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Ministry of Finance – Medium Term Development Plan 2014-2017

MINISTRY OF FINANCE

Sector Medium Term Development Plan (SMTDP)

2014-2017

JUNE, 2014

Republic of Ghana


PREFACE

As the statement of the investment priorities of the Ministry of Finance for the period 2014–

2017, this Medium Term Development Plan is in line with the Government’s Medium-Term

Development Policy Framework, Ghana Shared Growth Development Agenda II

(GSGDAII). The plan has been developed through the collaborative efforts of various

Divisions, Agencies and Department (DADs) of the Ministry. It builds on the achievements

and challenges arising out of the implementation of the Ministry’s Medium Term

Development Plan for 2010 – 2013 and also incorporates newly emerging issues that need to

be addressed.

The mission of the Ministry is to ensure macroeconomic stability for the promotion of

sustainable economic growth and development of Ghana. A lot has been done in stabilising

the economy and forging ahead on a trajectory of a shared growth by all Ghanaians. Our

economic policies in relation to fiscal consolidation, expenditure rationalisation policies,

revenue reforms, debt management policies and real sector activities have helped to reduce

the budget deficit or overruns, and improve revenue collection and expenditure management

especially the wage bill.

The thrust of our economic policies, going forward, is to consolidate gains made so far in

preparation for the bright medium term prospects of a new gas era and increased oil revenue

in fulfilment of H.E. the President’s vision of economic freedom for all. This Plan gives

priority to the development and/ or scaling up of programmes and interventions that support

our country’s steady transition to the upper middle income status.

The successful implementation of this plan will require the coordinated action and

participation of all stakeholders including our Development Partners. I am confident that this

plan will inform the planning process of the Ministry and its DADs. I request and urge all

members of my Ministry to put great effort into implementing this plan as a means of

supporting the achievement of better prosperity and development of our nation and its people.

HON. SETH TERKPER

MINISTER FOR FINANCE


ACKNOWLEDGEMENT

The development process of this Medium Term Development Plan was characterised by extensive

consultations among various stakeholders marked strategic plan. The Honourable Minister of Finance

and his two Deputies provided the required leadership and direction for the process. The process was

organized through two main technical and core groups who worked under the direct supervision of

myself and Mr. Azu Sam-Aziakor, Director, General Administration. The process was also supported

by the Directors of the ministry.

The effective stewardship by Head of the M&E Unit, Mr. Augustus Kwasi Adu was laudable. Much

appreciation goes Messrs Oteng Karikari and Isaac Issahaku Mumuni and Mrs. Lynda Cofie

Ladzekpo of the M&E Unit who patiently worked for long hours towards the successful preparation

of this plan. Ms. Victoria Benson, MIS Coordinator of the Ministry, is also appreciated for her efforts

in formatting and editing the plan.

Indeed, I cannot underplay the significant inputs and contributions of the representatives of the

various Divisions, Agencies and Department (DADs) of the Ministry for providing the inputs for the

plan. The inputs were harmonised and summarised before being consolidated to produce the first

draft. This draft was then shared with stakeholders who provided invaluable inputs that have been

duly incorporated into this final document.

Finally, the Ministry wishes to thank the National Development Planning Commission (NDPC) for its

facilitation role in the process. Mr. Jonathan Azasoo of the NDPC is commended for providing

technical support to the Plan Preparation Team.

MAJOR (RTD.) S. M. TARA

CHIEF DIRECTOR


TABLE OF CONTENTS

PREFACE ................................................................................................................................. 3

ACKNOWLEDGEMENT ....................................................................................................... 4

TABLE OF CONTENTS ........................................................................................................ 5

LIST OF TABLES ................................................................................................................... 8

ACRONYMS ............................................................................................................................ 9

EXECUTIVE SUMMARY ................................................................................................... 11

1 PROFILE/CURRENT SITUATION/BASELINE ........................................................ 14

1.1 Introduction ................................................................................................................. 14

1.1.1 The Aim of the Sector Medium Term Development Plan (SMTDP) .................. 14

1.1.2 Approach and Methodology ................................................................................ 15

1.1.3 Organization of the Plan ...................................................................................... 15

1.2 Vision, Mission, and Functions of MoF ..................................................................... 15

1.2.1 Vision ................................................................................................................... 15

1.2.2 Mission ................................................................................................................. 16

1.2.3 Core Values .......................................................................................................... 16

1.2.4 Objectives ............................................................................................................ 16

1.2.5 Functions .............................................................................................................. 17

1.3 Structure of the Ministry ............................................................................................. 17

1.4 Analysis of the Ministry’s Performance under GSGDA I (2010 – 2013) .................. 18

1.4.1 Economic Strategy Programme ........................................................................... 18

1.4.2 Public Financial Management Programme .......................................................... 24

1.4.3 Human Resources and Institutional Management Capacity Programme ............ 30

1.5 Current Sector Development Situation and Profile of MoF ....................................... 53

1.5.1 Profile of MoF...................................................................................................... 53

1.6 Summary of Key Development Problems/ Issues /Gaps Identified............................ 55


2 PRIORITISATION OF KEY DEVELOPMENT ISSUES .......................................... 57

2.1 Prioritized Key Development Issues ........................................................................... 57

2.2 Linking Prioritized Key Development Issues to Thematic Areas of the MTDPF ...... 57

2.3 General Summary of the POCC Analysis of the Key Development Issues ............... 59

3 DEVELOPMENT GOAL, ADOPTED OBJECTIVES AND STRATEGIES ........... 79

3.1 Introduction ................................................................................................................. 79

3.2 Strategic Policy Direction ........................................................................................... 79

4 DEVELOPMENT PROGRAMMES AND SUB-PROGRAMMES OF MoF ............ 86

4.1 Development Programmes and Sub-Programmes ...................................................... 86

4.1.1 Management and Administration ......................................................................... 87

4.1.2 Economic Policy Management ............................................................................ 88

4.1.3 Revenue Mobilisation .......................................................................................... 92

4.1.4 Expenditure Management Programme ................................................................ 93

4.2 Development Programmes/Sub-Programmes of Action of MoF for 2014-2017 Linked

to the MTEF ....................................................................................................................... 100

4.3 Indicative Financial Plan........................................................................................... 100

5 ANNUAL ACTION PLAN OF THE MINISTRY OF FINANCE ............................ 152

5.1 Introduction ............................................................................................................... 152

5.2 Annual Action Plan for 2014 .................................................................................... 192




6 MONITORING AND EVALUATION PLAN ............................................................ 340

7 COMMUNICATION STRATEGY .............................................................................. 341

7.1 The Strategic Objectives of the Communication Strategy ........................................ 342

7.2 Approach ................................................................................................................... 342

7.3 Methodologies........................................................................................................... 342


7.4 Communication Tools ............................................................................................... 343

7.5 Expected Output........................................................................................................ 346

7.6 Possible Challenges .................................................................................................. 346

8 APPENDICES ................................................................................................................ 347

8.1 Annex 1: Organogram of the Ministry of Finance.................................................... 347


LIST OF TABLES

Table 1: Resource Allocation by Programmes ........................................................................ 12

Table 2: Macroeconomic Indicators for 2010 - 2013 .............................................................. 21

Table 3: Performance Matrix ................................................................................................... 32

Table 4: Linking of Prioritized Key Development Issues to Thematic Areas ......................... 58

Table 5: POCC Analysis of Prioritised Key Development Issues (KDIs)............................... 60

Table 6: Medium Term Development Policy Framework and Sector Goal Compatibility

Matrix ....................................................................................................................................... 79

Table 7: Adoption of Policy Objectives and Strategies: Ministry of Finance ......................... 82

Table 8: Programmes and Sub-Programmes of MoF .............................................................. 86

Table 9: Linkage between Adopted Policy Objectives and Strategies, and Programmes and

Sub-Programmes ...................................................................................................................... 96

Table 10: Annual Cost of Programmes .................................................................................. 101

Table 11: MDA Programme of Action (PoA) (Annex 3) ...................................................... 102

Table 12: Ministry of Finance Annual Action Plan for 2014 (Annex 4A) ............................ 153

Table 13: Ministry of Finance Annual Action Plan for 2015 (Annex 4B) ............................ 193

Table 14: Ministry of Finance Annual Action Plan for 2016 (Annex 4C) ............................ 242

Table 15: Ministry of Finance Annual Action Plan for 2017 (Annex 4D) ............................ 290


ACRONYMS

ABB Activity Based Budgeting

BOG Bank of Ghana

BPEMS Budget and Public Expenditure Management System

CAGD Controller and Accountant Generals Department

CDP Community Development Programme

CEPS Customs Excise and Preventive Service

CET Common External Tariffs

CFT Combating the Financing of Terrorism

CIPFA Chartered Institute Of Public Finance and Accountancy

DeMPA Debt Management Performance Assessment

DNFBP Designated Non-Financial Business and Profession

DSA Debt Sustainability Analysis

ECOWAS Economic Community of West African States

EITI Extractive Industries Transparency Initiative

ERPFM External Review of Public Financial Management

FAA Financial Administration Act

FAR Financial Administration Regulations

FATF Financial Action Task Force

GDP Gross Domestic Product

GFI Ghana Fiscal Institute

GFS Government Finance Statistics

GIABA Inter-Governmental Action Group against Money Laundering

in West Africa

GIFMIS Ghana Integrated Financial Management Information System

GOG Government of Ghana

GPRS II Growth and Poverty Reduction Strategy

GSGDA Ghana Shared Growth and Development Agenda

GSS Ghana Statistical Service

IPPD Integrated Personnel and Payroll Database

JVC Joint Venture Companies

MDAs Ministries Departments and Agencies


MDBS Multi-Donor Budget Support

MDGs Millennium Development Goals

MDRI Multilateral Debt Relief Initiative

MMDAs Metropolitan, Municipal and District Assemblies

MOF Ministry of Finance

MTDPF Medium Term Development Policy Framework

MTEF Medium Term Expenditure Framework

NDPC National Development Planning Commission

NREG Natural Resource and Environmental Governance

OGM Office of Government Machinery

PARL Parliament

PE Personnel Emoluments

PEFA Public Expenditure and Financial Accountability

PEMU Public Expenditure Management Unit

PETS Public Expenditure Tracking Survey

RGD Registrar General’s Department

SEC Securities and Exchange Commission

SMTDP Sector Medium Term Development Plan

SOEs State Owned Enterprises

TIN Tax Identification Number

VAT Value Added Tax


EXECUTIVE SUMMARY

The Government of Ghana has since 1996 implemented various programmes and projects

aimed at reducing poverty and also enhancing the general well-being of the people of Ghana.

The main policy frameworks which have shaped Ghana’s development process over the

period are Vision 2020 (1996-2000) , Ghana Poverty Reduction Strategy I (GPRS I), (2003-

2005), Growth and Poverty Reduction Strategy II (GPRS II), (2006-2009) and the Ghana

Shared Growth and Development Agenda I (GSGDA I), (2010-2013). The Ghana Shared

Growth and Development Agenda II (GSGDA II), 2014-2017, developed by the National

Development Planning Commission (NDPC) in consultation with various key stakeholders, is

the latest policy framework underpinning the Sector Strategic Plans for the various

Ministries, Departments and Agencies (MDAs).

The Sector Strategic Plan of the Ministry of Finance (MoF) has been prepared within the

context of this new policy framework. The plan focuses mainly on the programmes and

projects to be implemented, expected outputs and outcomes, resources required and

implementation arrangements. It is expected that all Departments, Agencies, Divisions and

Units of the Ministry will work towards the implementation of planned programmes, sub-

programmes and projects with the hope to achieving the desired outputs, outcomes and the

change envisaged in the plan. It must be stated that, in line with guidelines issued by the

NDPC, the process for the preparation of this Sector Plan was highly participatory. It was

facilitated by the National Development Planning Commission.

The Ministry of Finance envisages to be recognized as a professional organization, providing

excellent Public Economic and Financial Management, improving accountability and good

governance. The Ministry exists to ensure economic growth with stability for the promotion

of sustainable development of Ghana and her people.

To achieve the above mission, the Ministry pursues the goal of the efficient and effective

management of the economy towards attainment of upper middle income status and poverty

reduction.

The Ministry will in the medium term 2014-2017 focus on four (4) out of the seven (7)

thematic areas under the Ghana Shared Growth Development Agenda II (GSGDA II) namely;


i. Ensuring and sustaining macroeconomic stability;

ii. Enhancing Competitiveness of Ghana’s Private Sector;

iii. Oil and Gas Development; and

iv. Transparent and Accountable Governance

Under the above mentioned thematic areas, five (5) main programmes which are consistent

with the relevant policy objectives under the Ghana Shared Growth and Development

Agenda II (GSGDA II) will be pursued. These programmes are Management and

Administration, Economic Policy Management, Statistics, Economic Research and

Forecasting, Expenditure Management and Public Debt Management.

Providing adequate funding is very critical for the smooth implementation of programmes

and projects in the plan. This is because the success or otherwise of the plan largely depends

on resource availability. The total cost for the implementation of planned programmes and

projects is estimated to be GH¢1,498,989,620.30 for the period 2014-2017.

The GOG allocation which is the main source of funding for the Ministry is estimated to be

GH¢1,171,912,050.70. This leaves a gap of GH¢327,077,569.60 to be funded from other

sources including support from Development Partners and Internally Generated Funds (IGF).

Table 1 below presents the estimated cost of the five (5) main programmes the Ministry

intends to implement.

Table 1: Resource Allocation by Programmes

S/N PROGRAMME TOTAL COST (GH¢) EXPECTED GOG

(GH¢)

GAP (GH¢)

1 Management and

Administration

GH¢240,786,928.70 GH¢0.00 GH¢0.00

2 Economic Policy

Management

GH¢313,840,198.00 GH¢98,400,842.00 GH¢215,439,356.00

3 Revenue Mobilisation GH¢131,477,254.35 GH¢114,720,716.25 GH¢16,756,538.10

4 Expenditure

Management

GH¢809,353,778.84 GH¢714,472,103.34 GH¢94,881,675.50

5 Public Debt GH¢3,531,460.41 GH¢0.00 GH¢0.00


Management

6 TOTAL GH¢1,171,912,050.70 GH¢1,498,989,620.30 GH¢327,077,569.60

The Ministry has also put the necessary mechanisms in place including a Monitoring and

Evaluation Plan to track the level of implementation and to ensure that the objectives of the

Sector Strategic Plan are achieved. Likewise, a communication strategy has been put in place

to create awareness about the Sector Medium Term Development Plan (SMTDP) of the

Ministry.

The communication plan is also to inform all stakeholders about the programmes, projects

and activities that the Ministry intends to implement during the period 2014-2017. There

would be greater emphasis on transparency and accountability thereby minimizing the

tendency for general resistance resulting from public uncertainty about the intended benefits

to be derived from the successful implementation of planned interventions.


CHAPTER ONE

PROFILE/CURRENT SITUATION/BASELINE

1.1 Introduction

The Government of Ghana over the last thirteen years (1996-2009) has been implementing a

combination of related programmes and projects aimed at improving the general well-being

of the people of Ghana. During this period, the various policy frameworks which have guided

the nation’s development process include Vision 2020 (1996-2000), Ghana Poverty

Reduction Strategy I (GPRS I), (2003-2005), Growth and Poverty Reduction Strategy II

(GPRS II), (2006-2009) and the Ghana Shared Growth and Development Agenda I (GSGDA

I), (2010-2013). The Ghana Shared Growth and Development Agenda II (GSGDA II),

2014-2017, developed by the National Development Planning Commission (NDPC) in

consultation with various key stakeholders, is the latest policy framework underpinning the

Sector Strategic Plans for the various Ministries, Departments and Agencies (MDAs).and the

Metropolitan, Municipal and District Assemblies (MMDAs) in Ghana. Even though some

progress was made in reducing poverty, increasing the level of growth and meeting to an

extent some of the targets of the Millennium Development Goals (MDGs), much more effort

is required to further reduce poverty, squalor, depravity and to secure the long-term prospects

of Ghana as well as maintain its status as a Middle Income Country (MIC).

1.1.1 The Aim of the Sector Medium Term Development Plan (SMTDP)

The main aim of preparing the plan is to systematically put programmes and projects in place

in the context of the new National Policy Framework to be implemented to achieve the

overall vision and mission of the Ministry of Finance.

Specifically, the plan seeks to:

i. undertake a comprehensive performance review and documentation of achievements,

challenges, problems and lessons learnt in the implementation of the Ministry’s

previous SMTDP under the GSGDA I (2010-2013);

ii. identify the core development issues that need to be addressed within the context of

the Ministry’s mandate;


iii. formulate well-structured programmes and projects for implementation by the

Ministries and its Agencies;

iv. establish the justification for budgetary request and link the plan to the budget;

v. evolve an effective and efficient framework for the implementation, monitoring and

evaluation of the SMTDP.

1.1.2 Approach and Methodology

The plan preparation process, as required by the National Development Planning

Commission (NDPC) Guidelines was highly participatory with technical support from the

NDPC. The high level of participation by all departments and agencies was to promote and

strengthen the ownership of the plan by all who have vested interest in the plan. In line with

the Planning Guidelines issued by the NDPC, the plan preparation team was composed of

representatives from all the departments and agencies within the Ministry. Apart from desk

top works done by the plan preparation team, a number of workshops were held during the

preparation of this SMTDP including stakeholder validation workshop to finalize it.

1.1.3 Organization of the Plan

The plan is organized into Seven (7) chapters. Chapter one focuses on the Profile/Current

Situation/Baseline; chapter two continues with the Prioritisation of the Key Development

Issues (KDISs) identified while chapter three discusses the Development Goal, Objectives

and Strategies adopted to address the KDIs. Chapter four outlines the Development

Programmes and Sub-Programmes designed by the Ministry to implement the adopted

objectives and strategies, with chapter five discussing the Ministry’s Annualised Action Plans

for 2014 - 2017. Chapter six gives a brief overview of the Monitoring and Evaluation Plan of

the SMTDP and chapter seven is dedicated to the communication strategy of the plan.

1.2 Vision, Mission, and Functions of MoF

1.2.1 Vision

To be recognised as a highly professional institution dedicated to providing quality financial

management, improving and maintaining a high level of accountability and ensuring good

economic governance.


1.2.2 Mission

The Ministry of Finance exists to ensure macroeconomic stability for the promotion of

sustainable economic growth and development of Ghana and her people.

The Plan adheres to the broad philosophical stance of the Ministry as expressed in the

mission statement above. The mission statement takes account of the national goals which

underpin the work of the Ministry, its Department and Agencies. To achieve the above

mission, the Ministry pursues as its main goal the efficient and effective management of the

economy towards the attainment of upper middle income status and poverty reduction.

1.2.3 Core Values

The Ministry, in the performance of its functions and delivery of its mandate, upholds the

under-listed core values:

i. Integrity;

ii. Professionalism and accountability;

iii. Transparency;

iv. Excellence in service delivery;

v. Trustworthiness;

vi. Confidentiality;

vii. Dedication;

viii. Efficiency;

ix. Diversity;

x. Equity;

xi. Diligence;

xii. Proper use of official information.

1.2.4 Objectives

The Ministry generally pursues the under-listed specific objectives:

i. to allocate and manage financial resources efficiently, effectively and rationally;

ii. to formulate and implement financial and economic policies;

iii. to prudently manage Ghana’s public debt


iv. to improve public expenditure management;

v. to improve fiscal resource mobilisation;

vi. to pursue prices and exchange rate stability;

vii. to account for all public finances properly;

viii. to strengthen private sector participation in public sector service delivery; and

ix. to improve the human resource and institutional management capacity.

1.2.5 Functions

The functions of the Ministry are:

i. to formulate and implement sound macroeconomic policies;

ii. to effectively mobilise and efficiently allocate resources

iii. to improve the management of public financial resources

1.3 Structure of the Ministry

The Ministry is a central management agency comprising the Headquarters, Departments and

Agencies. The headquarters is made up of eight technical divisions, categorized under two

branches, and the General Administration Division which offers support services to the other

divisions. The branches are the Economic Strategy Branch and Finance Branch.

The Economic Strategy branch is made up of the Economic Research and Forecasting

Division, Real Sector Division, Financial Sector Division and Public Investment Division.

The Finance branch consists of the Budget Division, External Resources Mobilisation

(Bilateral), External Resources Mobilisation (Bilateral), and Debt Management Division.

The Ministry also has ministerial responsibility for the following Departments and Agencies:

the Controller & Accountant General’s Department (CAGD), Ghana Revenue Authority

(GRA), Securities and Exchange Commission (SEC), Ghana Statistical Services (GSS),

Public Procurement Authority (PPA), Financial Intelligence Centre (FIC) and Institute of

Accountancy Training (IAT). The Ministry’s organogram is attached as annex 1 in the

appendices.


1.4 Analysis of the Ministry’s Performance under GSGDA I (2010 – 2013)

The purpose of this section of the plan is to review the Ministry’s performance of the various

policy objectives, programmes, projects, and activities implemented under the previous

SMTDP (2010-2013). This is to enable an objective assessment of the level of

implementation of the plan, and identification of the key issues, challenges and lessons learnt.

The Ministry identified and focussed on addressing twenty-two (22) Key Development

Issues (KDIs) in the SMTDP (2010-2013). Those KDIs fell under four (4) of the seven (7)

thematic areas of GSGDA I, namely:

i. Improvement and Sustenance of Macroeconomic Stability;

ii. Enhance Ghana’s Private Sector;

iii. Energy, Oil and Gas Industry; and

iv. Transparent and Accountable Governance.

Again, the Ministry identified eleven (11) policy objectives under the GSGDA I for

implementation to address the KDIs identified. To successfully implement the identified

policy objectives and their related strategies under the GSGDA I, the Ministry developed

three (3) main programmes, namely:

i. Economic Strategy Programme

ii. Public Financial Management Programme

iii. Human Resources and Institutional Management Capacity Programme

The performance of the Ministry relative to the policy objectives pursued under the three

programmes is discussed further below.

1.4.1 Economic Strategy Programme

The main objectives of the economic strategy programme were to achieve and ensure single-

digit inflation, containment of fiscal deficit, an aggressive domestic resource mobilization

and its efficient utilization, and an efficient expenditure re-prioritization in favour of

development expenditure. Based on these policy objectives, it was expected that the economy

would grow at an annual rate of between 6 and 8 percent over the period.

The Ministry, under the economic strategy programme, pursued the following specific policy

objectives from the GSGDA, which are discussed further below:


i. strengthen economic planning and forecasting to ensure development of strategic

sectors;

ii. formulate and implement sound macroeconomic policies;

iii. improve accessibility and use of existing data-base for policy formulation, analysis

and decision making;

iv. accelerate economic integration with other regional and sub-regional institutions;

v. create a more diversified financial sector and improve access to financial services;

vi. deepen the capital market; and

vii. promote sustainable extraction and use of mineral resources.

1.4.1.1 Strengthen Economic Planning and Forecasting to Ensure Development of Strategic

Sectors

The Ministry planned to monitor and evaluate all sectors of the economy with the view of

ensuring that set targets are achieved. It was also to analyse, monitor, and evaluate the

performance of sectoral policies for the promotion of economic growth in the areas of

agriculture and agribusiness, industry, knowledge economy and services and energy, oil and

gas as well as climate change issues. Steps were to be taken to provide analysis and advice on

government’s broad social agenda.

To this end, programmes that were put in place helped to determine the rate of growth of the

economy with reference to targets over the medium term, and to support the private sector to

contribute to the attainment of growth targets, monitor the performance of sectors and

propose corrective measures to address deviations. A Computable General Equilibrium

(CGE) Model was developed to guide policy analysis, implementation monitoring and

evaluation.

The Public Private Partnerships (PPPs) policy was launched in 2011 with the objective of

providing the legislative and institutional framework to regulate PPPs and framework for

public asset investment to guide the implementation of PPPs, and attracting private sector

investments and expertise into the provision and management of socio-economic

infrastructure. This created space for private sector participation in the provision of

infrastructure and basic services and enabled the harnessing of private sector efficiency in

assets creation, maintenance and service delivery. The policy also created opportunity for the

private sector to bring in innovation and technical improvements.


1.4.1.2 Formulate and Implement Sound Macroeconomic Policies

The targets for key macroeconomic indicators for the medium term can be found in Table 3

in the appendix. Real GDP growth was expected to increase moderately in 2010, reflecting

strong gold and cocoa exports and a recovery in business confidence as oil production

approaches. The economy was also expected to benefit from the start of oil production. Real

GDP growth was projected to surge to over 20 percent in 2011, the current account deficit to

decline to 8 percent of GDP, and reserve cover to rise to the equivalent of 3.6 months of

goods and services imports. Over the period, the non-oil economy was projected to achieve

annual growth averaging about 6 percent, while inflation was expected to remain in the upper

single-digit range.

To be able to achieve the above targets, the Ministry placed a lot of emphasis on economic

research and forecasting, which required the compilation of primary and secondary data on

the current state of the economy, analysing and forecasting economic developments at the

national and sector levels and proposing policy options for promoting growth and

development. The Ministry ensured the preparation and continual update of the medium term

economic development framework.

Macroeconomic indicators have been very impressive over the period. Gross Domestic

Product (GDP) growth increased to 8% in 2010, reaching a peak of 15% in 2011, as a result

of the impact of a full year’s production of crude oil. Subsequently, the overall nominal GDP

in dollar terms increased by about 45% from US$28,204 million in 2008 to US$40,680

million in 2012 to sustain an annual average per capita GDP growth rate of about 7% over the

period.

Over the medium-term, non-oil average real GDP growth rate is projected to reach at least

8.8% per annum, and oil included average real GDP growth rate of at least 10% to achieve

and sustain per capita income levels consistent with Government’s long-term vision. The

highest real GDP growth is expected to be recorded in 2017 at 12% when the full impact of

the establishment of the Ghana Infrastructure Fund and the projected production of oil and

gas from the Tweneboa, Enyenra and Ntomme (TEN) and the Sankofa-Gye Nyame Fields,

the establishment of agriculture estates, and the dedication of hydro-power generation to

manufacturing, including the establishment of the integrated aluminium industry, are

expected to come on stream.


Table 2 below gives details of the levels of achievement around selected macroeconomic

indicators.

Table 2: Macroeconomic Indicators for 2010 - 2013

Year Per Capita

GDP in

US$

Nominal

GDP in

Million

US$

Exchange

Rate:

Ghana

Cedis /

US$

Exchange

Rate

Depreciation

(%)

Nominal

GDP (GH¢

Million)

Real GDP

(GH¢

Million)

(2006 Base

Year)

Real GDP

Growth

Rate (2006

Base Year)

2010 1,305.00 32,186.00 1.45 1.6 46,042 24,252.35 8

2011 1,563.00 39,517.00 1.55 6.5 59,816 27,890.20 15

2012 1,570.00 40,680.00 1.88 21.5 73,109 30,093.52 7.9

2013 1,520.74 40,349.72 2.16 14.9 87,155.40 32,322.40 7.4

Inflation significantly declined from the peak of 20.7% in June 2009 to 8.6% in December

2011. It inched up to 9.5% in July 2012 and subsequently eased to 8.8% by December 2012.

The decline in the rate of inflation has been attributed, largely to tight fiscal and monetary

policies as well as an improvement in the food component of the Consumer Price Index (CPI)

during that period. Between December 2012 and June 2013 however, the inflation rate

increased from 8.8% to 11.2%, largely on the account of the combined effects of the upward

adjustment in petroleum prices and demand pressures from the high twin deficits of 2012.

However, for the greater part of the period, inflation was kept below single digit, and

represented the longest sustained single digit rate of inflation in the economic history of the

country.

1.4.1.3 Improve Accessibility and Use of Existing Database for Policy Formulation, Analysis and

Decision Making

As part of efforts to facilitate evidence based decision making, the Ghana Statistical Service

took steps to rationalize the production of data within the statistical system and define the

roles and mandates of the various data producing institutions. The review of statistics law and

adoption of a statistical master plan were initiated. MDAs and MMDAs were supported to

generate data for effective policy planning, budgeting and implementation. Again, several

workshops and training sessions were organised to build the capacity of MDAs and MMDAs

in electronic data analysis and management. A web-based system for accessing the

EMMSDAG Spatial Database by strategic government institutions was developed and the

2010 Population and Housing Census carried out.


1.4.1.4 Accelerate Economic Integration with other Regional and Sub-Regional States

To accelerate the economic integration process, measures were put in place to ensure that

Ghana met the primary and secondary convergence criteria for the introduction of the ECO.

In line with the agreements signed to achieve the set goals, in the medium term, the following

on-going programmes under the ECOWAS were continued:

The negotiation of the ECOWAS Common External Tariff (CET);

The ECOWAS Community Development Programme (CDP);

WAMZ activities for the introduction of the Eco;

The ECOMAC Programme aimed at developing common statistical framework for

the sub-region

However, the primary and secondary convergence criteria for the introduction of the Eco

were not fully met.

1.4.1.5 Create a more diversified Financial Sector and improve access to Financial Services

The Ministry aimed to develop a financial sector that is efficient in the mobilization and

allocation of funds. It also intended to fully integrate Ghana’s financial system with the

global financial systems and support an effective regulatory system that promotes a high

degree of confidence, and a powerful driver of economic development. These were to be

achieved through increased levels of employment, savings, investment and tax revenues.

In the medium term, a discounted tax rate to financial institutions that lend to priority sectors

of business such as Agriculture, Industry, Services, Micro, Small and Medium Enterprises

(MSME’s) was be introduced. The Central Securities Depository System will be

strengthened. The process for the enactment of a long-term savings law for private housing

schemes and another to establish a regulatory framework for a three-tier pension system was

initiated.

To encourage the financial institutions to mobilize resources for priority sectors such as

social infrastructure and economic development, some incentive schemes were designed for

them. Several measures were introduced to position Ghana as a major financial hub and a

Centre of Excellence in financial transactions in West Africa including the establishment of

the International Financial Services Centre. Financial institutions were supported to go into


mortgage banking, universal banking, term and start-up financing, and other activities that

tailor their services to grow the economy.

In order to increase the productive capacities of the economically active poor in the country,

the reforms that were introduced in the financial sector sought to establish the mechanisms

necessary to making access to finance more flexible. This was done by improving the

microfinance environment through appropriate policies, removal bottlenecks that hinder the

development of agricultural value chains etc. Capacities of institutions that operate in the

microfinance subsector were built to improve their operational efficiencies. A national

strategy for financial education was developed and a financial education endowment fund

was launched to support sustainability of the financial literacy programme in Ghana.

As a result of these measures, total credit to private sector continues to increase though the

share of agriculture and manufacturing has remained small. Again, there was a significant

increase in the share of private sector credit to MSMEs by Deposit Money Banks from 50%

in 2011 to 79.89% in 2012.

1.4.1.6 Deepen the Capital Markets

Another prioritized objective for the medium term was to deepen the capital market in Ghana.

This was achieved through the development and implementation of the appropriate policies,

and the monitoring of the activities of players in the capital market. Efforts will be made to

improve liquidity through more promotion and public education under the share

immobilization programme. Additionally, schemes to increase long-term savings and funds

were initiated. Furthermore, the market for bonds and other long-term securities were further

developed to mobilize savings for investment.

1.4.1.7 Promote Sustainable Extraction and use of Mineral Resources

The Ministry in collaboration with the Ministry of Lands and Natural Resources promoted

actively the country’s involvement in the Extractive Industries Transparency Initiative (EITI)

which seeks to ensure transparency in the payment, receipts, disbursement and utilisation of

extractive sector revenues. Also, improvement in the environmental and natural resources

management for health and safety, and increased sustainable production in collaboration with

stakeholders were pursued.


1.4.2 Public Financial Management Programme

The implementation of an efficient and effective Public Financial Management System was

and continues to be an important pre-requisite for Ghana’s rapid attainment of the level of

development required to usher it into the Upper Middle Income Country bracket.

Consequently, the Ministry pursued three policy objectives under this programme, namely:

i. to improve public expenditure management;

ii. to improve fiscal resource mobilization; and

iii. to promote effective debt management

1.4.2.1 Improve Public Expenditure Management

Budget Management Reforms

A major initiative that was undertaken to improve Public Financial Management was the

introduction of Budget Reforms to address the inefficiencies identified in Ghana’s Budget

Management System and to ensure fiscal discipline. Among the measures put in place to

strengthen the fiscal management and review processes was the introduction of Program-

Based Budgeting (PBB) which provided a practical foundation for planning and managing

budgets as well as monitoring performance to replace the current Activity Based Budgeting

System (ABBS). Prior to that, the Ministry produced the Composite Budget Manual to

support the successful implementation of the Composite Budget System.

To further strengthen the budget preparation and implementation process, the Fiscal

Decentralization Action Plan was reviewed and implemented. The Fiscal Decentralization

Unit was set up under the Budget Division to drive the agenda. The Financial Memorandum

that regulates financial management at the local level was also reviewed.

Furthermore, a realistic and robust Medium-term budget ceiling was established to facilitate

better budget planning and forecasting of public resources and the Medium Term Expenditure

Framework (MTEF). The introduction of a budget strategy paper and more informative and

shorter budget estimates documentation based on the performance and program-based budget

structure helped to further improve the process. In addition, the budget classification and


chart of accounts was reviewed to introduce Government Finance Statistics (GFS) budget

classification.

The Ministry has also began the process of working, in concert with relevant stakeholders to

review provisions in the constitution as well as laws that support the earmarking of funds to

provide enough discretion for the allocation of resources to government programmes and

projects.

In the area of budget execution, the Ministry introduced the Commitment Control and Cash

Planning Manuals in all MDAs and MMDAs to strengthen the financial planning and cash

management functions. The financial oversight of state-owned enterprises was strengthened.

The Ministry conducted due diligence and value for money audits on financial proposals for

public investment projects. The Contract Management Database System was strengthened

and implemented in all MDAs as one of the measures to deal with the accumulation of arrears

as well as monitor the implementation of government projects.

Furthermore, some programmed expenditures were phased out and existing contracts

reviewed. The review of the contracts involved the stoppage and/ or re-awarding of old

projects, repackaging some major projects in especially the roads and energy sectors for re-

financing by donors and from long-term loans and enhancement of due diligence and audit

processes to avoid waste.

The process for implementing the Treasury Single Account (TSA) to consolidate and

optimize the use of government cash balances and reducing borrowing cost was completed.

Finally, steps were to be taken to amend, repeal or introduce new laws to accommodate the

reforms. Several measures were taken to strengthen the financial management functions of

all MDAs and MMDAs to enable them manage their programmes effectively and increase

their accountability including the development of formats, templates and manuals to support

social accountability of MMDAs and building the capacity of Civil Society Organisations

interested in transparency and accountability of public expenditure monitoring.

Ghana Integrated Financial Management Information System (GIFMIS)

The GIFMIS Project was fully implemented to bring about efficiency and effectiveness in the

budget management and accounting process.


Payroll and Wage Management

The Integrated Personnel and Payroll Database (IPPD) System was reviewed which led to the

intensification of hiring controls and payroll audits. The process for the decentralisation of

the IPPD System was started and the migration of sub-vented organisations onto the IPPD

System was also completed. As part of measures to manage the huge wage bill, recruitment

into the Public Service was reviewed and performance management related public sector

reforms such as labour rationalization as well as partial or full commercialization of some

sub-vented agencies were undertaken.

To ensure the sustainability of the Single Spine Salary Structure (SSSS), the rationalization

and standardization of allowances and benefits which are not part of the SSSS were

undertaken to ensure that such allowances are negotiated to sustainable levels.

Treasury Reforms, Accounting and Reporting

The Treasury Realignment Programme was reviewed to enhance improvement in

disbursement, accounting and reporting. In this regard, dormant accounts were closed and

Sub Consolidated Fund Accounts linked to the Treasury Main Account as part of the

measures to establish the Treasury Single Account (TSA). As part of measures to improve

the payment system, the process of making all government payments using the bank transfer

system begun. An Asset Management System was instituted as a means of safeguarding

government assets together with the building of the required data to prepare accounts that are

consistent with the GFS System of reporting.

Public Procurement

The Ministry implemented and institutionalized the self-assessment regime for the

procurement activities of procurement entities. An assessment framework for the monitoring

of contracts managed by procurement entities was developed. As part of efforts to ensure

social accountability in governance, the Ministry collaborated closely with civil society

organisations interested in the monitoring of public procurement activities. The Ministry

continued with the assessment of procurement entities to achieve full nationwide coverage

whilst building procurement capacity in the public and private sectors. An impact assessment

of the nationwide training programmes on the Public Procurement Act was initiated.


The Ministry also developed and implemented Framework Agreements and Sustainable

Public Procurement, and Conflict of Interest and Code of Ethics Policies. The amendment of

the Public Procurement Act, 2003 (Act 663), Promulgation of Regulations to Act 663 and

inclusion of Public Private Partnerships as part of the procurement system commenced. To

improve the oversight of procurement activities by the Authority countrywide, the three (3)

remaining zonal offices of the Public Procurement Authority were established.

1.4.2.2 Improve Fiscal Resource Mobilization

Tax Revenue Management and Administration

The Ministry projected to raise tax revenue of GH¢5,851 million in nominal terms in 2010

and this figure was expected to rise to GH¢9,782 million in 2013. As a percentage of GDP,

tax revenue was projected to rise from 22.6% of GDP in 2010 to 25.7% of GDP in 2013

except for 2011 and 2012 when it was expected to be 26.1% and 26.0% of GDP

respectively.

To achieve the revenue targets set above, the Ministry expended efforts to minimize revenue

collection leakages. The tax reforms that were introduced placed emphasis on domestic taxes,

enhanced tax incentives and helped to minimize tax expenditures. The integration and

modernization programme of the erstwhile revenue agencies, which became inevitable with

the passage of the Ghana Revenue Authority Act, 2009 (Act 791), were pursued with full

financial support from the Government of Ghana.

Furthermore, stakeholder tax education and communication to enhance tax culture was

earmarked to be deepened whilst steps were to be taken to complete the computerization of

direct and indirect taxes and non-tax revenue systems.

Following the discovery and production of oil in commercial quantities, the Ministry

facilitated the enactment of the Petroleum Revenue Management Act (Act 815) (PRMA) to

regulate the efficient management of proceeds from the emerging oil and gas industry. The

Ministry’s responsibilities under PRMA include the preparation and publication of the

quarterly petroleum receipts, preparation of annual report on the Petroleum Funds to

Parliament as part of the presentation of the Annual Budget Statement and Economic

Policies, estimation and certification of the annual Petroleum Benchmark Revenue, and


distribution of Petroleum Revenue from liftings and other receipts in accordance with the

PRMA.

The Financial Intelligence Centre was also established to gather intelligence for

dissemination to investigative authorities, the intelligence agencies and the Ghana Revenue

Authority to facilitate the administration and enforcement of the laws of Ghana.

Non Tax Revenue Management and Administration

An amount of GH¢885.5 million was projected to be mobilized by the end of 2010. The

medium term objective was to increase the annual collection of Non Tax Revenue (NTR) to

GH¢1,638.20 million by the end of 2013.

To achieve the above mentioned objective, the under-listed measures were put in place to

enhance checks and controls in the current arrangements for collection, accounting and

reporting of Internally Generated Funds:

i. reforms around non-tax revenue mobilisation and capacity building for staff of NTRU

and MDAs in revenue projections, collection and reporting;

ii. consolidation of all MDAs fees/charges into a schedule of an LI to facilitate regular

review of rates and introduction of new revenue items;

iii. introduction of LIs to operationalise the MDAs (Retention) of Funds Act, 2007, Act

735 and the Fees and Charges (Miscellaneous Provisions) Act, 2009, Act 793;

iv. rationalisation of the Policy on Retention under an LI;

v. monitoring of revenue activities/extension of on-site banking facility to cover more

MDAs;

vi. introduction of a GSM/GPRS electronic system to track revenue collections through

transit/on-site banks to the MDAs designated accounts at the Bank of Ghana;

vii. sanctions for non-complying MDAs to be spelt out in LI being considered for

approval to operationalise Acts 235 and 793;

viii. institution of a mechanism to link disbursement of GOG budget allocations to MDAs

with full disclosure;

ix. establishment of an administering authority to manage Government investments in

SOEs/JVCs;


x. building the capacity of the Metropolitan, Municipal and District Assembly Budget

Officers in Public Financial Management including revenue forecasting, collection

and reporting;

xi. developing special interventions to address MDAs specific issues.

External Resources Mobilization

The objective of the Ministry was to continue to deepen its quest to secure; and effectively

and efficiently utilize additional grants and concessional loans to support Government’s

development programmes. To achieve the revenue targets, the Ministry completed the

development and implementation of an effective aid management platform to enable efficient

and effective tracking of aid inflows and outflows to Ghana. The Ministry also finalized,

published and implemented the Aid Policy Document and the Compendium on Donor

Policies, Procedures and Practices. Finally, a three year comprehensive external assistance

programme which is linked to the Aid Policy was developed and implemented.

Under the Multi Donor Budget Support (MDBS) Programme, measures were put in place to

agree to common benchmarks against which performance were assessed. Funding

commitments and disbursements from Development Partners (DPs) were based on

achievements of agreed targets.

1.4.2.3 Promote Effective Debt Management

The main objective for the period was to promote effective debt management. To this end,

the Ghana Medium Term Debt Strategy (MTDS) document was finalized, published and

implemented. It focused on managing the risk exposure associated with the existing debt

portfolio and allowed the Ministry to take the necessary prudent steps to mitigate the

potential risk embedded in current and future borrowing. Steps were also taken to mitigate

the potential wide variations in cost of debt servicing and its impact on the budget.

The measures undertaken within the period 2010-2013 were intended to maintain debt at

sustainable levels. Among other measures, Government established on-lending and Escrow

arrangements, all SOEs were expected to sign subsidiary loan agreements to enable loan

recovery and reduce debt service burden on the central government.


Other measures implemented included the following:

i. Comprehensive database of all contingent liabilities, both public and publicly

guaranteed debt on government;

ii. capacity building to equip staff with competencies dealing with the challenges of the

global economy relative to effective debt management; identifying and managing the

trade-off between expected costs and risks in the government debt portfolio; in

Treasury Management Sector Borrowing Requirement (PSBR); and the capacity of

the Treasury Management Committee (TMC) to improve the forecasting and cash

management for prudent domestic borrowing;

iii. establishing a primary dealer system to encourage competition and trading in

government securities in order to boost secondary market activities;

iv. lengthening the domestic debt profile through the issuance of longer maturity debt

instruments;

v. improving and finalizing the Loans Act of 1970, Act 335 amendment to take care of

contemporary financing arrangement and;

vi. ensuring strong coordination between Debt Management, Fiscal Policy, Monetary

Policy and Cash Management.

1.4.3 Human Resources and Institutional Management Capacity Programme

A highly qualified, skilful, and motivated staff coupled with the provision of the requisite

training, logistics and a conducive working environment was required if the sector was to

succeed in attaining its programme objectives. To this end the Ministry sought to pursue the

objective of upgrading the capacity of its staff for transparent, accountable, efficient, timely,

effective performance and service. The Ministry’s set up was reorganized and a functional

review exercise was carried out to enable the Ministry and its agencies to come up with

strategies to enable them function efficiently and effectively. Key amongst the objectives of

the review was to enable the Ministry provide quality advice on fiscal policy and overall

management of public finance in a timely manner.

This ensured that the Ministry achieved improved fiscal performance. As part of the review,

measures were put in place to fully decentralize and automate the treasury and accounting

functions to MDAs and MMDAs to conform with fiscal decentralization as well as current

trends globally.


Measures were taken to initiate the development and implementation of Organizational

Manuals for the Ministry and its agencies. Schemes of Service were developed for the

Ministry and its Agencies. The recruitment, selection and placement policies of the Civil and

Public Service as well as the Ministry were strictly enforced to ensure that the staffs of the

Ministry and its agencies meet fully the requirements.

Performance contracts were developed and signed with heads of divisions and institutions to

ensure that they are held accountable for the delivery or otherwise of programmes and sub

programmes under their purview.

In the medium term, efforts will be made to merge all the training schools of the Ministry and

its agencies namely the Institute of Accountancy Training, the Controller and Accountant

General Training School, CEPS Training School etc. into one institution to deliver training

for staff in the sector. The new Institute to be called the Ghana Fiscal Institute (GFI) will be

an International Centre of Excellence for practitioners in the field of Economic Management,

Finance, Public Sector Accounting, Revenue Administration and Management, Capital

Markets and the Securities Industry in the sub region and Africa as a whole.

