GH₡

IGF Donor

Lead Collaborating




(ii) Development

of Proposal and

Assessment

Instruments for

review

Accra No of proposals

developed 8,000.00


132






Output Indicators



1st

2nd 3rd 4th

GoG GH₡

IGF Donor

Lead Collaborating




iii) Submission of

Second Draft for

approval by the

Commission for

Stakeholder

Consultations

Accra 50,000


133





Annual Activities

Location

Output Indicators



1st 2nd 3rd 4th

GoG GH₡

IGF Donor

Lead Collaborating




iv) Organize Stakeholder

Consultations on

the Draft

Document

Accra 30,000


134





Annual Activities

Location

Output Indicators




IGF Donor

Lead Collaborating




Printing of the

Guidelines for

distribution to

Client

Organizations

Launching/Pu

blication and

Distribution

of the

Instruments

Accra No of

guidelines

produced

8,700.00


135




Annual Activities

Location

Output Indicators



IGF Donor

Lead Collaborating




i)Sensitise

end users

of some

selected

MDAs on

the

establishme

nt of the

HRMIS

(phase 2)

Accra 17,500.00

PSC(MSD)


ii)Build the

capacity of

the end

users of the

HRMIS

Accra

43,500.00

PSC(MSD)


PSCs PSCs PSCs Annual Locati Output Quarterly Time schedule Indicative Budget Implementing Agencies

136

Adopted Policy objectives

Adopted Strategies

Programmes and Sub-programmes

Activities on Indicators 1st 2nd 3rd 4th GoG GH₡

IGF Donor

Lead Collaborating




iii)Recruit

Specialist(data

and computer

specialist) for

the

implementatio

n of the

HRMIS

Accra

75,200.00

PSC MOF

iv)Facilitate

the

establishment

of the system

in some

selected

MDAs and

MMDAs

Accra

105,200.00

PSC(MSD)


137





Annual Activities

Location

Output Indicators




IGF Donor

Lead Collaborating




v) Validate

the

operation

of the

HRMIS

Accra

27,000.00

PSC(MSD)


vi)Monitor

and

evaluate

the

performanc

e of

HRMIS

Accra

45,000.00

PSC(MSD)


138





Annual Activities

Location

Output Indicators



IGF Donor

Lead Collaborating




vii) Roll out

the system to

100 MDAs

and MMDAs

Accra

100,000.00


viii) Generate

annual report

on the state of

the HRMIS

Accra

25,000.00

PSC(MSD) OHCS, GSS, KACE, GHS, GES, NITA, LGSS, CAG, MOFEP

139




Annual Activities

Location

Output Indicators




Lead Collaborating




i) Print 2000

copies of the

Human

Resource

Management

Policy

Framework

and Manual

Accra

30,000.00


ii) Sensitize

Heads of

public

service

organization

and Human

Resource

Managers

Accra 55,000.00


140




Annual Activities

Location

Output Indicators




Lead Collaborating




iii) Build

capacity of

Human

Resource

Managers.

Accra

23,000.00

PSC(HRPD)


iv)Monitor

and

Evaluate

the use of

the HR

manual in

the MDAs

and

MMDAs

23,000.00

PSC(HRPD)


141

Table 99 : ANNUAL ACTION PLANS 2015




Annual Activities

Location

Output Indicators




Donor

Lead Collaborating




v) Generate

report on

the state of

recruitment

and career

developmen

t in the

public

service

Accra

20,000.00

PSC(HRPD) PSC

vi) Purchase

office

equipment

for the

Counseling

Unit.

20,000.00

PSC(HRPD) PSC

142





Annual Activities

Location

Output Indicators




Lead Collaborating




vii) Conduct

three

promotional

Exams for

the Public

Services

annually.

Country-wide

No.of

Public

Service

Qualifying

Promotion

Examinati

ons

Conducted

.

% of

petitions

and

complaint

s resolved

14,500.00


viii)Process

Petitions

and

Complaints

from public

servants,

MDAs and

MMDAs

Country-wide

3,000.00


143





Annual Activities





Lead Collaborating




i) Print 2000

copies of the

Governance

manual for the

public service

Country-wide

25,000.00


ii) Sensitize

Boards and

Management

of public

service

organizations

on the manual

Country-wide

48,000.00


144





Annual Activities

Location

Output Indicators




Lead Collaborating




iii)Monitor,

evaluate and

generate

report on

the use of

the manual

Country-wide

No of Conference organized

20,000.00


Organize

Annual

Conference

of Chief

Directors,

Chief

Executives,

and

Governing

Boards.