The Ministry and its Agencies were resourced to enable them meet the logistics requirement

for efficient and effective work. The working environment in terms of office accommodation

was improved for the Ministry’s Headquarters, Public Procurement Authority, Institute of

Accountancy Training, Controller and Accountant General’s Offices in the Regions, and

Securities and Exchange Commission.

Table 3 below gives detailed information on the performance of the Ministry, particularly on

the level of achievement for the various strategic objectives pursued for the plan period (2010

– 2013).


Table 3: Performance Matrix

THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET

LEVEL OF ACHIEVEMENT

2010 2011 2012 2013 REMARKS

ECONOMIC STRATEGY PROGRAMME

Improvement

and Sustenance

of

Macroeconomic

Stability

Strengthen

Economic

Planning and

Forecasting to

Ensure

Development of

Strategic Sectors

REAL SECTOR

DEVELOPMEN

T

Monitoring

and

Evaluation

Report on

Economic

Performance

4

macroeconomi

c performance

reports

submitted to

NDPC

annually

3

macroeconomic

performance

reports

submitted to

NDPC

4

macroeconomic

performance

reports

submitted to

NDPC

4

macroeconomic

performance

reports

submitted to

NDPC

4

macroeconomic

performance

reports

submitted to

NDPC

Formulate and

Implement Sound

Economic Policies

Reports on

Economic

Policies

1 mid-year

review report

submitted to

Parliament

annually

1 mid-year

review report

submitted to

Parliament

1 mid-year

review report

submitted to

Parliament

1 mid-year

review report

submitted to

Parliament

1 mid-year

review report

submitted to

Parliament

Outputs on

Macroeconom

ic Models

utilised

1 report on

GDP

projections to

enable

effective

decision

making

1 report on GDP

projections

submitted

1 report on GDP

projections

submitted

1 report on GDP

projections

submitted

1 report on GDP

projections

submitted


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Survey

Documents

Conduct at

least 1 survey

on a topical

issue to

support

evidence-

based policy

making

1 survey on the

escalation of

cement prices

on the Ghanaian

market

conducted

1 survey on the

operations of

telecommunicati

on companies

conducted

1 survey on the

effect of

declining

international

cocoa prices on

the Ghanaian

economy

conducted

1 survey on the

effect of

declining

international

gold prices on

the Ghanaian

economy

conducted

Energy, Oil and

Gas Industry

Promote

sustainable

extraction and use

of Mineral

Resources

Reports on

GHEITI

Timely

production

and

dissemination

of EITI

Reports

1. 2009 GHEITI

Report for

Mining Sector

produced and

disseminated

2. GHEITI

Newsletter (Vol

II) produced and

distributed

1. 2010 GHEITI

Report for

Mining Sector

produced and

disseminated

2. GHEITI

Newsletter (Vol

III & IV)

produced and

distributed

1. 2011 GHEITI

Report for

Mining Sector

produced and

disseminated

2. GHEITI

Newsletter (Vol

V) produced

and distributed

1. 2012 GHEITI

Report for

Mining Sector

produced and

disseminated

2. GHEITI

Newsletter (Vol

VI) produced

and distributed


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Reports on

NREG

Activities

Successful

conduct of

Performance

Assessment

Framework

(PAF) of the

NREG Sectors

2009 PAF

Assessment of

the NREG

Sectors

conducted and

reports

produced

2010 PAF

Assessment of

the NREG

Sectors

conducted and

reports

produced

2011 PAF

Assessment of

the NREG

Sectors

conducted and

reports

produced

2012 PAF

Assessment of

the NREG

Sectors

conducted and

reports

produced

REAL SECTOR

DEVELOPMEN

T

Annual Report

on Petroleum

Funds

Report tabled

in Parliament

30th

November

every year

NA NA Report tabled in

Parliament 30th

November,

2012

Report tabled in

Parliament 30th

November,

2013

Reconciliation

Report

Report tabled

in Parliament

by 31st March

every year

NA NA Report

submitted to

Parliament by

31st March,

2012

Report

submitted to

Parliament by

31st March,

2013

Benchmark

Certification

Report

Petroleum

revenue

certified by an

independent

ABR

NA NA Petroleum

revenue

certified by 1st

September,

2012

Petroleum

revenue

certified by 1st

September,

2013


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

consultant by

1st September

every year

Survey

Documents

Conduct at

least 1 survey

on a topical

issue to

support

evidence-

based policy

making

1 survey on the

escalation of

cement prices

on the Ghanaian

market

conducted

1 survey on the

operations of

telecommunicati

on companies

conducted

1 survey on the

effect of

declining

international

cocoa prices on

the Ghanaian

economy

conducted

1 survey on the

effect of

declining

international

gold prices on

the Ghanaian

economy

conducted

Improvement

and Sustenance

of

Macroeconomic

Stability

Strengthen

Economic

Planning and

Forecasting to

Ensure

Development of

Strategic Sectors

PUBLIC

ASSETS,

INVESTMENT

AND P.P.P

National

Public

Investment

Policy

Document and

Regulations

1. National

Public

Investment

Policy

Document

developed

2. Regulations

drafted

Development of

National Public

Investment

Policy

Document

initiated

National Public

Investment

Policy

Document

launched

The Ghana PPP

Bill drafted

The Draft

Ghana PPP Bill

submitted to

Cabinet

The Regulations

will be developed

after the

enactment of the

PPP Act

Number of

SOEs that pay

5

4

5

3

5


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

dividends to

government

Number of

SOEs that

submit Annual

Reports and

Account to

government

10

10

11

11

12

Majority of the

SOEs prepare

their accounts late

Formulate and

Implement Sound

Macroeconomic

Policies

ECONOMIC

RESEARCH

AND

FORECASTING

Published

Research

Papers

- - - - -

Approved

Macroeconom

ic Model in

use

Macroeconom

ic model

developed

The Ministry

requested SECO

for technical

support in

Macroeconomic

Forecasting

An MOU was

signed in 2013

between MOF

and SECO for a

Financial

Programming

Model to be

developed for

Ghana

Report on the

WAMZ

Participate in

all

The National

Coordinating

The National

Coordinating

The National

Coordinating


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Programme

and Tariffs

WAMZ/WAM

A programmes

and meetings

Committee

participated in

the West

African

Monetary Zone

(WAMZ) and

WAMA (West

African

Monetary

Agency)

statutory

meetings on

macroeconomic

convergence

Committee

participated in

the West

African

Monetary Zone

(WAMZ) and

WAMA (West

African

Monetary

Agency)

statutory

meetings on

macroeconomic

convergence

Committee

participated in

the West

African

Monetary Zone

(WAMZ) and

WAMA (West

African

Monetary

Agency)

statutory

meetings on

macroeconomic

convergence

Report on

ECOWAS

Community

Development

Programme

Multilateral

Surveillance

report on Ghana

for first half of

2011 was

presented to the

ECOWAS

Commission

Multilateral

Surveillance

report on Ghana

for 2011 and the

first half of

2012 was

presented to the

ECOWAS

Commission

Multilateral

Surveillance

report on Ghana

for 2012 and

the first half of

2013 was

presented to

ECOWAS

Commission


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Improve

accessibility and

use of existing

data-base for

policy formulation,

analysis and

decision making

STATISTICS

DEVELOPMEN

T

An efficient

and effective

statistical

system

1. 2010 PHC

results and

reports

released.

2. 60 key

National

statistics

publications

released

1. 2010 PHC

conducted

(100%)

2. 52 key

national reports

(86.7%)

released

Provisional

results and PES

conducted -

(100%)

achieved as

planned

2. 55 key

national reports

(91.7%)

released

1. 2010 PHC

reports released

as planed (19

reports) -100%

2. 71 key

national reports

out of 79 reports

(89.9%)

released

1. 2010 PHC

reports released

as planed (8

reports) -100%.

2. 69 key

national reports

out of 72 reports

(95.8.9%)

released

All Census

Reports were

timely released. In

2014, 216 2010

PHC reports are

expected to be

produced for all

district.

Statistical

Data and

Information

generated and

used at all

levels of

governance

Timely release

of National,

Regional and

District level

Census Report

for all 170

Districts

2010 PHC

conducted in

September,

2010 and

completed

(100%)

1. 2010 PHC

provisional

reports released

in February,

2011.

2. Post

enumeration

survey

conducted in

2011

1. Final results

of 2010 PHC

released in May

2012

2. Post

enumeration

survey report

published

2010 PHC

National,

regional data

made available

to all data users


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Database for

Planning &

Budgeting

1. Provide the

2010 Census

data to all 170

MMDAs

2.Make survey

data available

at GSS

Website

1. Efficient

database for

censuses and

surveys

established

2. Improve

access to

database

through the use

of the internet

All data related

to 2010 PHC

were uploaded

unto the GSS

website

GSS establish a

LAN and WAN

facility to

connect all

Regional offices

to the Head

office to

Nineteen (19)

reports released

from 2010 PHC

by end of June

2013 within a

record time of

two years

All programmed

activities were

achieved and data

made available at

the GSS website

New

Statistical Law

& master plan

in place

1. Revised the

statistics Law

2. Update the

Master

Sampling

Frame for

household

surveys

1. Revision of

statistical Bill

was initiated

2. The master

sampling frame

was updated

The statistics

Bill was

submitted to

Cabinet

Several follow

ups were made

for the Bill to be

laid in

Parliament

The statistical

Bill re-

submitted to

cabinet in 2013


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Improve

accessibility and

use of existing

data-base for

policy formulation,

analysis and

decision making

Statistical data

and

information

generated

based on

international

standards

All statistical

data Produced

in accordance

with

internationally

accepted

standards.

100%

adoption of UN

principles for

official statistics

and, African

Charter on

statistics

achieved

100%

of adoption UN

principles for

official statistics

and, African

Charter on

statistics

achieved

100%

adoption of UN

principles for

official statistics

and, African

Charter on

statistics

achieved

100%

of adoption UN

principles for

official statistics

and, African

Charter on

statistics

achieved

All report and

statistical data

produced by GSS

follow the UN

principles for

official statistics

and, African

Charter on

statistics

A Standard

Government

Sector Spatial

Database for

planning and

monitoring

GSS adopted

GIS in the

creation of

limited

enumeration

area maps and

digitising all

enumeration

area maps for

the 2010 PHC

GSS started

Operationalisati

on of the Ghana

Statistics

Development

Plan (GSDP)

with nine other

core statistics

producing

MDAs

GSDP procured

a lot equipment

to facilitate

spatial database

for planning and

monitoring

A concerted

effort was made

to produce

Population Atlas

from the 2010

PHC

Spatial analysis

was applied to

the 2010 PHC

results with the

development of

a population

Atlas

There exist spatial

data operated by

different

institutions within

the National

Statistical System


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Skilled and

Knowledgeabl

e staff and

well equip

service

1.

Management

and staff

trained in

change

management

2. More

computers and

modern

working

logistics to be

acquired for

staff.

All staff and

Management

were given

series of

training to

enhance their

capacity under

GSDP

Training in

Census report

writing using

SPSS and

STATA for

cross section of

Staff

Equipment e.g.

computers

procured for

staff

GSS Head

office and the

Regional offices

were net worked

to facilitate

smooth work

Robust ,

efficient &

effective MIS

Systems in

place at all

levels of

governance

Implement the

Restructuring

of GSS under

the GSDP

GSS

restructuring

started with

New

organogram

developed and

postings onto it

started

Management

and staff trained

in MIS

Management

and all staff

trained in

change

management

Improve Staff -

Management

communication

by

Institutionalizati

on of quarterly

staff durbars

GSS restructuring

still on-going


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Improvement

and Sustenance

of

Macroeconomic

Stability

Deepen the Capital

Market

Private sector

credit to GDP

16

Total gross

insurance

Premium to

GDP

1.89% 1.06% 1.16% 1.42%

Pension Funds

asset to GDP

6.45% 5.72% 5.23% 7.76%

Market

Capitalization

to GDP

76.77

Number of

active

accounts

- 396,682 467,145 556,837

Deepen the

Capital Market

E-zwich

Transactions

1,147,418

Gross

insurance

Premium per

adult

population

458,117,746 628,528,775 850,657,054 1,052,090,981


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Number of

privately

managed

schemes

registered

- - 150 220

Number of

listed

companies on

the GSE

35 34 34 34

Number of

SMEs listed

- - - 0

PUBLIC FINANCIAL MANAGEMENT

Improvement

and Sustenance

of

Macroeconomic

Stability

Improve Public

Expenditure

Management

BUDGET

MANAGEMEN

T

Budget

Statement and

Economic

Policy of

Government

Budget

Statement and

Economic

Policy of

Government

presented to

Parliament by

30th

November

Budget

Statement and

Economic

Policy of

Government

presented to

Parliament by

30th November,

2010

Budget

Statement and

Economic

Policy of

Government

presented to

Parliament by

30th November,

2011

Budget

Statement and

Economic

Policy of

Government

presented to

Parliament by

30th November,

2012

Budget

Statement and

Economic

Policy of

Government

presented to

Parliament by

30th November,

2013


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Approval of

the National

Budget

Appropriation

Bill tabled in

Parliament by

31st

December

Appropriation

Bill tabled in

Parliament by

31st December,

2010

Appropriation

Bill tabled in

Parliament by

31st December,

2011

Appropriation

Bill tabled in

Parliament by

31st December,

2012

Appropriation

Bill tabled in

Parliament by

31st December,

2013

MDA Annual

Budget

Estimates

Published by

31st January

Published by

31st January,

2010

Published by

31st January,

2011

Published by

31st January,

2012

Published by

31st January,

2013

Train Critical

Mass of staff

of MDAs on

Programme

Based

Budgeting

Number of

staff trained

49 197 1,136 852

Composite

Budget

implemented

in all MMDAs

Composite

Budget

implemented

in all MMDAs

by 1st January

Composite

Budget

implemented in

all MMDAs by

1st January,

2010

Composite

Budget

implemented in

all MMDAs by

1st January,

2011

Composite

Budget

implemented in

all MMDAs by

1st January,

2012

Composite

Budget

implemented in

all MMDAs by

1st January,

2013

Improve Fiscal

Resource

TREASURY,

PAYROLL,

Effective and

efficient


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Mobilisation AND

ACCOUNTING

revenue

management

system

Improve Public

Expenditure

Management

Improved

Treasury

Services

Disbursement

time for

processing for

the release of

funds

Over 70% of

instructions

from MoF

processed one

week upon

receipt

Over 80% of

instructions

from MoF

processed one

week upon

receipt

Over 75% of

instructions

from MoF

processed one

week upon

receipt

Over 65% of

instructions

from MoF

processed one

week upon

receipt

The processing of

instructions is

subject to the

availability of

funds

Efficient

running of

Government

Payroll

Payroll ran,

printed and

dispatched by

100% of payroll

ran, printed and

dispatched by

the 19th of the

ensuing month

100% of payroll

ran, printed and

dispatched by

the 19th of the

ensuing month

100% of payroll

ran, printed and

dispatched by

the 19th of the

ensuing month

100% of payroll

ran, printed and

dispatched by

the 19th of the

ensuing month

GIFMIS

System

deployed

Number of

Modules

deployed

Monthly

Public

Accounts

prepared and

submitted by

100% of

monthly Public

Accounts

prepared and

submitted by the

100% of

monthly Public

Accounts

prepared and

submitted by the

100% of

monthly Public

Accounts

prepared and

submitted by the

100% of

monthly Public

Accounts

prepared and

submitted by the


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

15th of the

ensuing Month

15th of the

ensuing Month

15th of the

ensuing Month

15th of the

ensuing Month

Maintain an

efficient

Accounting

and Reporting

System

Annual Public

Accounts

prepared and

submitted by

31st March of

the ensuing

Year

Annual Public

Accounts

prepared and

submitted by

31st March,

2011

Annual Public

Accounts

prepared and

submitted by

31st March,

2012

Annual Public

Accounts

prepared and

submitted by

31st March,

2013

Annual Public

Accounts

prepared and

submitted by

31st March,

2014

Improve Public

Expenditure

Management

PUBLIC

PROCUREMEN

T

MDAs to

ascertain

compliance with

provisions in the

Public

Procurement Act

500 institutions

assessed per year

150

I,046

1,292

1,292

Build

procurement

capacity within

the public and

private sectors

1000 procurement

staff trained per

year

3,517

1,374

1027

1,424


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Strengthen/

establish zonal

offices for easy

access by MDAs

2 Zonal offices

-

1

-

-

There are only two

zonal offices in

Kumasi and Takoradi

established in 2009

and 2011 respectively

Roll out

Sustainable Public

Procurement

(SPP) Policy to

MDAs

50 MDAs

sensitized per year

-

-

45

90

SPP sanitization

started in 2012

Train CSOs for

monitoring of

public

procurement

activities

10 CSOs trained

per year

10

10

10

10

Train MDAs on

the use of the

Public

Procurement

Model of

Excellence

(PPME) Tool

100 MDAs trained

per year

100

100

100

100


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Improve Fiscal

Resource

Mobilisation

DOMESTIC

RESOURCE

MOBILISATIO

N AND

ADMINISTRAT

ION

Increase in

Tax Revenue

25% increase

annually

Non-Tax

Revenue

collected as a

percentage of

total domestic

revenue

14%

9.7%

13.9%

17.5%

Non-Tax

Revenue

collected as a

percentage of

Non-Oil

Nominal GDP

2.4%

2%

3%

3.5%

Improve Fiscal

Resource

mobilisation

EXTERNAL

RESOURCE

MOBILISATIO

N AND

ADMINISTRAT

ION

Concessionary

loans/grant

contracted

761.6 million

per year

1,257.00 million

1,457.89 million

875.00 million

1,088.37 million

The moratorium

on contracting

new loans have

impacted on the

mobilization of

new financing


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Improvement

in Aid

disbursement

2,026.89

million per

year

1,710.19 million

1,793.46 million

1,443.14 million

3,146.13 million

The inability of

MDBS Partners to

disbursed pledged

funds impacted on

the disbursements

Promote Effective

Debt Management

DEBT

MANAGEMEN

T

Debt to GDP

ratio

- 37.81% 39.67% 47.80% 55.91%

Gross

Domestic

Debt as % of

GDP

- 16.90% 19.80% 18.00% 55.91%

Gross External

Debt (as % of

GDP )

- 19.70% 3.70% 4.30%


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Transparent and

Accountable

Governance

Promote effective

and efficient anti-

corruption systems

FINANCIAL

INTELLIGENC

E

Legislative

Framework in

place

AML/CFT National

Strategy and Action

Plan Developed.

Anti-Money

Laundering

Regulations,

2011 (LI 1987)

passed.

1. Anti-

Terrorism

(Amendme

nt) Act,

2012 (Act

842)

passed.

2. Anti-

Terrorism

Regulation

s, 2012 (LI

2181)

passed

3. Criminal

Offences

(Amendme

nt) Act,

2012 (Act

849)

passed.

Executive

Instrument 2

(E.I. 2) issued.

1Anti-Money

laundering

(Amendment)

Act, 2014 (Act

874)

2.Anti-Terrorism

(Amendment)

Act, 2014 (Act

875)

Strengthen the

intelligence

agencies to fight

financial and

economic crimes

Database on

financial and

economic

crimes

25

57

254

225

86

HUMAN RESOURCE AND INSTITUTIONAL MANAGEMENT CAPACITY

Transparent and

Accountable

To upgrade the

capacity of public

GENERAL

ADMINISTRAT

Human

Resource


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

Governance and civil service

for transparent,

accountable,

efficient, timely,

effective

performance and

service

ION AND

INSTITUTIONA

L

COORDINATIO

N

Policy

document and

plan

A well-

resourced

Ministry

Plans, reports

and accounts

presented on a

timely bases

Legal

requirements

of MOF

activities met

Information

on MOF

activities

disseminated

effectively

Ghana Fiscal

Institute

established


THEMATIC

AREA

POLICY

OBJECTIVE

PROGRAMME

INDICATOR

TARGET


2010 2011 2012 2013 REMARKS

New

organogram

adopted and

implemented


1.5 Current Sector Development Situation and Profile of MoF

This section presents the profile of MOF as the government agency responsible for the

management of the public financial resources of the nation. It discusses the background and

human resource situation, and recent developments as well as key challenges in the four (4)

thematic areas under the GSGDA II relevant to the Ministry.

1.5.1 Profile of MoF

The Ministry of Finance (MoF) was established under Section 11 of the Civil Service Law

1993 (PNDCL 327) as amended by the Civil Service Act, 2001 (Act 600). The Ministry was

established by Executive Instrument 24 (E.I. 24) Civil Service (Ministries Amendment)

Instrument, 2009.The mandate of the Ministry relates mainly to the macroeconomic

management of Ghana.

The Ministry is uniquely placed and functions as a Central Management Agency (CMA). By

this, the Ministry serves as a focal point for policy coordination and implementation.

Specifically, it mobilizes, allocates, manages and monitors financial resources. Further, MOF

significantly supports the:

i. achievement of accountability for use of resources by MDAs;

ii. improvement of capacity of CMAs/MDAs to generate, analyse and disseminate as

well as use financial data; and

iii. performance of Monitoring and Evaluation (M&E) by MDAs to inform policy

through the annual budgets.

As at the end of 2013, the total staff strength of the Ministry, together with its Divisions,

Agencies and Department (DADs) stood at 11,282 with 7,982 of them being males and 3,300

females. Of this number, 3930 and 7352 were in the junior and senior officer categories

respectively.

The Male/Female & Senior/Junior ratios were as follows:

• Male/female - 1 : 0.41

• Senior/Junior - 1 : 0.53


1.5.2 Current Sector Development Situation

The economy experienced significant growth over the period of implementation of the

GSGDA I, recording a historic growth rate of 15% in 2011. In spite of the instability in the

global economic environment, the growth of Ghana’s economy was relatively strong, leading

to significant improvement in per capita income from US$1,292.5 in 2010 to US$1,570 in

2012 ahead of the targeted US$1,567.27 in 2013. The macroeconomic indicators recorded

positive outturns with the inflation rate declining to single digit and remaining at that level

for more than 30 months – the longest period of single digit inflation in Ghana, leading to

relative stability in prices and the exchange rate though the impact on interest rates was

marginal.

The Cedi enjoyed relative stability against the major international currencies, boosted by the

relatively strong foreign reserves of the country, which increased significantly from about

US$2 billion at the beginning of 2009 to about US$5.5 billion in 2012. The banking sector

which had experienced relatively high non-performing loan ratios in 2009 began to record

increased profitability and assets growth from 2010.

The economy has, however, experienced some challenges especially since 2013,

characterized by major vulnerabilities emanating from continuing imbalances in the supply

and demand conditions on the foreign exchange market and fiscal slippages, arising largely

out of outstanding arrears payments, a high wage bill, interest payments on loans, and

misalignment of expenditure categories in the budget.

Notwithstanding the relative improvements recorded in the key macroeconomic indicators

over the period 2010 - 2012, considerable challenges have emerged since 2013. These are

characterized by major vulnerabilities emanating from continuing imbalance in the supply

and demand conditions on the foreign exchange market, and fiscal slippages arising, largely,

out of outstanding arrears payments, high wage bill, interest payments on loans, and

misalignment of expenditure categories in the budget. Also though total credit to the private

sector continues to increase, the share of credit to the critical sectors of agriculture and

manufacturing remain comparatively small. The Cedi has come under serious pressures

resulting from a huge balance of trade deficit and fiscal slippage.


The medium-term objective of the Ministry within the context of the current medium-term

national development policy framework (GSGDA II) is to correct the distortions that have

emerged in the macroeconomic environment, and place the country on a path to building the

appropriate foundation for the long-term structural transformation of the economy. This will

require the successful development and implementation of the requisite strategies, projects,

operation and activities to deal with the myriad of outstanding and emerging issues that

continue to plague the country.

1.6 Summary of Key Development Problems/ Issues /Gaps Identified

The review of the Ministry’s performance for the period 2010-2013 reveals certain key

implementation challenges, and important lessons learnt. The review, together with an

analysis of the current sector situation has thrown up a number of key development issues

that need to be addressed to enable the Ministry achieve its medium term objective and

overall mandate.

At the national level, a number of development challenges remain in spite of the significant

progress that has been made. These challenges are characterised by

large fiscal deficits and balance of payments difficulties which have become cyclical;

inefficiencies in the use and management of public funds and other national resources;

the low growth of the agriculture sector which employs over 50% of the country’s

labour force;

weak linkages between agriculture and industry; slow pace of job creation

the emergence of graduate unemployment as a critical socio-economic issue;

non-competitiveness of Ghana’s private sector; significant infrastructure deficits; and

growing inequality in socio-economic and spatial development.

At the sector level, the key challenges identified include

low revenue mobilization,

widening fiscal deficit,

unsustainable wage bill,

high inflation,

weakening domestic currency,

absence of enabling Acts to support public financial management reforms,

weak public financial regulations,

detailed and cumbersome budget processes,

manual budget execution processes,


weak cash management and treasury management functions,

ineffective monitoring systems,

lack of harmonized standards and classification of methodologies,

lack of adequate policies guidelines and manual for aid management,

uncoordinated aid management functions,

high turnover of staff,

lack of an effective human resource office,

inadequate office space and logistics,

inadequate incentives and

low motivation among staff etc.


CHAPTER TWO

PRIORITISATION OF KEY DEVELOPMENT ISSUES

1.7 Prioritized Key Development Issues

The key development issues identified through the review of the Ministry’s performance and

analysis of the current situation of the Ministry are further prioritized to enable the Ministry

address the most pressing issues considering its current human and financial resources

capacity. The under-listed are the new prioritized key development issues that the Ministry

intends to focus on for the medium term (2014-2017):

Relatively underdeveloped financial sector in Ghana

Inadequate Resource Mobilization

High Fiscal Deficit/ Unsustainable fiscal deficits

Weak Public Financial Management System

Ineffective Debt Management Strategy

Limited capacity for economic research and forecasting

Non-attainment of ECOWAS Convergence Criteria

Lack of good corporate governance culture

Limited capacity for managing oil and gas sector

Weak capacity for managing public procurement

Increasing incidence of economic crime

Inadequate and reliable statistical data and information to support evidence-based

decision making

Limited capacity for policy formulation and implementation

1.8 Linking Prioritized Key Development Issues to Thematic Areas of the MTDPF

The thirteen (13) key development issues identified and prioritized are linked to the relevant

thematic areas of the National Medium Term Development Policy Framework, 2014-2017

(GSGDA II). This enables the adoption of the relevant national policy objectives and

strategies that can respond to the key development issues identified within the context of the

GSGDA II.


The issues identified fall under four (4) out of the seven (7) thematic areas of the GSGDA II,

namely:

Ensuring and Sustaining Macroeconomic Stability

Enhance Competitiveness in Ghana’s Private Sector

Oil and Gas Development

Transparent and Accountable Governance

Table 4: Linking of Prioritized Key Development Issues to Thematic Areas

LINKING KEY DEVELOPMENT ISSUES TO THE THEMATIC AREAS OF GSGDA II

SN THEMATIC AREAS KEY DEVELOPMENT ISSUES

1 Ensuring and Sustaining

Macroeconomic Stability

Relatively underdeveloped financial sector in

Ghana

Inadequate Resource Mobilisation

Unsustainable Fiscal Deficit

Weak Public Financial Management System

Ineffective Debt Management Strategy

Limited capacity for economic research and

forecasting

Non-attainment of ECOWAS Convergence

Criteria

2 Enhancing Competitiveness in

Ghana’s Private Sector

Lack of good corporate governance culture

3 Oil and Gas Development Limited capacity for managing oil and gas

sector

4 Transparent and Accountable

Governance

Weak capacity for managing public

procurement

Increasing Incidence of Economic Crime

Inadequate and reliable statistical data and

information to support evidence-based decision

making

Limited capacity for policy formulation and

implementation

Table 4 above shows the linkages between the thirteen (13) prioritised key development

issues of the Ministry and the relevant thematic areas under the GSGDA II. Seven (7) of

these issues fall under the ‘Ensuring and Sustaining Macroeconomic Stability’ theme;

‘Transparent and Accountable’ has six (6) issues with ‘Enhancing Competitiveness in

Ghana’s Private Sector’ and ‘Oil and Gas’ thematic areas having one (1) issues each falling

under them.


1.9 General Summary of the POCC Analysis of the Key Development Issues

Table 5 below gives the POCC (Potential, Opportunity, Constraints, Challenges) analysis of

the prioritised key developed issues, which is expected to enhance formulation of appropriate

strategies for more implementation-oriented plans. Potentials are factors; advantages and

resources within the Ministry which when utilised can enable a Ministry to address the issues.

Opportunities are external factors that positively influence the Ministry’s ability to address

the issues. Constraints are disadvantages emanating from internal factors such as

institutional, human and physical resources that can hamper the Ministry’s efforts to address

the issues. Challenges may be external factors or obstacles beyond the Ministry that may

limit the Ministry’s ability to address the issues.

A thorough assessment of the key development issues under the POCC analysis reveals that

significant potentials and opportunities exist to enable the Ministry overcome constraints by

developing synergies in programme design and implementation. Challenges can be managed

through dialogue with relevant stakeholders. This means that the Ministry is poised to

successfully implement its planned activities for the period 2014-2017.


Table 5: POCC Analysis of Prioritised Key Development Issues (KDIs)

ISSUES POTENTIAL OPPORTUNITY CONSTRAINT CHALLENGE

Relatively

underdeveloped

financial sector in

Ghana

High demand for financial products Expansion of other sectors of the

economy Bank dominated financial sector Outdated financial sector laws

Automation of the trading and

settlement system at the Ghana Stock

Exchange

Review, consolidation and amendment

of laws regulating the financial sector Low insurance industry Financial illiteracy

Better financial regulation and

supervision

Competition from other subsectors

including Pension funds, insurance

companies

Uncoordinated nature of

microfinance sector

Weak corporate governance

culture

Macroeconomic stability Expanding private sector and

entrepreneurs

Lack of disclosure on the part of

commercial banks High NPLs priced in by the

Banks

Establishment of GAX, Ghana Stock

Exchange High mobile penetration

High prime rate (monetary policy

rate)

Third party disclosure not

allowing the credit referencing

bureaus to work

Increased supervision

Automation of various regulatory

institutions

Regulatory challenges (moral

suasion)

Education and awareness of

potential access to credit

Large informal sector

The new pension scheme (tier 2 and 3

funds available for capital market) Poor information among players

Perceived market technicalities of

the financial market in Ghana

FINSCOPE report on demand and use

of financial services Increasing number of foreign investors Lack of good corporate

governance

Low disposal and unstable

income

Available information on the financial

sector landscape New products e.g. REIT Concentration of the market

players in the urban centres

Unavailability of local language

for most of the financial terms

Strong regulatory framework Capacity building Unsuitable financial products for

the informal sector Timely availability of data and

verification and clean up

Strong human resource capacity Investor confidence Macroeconomic instability Policy constraint on privatization



Strong fund management industry Development of various financial

sector policy

Inadequate financial resources for

regulators High interest rates on government

instruments

Strategic plan for the development of

the financial sector

Limited resources for market

sensitization Monetary policy and its impact

Outdated laws Delays in the passage of the laws

and regulations

Tight legislative schedule

Inadequate Resource

Mobilization

New Units with focus on some critical

priorities, new functions, capacity such

as the Non-Tax Revenue Unit

Availability of training institutions Limited mandate of the Non-Tax

revenue function

Possible duplication of functions

between tax and non-tax revenue

mobilisation.

Availability of staff with high level of

training.

Good collaboration with Development

Partners.

Inadequate funding to train staff

in economic modelling

Rapid changes in the trends in the

world economic system.

Availability of data Availability of good economic models

for adoption

Change management issues

associated with change into new

models.

Change in leadership

Availability of staff (statistics and

planning officers)

Availability of support from other

MDAs

Inadequate staff with the requisite

skills for statistical data collection

and analysis.

Poor data storage and retrieval in

the MDAs

High demand for sector performance Availability of data and potential for

data collection

Inadequate funding to support

data collection and analysis

High cost of equipment and

logistics for data processing and

storage

High capacity to deal with emergency

situations Highly committed staff

Most of the sectors do not have

baseline data on their projects and

operations.

Unclear roles and responsibilities

of data producers and users

Laws backing the Ghana Revenue

Authority Technical support from donors

No provision for continuity and

skills transfer

Unwillingness of some staff to

release data/information



Consolidation of Tax Laws of the

Erstwhile Revenue Agencies Availability of IT solutions Inadequate logistics

Laid down procedures not

followed.

Existence of the tax identification

numbers Budget support Slow automation process Weak enforcement of tax laws

Roll out of TRIPS Inadequate taxpayer education Smuggling due to porous borders

Extension of GCMS Low level registration of

taxpayers Inadequate data from taxpayers

Use of IT tools such as GIS in locating

taxpayers Low tax compliance

Inadequate capacity to deal with

changes in technological advances

Donor support for MDAs to undertake

feasibility studies for PPP projects

Poor working conditions at

Border Posts

Changing international legal

environment

Strong support from development

partners and other stakeholders in the

development of the Public Investment

Program

Slow change management process

(GRA modernisation process) Weak enforcement of Tax Laws

Inadequate research into the

various sectors of the economy

Unstable power supply leading to

decline in business activities

Inadequate skills, training and

development

Unstable global economic

environment

Inadequate customer service Tax avoidance and evasion

No provision for projects in

MDAs/MMDAs’ budgets

No feasibility studies on projects

undertaken by MDAs leading to

delay in the completion of

projects, cost overruns since risk

are not properly accessed before

implementation starts



Weak Public

Financial

Management (PFM)

System

Significant experience of efforts in

PFM reforms over last 15 years

Opportunity to learn from experience

and lessons learned from previous PFM

reform implementation.

PFM reforms undertaken to date

have not produced the expected

improvements in financial

management, management of the

Budget and governance

Lack of basic discipline within

some aspects of PFM and

Budgeting processes – MOF and

MDAs

Achievements in some areas of PFM –

improvements in legislative

framework, public procurement and

internal auditing.

Political stability provides an

advantage in being able to plan for and

bed in long-term

reforms/improvements

Lack of accepted overall strategy/

‘road map’ for rollout,

prioritisation and sequencing of

critical PFM reforms

PFM reforms demand shifts in

MOF role and focus. MoF

struggles to keep pace with these

requirements and consequential

shifts in staffing

capacity/competencies/skills –

lack of skilled budget analysis and

monitoring expertise

Highly sensitized staff on climate

change issues

Some level of training in climate

change budgeting

Institutional arrangements a

problem/obstacle for PFM reform

Limited fiscal space for critical

climate change issues

Clear policy guidelines available on the

mandate and functions of Units and

Divisions within the Ministry

High commitment from staff Slow implementation of PFM

reforms

High competition for the right to

manage same/identical project

Change management challenges

arising from further large-scale

and difficult decentralisation and

PBB reforms

Lack of political will to enforce

the implementation of climate

change protocols

Lack of adequate training in

project planning and management



Management’s inability to state

firmly where a project/operation

should reside

High Fiscal Deficit/

Unsustainable fiscal

deficits

New Units set up within BD to focus

on some critical priorities, new

functions, capacity

GIFMIS budget module (Hyperion)

provides an opportunity to speed up

pace of implementation and improve

planning of public sector wages

High wage bill as percentage of

Budget

Difficult political economy and

the impracticality to freeze wages,

salaries and new recruitments in

all sectors

Flexible and adaptable Ministry

GIFMIS underway, with ongoing

rollout of Hyperion platforms that will

bring new opportunities for key PFM

improvements

Poor performance in budget

implementation undermines its

credibility and predictability–

gaps between estimates and out-

turns, slow releases by MOF.

Inefficiency within Budget

process management

Established Budget formulation

process with published Calendar Scattered pieces of data/information

The current stalling of the MTEF

implementation undermines

confidence.

Ongoing critical gaps and poor

performance in some of ‘the

basics’ of budget execution

Recent improvements to Budget

Calendar, Budget preparation process

and management of the Budget

Division

Availability of technical skills to

develop policies and guidelines for all

types of public investments

Most of the sectors do not have

baseline data on their projects and

operations.

Gaps in reporting and

implementation

High demand for sector performance

The PIMS has been interfaced with

other National softwares.eg GIFMIS

and the Budget system to facilitate

efficient delivery of public investment

Getting MDAs/MMDAs to

adhere to the existing policies ,

plans, programs and procedure to

undertake public investments

Ceilings are not hard and do not

‘stick’.



Availability of a National PPP Policy

The oversight regime for Government

equity investments in SOEs/JVCs can

be streamlined through appropriate

legislative interventions that would

make this Ministry wholly responsible

Fragmented and uncoordinated

oversight of SOEs by a

multiplicity of Government

agencies results in poor

monitoring

Unwillingness of some staff to

release data/information

A National Infrastructural Plan and

development strategy have been

developed

Poor governance practices

Difficulties with incorporating the

existing public investment

policies , plans and programs into

the budgeting process for both

traditional projects and PPPs

A Public Investment Plan has been

developed

Lack of training for all MDAs to

adopt the PIMS and process

public investment electronically

The Public Entities Unit has been

created within the Ministry to oversee

Government’s interest in SOEs/JVCs

Ineffective Debt

Management Strategy

General recognition as manager of

government’s debt portfolio

Legal framework: The Loans Act gives

clear authorisation to the Minister of

Finance to approve borrowings and

guarantees. Therefore, all public sector

entities are required to obtain his

authorisation for all borrowings

Insufficient capacity in some of

some critical areas of operation

such as project management

Update of Loans Act: The Loans

Act has not been updated since its

assent in July 1970. There is the

need to incorporate into the legal

framework recent developments

in public debts management such

as need for debt management

strategy, periodic reporting to

parliament, etc.



Comprehensive operating system to

capture and effectively analyse debt

information. Increasing national debts: The increase

in Public Private Partnership’s projects

in the country may increase the need

for more debt funding and therefore the

role of Ministry will become even

more critical in assessing the

sustainability of liabilities that arise

from PPP projects

Insufficient coordination and

information sharing between

Fiscal Divisions of the Ministry

and between the Ministry, and

CAGD and BOG

Neglect of recommendation: The

probability that government might

sometimes sets aside the

Ministry’s recommendation on

proposed loans is high owing to

the pressure to meet its political

objectives

Availability of expertise to carry out

effective analysis of commercial and

export credit for an informed decision

making

Limited reporting and no

evaluation of strategy

implementation

Adequate staff to undertake debt

management functions

Forecasts on borrowing and debt

service do not include sensitivity

analysis to key risk such as

exchange rate, interest rate etc.

Availability of a Medium Term Debt

Management Strategy that guides the

Ministry in its daily operations

Quarterly debt reports prepared

by DMD are not published

Availability of back-up of information

for debt recording system

Access to a secure registry at the

Central Securities Depository for

domestic treasury issues

Regular conduct of debts sustainability

assessments



Limited capacity for

economic research

and forecasting

Informed, experienced staff Capacity building opportunities exists

to train staff

Poor performance of MOF in

terms of budget credibility and the

budgeting behaviour of MDAs in

turn undermines confidence in the

Budget and MOF.

Fragmented information and data

sources

Strategic policy framework and

mechanisms for medium-term planning

in place across government

Good economic models available for

adoption.

Strategic phase of Budget and link

to policy-based sector expenditure

strategies still weak

Fragmented nature of the Budget

and of the Budget process:

– Budget Division not in control

of some key inputs to the Budget

formulation/development and

preparation ;

– macro-fiscal forecasting not

directly within the Budget

Division

Availability of institutional setup with

some staff with the requisite skills,

strong leadership and experience

Opportunities exist for collaboration

with Donor Partners, Think Tanks,

Universities, MDAs and MMDAs and

other ECOWAS institutions in data and

information sharing, and training

Inadequate staff with requisite

skills

Lack of political will to pursue

research and forecasting

Availability of funding to support staff

training

Availability of training institutions

both within and outside the country to

provide training.

Inadequate funding to train

critical mass of staff in economic

modelling,

Yearly renewal of oracles for the

GIFMIS system.

Availability of staff with high level of

training.

Good collaboration with donor

community

Low interest in adoption of new

models,

Changes in the tends in the world

economic systems

Model available for modification Support from development Partners

Poor inter and intra connectivity

systems for sharing of

information



GIFMIS system to provide data and

information for modelling available

Renewal of perception on the

change into new models with its

accompanying issues.

Inadequate funding to train

critical mass of staff in economic

modelling.

Change of mind-set on the change

into new models with its attendant

issues.

Non-attainment of

ECOWAS

Convergence Criteria

Clear treaties and protocols available Establishment of a National

Coordinating Committee

Inadequate funding for ECOWAS

activities

Low commitment to meet the

criteria due to the reluctance of

member-states to cede part of

their government,

Some budget available to fund

ECOWAS activities

Inadequate skills in international

negotiation and language

proficiency in the regional official

languages

Global financial crises

Disparities in economic structure

of member countries


managing oil and gas

sector

Recently amended tax laws Potential for strong collaboration with

other agencies Inadequate skilled staff

Changing international legal

environment

Seasoned tax administrators Newly established weekly review

meetings with relevant stakeholders

Inadequate logistics Weak enforcement of Tax Laws

Availability of some automated

facilities

Partners funding and providing

technical support (GIZ, DANIDA,

DFID, US, South Africa, WCO)

Slow automation process Tax avoidance and evasion



Strong training institutions Poor collaboration with other

governmental agencies

Inadequate capacity to deal with

rapid

technological advances

Common Administrative Act (RAA)

consolidation of all Tax Administrative

Laws

Low level of interconnectivity

and slow deployment of

TRIPS/GCMS

Migration from tax type to functional

work processes

Increasing incidence

of economic crime

Enactment of new Bank of Ghana Bill Potential effective enforcement of

Ghana Revenue Authority Laws

Lack of critical tools e.g.

analytical software.

Delays in budgetary releases to

execute programmes

Enactment of Foreign Exchange Bill Prevention of revenue leakage Inadequate staff Slow prosecution of criminals.

Enactment of Deposit Insurance Bill, Effective monitoring of activities of

Designated Non- Financial Businesses

and Professions (DNFBPs)

Lack of effective collaboration

among agencies to assist in

investigation and prosecution

Lack of effective collaboration

among agencies to assist in

investigation and prosecution

Operationalisation of Anti-Money

Laundering (Amendment) Act, 2014

(Act 874)

Awareness creation and capacity

building among key stakeholders

Inadequate

Inter-Ministerial Committee

meetings

Lack of Permanent office

premises

Competent and experienced staff

assisting in executing the AML Act.

Exchange of information among

collaborating agencies and sister FIUs

Slow response to requests for

information

Poor remuneration of staff

Memoranda of Understanding executed

with sixteen (16) countries and eight

(8) key stakeholder institutions in

Ghana

Enhanced collaboration among

member countries

Absence of national database

Establishment of the Financial

Intelligence Centre (FIC)

Member of Forum of FIUs in West

Africa.

Slow response to requests for

information from key

stakeholders.



Admission of FIC Ghana as a full

member of Egmont Group of Financial

Intelligence Units (FIUs).

Member of Asset Recovery Inter

Agency Network, West Africa (ARIN-

WA)

Inadequate knowledge about

Financial Laws and Regulations.

Status of FIC as the National

Correspondent (NC) (Ambassador) of

GIABA in Ghana.

Conflicts of Laws in member

countries of GIABA.

Slow response and unwillingness

of FIUs in other jurisdictions to

re-align their existing Financial

Laws to conform to FATF revised

recommendations

Inadequate and

reliable statistical

data and information

to support evidence-

based decision

making

Availability of data from Ghana

Statistical Service, and GIFMIS project

to provide data,

Availability of support from other

MDAs, donors, NDPC in data

collection

Inadequate staff with the requisite

skills for statistical data collection

and analysis

Change in leadership

Availability of staff (statistical and

planning officers)

Availability of ICT infrastructure to

support GSS service

Inadequate funding to support

data collection and analysis

Poor data storage and retrieval in

MDAs

The existence of policies and legal

frameworks, governing identification

system.

The coordinating role of the GSS in the

National Statistical system (NSS).

Inadequate government budgetary

support for identification

activities.

High cost of equipment and

logistics for data processing and

storage

The availability of legal expertise to

facilitate the harmonization of the legal

frame works and systems.