Country-wide

60,000.00


Chief Directors,

Chief Executives

145





Annual Activities

Location

Output Indicators




Lead Collaborating




Organize

Annual

conference

of Human

Resource

Managers of

public

service

organization

Country-wide

No.of HR Managers conference organized AU/Africa Public Service Day organized


Organize

Annual

Activities to

commemora

te the

UN/AU

Public

Service Day

Country-wide


146






Output Indicators



1st 2nd

3rd 4th GoG IGF

Donor

Lead Collaborating



Management and Administration Sub-Programme: General Administration and Finance

i) Rehabilitee some

selected offices of the

Commission building

ii) Purchase Printers

Laptops and Air

conditioners for the

Commission

iii) Purchase one

utility vehicle, Motor

bike and major body

works on the

Commission Bus

Accra

120,000 80,000 300,000


2.Implemet the new

Conditions of service

for PSC staff

(Organize staff

meeting on the

Conditions of Service

Accra

180,000 PSC MOF

147






Output Indicators


Indicative Budget

Implementing Agencies


Donor

Lead Collaborating





Organize VCT for

Staff of the

Commission

Accra

10,000


Distribute 4000

female and male

condoms to staff of

the Commission


148





Annual Activities

Location

Output Indicators


1st 2nd 3rd 4th GoG

GH₡

IGF

Donor

Lead Collaborating




(I)Facilitate review and development of job description and scheme of service for Seventy (70) public service organizations

Accra 21,000.00


149






Output Indicators



1st

2nd

3rd 4th GoG

GH₡

IGF Donor

Lead Collaborating




(ii) Development of

Proposal on Scope of

Monitoring/Evaluation

for review

Accra

8,000.00


150






Output Indicators




IGF Donor

Lead Collaborating




iii) Development of

draft Data Collection

Instruments for review

Accra 12,000.00


151

Table- ANNUAL ACTION PLANS 2016





Output Indicators




IGF Donor

Lead Collaborating




iv) Submission of

Second Draft for

approval by the

Commission for

Stakeholder

Consultations

Accra 7,000


152






Output Indicators




IGF

Donor

Lead Collaborating




v) Stakeholder

Consultations on the

adoption of the Data

Collection

Instruments

vi) Conduct ,submit

and disseminate

Survey Report

Accra 15,700.00


153




Annual Activities

Location

Output Indicators




IGF Donor

Lead Collaborating




i) Sensitise

and build

capacity of

end users of

some selected

MDAs on the

establishment

of the HRMIS

(phase 3

Accra 37,500.00

PSC(MSD)


)Facilitate the

establishment

of the system

in some

selected

MDAs and

MMDAs

Accra

69,500.00

PSC(MSD)


PSCs PSCs PSCs Annual Locati Output Quarterly Time schedule Indicative Budget Implementing Agencies

154

Adopted Policy objectives

Adopted Strategies

Programmes and Sub-programmes

Activities on Indicators 1st 2nd 3rd 4th GoG GH₡

IGF Donor

Lead Collaborating




iii) Roll out the

system to 250

MDAs and

MMDAs

Country-wide

17,200.00

PSC Selected Public Service Institutions

155





Annual Activities

Location

Output Indicators




IGF Donor

Lead Collaborating




v) Conduct

monitoring

and

evaluation

exercise

Accra

45,000.00

PSC(MSD)


vi) Generate

annual

report on

the state of

the HRMIS

21,000 PSC(MSD)


156




Annual Activities

Location

Output Indicators




Lead Collaborating




i) Print 2000

copies of the

Human

Resource

Policy

Framework

and Manual

Accra

27,000.00


ii) Sensitize

Heads of

public

service

organization

and Human

Resource

Managers

Accra 45,000.00


157




Annual Activities

Location

Output Indicators



1st


Lead Collaborating




iii)Build

capacity of

Human

Resource

Managers.

Accra

44,000.00

PSC(HRPD)


iv)Monitor

and

Evaluate the

use of the

HR manual

in the

MDAs and

MMDAs

25,000.00

PSC(HRPD)


158

ANNUAL ACTION PLANS 2016




Annual Activities

Location

Output Indicators




Donor

Lead Collaborating




v) Generate

report on the

state of

recruitment

and career

development

in the public

service

Accra

18,000.00

PSC(HRPD) PSC

vi) Purchase

office

equipment

for the

Counseling

Unit.

10,000.00

PSC(HRPD) PSC

159





Annual Activities

Location

Output Indicators




Lead Collaborating




vii) Conduct

three

promotional

Exams for

the Public

Services

annually.

Country-wide

No of

Public

Service

Qualifying

Promotion

Examinati

ons

Conducted

.

% of

petitions

and

complaint

s resolved

15,500.00


viii)Process

Petitions

and

Complaints

from public

servants,

MDAs and

MMDAs

Country-wide

5,000.00


160





Annual Activities





Lead Collaborating




i) Print 100

copies of the

Governance

Manual for

the public

service

Country-wide

18,000.00


ii) Sensitize

Boards and

Management

of public

service

organizations

on the manual

Country-wide

65,000.00


161





Annual Activities

Location

Output Indicators




Lead Collaborating




iii)Monitor,

evaluate and

generate report

on the use of

the manual

Country-wide


20,000.00


Organize

Annual

Conference of

Chief

Directors,

Chief

Executives,

and Governing

Boards.