The existence of a critical workforce of

staff to facilitate harmonization process

In adequate qualified staff to

handle complex institutional

arrangements and identification

system.

Proliferation of fragmented

institutions to handle different

sections of the identification

process.

The recognition by all identification

institutions of the need to bring all the

fragmented institutions under one

authority.

The existing goodwill between the GSS

and all the identification institutions.

Inadequate capacity building

training arrangements.

Continuous creation of a

disjointed identification system

with very little coordination

between and among the

institutions set up to oversee

specific identification registration.



The existence of registration offices in

all the Regions.

The existence of the opportunity to

create an integrated infrastructure for

data capture, processing, storage,

retrieval, and archival of records.

Inadequate financial resources.

Very little or no institutional

demand for identification

registration products before

delivery of essential services.

A critical mass of hard working staff

within the registration institutions who

can deliver on their mandates.

Supporting legal environment e.g. Act

301 of 1965, United Nations

Convention on the Rights of the Child

(CRC), and Convention on the Rights

of the Child (1989)

The Registries are not well set up

or adequately resourced, and

hence do not function properly.

Very little collaboration between

registration and some other

relevant institutions

Increasing internal demand for data on

civil registration to monitor and

evaluate national programmes

The gradual increase in awareness of

the need for civil events registration by

the populace

Lack of functional Strategic Plan

to improve on registration.

Limited use of CRVS data in

public decision-making and

planning socio-economic

development.

The existence of a central Registries

with backing legal powers, to design

and implement national policies and

programmes

Improvement in the utilisation of civil

registration products.

Inadequate number of registration

centres.

Systemic inadequacy and delays

in government funding for the

activities of the civil registration

processes, esp. with respect to

registration materials.

Sub-regional and international

recognition of the importance of birth

registration

The existence of advanced

technology:- both software and

equipment to facilitate increase and

improvement in registration processes.

Inadequate advocacy programmes

for registration awareness

creation.

Over-dependence on financial and

logistical support from

development partners and other

external agencies.

The existence of very good

collaboration between civil events

registration, though mostly not backed

by any legislation.

The need to institutionalise the already

existing collaboration among civil

events registration institutions.

Inadequate feedback mechanisms

for events registration.

Government’s show of seemingly

no interest in the civil registration

as evidenced by its persistent and

systemic under financing.

The recognised need for the civil

events registration institutions to

harmonize standards and methods and

procedures for civil registration

production of vital statistics.

The already well established

procedures for managing civil

registration, health and vital statistics

database within the individual events

registration institutions.

Absence or inadequate

establishment of data

management system

Limited registration of civil

events and hence limited vital

statistics.

Develop effective mechanism to The trust and confidence of data users Inadequate expertise in civil Over reliance on irregular sample



capture process and compile vital

statistics.

in the statistical data from the National

statistical system.

registration procedures and

processes

survey at the expense of civil

registration and vital statistics.

Staff with capacity to improve on

analysis, production and dissemination

of sex, age and geographically

disaggregated vital statistics

The availability of the qualified critical

mass of staff to undertake any survey

in the country.

Inadequate technical expertise

Poor advocacy programmes

geared towards increased

registration of civil events.

The existing Statistics Law (PNDCL

135) which mandates the Government

Statistician to conduct any socio-

demographic survey in the country.

Existence of good collaboration

between the GSS and other data

producers (MDAs)

GSS over reliance on DPs funding

in execution of mandates.

Inadequate logistics for statistical

data production.

Existence of good collaboration with

other data users.

The existence of modern data capture,

processing, storage retrieval and

archival facility.

Limited use of statistics in

decision making by policy-

decision makers.

Inadequate government budgetary

support.

The increased demand for statistical

data.

The existence of a facility where

statistical data could be disseminated to

users through the internet.

Inadequate expertise to put data in

the format convenient to data

users.

Inadequate logistics for statistical

data production.

The existence of a reliable data capture,

processing, storage, retrieval and

archival data base.

The adoption of good practice system-

wide including UN principles for

official statistics and the IMF's general

data dissemination standards etc.

Data may exist but not in the

format needed by users.

Inadequate feedback mechanism

The existence of the National advisory

committee of producers and users of

statistics (NACPUS).

Timely release of relevant statistical

information

The timeliness of the available

data.

Poor dissemination plan for the

release of the limited statistical

data

The development of a modern database

for efficient management of data

The trust and confidence of data users

in the statistical data from the National

statistical system.

Rationalising the production of

statistical data within the national

statistical system.

The adoption of an effective statistical

data release calendar



Defining the role and mandates

statistics producing institutions within

the National Statistics System.

The existence of M&E statistics

working group to facilitate

improvement in the quality of statistics.

Improving the capacity of the MDAs in

electronic data analysis and

management.

The mainstreaming of statistics in

planning processes

Supporting MDAs to generate data for

effective planning and budgeting.

The increasing demand and

appreciation of the role of statistics in

decision-making.

The existence of good coordination and

collaboration among data producing

institutions.

The increased realisation of the need to

have a data dissemination policy to

improve data communication in the

country.

Maintaining a comprehensive database

for different range of users and uses.

Re-instate the producer-user

consultation process.

Designing and implementing statistical

literacy programmes

Weak capacity for

managing public

procurement

Committed board and management

The desire for transparency in

procurement is high on government

and development partners’ agenda.

Lack of legislative backing for

regulations

Inadequate Funding for PPA’s

activities.



Internationally acceptable legal

framework for undertaking

procurement activities.

Active, extensive and expanding media

for information dissemination on

public procurement issues

Inadequate office accommodation

Lengthy, bureaucratic and

cumbersome procedures

associated with amendment

processes.

Ministry of Finance Support.

Public Sector Reforms providing an

enabling environment for Public

Procurement Reform.

Inadequate funding from GoG Inadequate Funding for PPA’s

activities.

Experienced, committed and competent

management and staff

Vibrant professional and Industry

serving as an advocacy group for the

amendment of the Public Procurement

Act

Difficulty in attracting,

motivating and retaining critical

technical staff within PPA.

Inadequate capacity at the entity

level.

Goodwill from Development Partners

(DPs)

Increased interest of DPs and CSOs in

public procurement issues.

Inadequate funding to carry out

sensitization activities

Inadequate allocation of Funds for

MDAs and MMDAs.

Existence of Zonal Offices in three (3)

locations to help in implementation.

The desire of Parliament to ensure

public accountability and rule of law

Lack of funds to undertake

sensitization in the use of STDs.

Adoption of alternative

procurement procedures by some

state institutions

Good corporate culture

Availability of experienced

procurement consultants to support

PPA.

Tendency of entities to overlook

prescribed procedures

Unwillingness of entities to

comply with new policies and

procedures.

Readiness of DP’s to support internal

capacity building effort.

Educational institutions offering

procurement courses to enhance

professionalization within the public

sector. Inadequate Funding for CD

activities.


level to appreciate use of STDs

for procurement.

Availability of international best

practices/ benchmark


procurement consultants to support

PPA in its capacity development

efforts.

Inadequate funding from GoG


prescribed procurement

documentation.

Existence of STDs that benchmark best

practices

Vibrant news/ print media to

disseminate new policies. Inadequate logistics

Interference In procurement

processes at the Entity level



Support of SECO in revising the

current STDs.

Increased stakeholder quest for better

application of innovative public

procurement policies.

Inadequate funding for

assessment.

Inadequate Funding from GoG.

Professional recognition

Support of DPs in introduction and

implementation of new policies e.g.

FWA,SPP, etc.

Representation in a limited

number of regions


level to appreciate rationale for

monitoring.

Mandate to drive Capacity

Development (CD) activities.

ICT application and internet

penetration on the increase in Ghana

thereby creating the platform for

research.

Inadequate allocation of Funding

for PPA’s communication

activities.


prescribed procedures in

conducting procurement activity.

Effective monitoring system

established by PPA


procurement consultants to support the

review.

PPA’s overdependence on

funding from

Difficulty in getting PEs to post

their Procurement Plans.

Internationally acceptable legal

monitoring tool.

Revision of STDs to include

sustainable procurement issues.

Difficulty getting PEs tender

documents pertaining to past

contracts awards

Good ICT infrastructure for PPME

Tool

The launch of Scheme of Service for

procurement staff in the public sector

would contribute to professionalization

of public procurement.

Change in mentality and readiness

to use the internet for E-

Government Procurement

Current exploration of an enhancement

of the Public Procurement Model of

Excellence (PPME) Tool

Possibility of Benchmarking Ghana’s

Public Procurement Systems with

International best practices

Inadequate allocation of Funding

for PPA’s communication

activities.

Annual Procurement Performance

Assessment of entities

Ability of the Media and CSOs to hold

public institutions accountable in the

court of public opinion

Refusal of Parliament to grant

PPA the mandate to generate

funds

Certification of assessors by GIMPA

Tertiary Institutions’ ability to build

capacity for the public procurement

system



Good ICT Infrastructure

E-Transformed project funded by the

World Bank includes e- procurement as

an application

Willingness of government to leverage

ICT in Good Governance

Active and vibrant groups within Civil

Society calling for transparency and

Corporate Social Responsibility.

Ability of the General Public / Media

to effectively publicize the public

Procurement Act and activities of PPA

Professional and Industry associations

with interest in Procurement issues.

Ability of the General / Media to hold

public institutions accountable in the

court of public opinion

Growing interest in the specialization

of Public Procurement reporting among

journalist

Increased stakeholder quest for better

application of public procurement

issues. Improved ability to fund its activities in

fulfillment of its regulatory function

Ability to generate funds internally

Donor interest to support the setting up

of an M&E Unit

Strong collaboration with other MDAs

to assist in data collection

Support from NDPC/Cabinet to set up

the system

e-governance project

Development partners readiness to

support

Existence of other ICT supportive

projects (fiber optic facilities)



Willingness of donors to support

reforms in the coordination of the

Ministry

Existence of coordination framework

in the NDPC


policy formulation

and implementation

Establishment of PEMU

Absence of institutional

arrangement for M&E

Nonexistence of the PPME in the

Ministry

Availability of medium term

development plan Lack of dedicated staff

Frequent changes of trained staff

in the supporting MDAs

Critical mass of trained officers in

M&E Lack of quality and reliable data Inadequate planning for M&E

Strong database for M&E Inadequate logistics for M&E

Inadequate budget for allocation

for M&E

Commitment of management to

establishment of an effective M&E

Unit

Weak capacity Lack of interest in and demand

for M&E reports

Existence of some infrastructure

Inadequate staff to man the ICT

facilities High cost of ICT equipment

Existence of ICT division in the

ministry

Inadequate skills to support the

ICT infrastructure Huge government fiscal deficit

Some level of coordination exists

among agencies

Inadequate service and investment

budget Absence of binding legal

framework for coordination

Regular management meetings

Unwillingness of some agencies

to cooperate

Defined roles and responsibilities of

agencies Availability of training institutions Inadequate budget for training High cost of training



Availability of service budget

Readiness of some Development

Partners to support

Unwillingness of some officers to

motivate staff

Growing personnel emoluments

bill in the budget

Staff ceiling not exhausted

Development partners programme

with government to rationalise

staff recruitment


CHAPTER THREE

DEVELOPMENT GOAL, ADOPTED OBJECTIVES AND

STRATEGIES

1.10 Introduction

This chapter presents the Ministry’s goal and shows how it is consistent with the broad

national goal articulated in the GSGDA II. The development objectives for the Ministry are

identified through the adaption of national policy objectives. Corresponding strategies to each

of the adopted objectives are derived from the national strategies to support the achievement

of the sector goal.

Table 6: Medium Term Development Policy Framework and Sector Goal Compatibility Matrix

National Goal/ GSGDA II Sector (MOF) Goal Remarks

To correct the distortions that

have emerged in the

macroeconomic environment,

and place the country on a path

to building the appropriate

foundation for the long-term

structural transformation of the

economy

To efficiently and

effectively manage the

economy of Ghana

towards attainment of

upper middle income

status and poverty

reduction.

The sector goal is

compatible with the

National Medium Term

Development Policy

Framework Goal

1.11 Strategic Policy Direction

The strategic direction and priorities of government in the medium-term as stated in the

GSGDA II is to leverage Ghana’s natural resource endowments, agriculture potentials and

the human resource base for accelerated economic growth and job creation through value

addition especially manufacturing. This will be underpinned by partnership with the private

sector through PPPs to expand infrastructure by building roads and bridges; increasing

electricity supply and reliability to support our economy’s needs; expanding access to good

drinking water and providing quality healthcare for our growing population; improving

sanitation and human security for all, and also transforming schools, colleges and universities


to meet the demands of a new age with emphasis on mathematics, science, technology and

innovation.

Consequently, the medium-term priority policies will be anchored on the following four

pillars: Building a Strong and Resilient Economy; Investing in People; Expanding

Infrastructure; and Maintaining Transparent and Accountable Governance.

There are nineteen (19) policy objectives under GSGDA II that are relevant to the Ministry

of Finance, namely:

Deepen the capital market

Improve access to financial services

Improve fiscal revenue mobilization and management

Improve public expenditure management

Improve capacity for effective public sector debt management

Strengthen economic planning and forecasting

Accelerate economic integration with other regional and sub-regional blocks and

markets

Promote an effective enabling environment for good corporate governance

Ensure effective and transparent management of oil and gas revenues

Enhance production and management of statistical information

Promote and improve the efficiency and effectiveness of performance in the public

and civil services

Promote transparency and accountability

Promote effective and efficient anti-corruption systems

Establish and maintain an efficient identification management system

Improve quality and completeness of vital events registration and associated services

Improve production and use of health and vital statistics from civil registration

Enhance production and management of statistical information

Improve availability of quality data for policy formulation, analysis and decision-

making

Promote the effective use of data for decision-making and development

communication


Table 7 below gives details of the linkages between Ministry’s prioritised development

issues, and policy objectives and strategies adopted from the GSGDA II to address them.


Table 7: Adoption of Policy Objectives and Strategies: Ministry of Finance

Key Focus Area Key Development Issues Adopted Policy Objectives Adopted Strategies


Monetary Policy and

Financial

Management

Relatively

underdeveloped financial

sector in Ghana

Deepen the capital markets

Develop the secondary market for bonds and other long-term securities

Expand the Venture capital market to support start-up businesses and SMEs

Leverage the three-tier pension scheme to increase access to long-term

financing

Improve access to financial services

Develop a more comprehensive insurance market and introduce innovative

insurance product

Develop a more affordable and accessible market for mortgage finance

Strengthen institutional framework for monitoring and regulating financial

institutions especially non-bank and microfinance sector.

Fiscal Policy

Management

Inadequate Resource

Mobilisation

Improve fiscal revenue mobilization and

management

Eliminate revenue collection leakages

Strengthen revenue institutions and administration

Strengthen mobilisation and management of non-tax revenue

Unsustainable Fiscal

Deficit

Improve fiscal revenue mobilization and

management

Accelerate the implementation of the Ghana Integrated Financial Management

Information System (GIFMIS) for effective budget management

Review the administrative framework for earmarked funds to ensure

efficiency in the management of public funds

Review and strengthen public sector wage bill management system



Strengthen institutional collaboration for effective fiscal policy management

Weak Public Financial

Management System

Improve public expenditure management

Accelerate the implementation of the Ghana Integrated Financial Management

Information System (GIFMIS) for effective budget management



Improve the legislative and institutional framework for budget formulation

and implementation

Ensure effective financial management and oversight over SOEs and JVCs


Ineffective Debt

Management Strategy

Improve capacity for effective public

sector debt management

Enforce public debt ratios to ensure that public debt are at sustainable levels

Employ appropriate instruments to reduce market and refinancing risks

associated with debt portfolio

Institute mechanisms to manage internal and external shocks

Economic Policy

Management


economic research and

forecasting

Strengthen economic planning and

forecasting

Develop a model for economic planning and forecasting

Build and sustain national capacity for economic planning and forecasting

International Trade

and Regional

Integration

Non-attainment of

ECOWAS Convergence

Criteria

Accelerate economic integration with

other regional and sub-regional blocks

and markets

Implement fully the WAMZ programme

Implement the ECOWAS Community Development Programme



Ensure that National Trade Policy reflects ECOWAS protocols

Strengthen trade relations with other regional blocks and markets

Enhancing Competitiveness in Ghana’s Private Sector

Good Corporate

Governance

Lack of good corporate

governance culture

Promote an effective enabling

environment for good corporate

governance

Ensure that corporate entities act as good corporate citizens with regard to

human rights, social responsibility and environmental sustainability

Encourage the adoption of codes of good business ethics and standards in

achieving the objectives of corporate entities

Ensure that corporate entities treat all their stakeholders in a fair and just

manner

Provide for accountability of corporate entities and directors


Transparency in

Revenue

Management


managing oil and gas

sector

Ensure effective and transparent

management of oil and gas revenues

Develop and effectively implement appropriate regulatory framework for

revenue collection and management

Strengthen monitoring, evaluation and reporting systems in the industry


Public Policy

Development and

Management


policy formulation and

implementation

Promote and improve the efficiency and

effectiveness of performance in the

public and civil services

Develop a systematic training framework in public policy formulation and

implementation for public and civil servants

Corruption and

Economic Crimes

Weak capacity for

managing public

procurement

Promote transparency and accountability Expedite the amendment of the Public Procurement Act to make it more user

friendly

Increasing Incidence of

Economic Crime

Promote effective and efficient anti-

corruption systems

Empower the Financial Intelligence Centre (FIC) to collaborate with other

security agencies to fight, money laundering and other related crimes



Evidence-Based

Decision-making

Inadequate and reliable

statistical data and

information to support

evidence-based decision

making

Establish and maintain an efficient

identification management system

Harmonize policy and legal frameworks and regulations governing national

identification

Improve quality and completeness of

vital events registration and associated

services

Reform and enhance civil registration processes and practices

Improve production and use of health

and vital statistics from civil registration

Institutionalise partnerships between the MDAs responsible for civil

registration and vital statistics activities

Enhance production and management of

statistical information

Formulate and implement an Official Statistics Policy and law for the national

statistics system

Review and implement the Ghana Statistics Development Plan (GSDP)

Develop and implement capacity building programmes in the production and

use of statistics for policy formulation, planning, monitoring and evaluation

across MDAs and MMDAs

Improve availability of quality data for

policy formulation, analysis and

decision-making

Reform statistical operations, corresponding to all production stages of the

different sources/methods of collection

Develop administrative statistical system to routinely compile, analyse and

disseminate reliable data from administrative processes and registers

Adopt the Compendium of Statistical Standards, Variables and Concepts for

Ghana’s Official Statistics

Institutionalise the culture and practice of proper record keeping

Promote the effective use of data for

decision-making and development

communication

Update and maintain a comprehensive database for different range of users

and uses


CHAPTER FOUR

DEVELOPMENT PROGRAMMES AND SUB-PROGRAMMES OF

MoF

1.12 Development Programmes and Sub-Programmes

To address the key development issues identified within the medium term, various

interventions in the form of projects/ operations/ activities have been formulated with

indicative budgets for the programmes as well as sources of funding. The leads as well as

collaborating agencies are also identified. The Ministry intends to implement these operations

and/ or activities through five (5) broad programmes and thirteen (13) corresponding sub-

programmes.

Table 8: Programmes and Sub-Programmes of MoF

SN Programme Sub-Programmes

1. Management and

Administration

General Administration and Human Resource

Finance

Internal Audit

2.

Economic Policy

Management

Real Sector Development

Public Investment

Statistics, Economic Research, and Forecasting

Financial Sector Development

3. Revenue Mobilisation Domestic Resource Mobilisation and Administration

External Resource Mobilisation

4.

Expenditure Management

Budget Management

Treasury, Payroll And Accounting

Public Procurement

5. Public Debt Management Public Debt Management

The section below provides a general overview of the programmes and sub-programmes,

providing insight into their specific objectives, the functions that are performed under them

and the Agency responsible for implementing them. The specific projects, operations and


activities that will be implemented under the programmes are discussed later in this chapter

and chapter 5.

1.12.1 Management and Administration

This programme seeks to enhance the institutional capacity of the Ministry to achieve its

objectives. It is under the supervision of the General Administration Division which oversees

and manages the support functions of the Ministry. It is also mainly responsible for physical

and human resource functions and handles personnel, welfare, recruitment and selection,

accounting, budgeting, procurement, contract administration, and internal audit. The Division

also provides direction in all matters concerning training and travel, information

communication technology (ICT), transport, public relations, and security.

1.12.1.1 General Administration and Human Resource

The General Administration and Human Resource sub-programme is intended to formulate

policies and coordinate activities of the Ministry; monitor and evaluate programmes of the

Ministry and its Agencies; recruit and retain highly qualified and motivated workforce and

implement Human Resource policies, circulars and guidelines; provide logistical support, IT

infrastructure and services, conducive working environment for the Ministry; implement the

Ministry's communication strategy; provide legal and economic advice to the Ministry and

other MDAs; implement the Minister’s special initiatives; prepare the annual budget

estimates of the Ministry.

1.12.1.2 Finance

The objective of the Finance sub-programme is to improve financial management and

reporting through the promotion of efficient Accounting system. It is expected to facilitate the

collection of records and preparation of financial statements and reports to assist management

and other stakeholders in decision making as well as the processing and signing of warrants

and pension files.

1.12.1.3 Internal Audit

The purpose of the Internal Audit sub-programme is to improve risk management, control

and governance processes as designed and represented by management under the Internal

Audit Act 658. It also aims to ensure that significant financial, managerial and operating

information is accurate, reliable and timely and to guarantee that the Ministry’s operations are

in compliance with existing laws, policies, procedures and standards so that resources are

acquired economically, used efficiently and adequately protected.


1.12.2 Economic Policy Management

This programme seeks to strengthen economic planning and forecasting to ensure synergetic

development of strategic sectors; formulate and implement sound economic policies; improve

accessibility and use of existing data-base for policy formulation, analysis and decision

making; accelerate economic integration with other regional and sub-regional institutions;

create a more diversified financial sector and improve access to financial services; deepen the

capital market; and promote sustainable extraction and use of mineral resources.

Specifically, the Economic Policy Management programme aims at:

i. formulating, implementing, monitoring and evaluating of sound economic, financial

and investment policies and programmes of government with a bias on ensuring a

strong linkage between medium to long term development plan/strategies and the

annual budget;

ii. developing, maintaining and using macroeconomic models for policy analysis to aid

policy advise formulation and implementation;

iii. rationalizing the production of data within the statistical system, scaling up statistical

literacy and strengthening MIS systems of MDAs and MMDAs;

iv. coordinating and implementing WAMZ and ECOWAS Programmes;

v. promoting financial education, and positioning of Ghana as a major Financial Hub

and Centre of Excellence in Financial Services in West Africa;

vi. implementing schemes to increase long term savings/funds;

vii. promoting transparency in the payment, receipts, disbursement and utilisation of

extractive sector revenues.

1.12.2.1 Real Sector Development

The Real Sector Development Sub-Programme is intended to:

i. strengthen economic policy and management to ensure synergetic development of

strategic sectors;

ii. formulate and implement sectoral economic policies;

iii. promote sustainable extraction and use of Mineral Resources for sustainable growth

and development and for promotion of transparency in the payment, receipts,

disbursement and utilisation of extractive sector revenues.


The sub-programme measures the impact of real sector developments on growth in particular,

and the macro-economy in general. It does monitor and evaluate socio-economic

performances to address macroeconomic weaknesses. It develops and utilizes models for

GDP projections, and also formulates and implements poverty reducing and income

distribution policies through research. Furthermore, the Division promotes the sustainable

extraction and use of Mineral Resources through the implementation of Natural Resource

Environmental Governance (NREG) and GHEITI activities, and also facilitates the

mainstreaming of climate change to ensure sustainable economic development.

The role of the Ministry in the implementation of the Petroleum Revenue Management Act

(Act 815) (PRMA) falls under this sub-programme. This include but not limited to the

preparation and publication of the quarterly petroleum receipts, preparation of annual report

on the Petroleum Funds to Parliament as part of the presentation of the Annual Budget

Statement and Economic Policies, estimation and certification of the annual Petroleum

Benchmark Revenue, and distribution of Petroleum Revenue from liftings and other receipts

in accordance with the PRMA.

1.12.2.2 Public Investment

The purpose of the Public Investment sub-programme is to leverage private resources for

public sector investment within the context of Public-Private Partnership. This sub-

programme, which is expected to be delivered by the Public Investment Division of the

Ministry, is designed to:

i. guide and coordinate the implementation of the investment component of the medium

to long-term plan;

ii. facilitate the implementation of principles and key measures of the national public

investment policy and to coordinate public investment planning, programming and

budgeting processes;

iii. develop and issue criteria for public investment appraisal and prioritization in the

context of limited resources;

iv. provide guidelines for projects development, cost-benefit analysis, project approval,

programming and budgeting mechanism;

v. provide oversight management of state investments in SOEs and Joint Ventures and to

advise the Minister on financing and investment strategies of public entities.


1.12.2.3 Statistics, Economic Research, and Forecasting

The main objectives of the Statistics, Economic Research and Forecasting sub-programme

are:

i. to formulate and implement sound macroeconomic policies;

ii. to improve accessibility and use of existing database for policy formulation, analysis

and decision making;

iii. to accelerate economic integration with other regional and / sub-regional states.

The sub programme is made up of both Statistics and Economic Research and Forecasting

components. The Statistics component coordinates the adoption of standards and globally

accepted practices in data production and dissemination within the National Statistical

System. It rationalizes the production of data within the Statistical System and defines the

roles and mandates of the various data producing institutions.

It also supports MDAs and MMDAs to generate data for effective policy planning, budgeting

and implementation as well as –build their capacity in electronic data analysis and

management. This includes the development of a web-based system for accessing the

Establishing a Mapping and Monitoring System for Development Activities in Ghana

(EMMSDAG) Spatial Database by strategic government institutions. In addition, it seeks to

upscale statistical literacy to enhance statistical reporting by the media.

1.12.2.4 Economic Research and Forecasting

The function expected to be performed under the Economic Research and Forecasting sub-

programme are:

1.12.2.5 conducting macroeconomic policy formulation, which specifically involves;

formulating, monitoring, and evaluating fiscal policies;

conducting a systematic analysis of the economy as well as monitor and track

macroeconomic developments in the economy;

co-ordinating activities of the Economic Policy Coordinating Committee (EPCC),

Economic Management Team (EMT), the preparation of Ministerial Press

Briefings and Cabinet Papers on the Economy;

compiling Fiscal Tables and Government Finance Statistics.


i. conducting Special Studies into relevant economic issues, which specifically involves;

developing relevant models for economic analysis;

analysing and coordinating the Ministry’s research work;

collaborating with other MDAs and research institutions in the areas of Research,

Development, and Policy;

coordinating the preparation of quarterly, semi-annual, and annual reports on the

economy;

developing and managing a comprehensive database on economic and social

variables and;

periodically undertaking mini-survey on specific subject matter.

ii. conducting Multilateral Surveillance Mechanism activities which will involve:

overseeing multilateral surveillance and integration programmes;

organising and coordinating all multilateral surveillance missions relevant to the

Divisions;

monitoring of the convergence criteria of the WAMZ and other regional

programmes of ECOWAS;

assessing the impact of regional programmes and policies on the economy and

providing the necessary advice.

iii. ensuring efficient tax policy framework and tax administrative system by:

developing and advising on tax policy issues;

drafting proposals on tax policy issues for consideration and approval by Cabinet

and Parliament;

recommending appropriate incentives, concessions, relief and exemptions to

achieve policy objectives;

developing tax models for forecasting tax revenue;

consulting with stakeholders on tax policy measures;

disseminating tax policy outputs.

4.1.2.5 Financial Sector Development

The main objectives of the Financial Sector Development sub-programme include:

i. deepening the capital markets;


ii. improving access to financial services;

iii. developing a financial sector which is more efficient and responsive to private sector

needs;

iv. promoting effective and efficient anti-corruption systems

This sub-programme covers all activities that enable the financial sector to achieve stability,

access, diversification, growth and integration into the global financial system devoid of the

activities of money laundering and terrorism financing.

1.12.3 Revenue Mobilisation

The purpose of this programme is to improve fiscal resource mobilisation and administration

for enhanced national development. It is under the purview of two (2) institutions namely,

Ghana Revenue Authority (GRA) and the External Resources Mobilisation Divisions (ERM-

Bilateral and Multilateral). By law, GRA is mandated to collect and administer domestic tax

revenue whiles ERM of MOF is responsible for the mobilisation of all external resources

from both multilateral and bilateral sources.

1.12.3.1 Domestic Resource Mobilisation and Administration

The objectives of the Domestic Resource Mobilisation sub-programme are:

i. ensuring optimal revenue collection;

ii. encouraging maximum voluntary tax compliance;

iii. instituting a fair and transparent tax environment;

iv. establishing a strong, professional and credible organisation;

v. ensuring compliance with statutory non-revenue obligations;

vi. improving NTR Mobilisation and Management.

1.12.3.2 External Resource Mobilisation

The objectives of this sub-programme are to:

i. provide policy advice and strategic support on external economic relations in a

manner that projects and enhances the national interest;

ii. ensure efficient mobilization, allocation and utilization of required external resources

through Ghana’s Country Systems to spending MDAs for the promotion of

sustainable economic growth and development.


The Sub-program seeks to among others provide direction on all bilateral and multilateral

economic relations and partnerships with the view to mobilising the required external

resources and managing the utilisation of aid. The specific services delivered towards the

attainment of the Sub-program objectives include planning of aid requirements; facilitating

strategic bilateral and multilateral economic partnerships with DPs, and fostering partnership

with CSOs and MDAs/ MMDAs; providing technical support at sector/implementing agency

level to strengthen aid management capacities; preparing statements, speeches, briefs, and

documents on external economic engagements as well as monitoring and reporting on

progress of aid utilization; leading in seeking approval for all bilateral and multilateral

economic support from DPs; coordinating Development Partner supported Government of

Ghana Capacity Development Mechanism.

1.12.4 Expenditure Management Programme

The objectives of this programme are to:

i. ensure the formulation, implementation, monitoring and evaluation of the national

budget;

ii. ensure an efficient and effective treasury and financial management services in the

public sector;

iii. strengthen public procurement operations.

1.12.4.1 Budget Management

This sub-programme aims to:

i. coordinate the formulation, implementation, monitoring and evaluation of the national

budget;

ii. facilitate the implementation of Budget Reforms;

iii. undertake all compensation and compensation related activities.

This sub-programme involves the coordination of the preparation of the National Budget

Statement and Economic Policy of Government as well as the Annual Budget Estimates. It

also coordinates, consolidates and provides technical guidance in the preparation,

implementation and monitoring of MDAs’ Budgets. It seeks to improve public expenditure

management through the use of commitment control and cash planning systems.

This sub-programme is also responsible for the implementation of budget reforms including

Programme Based and Composite Budgeting to ensure sound budget management. It also


coordinates and provides technical assistance in the preparation, implementation and

monitoring of MMDAs budgets.

1.12.4.2 Treasury, Payroll and Accounting

The main purpose of this sub-programme is to ensure an effective and efficient financial

management as well as payroll and treasury management in the public sector. The Controller

and Accountant General’s Department (CAGD), in accordance with the FAA 2003 (Act 654)

and its Legislative Instrument (L.I.1802), is charged with the responsibility for:

i. processing of Payroll for the Public Sector (regulation 294 (c);

ii. preparation and publication of the Public Accounts of Ghana (sec. 40 of FAA);

iii. ensuring the custody, safety and integrity of the Consolidated Fund and other Public

Funds (sec. 3(1) of FAA);

iv. carrying out inspections necessary to ensure the integrity of the internal control

systems operating in MDAs and MMDAs (Reg. 33);

v. receiving, disbursing and providing secure custody for moneys payable into the

Consolidated Fund;

vi. printing and supply of Value Books in accordance with Regulation 211

1.12.4.3 Public Procurement

The objectives of this sub-programme are:

i. improving public procurement;

ii. formulating policies and draft rules on procurement;

iii. ensuring procurement policy implementation and compliance with Act 663;

iv. assessing operations of public procurement processes;

v. developing, promoting and supporting training and professional development of

public procurement practitioners;

vi. undertaking administrative reviews and;

vii. assisting the local business community to become competitive and efficient suppliers

to the public sector.

1.12.4.4 Public Debt Management Programme

The main objectives of the public debt management programmes are:

i. to meet government financing needs and payment obligations, minimize the financial

cost of public debt, while maintaining market and operational risk at an acceptable

level taking into account fiscal and monetary policies;


ii. to build and maintain staff capacity to promote sustainable debt management practice

through improved training.

The Debt Management Division currently manages the public debt which includes all

financial obligations over which government exercise direct and indirect controls. It manages

and reports on direct government debt and guaranteed debt which may be categorised into,

direct government to government loans, multilateral loans, commercial loans and other

structured financing activities with maturities spanning from short to long term.


Table 9: Linkage between Adopted Policy Objectives and Strategies, and Programmes and Sub-Programmes

Adopted Policy

Objectives

Adopted Strategies Programmes and Sub-Programmes


Deepen the capital

markets

Develop the secondary market for bonds and other long-term securities

PROGRAMME 2: ECONOMIC POLICY MANAGEMENT

SUB-PROGRAMME 2.4: Financial Sector Development Expand the Venture capital market to support start-up businesses and SMEs

Leverage the three-tier pension scheme to increase access to long-term

financing

Improve access to

financial services

Develop a more comprehensive insurance market and introduce innovative

insurance product


SUB-PROGRAMME 2.4: Financial Sector Development Develop a more affordable and accessible market for mortgage finance

Strengthen institutional framework for monitoring and regulating financial

institutions especially non-bank and microfinance sector.

Improve fiscal revenue

mobilization and

management

Eliminate revenue collection leakages

PROGRAMME 3: REVENUE MOBILISATION

SUB-PROGRAMME 3.1: Domestic Resource Mobilisation and

Administration

SUB-PROGRAMME 3.2: External Resource Mobilisation

PROGRAMME 4: EXPENDITURE MANAGEMENT

SUB-PROGRAMME 4.2 Treasury, Payroll And Accounting

Strengthen revenue institutions and administration

Strengthen mobilisation and management of non-tax revenue

Improve fiscal revenue

mobilization and

management

Accelerate the implementation of the Ghana Integrated Financial

Management Information System (GIFMIS) for effective budget

management


SUB-PROGRAMME 2.2: Public Investment

PROGRAMME 3: REVENUE MOBILISATION

SUB-PROGRAMME 3.2: External Resource Mobilisation


SUB-PROGRAMME 4.2 Treasury, Payroll And Accounting



Review and strengthen public sector wage bill management system


Improve public

expenditure

management

Accelerate the implementation of the Ghana Integrated Financial

Management Information System (GIFMIS) for effective budget

management







Adopted Policy

Objectives


Improve the legislative and institutional framework for budget formulation

and implementation SUB-PROGRAMME 4.1: Budget Management

Ensure effective financial management and oversight over SOEs and JVCs


Improve capacity for

effective public sector

debt management

Enforce public debt ratios to ensure that public debt are at sustainable levels PROGRAMME 5: PUBLIC DEBT MANAGEMENT

SUB-PROGRAMME 5.1: Public Debt Management Employ appropriate instruments to reduce market and refinancing risks

associated with debt portfolio

Institute mechanisms to manage internal and external shocks

Strengthen economic

planning and forecasting

Develop a model for economic planning and forecasting


SUB-PROGRAMME 2.1: Real Sector Development


SUB-PROGRAMME 2.3: Statistics, Economic Research, and

Forecasting


SUB-PROGRAMME 4.1: Budget Management

Build and sustain national capacity for economic planning and forecasting

Accelerate economic

integration with other

regional and sub-

regional blocks and

markets

Implement fully the WAMZ programme PROGRAMME 2: ECONOMIC POLICY MANAGEMENT


Forecasting Implement the ECOWAS Community Development Programme

Ensure that National Trade Policy reflects ECOWAS protocols

Strengthen trade relations with other regional blocks and markets


Promote an effective

enabling environment

for good corporate

governance

Ensure that corporate entities act as good corporate citizens with regard to

human rights, social responsibility and environmental sustainability


SUB-PROGRAMME 2.4: Financial Sector Development Encourage the adoption of codes of good business ethics and standards in

achieving the objectives of corporate entities

Ensure that corporate entities treat all their stakeholders in a fair and just

manner

Provide for accountability of corporate entities and directors



Adopted Policy

Objectives


Ensure effective and

transparent

management of oil and

gas revenues

Develop and effectively implement appropriate regulatory framework for

revenue collection and management


SUB-PROGRAMME 2.1: Real Sector Development

Strengthen monitoring, evaluation and reporting systems in the industry


Promote and improve

the efficiency and

effectiveness of

performance in the

public and civil services

Develop a systematic training framework in public policy formulation and

implementation for public and civil servants PROGRAMME 1: MANAGEMENT AND ADMINISTRATION

SUB-PROGRAMME 1.1: General Administration and Human

Resource

Promote transparency

and accountability

Expedite the amendment of the Public Procurement Act to make it more

user friendly PROGRAMME 4. EXPENDITURE MANAGEMENT

SUB-PROGRAMME 4.3: Public Procurement

Promote effective and

efficient anti-corruption

systems

Ensure the implementation of the national anti-corruption action plan PROGRAMME 2: ECONOMIC POLICY MANAGEMENT

SUB-PROGRAMME 2.4: Financial Sector Development

Empower the Financial Intelligence Centre (FIC) to collaborate with other

security agencies to fight, money laundering and other related crimes

Strengthen and empower anti-corruption institutions

Comprehensively review Criminal Offences Act to encompass corruption-

related offences

Enact the relevant regulations to enforce the Public Officer’s (Code of

Conduct Bill into Law) Liability Act

Implement the code of conduct for public officers

Establish and maintain

an efficient identification

management system

Harmonize policy and legal frameworks and regulations governing national

identification PROGRAMME 2: ECONOMIC POLICY MANAGEMENT


Forecasting

Improve quality and

completeness of vital

events registration and

associated services

Reform and enhance civil registration processes and practices PROGRAMME 2: ECONOMIC POLICY MANAGEMENT


Forecasting


Adopted Policy

Objectives


Improve production and

use of health and vital

statistics from civil

registration

Institutionalise partnerships between the MDAs responsible for civil

registration and vital statistics activities PROGRAMME 2: ECONOMIC POLICY MANAGEMENT


Forecasting

Enhance production and

management of

statistical information

Formulate and implement an Official Statistics Policy and law for the

national statistics system PROGRAMME 2: ECONOMIC POLICY MANAGEMENT


Forecasting Review and implement the Ghana Statistics Development Plan (GSDP)

Develop and implement capacity building programmes in the production and

use of statistics for policy formulation, planning, monitoring and evaluation

across MDAs and MMDAs

Improve availability of

quality data for policy

formulation, analysis

and decision-making

Reform statistical operations, corresponding to all production stages of the

different sources/methods of collection PROGRAMME 2: ECONOMIC POLICY MANAGEMENT


Forecasting Develop administrative statistical system to routinely compile, analyse and

disseminate reliable data from administrative processes and registers

Adopt the Compendium of Statistical Standards, Variables and Concepts for

Ghana’s Official Statistics

Institutionalise the culture and practice of proper record keeping

Promote the effective use

of data for decision-

making and

development

communication

Update and maintain a comprehensive database for different range of users

and uses PROGRAMME 2: ECONOMIC POLICY MANAGEMENT


Forecasting


1.13 Development Programmes/Sub-Programmes of Action of MoF for 2014-2017

Linked to the MTEF

Table 10 below gives the programme of action which links the adopted policy objectives,

strategies and programmes to the Medium term Expenditure Framework (MTEF) of the

Ministry. It provides detailed information of the activities, cost and corresponding

collaborating agencies responsible for the implementation of the projects and programmes.

1.14 Indicative Financial Plan

In line with the Medium Term Development Plan, the Ministry has come out with a

comprehensive programme of action from 2014 – 2017. In order to facilitate the

implementation of the plan, the Ministry has prepared an Annual Action Plans for

implementation from 2014 to 2017. The total cost for the implementation of the Programme

of Action is estimated at GH₡1,498,989,620.30.

The primary source of funds for the implementation of the programme of action is the

Government of Ghana, which is expected to provide GH₡1,171,912,050.70, leaving a

funding gap of GH₡327,077,569.60. Given the inadequacy of government revenue,

necessary mechanisms will be established to explore other sources of funds particularly from

DPs to support the implementation of the Medium Term Development Plan.

Collaboration and effective coordination will be encouraged among MDAs with similar

programmes to avoid duplication of financial resources. The Ministry 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 Ministry 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 Plans would among others address the training

needs of the Ministry as well as the re-equipping and re-tooling of the necessary logistics and

equipment for the effective functioning of the Ministry.

Table 10: Annual Cost of Programmes

FINANCIAL

YEAR

COST OF

PROGRAMMES (GH¢)

EXPECTED GOG

CONTRIBUTION (GH¢)

RESOURCE

GAP (GH¢)

2014 227,019,692.79 127,242,811.81 99,776,880.98

2015 413,124,206.90 321,938,486.42 91,185,720.48

2016 400,361,512.87 337,228,255.99 63,133,256.88

2017 457,981,363.06 377,965,013.01 80,016,350.05

TOTAL 1,498,989,620.30 1,171,912,050.70 327,077,569.60

The successful implementation of the plan will greatly depend on the ability to mobilize

enough resources. Technical and financial resources will be required to support the

implementation of planned activities. The main strategies to be adopted in mobilizing

additional funding to bridge the gap include the following;

• consulting with Development Partners on the Multi-Donor Budget Support (MDBS)

programme

• intensifying internal resource mobilization (IGF)

• ensuring the efficient financial management practices (efficiency gains)

• pitching the plan at the Consultative Group (CG) meetings to solicit support

• leveraging the Public Private Partnership (PPP) to finance some of the capital

intensive activities

• ensuring transparency and accountability in the mobilization and utilization of

resources


Table 11: MDA Programme of Action (PoA) (Annex 3)

Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes

Projects/ Operations/

Activities

Location Indicators Time Frame Indicative Budget Implementing Agencies

2014 2015 2016 2017 GoG (GH¢) IGF (GH¢) Donor (GH¢) Lead Collaborating


Deepen the

capital

markets

Develop the

secondary

market for

bonds and other

long-term

securities

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

Implement National

Bond Market

Committee's

Recommendations (27)

Accra No. of

recommendations

implemented

√ √ √ √ 174,286.00 0.00 0.00 FSD BOG, SEC

Revise disclosure

requirements

Accra Disclosure

requirements revised

√ √ √ √ 0.00 400,000.00 0.00 SEC

Develop guidelines for

the licensing, regulation

and operation of Credit

Rating Agencies

Accra Credit Rating

Guidelines

developed

√ √ √ √ 0.00 0.00 480,000.00 SEC FSD

Develop appropriate

yield curves for different

maturities

Accra Yield curves for

different maturies

developed

√ √ √ √ 0.00 0.00 3,120,000.00 SEC FSD

Sensitize corporate

bodies to issue and list

bonds

Accra 1. No. of corporate

bodies sensitized

2. No. of corporate

bodies that issued

bonds and listed on

the GSE

√ √ √ √ 0.00 0.00 2,200,000.00 SEC FSD, AGIPEF

Develop the secondary

market for bonds

Accra Secondary market

developed

√ √ √ √ 0.00 0.00 0.00 SEC FSD, BOG

Standardize repo’s on

the Ghana Stock

Exchange for bonds

Accra A well-functioning

secondary market

for repo's

√ √ √ √ 0.00 0.00 760,000.00 SEC FSD, GSE


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Expand the

Venture capital

market to

support start-up

businesses and

SMEs

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development


the regulation of the

private equity/venture

capital industry

Accra Private equity

guidelines

developed

√ √ √ √ 0.00 0.00 560,000.00 SEC VCTF

Register and monitor

operations of venture

capital and private equity

fund managers

Accra Register of all

private equity and

venture capital

industry developed

√ √ √ √ 0.00 320,000.00 0.00 SEC

Create an enabling

environment for the

venture capital industry

to thrive

Accra An improved

environment for the

venture capital

industry

√ √ √ √ 0.00 0.00 1,120,000.00 SEC

Organise public

awareness seminars, and

conferences for SME’s

and start–ups on how to

access venture capital

funds and its benefits

Accra No. of seminars

organised.