Country-wide

75,000.00


Chief Directors,

Chief Executives

162





Annual Activities

Location

Output Indicators




Lead Collaborating




Organize

Annual

conference

of Human

Resource

Managers of

public

service

organization

Country-wide

No of HR Managers conference organized AU/Africa Public Service Day organized


Organize

Annual

Activities to

commemora

te the

UN/AU

Public

Service Day

Country-wide


163






Output Indicators



1st 2nd

3rd 4th GoG IGF

Donor

Lead Collaborating





i) Rehabilitee some


Commission building

ii) Purchase Heavy

Duty Photocopiers,

Computers ,Office

Chairs and Tables

iii) Purchase two 4X4

Cross country vehicle,

and 1 Saloon Vehicle

Accra

230,000 140,000 440,393


2.Review and develop

a new Conditions of

service for PSC staff

Accra

140,000 PSC MoF

164






Output Indicators



1st 2nd

3rd 4th GoG IGF

Donor

Lead Collaborating





Organize VCT for

Staff of the

Commission

Accra

15,000


Distribute 3000

female and male

condoms to staff

of the Commission


165





Annual Activities

Location

Output Indicators


1st 2nd 3rd 4th GoG

GH₡

IGF

Donor

Lead Collaborating




(I)Facilitate review and development of job description and scheme of service for fifty(50) public service organizations

Accra 13,000.00


166






Output Indicators




IGF Donor

Lead Collaborating




iii) Professionalize HR Function in the public service

Accra 70,000


167






Output Indicators



1st

2nd

3rd 4th GoG GH₡

IGF Donor

Lead Collaborating




iv) Facilitate training programmes in performance management

Accra 60,000

PSC(MSD) Public Service Institutions

168





Annual Activities

Location

Output Indicators




IGF Donor

Lead Collaborating




v) Monitor and evaluate the Performance Management System

Accra 9,700.00

PSC(MSD) All Public Service Institutions

169




Annual Activities

Location

Output Indicators



IGF Donor

Lead Collaborating




i)Facilitate

the

establishme

nt of the

system in

all MDAs

and

MMDAs

Country-wide

45,500.00


170





Annual Activities

Location

Output Indicators




IGF Donor

Lead Collaborating




v) Validate

the

operation

of the

HRMIS

Accra

27,000.00

PSC(MSD)

All Public Service Institutions

vi)Monitor

and

evaluate

the

performanc

e of

HRMIS

Accra

45,000.00

PSC(MSD)

All Public Service Institutions

171





Annual Activities




IGF Donor

Lead Collaborating




vii) Roll out

the system to

all MDAs

and MMDAs

Accra

150,000.00


viii)Generate

annual report

on the state

of the

HRMIS

Accra

20,000.00


172




Annual Activities

Location

Output Indicators




Lead Collaborating




i) Print 500

copies of the

Human

Resource

Policy

Framework

and Manual

Accra

17,000.00


ii) Sensitize

Heads of

public

service

organization

and Human

Resource

Managers

Accra 35,000.00


173




Annual Activities

Location

Output Indicators



1st


Lead Collaborating




iii)Monitor

and

Evaluate

the use of

the HR

manual in

the MDAs

and

MMDAs

Accra

33,000.00

PSC(HRPD)


174





Annual Activities

Location

Output Indicators




Donor

Lead Collaborating




v) Generate

report on the

state of

recruitment

and career

development

in the public

service

Accra

18,000.00

PSC(HRPD) PSC

175





Annual Activities

Location

Output Indicators




Lead Collaborating




vii) Conduct

three

promotional

Exams for

the Public

Services

annually.

Country-wide

No of

Public

Service

Qualifying

Promotion

Examinati

ons

Conducted

.

% of

petitions

and

complaint

s resolved

16,500.00


viii)Process

Petitions

and

Complaints

from public

servants,

MDAs and

MMDAs

Country-wide

8,000.00


176





Annual Activities





Lead Collaborating




i) Print 500

copies of the

Governance

Manual for

the public

service

Country-wide

20,000.00


ii) Sensitize

Boards and

Management

of public

service

organizations

on the manual

Country-wide

45,000.00


177





Annual Activities

Location

Output Indicators




Lead Collaborating




iii)Monitor,

evaluate and

generate

report on

the use of

the manual

Country-wide


20,000.00


Organize

Annual

Conference

of Chief

Directors,

Chief

Executives,

and

Governing

Boards.

Country-wide

80,000.00


Chief Directors,

Chief Executives

178





Annual Activities

Location

Output Indicators




Lead Collaborating




Organize

Annual

conference

of Human

Resource

Managers of

public

service

organization

Country-wide

No of Managers conference organized AU/Africa Public Service Day organized


Organize

Annual

Activities to

commemora

te the

UN/AU

Public

Service Day

Country-wide


179






Output Indicators



1st 2nd

3rd 4th GoG IGF

Donor

Lead Collaborating





i) ) Rehabilitee some


Commission building

ii) Purchase Heavy

Duty Photocopiers,

Computers ,Office

Chairs and Tables

iii) Purchase One 4X4

Cross country vehicle,

and 3 Saloon Vehicle

Accra

330,000 140,000 440,393


2.Review and develop

a new Conditions of

service for PSC staff

Accra

179,000 PSC MoF

180






Output Indicators



1st 2nd

3rd 4th GoG IGF

Donor

Lead Collaborating





Organize VCT for

Staff of the

Commission

Accra

10,000


Distribute 3000

female and male

condoms to staff of

the Commission


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