√ √ √ √ 0.00 0.00 400,000.00 SEC VCTF, PEF

Leverage the

three-tier

pension scheme

to increase

access to long-

term financing

Promote the

development of long-

term capital markets

instruments

Accra 1. Guidelines

developed

2. No. of long-term

capital market

products developed

√ √ √ √ 0.00 0.00 1,260,000.00 SEC FSD

Liaise with the NPRA to

review the law on

pension funds to increase

the allocation of

investment in capital

market asset classes

Accra 1. Pension law

reviewed

2. % change in

allocation of


market

√ √ √ √ 0.00 0.00 0.00 SEC NPRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



(10%)

Improve

access to

financial

services

Develop a more

comprehensive

insurance

market and

introduce

innovative

insurance

product

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

Develop and implement

a National Financial

Inclusion Strategy

Accra Financial Inclusion

strategy developed

√ √ √ √ 976,286.00 0.00 0.00 FSD BOG, SEC,

NCA, NIC, GIZ

Develop a more

affordable and

accessible

market for

mortgage

finance


the Ghana Housing

Finance Initiative

Accra Ghana Housing

Finance Initiative

developed

√ 0.00 0.00 400,000.00 FSD MWRWH,

SECO, GREDA

Strengthen

institutional

framework for

monitoring and

regulating

financial

institutions

especially non-

bank and

Facilitate development

and amendment of laws,

regulations and codes of

conduct for financial

sector

Accra Financial laws

reviewed and

amended / Draft

financial sector bills

and regulations,

received and

submitted to cabinet

√ √ √ √ 510,000.00 0.00 0.00 FSD BOG, SEC,

NIC, NPRA,

GSE

Carry out Financial

literacy education and

Accra Financial Literacy

programmes

√ √ √ √ 770,000.00 0.00 0.00 FSD BOG, SEC,

NIC, NPRA,


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



microfinance

sector.

sensitization

programmes

organised GSE, Academia

Conduct Ghana

FINSCOPE Survey to

assess level of impact of

financial literacy

programmes

Accra FINSCOPE Survey

report developed

√ √ 400,000.00 FSD BOG, SEC,

NIC, NPRA,

GSE, Academia

Improve fiscal

revenue

mobilization

and

management

Eliminate

revenue

collection

leakages

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

Identify and register

potential taxpayers

All Offices Number of new

taxpayers mapped

and registered

√ √ √ √ 1,959,906.79 0.00 0.00 GRA

Strengthen the controls

of the Free Zones

Regime

Head Office Number of audits

conducted

√ √ √ 325,000.00 0.00 0.00 GRA


of the Warehousing

Regime


conducted

√ √ √ 65,000.00 0.00 0.00 GRA


of the Temporary

Vehicle Importation

Regime


conducted

√ 150,000.00 0.00 0.00 GRA

Improve Debt

Management


conducted

√ √ 92,000.00 0.00 0.00 GRA

Strengthen the Audit

functions


conducted

√ √ 0.00 0.00 200,000.00 GRA

Strengthen risk

management function


conducted

√ √ √ 260,000.00 0.00 0.00 GRA

Strengthen export and

re-export controls


conducted

√ √ 80,000.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration


a mechanism for the

taxation of High Net

worth Individuals

Head Office 1. No. of high net

worth individuals

identified

2. Total revenue

generated

3. No. of new

measures

implemented

√ √ 60,000.00 GRA

Redesign tax schemes

for the informal sector

Head Office 1. No. of new tax

scheme

implemented

2. Total revenue

generated

√ √ √ 133,250.00 GRA

Develop mechanisms for

taxation of e-commerce

Head Office E-commerce

taxation mechanism

developed

√ √ 400,000.00 GRA

Develop a mechanism to

track all non-exempt

activities undertaken by

exempt organizations

Head Office Measures on exempt

activities developed

√ √ √ 80,000.00 GRA

Determine the tax gap Head Office The tax gap

determined

√ √ 50,000.00 GRA

Streamline the Planning

and Budget processes

Head Office 1. Planning and

Budget processes

streamlined

2. Budget variance

reduced

√ √ √ 88,400.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Set up Valuation and

Classification system

Head Office Valuation and

classification

developed and

implemented

√ √ √ 0.00 0.00 700,000.00 GRA

Upgrade Customs

Laboratory to meet

international standards

Accra Customs laboratory

upgraded

√ √ √ 1,500,000.00 GRA

Build Samples and

Statement of

Composition Library

Accra Library built √ √ 750,000.00 GRA

Construct Cargo

Examination Centres

KIA, Tema,

Paga, Akanu

Elubo,

Tamale

Number of centres

built

√ √ √ 1,500,000.00 GRA

Enhance the

effectiveness of the

client service units

Head Office 1. No. of complaints

received

2. % change in

number of

complaints

processed

√ √ √ 284,488.75 GRA

Conduct monitoring

exercise on sale of

Passport forms at

selected Commercial

Banks and on-site

banking services at

MDAs

National 1. No. of monitoring

exercises conducted

2. No. of monitoring

reports issued

√ √ 1,292,000.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Mobilisation and

Administration

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Develop and pilot new

Chart of Accounts on

IGF

Accra 1. No. of Chart of

Accounts developed

2. No. of MDAs in

which new Chart of

Accounts has been

piloted

√ √ √ √ 2,070,000.00 CAGD

Train Internal Audit

Staff in Communication

skills and Audit planning

and execution

1. No of staff trained

2. Training reports

presented

√ √ √ √ 324,630.72 CAGD

Conduct ad-hoc

investigations into all

reported financial

malfeasance

Accra 1. No. of

investigation

exercises undertaken

2. No. of reports

issued

√ √ √ √ 381,653.60 CAGD

Train staff of Revenue

Monitoring Unit in

Revenue Monitoring and

Reporting

Accra 1. No of staff trained

2. No. of training

reports

√ √ √ √ 323,000.00 CAGD

Print and supply secured

value books to MDAs

and MMDAs

Accra No and types of

value books printed

√ √ √ √ 256,490,368.

00

CAGD

Procure security papers

and holographic foils for

all Agencies


security papers and

holographic foils

procured

√ √ √ √ 392,389,689.

00

CAGD

Conduct periodic

inspection of print

houses

No of print houses

inspected

√ √ √ √ 26,826,022.0

0

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Strengthen

revenue

institutions and

administration

Resource

Mobilisation and

Administration

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-


a structured

communication system

Head Office Communication

system developed

√ √ √ 9,326,625.00 GRA

Establish Client Service

Centres

Head Office No. of client service

centres established

√ 3,854,400.00 GRA

Develop and promote the

GRA brand

All Offices Brand developed √ √ √ 0.00 0.00 411,281.25 GRA

Develop abridged

versions of tax laws

Head Office 1. Abridged versions

of tax laws

developed

2. Number copies

distributed

√ √ √ 2,709,875.00 0.00 0.00 GRA

Undertake tax education All Offices No. of campaigns

organised

√ √ 1,362,274.72 0.00 0.00 GRA

Review Tax Laws Head Office Tax laws amended √ √ 150,000.00 GRA

Improve GRA website Head Office 1. Number of hits

per quarter

2. Number of

services provided

online

√ 2,260,200.00 GRA

Develop organization-

wide Intranet

Head Office Intranet facility

developed

√ √ 231,906.25 GRA

Implement online client

services

Head Office Number of

transactions made

online

√ 2,175,000.00 GRA


a Compliance

Management Strategy

Head Office Compliance

management system

developed

√ √ 1,252,595.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

PROGRAMME 3:

REVENUE

MOBILISATION

Implement the Self-

Assessment System at all

levels

All DTRD

Offices

Self-Assessment

system implemented

√ √ √ √ 4,044,072.50 GRA

Develop software for

taxpayers

Head Office Software developed √ √ 7,593,200.00 GRA

Roll out Total Revenue

(TRIPS)

All DTRD

Offices

1. Number of offices

using TRIPS

2. No. of modules

rolled out per office

√ √ 762,856.25 GRA

Design and implement a

Data Warehousing

System

Head Office 1. Data warehousing

system designed

2. Data

warehousing system

implemented

√ √ 102,500.00 GRA


bulk SMS Messaging for

communication

Head Office 1. No. of offices

using Bulk SMS

messaging

2. Number of

taxpayers receiving

SMS per quarter

implemented

√ 568,697.32 GRA

Improve collaboration

with Government and

Private Agencies

Head Office No. of sensitisations

workshops held

√ √ √ 26,000.00 GRA

Establish GRA Training

Institute

Accra Training Institute

established

√ 555,845.00 GRA

Upgrade Customs

Academy at Kpetoe

Kpetoe No. of new

structures

√ √ 12,210,000.0

0

GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

PROGRAMME 3:

REVENUE

established

Establish GRA IT

Training Academy

Accra IT Training

Academy

established

√ √ √ √ 2,953,814.50 0.00 0.00 GRA

Implement the GRA

Training and

Development strategy

Head Office Training and

Development

strategy developed

and implemented

√ √ √ 183,040.00 GRA

Implement the GRA

Human Resources

Strategy

Head Office Human Resources

strategy developed

and implemented

√ √ √ 879,414.69 GRA

Conduct Human

Resources Planning

Head Office Human Resources

planning conducted

√ √ √ 382,748.00 GRA

Implement Performance

Management System

(PMS)

Head Office Implementation

report

√ 385,618.00 GRA

Develop and Implement

a Comprehensive

Scheme of Service (SoS)

Head Office Scheme of Service

developed and

implemented

√ √ 107,979.65 GRA

Develop modern

physical infrastructure

and work environment

10 regional

capitals

Number of regional

offices completed

√ √ √ √ 13,986,793.6

0

GRA

Review the

organisational structure

to improve efficiency

and operational

effectiveness

Head Office Organisational

structure reviewed

√ √ 2,403,765.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

PROGRAMME 3:

REVENUE

Improve governance and

integrity

Head Office No. of measures

introduced

√ 243,336.75 GRA

Automate Support

Services functions

Head Office No. of support

services functions

automated

√ √ √ √ 2,760,000.00 GRA


a business continuity

Strategy

Head Office Business continuity

strategy developed

and implemented

√ √ 399,116.80 GRA

Establish a quality

management system in

line with ISO standards

Head Office Approved ISO

standards adopted

and enforced

√ √ √ √ 113,820.00 GRA

Strengthen Management

controls to ensure good

governance, integrity

and accountability

Head Office No. of control

measures introduced

√ √ 243,336.75 GRA


a Quality Assurance

Management Strategy

Head Office Quality assurance

management

strategy developed

√ √ 782,748.43 GRA

Review Customs Codes

of Instruction

Head Office Codes of

Instructions revised

√ 84,924.50 GRA

Review Change

Management Strategy

Head Office Change management

strategy reviewed

√ √ 107,694.60 GRA

Establish a monitoring

and evaluation

mechanism for the GRA

Strategic Plan

Head Office M&E unit

established

√ √ 31,900.00 GRA

Institutionalise Strategic

Planning and

Head Office Planning Units

strengthened

√ √ √ 104,610.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME

3.2: External

Resource

Mobilisation

Programme Delivery

Enhance Internal Client

care programmes

Head Office No. of sensitisation

programmes

undertaken

√ √ √ 1,592,696.25 GRA

Extend GCMS coverage

to all Customs

Collections and Stations

Customs

Collections

and Stations

No. of offices using

GCMS

√ √ 158,840.00 GRA

Simplify and harmonise

Customs processes and

procedures

Head Office Turnaround time

reduced

√ √ 671,375.00 GRA

Enhance risk-based

compliance selectivity

modules

Head Office Risk-based

compliance

selectivity modules

enhanced

√ √ 248,140.00 GRA

Establish an Authorized

Economic Operators

(AEO) Programme

Head Office 1. Guidelines

developed

2. No. of AEOs

established

√ 200,000.00 GRA

Enforce the requirement

for the direct submission

of manifest from the ship

master /Agent to

Customs

Head Office Percentage of

operators submitting

direct manifest

√ 279,500.00 GRA

Enhance collaboration

with Governmental

Agencies on the need to

facilitate the timely

Head Office 1. Number of

sensitisation

workshops

organised 2.

√ 247,000.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME

3.2: External

Resource

Mobilisation

issuance of Permits,

Licenses and Certificates

Number of

stakeholders

engaged

Improve the Capability

of Preventive Operations

Head Office 1. Equipment

supplied 2. No.

of Personnel trained

√ √ √ √ 27,449,500.0

0

GRA

Establish integrated

Border Management

Teams

Head Office Integrated Border

Management Team

established

√ √ 100,000.00 GRA

Strengthen the

implementation

processes to co-ordinate

and ensure smooth

operationalization of

various Treaties,

Conventions and

Agreements

Head Office No. of Treaties,

Conventions and

Agreements

operationalised

√ √ 210,000.00 GRA

Strengthen

mobilisation

and

management of

non-tax revenue

Initiate, Appraise ,

negotiate and sign new

projects/programs

1. Volume of new

DP pledges to

MDBS increased

2. Total amount of

new projects/

programmes

negotiated and

signed

√ √ √ √ 2,370,000.00 ERM DMD, Legal,

PID, MDAs


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Deepen and Monitor

Strategic Partnership

Arrangements and

Cooperation Agreements

with various DPs

High Level DP -

GoG consultations

coordinated

√ √ √ √ 1,185,000.00 ERM MFA&RI,

Multilateral &

Bilateral

Institutions

Approve and Implement

the Ghana Aid Policy

and Strategy to guide

and enhance GoG-DP

engagement

1. Aid Policy

launched;

2. Relevant

documents and

reforms done

√ √ √ 1,350,000.00 ERM Legal, DMD,

MDAs

Incorporate process and

impact monitoring in

project/programmes

delivery

1. Number of

projects Monitored

2. No. of Review

Meetings Held

√ √ √ √ 1,750,000.00 ERM PID, M&E Unit

Deploy the Development

Information

Management System and

improve reporting

Functional Data

Management System

√ √ √ 1,644,000.00 2,500,000.00 ERM DMD, PID, &

NDPC

Equip CDM Secretariat

to deliver on mandate

CDM Secretariat

equipped

√ √ √ √ 291,168.00 4,800,000.00 ERM MDAs

Improve fiscal

revenue

mobilization

and

management

Accelerate the

implementation

of the Ghana

Integrated

Financial

Management

Information

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

Conduct monitoring

exercise on users of GL

module


exercises conducted


reports issued

√ √ √ √ 323,000.00 CAGD

Procure supplies for

Divisions, Regions and

Foreign Treasuries

No. and type of

supplies procured

√ √ √ √ 82,774,261.0

0

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



System

(GIFMIS) for

effective budget

management

And Accounting

Compile, review and

produce reports from

MMDAs

1. Reports compiled

2. Reports produced

√ √ √ √ 241,560.00 CAGD

Review and Issue reports

on Public Accounts

1. Review

Committee

constituted

2. No. of reports

issued

√ √ √ √ 187,880.00 CAGD

Validate the figures

reported in the monthly

public accounts

No. of reports issued √ √ √ √ 87,800.00 CAGD

Complete infrastructure

installations at the

disaster recovery site

Accra Disaster site

readiness report

issued

√ √ √ √ 78,779,760.0

0

CAGD

Pay for Licenses and

Service Level

Agreements

Accra Payment transaction

report

√ √ √ √ 115,532,239.

00

CAGD

Conduct

workshops/meetings

with GIFMIS/HRMIS

steering committees and

other project

stakeholders

National No. of meetings/

workshops held

√ √ √ √ 7,880,000.00 CAGD

Update GIFMIS

Procurement Plan and

report on Procurement

activities

1. Updated

procurement plan.

2. Report on

procurement

activities issued

√ √ √ √ 3,212,000.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

Produce GIFMIS Period

End Monitoring and

Evaluation Reports

Reports produced √ √ √ √ 591,200.00 CAGD

Refurbish Data Centre

and train ICT staff in IT

Governance

1. Refurbished Data

Centre

2. Training reports

issued

√ √ √ √ 29,388,000.0

0

CAGD

Collect and analyze

expenditure returns on

projects from MDAs

Reports issued √ √ √ √ 523,000.00 CAGD

Review Business

Continuity Plan

Reviewed report

issued

√ √ √ √ 339,280.00 CAGD

Produce Monthly and

Quarterly GIFMIS

Project Financial

Reports

GIFMIS Project

Financial Reports

produced

√ √ √ √ 5,924,000.00 CAGD

Process Payments for

GIFMIS Project

Activities

Payments made √ √ √ √ 8,609,720.00 CAGD

Review Project

deliverables

Review reports

issued

√ √ √ √ 177,400.00 CAGD

Conduct Training on

HRMIS

No. of trainings

conducted

√ √ √ √ 37,050,000.0

0

CAGD

Review the

administrative

Review the

administrative

framework for

earmarked

Develop and maintain a

Document Management

System

Accra System developed √ √ √ √ 7,752,000.00 CAGD

Carry out systems

review in 3 (Three)

operational areas

1. No. of system

reviews undertaken

2. Reports issued

√ √ √ √ 165,165.48 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



funds to ensure

efficiency in the

management of

public funds

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

Sensitize stakeholders on

procurement laws

Accra No of stakeholders

sensitized

√ √ √ √ 1,199,200.00 CAGD

Conduct promotion

interviews for various

grades

Accra No of promotional

interviews

conducted

√ √ √ √ 805,200.00 CAGD

Conduct nationwide

training of staff

National No. and category of

staff trained

√ √ √ √ 1,146,400.00 CAGD

Attend foreign

conferences for

continuous professional

capacity building

1. No. of staff who

attended

2. No. and type of

conferences

√ √ √ √ 3,152,600.00 CAGD

Develop Departmental

Accounting Instructions

Accra No. of Departmental

Accounting

Instruction printed

√ √ √ √ 2,866,000.00 CAGD

Train PPME staff 1. No. trained

2. Type of training

3. Training report

issued

√ √ √ √ 3,544,400.00 CAGD

Undertake Public

Relations activities

1. No. of activities

undertaken

2. Types of activities

√ √ √ √ 1,615,000.00 CAGD

Set up regional Clients

Service Units

1. No. of Clients

Service Units set up

2. No. of Regions

where the Client

Service Units have

been set up

√ √ √ √ 805,200.00 CAGD

Organize Annual

Conference

1. Conference theme

2. No. of

√ √ √ √ 8,052,000.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

participants

Review Scheme of

service for the

Accounting Class

Accra Review report

submitted

√ √ √ √ 241,560.00 CAGD

Undertake performance

management activities

Accra 1. No. of monitoring

and evaluation


2. No. of reports

issued

3. No of review

meetings held

√ √ √ √ 2,866,000.00 CAGD

Conduct continuous

analytical review of

monthly Pay Roll run

CAGD Hqrs 1. No. of analytical

reviews undertaken

2. Reports issued

√ √ √ √ 299,376.40 CAGD

Review and

strengthen

public sector

wage bill

management

system

Manage GOG payroll

efficiently

1. Publication of pay

dates

2. No of pay dates

met

√ √ √ √ 102,116,715.

60

CAGD

Fully deploy the printing

of payroll reports to

regions

No of regions with

payroll reports

printing sites

√ √ √ √ 10,813,080.0

0

CAGD

Carry out continuous

review of payroll system

No of review reports

issued

√ √ √ √ 8,155,584.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Strengthen

institutional

collaboration

for effective

fiscal policy

management

Collaborate with Public

Accounts Committee of

Parliament

1. No. of meetings

held

2. Reports issued

√ √ √ √ 268,400.00 CAGD

Improve

public

expenditure

management

Accelerate the

implementation

of the Ghana

Integrated

Financial

Management

Information

System

(GIFMIS) for

effective budget

management

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

PROGRAMME 2:

ECONOMIC


the Public Investment

Programme (PIP)

1. Programme

developed

2. The PIP document

prepared

√ √ √ √ 260,000.00 PID

Prepare and implement a

National PIP Policy and

Regulations

1. National PIP

Policy prepared

2. PIP Regulations

prepared

√ 350,000.00 PID

Train MDAs on the use

of the Public Investment

Management

System(PIMS)

MDAs trained in

the use of PIMS

√ 260,000.00 350,000.00 PID

Assist MDAs to prepare

PIP

No. of MDAs with

PIP prepared

√ √ √ √ 300,000.00 PID

Enhance the strategic

phase of the Budget

cycle

Accra Improved quality

and timeliness of

macro-economic and

fiscal framework

and forecasts (in

accordance with BD

standards set and

Budget Calendar)

√ √ √ √ 1,637,315.00 Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

Reduce the Government

wage bill through

effective payroll

estimation, forecasting,

control and monitoring

Accra Net reduction in

Government wage

bill (exclusive of

due wage increases)

√ √ √ √ 1,266,668.00 Budget

Improve Budget

implementation and out-

turn, for enhanced

credibility

Accra Percentage

improvement in

Budget out-turn (i.e.

reduction in

variance)

√ √ √ √ 805,200.00 Budget

Ensure efficient and

effective rollout of fiscal

decentralisation to

improve efficient

utilisation of

intergovernmental fiscal

transfers and financial

accountability of

MMDAs

Accra 1. Implementation of

milestones for

decentralisation

rollout achieved to

agreed targets

2. Required

amendments to

legislation

√ √ √ √ 6,470,619.00 Budget

Review the

administrative

framework for

earmarked

funds to ensure

Optimise compliance

with regulatory

requirements for

administration and

reporting of IGFs

Nationwide Percentage

improvement against

compliance targets

(%)

√ √ √ √ 1,266,668.00 Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



efficiency in the

management of

public funds

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

Support MDAs and

MMDAs to increase

revenue

Nationwide 1. Percentage

increase in IGF

revenues (%)

2. Percentage

improvement against

revenue generation

targets (%)

3. Improved revenue

generation to

facilitate

improved/earlier

payments (from

baseline)

√ √ √ √ 2,576,640.00 Budget

Improve the

legislative and

institutional

framework for

budget

formulation and

implementation

Prepare the PPP Bill PPP Law/Act

approved by

Parliament

√ √ √ √ 1,750,000.00 PID

Prepare and implement

PPP regulations

PPP regulations

prepared

√ √ √ √ 1,260,000.00 PID

Prepare PPP project

Manuals and Guidelines

Approved guidance

manuals for PPP

project cycle/process

√ √ √ √ 1,820,000.00 PID

Facilitate the recruitment

of Transaction Advisors

for the following

projects; Accra-Tema

Motorway, Takoradi

Port, Boankra Inland

Port and Eastern

Railway Line, National

Pre-feasibility &

Full Feasibility

study reports for

three pipeline

projects;

procurement of one

project

sponsor/concessiona

√ √ √ √

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 2:

Airline, National Sports

College

ire (in accordance

with the Ghana PPP

project

48,300,000.0

0

Complete Pre-

Feasibility Studies and

commence Full

feasibility study on

Accra-Takoradi Road

Project.

√ √ √ √ PID

Complete advisory

support & negotiations

for the Asutsuare Bulk

Water Supply PPP

project under a Design,

Build, Finance, Operate

& Transfer (DBFOT)

Arrangement

√ √ √ √ PID

Facilitate capacity

building activities

namely, study tours (4),

Sector-Specific Training,

Financial Analysis

Training and

International

Conferences for MDAs

1. No. of workshops

organised

2. No. of MDAs

trained

3. Number of

stakeholders that

have benefitted from

training

√ √ √ √ 1,000,000.00 10,500,000.0

0

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

preparing and managing

PPP projects

Promote awareness &

understanding of

Ghana’s PPP programme

& sensitization to

encourage

mainstreaming the use of

PPPs

1. Stakeholders

sensitized & aware

of PPPs & Ghana’s

PPP programme

2. Dedicated PPP

website going live

3. PPP Quarterly

Newsletter

published

√ √ √ √ 500,000.00 1,610,000.00 PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

Improve public financial

management framework,

government support &

financing environment

for PPPs

1. Report on Draft

PDF concept note,

governance

document, operating

procedures/manual

2. Report on draft

VGS manual &

operating procedures

& beginning of

implementation

activities

3. Final report on

framework for

Managing Fiscal

Commitments (FC)

& Contingent

Liabilities (CL)

associated with PPPs

√ √ √ √ 70,000.00 1,365,000.00 PID

Procure the services of

Just-In-Time consultants

A list of JIT

Consultants

developed

√ √ √ √ 1,000,000.00 350,000.00 PID

Procure consulting

services for the provision

of communication

advisory services for the

Ghana PPP Project

A communications

Advisor procured

√ √ √ √ 3,500,000.00 PID

Procure consultancy

services for the review of

the PPP projects

PPP project

reviewed

√ √ √ √ 350,000.00 PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

objectives

Organise PPP Approval,

Technical, Steering

Committee and PIU/PID

Meetings

1. No of Meeting

organized 2. No. of

Projects approved

√ √ √ √ 200,000.00 PID

Introduce hard ceilings

into the Budget cycle

(Note – ceilings must

also be realistic)

1. Compliance with

ceilings (%).

2. Reduced levels of

variance between

ceilings and MDA

Budget submissions

(%) 3.

Improved PEFA

scores at 2015 and

2018 assessments

√ √ √ √ 2,455,972.00 Budget

Improve capacities of

MDAs and MMDAs in

budgeting and Budget

process

1. Improved capacity

of staff at MDAs in

budgeting, budget

estimates and use of

electronic systems

(from baseline)

2. Stronger and more

precise/accurate

revenue and

expenditure

forecasts (from

baseline)

√ √ 4,093,293.00 Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

Develop capacity of

Budget Division Staff on

the Public Financial

Management reforms

Accra 1. No. of quarterly

training programmes

organised

2. No. of staff

trained every month

√ √ √ 277,474.00 Budget


a plan for further

restructuring/re-

organisation of BD

Accra Sequenced changes

implemented to plan

over 4-year SP

√ 100,000.00 Budget


asset management plan,

to improve/update

systems, equipment and

work environment

Accra Asset management

plan in place

√ 300,000.00 Budget

Develop further skills in

budget analysis, training

(GIFMIS) and Hyperion

modules/ application,

Refresher training for

existing staff.

Accra 1.Budget

Implementation staff

Trained on GIFMIS

2.Budget staff

trained on Hyperion

√ √ √ √ 300,000.00 Budget

Ensure effective

financial

management

and oversight

over SOEs and

JVCs

Manage equity

investments

1. Government

equity investments

monitored 2.

Dividend paid into

Consolidated Fund

√ √ √ √ 150,000.00 PID

Review and implement

the Ghana SOE

corporate governance

framework

SOE corporate

governance

framework reviewed

√ √ √ √ 230,000.00 PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Sensitize the Board of

Directors and

Management of SOEs on


issues

SOEs being

managed efficiently

√ √ √ √ 220,000.00 PID


Directors and

Management of SOEs on

PPPs

SOEs initiate PPP

Projects

√ √ √ √

250,000.00

PID

Negotiate the 2015

Performance Contracts

of SOEs

Performance

contracts negotiated

√ √ √ √ PID

Develop Dividend

Policy for SOEs

Dividend Policy for

SOEs developed

√ √ √ √ 70,000.00 PID


joint venture

partnerships

Draft JVCs

guidelines

developed

√ √ √ √ 50,000.00 PID

Strengthen

institutional

collaboration

for effective

fiscal policy

management

Manage and maintain the

PIP

PIP Document

comprehensive

√ √ √ √ 200,000.00 PID NDPC

Develop PPP projects for

the markets

No. of PPP projects

prepared from the

PIP

√ √ √ √ 200,000.00 PID

Improve

capacity for

effective

Enforce public

debt ratios to

ensure that

PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

Prepare and publish

Public Debt Financing

Report

Public debt report

prepared and

Published

√ √ √ √ 83,050.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



public sector

debt

management

public debt are

at sustainable

levels

SUB-

PROGRAMME

5.1: Public Debt

Management

PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-

PROGRAMME

5.1: Public Debt

Management

Review, update and

publish the public

borrowing guidelines

Public borrowing

guidelines updated

and published

√ √ √ √ 124,575.00 DMD

Review the Loans Act to

include new categories

of Debt

The 1970 Loans Act

reviewed

√ √ √ √ 159,871.25 DMD

Update and Implement

the Medium-Term Debt

Strategy annually

Medium Term Debt

Strategy reviewed

and updated

√ √ √ √ 150,320.50 DMD

Build Capacity of the

Debt Management

Division

Number of staff

trained in debt

management issues

√ √ √ √ 207,625.00 DMD

Conduct Debt

Sustainability Analysis

and Report annually

Debt Sustainability

Analysis carried out

√ √ √ √ 51,906.25 DMD

Employ

appropriate

instruments to

reduce market

and refinancing

risks associated

with debt

portfolio

Support Hedging

Activities

Improved price

stability through

crude oil and interest

rate hedging as a

risk management

tool

√ √ √ √ 166,100.00 DMD

Prepare and publish

operational risk

management framework

and compliance

guidelines

Operational risk

management

framework and

compliance

guidelines prepared

and published

√ √ √ √ 135,371.50 DMD

Prepare and Update the

Debt Portfolio Report

Debt Portfolio

Report updated

√ √ √ √ 88,655.88 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-

PROGRAMME

5.1: Public Debt

Management

Organise sensitization

workshop for the

Finance Committee of

Sensitization

workshop for the

Finance Committee

√ √ √ √ 121,253.00 DMD

Undertake rating

services by Fitch,

Moody’s and Standard

Polls by December each

year

Rating services by

Fitch, Moody’s and

Standard and Poor’s

undertaken

√ √ √ √ 830,500.00 DMD

Institute

mechanisms to

manage internal

and external

shocks

Effect payment of

Bloomberg subscription

Payment of

Bloomberg

subscription effected

√ √ √ √ 332,200.00 DMD

Conduct three meetings

related to Credit Vetting,

Treasury Management

and National Risk

Management

Meetings related to

Credit Vetting,

Treasury

Management and

National Risk

Management

√ √ √ √ 540,207.03 DMD

Conduct Treasury

Management Committee

Workshop

Treasury

Management

Committee

Workshop

conducted

√ √ √ √ 124,575.00 DMD

Organise Annual Debt

Management Conference

Annual Debt

Management

Conference

organized

√ √ √ √ 207,625.00 DMD

Promote satisfactory and

improved Investor

Relations

Improved Investor

Relations

√ √ √ √ 41,525.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Consultancy Service for

Debt Management

Software

Consultant engaged

for Debt

Management

Software

√ √ √ √ 41,525.00 DMD

Conduct data validation

and reconciliation

workshop

Data validation and

reconciliation

workshop conducted

√ √ √ √ 124,575.00 DMD

Strengthen

economic

planning and

forecasting

Develop a

model for

economic

planning and

forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

Prepare and finalize

quarterly, semi-annual

and annual

macroeconomic

performance reports

Accra No. of reports

submitted

√ √ √ √ 408,600.00 ERFD RSD, BOG,

Budget, NDPC,

GSS, GRA

Undertake GDP

projections and organize

workshop to validate

GDP projections: annual

and quarterly

Accra 1. No. of GDP

projection reports

2. Reports of

Validation workshop

√ √ √ √ 224,000.00 RSD GSS

Conduct mini surveys on

topical issues on selected

sectors for policy

analysis to inform

policy, including climate

Change

National 1. No. of mini

surveys conducted

2. Research reports

on topical issues

√ √ √ √ 273,600.00 RSD

Undertake monthly,

quarterly, mid-year and

annual sectoral reviews

of the economy,

including agriculture

Accra No. of sectoral

reviews conducted

√ √ √ √ 179,200.00 RSD MOFA. ERFD.

GSS, MOTI


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Organize dissemination

workshop to discuss

policy briefs, annual and

quarterly reports *

Accra No. of dissemination

workshops held

√ √ √ √ 228,000.00 RSD PRU

Evaluate the impact of

social intervention

programmes such as the

Capitation Grant on

primary school

enrollment

National Report on impact

evaluation

√ √ √ √ 156,828.00 RSD MoGCSP,

MOE

Enhance technical

capacity of RSD staff

National/

International

No. of staff trained √ √ √ √ 360,000.00 Gen

Admin

RSD

Build and

sustain national

capacity for

economic

planning and

forecasting

Publish quarterly, semi-

annual and annual

reports on the

performance of the

economy


submitted

√ √ √ √ 1,035,120.00 ERFD RSD, BOG,

Budget, NDPC,

GSS,GRA

Strengthen

PROGRAMME 2:

ECONOMIC

Undertake research on

topical economic issues

Accra No. of policy briefs

produced

1,525,440.00 ERFD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



economic

planning and

forecasting

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Coordinate and facilitate

EPCC meetings

Accra 1. No. of meetings

organised

2. No. of EPCC

reports submitted

√ √ √ √ 54,480.00 ERFD RSD, BOG,

Budget, CAGD,

GSS,GRA

Coordinate and facilitate

MDBS Macro-Sector

Working Group

meetings

Accra No. of meeting

organised

√ √ √ √ 4,641,000.00 ERFD MDBS, RSD,

BOG, Budget

Coordinate IMF Article

IV and Special Missions


organised

2. No. of

stakeholders

engaged

3. Mission report

submitted to IMF

54,480.00 ERFD

Develop relevant

macroeconomic models

for Policy Analysis and

Forecasting

Accra No. of models

developed

√ √ √ √ 217,920.00 ERFD RSD, BOG,

Budget, NDPC,

GSS

Collaborate with the

OECD and other

international economic

blocs on mutually

beneficial economic

matters

National/

International

No. of meetings held √ √ √ √ 163,440.00 ERFD

Review capital

allowance incentives for

corporate institutions

Incentives reviewed √ √ √ √ 163,440.00 ERFD Tax Policy

Unit, Budget,

PRO, GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Prepare tax education

manual for the education

sector

Manual prepared √ √ √ √ 163,440.00 ERFD Tax Policy

Unit, GRA

Review the exemptions

regime for policy

direction

Exemptions regime

reviewed

√ √ √ √ 190,680.00 ERFD Tax Policy

Unit, GRA

Review free zones

regime incentives

Free zones regime

reviewed

√ √ √ √ 136,200.00 ERFD Tax Policy

Unit, GRA


tax laws, regulations and

measures

No. of tax laws

developed and

implemented

√ √ √ √ 163,440.00 ERFD Tax Policy

Unit, GRA

Organise Pre-Budget and

Post-Budget Tax

Consultative workshops

with stakeholders on tax

policy measures


organised

2. No. of

stakeholders

engaged

√ √ √ √ 163,440.00 ERFD Tax Policy,

Budget, PRO,

GRA


Environmental Fiscal

Reform Policy

Accra Environmental

Fiscal Reform

Policy developed

√ √ √ √ 163,440.00 ERFD Tax Policy,

EPA, GRA

Develop legislation on

Electronic Point of Sale

Devices

Accra Act passed √ √ √ √ 163,440.00 ERFD Tax Policy,

GRA, Legal,

Attorney-

General,


policy document on the

taxation of high net

worth individuals

Accra Policy document on

the taxation of high

net worth

individuals

√ √ √ √ 163,440.00 ERFD Tax Policy,

GRA,

Registrar-

General


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2..2: Public

Investment

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

developed

Develop macroeconomic

and macroeconomic

models for tax analysis

and revenue forecasting

Accra No. of models

developed

√ √ √ √ 163,440.00 ERFD Tax Policy,

GRA, RSD,

CAGD

Develop Policy

guidelines for aggressive

tax planning

Accra Guidelines

developed

√ √ √ √ 190,680.00 ERFD Tax Policy,

GRA,

Registrar-

General

Train Staff Domestic or

Abroad

1. No. of staff

trained 2. No.

of workshops/

seminars held

√ √ √ √ 217,920.00 ERFD GA, PRO

Train MDAs & MMDAs

in the development of

sector Public Investment

Programs

Improved

investment plans of

MDA & MMDAs

√ √ √ √ 500,000.00 PID

Train MDAs to use the

Public Investment

Management System

Accra No. of MDAs

trained

√ √ √ √ PID

Train MDAs & MMDAs

on the development of

PPP projects

Accra The number of PPP

projects developed

from the various

sectors

√ √ √ √ PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME

2..2: Public

Investment

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

Reduce inefficiency and

duplication in the Budget

implementation process

Accra Improved PEFA

scores at 2015 and

2018 assessments

√ √ 633,334.00 380,000.00 Budget

Effective process

management and co-

ordination of

formulation and

preparation of the

Budget and Mid-Year

Review

Accra 1. Deadlines in

Budget Calendar

met (100%) 2.

Compliance with

timeliness and

quality indicators (as

set by BD) for

Budget inputs

3. Improved

guidelines for

MDAs produced in

accordance with

deadline in Budget

Calendar

4. Stronger and

more

precise/accurate

revenue and

expenditure

forecasts (from

baseline)

√ √ √ √ 6,100,285.00 Budget

Accelerate

economic

integration

with other

Implement fully

the WAMZ

programme

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

Prepare

ECOWAS/WAMZ

Multilateral Surveillance

Reports

Accra 1. No. of

convergence criteria

met

2. No. of multilateral

√ √ √ √ 54,480.00 ERFD MOTI, BOG


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



regional and

sub-regional

blocks and

markets

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

surveillance report

submitted

Implement the

ECOWAS

Community

Development

Programme

Organize Stakeholder

sensitization activities on

ECOWAS NCC,

Community

Development

Programme, West

African Monetary Zone

Accra No. meetings held √ √ √ √

54,480.00

ERFD MOTI, BOG

Ensure that

National Trade

Policy reflects

ECOWAS

protocols

Nationwide No. of stakeholders

engaged

√ √ √ √ ERFD MOTI, BOG

Strengthen trade

relations with

other regional

blocks and

markets

ECOWAS

Countries

√ √ √ √ ERFD MOTI, BOG


Promote an

effective

enabling

environment

for good

corporate

governance

Ensure that

corporate

entities act as

good corporate

citizens with

regard to human

rights, social

responsibility

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

Ensure that listed

companies disclose their

policy and performance

in connection with

environmental and social

responsibility as well as

impact of environmental

and social responsibility

Accra Improved disclosure

of firms' policy on

environmental and

social responsibility

to the investing

public

√ √ √ √ 920,000.00 SEC ICA, GSE


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



and

environmental

sustainability

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

policies on the firm's

sustainability

Encourage the

adoption of

codes of good

business ethics

and standards in

achieving the

objectives of

corporate

entities

Upgrade existing


code

Accra Existing corporate

governance

code upgraded

√ √ √ √ 64,000.00 SEC

Develop new national


code

Accra New national

corporate

governance code

developed

√ √ √ √ 0.00 SEC

Ensure that

corporate

entities treat all

their

stakeholders in

a fair and just

manner

Monitor companies to

ensure that they disclose

in their annual reports

mechanisms for

protecting the rights of

its stakeholders as well

as the nature and extent

of its social, ethical,

safety, health and

environmental policies


of firms' policy on

treatment of

stakeholders

√ √ √ √ 0.00 SEC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



and practices

Provide for

accountability

of corporate

entities and

directors


ensure that they disclose

in their annual reports

the existence of

procedures for

addressing conflict of

interest, mechanisms for

balancing the power of

the CEO and that of the

Board, code of ethics

and waivers to the ethics

code etc


of accountability of

corporate entities

and directors

√ √ √ √ 0.00 SEC


Ensure

effective and

transparent

management

of oil and gas

revenues

Develop and

effectively

implement

appropriate

regulatory

framework for

revenue

collection and

management

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

Organize workshops to

undertake Benchmark

Revenue forecasts and

validation

Accra 1. No. of workshop

organized

2. No. of

Benchmark revenue

forecast reports

√ √ √ √ 232,000.00 RSD ERFD, GRA

Engage a consultant to

certify Benchmark

Revenue

Accra Petroleum revenue

certified by Certified

by independent ABR

consultant

√ √ √ √ 179,200.00 RSD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

Complete the

Regulations of the

Petroleum Revenue

Management Act

Accra Regulations of

Petroleum Revenue

Management Act

completed and

submitted to

parliament for

approval

√ √ √ √ 613,636.00 RSD Legal Division,

AG’s Dept

Strengthen

monitoring,

evaluation and

reporting

systems in the

industry

Publish quarterly

petroleum receipts,

output and reference

price in at least two

dailies and MOF website

and gazetting of same

Accra Number of

publications

√ √ √ √ 111,000.00 RSD

Prepare and submit

annual report on

Petroleum Funds to

Parliament as part of

presentation of Annual

Budget

Accra Annual Report

prepared and tabled

in parliament

√ √ √ √ 336,000.00 RSD ERFD, MoE,

Prepare and submit

Petroleum Holding

Funds Reconciliation

Report to Parliament

Accra Report tabled in

parliament

√ √ √ √ 156,352.00 RSD ERFD, BoG,

DMD

Implement activities of

the Investment Advisory

Committee under Act

815

Accra √ √ √ √ 672,000.00 RSD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities




the Public Interest and

Accountability

Committee under Act

815

Accra √ √ √ √ 1,120,000.00 RSD PIAC


Promote and

improve the

efficiency and

effectiveness

of

performance

in the public

and civil

services

Develop a

systematic

training

framework in

public policy

formulation and

implementation

for public and

civil servants

PROGRAMME 1:

MANAGEMENT

AND

ADMINISTRATIO

N

SUB-

PROGRAMME

1.1: General

Administration and

Human Resource


a human resource

development policy for

the Ministry

Accra Human Resource

Policy document and

plan developed

√ √ √ √ 34,018,000.0

0

GA PSC, OHCS

Undertake administrative

activities

Accra Internal management

of the Ministry

enhanced

√ √ √ √ 10,173,418.9

6

GA

Provide a conducive

working environment

for staff

Accra A well-resourced

Ministry

√ √ √ √ 10,173,418.9

6

GA

Improve sector planning,

budgeting and

accounting

Accra Plans, reports and

accounts presented

on a timely bases

√ √ √ √ 17,482,396.8

1

GA CAGD, IAA

Coordinate legal support

services

Accra Legal requirements

of MOF activities

met

√ √ √ √ 3,460,800.00 GA AG's Dept

Undertake Public


Accra 1. Communication

strategy developed

2. Information on

MOF activities

disseminated

effectively

√ √ √ √ 420,000.00 GA MoC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities




ICT policy

Accra 1. ICT policy

developed

2. Exiting ICT

infrastructure

upgraded

√ √ √ √ 3,360,000.00 GA

Undertake the Ghana

Fiscal Institute Project

Accra Ghana Fiscal

Institute established

√ √ √ √ 156,278,893.

97

GA CAGD, SEC,

GSS, IAT,

PPA, FIC, BOG

Undertake the

reorganisation of the

Ministry and its agencies

Accra New organogram

adopted and

implemented

√ √ √ √ 4,620,000.00 GA CAGD, SEC,

GSS, IAT, PPA


Communication Strategy

for the Strategic Plan

Accra Communication

Strategy developed

and implemented

√ √ √ √ 400,000.00 GA


M&E Plan for the

Strategic Plan

Accra M&E Plan

developed and

implemented

√ √ √ √ 400,000.00 GA

Promote

transparency

and

accountability

Expedite the

amendment of

the Public

Procurement

Act to make it

more user

friendly

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.3: Public

Procurement

Build Capacity of PPA

staff

Accra and

outside

Ghana

Number of staff

trained.

√ √ √ √ 735,000.00 PPA

Prepare a 4 year strategic

plan

Accra Strategic plan

developed

√ √ √ √ 64,591.46 PPA

Prepare and submit

budget inputs to MoF to

be incorporated in the

National budget

preparations

Accra Budget Proposals

prepared and

submitted to MoF

√ √ √ √ 0.00 PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.3: Public

Procurement

Identify source of

generating IGF

Accra 1. Sources of IGF

identified

2. Amount of IGF

mobilised

√ 5,000.00 0.00 0.00 PPA

Roll out Framework

Agreements to all MDAs

and MMDAs


coverage of pilot

entities

2. Number of non-

pilot entities covered

√ √ √ √ 399,000.00 0.00 0.00 PPA

Implement Sustainable

Public Procurement

(SPP)

Nationwide No. of Entities

trained

√ √ √ √ 0.00 0.00 94,500,000.0

0

PPA SECO

Train practitioners and

policy makers on

procurement records

keeping

Nationwide No. of Entities

trained

√ √ 489,832.33 PPA

Review the Public

Procurement Act (Act

663)

Accra Act amended √ 28,060.43 PPA

Introduce E-Ghana

Procurement into the

Public Procurement

System

Accra All pilot entities

trained on new e-GP

system

√ √ √ √ 1,675.50 PPA

Maintain information

systems and database of

procurement related

activities that provide

ready access to

information for

Accra Database on PPA

published

√ √ √ √ 200,000.00 PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



stakeholders

Collate Procurement

Plans by end of

November

Accra Procurement plans

collated and

published

√ √ √ √ 0.00 PPA

Develop capacity of

procurement

practitioners, ETCs and

TRBs, Service

Providers, Oversight

Institutions and Civil

Society Organisations

Accra No. of stakeholders

trained

√ √ √ √ 510,408.00 PPA

Introduce Self-

Assessment as a

procurement

performance evaluation

technique

Nationwide 500 entities

introduced

√ 765,000.00 PPA

Roll out full scale

institutionalisation of

CMME Tool

Nationwide No. of entities using

CMME Tool

√ 1,000,000.00 PPA

Train Civil Society

Organisations (CSOs) on

the Public Procurement

System

Accra No. of CSOs trained √ √ √ √ 1,654,000.00 PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Undertake Public


Nationwide 1. Brand Guide

implemented

2. PPA website

redesigned

3. Publicity

campaigns organised

√ √ √ 240,379.80 0.00 PPA

Promote

effective and

efficient anti-

corruption

systems

Empower the

Financial

Intelligence

Centre (FIC) to

collaborate with

other security

agencies to

fight, money

laundering and

other related

crimes

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

Launch and implement

the national Anti-Money

Laundering (AML) and

Countering the

Financing of Terrorism

(CFT) strategy and

action plan

Accra National AML and

CFT strategy

launched

√ √ √ √ 55,400.00 0.00 0.00 FIC

Review existing

legislation (AML and

CFT Acts) as appropriate

to remedy any mischief

inconsistent with the


as provided under

Financial Action Task

Force (FATF)

recommendations

Accra AML and CFT Acts

amended

√ √ √ √ 60,000.00 0.00 0.00 FIC/ AG's

Dept

Build capacity of FIC

Staff

Worldwide Number of staff

trained

√ √ √ √ 1,063,000.00 0.00 0.00 FIC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



PROGRAMME

4.3: Public

Procurement

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.3: Public

Procurement

Analyse and disseminate

financial intelligence

domestically and

internationally.

Accra 1. No. of Suspicious

Transaction Reports

received

2. No. of reports

analysed and

disseminated

√ √ √ √ 2,230,000.00 0.00 0.00 FIC

Build capacity of

Regulatory Bodies

Accra Number of

personnel of

Regulatory Bodies

trained

√ √ √ √ 162,000.00 0.00 0.00 FIC

Build capacity of

Accountable Institutions

Nationwide Number of

accountable

Institutions trained

√ √ √ √ 183,000.00 0.00 0.00 FIC BOG

Build capacity of Law

Enforcement agencies

(LEAs)

Accra Number of

Personnel of Law

Enforcement

Agencies trained.

√ √ √ √ 158,000.00 0.00 0.00 FIC

Enhance National

Cooperation among

Security Agencies in the

fight against ML and

CFT.

Quarterly Inter-

Ministerial

Committee (IMC)

meetings held.

√ √ √ √ 450,000.00 0.00 0.00 FIC

Identify and assess

national threats and

vulnerabilities.

Accra National Risk

Assessment Plan

developed.

√ √ √ √ 100,000.00 0.00 0.00 NSC FIC

Construct new Office

Premises

Accra Office Premises

constructed

√ √ √ √ 6,300,000.00 0.00 0.00 FIC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Establish and

maintain an

efficient

identification

management

system

Harmonize

policy and legal

frameworks and

regulations

governing

national

identification

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting


an Identity Management

system

GSS, HQ 1. Identity

Management System

developed and

running

2. Improved access

to data

√ √ 0.00 0.00 97,842.00 GSS World Bank

Improve human resource

management system.

GSS, HQ 1. Biometric Time

Management System

developed

2. Scheme of

Service developed

3. HR Policy

document developed

4. No. of staff

trained

√ √ √ √ 0.00 0.00 3,115,263.00 GSS World Bank

Review the Statistics Act

(PNDC 135)

GSS, HQ,

CPMD

Statistics Act

amended

√ √ 0.00 0.00 497,410.50 GSS World Bank

Implement the Statistics

Act

GSS, HQ,

CPMD

1. Legislative

Instrument

developed

2. Administrative

Instructions

developed 3.

No. of stakeholder

workshops held

√ 0.00 0.00 90,210.00 GSS World Bank


GSS Corporate Plan

(2016-2020)

GSS, HQ,

CPMD

GSS Corporate Plan

developed

√ √ 0.00 0.00 72,354.00 GSS World Bank


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Improve

quality and

completeness

of vital events

registration

and associated

services

Reform and

enhance civil

registration

processes and

practices

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting


Civil Registration and

Vital Statistics (CRVS)

systems

GSS, HQ,

SDD

1. Comprehensive

assessment of CRVS

system undertaken

2. CRVS system

developed

√ √ √ 0.00 0.00 371,664.50 GSS World Bank

Improve

production

and use of

health and

vital statistics

from civil

registration

Institutionalise

partnerships

between the

MDAs

responsible for

civil registration

and vital

statistics

activities

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENTS

UB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Publish statistics on vital

events and migration

GSS, HQ,

SDD

No. of publications

on vital statistics

done

√ √ √ 0.00 0.00 89,048.00 GSS World Bank

Enhance

production

and

management

of statistical

information

Formulate and

implement an

Official

Statistics Policy

and law for the

national

statistics system

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Strengthen the capacity

of data producing

institutions

GSS, HQ,

CPMD

. No of personnel

trained.

√ √ √ √ 0.00 0.00 1,999,705.00 GSS World Bank


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Review and

implement the

Ghana Statistics

Development

Plan (GSDP)

Economic

Research, and

Forecasting

Conduct orientation

training for staff after re-

organisation

GSS, HQ,

CPMD

No. of manuals on

classifications and

standards

disseminated

√ √ 0.00 0.00 1,158,885.00 GSS World Bank

Develop and

implement

capacity

building

programmes in

the production

and use of

statistics for

policy

formulation,

planning,

monitoring and

evaluation

across MDAs

and MMDAs

Implement, monitor and

evaluate the statistical

literacy campaign

GSS, HQ,

CPMD

No. of literacy

workshops

organised

√ √ √ √ 0.00 0.00 342,944.00 GSS World Bank

Strengthen the capacity

of media practitioners in

statistics reporting

No. of media

personnel trained

√ √ 0.00 0.00 140,021.00 GSS UNFPA

Conduct Integrated

Business and Enterprise

Survey (IBES)

IBES conducted √ √ √ √ 0.00 0.00 54,113,939.0

0

GSS UNFPA

Roll out Geographic

Information System

(GIS) in spatial data

analysis and

dissemination

GSS, HQ,

ESD

No. of Enumeration

Area maps digitised

√ √ √ 0.00 0.00 2,831,184.00 GSS UNFPA

Improve

availability of

quality data

for policy

formulation,

analysis and

decision-

making

Reform

statistical

operations,

corresponding

to all production

stages of the

different

sources/method

s of collection

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Conduct Census of

Agriculture

GSS, HQ,

SCOD

Census of

Agriculture

conducted

√ √ √ √ 62,654,614.0

0

0.00 0.00 GSS World Bank


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



Develop

administrative

statistical

system to

routinely

compile,

analyse and

disseminate

reliable data

from

administrative

processes and

registers

Forecasting Conduct Ghana Living

Standards Survey

(GLSS-7)

GSS, HQ,

CPMD

GLSS 6 report

published

√ 0.00 0.00 23,706,010.0

0

GSS World Bank

Prepare and disseminate

2010 PHC district

Census reports

GSS, HQ,

SCOD

2010 PHC District

Census reports

published

√ √ 0.00 0.00 7,060,000.00 GSS NPC, MoH

Conduct the Ghana

Demographic and Health

Survey

GSS, HQ,

SCOD

Ghana Demographic

and Health Survey

conducted

√ √ 2,000,000.00 0.00 8,068,945.00 MoH, GHS

Adopt the

Compendium of

Statistical

Standards,

Variables and

Concepts for

Ghana’s

Official

Statistics

Implement the National

Advisory Committee of

Producers and Users of

Statistics (NACPUS)

activities

Nationwide No. of NACPUS

activities

implemented

√ √ √ √ 0.00 0.00 453,375.00 GSS World Bank

Institutionalise

the culture and

practice of

proper record

keeping

Implement monitoring

and evaluation systems

GSS, HQ,

CPMD

No. of beneficiaries

of M&E training

√ √ √ √ 0.00 0.00 2,323,791.00 GSS World Bank

Promote the

effective use

Update and

maintain a

PROGRAMME 2:

ECONOMIC

Undertake 2020 Census

cartographic mapping of

GSS, HQ,

ITD

2020 Census

Enumeration Areas

√ √ √ √ 0.00 0.00 17,570,521.0

0

World Bank


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programmes


Activities



of data for

decision-

making and

development

communicatio

n

comprehensive

database for

different range

of users and

uses

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Enumeration Areas demarcated

Procure assorted ICT

equipment, software and

other equipment

GSS, HQ,

ITD

Equipment procured √ √ 0.00 0.00 3,953,635.00 GSS World Bank

Update and

maintain a

comprehensive

database for

different range

of users and

uses

Rebase the Prime

Building Cost Index

(PBCI)

GSS, HQ,

ESD

. PBCI rebased √ √ 0.00 0.00 153,295.00 GSS World Bank

Prepare quarterly digest

and annual External

Trade Statistics bulletins

GSS, HQ,

ESD

Quarterly and annual

Digests published

√ √ √ 0.00 0.00 186,192.00 GSS World Bank

Undertake Annual

Labour Force Surveys

GSS, HQ,

SCOD

Labour Force

Surveys conducted

√ √ √ 0.00 0.00 3,134,122.00 GSS World Bank


CHAPTER FIVE

ANNUAL ACTION PLAN OF THE MINISTRY OF FINANCE

1.15 Introduction

The Ministry in collaboration with its stakeholders will implement a number of programmes

and projects within the planned period (2014-2017) towards the successful delivery of the

transformation agenda envisaged under the medium-term national development policy

framework. Table xxx presents the specific interventions, estimated budget, timeframe as

well as sources of funding for the implementation of planned programmes for the period

2014-2017.

There is a set of Three Hundred and Four (304) activities and operations from which

Ministry, on an annual basis, will select and implement. The average number of activities

and operation that are proposed to be implemented on an annual basis for the period is 243,

which represents 80 percent of the total set of activities and operations. The financial year

(FY) 2015 has highest number of activities expected to be undertaken for a particular year

with 276 representing 91 percent of the total number of activities and operations. The FY

2017 has the lowest with 221 (73 percent).

In terms of cost, the average annual amount of resources required to successfully implement

the plan is GH¢374,621,693.91. FY 2017 requires the highest amount of resources to

successfully execute the proposed set of activities and operations, with a total amount of

GH¢457,981,363.06. FY 2014 requires the lowest amount of GH¢227,019,692.79.


Table 12: Ministry of Finance Annual Action Plan for 2014 (Annex 4A)

Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators

Quarterly Time Schedule Indicative Budget Implementing Agencies

1st 2nd 3rd 4th GoG (GH¢) IGF Donor Lead Collaborating


Deepen the

capital

markets

Develop the

secondary market

for bonds and

other long-term

securities

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.4: Financial Sector

Development

Implement National

Bond Market

Committee's

Recommendations

(27)

Accra No. of

recommendations

implemented √ √ √ √ 40,000.00

0.00 0.00 FSD BOG, SEC

Revise disclosure

requirements

Accra Disclosure requirements

revised √ √ √ √ 0.00 100,000.00 0.00

SEC


the licensing,

regulation and

operation of Credit

Rating Agencies

Accra Credit Rating Guidelines

developed

√ √ √ √ 0.00 0.00 60,000.00

SEC FSD

Develop appropriate

yield curves for

different maturities


different maturies

developed

√ √ √ √ 0.00 0.00 1,200,000.00

SEC FSD

Sensitize corporate


bonds


bodies sensitized

2. No. of corporate

bodies that issued bonds

and listed on the GSE

√ √ √ √ 0.00 0.00 400,000.00

SEC FSD, AGIPEF


market for bonds


developed √ √ √ √ 0.00 0.00 0.00

SEC FSD, BOG


the Ghana Stock


secondary market for √ √ √ √ 0.00 0.00 160,000.00

SEC FSD, GSE


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME


Development

Exchange for bonds repo's

Expand the

Venture capital

market to support

start-up

businesses and

SMEs




capital industry

Accra Private equity guidelines

developed √ √ √ √ 0.00 0.00 140,000.00

SEC VCTF



capital and private

equity fund managers

Accra Register of all private

equity and venture

capital industry

developed

√ √ √ √ 0.00 80,000.00 0.00

SEC

Create an enabling

environment for the

venture capital

industry to thrive

Accra An improved

environment for the

venture capital industry √ √ √ √ 0.00 0.00 320,000.00

SEC

Leverage the

three-tier pension

scheme to

increase access to

long-term

financing

Promote the



instruments

Accra 1. Guidelines developed

2. No. of long-term

capital market products

developed √ √ √ √ 0.00 0.00 300,000.00

SEC FSD

Improve

access to

financial

services

Develop a more

comprehensive

insurance market

and introduce

innovative

insurance product

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME


Development

Develop and

implement a National

Financial Inclusion

Strategy


strategy developed

√ √ √ √ 236,286.00 0.00 0.00

FSD BOG, SEC,

NCA, NIC,

GIZ

Strengthen

institutional


and amendment of

Accra Financial laws reviewed

and amended / Draft √ √ √ √ 140,000.00 0.00 0.00

FSD BOG, SEC,

NIC, NPRA,


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



framework for

monitoring and

regulating

financial

institutions

especially non-

bank and

microfinance

sector.

laws, regulations and

codes of conduct for

financial sector

financial sector bills and

regulations, received and


GSE

Carry out Financial


sensitization

programmes


programmes organised

√ √ √ √ 160,000.00 0.00

0.00

FSD BOG, SEC,

NIC, NPRA,

GSE,

Academia

Improve

fiscal revenue

mobilization

and

management

Eliminate revenue

collection

leakages

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-PROGRAMME

3.1: Domestic

Resource Mobilisation

and Administration


potential taxpayers


taxpayers mapped and

registered

√ √ √ √

452,286.18 0.00 0.00 GRA


of the Free Zones

Regime

Head

Office

Number of audits

conducted √ √ √ √

75,000.00 0.00 0.00 GRA


of the Warehousing

Regime

Head

Office

Number of audits


15,000.00 0.00 0.00 GRA

Strengthen risk

management function

Head

Office

Number of audits


60,000.00 0.00

0.00 GRA



Head

Office

1. No. of new tax

scheme implemented

2. Total revenue

generated

√ √ √ √

30,750.00 0.00 0.00 GRA

Streamline the

Planning and Budget

processes

Head

Office

1. Planning and Budget

processes streamlined

2. Budget variance

reduced

√ √ √ √

20,400.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

4.2 Treasury, Payroll

And Accounting

Enhance the



Head

Office

1. No. of complaints

received

2. % change in number

of complaints processed

√ √ √ √

65,651.25 0.00 0.00 GRA

Conduct monitoring

exercise on sale of

Passport forms at

selected Commercial

Banks and on-site

banking services at

MDAs


exercises conducted


reports issued √ √

200,000.00 0.00 0.00 CAGD



IGF


Accounts developed

2. No. of MDAs in

which new Chart of

Accounts has been

piloted

√ √ √ √

250,000.00 0.00 0.00 CAGD


Staff in

Communication skills

and Audit planning

and execution


2. Training reports

presented √ √ √ √

50,000.00 0.00 0.00 CAGD

Conduct ad-hoc


reported financial

malfeasance

Accra 1. No. of investigation


2. No. of reports issued √ √ √ √

55,000.00 0.00 0.00 CAGD


Monitoring Unit in


2. No. of training reports √ √ √ √

50,000.00 0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 3:

REVENUE

MOBILISATION

SUB-PROGRAMME

3.1: Domestic


and Administration

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-PROGRAMME

3.1: Domestic


and Administration

Revenue Monitoring

and Reporting

Print and supply

secured value books to

MDAs and MMDAs

Accra No and types of value

books printed √ √ √ √ 10,000,000.00

0.00 0.00 CAGD

Procure security

papers and

holographic foils for

all Agencies

Accra No and types of security

papers and holographic

foils procured √ √ √ √

15,000,000.00 0.00 0.00 CAGD

Conduct periodic

inspection of print

houses

No of print houses

inspected √ √ √ √

5,000,000.00 0.00 0.00 CAGD

Undertake tax

education

All Offices No. of campaigns

organised √ √ √ √

314,371.09 0.00 0.00 GRA

Implement the Self-

Assessment System at

all levels

All DTRD

Offices

Self-Assessment system

implemented √ √ √ √

933,247.50 GRA

Roll out Total

Revenue (TRIPS)

All DTRD

Offices


using TRIPS

2. No. of modules rolled

out per office

√ √ √ √

176,043.75 0.00 0.00 GRA


with Government and

Private Agencies

Head

Office

No. of sensitisations

workshops held √ √ √

6,000.00 0.00 0.00 GRA

Establish GRA IT

Training Academy

Accra IT Training Academy

established √ √ √ √

681,649.50 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 3:

REVENUE

MOBILISATION

SUB-PROGRAMME

3.1: Domestic


and Administration

Implement the GRA

Training and


Head

Office

Training and


developed and

implemented

√ √ √ √

0.00

0.00 42,240.00 GRA

Implement the GRA

Human Resources

Strategy

Head

Office

Human Resources

strategy developed and

implemented

√ √ √

202,941.85 0.00 0.00 GRA

Implement

Performance

Management System

(PMS)

Head

Office

Implementation report

√ √ √ √

0.00

0.00 385,618.00 GRA

Develop modern



10 regional

capitals

Number of regional

offices completed √ √ √ √

3,227,721.60 0.00 0.00 GRA

Review the

organisational

structure to improve

efficiency and

operational

effectiveness

Head

Office

Organisational structure

reviewed

√ √ √ √

1,201,882.50 0.00 0.00 GRA

Automate Support

Services functions

Head

Office

No. of support services

functions automated √ √ √ √

1,560,000.00 0.00 0.00 GRA

Establish a quality


line with ISO

standards

Head

Office

Approved ISO standards

adopted and enforced √ √ √ √

24,390.00 0.00 0.00 GRA

Review Change

Management Strategy

Head

Office

Change management

strategy reviewed √ √ √ √

24,852.60 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Enhance Internal

Client care

programmes

Head

Office

No. of sensitisation

programmes undertaken √ √ √ √

530,898.75 0.00 0.00 GRA

Extend GCMS

coverage to all

Customs Collections

and Stations

Customs

Collections

Stations


GCMS √ √ √ √

75,240.00 0.00 0.00 GRA

Enhance risk-based


modules

Head

Office

Risk-based compliance

selectivity modules

enhanced

√ √ √ √

117,540.00 0.00 0.00 GRA


with Governmental

Agencies on the need

to facilitate the timely


Licenses and

Certificates

Head

Office

1. Number of

sensitisation workshops

organised

2. Number of

stakeholders engaged

√

0.00 0.00 117,000.00 GRA


of Preventive

Operations

Head

Office

1. Equipment supplied

2. No. of Personnel

trained

√ √ √ √

6,334,500.00 0.00 0.00 GRA

Strengthen

mobilisation and

management of

non-tax revenue

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-PROGRAMME

3.2: External




projects/programs

1. Volume of new DP

pledges to MDBS

increased

2. Total amount of new

projects/ programmes

negotiated and signed

√ √ √ √

510,000.00 0.00 0.00 ERM DMD, Legal,

PID, MDAs


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Deepen and Monitor


Arrangements and

Cooperation

Agreements with

various DPs

High Level DP - GoG

consultations

coordinated √ √ √

260,000.00 0.00 0.00 ERM MFA&RI,

Multilateral &

Bilateral

Institutions

Approve and

Implement the Ghana

Aid Policy and

Strategy to guide and

enhance GoG-DP

engagement

1. Aid Policy launched;

2. Relevant documents

and reforms done √ √ √

245,000.00 0.00 0.00 ERM Legal, DMD,

MDAs

Incorporate process

and impact monitoring

in project/programmes

delivery

1. Number of projects

Monitored

2. No. of Review

Meetings Held

√ √ √ √

400,000.00 0.00 0.00 ERM PID, M&E

Unit

Deploy the

Development

Information

Management System

and improve reporting

Functional Data

Management System

√ √ √

200,000.00 0.00 0.00 ERM DMD, PID, &

NDPC

Equip CDM

Secretariat to deliver

on mandate

CDM Secretariat

equipped √ √ √ √

111,168.00 0.00 2,400,000.00 ERM MDAs

Improve

fiscal revenue

mobilization

and

Accelerate the

implementation of

the Ghana

Integrated

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

Conduct monitoring

exercise on users of

GL module


exercises conducted


reports issued

√ √ √ √ 50,000.00

0.00

0.00

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



management

Financial

Management

Information

System (GIFMIS)

for effective

budget

management


And Accounting

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME


And Accounting


Divisions, Regions

and Foreign Treasuries

No. and type of supplies

procured √ √ √ √ 9,222,259.00

0.00 0.00 CAGD

Compile, review and


MMDAs

1. Reports compiled

2. Reports produced √ √ √ √ 45,000.00

0.00 0.00 CAGD

Review and Issue

reports on Public

Accounts

1. Review Committee

constituted

2. No. of reports issued

√ √ √ √ 35,000.00

0.00 0.00 CAGD


reported in the

monthly public

accounts

No. of reports issued

√ √ √ √ 15,000.00

0.00 0.00 CAGD

Complete

infrastructure



Accra Disaster site readiness

report issued √ √ √ √ 8,950,000.00

0.00 0.00 CAGD


Service Level

Agreements


report √ √ √ √ 0.00

0.00 0.00 CAGD

Conduct

workshops/meetings

with GIFMIS/HRMIS

steering committees

and other project

stakeholders


workshops held

√ √ √ √ 600,000.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME


And Accounting

Update GIFMIS



activities

1. Updated procurement

plan.

2. Report on

procurement activities

issued

√ √ √ √ 300,000.00

0.00 0.00 CAGD

Produce GIFMIS

Period End Monitoring

and Evaluation

Reports

Reports produced

√ √ √ √ 300,000.00

0.00 0.00 CAGD


and train ICT staff in

IT Governance

1. Refurbished Data

Centre

2. Training reports

issued

√ √ √ √ 5,000,000.00

0.00 0.00 CAGD

Collect and analyze


projects from MDAs

Reports issued

√ √ √ √ 250,000.00

0.00 0.00 CAGD

Review Business

Continuity Plan

Reviewed report issued √ √ √ √ 150,000.00

0.00 0.00 CAGD

Produce Monthly and

Quarterly GIFMIS

Project Financial

Reports

GIFMIS Project

Financial Reports

produced √ √ √ √ 100,000.00

0.00

0.00

CAGD


GIFMIS Project

Activities

Payments made

√ √ √ √ 700,000.00

0.00 0.00 CAGD

Review Project

deliverables

Review reports issued √ √ √ √ 50,000.00

0.00 0.00 CAGD

Conduct Training on No. of trainings √ √ √ √ 650,000.00 0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME


And Accounting

HRMIS conducted

Review the

administrative

framework for

earmarked funds

to ensure

efficiency in the

management of

public funds

Develop and maintain

a Document

Management System

Accra System developed

√ √ √ √ 1,200,000.00

0.00 0.00 CAGD

Carry out systems

review in 3 (Three)

operational areas

1. No. of system reviews

undertaken

2. Reports issued

√ √ √ √ 25,000.00

0.00

0.00

CAGD

Sensitize stakeholders

on procurement laws


sensitized √ √ √ √ 180,000.00

0.00 0.00 CAGD

Conduct promotion


grades


interviews conducted √ √ √ √ 150,000.00

0.00 0.00 CAGD

Conduct nationwide

training of staff

National No. and category of staff

trained √ √ √ √ 200,000.00

0.00 0.00 CAGD

Attend foreign

conferences for

continuous

professional capacity

building

1. No. of staff who

attended

2. No. and type of

conferences

√ √ √ √ 550,000.00

0.00

0.00

CAGD


Accounting

Instructions


Accounting Instruction

printed

√ √ √ √ 500,000.00

0.00

0.00

CAGD


2. Type of training

3. Training report issued

√ √ √ √ 50,000.00

0.00

0.00

CAGD

Undertake Public



undertaken


√ √ √ √ 250,000.00

0.00

0.00

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME


And Accounting


Service Units

1. No. of Clients Service

Units set up

2. No. of Regions where

the Client Service Units

have been set up

√ √ √ √ 150,000.00

0.00

0.00

CAGD

Organize Annual

Conference

1. Conference theme

2. No. of participants √ √ √ √ 1,500,000.00

0.00 0.00 CAGD

Review Scheme of

service for the

Accounting Class

Accra Review report submitted

√ √ √ √ 45,000.00

0.00 0.00 CAGD

Undertake

performance


Accra 1. No. of monitoring and

evaluation exercises

undertaken


3. No of review

meetings held

√ √ √ √ 500,000.00

0.00 0.00 CAGD

Conduct continuous



CAGD

Hqrs

1. No. of analytical

reviews undertaken

2. Reports issued

√ √ √ √ 50,000.00

0.00 0.00 CAGD

Review and

strengthen public

sector wage bill

management

system

Manage GOG payroll

efficiently


dates

2. No of pay dates met

√ √ √ √ 10,000,000.00

0.00

0.00

CAGD

Fully deploy the

printing of payroll

reports to regions

No of regions with

payroll reports printing

sites

√ √ √ √ 5,000,000.00

0.00

0.00

CAGD


review of payroll

system


issued √ √ √ √ 2,450,000.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Strengthen

institutional

collaboration for

effective fiscal

policy

management

Collaborate with

Public Accounts

Committee of

Parliament

1. No. of meetings held

2. Reports issued

√ √ √ √ 50,000.00

0.00

0.00

CAGD

Improve

public

expenditure

management

Accelerate the

implementation of

the Ghana

Integrated

Financial

Management

Information

System (GIFMIS)

for effective

budget

management

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.2: Public Investment

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

4.1: Budget

Management

Develop and

implement the Public

Investment

Programme (PIP)

1. Programme developed

2. The PIP document

prepared √ √ √ √ 50,000.00

0.00

0.00

PID


a National PIP Policy

and Regulations

1. National PIP Policy

prepared

2. PIP Regulations

prepared

√ 350,000.00

0.00

350,000.00

PID

Train MDAs on the

use of the Public

Investment

Management

System(PIMS)

MDAs trained in the use

of PIMS

√ 50,000.00

0.00

350,000.00

PID

Assist MDAs to

prepare PIP

No. of MDAs with PIP

prepared √ √ √ √ 50,000.00

0.00 0.00 PID


phase of the Budget

cycle

Accra Improved quality and

timeliness of macro-

economic and fiscal

framework and forecasts

(in accordance with BD

standards set and Budget

Calendar)

√ √ √ √ 409,328.75

0.00

0.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

4.1: Budget

Management

Reduce the

Government wage bill

through effective

payroll estimation,

forecasting, control

and monitoring



(exclusive of due wage

increases) √ √ √ √ 316,667.00

0.00

0.00

Budget

Improve Budget

implementation and

out-turn, for enhanced

credibility

Accra Percentage improvement

in Budget out-turn (i.e.

reduction in variance) √ √ √ √ 201,300.00

0.00

0.00

Budget


effective rollout of

fiscal decentralisation

to improve efficient

utilisation of

intergovernmental

fiscal transfers and

financial

accountability of

MMDAs


milestones for

decentralisation rollout

achieved to agreed

targets

2. Required amendments

to legislation

√ √ √ √ 1,617,654.75

0.00

0.00

Budget

Review the

administrative

framework for

earmarked funds

to ensure

Optimise compliance

with regulatory

requirements for

administration and

reporting of IGFs

Nationwide Percentage improvement

against compliance

targets (%) √ √ √ √ 316,667.00

0.00 0.00 Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



efficiency in the

management of

public funds

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME


Support MDAs and

MMDAs to increase

revenue

Nationwide 1. Percentage increase in

IGF revenues (%)

2. Percentage

improvement against

revenue generation

targets (%)

3. Improved revenue

generation to facilitate

improved/earlier

payments (from

baseline)

√ √ √ √ 644,160.00

0.00

0.00

Budget

Improve the

legislative and

institutional

framework for

budget

formulation and

implementation

Prepare the PPP Bill PPP Law/Act approved

by Parliament √ √ √ √

0.00

0.00 800,000.00

PID


PPP regulations

PPP regulations

prepared √ √ √ √

0.00 0.00 1,050,000.00

PID

Prepare PPP project

Manuals and

Guidelines

Approved guidance

manuals for PPP project

cycle/process

√ √ √ √

0.00

0.00 420,000.00

PID

Facilitate the

recruitment of

Transaction Advisors

for the following


Motorway, Takoradi


Port and Eastern

Railway Line,

Pre-feasibility & Full

Feasibility study reports

for three pipeline

projects; procurement of

one project

sponsor/concessionaire

(in accordance with the

Ghana PPP project

√ √ √ √

0.00

0.00

14,000,000.0

0

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME


National Airline,

National Sports

College

Complete Pre-


commence Full


Accra-Takoradi Road

Project.

√ √ √ √

PID

Complete advisory



Water Supply PPP

project under a

Design, Build,

Finance, Operate &

Transfer (DBFOT)

Arrangement

√ √ √ √

PID

Facilitate capacity

building activities

namely, study tours

(4), Sector-Specific

Training, Financial

Analysis Training and

International

1. No. of workshops

organised

2. No. of MDAs trained

3. Number of

stakeholders that have

benefitted from training

√ √ √ √ 0.00

0.00 7,000,000.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME


PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

4.1: Budget

Management

Conferences for

MDAs preparing and

managing PPP projects

Promote awareness &

understanding of

Ghana’s PPP

programme &

sensitization to

encourage

mainstreaming the use

of PPPs

1. Stakeholders

sensitized & aware of

PPPs & Ghana’s PPP

programme

2. Dedicated PPP

website going live

3. PPP Quarterly

Newsletter published

√ √ √ √ 0.00

0.00 700,000.00

PID

Improve public

financial management

framework,



for PPPs

1. Report on Draft PDF

concept note,

governance document,

operating

procedures/manual

2. Report on draft VGS

manual & operating

procedures & beginning

of implementation

activities

3. Final report on

framework for Managing

Fiscal Commitments

(FC) & Contingent

√ √ √ √ 0.00

0.00

700,000.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Liabilities (CL)


Organise PPP

Approval, Technical,

Steering Committee

and PIU/PID

Meetings

1. No of Meeting

organized 2. No. of

Projects approved √ √ √ √ 40,000.00

0.00

0.00

PID




also be realistic)

1. Compliance with

ceilings (%).


variance between

ceilings and MDA

Budget submissions (%)

3. Improved PEFA

scores at 2015 and 2018

assessments

√ √ √ √ 613,993.00

0.00 0.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Develop further skills

in budget analysis,

training (GIFMIS) and

Hyperion modules/

application, Refresher

training for existing

staff.

Accra 1.Budget


Trained on GIFMIS

2.Budget staff trained on

Hyperion

√ √ √ √ 75,000.00

0.00

0.00

Budget

Ensure effective

financial

management and

oversight over

SOEs and JVCs


Directors and

Management of SOEs

on corporate

governance issues

SOEs being managed

efficiently

√ √ √ √ 40,000.00

0.00

0.00

PID


Directors and

Management of SOEs

on PPPs

SOEs initiate PPP

Projects √ √ √ √

70,000.00

0.00

0.00

PID

Negotiate the 2015


of SOEs

Performance contracts

negotiated √ √ √ √

PID

Strengthen

institutional

collaboration for

effective fiscal

policy

management

Manage and maintain

the PIP

PIP Document

comprehensive √ √ √ √ 70,000.00

0.00 0.00 PID NDPC

Develop PPP projects

for the markets

No. of PPP projects

prepared from the PIP

√ √ √ √ 30,000.00

0.00 0.00 PID

Improve

capacity for

Enforce public

debt ratios to

PROGRAMME 5:

PUBLIC DEBT

Prepare and publish


Public debt report

prepared and Published √ √ √ √ 20,000.00

0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



effective

public sector

debt

management

ensure that public

debt are at

sustainable levels

MANAGEMENT

SUB-PROGRAMME

5.1: Public Debt

Management

PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-PROGRAMME

5.1: Public Debt

Management

Report

Review, update and

publish the public


Public borrowing

guidelines updated and

published

√ √ √ √ 30,000.00

0.00 0.00 DMD

Review the Loans Act

to include new

categories of Debt

The 1970 Loans Act

reviewed √ √ √ √ 38,500.00

0.00 0.00 DMD


the Medium-Term

Debt Strategy annually

Medium Term Debt

Strategy reviewed and

updated

√ √ √ √ 36,200.00

0.00 0.00 DMD


Debt Management

Division

Number of staff trained

in debt management

issues

√ √ √ √ 50,000.00

0.00 0.00 DMD

Conduct Debt


and Report annually

Debt Sustainability

Analysis carried out √ √ √ √ 12,500.00

0.00 0.00 DMD

Employ

appropriate

instruments to

reduce market and

refinancing risks

associated with

debt portfolio

Support Hedging

Activities

Improved price stability

through crude oil and

interest rate hedging as a

risk management tool

√ √ √ √ 40,000.00

0.00 0.00 DMD

Prepare and publish

operational risk

management

framework and

compliance guidelines

Operational risk


and compliance

guidelines prepared and

published

√ √ √ √ 32,600.00

0.00 0.00 DMD

Prepare and Update

the Debt Portfolio


updated √ √ √ √ 21,350.00

0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-PROGRAMME

5.1: Public Debt

Management

Report


workshop for the


Sensitization workshop

for the Finance

Committee

√ √ √ √ 29,200.00

0.00 0.00 DMD

Undertake rating

services by Fitch,


Polls by December

each year

Rating services by Fitch,


and Poors undertaken √ √ √ √ 200,000.00

0.00 0.00 DMD

Institute

mechanisms to

manage internal

and external

shocks

Effect payment of

Bloomberg

subscription

Payment of Bloomberg

subscription effected √ √ √ √ 80,000.00

0.00 0.00 DMD

Conduct three

meetings related to

Credit Vetting,

Treasury Management

and National Risk

Management

Meetings related to

Credit Vetting, Treasury

Management and

National Risk

Management

√ √ √ √ 130,092.00

0.00 0.00 DMD

Conduct Treasury

Management

Committee Workshop

Treasury Management

Committee Workshop

conducted

√ √ √ √ 30,000.00

0.00 0.00 DMD


Management

Conference

Annual Debt


organized

√ √ √ √ 50,000.00

0.00 0.00 DMD

Promote satisfactory

and improved Investor

Relations

Improved Investor

Relations √ √ √ √ 10,000.00

0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Consultancy Service

for Debt Management

Software

Consultant engaged for

Debt Management

Software

√ √ √ √ 10,000.00

0.00 0.00 DMD

Conduct data

validation and

reconciliation

workshop

Data validation and

reconciliation workshop

conducted √ √ √ √ 30,000.00

0.00 0.00 DMD

Strengthen

economic

planning and

forecasting

Develop a model

for economic

planning and

forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.1: Real Sector

Development



and annual

macroeconomic

performance reports

Accra No. of reports submitted

√ √ √ √ 81,000.00

0.00 0.00 ERFD RSD, BOG,

Budget,

NDPC, GSS,

GRA

Undertake GDP

projections and

organize workshop to

validate GDP

projections: annual

and quarterly

Accra 1. No. of GDP projection

reports

2. Reports of Validation

workshop √ √ √ √ 56,000.00

0.00 0.00 RSD GSS

Conduct mini surveys

on topical issues on

selected sectors for

policy analysis to

inform policy,

including climate

Change

National 1. No. of mini surveys

conducted

2. Research reports on

topical issues √ √ √ √ 68,400.00

0.00 0.00 RSD

Undertake monthly,

quarterly, mid-year

and annual sectoral

Accra No. of sectoral reviews

conducted √ √ √ √ 44,800.00

0.00 0.00 RSD MOFA.

ERFD. GSS,

MOTI


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.1: Real Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

reviews of the

economy, including

agriculture

Organize

dissemination

workshop to discuss

policy briefs, annual

and quarterly reports *


workshops held

√ √ √ √ 57,000.00

0.00 0.00 RSD PRU


social intervention

programmes such as

the Capitation Grant

on primary school

enrollment


evaluation

√ √ √ √ 39,207.00

0.00 0.00 RSD MoGCSP,

MOE

Enhance technical


National/

Int’nal

No. of staff trained √ √ √ √ 90,000.00

0.00 0.00 RSD GA

Build and sustain

national capacity

for economic

planning and

forecasting

Publish quarterly,

semi-annual and

annual reports on the

performance of the

economy


√ √ √ √ 205,200.00


Budget,

NDPC,

GSS,GRA


topical economic

issues


produced 302,400.00

0.00 0.00 ERFD

Coordinate and

facilitate EPCC

meetings


organised

2. No. of EPCC reports

submitted

√ √ √ √ 10,800.00


Budget,

CAGD,

GSS,GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

Coordinate and

facilitate MDBS

Macro-Sector

Working Group

meetings


organised

√ √ √ √ 1,000,000.00

0.00 0.00 ERFD MDBS, RSD,

BOG, Budget

Coordinate IMF

Article IV and Special

Missions


organised

2. No. of stakeholders

engaged

3. Mission report

submitted to IMF

10,800.00

0.00 0.00 ERFD

Develop relevant

macroeconomic

models for Policy

Analysis and

Forecasting

Accra No. of models developed

√ √ √ √ 43,200.00


Budget,

NDPC, GSS


OECD and other


blocs on mutually

beneficial economic

matters

National/

Internation

al

No. of meetings held

√ √ √ √ 32,400.00

0.00 0.00 ERFD

Review capital

allowance incentives

for corporate

institutions

Incentives reviewed

√ √ √ √ 32,400.00

0.00 0.00 ERFD Tax Policy

Unit, Budget,

PRO, GRA


manual for the

Manual prepared √ √ √ √ 32,400.00


Unit, GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

education sector

Review the

exemptions regime for

policy direction

Exemptions regime

reviewed √ √ √ √ 37,800.00


Unit, GRA

Review free zones

regime incentives

Free zones regime

reviewed √ √ √ √ 27,000.00


Unit, GRA

Develop and

implement tax laws,

regulations and

measures

No. of tax laws

developed and

implemented √ √ √ √ 32,400.00


Unit, GRA

Organise Pre-Budget

and Post-Budget Tax

Consultative

workshops with

stakeholders on tax

policy measures


organised


engaged √ √ √ √ 32,400.00

0.00 0.00 ERFD Tax Policy,

Budget, PRO,

GRA

Develop and

implement


Reform Policy

Accra Environmental Fiscal

Reform Policy

developed √ √ √ √ 32,400.00


EPA, GRA


Electronic Point of

Sale Devices

Accra Act passed

√ √ √ √ 32,400.00


GRA, Legal,

Attorney-

General,

Develop and

implement policy

document on the

Accra Policy document on the


worth individuals

√ √ √ √ 32,400.00


GRA,

Registrar-


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



4.1: Budget

Management

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

4.1: Budget

Management


worth individuals

developed General

Develop

macroeconomic and

macroeconomic


and revenue

forecasting


√ √ √ √ 32,400.00


GRA, RSD,

CAGD

Develop Policy

guidelines for

aggressive tax

planning

Accra Guidelines developed

√ √ √ √ 37,800.00


GRA,

Registrar-

General

Train Staff Domestic

or Abroad

1. No. of staff trained

2. No. of workshops/

seminars held

√ √ √ √ 43,200.00

0.00 0.00 ERFD GA, PRO

Train MDAs &

MMDAs in the

development of sector

Public Investment

Programs

Improved investment

plans of MDA &

MMDAs √ √ √ √

100,000.00

0.00

0.00

PID


Public Investment

Management System

(PIMS)

Accra No. of MDAs trained

√ √ √ √

PID

Train MDAs &

MMDAs on the

development of PPP


projects developed from

the various sectors

√ √ √ √

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



projects

Effective process

management and co-

ordination of

formulation and

preparation of the

Budget and Mid-Year

Review

Accra 1. Deadlines in Budget

Calendar met (100%)

2. Compliance with

timeliness and quality

indicators (as set by BD)

for Budget inputs

3. Improved guidelines

for MDAs produced in

accordance with

deadline in Budget

Calendar 4.

Stronger and more

precise/accurate revenue

and expenditure

forecasts (from

baseline)

√ √ √ √ 1,525,071.25

0.00

0.00

Budget

Accelerate

economic

integration

with other

regional and

sub-regional

blocks and

markets

Implement fully

the WAMZ

programme

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

Prepare

ECOWAS/WAMZ

Multilateral

Surveillance Reports

Accra 1. No. of convergence

criteria met


surveillance report

submitted

√ √ √ √ 10,800.00

0.00

0.00

ERFD MOTI, BOG

Implement the

ECOWAS

Community

Development



on ECOWAS NCC,

Community

Accra No. meetings held

√ √ √ √

10,800.00

0.00

0.00

ERFD MOTI, BOG


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Programme

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

Development

Programme, West

African Monetary

Zone

Ensure that

National Trade

Policy reflects

ECOWAS

protocols


engaged

√ √ √ √

ERFD MOTI, BOG

Strengthen trade

relations with

other regional

blocks and

markets

ECOWAS

Countries

√ √ √ √

ERFD MOTI, BOG


Promote an

effective

enabling

environment

for good

corporate

governance

Ensure that

corporate entities

act as good

corporate citizens

with regard to

human rights,

social

responsibility and

environmental

sustainability

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME


Development

Ensure that listed

companies disclose

their policy and

performance in

connection with

environmental and

social responsibility as

well as impact of

environmental and



sustainability

Accra Improved disclosure of

firms' policy on


responsibility to the

investing public

√ √ √ √

0.00

0.00

200,000.00

SEC ICA, GSE


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Encourage the

adoption of codes

of good business

ethics and

standards in

achieving the

objectives of

corporate entities

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME


Development

Upgrade existing


code

Accra

√ √ √ √

0.00

0.00 1,600,000.00

SEC



code

Accra New national corporate

governance code

developed √ √ √ √

0.00

0.00 0.00

SEC

Ensure that

corporate entities

treat all their

stakeholders in a

fair and just

manner


ensure that they

disclose in their annual

reports mechanisms

for protecting the

rights of its

stakeholders as well as

the nature and extent


safety, health and


and practices


firms' policy on

treatment of stakeholders

√ √ √ √

0.00 0.00

0.00

SEC

Provide for

accountability of

corporate entities

and directors


ensure that they


reports the existence

of procedures for


interest, mechanisms


accountability of

corporate entities and

directors √ √ √ √

0.00 0.00

0.00

SEC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



for balancing the

power of the CEO and

that of the Board, code

of ethics and waivers

to the ethics code etc


Ensure

effective and

transparent

management

of oil and gas

revenues

Develop and

effectively

implement

appropriate

regulatory

framework for

revenue collection

and management

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.1: Real Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.1: Real Sector

Development


undertake Benchmark


validation


organized

2. No. of Benchmark

revenue forecast reports

0.00 0.00 RSD ERFD, GRA


certify Benchmark

Revenue


certified by Certified by

independent ABR

consultant

√ √ √ √ 58,000.00

0.00 0.00 RSD

Complete the

Regulations of the

Petroleum Revenue

Management Act


Petroleum Revenue

Management Act

completed and submitted

to parliament for

approval

√ √ √ √ 44,800.00

0.00 0.00 RSD Legal

Division,

AG’s Dept

Strengthen

monitoring,

evaluation and

reporting systems

Publish quarterly

petroleum receipts,



Accra Number of publications

√ √ √ √ 153,409.00

0.00 0.00 RSD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



in the industry

dailies and MOF

website and gazetting

of same

Prepare and submit

annual report on

Petroleum Funds to



Budget

Accra Annual Report prepared

and tabled in parliament

√ √ √ √ 27,750.00

0.00 0.00 RSD ERFD, MoE,

Prepare and submit

Petroleum Holding




parliament √ √ √ √ 84,000.00

0.00 0.00 RSD ERFD, BoG,

DMD


the Investment

Advisory Committee

under Act 815

Accra Activities of the

Investment Advisory

Committee implemented √ √ √ √ 39,088.00

0.00 0.00 RSD



Accountability

Committee under Act

815

Accra Activities of PIAC

implemented

√ √ √ √ 168,000.00

0.00 0.00 RSD PIAC


√ √ √ √ 280,000.00

0.00 0.00

Promote and

improve the

efficiency and

effectiveness

Develop a

systematic

training

framework in

PROGRAMME 1:

MANAGEMENT

AND

ADMINISTRATION

Develop a human

resource development

policy for the public

sector

Accra Human Resource Policy

document and plan

developed √ √ √ √ 7,261,000.00

0.00 0.00 GA PSC, OHCS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



of

performance

in the public

and civil

services

public policy

formulation and

implementation

for public and

civil servants

SUB-PROGRAMME

1.1: General

Administration and

Human Resource

Undertake

administrative

activities

Accra Internal management of

the Ministry enhanced √ √ √ √ 2,180,018.35

0.00 0.00 GA

Provide a conducive

working environment

for staff


Ministry √ √ √ √ 3,746,227.89

0.00 0.00 GA CAGD, IAA

Improve sector

planning, budgeting

and accounting


accounts presented on a

timely bases

√ √ √ √ 741,600.00

0.00 0.00 GA AG's Dept

Coordinate legal

support services

Accra Legal requirements of

MOF activities met √ √ √ √ 90,000.00

0.00 0.00 GA MoC

Undertake Public



strategy developed

2. Information on MOF

activities disseminated

effectively

√ √ √ √ 720,000.00

0.00 0.00 GA

Develop and

implement ICT policy

Accra 1. ICT policy developed

2. Exiting ICT

infrastructure upgraded √ √ √ √ 33,488,334.42

0.00 0.00 GA CAGD, SEC,

GSS, IAT,

PPA, FIC,

BOG

Undertake the Ghana


Accra Ghana Fiscal Institute

established √ √ √ √ 990,000.00

0.00 0.00 GA CAGD, SEC,

GSS, IAT,

PPA

Undertake the


Ministry and its

agencies


adopted and

implemented √ √ √ √ 495,000.00

0.00 0.00


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Develop and

implement

Communication

Strategy for the

Strategic Plan

Accra Communication Strategy

developed and

implemented

√ √ √ √ 100,000.00 GA

Develop and

implement M&E Plan


Accra M&E Plan developed

and implemented

√ √ √ √ 100,000.00 GA

Promote

transparency

and

accountability

Expedite the

amendment of the

Public

Procurement Act

to make it more

user friendly

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

4.3: Public

Procurement

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

4.3: Public

Procurement


staff

Accra and

outside

Ghana

Number of staff trained.

√ √ √ √ 157,500.00

0.00

0.00

PPA

Prepare a 4 year

strategic plan

Accra Strategic plan developed √ √ √ √ 13,841.03

PPA

Prepare and submit

budget inputs to MoF

to be incorporated in

the National budget

preparations


prepared and submitted

to MoF √ √ √ √ 0.00

0.00

0.00

PPA

Identify source of

generating IGF

Accra 1. Sources of IGF

identified

2. Amount of IGF

mobilised

√ √ √ √ 5,000.00

0.00

0.00

PPA

Roll out Framework

Agreements to all

MDAs and MMDAs

Nationwide 1. Percentage coverage

of pilot entities

2. Number of non-pilot

entities covered

√ √ √ √ 85,500.00

0.00

0.00

PPA


Public Procurement

Nationwide No. of Entities trained √ √ √ 0.00 0.00

23,625,000.0

0

PPA SECO


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-PROGRAMME

4.3: Public

Procurement

(SPP)


policy makers on

procurement records

keeping

Nationwide No. of Entities trained

√ √ √ √ 238,942.60 0.00 0.00

PPA

Introduce E-Ghana


Public Procurement

System

Accra All pilot entities trained

on new e-GP system √ √ √ √ 0.00 0.00 418.88

PPA


systems and database

of procurement related


ready access to

information for

stakeholders


published

√ √ √ √ 35,000.00 0.00 0.00

PPA

Collate Procurement

Plans by end of

November


collated and published √ √ √ √ 0.00 0.00 0.00

PPA

Develop capacity of

procurement

practitioners, ETCs

and TRBs, Service





trained

√ √ √ √ 127,000.00 0.00 0.00

PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Train Civil Society

Organisations (CSOs)

on the Public

Procurement System

Accra No. of CSOs trained

√ √ √ √ 285,000.00 0.00 0.00

PPA

Undertake Public



implemented

2. PPA website

redesigned

3. Publicity campaigns

organised

√ √ √ 75,379.80 0.00 0.00

Promote

effective and

efficient anti-

corruption

systems

Empower the

Financial

Intelligence

Centre (FIC) to

collaborate with

other security

agencies to fight,

money laundering

and other related

crimes

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME


Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

Launch and implement

the national Anti-

Money Laundering

(AML) and

Countering the

Financing of

Terrorism (CFT)

strategy and action

plan

Accra National AML and CFT

strategy launched

√ √ √ √ 55,400.00 0.00 0.00

FIC

Review existing

legislation (AML and

CFT Acts) as

appropriate to remedy

any mischief

inconsistent with the


as provided under

Financial Action Task

Accra AML and CFT Acts

amended

√ √ √ √ 59,456.00 0.00 0.00

FIC/

AG's

Dept


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



SUB-PROGRAMME


Development

Force (FATF)

recommendations


Staff

Worldwide Number of staff trained

√ √ √ √ 363,000.00 0.00 0.00

FIC

Analyse and

disseminate financial

intelligence

domestically and

internationally.


Transaction Reports

received

2. No. of reports

analysed and

disseminated

√ √ √ √ 230,000.00 0.00 0.00

FIC

Build capacity of

Regulatory Bodies

Accra Number of personnel of

Regulatory Bodies

trained

√ √ √ √ 37,000.00 0.00 0.00

FIC

Build capacity of

Accountable

Institutions

Nationwide Number of accountable

Institutions trained √ √ √ √ 38,000.00 0.00 0.00

FIC BOG



(LEAs)

Accra Number of Personnel of

Law Enforcement

Agencies trained.

√ √ √ √ 38,100.00 0.00 0.00

FIC


Premises


constructed √ √ √ √ 1,000,000.00 0.00 0.00


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Establish and

maintain an

efficient

identification

management

system

Harmonize policy

and legal

frameworks and

regulations

governing

national

identification

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

Improve human

resource management

system.


Management System

developed

2. Scheme of Service

developed

3. HR Policy document

developed


√ √ √ √ 0.00 0.00 778,815.75

GSS

Enhance

production

and

management

of statistical

information

Formulate and

implement an

Official Statistics

Policy and law for

the national

statistics system

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

Strengthen the

capacity of data

producing institutions

GSS, HQ,

CPMD

No of personnel

trained.

√ √ √ √ 0.00 0.00 724,927.00

GSS World Bank

Review and

implement the

Ghana Statistics

Development Plan

(GSDP)

Conduct orientation

training for staff after

re-organisation

GSS, HQ,

CPMD

No. of manuals on

classifications and

standards disseminated √ √ 0.00 0.00 579,442.50

GSS

Develop and

implement

capacity building

programmes in the

production and

use of statistics

Implement, monitor

and evaluate the

statistical literacy

campaign

GSS, HQ,

CPMD

No. of literacy

workshops organised √ √ √ √ 0.00 0.00 135,236.00

GSS

Conduct Integrated

Business and

IBES conducted √ √ √ √ 0.00 0.00

20,585,455.0

0

GSS UNFPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



for policy

formulation,

planning,

monitoring and

evaluation across

MDAs and

MMDAs

Enterprise Survey

(IBES)

Roll out Geographic

Information System


analysis and

dissemination

GSS, HQ,

ESD

No. of Enumeration

Area maps digitised

√ √ √ √ 0.00 0.00 745,296.00

GSS UNFPA

Improve

availability of

quality data

for policy

formulation,

analysis and

decision-

making

Reform statistical

operations,

corresponding to

all production

stages of the

different

sources/methods

of collection

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

Conduct Census of

Agriculture

GSS, HQ,

SCOD

Census of Agriculture

conducted

√ √ √ √ 15,663,653.50 0.00

GSS

Develop

administrative

statistical system

to routinely

compile, analyse

and disseminate

reliable data from

administrative

processes and

registers

Prepare and

disseminate 2010 PHC

district Census reports

GSS, HQ,

SCOD

2010 PHC District

Census reports published

√ √ 0.00 0.00 3,560,000.00

GSS NPC, MoH

Conduct the Ghana

Demographic and

Health Survey

GSS, HQ,

SCOD

Ghana Demographic and

Health Survey conducted √ √ 0.00 0.00 8,068,945.00

MoH, GHS

Adopt the

Compendium of

Statistical

Implement the

National Advisory

Committee of


activities implemented √ √ √ √ 0.00 0.00 113,343.75

GSS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's Programmes

and Sub-Programme


Activities

Location

Indicators



Standards,

Variables and

Concepts for

Ghana’s Official

Statistics

Producers and Users

of Statistics

(NACPUS) activities

Institutionalise the

culture and

practice of proper

record keeping



GSS, HQ,

CPMD

No. of beneficiaries of

M&E training

√ √ √ √ 0.00 0.00 580,947.75

GSS

Promote the

effective use

of data for

decision-

making and

development

communicatio

n

Update and

maintain a

comprehensive

database for

different range of

users and uses

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-PROGRAMME

2.3: Statistics,

Economic Research,

and Forecasting

Undertake 2020

Census cartographic

mapping of

Enumeration Areas

GSS, HQ,

ITD

2020 Census

Enumeration Areas

demarcated √ √ √ √ 0.00 0.00 4,392,630.25


equipment, software

and other equipment

GSS, HQ,

ITD

Equipment procured

√ √ √ √ 0.00 0.00 1,976,817.50

GSS World Bank

Update and

maintain a

comprehensive

database for

different range of

users and uses

Rebase the Prime

Building Cost Index

(PBCI)

GSS, HQ,

ESD

. PBCI rebased

√ √ 0.00 0.00 76,647.50

GSS

127,243,355.8

1

180,000.00 99,596,880.9

8


1.16 Annual Action Plan for 2014

For the financial year (FY) 2014, the Ministry proposes to implement Two Hundred and

Twenty-Two (222) activities and operations. This constitute about 73 percent of the total set

of Three Hundred and Four (304) activities and operations from which Ministry selects for

implementation annually. It is also lower than the average annual number of activities and

operations for the 2014 – 2017 period of 243 or 80 percent of the total set of activities and

operations.

In terms of cost, the amount of resources required to finance the implementation of the

activities and operations scheduled for 2014 is GH¢227,019,692.79 which is significantly

lower than average annual amount of GH¢374,621,693.91for the entire planning period. The

amount is not only the lowest but also about 39 percent less than the average annual amount.

The Government of Ghana (GoG) will provide 56 percent of the amount (i.e.

GH¢127,242,811.81) with the remaining 44 percent (GH¢99,776,880.98) being provided by

IGF and donor support. The GoG contribution for 2014 is the lowest and also represents a

huge 56 percent decrease over the average annual GoG contribution of GH¢291,093,641.81

for the entire planning period.

Table 12 above gives the detailed breakdown of the activities and operations earmarked for

2014 including their indicative budget, indicators for measuring their successful

implementation and responsible Agencies for implementing them.


Table 13: Ministry of Finance Annual Action Plan for 2015 (Annex 4B)

Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators

Quarterly Time Schedule Indicative Budget

Implementing Agencies



Deepen the

capital markets

Develop the

secondary market

for bonds and

other long-term

securities

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

Implement National

Bond Market

Committee's

Recommendations

(27)

Accra No. of recommendations

implemented

√ √ √ √ 40,000.00 0.00 0.00

FSD BOG, SEC

Revise disclosure

requirements


revised √ √ √ √ 0.00 100,000.00 0.00

SEC


the licensing,

regulation and

operation of Credit

Rating Agencies


developed

√ √ √ √ 0.00 0.00 140,000.00

SEC FSD

Develop appropriate

yield curves for



different maturies

developed

√ √ √ √ 0.00 0.00 160,000.00

SEC FSD

Sensitize corporate


bonds


bodies sensitized

2. No. of corporate

bodies that issued bonds

and listed on the GSE

√ √ √ √ 0.00 0.00 600,000.00

SEC FSD, AGIPEF


market for bonds


developed √ √ √ √ 0.00 0.00 0.00

SEC FSD, BOG


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development


the Ghana Stock

Exchange for bonds


secondary market for

repo's

√ √ √ √ 0.00 0.00 200,000.00

SEC FSD, GSE

Expand the

Venture capital

market to support

start-up

businesses and

SMEs




capital industry


developed √ √ √ √ 0.00 0.00 140,000.00

SEC VCTF



capital and private

equity fund managers


equity and venture

capital industry

developed

√ √ √ √ 0.00 80,000.00 0.00

SEC

Create an enabling

environment for the

venture capital

industry to thrive

Accra An improved

environment for the


SEC

Leverage the

three-tier pension

scheme to

increase access to

long-term

financing

Promote the



instruments


2. No. of long-term


developed

√ √ √ √ 0.00 0.00 320,000.00

SEC FSD

Liaise with the NPRA

to review the law on

pension funds to

increase the allocation

of investment in

capital market asset

classes (10%)

Accra 1. Pension law reviewed

2. % change in allocation

of investment in capital

market √ √ √ √ 0.00 0.00 0.00

SEC NPRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Improve access

to financial

services

Develop a more

comprehensive

insurance market

and introduce

innovative

insurance product

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

Develop and

implement a National

Financial Inclusion

Strategy


strategy developed

√ √ √ √ 236,286.00 0.00 0.00

FSD BOG, SEC,

NCA, NIC, GIZ

Strengthen

institutional

framework for

monitoring and

regulating

financial

institutions

especially non-

bank and

microfinance

sector.


and amendment of

laws, regulations and


financial sector


and amended / Draft




√ √ √ √ 150,000.00 0.00 0.00

FSD BOG, SEC,

NIC, NPRA,

GSE

Carry out Financial


sensitization

programmes


programmes organised

√ √ √ √ 160,000.00 0.00

0.00

FSD BOG, SEC,

NIC, NPRA,

GSE, Academia

Improve fiscal

revenue

mobilization

and

management

Eliminate revenue

collection

leakages

PROGRAMME

3: REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration


potential taxpayers



registered

√ √ √ √

753,810.30 0.00 0.00 GRA


of the Free Zones

Regime

Head

Office

Number of audits


150,000.00 0.00 0.00 GRA


of the Warehousing

Regime

Head

Office

Number of audits


30,000.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

3: REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration


of the Temporary

Vehicle Importation

Regime

Head

Office

Number of audits


150,000.00 0.00 0.00 GRA

Improve Debt

Management

Head

Office

Number of audits


12,000.00 0.00 0.00 GRA


functions

Head

Office

Number of audits


0.00 0.00

120,000.00 GRA

Strengthen risk

management function

Head

Office

Number of audits


120,000.00 0.00 0.00 GRA

Strengthen export and

re-export controls

Head

Office

Number of audits

conducted √ √

48,000.00

0.00 0.00 GRA

Develop and

implement a

mechanism for the


worth Individuals

Head

Office

1. No. of high net worth

individuals identified

2. Total revenue

generated

3. No. of new measures

implemented

√ √ √ √

36,000.00 0.00 0.00 GRA



Head

Office

1. No. of new tax

scheme implemented

2. Total revenue

generated

√ √

61,500.00 0.00 0.00 GRA

Develop mechanisms

for taxation of e-

commerce

Head

Office

E-commerce taxation

mechanism developed √ √ √ √

240,000.00 0.00 0.00 GRA

Develop a mechanism

to track all non-

exempt activities

Head

Office

Measures on exempt

activities developed √ √ √ √

40,000.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

undertaken by exempt

organizations

Determine the tax gap Head

Office

The tax gap determined √ √ √ √

30,000.00 0.00 0.00 GRA

Streamline the

Planning and Budget

processes

Head

Office



2. Budget variance

reduced

√ √ √ √

34,000.00 0.00 0.00 GRA

Set up Valuation and

Classification system

Head

Office

Valuation and

classification developed

and implemented

√ √ √ √

0.00 0.00 350,000.00 GRA

Upgrade Customs

Laboratory to meet



upgraded √ √ √ √

0.00 0.00 750,000.00 GRA

Construct Cargo

Examination Centres

KIA, Tema,

Paga,

Akanu

Elubo,

Tamale

Number of centres built

√ √ √ √

750,000.00 0.00 0.00 GRA

Enhance the



Head

Office


received

2. % change in number

of complaints processed

√ √ √ √

131,302.50 0.00 0.00 GRA

Conduct monitoring

exercise on sale of

Passport forms at

selected Commercial

Banks and on-site


exercises conducted


reports issued

√ √

300,000.00 0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Payroll And

Accounting

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

Payroll And

Accounting

banking services at

MDAs



IGF


Accounts developed

2. No. of MDAs in

which new Chart of

Accounts has been

piloted

√ √ √ √

500,000.00 0.00 0.00 CAGD


Staff in

Communication skills

and Audit planning

and execution


2. Training reports


75,448.00 0.00 0.00 CAGD

Conduct ad-hoc


reported financial

malfeasance




89,740.00 0.00 0.00 CAGD


Monitoring Unit in

Revenue Monitoring

and Reporting


2. No. of training reports √ √ √ √

75,000.00 0.00 0.00 CAGD

Print and supply

secured value books to

MDAs and MMDAs


books printed √ √ √ √ 67,717,134.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

3: REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

Procure security

papers and


all Agencies




103,678,486.00 0.00 0.00 CAGD

Conduct periodic

inspection of print

houses

No of print houses


5,996,160.00 0.00 0.00 CAGD

Strengthen

revenue

institutions and

administration

Develop and

implement a structured

communication system

Head

Office

Communication system


5,087,250.00 0.00 0.00 GRA

Develop and promote

the GRA brand

All Offices Brand developed √ √ √ √

0.00 0.00

205,640.63 GRA

Develop abridged


Head

Office

1. Abridged versions of

tax laws developed

2. Number copies

distributed

√ √ √ √

1,354,937.50 0.00 0.00 GRA

Undertake tax

education

All Offices No. of campaigns

organised √ √ √ √

1,047,903.63 0.00 0.00 GRA

Review Tax Laws Head

Office

Tax laws amended √ √ √ √

0.00 0.00 90,000.00 GRA

Improve GRA website Head

Office

1. Number of hits per

quarter

2. Number of services

provided online

√ √ √ √

2,260,200.00 0.00 0.00 GRA

Develop organization-

wide Intranet

Head

Office

Intranet facility


139,143.75 0.00 0.00 GRA

Implement online

client services

Head

Office

Number of transactions

made online √ √ √ √

2,175,000.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

3: REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

Develop and

implement a

Compliance

Management Strategy

Head

Office

Compliance

management system


0.00 0.00 751,557.00 GRA

Implement the Self-

Assessment System at

all levels

All DTRD

Offices



0.00 0.00 1,555,412.5

0

GRA

Develop software for

taxpayers

Head

Office

Software developed √ √ √ √

4,555,920.00 0.00 0.00 GRA

Roll out Total

Revenue (TRIPS)

All DTRD

Offices


using TRIPS

2. No. of modules rolled

out per office

√ √ √ √

586,812.50 0.00 0.00 GRA

Design and implement

a Data Warehousing

System

Head

Office

1. Data warehousing

system designed

2. Data warehousing

system implemented

√ √ √ √

61,500.00 0.00 0.00 GRA


with Government and

Private Agencies

Head

Office


workshops held √ √ √ √

12,000.00 0.00 0.00 GRA

Upgrade Customs

Academy at Kpetoe

Kpetoe No. of new structures


7,326,000.00 0.00 0.00 GRA

Establish GRA IT

Training Academy



1,136,082.50 0.00 0.00 GRA

Implement the GRA

Training and


Head

Office

Training and


developed and

implemented

√ √ √ √

0.00 0.00 84,480.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

3: REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

Implement the GRA

Human Resources

Strategy

Head

Office

Human Resources


implemented

√ √ √ √

405,883.70 0.00 0.00 GRA

Conduct Human

Resources Planning

Head

Office

Human Resources

planning conducted √ √ √ √

191,374.00 0.00 0.00 GRA

Implement

Performance

Management System

(PMS)

Head

Office


√ √ √ √

0.00 0.00 231,370.80 GRA

Develop and

Implement a

Comprehensive

Scheme of Service

(SoS)

Head

Office

Scheme of Service

developed and


64,787.79 0.00 0.00 GRA

Develop modern



10 regional

capitals

Number of regional


5,379,536.00 0.00 0.00 GRA

Review the

organisational

structure to improve

efficiency and

operational

effectiveness

Head

Office

Organisational structure

reviewed

√ √ √ √

1,201,882.50 0.00 0.00 GRA

Improve governance

and integrity

Head

Office

No. of measures

introduced √ √ √ √

0.00 0.00 243,336.75 GRA

Automate Support

Services functions

Head

Office



600,000.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

3: REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

Develop and

implement a business

continuity Strategy

Head

Office

Business continuity


implemented

√ √ √ √

149,668.80 0.00 0.00 GRA

Establish a quality


line with ISO

standards

Head

Office



40,650.00 0.00 0.00 GRA

Strengthen

Management controls

to ensure good

governance, integrity

and accountability

Head

Office

No. of control measures

introduced

√ √ √ √

146,002.05 0.00 0.00 GRA

Develop and

implement a Quality

Assurance

Management Strategy

Head

Office

Quality assurance

management strategy


469,649.06 0.00 0.00 GRA

Review Customs

Codes of Instruction

Head

Office

Codes of Instructions

revised √ √ √ √

84,924.50 0.00 0.00 GRA

Review Change

Management Strategy

Head

Office

Change management

strategy reviewed √ √ √ √

0.00 0.00 82,842.00 GRA

Establish a monitoring

and evaluation

mechanism for the

GRA Strategic Plan

Head

Office

M&E unit established

√ √ √ √

0.00 0.00 19,140.00 GRA

Institutionalise

Strategic Planning and

Programme Delivery

Head

Office

Planning Units

strengthened √ √ √ √

47,550.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Enhance Internal

Client care

programmes

Head

Office



707,865.00 0.00 0.00 GRA

Extend GCMS

coverage to all

Customs Collections

and Stations

Customs

Collections

Stations


GCMS √ √ √ √

83,600.00 0.00 0.00 GRA

Simplify and

harmonise Customs

processes and

procedures

Head

Office

Turnaround time reduced

√ √ √ √

402,825.00 0.00 0.00 GRA

Enhance risk-based


modules

Head

Office

Risk-based compliance

selectivity modules

enhanced

√ √ √ √

130,600.00 0.00 0.00 GRA

Establish an

Authorized Economic

Operators (AEO)

Programme

Head

Office

1. Guidelines developed

2. No. of AEOs


200,000.00 0.00 0.00 GRA

Enforce the

requirement for the

direct submission of

manifest from the ship

master /Agent to

Customs

Head

Office

Percentage of operators

submitting direct

manifest √ √ √ √

279,500.00 0.00 0.00 GRA


with Governmental

Agencies on the need

to facilitate the timely

Head

Office

1. Number of

sensitisation workshops

organised

2. Number of

√ √ √ √

0.00 0.00 130,000.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators





Licenses and

Certificates

stakeholders engaged


of Preventive

Operations

Head

Office


2. No. of Personnel

trained

√ √ √ √

10,557,500.00 0.00 0.00 GRA


Border Management

Teams

Head

Office

Integrated Border

Management Team

established

√ √ √ √

60,000.00 0.00 0.00 GRA

Strengthen the

implementation

processes to co-

ordinate and ensure

smooth

operationalization of

various Treaties,

Conventions and

Agreements

Head

Office

No. of Treaties,

Conventions and

Agreements

operationalised

√ √ √ √

210,000.00 0.00 0.00 GRA

Strengthen

mobilisation and

management of

non-tax revenue

PROGRAMME

3: REVENUE

MOBILISATION

SUB-

PROGRAMME

3.2: External

Resource

Mobilisation



projects/programs

1. Volume of new DP

pledges to MDBS

increased




√ √ √ √

340,000.00 0.00 0.00 ERM DMD, Legal,

PID, MDAs

Deepen and Monitor


Arrangements and

High Level DP - GoG

consultations

coordinated

√ √ √

165,000.00 0.00 0.00 ERM MFA&RI,

Multilateral &

Bilateral


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Cooperation

Agreements with

various DPs

Institutions

Approve and

Implement the Ghana

Aid Policy and

Strategy to guide and

enhance GoG-DP

engagement



and reforms done √ √ √

135,000.00 0.00 0.00 ERM Legal, DMD,

MDAs

Incorporate process

and impact monitoring

in project/programmes

delivery


Monitored

2. No. of Review

Meetings Held

√ √ √ √

350,000.00 0.00 0.00 ERM PID, M&E Unit

Deploy the

Development

Information

Management System

and improve reporting

Functional Data

Management System

√ √ √

80,000.00 0.00 0.00 ERM DMD, PID, &

NDPC

Equip CDM


on mandate

CDM Secretariat


80,000.00 0.00 1,200,000.0

0

ERM MDAs

Improve fiscal

revenue

mobilization

and

management

Accelerate the

implementation of

the Ghana

Integrated

Financial

Management

Information

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

Conduct monitoring


GL module


exercises conducted


reports issued

√ √ √ √ 75,000.00

0.00 0.00 CAGD


Divisions, Regions

and Foreign Treasuries


procured √ √ √ √ 20,206,594.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




System (GIFMIS)

for effective

budget

management

Payroll And

Accounting

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

Compile, review and


MMDAs

1. Reports compiled


0.00 0.00 CAGD

Review and Issue

reports on Public

Accounts

1. Review Committee

constituted


√ √ √ √ 42,000.00

0.00 0.00 CAGD


reported in the

monthly public

accounts


√ √ √ √ 20,000.00

0.00 0.00 CAGD

Complete

infrastructure




report issued √ √ √ √ 19,184,000.00

0.00 0.00 CAGD


Service Level

Agreements


report √ √ √ √ 31,739,626.00

0.00 0.00 CAGD

Conduct

workshops/meetings

with GIFMIS/HRMIS

steering committees

and other project

stakeholders


workshops held

√ √ √ √ 2,000,000.00

0.00 0.00 CAGD

Update GIFMIS



activities


plan.

2. Report on


issued

√ √ √ √ 800,000.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

4.2 Treasury,

Payroll And

Accounting

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

Produce GIFMIS

Period End Monitoring

and Evaluation

Reports

Reports produced

√ √ √ √ 80,000.00

0.00 0.00 CAGD


and train ICT staff in

IT Governance

1. Refurbished Data

Centre

2. Training reports

issued

√ √ √ √ 6,700,000.00

0.00 0.00 CAGD

Collect and analyze


projects from MDAs

Reports issued

√ √ √ √ 75,000.00

0.00 0.00 CAGD

Review Business

Continuity Plan


0.00 0.00 CAGD

Produce Monthly and

Quarterly GIFMIS

Project Financial

Reports

GIFMIS Project

Financial Reports

produced √ √ √ √ 1,600,000.00

0.00 0.00 CAGD


GIFMIS Project

Activities

Payments made

√ √ √ √ 2,173,000.00

0.00 0.00 CAGD

Review Project

deliverables


0.00 0.00 CAGD

Conduct Training on

HRMIS

No. of trainings

conducted √ √ √ √ 10,000,000.00

0.00 0.00 CAGD

Review the

administrative

framework for

Develop and maintain

a Document

Management System


√ √ √ √ 1,800,000.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




earmarked funds

to ensure

efficiency in the

management of

public funds

PROGRAMME

4.2 Treasury,

Payroll And

Accounting

Carry out systems

review in 3 (Three)

operational areas


undertaken

2. Reports issued

√ √ √ √ 38,507.00

0.00 0.00 CAGD

Sensitize stakeholders

on procurement laws


sensitized √ √ √ √ 280,000.00

0.00 0.00 CAGD

Conduct promotion


grades



0.00 0.00 CAGD

Conduct nationwide

training of staff


trained √ √ √ √ 260,000.00

0.00 0.00 CAGD

Attend foreign

conferences for

continuous

professional capacity

building

1. No. of staff who

attended

2. No. and type of

conferences

√ √ √ √ 715,000.00

0.00 0.00 CAGD


Accounting

Instructions



printed

√ √ √ √ 650,000.00

0.00 0.00 CAGD


2. Type of training


√ √ √ √ 960,000.00

0.00 0.00 CAGD

Undertake Public



undertaken


√ √ √ √ 375,000.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

Payroll And

Accounting


Service Units


Units set up



have been set up

√ √ √ √ 180,000.00

0.00 0.00 CAGD

Organize Annual

Conference

1. Conference theme


0.00 0.00 CAGD

Review Scheme of

service for the

Accounting Class


√ √ √ √ 54,000.00

0.00 0.00 CAGD

Undertake

performance




undertaken


3. No of review meetings

held

√ √ √ √ 650,000.00

0.00 0.00 CAGD

Conduct continuous



CAGD

Hqrs


reviews undertaken

2. Reports issued

√ √ √ √ 68,510.00

0.00 0.00 CAGD

Review and

strengthen public

sector wage bill

management

system

Manage GOG payroll

efficiently


dates


√ √ √ √ 25,306,790.00

0.00 0.00 CAGD

Fully deploy the

printing of payroll

reports to regions

No of regions with


sites

√ √ √ √ 1,597,000.00

0.00 0.00 CAGD


review of payroll

system


issued √ √ √ √ 1,567,468.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Strengthen

institutional

collaboration for

effective fiscal

policy

management

Collaborate with

Public Accounts

Committee of

Parliament


2. Reports issued

√ √ √ √ 60,000.00

0.00

0.00

CAGD

Improve public

expenditure

management

Accelerate the

implementation of

the Ghana

Integrated

Financial

Management

Information

System (GIFMIS)

for effective

budget

management

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

Develop and

implement the Public

Investment

Programme (PIP)


2. The PIP document

prepared √ √ √ √ 70,000.00

0.00

0.00

PID


a National PIP Policy

and Regulations

1. National PIP Policy

prepared

2. PIP Regulations

prepared

√ 0.00

0.00

0.00

PID

Train MDAs on the

use of the Public

Investment

Management

System(PIMS)


of PIMS

√ 70,000.00

0.00

0.00

PID

Assist MDAs to

prepare PIP


prepared √ √ √ √ 100,000.00

0.00 0.00

PID


phase of the Budget

cycle



economic and fiscal




Calendar)

√ √ √ √ 409,328.75

0.00

0.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




4.1: Budget

Management

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

Reduce the


through effective

payroll estimation,


and monitoring




increases) √ √ √ √ 316,667.00

0.00

0.00

Budget

Improve Budget

implementation and

out-turn, for enhanced

credibility



reduction in variance) √ √ √ √ 201,300.00

0.00

0.00

Budget



fiscal decentralisation

to improve efficient

utilisation of

intergovernmental


financial

accountability of

MMDAs


milestones for


achieved to agreed

targets


to legislation

√ √ √ √ 1,617,654.75

0.00

0.00

Budget

Review the

administrative

framework for

earmarked funds

to ensure

Optimise compliance

with regulatory

requirements for

administration and

reporting of IGFs


against compliance

targets (%) √ √ √ √ 316,667.00

0.00

0.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




efficiency in the

management of

public funds

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

Support MDAs and

MMDAs to increase

revenue


IGF revenues (%)

2. Percentage

improvement against

revenue generation

targets (%)

3. Improved revenue


improved/earlier

payments (from

baseline)

√ √ √ √ 644,160.00

0.00

0.00

Budget

Improve the

legislative and

institutional

framework for

budget

formulation and

implementation

Prepare the PPP Bill PPP Law/Act approved

by Parliament √ √ √ √

0.00

0.00 500,000.00

PID


PPP regulations

PPP regulations

prepared √ √ √ √

0.00

0.00 210,000.00

PID

Prepare PPP project

Manuals and

Guidelines

Approved guidance


cycle/process

√ √ √ √

0.00

0.00 350,000.00

PID

Facilitate the

recruitment of

Transaction Advisors

for the following


Motorway, Takoradi


Port and Eastern

Railway Line,



for three pipeline


one project



Ghana PPP project

√ √ √ √

0.00

0.00

17,500,000.0

0

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

National Airline,

National Sports

College

Complete Pre-


commence Full


Accra-Takoradi Road

Project.

√ √ √ √

PID

Complete advisory



Water Supply PPP

project under a

Design, Build,

Finance, Operate &

Transfer (DBFOT)

Arrangement

√ √ √ √

PID

Facilitate capacity

building activities

namely, study tours


Training, Financial

Analysis Training and

International

1. No. of workshops

organised


3. Number of


benefitted from training

√ √ √ √ 0.00 0.00 3,500,000.0

0

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

Conferences for

MDAs preparing and

managing PPP projects

Promote awareness &

understanding of

Ghana’s PPP

programme &

sensitization to

encourage

mainstreaming the use

of PPPs

1. Stakeholders



programme

2. Dedicated PPP

website going live

3. PPP Quarterly


√ √ √ √ 0.00

0.00 210,000.00

PID

Improve public

financial management

framework,



for PPPs


concept note,


operating

procedures/manual


manual & operating


of implementation

activities

3. Final report on


Fiscal Commitments

(FC) & Contingent

√ √ √ √ 0.00

0.00 350,000.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

Liabilities (CL)


Procure the services of

Just-In-Time

consultants

A list of JIT Consultants

developed √ √ √ √ 0.00

0.00

350,000.00

PID

Organise PPP

Approval, Technical,

Steering Committee

and PIU/PID

Meetings

1. No of Meeting

organized 2. No. of


0.00

0.00

PID




also be realistic)

1. Compliance with

ceilings (%).


variance between

ceilings and MDA

Budget submissions (%)

3. Improved PEFA

scores at 2015 and 2018

√ √ √ √ 613,993.00

0.00

0.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




SUB-

PROGRAMME

4.1: Budget

Management

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

assessments

Improve capacities of

MDAs and MMDAs

in budgeting and

Budget process

1. Improved capacity of

staff at MDAs in

budgeting, budget


electronic systems (from

baseline)



and expenditure

forecasts (from baseline)

√ √ 2,046,646.50

0.00

0.00

Budget

Develop capacity of

Budget Division Staff

on the Public Financial

Management reforms


training programmes

organised


every month

√ √ √ 92,491.00

0.00

0.00

Budget

Develop and

implement a plan for

further

restructuring/re-

organisation of BD

Accra Sequenced changes

implemented to plan

over 4-year SP √ 100,000.00

0.00 0.00 Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

Develop and

implement asset

management plan, to

improve/update

systems, equipment


Accra Asset management plan

in place

√ 300,000.00

0.00 0.00 Budget

Develop further skills

in budget analysis,

training (GIFMIS) and

Hyperion modules/

application, Refresher

training for existing

staff.

Accra 1.Budget


Trained on GIFMIS


Hyperion

√ √ √ √ 75,000.00

0.00

0.00

Budget

Ensure effective

financial

management and

oversight over

SOEs and JVCs

Review and implement

the Ghana SOE


framework

SOE corporate

governance framework

reviewed √ √ √ √ 30,000.00

0.00

0.00

PID


Directors and

Management of SOEs

on corporate

governance issues

SOEs being managed

efficiently

√ √ √ √ 60,000.00

0.00

0.00

PID


Directors and

Management of SOEs

on PPPs

SOEs initiate PPP


60,000.00

0.00

0.00

PID

Negotiate the 2015




PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




of SOEs

Strengthen

institutional

collaboration for

effective fiscal

policy

management

Manage and maintain

the PIP

PIP Document


0.00 0.00

PID NDPC

Develop PPP projects

for the markets

No. of PPP projects

prepared from the PIP

√ √ √ √ 50,000.00

0.00

0.00

PID

Improve

capacity for

effective public

sector debt

management

Enforce public

debt ratios to

ensure that public

debt are at

sustainable levels

PROGRAMME

5: PUBLIC

DEBT

MANAGEMENT

SUB-

PROGRAMME

5.1: Public Debt

Management

PROGRAMME

5: PUBLIC

Prepare and publish


Report

Public debt report


0.00 0.00 DMD

Review, update and

publish the public


Public borrowing


published

√ √ √ √ 30,000.00

0.00 0.00 DMD

Review the Loans Act

to include new

categories of Debt

The 1970 Loans Act

reviewed √ √ √ √ 38,500.00

0.00 0.00 DMD


the Medium-Term

Debt Strategy annually

Medium Term Debt


updated

√ √ √ √ 36,200.00

0.00 0.00 DMD


Debt Management

Division

Number of staff trained

in debt management

issues

√ √ √ √ 50,000.00

0.00 0.00 DMD

Conduct Debt


and Report annually

Debt Sustainability


0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Employ

appropriate

instruments to

reduce market and

refinancing risks

associated with

debt portfolio

DEBT

MANAGEMENT

SUB-

PROGRAMME

5.1: Public Debt

Management

PROGRAMME

Support Hedging

Activities





√ √ √ √ 40,000.00

0.00 0.00 DMD

Prepare and publish

operational risk

management

framework and


Operational risk


and compliance


published

√ √ √ √ 32,600.00

0.00 0.00 DMD

Prepare and Update

the Debt Portfolio

Report


updated √ √ √ √ 21,350.00

0.00 0.00 DMD


workshop for the



for the Finance

Committee

√ √ √ √ 29,200.00

0.00 0.00 DMD

Undertake rating

services by Fitch,


Polls by December

each year




0.00 0.00 DMD

Institute

mechanisms to

manage internal

and external

shocks

Effect payment of

Bloomberg

subscription



0.00 0.00 DMD

Conduct three

meetings related to

Credit Vetting,

Treasury Management

and National Risk

Meetings related to


Management and

National Risk

Management

√ √ √ √ 130,092.00

0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




5: PUBLIC

DEBT

MANAGEMENT

SUB-

PROGRAMME

5.1: Public Debt

Management

Management

Conduct Treasury

Management

Committee Workshop

Treasury Management

Committee Workshop

conducted

√ √ √ √ 30,000.00

0.00 0.00 DMD


Management

Conference

Annual Debt


organized

√ √ √ √ 50,000.00

0.00 0.00 DMD


and improved Investor

Relations

Improved Investor

Relations √ √ √ √ 10,000.00

0.00 0.00 DMD

Consultancy Service

for Debt Management

Software


Debt Management

Software

√ √ √ √ 10,000.00

0.00 0.00 DMD

Conduct data

validation and

reconciliation

workshop

Data validation and


conducted √ √ √ √ 30,000.00

0.00 0.00 DMD

Strengthen

economic

planning and

forecasting

Develop a model

for economic

planning and

forecasting

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-



and annual

macroeconomic

performance reports


√ √ √ √ 90,000.00


Budget, NDPC,

GSS, GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

PROGRAMME

2: ECONOMIC

Undertake GDP

projections and

organize workshop to

validate GDP

projections: annual

and quarterly


reports


workshop √ √ √ √ 56,000.00

0.00 0.00 RSD GSS

Conduct mini surveys

on topical issues on

selected sectors for

policy analysis to

inform policy,

including climate

Change


conducted



0.00 0.00 RSD

Undertake monthly,

quarterly, mid-year

and annual sectoral

reviews of the

economy, including

agriculture


conducted

√ √ √ √ 44,800.00

0.00 0.00 RSD MOFA. ERFD.

GSS, MOTI

Organize

dissemination

workshop to discuss


and quarterly reports *


workshops held

√ √ √ √ 57,000.00

0.00 0.00 RSD PRU


social intervention

programmes such as



evaluation √ √ √ √ 39,207.00


MOE


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

on primary school

enrollment

Enhance technical


National/

Int’nal

No. of staff trained √ √ √ √ 90,000.00

0.00 0.00 RSD GA

Build and sustain

national capacity

for economic

planning and

forecasting

Publish quarterly,

semi-annual and

annual reports on the

performance of the

economy


√ √ √ √ 228,000.00


Budget, NDPC,

GSS,GRA


topical economic

issues


produced 336,000.00

0.00 0.00 ERFD

Coordinate and

facilitate EPCC

meetings


organised


submitted

√ √ √ √ 12,000.00


Budget, CAGD,

GSS,GRA

Coordinate and

facilitate MDBS

Macro-Sector

Working Group

meetings

Accra No. of meeting organised

√ √ √ √ 1,100,000.00


BOG, Budget

Coordinate IMF

Article IV and Special

Missions


organised


engaged

3. Mission report

submitted to IMF

√ √ √ √ 12,000.00

0.00 0.00 ERFD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME

2: ECONOMIC

POLICY

Develop relevant

macroeconomic

models for Policy

Analysis and

Forecasting


√ √ √ √ 48,000.00


Budget, NDPC,

GSS


OECD and other


blocs on mutually

beneficial economic

matters

National/

Internationa

l


√ √ √ √ 36,000.00

0.00 0.00 ERFD

Review capital


for corporate

institutions

Incentives reviewed

√ √ √ √ 36,000.00


Unit, Budget,

PRO, GRA


manual for the

education sector

Manual prepared

√ √ √ √ 36,000.00


Unit, GRA

Review the

exemptions regime for

policy direction

Exemptions regime

reviewed √ √ √ √ 42,000.00


Unit, GRA

Review free zones

regime incentives

Free zones regime

reviewed √ √ √ √ 30,000.00


Unit, GRA

Develop and

implement tax laws,

regulations and

measures

No. of tax laws

developed and

implemented √ √ √ √ 36,000.00


Unit, GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Organise Pre-Budget

and Post-Budget Tax

Consultative

workshops with

stakeholders on tax

policy measures


organised


engaged √ √ √ √ 36,000.00


Budget, PRO,

GRA

Develop and

implement


Reform Policy


Reform Policy

developed √ √ √ √ 36,000.00


EPA, GRA


Electronic Point of

Sale Devices

Accra Act passed

√ √ √ √ 36,000.00


GRA, Legal,

Attorney-

General,

Develop and

implement policy

document on the


worth individuals



worth individuals

developed

√ √ √ √ 36,000.00


GRA,

Registrar-

General

Develop

macroeconomic and

macroeconomic


and revenue

forecasting


√ √ √ √ 36,000.00


GRA, RSD,

CAGD

Develop Policy

guidelines for

aggressive tax


√ √ √ √ 42,000.00


GRA,

Registrar-


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Management

PROGRAMME

4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

planning General


or Abroad



seminars held

√ √ √ √ 48,000.00


Train MDAs &

MMDAs in the

development of sector

Public Investment

Programs

Improved investment

plans of MDA &

MMDAs √ √ √ √

100,000.00

0.00

0.00

PID


Public Investment

Management System

(PIMS)


√ √ √ √

PID

Train MDAs &

MMDAs on the

development of PPP

projects



the various sectors √ √ √ √

PID

Reduce inefficiency

and duplication in the

Budget

implementation

process

Accra Improved PEFA scores

at 2015 and 2018

assessments √ √ 316,667.00 0.00 190,000.00

Budget

Effective process

management and co-

ordination of

formulation and

preparation of the


Calendar met (100%)

2. Compliance with



√ √ √ √ 1,525,071.25

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Budget and Mid-Year

Review

for Budget inputs



accordance with deadline

in Budget Calendar



and expenditure

forecasts (from

baseline)

0.00

0.00

Accelerate

economic

integration with

other regional

and sub-

regional blocks

and markets

Implement fully

the WAMZ

programme

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Prepare

ECOWAS/WAMZ

Multilateral



criteria met


surveillance report

submitted

√ √ √ √ 12,000.00

0.00

0.00

ERFD MOTI, BOG

Implement the

ECOWAS

Community

Development

Programme



on ECOWAS NCC,

Community

Development

Programme, West

African Monetary

Zone


√ √ √ √

12,000.00

0.00

0.00

ERFD MOTI, BOG

Ensure that

National Trade

Policy reflects

ECOWAS

protocols


engaged

√ √ √ √

ERFD MOTI, BOG

Strengthen trade

relations with

other regional

ECOWAS

Countries

√ √ √ √

ERFD MOTI, BOG


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




blocks and

markets


Promote an

effective

enabling

environment for

good corporate

governance

Ensure that

corporate entities

act as good

corporate citizens

with regard to

human rights,

social

responsibility and

environmental

sustainability

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

Ensure that listed

companies disclose

their policy and

performance in

connection with

environmental and

social responsibility as

well as impact of

environmental and



sustainability


firms' policy on



investing public

√ √ √ √

0.00

0.00

240,000.00

SEC ICA, GSE

Encourage the

adoption of codes

of good business

ethics and

standards in

achieving the

objectives of

corporate entities

Upgrade existing


code

Accra

√ √ √ √

0.00

0.00 1,600,000.0

0

SEC



code


governance code


0.00

0.00 0.00

SEC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Ensure that

corporate entities

treat all their

stakeholders in a

fair and just

manner


ensure that they


reports mechanisms

for protecting the

rights of its

stakeholders as well as

the nature and extent


safety, health and


and practices


firms' policy on

treatment of stakeholders

√ √ √ √

0.00

0.00

0.00

SEC

Provide for

accountability of

corporate entities

and directors


ensure that they


reports the existence

of procedures for


interest, mechanisms

for balancing the

power of the CEO and

that of the Board, code

of ethics and waivers

to the ethics code etc


accountability of


directors

√ √ √ √

0.00

0.00

0.00

SEC



Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Ensure effective

and transparent

management of

oil and gas

revenues

Develop and

effectively

implement

appropriate

regulatory

framework for

revenue collection

and management

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development


undertake Benchmark


validation


organized

2. No. of Benchmark

revenue forecast reports √ √ √ √ 58,000.00

0.00

0.00

RSD ERFD, GRA


certify Benchmark

Revenue



independent ABR

consultant

√ √ √ √ 44,800.00

0.00 0.00 RSD

Complete the

Regulations of the

Petroleum Revenue

Management Act


Petroleum Revenue

Management Act

completed and submitted

to parliament for

approval

√ √ √ √ 153,409.00

0.00 0.00 RSD Legal Division,

AG’s Dept

Strengthen

monitoring,

evaluation and

reporting systems

in the industry

Publish quarterly

petroleum receipts,



dailies and MOF

website and gazetting

of same


√ √ √ √ 27,750.00

0.00 0.00 RSD

Prepare and submit

annual report on

Petroleum Funds to





√ √ √ √ 84,000.00



Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Budget

Prepare and submit

Petroleum Holding




parliament √ √ √ √ 39,088.00


DMD


the Investment

Advisory Committee

under Act 815


Investment Advisory


0.00 0.00 RSD



Accountability

Committee under Act

815


implemented

√ √ √ √ 280,000.00

0.00 0.00 RSD PIAC


Promote and

improve the

efficiency and

effectiveness of

performance in

the public and

civil services

Develop a

systematic

training

framework in

public policy

formulation and

implementation

for public and

civil servants

PROGRAMME

1:

MANAGEMENT

AND

ADMINISTRATI

ON

SUB-

PROGRAMME

1.1: General

Develop a human

resource development

policy for the public

sector


document and plan

developed √ √ √ √ 8,090,000.00


Undertake

administrative

activities


the Ministry enhanced √ √ √ √ 2,422,242.61 0.00 0.00

GA

Provide a conducive

working environment

for staff


Ministry √ √ √ √ 4,162,475.43 0.00

0.00 GA CAGD, IAA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Administration

and Human

Resource

Improve sector

planning, budgeting

and accounting



timely bases

√ √ √ √ 824,000.00 0.00

0.00 GA AG's Dept

Coordinate legal

support services



0.00 0.00 GA MoC

Undertake Public



strategy developed



effectively

√ √ √ √ 800,000.00

0.00 0.00 GA

Develop and

implement ICT policy


2. Exiting ICT

infrastructure upgraded

√ √ √ √ 37,209,260.47

0.00 0.00 GA CAGD, SEC,

GSS, IAT,

PPA, FIC, BOG

Undertake the Ghana



established √ √ √ √ 1,100,000.00

0.00 0.00 GA CAGD, SEC,

GSS, IAT, PPA

Undertake the


Ministry and its

agencies


adopted and

implemented √ √ √ √ 550,000.00

0.00 0.00 GA

Develop and

implement

Communication

Strategy for the

Strategic Plan


developed and

implemented

√ √ √ √ 100,000.00 GA

Develop and

implement M&E Plan



and implemented

√ √ √ √ 100,000.00 GA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Promote

transparency

and

accountability

Expedite the

amendment of the

Public

Procurement Act

to make it more

user friendly

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.3: Public

Procurement

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.3: Public

Procurement


staff

Accra and

outside

Ghana


√ √ √ √ 175,000.00

0.00 0.00 PPA

Prepare a 4 year

strategic plan


0.00 0.00 PPA

Prepare and submit

budget inputs to MoF

to be incorporated in

the National budget

preparations


prepared and submitted

to MoF √ √ √ √ 0.00

0.00 0.00 PPA

Roll out Framework

Agreements to all

MDAs and MMDAs

Nationwide 1. Percentage coverage

of pilot entities


entities covered

√ √ √ √ 95,000.00

0.00 0.00 PPA


Public Procurement

(SPP)


√ √ √ 0.00 0.00 23,625,000.0

0

PPA SECO


policy makers on

procurement records

keeping


√ √ √ √ 250,889.73 0.00 0.00

PPA

Review the Public

Procurement Act (Act

663)

Accra Act amended

√ 28,060.43 0.00 0.00

PPA

Introduce E-Ghana


Public Procurement

System


on new e-GP system √ √ √ √ 0.00 0.00 418.88

PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.3: Public

Procurement


systems and database

of procurement related


ready access to

information for

stakeholders


published

√ √ √ √ 50,000.00 0.00 0.00

PPA

Collate Procurement

Plans by end of

November



PPA

Develop capacity of

procurement

practitioners, ETCs

and TRBs, Service





trained

√ √ √ √ 127,568.00 0.00 0.00

PPA

Introduce Self-

Assessment as a

procurement

performance

evaluation technique

Nationwide 500 entities introduced

√ √ √ √ 765,000.00 0.00 0.00

PPA

Roll out full scale

institutionalisation of

CMME Tool

Nationwide No. of entities using

CMME Tool √ √ √ √ 1,000,000.00 0.00 0.00

PPA

Train Civil Society

Organisations (CSOs)

on the Public


√ √ √ √ 346,000.00 0.00 0.00

PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Procurement System

Undertake Public



implemented

2. PPA website

redesigned


organised

√ √ √ 80,000.00 0.00 0.00

Promote

effective and

efficient anti-

corruption

systems

Empower the

Financial

Intelligence

Centre (FIC) to

collaborate with

other security

agencies to fight,

money laundering

and other related

crimes

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT


Staff


√ √ √ √ 200,000.00 0.00 0.00

FIC

Analyse and

disseminate financial

intelligence

domestically and

internationally.


Transaction Reports

received

2. No. of reports

analysed and

disseminated

√ √ √ √ 600,000.00 0.00 0.00

FIC

Build capacity of

Regulatory Bodies


Regulatory Bodies

trained

√ √ √ √ 35,000.00 0.00 0.00

FIC

Build capacity of

Accountable

Institutions



FIC BOG



(LEAs)


Law Enforcement

Agencies trained.

√ √ √ √ 40,000.00 0.00 0.00

FIC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




SUB-

PROGRAMME

2.4: Financial

Sector

Development

Enhance National

Cooperation among

Security Agencies in

the fight against ML

and CFT.

Quarterly Inter-

Ministerial Committee

(IMC) meetings held. √ √ √ √ 40,000.00 0.00 0.00

FIC

Identify and assess

national threats and

vulnerabilities.

Accra National Risk

Assessment Plan

developed.

√ √ √ √ 50,000.00 0.00 0.00

NSC FIC


Premises


constructed

√ √ √ √ 100,000.00 0.00 0.00

Establish and

maintain an

efficient

identification

management

Harmonize policy

and legal

frameworks and

regulations

governing

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

Develop and

implement an Identity

Management system

GSS, HQ 1. Identity Management

System developed and

running

2. Improved access to

data

√ √ √ √ 0.00 0.00 48,921.00

GSS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




system

national

identification

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Improve human

resource management

system.


Management System

developed


developed


developed


√ √ √ √ 0.00 0.00 778,815.75

GSS

Review the Statistics

Act (PNDC 135)

GSS, HQ,

CPMD

Statistics Act amended √ 0.00 0.00 331,607.00

GSS

Develop and

implement GSS

Corporate Plan (2016-

2020)

GSS, HQ,

CPMD

GSS Corporate Plan

developed √ √ 0.00 0.00 36,177.00

GSS

Improve quality

and

completeness of

vital events

registration and

associated

services

Reform and

enhance civil

registration

processes and

practices

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Develop and

implement Civil

Registration and Vital

Statistics (CRVS)

systems

GSS, HQ,

SDD

1. Comprehensive

assessment of CRVS

system undertaken

2. CRVS system

developed √ √ √ √ 0.00 0.00 123,881.50

GSS World Bank


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Improve

production and

use of health

and vital

statistics from

civil registration

Institutionalise

partnerships

between the

MDAs

responsible for

civil registration

and vital statistics

activities

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Publish statistics on

vital events and

migration

GSS, HQ,

SDD

No. of publications on

vital statistics done

√ √ √ √ 0.00 0.00 29,682.67

GSS

Enhance

production and

management of

statistical

information

Formulate and

implement an

Official Statistics

Policy and law for

the national

statistics system

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Strengthen the

capacity of data

producing institutions

GSS, HQ,

CPMD

No of personnel

trained.

√ √ √ √ 0.00 0.00 424,926.25

GSS World Bank

Review and

implement the

Ghana Statistics

Development Plan

(GSDP)

Conduct orientation

training for staff after

re-organisation

GSS, HQ,

CPMD

No. of manuals on

classifications and

standards disseminated √ √ √ √ 0.00 0.00 579,442.50

GSS

Develop and

implement

capacity building

programmes in the

production and

use of statistics

for policy

Implement, monitor

and evaluate the


campaign

GSS, HQ,

CPMD

No. of literacy

workshops organised √ √ √ √ 0.00 0.00 69,236.00

GSS

Strengthen the

capacity of media

practitioners in

No. of media personnel

trained √ √ √ √ 0.00 0.00 70,010.50

GSS UNFPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




formulation,

planning,

monitoring and

evaluation across

MDAs and

MMDAs


Conduct Integrated

Business and

Enterprise Survey

(IBES)

IBES conducted

√ √ √ √ 0.00 0.00 19,528,484.0

0

GSS UNFPA

Roll out Geographic

Information System


analysis and

dissemination

GSS, HQ,

ESD

No. of Enumeration Area

maps digitised

√ √ √ √ 0.00 0.00 695,296.00

GSS UNFPA

Improve

availability of

quality data for

policy

formulation,

analysis and

decision-

making

Reform statistical

operations,

corresponding to

all production

stages of the

different

sources/methods

of collection

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Conduct Census of

Agriculture

GSS, HQ,

SCOD


conducted

√ √ √ √ 15,663,653.50 0.00 0.00

GSS

Develop

administrative

statistical system

to routinely

compile, analyse

and disseminate

reliable data from

administrative

processes and

Prepare and

disseminate 2010 PHC

district Census reports

GSS, HQ,

SCOD

2010 PHC District

Census reports published

√ √ √ √ 0.00 0.00 3,500,000.0

0

GSS NPC, MoH

Conduct the Ghana

Demographic and

Health Survey

GSS, HQ,

SCOD

Ghana Demographic and

Health Survey conducted √ √ √ √ 2,000,000.00 0.00 0.00

MoH, GHS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




registers

Adopt the

Compendium of

Statistical

Standards,

Variables and

Concepts for

Ghana’s Official

Statistics

Implement the

National Advisory

Committee of

Producers and Users

of Statistics

(NACPUS) activities


activities implemented

√ √ √ √ 0.00 0.00 113,343.75

GSS

Institutionalise the

culture and

practice of proper

record keeping



GSS, HQ,

CPMD


M&E training

√ √ √ √ 0.00 0.00 580,947.75

GSS

Promote the

effective use of

data for

decision-

making and

development

communication

Update and

maintain a

comprehensive

database for

different range of

users and uses

PROGRAMME

2: ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Undertake 2020

Census cartographic

mapping of

Enumeration Areas

GSS, HQ,

ITD

2020 Census

Enumeration Areas

demarcated √ √ √ √ 0.00 0.00

4,392,630.2

5


equipment, software

and other equipment

GSS, HQ,

ITD

Equipment procured

√ √ √ √ 0.00 0.00 1,976,817.5

0

GSS World Bank

Update and

maintain a

comprehensive

database for

different range of

users and uses

Rebase the Prime

Building Cost Index

(PBCI)

GSS, HQ,

ESD

. PBCI rebased

√ √ √ √ 0.00 0.00 76,647.50

GSS

Prepare quarterly

digest and annual

External Trade

GSS, HQ,

ESD


Digests published

√ √ √ √ 0.00 0.00 62,064.00

GSS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme


Activities

Location

Indicators




Statistics bulletins

Undertake Annual


GSS, HQ,

SCOD


conducted √ √ √ 0.00 0.00

1,187,591.0

0

GSS

321,938,486.42 180,000.00

91,005,720.4

8



The Ministry intends to implement Two Hundred and Seventy-Six (276) activities and

operations for 2015, which is about 91 percent of the total set of Three Hundred and Four

(304) activities and operations from which Ministry selects for implementation annually. It is

also significantly higher than the average annual number of activities and operations for the

2014 – 2017 period of 243 or 80 percent of the total set of activities and operations.

The Ministry will also require an amount of GH¢413,124,206.90 to support the

implementation of the activities and operations scheduled for 2015. This amount is slightly

lower than average annual amount of GH¢374,621,693.91for the entire planning period.



IGF and donor support. The GoG contribution for 2017 is quite higher than the average

annual GoG contribution of 75 percent (GH¢291,093,641.81) for the entire planning period.





Table 14: Ministry of Finance Annual Action Plan for 2016 (Annex 4C)

Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators





Deepen the

capital markets

Develop the

secondary

market for

bonds and

other long-

term

securities

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.4:

Financial Sector

Development

Implement National

Bond Market

Committee's

Recommendations

(27)

Accra No. of recommendations

implemented

√ √ √ √ 45,000.00 0.00 0.00

FSD BOG, SEC

Revise disclosure

requirements


revised √ √ √ √ 0.00 100,000.00 0.00

SEC

Develop guidelines

for the licensing,

regulation and

operation of Credit

Rating Agencies


developed

√ √ √ √ 0.00 0.00 140,000.00

SEC FSD

Develop appropriate

yield curves for


Accra Yield curves for different

maturies developed √ √ √ √ 0.00 0.00 160,000.00

SEC FSD

Sensitize corporate

bodies to issue and

list bonds

Accra 1. No. of corporate bodies

sensitized

2. No. of corporate bodies

that issued bonds and

listed on the GSE

√ √ √ √ 0.00 0.00 600,000.00

SEC FSD, AGIPEF

Develop the

secondary market

for bonds


developed √ √ √ √ 0.00 0.00 0.00

SEC FSD, BOG


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.4:

Financial Sector

Development

Standardize repo’s

on the Ghana Stock

Exchange for bonds



repo's

√ √ √ √ 0.00 0.00 200,000.00

SEC FSD, GSE

Expand the

Venture

capital market

to support

start-up

businesses

and SMEs

Develop guidelines

for the regulation of

the private

equity/venture

capital industry


developed

√ √ √ √ 0.00 0.00 140,000.00

SEC VCTF

Register and

monitor operations

of venture capital

and private equity

fund managers


equity and venture capital

industry developed √ √ √ √ 0.00 80,000.00 0.00

SEC

Create an enabling

environment for the

venture capital

industry to thrive

Accra An improved

environment for the


SEC

Leverage the

three-tier

pension

scheme to

increase

access to

long-term

financing

Promote the

development of

long-term capital

markets instruments


2. No. of long-term


developed

√ √ √ √ 0.00 0.00 320,000.00

SEC FSD

Liaise with the

NPRA to review the

law on pension

funds to increase the

allocation of


market asset classes

Accra 1. Pension law reviewed

2. % change in allocation

of investment in capital

market √ √ √ √ 0.00 0.00 0.00

SEC NPRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




(10%)

Improve access

to financial

services

Develop a

more

comprehensiv

e insurance

market and

introduce

innovative

insurance

product

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.4:

Financial Sector

Development

Develop and

implement a

National Financial

Inclusion Strategy


strategy developed

√ √ √ √ 200,000.00

0.00

0.00

FSD BOG, SEC,

NCA, NIC,

GIZ

Develop a

more

affordable

and

accessible

market for

mortgage

finance

Develop and

implement the

Ghana Housing

Finance Initiative

Accra Ghana Housing Finance

Initiative developed

√ √

0.00

0.00

200,000.00

FSD MWRWH,

SECO,

GREDA

Strengthen

institutional

framework

for

monitoring

and

Facilitate

development and

amendment of laws,

regulations and


financial sector


and amended / Draft




√ √ √ √ 120,000.00 0.00 0.00

FSD BOG, SEC,

NIC, NPRA,

GSE


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




regulating

financial

institutions

especially

non-bank and

microfinance

sector.

Carry out Financial

literacy education

and sensitization

programmes


programmes organised √ √ √ √ 200,000.00

0.00 0.00 FSD BOG, SEC,

NIC, NPRA,

GSE,

Academia

Conduct Ghana

FINSCOPE Survey

to assess level of

impact of financial

literacy programmes

Accra FINSCOPE Survey report

developed

√ √

0.00 0.00

200,000.00

FSD BOG, SEC,

NIC, NPRA,

GSE,

Academia

Improve fiscal

revenue

mobilization

and

management

Eliminate

revenue

collection

leakages

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME 3.1:

Domestic Resource

Mobilisation and

Administration

PROGRAMME 3:


potential taxpayers

All Offices Number of new taxpayers

mapped and registered √ √ √ √ 452,286.18

0.00 0.00 GRA

Strengthen the

controls of the Free

Zones Regime

Head

Office

Number of audits

conducted √ √

100,000.00 0.00 0.00 GRA

Strengthen the

controls of the

Warehousing

Regime

Head

Office

Number of audits


20,000.00 0.00 0.00 GRA

Improve Debt

Management

Head

Office

Number of audits


80,000.00 0.00 0.00 GRA


functions

Head

Office

Number of audits


0.00 0.00

80,000.00 GRA

Strengthen risk

management

function

Head

Office

Number of audits


80,000.00 0.00 0.00 GRA

Strengthen export

and re-export

controls

Head

Office

Number of audits


32,000.00

0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




REVENUE

MOBILISATION

SUB-

PROGRAMME 3.1:

Domestic Resource

Mobilisation and

Administration

Develop and

implement a

mechanism for the


worth Individuals

Head

Office

1. No. of high net worth

individuals identified

2. Total revenue

generated

3. No. of new measures

implemented

√ √ √ √

24,000.00 0.00 0.00 GRA

Redesign tax

schemes for the

informal sector

Head

Office

1. No. of new tax scheme

implemented

2. Total revenue

generated

√ √ √ √

41,000.00 0.00 0.00 GRA

Develop

mechanisms for

taxation of e-

commerce

Head

Office

E-commerce taxation

mechanism developed √ √ √ √

160,000.00 0.00 0.00 GRA

Develop a

mechanism to track

all non-exempt

activities undertaken

by exempt

organizations

Head

Office

Measures on exempt


√ √ √ √

24,000.00

GRA

Determine the tax

gap

Head

Office

The tax gap determined √ √ √ √

20,000.00

GRA

Streamline the

Planning and Budget

processes

Head

Office



2. Budget variance

reduced

√ √ √ √

20,400.00

GRA

Set up Valuation

and Classification

Head

Office

Valuation and

classification developed √ √ √ √

210,000.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

system and implemented

Upgrade Customs

Laboratory to meet

international

standards



450,000.00 GRA

Build Samples and

Statement of

Composition

Library

Accra Library built

√ √ √ √

450,000.00

GRA

Construct Cargo

Examination

Centres

KIA, Tema,

Paga,

Akanu

Elubo,

Tamale

Number of centres built

√ √ √ √

450,000.00 0.00 0.00 GRA

Enhance the



Head

Office


received

2. % change in number of

complaints processed

√ √ √ √

87,535.00 0.00 0.00 GRA

Conduct monitoring

exercise on sale of

Passport forms at

selected

Commercial Banks

and on-site banking

services at MDAs


exercises conducted


reports issued √ √

360,000.00 0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME 3.1:

Domestic Resource

Mobilisation and

Administration

Develop and pilot

new Chart of

Accounts on IGF


Accounts developed

2. No. of MDAs in which

new Chart of Accounts

has been piloted

√ √ √ √

600,000.00 0.00 0.00 CAGD


Staff in

Communication

skills and Audit

planning and

execution

1. No of staff trained 2.

Training reports


90,537.60 0.00 0.00 CAGD

Conduct ad-hoc

investigations into

all reported financial

malfeasance




107,688.00 0.00 0.00 CAGD

Train staff of

Revenue Monitoring

Unit in Revenue

Monitoring and

Reporting

Accra 1. No of staff trained 2.

No. of training reports

√ √ √ √

90,000.00 0.00 0.00 CAGD

Print and supply

secured value books

to MDAs and

MMDAs


books printed √ √ √ √ 81,260,560.80

0.00 0.00 CAGD

Procure security

papers and


all Agencies




124,414,183.2

0

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME 3.1:

Domestic Resource

Mobilisation and

Administration

Conduct periodic

inspection of print

houses

No of print houses


7,195,392.00 0.00 0.00 CAGD

Strengthen

revenue

institutions

and

administratio

n

Develop and

implement a

structured

communication

system

Head

Office

Communication system

developed

√ √ √ √

2,543,625.00 0.00 0.00 GRA

Develop and

promote the GRA

brand

All Offices Brand developed

√ √ √ √

0.00 0.00 123,384.38 GRA

Develop abridged


Head

Office

1. Abridged versions of

tax laws developed

2. Number copies

distributed

√ √ √ √

812,962.50 0.00 0.00 GRA

Review Tax Laws Head

Office

Tax laws amended √ √ √ √

0.00 0.00 60,000.00 GRA

Develop

organization-wide

Intranet

Head

Office

Intranet facility


92,762.50 0.00 0.00 GRA

Develop and

implement a

Compliance

Management

Strategy

Head

Office

Compliance management

system developed

√ √ √ √

0.00 0.00 501,038.00 GRA

Implement the Self-

Assessment System

at all levels

All DTRD

Offices



0.00 0.00 933,247.50 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME 3.1:

Domestic Resource

Mobilisation and

Administration

Develop software

for taxpayers

Head

Office

Software developed √ √ √ √

3,037,280.00 0.00 0.00 GRA

Design and

implement a Data

Warehousing

System

Head

Office

1. Data warehousing

system designed

2. Data warehousing

system implemented

√ √ √ √

41,000.00 0.00 0.00 GRA

Develop and

implement bulk

SMS Messaging for

communication

Head

Office

1. No. of offices using

Bulk SMS messaging

2. Number of taxpayers

receiving SMS per

quarter implemented

√ √ √ √

568,697.32 0.00 0.00 GRA

Improve

collaboration with

Government and

Private Agencies

Head

Office


workshops held √ √ √ √

8,000.00 0.00 0.00 GRA

Establish GRA

Training Institute

Accra Training Institute


555,845.00 0.00 0.00 GRA

Upgrade Customs

Academy at Kpetoe

Kpetoe No. of new structures


4,884,000.00 0.00 0.00 GRA

Establish GRA IT

Training Academy



681,649.50 0.00 0.00 GRA

Implement the GRA

Training and

Development

strategy

Head

Office

Training and


developed and

implemented

√ √ √ √

0.00 0.00 56,320.00 GRA

Implement the GRA

Human Resources

Strategy

Head

Office

Human Resources


implemented

√ √ √ √

270,589.14 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Conduct Human

Resources Planning

Head

Office

Human Resources

planning conducted √ √ √ √

114,824.40 0.00 0.00 GRA

Implement

Performance

Management

System (PMS)

Head

Office


√ √ √ √

0.00 0.00 154,247.20 GRA

Develop and

Implement a

Comprehensive

Scheme of Service

(SoS)

Head

Office

Scheme of Service

developed and


43,191.86 0.00 0.00 GRA

Develop modern

physical

infrastructure and

work environment

10 regional

capitals

Number of regional


3,227,721.60 0.00 0.00 GRA

Automate Support

Services functions

Head

Office



360,000.00 0.00 0.00 GRA

Develop and

implement a

business continuity

Strategy

Head

Office

Business continuity



249,448.00 0.00 0.00 GRA

Establish a quality

management system

in line with ISO

standards

Head

Office



32,520.00 0.00 0.00 GRA

Strengthen

Management

controls to ensure

Head

Office

No. of control measures

introduced √ √ √ √

73,001.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




good governance,

integrity and

accountability

Develop and

implement a Quality

Assurance

Management

Strategy

Head

Office

Quality assurance

management strategy

developed √ √

313,099.37 0.00 0.00 GRA

Establish a

monitoring and

evaluation

mechanism for the

GRA Strategic Plan

Head

Office

M&E unit established

√ √ √ √

0.00 0.00 12,760.00 GRA

Institutionalise

Strategic Planning

and Programme

Delivery

Head

Office

Planning Units

strengthened √ √ √ √

38,040.00 0.00 0.00 GRA

Enhance Internal

Client care

programmes

Head

Office



353,932.50 0.00 0.00 GRA

Simplify and

harmonise Customs

processes and

procedures

Head

Office

Turnaround time reduced

√ √ √ √

268,550.00 0.00 0.00 GRA

Improve the

Capability of

Preventive

Operations

Head

Office


2. No. of Personnel

trained √ √ √ √

6,334,500.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators





Border Management

Teams

Head

Office

Integrated Border

Management Team

established

√ √ √ √

40,000.00 0.00 0.00 GRA

Strengthen

mobilisation

and

management

of non-tax

revenue

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME 3.2:

External Resource

Mobilisation


negotiate and sign

new

projects/programs

1. Volume of new DP

pledges to MDBS

increased




√ √ √ √

760,000.00 0.00 0.00 ERM DMD, Legal,

PID, MDAs

Deepen and Monitor


Arrangements and

Cooperation

Agreements with

various DPs

High Level DP - GoG

consultations coordinated

√ √ √ √

380,000.00 0.00 0.00 ERM MFA&RI,

Multilateral &

Bilateral

Institutions

Approve and

Implement the

Ghana Aid Policy

and Strategy to

guide and enhance

GoG-DP

engagement



and reforms done

√ √ √

485,000.00 0.00 0.00 ERM Legal, DMD,

MDAs

Incorporate process

and impact

monitoring in

project/programmes

delivery


Monitored

2. No. of Review

Meetings Held

√ √ √ √

500,000.00 0.00 0.00 ERM PID, M&E Unit


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Deploy the

Development

Information

Management

System and improve

reporting

Functional Data

Management System

√ √ √

300,000.00 0.00 1,500,000.00 ERM DMD, PID, &

NDPC

Equip CDM


on mandate

CDM Secretariat


100,000.00 0.00 1,200,000.00 ERM MDAs

Improve fiscal

revenue

mobilization

and

management

Accelerate

the

implementati

on of the

Ghana

Integrated

Financial

Management

Information

System

(GIFMIS) for

effective

budget

management

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

Conduct monitoring


GL module


exercises conducted


reports issued

√ √ √ √ 90,000.00

0.00 0.00 CAGD


Divisions, Regions

and Foreign

Treasuries


procured √ √ √ √ 24,247,912.80

0.00 0.00 CAGD

Compile, review and

produce reports

from MMDAs

1. Reports compiled


0.00 0.00 CAGD

Review and Issue

reports on Public

Accounts

1. Review Committee

constituted 2.


√ √ √ √ 50,400.00

0.00 0.00 CAGD


reported in the

monthly public

accounts


√ √ √ √ 24,000.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

Complete

infrastructure


disaster recovery

site


report issued

√ √ √ √ 23,020,800.00

0.00 0.00 CAGD


Service Level

Agreements


report √ √ √ √ 38,087,551.20

0.00 0.00 CAGD

Conduct

workshops/meetings

with

GIFMIS/HRMIS

steering committees

and other project

stakeholders


workshops held

√ √ √ √ 2,400,000.00

0.00 0.00 CAGD

Update GIFMIS

Procurement Plan

and report on

Procurement

activities


plan.

2. Report on procurement

activities issued

√ √ √ √ 960,000.00

0.00 0.00 CAGD

Produce GIFMIS

Period End

Monitoring and

Evaluation Reports

Reports produced

√ √ √ √ 96,000.00

0.00 0.00 CAGD

Refurbish Data

Centre and train ICT

staff in IT

Governance

1. Refurbished Data

Centre

2. Training reports issued √ √ √ √ 8,040,000.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

Collect and analyze

expenditure returns

on projects from

MDAs

Reports issued

√ √ √ √ 90,000.00

0.00 0.00 CAGD

Review Business

Continuity Plan


0.00 0.00 CAGD

Produce Monthly

and Quarterly

GIFMIS Project

Financial Reports

GIFMIS Project Financial

Reports produced √ √ √ √ 1,920,000.00

0.00 0.00 CAGD

Process Payments

for GIFMIS Project

Activities

Payments made

√ √ √ √ 2,607,600.00

0.00 0.00 CAGD

Review Project

deliverables


0.00 0.00 CAGD

Conduct Training on

HRMIS

No. of trainings

conducted √ √ √ √ 12,000,000.00

0.00 0.00 CAGD

Review the

administrative

framework

for earmarked

funds to

ensure

efficiency in

the

management

of public

funds

Develop and

maintain a

Document

Management

System


√ √ √ √ 2,160,000.00

0.00 0.00 CAGD

Carry out systems

review in 3 (Three)

operational areas


undertaken

2. Reports issued

√ √ √ √ 46,208.40

0.00 0.00 CAGD

Sensitize

stakeholders on

procurement laws


sensitized √ √ √ √ 336,000.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.2

Treasury, Payroll

And Accounting

Conduct promotion

interviews for

various grades



0.00 0.00 CAGD

Conduct nationwide

training of staff


trained √ √ √ √ 312,000.00

0.00 0.00 CAGD

Attend foreign

conferences for

continuous

professional

capacity building

1. No. of staff who

attended

2. No. and type of

conferences

√ √ √ √ 858,000.00

0.00 0.00 CAGD

Develop

Departmental

Accounting

Instructions



printed √ √ √ √ 780,000.00

0.00

0.00

CAGD


2. Type of training


√ √ √ √ 1,152,000.00

0.00

0.00

CAGD

Undertake Public



undertaken


√ √ √ √ 450,000.00

0.00

0.00

CAGD

Set up regional

Clients Service

Units


Units set up



have been set up

√ √ √ √ 216,000.00

0.00

0.00

CAGD

Organize Annual

Conference

1. Conference theme


0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Review Scheme of

service for the

Accounting Class


√ √ √ √ 64,800.00

0.00 0.00 CAGD

Undertake

performance

management

activities



undertaken


3. No of review meetings

held

√ √ √ √ 780,000.00

0.00

0.00

CAGD

Conduct continuous


monthly Pay Roll

run

CAGD

Hqrs


reviews undertaken

2. Reports issued √ √ √ √ 82,212.00

0.00 0.00 CAGD

Review and

strengthen

public sector

wage bill

management

system

Manage GOG

payroll efficiently


dates


√ √ √ √ 30,368,148.00

0.00 0.00 CAGD

Fully deploy the

printing of payroll

reports to regions

No of regions with


sites

√ √ √ √ 1,916,400.00

0.00 0.00 CAGD

Carry out

continuous review

of payroll system


issued √ √ √ √ 1,880,961.60

0.00 0.00 CAGD

Strengthen

institutional

collaboration

for effective

fiscal policy

management

Collaborate with

Public Accounts

Committee of

Parliament


2. Reports issued

√ √ √ √ 72,000.00

0.00 0.00

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Improve public

expenditure

management

Accelerate

the

implementati

on of the

Ghana

Integrated

Financial

Management

Information

System

(GIFMIS) for

effective

budget

management

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.2:

Public Investment

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.1:

Budget Management

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

Develop and

implement the

Public Investment

Programme (PIP)


2. The PIP document

prepared √ √ √ √ 70,000.00

0.00 0.00

PID

Train MDAs on the

use of the Public

Investment

Management

System(PIMS)


of PIMS

√ √ √ √ 70,000.00

0.00

0.00

PID

Assist MDAs to

prepare PIP


prepared √ √ √ √ 100,000.00

0.00 0.00

PID

Enhance the

strategic phase of

the Budget cycle



economic and fiscal




Calendar)

√ √ √ √ 409,328.75

0.00

0.00

Budget

Reduce the

Government wage

bill through

effective payroll

estimation,


and monitoring




increases) √ √ √ √ 316,667.00

0.00

0.00

Budget

Improve Budget

implementation and

out-turn, for



reduction in variance)

√ √ √ √ 201,300.00

0.00

0.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




SUB-

PROGRAMME 4.1:

Budget Management

PROGRAMME 2:

ECONOMIC

enhanced credibility



fiscal

decentralisation to

improve efficient

utilisation of

intergovernmental


financial

accountability of

MMDAs


milestones for


achieved to agreed targets


to legislation √ √ √ √ 1,617,654.75

0.00 0.00 Budget

Review the

administrative

framework

for earmarked

funds to

ensure

efficiency in

the

management

of public

funds

Optimise

compliance with

regulatory

requirements for

administration and

reporting of IGFs


against compliance

targets (%) √ √ √ √ 316,667.00

Budget

Support MDAs and

MMDAs to increase

revenue


IGF revenues (%)

2. Percentage

improvement against

revenue generation

targets (%)

3. Improved revenue


√ √ √ √ 644,160.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




POLICY

MANAGEMENT

SUB-

PROGRAMME 2.2:

Public Investment

improved/earlier

payments (from baseline)

Improve the

legislative

and

institutional

framework

for budget

formulation

and

implementati

on

Prepare the PPP

Bill

PPP Law/Act approved

by Parliament √ √ √ √ 0.00 300,000.00

PID

Prepare PPP project

Manuals and

Guidelines

Approved guidance


cycle/process

√ √ √ √ 0.00

0.00 350,000.00

PID

Facilitate the

recruitment of

Transaction

Advisors for the

following projects;

Accra-Tema

Motorway, Takoradi


Port and Eastern

Railway Line,

National Airline,

National Sports

College



for three pipeline


one project



Ghana PPP project

√ √ √ √

0.00

0.00

9,800,000.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.2:

Public Investment

Complete Pre-

Feasibility Studies

and commence Full


Accra-Takoradi

Road Project.

√ √ √ √

PID

Complete advisory

support &

negotiations for the

Asutsuare Bulk

Water Supply PPP

project under a

Design, Build,

Finance, Operate &

Transfer (DBFOT)

Arrangement

√ √ √ √

PID

Facilitate capacity

building activities

namely, study tours


Training, Financial

Analysis Training

and International

Conferences for

MDAs preparing

and managing PPP

projects

1. No. of workshops

organised


3. Number of


benefitted from training √ √ √ √ 500,000.00

0.00

0.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.2:

Public Investment

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.1:

Budget Management

Promote awareness

& understanding of

Ghana’s PPP

programme &

sensitization to

encourage

mainstreaming the

use of PPPs

1. Stakeholders sensitized

& aware of PPPs &

Ghana’s PPP programme

2. Dedicated PPP website

going live

3. PPP Quarterly


√ √ √ √ 0.00 0.00 700,000.00

PID

Improve public

financial

management

framework,

government support

& financing

environment for

PPPs


concept note, governance

document, operating

procedures/manual


manual & operating


of implementation

activities

3. Final report on


Fiscal Commitments (FC)

& Contingent Liabilities

(CL) associated with

PPPs

√ √ √ √ 0.00

0.00 210,000.00

PID

Procure consulting

services for the

provision of

communication

advisory services for

A communications

Advisor procured

√ √ √ √ 0.00

0.00

3,500,000.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.2:

Public Investment

the Ghana PPP

Project

Procure consultancy

services for the

review of the PPP

projects objectives

PPP project reviewed

√ √ √ √ 0.00

0.00

350,000.00

PID

Organise PPP

Approval,

Technical, Steering

Committee and

PIU/PID Meetings

1. No of Meeting

organized 2. No. of


0.00

0.00

PID

Introduce hard

ceilings into the

Budget cycle

(Note – ceilings

must also be

realistic)

1. Compliance with

ceilings (%).


variance between ceilings

and MDA Budget

submissions (%)

3. Improved PEFA scores

at 2015 and 2018

assessments

√ √ √ √ 613,993.00

0.00 0.00 Budget

Develop capacity of

Budget Division

Staff on the Public

Financial

Management

reforms


training programmes

organised


every month

√ √ √ 92,491.00

0.00 0.00 Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Develop further

skills in budget

analysis, training

(GIFMIS) and

Hyperion modules/

application,

Refresher training

for existing staff.

Accra 1.Budget Implementation

staff Trained on GIFMIS


Hyperion √ √ √ √ 75,000.00

0.00

0.00

Budget

Ensure

effective

financial

management

and oversight

over SOEs

and JVCs

Manage equity

investments

1. Government equity

investments monitored

2. Dividend paid into

Consolidated Fund

√ √ √ √ 50,000.00

0.00 0.00

PID

Review and

implement the

Ghana SOE

corporate

governance

framework

SOE corporate

governance framework

reviewed √ √ √ √ 100,000.00

0.00

0.00

PID

Sensitize the Board

of Directors and

Management of

SOEs on corporate

governance issues

SOEs being managed

efficiently

√ √ √ √ 60,000.00

0.00

0.00

PID

Sensitize the Board

of Directors and

Management of

SOEs on PPPs

SOEs initiate PPP


60,000.00

0.00

0.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Negotiate the 2015

Performance

Contracts of SOEs



PID

Develop Dividend

Policy for SOEs

Dividend Policy for

SOEs developed √ √ √ √ 70,000.00

0.00 0.00

PID

Develop guidelines

for joint venture

partnerships

Draft JVCs guidelines

developed √ √ √ √ 50,000.00

0.00

0.00

PID

Strengthen

institutional

collaboration

for effective

fiscal policy

management

Manage and

maintain the PIP

PIP Document


0.00 0.00

PID NDPC

Develop PPP

projects for the

markets

No. of PPP projects

prepared from the PIP √ √ √ √ 60,000.00

0.00 0.00

PID

Improve

capacity for

effective public

sector debt

management

Enforce

public debt

ratios to

ensure that

public debt

are at

sustainable

levels

PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-

PROGRAMME 5.1:

Public Debt

Management

Prepare and publish

Public Debt

Financing Report

Public debt report


0.00

0.00

DMD

Review, update and

publish the public

borrowing

guidelines

Public borrowing


published √ √ √ √ 31,500.00

0.00

0.00

DMD

Review the Loans

Act to include new

categories of Debt

The 1970 Loans Act

reviewed √ √ √ √ 40,425.00

0.00 0.00 DMD

Update and

Implement the

Medium-Term Debt

Strategy annually

Medium Term Debt


updated √ √ √ √ 38,010.00

0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-

PROGRAMME 5.1:

Public Debt

Management

Build Capacity of

the Debt

Management

Division

Number of staff trained in

debt management issues √ √ √ √ 52,500.00

0.00 0.00 DMD

Conduct Debt

Sustainability

Analysis and Report

annually

Debt Sustainability


0.00 0.00 DMD

Employ

appropriate

instruments to

reduce market

and

refinancing

risks

associated

with debt

portfolio

Support Hedging

Activities





√ √ √ √ 42,000.00

0.00 0.00 DMD

Prepare and publish

operational risk

management

framework and

compliance

guidelines

Operational risk


and compliance


published

√ √ √ √ 34,230.00

0.00 0.00 DMD

Prepare and Update

the Debt Portfolio

Report


updated √ √ √ √ 22,417.50

0.00 0.00 DMD

Organise

sensitization

workshop for the

Finance Committee

of


for the Finance

Committee √ √ √ √ 30,660.00

0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-

PROGRAMME 5.1:

Public Debt

Management

Undertake rating

services by Fitch,

Moody’s and

Standard Polls by

December each year




DMD

Institute

mechanisms

to manage

internal and

external

shocks

Effect payment of

Bloomberg

subscription



DMD

Conduct three

meetings related to

Credit Vetting,

Treasury

Management and

National Risk

Management

Meetings related to


Management and

National Risk

Management

√ √ √ √ 136,596.60

DMD

Conduct Treasury

Management

Committee

Workshop

Treasury Management

Committee Workshop

conducted √ √ √ √ 31,500.00

DMD

Organise Annual

Debt Management

Conference

Annual Debt


organized

√ √ √ √ 52,500.00

0.00 0.00 DMD


and improved

Investor Relations

Improved Investor

Relations √ √ √ √ 10,500.00

0.00 0.00 DMD

Consultancy Service

for Debt

Management


Debt Management

Software

√ √ √ √ 10,500.00

0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Software

Conduct data

validation and

reconciliation

workshop

Data validation and


conducted √ √ √ √ 31,500.00

0.00 0.00 DMD

Strengthen

economic

planning and

forecasting

Develop a

model for

economic

planning and

forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:

Statistics, Economic

Research, and

Forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.1:

Real Sector

Development

PROGRAMME 2:

ECONOMIC


quarterly, semi-

annual and annual

macroeconomic

performance reports


√ √ √ √ 108,000.00


Budget, NDPC,

GSS, GRA

Undertake GDP

projections and

organize workshop

to validate GDP

projections: annual

and quarterly


reports


workshop √ √ √ √ 56,000.00

0.00 0.00 RSD GSS

Conduct mini

surveys on topical

issues on selected

sectors for policy

analysis to inform

policy, including

climate Change


conducted



0.00 0.00 RSD

Undertake monthly,

quarterly, mid-year

and annual sectoral

reviews of the


conducted √ √ √ √ 44,800.00


GSS, MOTI


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




POLICY

MANAGEMENT

SUB-

PROGRAMME 2.1:

Real Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

economy, including

agriculture

Organize

dissemination

workshop to discuss


and quarterly reports

*


workshops held

√ √ √ √ 57,000.00

0.00 0.00 RSD PRU

Evaluate the impact

of social

intervention

programmes such as


on primary school

enrollment


evaluation

√ √ √ √ 39,207.00


MOE

Enhance technical

capacity of RSD

staff

National/

Int’nal

No. of staff trained

√ √ √ √ 90,000.00

0.00 0.00 RSD GA

Build and

sustain

national

capacity for

economic

planning and

forecasting

Publish quarterly,

semi-annual and

annual reports on

the performance of

the economy


√ √ √ √ 273,600.00


Budget, NDPC,

GSS,GRA

Undertake research

on topical economic

issues


produced 403,200.00

0.00 0.00 ERFD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

Coordinate and

facilitate EPCC

meetings


organised


submitted

√ √ √ √ 14,400.00


Budget,

CAGD,

GSS,GRA

Coordinate and

facilitate MDBS

Macro-Sector

Working Group

meetings

Accra No. of meeting organised

√ √ √ √ 1,210,000.00


BOG, Budget

Coordinate IMF

Article IV and

Special Missions


organised


engaged

3. Mission report

submitted to IMF

14,400.00

0.00 0.00 ERFD

Develop relevant

macroeconomic

models for Policy

Analysis and

Forecasting


√ √ √ √ 57,600.00


Budget, NDPC,

GSS


OECD and other

international

economic blocs on

mutually beneficial

economic matters

National/

Internationa

l


√ √ √ √ 43,200.00

0.00 0.00 ERFD

Review capital


Incentives reviewed √ √ √ √ 43,200.00


Unit, Budget,


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

for corporate

institutions

PRO, GRA

Prepare tax

education manual

for the education

sector

Manual prepared

√ √ √ √ 43,200.00


Unit, GRA

Review the

exemptions regime

for policy direction

Exemptions regime

reviewed √ √ √ √ 50,400.00


Unit, GRA

Review free zones

regime incentives

Free zones regime

reviewed √ √ √ √ 36,000.00


Unit, GRA

Develop and

implement tax laws,

regulations and

measures

No. of tax laws

developed and

implemented √ √ √ √ 43,200.00


Unit, GRA

Organise Pre-

Budget and Post-

Budget Tax

Consultative

workshops with

stakeholders on tax

policy measures


organised


engaged √ √ √ √ 43,200.00


Budget, PRO,

GRA

Develop and

implement

Environmental

Fiscal Reform

Policy


Reform Policy developed

√ √ √ √ 43,200.00


EPA, GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.1:

Budget Management

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.1:

Budget Management

Develop legislation

on Electronic Point

of Sale Devices

Accra Act passed

√ √ √ √ 43,200.00


GRA, Legal,

Attorney-

General,

Develop and

implement policy

document on the


worth individuals


taxation of high net worth

individuals developed √ √ √ √ 43,200.00

0.00

0.00

ERFD Tax Policy,

GRA,

Registrar-

General

Develop

macroeconomic and

macroeconomic

models for tax

analysis and revenue

forecasting


√ √ √ √ 43,200.00

0.00

0.00

ERFD Tax Policy,

GRA, RSD,

CAGD

Develop Policy

guidelines for

aggressive tax

planning


√ √ √ √ 50,400.00

0.00

0.00

ERFD Tax Policy,

GRA,

Registrar-

General


or Abroad



seminars held

√ √ √ √ 57,600.00

0.00

0.00

ERFD GA, PRO

Train MDAs &

MMDAs in the

development of

sector Public

Investment

Programs

Improved investment

plans of MDA &

MMDAs √ √ √ √

150,000.00

0.00

0.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Train MDAs to use

the Public

Investment

Management

System (PIMS)


√ √ √ √

PID

Train MDAs &

MMDAs on the

development of PPP

projects



the various sectors √ √ √ √

PID

Effective process

management and co-

ordination of

formulation and

preparation of the

Budget and Mid-

Year Review


Calendar met (100%)

2. Compliance with



for Budget inputs



accordance with deadline

in Budget Calendar



and expenditure forecasts

(from baseline)

√ √ √ √ 1,525,071.25

0.00

0.00

Budget

Accelerate

economic

integration with

other regional

and sub-

Implement

fully the

WAMZ

programme

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

Prepare

ECOWAS/WAMZ

Multilateral



criteria met


surveillance report

submitted

√ √ √ √ 14,400.00

0.00

0.00

ERFD MOTI, BOG


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




regional blocks

and markets

Implement

the ECOWAS

Community

Development

Programme

PROGRAMME 2.3:


Research, and

Forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

Organize

Stakeholder

sensitization

activities on

ECOWAS NCC,

Community

Development

Programme, West

African Monetary

Zone


√ √ √ √

14,400.00

0.00

0.00

ERFD MOTI, BOG

Ensure that

National

Trade Policy

reflects

ECOWAS

protocols


engaged

√ √ √ √

ERFD MOTI, BOG

Strengthen

trade relations

with other

regional

blocks and

markets

ECOWAS

Countries

√ √ √ √

ERFD MOTI, BOG



Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Promote an

effective

enabling

environment for

good corporate

governance

Ensure that

corporate

entities act as

good

corporate

citizens with

regard to

human rights,

social

responsibility

and

environmenta

l

sustainability

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.4:

Financial Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.4:

Financial Sector

Development

Ensure that listed

companies disclose

their policy and

performance in

connection with

environmental and


as well as impact of

environmental and



sustainability


firms' policy on



investing public

√ √ √ √

0.00 0.00

240,000.00

SEC ICA, GSE

Encourage

the adoption

of codes of

good business

ethics and

standards in

achieving the

objectives of

corporate

entities

Upgrade existing

corporate

governance code

Accra

√ √ √ √

0.00 0.00

1,600,000.00

SEC

Develop new

national corporate

governance code


governance code

developed

√ √ √ √

0.00 0.00

0.00

SEC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Ensure that

corporate

entities treat

all their

stakeholders

in a fair and

just manner

Monitor companies

to ensure that they

disclose in their

annual reports

mechanisms for

protecting the rights

of its stakeholders as

well as the nature

and extent of its

social, ethical,

safety, health and

environmental

policies and

practices


firms' policy on treatment

of stakeholders

√ √ √ √

0.00 0.00

0.00

SEC

Provide for

accountability

of corporate

entities and

directors

Monitor companies

to ensure that they

disclose in their

annual reports the

existence of

procedures for

addressing conflict

of interest,

mechanisms for

balancing the power

of the CEO and that

of the Board, code

of ethics and

waivers to the ethics


accountability of


directors

√ √ √ √

0.00 0.00

0.00

SEC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




code etc


Ensure effective

and transparent

management of

oil and gas

revenues

Develop and

effectively

implement

appropriate

regulatory

framework

for revenue

collection and

management

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.1:

Real Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.1:

Real Sector

Development

Organize workshops

to undertake

Benchmark Revenue

forecasts and

validation


organized

2. No. of Benchmark

revenue forecast reports

√ √ √ √ 58,000.00


Engage a consultant

to certify

Benchmark Revenue



independent ABR

consultant

√ √ √ √ 44,800.00

0.00 0.00 RSD

Complete the

Regulations of the

Petroleum Revenue

Management Act

Accra Regulations of Petroleum

Revenue Management

Act completed and

submitted to parliament

for approval

√ √ √ √ 153,409.00


AG’s Dept

Strengthen

monitoring,

evaluation

and reporting

systems in the

industry

Publish quarterly

petroleum receipts,



dailies and MOF

website and


√ √ √ √ 27,750.00

0.00 0.00 RSD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




gazetting of same

Prepare and submit

annual report on

Petroleum Funds to


presentation of

Annual Budget



√ √ √ √ 84,000.00


Prepare and submit

Petroleum Holding

Funds

Reconciliation



parliament

√ √ √ √ 39,088.00


DMD

Implement activities

of the Investment

Advisory

Committee under

Act 815


Investment Advisory


0.00 0.00 RSD

Implement activities

of the Public Interest

and Accountability

Committee under

Act 815


implemented

√ √ √ √ 280,000.00

0.00 0.00 RSD PIAC



Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Promote and

improve the

efficiency and

effectiveness of

performance in

the public and

civil services

Develop a

systematic

training

framework in

public policy

formulation

and

implementati

on for public

and civil

servants

PROGRAMME 1:

MANAGEMENT

AND

ADMINISTRATIO

N

SUB-

PROGRAMME 1.1:

General

Administration and

Human Resource

Develop a human

resource

development policy

for the public sector


document and plan


8,919,000.00


Undertake

administrative

activities


the Ministry enhanced √ √ √ √ 2,664,466.87

0.00 0.00 GA

Provide a conducive

working

environment for

staff


Ministry √ √ √ √ 4,578,722.97


Improve sector

planning, budgeting

and accounting



timely bases

√ √ √ √ 906,400.00


Coordinate legal

support services



0.00 0.00 GA MoC

Undertake Public



strategy developed



effectively

√ √ √ √ 880,000.00

0.00 0.00 GA

Develop and

implement ICT

policy


2. Exiting ICT

infrastructure upgraded √ √ √ √ 40,930,186.52

0.00 0.00 GA CAGD, SEC,

GSS, IAT,

PPA, FIC,

BOG

Undertake the

Ghana Fiscal

Institute Project


established √ √ √ √ 1,210,000.00

0.00 0.00 GA CAGD, SEC,

GSS, IAT, PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Undertake the


Ministry and its

agencies

Accra New organogram adopted

and implemented √ √ √ √ 605,000.00

0.00 0.00 GA

Develop and

implement

Communication

Strategy for the

Strategic Plan


developed and

implemented

√ √ √ √ 100,000.00 GA

Develop and

implement M&E

Plan for the

Strategic Plan

Accra M&E Plan developed and

implemented

√ √ √ √ 100,000.00 GA

Promote

transparency

and

accountability

Expedite the

amendment

of the Public

Procurement

Act to make it

more user

friendly

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.3:

Public Procurement

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME 4.3:

Public Procurement

Build Capacity of

PPA staff

Accra and

outside

Ghana


√ √ √ √ 192,500.00

0.00 0.00 PPA

Prepare a 4 year

strategic plan


0.00 0.00 PPA

Prepare and submit

budget inputs to

MoF to be

incorporated in the

National budget

preparations


prepared and submitted to

MoF √ √ √ √ 0.00

0.00 0.00 PPA

Roll out Framework

Agreements to all

MDAs and MMDAs

Nationwide 1. Percentage coverage of

pilot entities


entities covered

√ √ √ √ 104,500.00

0.00 0.00 PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Implement

Sustainable Public

Procurement (SPP)


√ √ √ 0.00 0.00 23,625,000.00

PPA SECO

Introduce E-Ghana


Public Procurement

System


on new e-GP system √ √ √ √ 0.00 0.00 418.88

PPA

Maintain

information systems

and database of

procurement related

activities that

provide ready access

to information for

stakeholders


published

√ √ √ √ 55,000.00 0.00 0.00

PPA

Collate Procurement

Plans by end of

November



PPA

Develop capacity of

procurement

practitioners, ETCs

and TRBs, Service


Institutions and

Civil Society

Organisations


trained

√ √ √ √ 128,136.00 0.00 0.00

PPA

Train Civil Society

Organisations

Accra No. of CSOs trained √ √ √ √ 435,000.00 0.00 0.00

PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




(CSOs) on the

Public Procurement

System

Undertake Public



implemented

2. PPA website

redesigned


organised

√ √ √ 85,000.00 0.00 0.00

Promote

effective and

efficient anti-

corruption

systems

Empower the

Financial

Intelligence

Centre (FIC)

to collaborate

with other

security

agencies to

fight, money

laundering

and other

related crimes

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.4:

Financial Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

Build capacity of

FIC Staff


√ √ √ √ 250,000.00 0.00 0.00

FIC

Analyse and

disseminate

financial

intelligence

domestically and

internationally.


Transaction Reports

received

2. No. of reports

analysed and

disseminated

√ √ √ √ 700,000.00 0.00 0.00

FIC

Build capacity of

Regulatory Bodies


Regulatory Bodies

trained

√ √ √ √ 40,000.00 0.00 0.00

FIC

Build capacity of

Accountable

Institutions



FIC BOG

Build capacity of

Law Enforcement

agencies (LEAs)


Law Enforcement

Agencies trained.

√ √ √ √ 50,000.00 0.00 0.00

FIC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




MANAGEMENT

SUB-

PROGRAMME 2.4:

Financial Sector

Development

Enhance National

Cooperation among

Security Agencies in

the fight against ML

and CFT.

Quarterly Inter-

Ministerial Committee

(IMC) meetings held. √ √ √ √ 200,000.00 0.00 0.00

FIC

Construct new

Office Premises


constructed √ √ √ √ 2,000,000.00 0.00 0.00

Establish and

maintain an

efficient

identification

management

system

Harmonize

policy and

legal

frameworks

and

regulations

governing

national

identification

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

Develop and

implement an

Identity

Management system

GSS, HQ 1. Identity Management

System developed and

running

2. Improved access to

data

√ √ √ √ 0.00 0.00 48,921.00

GSS

Improve human

resource

management system.


Management System

developed


developed


developed


√ √ √ √ 0.00 0.00 778,815.75

GSS

Review the Statistics

Act (PNDC 135)

GSS, HQ,

CPMD

Statistics Act amended √ √ √ √ 0.00 0.00 165,803.50

GSS

Implement the

Statistics Act

GSS, HQ,

CPMD

1. Legislative Instrument

developed

2. Administrative

Instructions developed

3. No. of stakeholder

workshops held

√ √ √ √ 0.00 0.00 45,105.00

GSS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Develop and

implement GSS

Corporate Plan

(2016-2020)

GSS, HQ,

CPMD

GSS Corporate Plan

developed √ √ √ √ 0.00 0.00 36,177.00

GSS

Improve quality

and

completeness of

vital events

registration and

associated

services

Reform and

enhance civil

registration

processes and

practices

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

Develop and

implement Civil

Registration and

Vital Statistics

(CRVS) systems

GSS, HQ,

SDD

1. Comprehensive

assessment of CRVS

system undertaken

2. CRVS system

developed √ √ √ √ 0.00 0.00 123,881.50

GSS World Bank

Improve

production and

use of health

and vital

statistics from

civil registration

Institutionalis

e partnerships

between the

MDAs

responsible

for civil

registration

and vital

statistics

activities

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

Publish statistics on

vital events and

migration

GSS, HQ,

SDD



√ √ √ √ 0.00 0.00 29,682.67

GSS

Enhance

production and

management of

statistical

information

Formulate

and

implement an

Official

Statistics

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

Strengthen the

capacity of data

producing

institutions

GSS, HQ,

CPMD

No of personnel trained.

√ √ √ √ 0.00 0.00 424,926.25

GSS World Bank


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Policy and

law for the

national

statistics

system

PROGRAMME 2.3:


Research, and

Forecasting

Develop and

implement

capacity

building

programmes

in the

production

and use of

statistics for

policy

formulation,

planning,

monitoring

and

evaluation

across MDAs

and MMDAs

Implement, monitor

and evaluate the


campaign

GSS, HQ,

CPMD

No. of literacy workshops

organised √ √ √ √ 0.00 0.00 69,236.00

GSS

Strengthen the

capacity of media

practitioners in


No. of media personnel

trained √ √ √ √ 0.00 0.00 70,010.50

GSS UNFPA

Conduct Integrated

Business and

Enterprise Survey

(IBES)

IBES conducted

√ √ √ √ 0.00 0.00 7,000,000.00

GSS UNFPA

Roll out Geographic

Information System


analysis and

dissemination

GSS, HQ,

ESD

No. of Enumeration Area

maps digitised

√ √ √ √ 0.00 0.00 695,296.00

GSS UNFPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Improve

availability of

quality data for

policy

formulation,

analysis and

decision-

making

Reform

statistical

operations,

corresponding

to all

production

stages of the

different

sources/meth

ods of

collection

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

Conduct Census of

Agriculture

GSS, HQ,

SCOD


conducted

√ √ √ √ 15,663,653.50 0.00 0.00

GSS

Adopt the

Compendium

of Statistical

Standards,

Variables and

Concepts for

Ghana’s

Official

Statistics

Implement the

National Advisory

Committee of

Producers and Users

of Statistics

(NACPUS)

activities


activities implemented

√ √ √ √ 0.00 0.00 113,343.75

GSS

Institutionalis

e the culture

and practice

of proper

record

keeping

Implement

monitoring and

evaluation systems

GSS, HQ,

CPMD


M&E training

√ √ √ √ 0.00 0.00 580,947.75

GSS

Promote the

effective use of

Update and

maintain a

PROGRAMME 2:

ECONOMIC

Undertake 2020

Census cartographic

GSS, HQ,

ITD

2020 Census

Enumeration Areas √ √ √ √ 0.00 0.00 4,392,630.25

GSS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




data for

decision-

making and

development

communication

comprehensiv

e database for

different

range of users

and uses

POLICY

MANAGEMENT

SUB-

PROGRAMME 2.3:


Research, and

Forecasting

mapping of

Enumeration Areas

demarcated

Update and

maintain a

comprehensiv

e database for

different

range of users

and uses

Prepare quarterly

digest and annual

External Trade


GSS, HQ,

ESD


Digests published

√ √ √ √ 0.00 0.00 62,064.00

GSS

337,228,255.9

9 180,000.00 62,953,256.88



The Ministry plans to implement Two Hundred and Fifty-Four (254) activities and

operations for 2016, which is about 84 percent of the total set of Three Hundred and Four

(304) activities and operations from which Ministry selects for implementation annually. It is

also slightly higher than the average annual number of activities and operations for the 2014

– 2017 period of 243 or 80 percent of the total set of activities and operations.

To successfully and effectively execute the Action Plan for 2016, the Ministry will require an

amount of GH¢400,361,512.87. This amount is slightly higher than average annual amount

of GH¢374,621,693.91for the entire planning period.



IGF and donor support. The GoG contribution for 2016 is fairly higher than the average

annual GoG contribution of 75 percent (GH¢291,093,641.81) for the period.





Table 15: Ministry of Finance Annual Action Plan for 2017 (Annex 4D)

Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators





Deepen the

capital markets

Develop the

secondary

market for

bonds and

other long-term

securities

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

Implement

National Bond

Market

Committee's

Recommendations

(27)

Accra No. of

recommendations

implemented √ √ √ √ 50,000.00 0.00 0.00

FSD BOG, SEC

Revise disclosure

requirements

Accra Disclosure

requirements revised √ √ √ √ 0.00 100,000.00 0.00

SEC

Develop

guidelines for the

licensing,

regulation and

operation of

Credit Rating

Agencies

Accra Credit Rating

Guidelines developed

√ √ √ √ 0.00 0.00 140,000.00

SEC FSD

Develop

appropriate yield

curves for

different

maturities


different maturies

developed √ √ √ √ 0.00 0.00 1,600,000.00

SEC FSD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

Sensitize

corporate bodies

to issue and list

bonds


bodies sensitized

2. No. of corporate

bodies that issued

bonds and listed on

the GSE

√ √ √ √ 0.00 0.00 600,000.00

SEC FSD, AGIPEF

Develop the

secondary market

for bonds


developed √ √ √ √ 0.00 0.00 0.00

SEC FSD, BOG

Standardize repo’s

on the Ghana

Stock Exchange

for bonds



repo's √ √ √ √ 0.00 0.00 200,000.00

SEC FSD, GSE

Expand the

Venture capital

market to

support start-up

businesses and

SMEs

Develop

guidelines for the

regulation of the

private

equity/venture

capital industry

Accra Private equity

guidelines developed

√ √ √ √ 0.00 0.00 140,000.00

SEC VCTF

Register and

monitor

operations of

venture capital

and private equity

fund managers


equity and venture

capital industry

developed √ √ √ √ 0.00 80,000.00 0.00

SEC

Organise public

awareness

seminars, and

Accra No. of seminars

organised. √ √ √ √ 0.00 0.00 400,000.00

SEC VCTF, PEF


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




conferences for

SME’s and start–

ups on how to

access venture

capital funds and

its benefits

Leverage the

three-tier

pension

scheme to

increase access

to long-term

financing

Promote the

development of

long-term capital

markets

instruments

Accra 1. Guidelines

developed

2. No. of long-term

capital market

products developed

√ √ √ √ 0.00 0.00 320,000.00

SEC FSD

Liaise with the

NPRA to review

the law on

pension funds to

increase the

allocation of

investment in

capital market

asset classes

(10%)

Accra 1. Pension law

reviewed

2. % change in

allocation of


market √ √ √ √ 0.00 0.00 0.00

SEC NPRA

Improve access

to financial

services

Develop a

more

comprehensive

insurance

market and

introduce

innovative

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

Develop and

implement a

National Financial

Inclusion Strategy


strategy developed

√ √ √ √ 303,714.00 0.00 0.00

FSD BOG, SEC,

NCA, NIC, GIZ


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




insurance

product

2.4: Financial

Sector

Development

Develop a

more

affordable and

accessible

market for

mortgage

finance

Develop and

implement the

Ghana Housing

Finance Initiative

Accra Ghana Housing

Finance Initiative

developed

√ √

0.00

0.00

200,000.00

FSD MWRWH,

SECO, GREDA

Strengthen

institutional

framework for

monitoring and

regulating

financial

institutions

especially non-

bank and

microfinance

sector.

Facilitate

development and

amendment of

laws, regulations

and codes of

conduct for

financial sector

Accra Financial laws

reviewed and

amended / Draft

financial sector bills

and regulations,

received and


√ √ √ √ 100,000.00

0.00

0.00

FSD BOG, SEC,

NIC, NPRA,

GSE

Carry out

Financial literacy

education and

sensitization

programmes


programmes

organised √ √ √ √ 250,000.00

0.00

0.00

FSD BOG, SEC,

NIC, NPRA,

GSE, Academia

Conduct Ghana

FINSCOPE

Survey to assess

level of impact of

Accra FINSCOPE Survey

report developed √ √

0.00

0.00 200,000.00

FSD BOG, SEC,

NIC, NPRA,

GSE, Academia


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




financial literacy

programmes

Improve fiscal

revenue

mobilization

and

management

Eliminate

revenue

collection

leakages

PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

PROGRAMME 3:

REVENUE

MOBILISATION

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

Identify and

register potential

taxpayers



registered

√ √ √ √ 301,524.12

0.00 0.00 GRA

Develop a

mechanism to

track all non-

exempt activities

undertaken by

exempt

organizations

Head

Office

Measures on exempt


√ √ √ √

16,000.00 0.00 0.00 GRA

Streamline the

Planning and

Budget processes

Head

Office

1. Planning and

Budget processes

streamlined 2.

Budget variance

reduced

√ √ √ √

13,600.00 0.00 0.00 GRA

Set up Valuation

and Classification

system

Head

Office

Valuation and

classification

developed and

implemented

√ √ √ √

0.00 0.00 140,000.00 GRA

Upgrade Customs

Laboratory to

meet international

standards



0.00 0.00 300,000.00 GRA

Build Samples

and Statement of

Composition

Accra Library built

√ √ √ √

300,000.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME

4.2 Treasury,

Payroll And

Accounting

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

Payroll And

Accounting

Library

Construct Cargo

Examination

Centres

KIA, Tema,

Paga,

Akanu

Elubo,

Tamale

Number of centres

built

√ √ √ √

300,000.00 0.00 0.00 GRA

Conduct

monitoring

exercise on sale of

Passport forms at

selected

Commercial

Banks and on-site

banking services

at MDAs


exercises conducted


reports issued

√ √

432,000.00

CAGD

Develop and pilot

new Chart of

Accounts on IGF


Accounts developed

2. No. of MDAs in

which new Chart of

Accounts has been

piloted

√ √ √ √

720,000.00

CAGD

Train Internal

Audit Staff in

Communication

skills and Audit

planning and

execution


2. Training reports


108,645.12

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 3:

REVENUE

MOBILISATION

SUB-

PROGRAMME

3.1: Domestic

Resource

Mobilisation and

Administration

Conduct ad-hoc

investigations into

all reported

financial

malfeasance



2. No. of reports

issued

√ √ √ √

129,225.60

CAGD

Train staff of

Revenue

Monitoring Unit

in Revenue

Monitoring and

Reporting


2. No. of training

reports √ √ √ √

108,000.00

CAGD

Print and supply

secured value

books to MDAs

and MMDAs


books printed √ √ √ √ 97,512,672.96

CAGD

Procure security

papers and

holographic foils

for all Agencies


security papers and

holographic foils

procured

√ √ √ √

149,297,019.84

CAGD

Conduct periodic

inspection of print

houses

No of print houses


8,634,470.40

CAGD

Strengthen

revenue

institutions and

administration

Develop and

implement a

structured

communication

system

Head

Office

Communication

system developed

√ √ √ √

1,695,750.00

0.00

0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Establish Client

Service Centres

Head

Office

No. of client service

centres established √

3,854,400.00

GRA

Develop and

promote the GRA

brand

All Offices Brand developed

√ √ √

82,256.25 GRA

Develop abridged

versions of tax

laws

Head

Office

1. Abridged versions

of tax laws developed

2. Number copies

distributed

√ √ √

541,975.00 GRA

Implement the

Self-Assessment

System at all

levels

All DTRD

Offices

Self-Assessment

system implemented √ √ √ √

622,165.00 GRA

Establish GRA IT

Training

Academy



454,433.00 0.00 0.00 GRA

Implement the

GRA Training and

Development

strategy

Head

Office

Training and


developed and

implemented

√ √ √ √

0.00 0.00 183,040.00 GRA

Conduct Human

Resources

Planning

Head

Office

Human Resources

planning conducted √ √ √

76,549.60 0.00 0.00 GRA

Develop modern

physical

infrastructure and

work environment

10 regional

capitals

Number of regional


2,151,814.40 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Automate Support

Services functions

Head

Office

No. of support

services functions

automated

√ √ √ √

240,000.00 0.00 0.00 GRA

Establish a quality

management

system in line

with ISO

standards

Head

Office

Approved ISO

standards adopted and

enforced √ √ √

16,260.00 0.00 0.00 GRA

Institutionalise

Strategic Planning

and Programme

Delivery

Head

Office

Planning Units

strengthened √ √ √

19,020.00 0.00 0.00 GRA

Enhance

collaboration with

Governmental

Agencies on the

need to facilitate

the timely

issuance of

Permits, Licenses

and Certificates

Head

Office

1. Number of

sensitisation

workshops organised

2. Number of

stakeholders engaged √ √ √ √

0.00 0.00 130,000.00 GRA

Improve the

Capability of

Preventive

Operations

Head

Office


2. No. of Personnel

trained √ √ √ √

4,223,000.00 0.00 0.00 GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Strengthen

mobilisation

and

management of

non-tax

revenue

PROGRAMME

3: REVENUE

MOBILISATION

SUB-

PROGRAMME

3.2: External

Resource

Mobilisation


negotiate and sign

new

projects/programs

1. Volume of new DP

pledges to MDBS

increased

2. Total amount of

new projects/

programmes


√ √ √ √

760,000.00 0.00 0.00 ERM DMD, Legal,

PID, MDAs

Deepen and

Monitor Strategic

Partnership

Arrangements and

Cooperation

Agreements with

various DPs

High Level DP - GoG

consultations

coordinated

√ √ √ √

380,000.00 0.00 0.00 ERM MFA&RI,

Multilateral &

Bilateral

Institutions

Approve and

Implement the

Ghana Aid Policy

and Strategy to

guide and enhance

GoG-DP

engagement

1. Aid Policy

launched;

2. Relevant

documents and

reforms done

√ √ √

485,000.00 0.00 0.00 ERM Legal, DMD,

MDAs

Incorporate

process and

impact monitoring

in

project/programm

es delivery


Monitored

2. No. of Review

Meetings Held √ √ √ √

500,000.00 0.00 0.00 ERM PID, M&E Unit


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Deploy the

Development

Information

Management

System and

improve reporting

Functional Data

Management System

√ √ √

1,064,000.00 0.00 1,000,000.00 ERM DMD, PID, &

NDPC

Improve fiscal

revenue

mobilization

and

management

Accelerate the

implementation

of the Ghana

Integrated

Financial

Management

Information

System

(GIFMIS) for

effective

budget

management

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

Payroll And

Accounting

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

Payroll And

Conduct

monitoring

exercise on users

of GL module


exercises conducted


reports issued

√ √ √ √ 108,000.00

0.00 0.00 CAGD

Procure supplies

for Divisions,

Regions and

Foreign

Treasuries

No. and type of

supplies procured

√ √ √ √ 29,097,495.36

0.00 0.00 CAGD

Compile, review

and produce

reports from

MMDAs

1. Reports compiled


0.00 0.00 CAGD

Review and Issue

reports on Public

Accounts

1. Review Committee

constituted

2. No. of reports

issued

√ √ √ √ 60,480.00

0.00 0.00 CAGD

Validate the

figures reported in

the monthly

public accounts


√ √ √ √ 28,800.00

0.00 0.00 CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Accounting

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

Complete

infrastructure


disaster recovery

site


report issued

√ √ √ √ 27,624,960.00

0.00 0.00 CAGD

Pay for Licenses

and Service Level

Agreements


report √ √ √ √ 45,705,061.44

0.00 0.00 CAGD

Conduct

workshops/meetin

gs with

GIFMIS/HRMIS

steering

committees and

other project

stakeholders


workshops held

√ √ √ √ 2,880,000.00

0.00 0.00 CAGD

Update GIFMIS

Procurement Plan

and report on

Procurement

activities

1. Updated

procurement plan.

2. Report on


issued

√ √ √ √ 1,152,000.00

0.00 0.00 CAGD

Produce GIFMIS

Period End

Monitoring and

Evaluation

Reports

Reports produced

√ √ √ √ 115,200.00

0.00 0.00 CAGD

Refurbish Data

Centre and train

1. Refurbished Data

Centre √ √ √ √ 9,648,000.00

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Payroll And

Accounting

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.2 Treasury,

Payroll And

Accounting

ICT staff in IT

Governance

2. Training reports

issued

Collect and

analyze

expenditure

returns on projects

from MDAs

Reports issued

√ √ √ √ 108,000.00

CAGD

Review Business

Continuity Plan

Reviewed report

issued √ √ √ √ 74,880.00

CAGD

Produce Monthly

and Quarterly

GIFMIS Project

Financial Reports

GIFMIS Project

Financial Reports

produced √ √ √ √ 2,304,000.00

CAGD

Process Payments

for GIFMIS

Project Activities

Payments made

√ √ √ √ 3,129,120.00

CAGD

Review Project

deliverables


CAGD

Conduct Training

on HRMIS

No. of trainings

conducted √ √ √ √ 14,400,000.00

CAGD

Review the

administrative

framework for

earmarked

funds to ensure

efficiency in

the

management of

Develop and

maintain a

Document

Management

System


√ √ √ √ 2,592,000.00

CAGD

Carry out systems

review in 3

(Three)

1. No. of system

reviews undertaken

2. Reports issued

√ √ √ √ 55,450.08

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




public funds

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

operational areas

Sensitize

stakeholders on

procurement laws


sensitized √ √ √ √ 403,200.00

CAGD

Conduct

promotion

interviews for

various grades



CAGD

Conduct

nationwide

training of staff

National No. and category of

staff trained √ √ √ √ 374,400.00

CAGD

Attend foreign

conferences for

continuous

professional

capacity building

1. No. of staff who

attended

2. No. and type of

conferences

√ √ √ √ 1,029,600.00

CAGD

Develop

Departmental

Accounting

Instructions


Accounting

Instruction printed √ √ √ √ 936,000.00

CAGD


2. Type of training

3. Training report

issued

√ √ √ √ 1,382,400.00

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




4.2 Treasury,

Payroll And

Accounting

Undertake Public

Relations

activities


undertaken


√ √ √ √ 540,000.00

CAGD

Set up regional

Clients Service

Units

1. No. of Clients

Service Units set up

2. No. of Regions

where the Client

Service Units have

been set up

√ √ √ √ 259,200.00

CAGD

Organize Annual

Conference

1. Conference theme


CAGD

Review Scheme

of service for the

Accounting Class

Accra Review report

submitted √ √ √ √ 77,760.00

CAGD

Undertake

performance

management

activities

Accra 1. No. of monitoring

and evaluation


2. No. of reports

issued 3. No of

review meetings held

√ √ √ √ 936,000.00

CAGD

Conduct

continuous

analytical review

of monthly Pay

Roll run

CAGD

Hqrs


reviews undertaken

2. Reports issued √ √ √ √ 36,441,777.60

CAGD

Review and

strengthen

public sector

Manage GOG

payroll efficiently


dates


√ √ √ √ 2,299,680.00

CAGD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




wage bill

management

system

Fully deploy the

printing of payroll

reports to regions

No of regions with

payroll reports

printing sites

√ √ √ √ 2,257,153.92

CAGD

Carry out

continuous review

of payroll system


issued √ √ √ √ 1,880,961.60

CAGD

Strengthen

institutional

collaboration

for effective

fiscal policy

management

Collaborate with

Public Accounts

Committee of

Parliament

1. No. of meetings

held 2. Reports

issued √ √ √ √ 86,400.00

0.00

0.00

CAGD

Improve public

expenditure

management

Accelerate the

implementation

of the Ghana

Integrated

Financial

Management

Information

System

(GIFMIS) for

effective

budget

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

Develop and

implement the

Public Investment

Programme (PIP)

1. Programme

developed

2. The PIP document

prepared

√ √ √ √ 70,000.00

0.00

0.00

PID

Train MDAs on

the use of the

Public Investment

Management

System(PIMS)

MDAs trained in the

use of PIMS

√ 70,000.00

0.00

0.00

PID

Assist MDAs to

prepare PIP

No. of MDAs with

PIP prepared √ √ √ √ 50,000.00

0.00 0.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




management

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

Enhance the

strategic phase of

the Budget cycle



economic and fiscal

framework and

forecasts (in

accordance with BD

standards set and

Budget Calendar)

√ √ √ √ 409,328.75

0.00

0.00

Budget

Reduce the

Government wage

bill through

effective payroll

estimation,

forecasting,

control and

monitoring



(exclusive of due

wage increases) √ √ √ √ 316,667.00

0.00 0.00 Budget

Improve Budget

implementation

and out-turn, for

enhanced

credibility

Accra Percentage

improvement in

Budget out-turn (i.e.

reduction in variance)

√ √ √ √ 201,300.00

0.00 0.00 Budget

Ensure efficient

and effective

rollout of fiscal

decentralisation

to improve

efficient

utilisation of


milestones for

decentralisation

rollout achieved to

agreed targets

2. Required

amendments to

√ √ √ √ 1,617,654.75

0.00 0.00 Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

intergovernmental

fiscal transfers

and financial

accountability of

MMDAs

legislation

Review the

administrative

framework for

earmarked

funds to ensure

efficiency in

the

management of

public funds

Optimise

compliance with

regulatory

requirements for

administration and

reporting of IGFs

Nationwide Percentage

improvement against

compliance targets

(%) √ √ √ √ 316,667.00

0.00

0.00

Budget

Support MDAs

and MMDAs to

increase revenue

Nationwide 1. Percentage increase

in IGF revenues (%)

2. Percentage

improvement against

revenue generation

targets (%)

3. Improved revenue


improved/earlier

payments (from

baseline)

√ √ √ √ 644,160.00

0.00

0.00 Budget

Improve the

legislative and

institutional

framework for

budget

Prepare the PPP

Bill

PPP Law/Act

approved by

Parliament

√ √ √ √ 0.00

0.00

150,000.00

PID

Prepare PPP

project Manuals

Approved guidance

manuals for PPP √ √ √ √ 0.00

0.00 700,000.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




formulation

and

implementation

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

and Guidelines project cycle/process

Facilitate the

recruitment of

Transaction

Advisors for the

following

projects; Accra-

Tema Motorway,

Takoradi Port,

Boankra Inland

Port and Eastern

Railway Line,

National Airline,

National Sports

College


Feasibility study

reports for three

pipeline projects;

procurement of one

project

sponsor/concessionair

e (in accordance with

the Ghana PPP project

√ √ √ √

0.00

0.00

7,000,000.00

PID

Complete Pre-

Feasibility Studies

and commence

Full feasibility

study on Accra-

Takoradi Road

Project.

√ √ √ √

PID

Complete

advisory support

& negotiations for

the Asutsuare

√ √ √ √

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Investment

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

Bulk Water

Supply PPP

project under a

Design, Build,

Finance, Operate

& Transfer

(DBFOT)

Arrangement

Facilitate capacity

building activities

namely, study

tours (4), Sector-

Specific Training,

Financial Analysis

Training and

International

Conferences for

MDAs preparing

and managing

PPP projects

1. No. of workshops

organised

2. No. of MDAs

trained 3.

Number of


benefitted from

training

√ √ √ √ 500,000.00

0.00

0.00

PID

Promote

awareness &

understanding of

Ghana’s PPP

programme &

sensitization to

encourage

mainstreaming the

1. Stakeholders



programme

2. Dedicated PPP

website going live

3. PPP Quarterly


√ √ √ √ 500,000.00

0.00

0.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME

2.2: Public

Investment

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

use of PPPs

Improve public

financial

management

framework,

government

support &

financing

environment for

PPPs

1. Report on Draft

PDF concept note,


operating

procedures/manual

2. Report on draft

VGS manual &

operating procedures

& beginning of

implementation

activities

3. Final report on

framework for

Managing Fiscal

Commitments (FC) &

Contingent Liabilities

(CL) associated with

PPPs

√ √ √ √ 70,000.00

0.00

105,000.00

PID

Procure the

services of Just-

In-Time

A list of JIT

Consultants

developed

√ √ √ √ 1,000,000.00

0.00

0.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.2: Public

Investment

consultants

Organise PPP

Approval,

Technical,

Steering

Committee and

PIU/PID

Meetings

1. No of Meeting

organized 2. No. of

Projects approved

√ √ √ √ 60,000.00 0.00 0.00

PID

Introduce hard

ceilings into the

Budget cycle

(Note – ceilings

must also be

realistic)

1. Compliance with

ceilings (%).


variance between

ceilings and MDA

Budget submissions

(%) 3.

Improved PEFA

scores at 2015 and

2018 assessments

√ √ √ √ 613,993.00

0.00

0.00

Budget

Improve

capacities of

MDAs and

MMDAs in

budgeting and

Budget process

1. Improved capacity

of staff at MDAs in

budgeting, budget


electronic systems

(from baseline)


precise/accurate

revenue and

√ √ 2,046,646.50

0.00

0.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




expenditure forecasts

(from baseline)

Develop capacity

of Budget

Division Staff on

the Public

Financial

Management

reforms


training programmes

organised


every month

√ √ √ 92,491.00

0.00 0.00 Budget

Develop further

skills in budget

analysis, training

(GIFMIS) and

Hyperion

modules/

application,

Refresher training

for existing staff.

Accra 1.Budget


Trained on GIFMIS

2.Budget staff trained

on Hyperion √ √ √ √ 75,000.00

0.00

0.00

Budget

Ensure

effective

financial

management

Manage equity

investments

1. Government equity

investments

monitored 2.

Dividend paid into

√ √ √ √ 100,000.00

0.00

0.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




and oversight

over SOEs and

JVCs

Consolidated Fund

Review and

implement the

Ghana SOE

corporate

governance

framework

SOE corporate

governance

framework reviewed √ √ √ √ 100,000.00

0.00

0.00

PID

Sensitize the

Board of Directors

and Management

of SOEs on

corporate

governance issues

SOEs being managed

efficiently

√ √ √ √ 60,000.00

0.00

0.00

PID

Sensitize the

Board of Directors

and Management

of SOEs on PPPs

SOEs initiate PPP


60,000.00

0.00

0.00

PID

Negotiate the

2015 Performance

Contracts of SOEs



PID

Strengthen

institutional

collaboration

for effective

fiscal policy

Manage and

maintain the PIP

PIP Document


0.00 0.00

PID NDPC

Develop PPP

projects for the

markets

No. of PPP projects

prepared from the PIP √ √ √ √ 60,000.00

0.00

0.00

PID


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




management

Improve

capacity for

effective public

sector debt

management

Enforce public

debt ratios to

ensure that

public debt are

at sustainable

levels

PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-

PROGRAMME

5.1: Public Debt

Management

PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-

PROGRAMME

5.1: Public Debt

Management

Prepare and

publish Public

Debt Financing

Report

Public debt report

prepared and

Published √ √ √ √ 22,050.00

0.00 0.00 DMD

Review, update

and publish the

public borrowing

guidelines

Public borrowing

guidelines updated

and published √ √ √ √ 33,075.00

0.00 0.00 DMD

Review the Loans

Act to include

new categories of

Debt

The 1970 Loans Act

reviewed √ √ √ √ 42,446.25

0.00 0.00 DMD

Update and

Implement the

Medium-Term

Debt Strategy

annually

Medium Term Debt


updated √ √ √ √ 39,910.50

0.00 0.00 DMD

Build Capacity of

the Debt

Management

Division

Number of staff

trained in debt

management issues √ √ √ √ 55,125.00

0.00 0.00 DMD

Conduct Debt

Sustainability

Analysis and

Report annually

Debt Sustainability


0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Employ

appropriate

instruments to

reduce market

and refinancing

risks associated

with debt

portfolio

PROGRAMME 5:

PUBLIC DEBT

MANAGEMENT

SUB-

PROGRAMME

5.1: Public Debt

Management

Support Hedging

Activities

Improved price

stability through crude

oil and interest rate

hedging as a risk

management tool

√ √ √ √ 44,100.00

0.00 0.00 DMD

Prepare and

publish

operational risk

management

framework and

compliance

guidelines

Operational risk

management

framework and


prepared and

published

√ √ √ √ 35,941.50

0.00 0.00 DMD

Prepare and

Update the Debt

Portfolio Report


updated √ √ √ √ 23,538.38

0.00 0.00 DMD

Organise

sensitization

workshop for the

Finance

Committee of

Sensitization

workshop for the

Finance Committee √ √ √ √ 32,193.00

0.00 0.00 DMD

Undertake rating

services by Fitch,

Moody’s and

Standard Polls by

December each

year

Rating services by

Fitch, Moody’s and

Standard and Poors

undertaken √ √ √ √ 220,500.00

DMD

Institute

mechanisms to

Effect payment of

Bloomberg

Payment of

Bloomberg √ √ √ √ 88,200.00

DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




manage

internal and

external shocks

subscription subscription effected

Conduct three

meetings related

to Credit Vetting,

Treasury

Management and

National Risk

Management

Meetings related to

Credit Vetting,

Treasury Management

and National Risk

Management

√ √ √ √ 143,426.43

DMD

Conduct Treasury

Management

Committee

Workshop

Treasury Management

Committee Workshop

conducted √ √ √ √ 33,075.00

DMD

Organise Annual

Debt Management

Conference

Annual Debt

Management

Conference organized

√ √ √ √ 55,125.00

0.00 0.00 DMD

Promote

satisfactory and

improved Investor

Relations

Improved Investor

Relations √ √ √ √ 11,025.00

0.00 0.00 DMD

Consultancy

Service for Debt

Management

Software

Consultant engaged

for Debt Management

Software √ √ √ √ 11,025.00

0.00 0.00 DMD

Conduct data

validation and

reconciliation

workshop

Data validation and

reconciliation

workshop conducted √ √ √ √ 33,075.00

0.00 0.00 DMD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Strengthen

economic

planning and

forecasting

Develop a

model for

economic

planning and

forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Prepare and

finalize quarterly,

semi-annual and

annual

macroeconomic

performance

reports


submitted

√ √ √ √ 129,600.00


Budget, NDPC,

GSS, GRA

Undertake GDP

projections and

organize

workshop to

validate GDP

projections:

annual and

quarterly

Accra 1. No. of GDP

projection reports

2. Reports of

Validation workshop √ √ √ √ 56,000.00

0.00 0.00 RSD GSS

Conduct mini

surveys on topical

issues on selected

sectors for policy

analysis to inform

policy, including

climate Change


conducted



0.00 0.00 RSD

Undertake

monthly,

quarterly, mid-

year and annual

sectoral reviews

of the economy,

Accra No. of sectoral

reviews conducted

√ √ √ √ 44,800.00


GSS, MOTI


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME 2:

including

agriculture

Organize

dissemination

workshop to

discuss policy

briefs, annual and

quarterly reports *


workshops held

√ √ √ √ 57,000.00

0.00 0.00 RSD PRU

Evaluate the

impact of social

intervention

programmes such

as the Capitation

Grant on primary

school enrollment


evaluation

√ √ √ √ 39,207.00


MOE

Enhance technical

capacity of RSD

staff

National/

Int’nal

No. of staff trained

√ √ √ √ 90,000.00

0.00 0.00 RSD GA

Build and

sustain national

capacity for

economic

planning and

forecasting

Publish quarterly,

semi-annual and

annual reports on

the performance

of the economy


submitted

√ √ √ √ 328,320.00


Budget, NDPC,

GSS,GRA

Undertake

research on

topical economic

issues


produced 483,840.00

0.00 0.00 ERFD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Coordinate and

facilitate EPCC

meetings


organised

2. No. of EPCC

reports submitted

√ √ √ √ 17,280.00


Budget, CAGD,

GSS,GRA

Coordinate and

facilitate MDBS

Macro-Sector

Working Group

meetings


organised

√ √ √ √ 1,331,000.00


BOG, Budget

Coordinate IMF

Article IV and

Special Missions


organised


engaged

3. Mission report

submitted to IMF

17,280.00

0.00 0.00 ERFD

Develop relevant

macroeconomic

models for Policy

Analysis and

Forecasting

Accra No. of models

developed

√ √ √ √ 69,120.00


Budget, NDPC,

GSS

Collaborate with

the OECD and

other international

economic blocs on

mutually

beneficial

economic matters

National/

Internationa

l


√ √ √ √ 51,840.00

0.00 0.00 ERFD


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

PROGRAMME 4:

Review capital

allowance

incentives for

corporate

institutions

Incentives reviewed

√ √ √ √ 51,840.00


Unit, Budget,

PRO, GRA

Prepare tax

education manual

for the education

sector

Manual prepared

√ √ √ √ 51,840.00


Unit, GRA

Review the

exemptions

regime for policy

direction

Exemptions regime

reviewed √ √ √ √ 60,480.00


Unit, GRA

Review free zones

regime incentives

Free zones regime

reviewed √ √ √ √ 43,200.00


Unit, GRA

Develop and

implement tax

laws, regulations

and measures

No. of tax laws

developed and

implemented √ √ √ √ 51,840.00


Unit, GRA

Organise Pre-

Budget and Post-

Budget Tax

Consultative

workshops with

stakeholders on

tax policy

measures


organised


engaged √ √ √ √ 51,840.00


Budget, PRO,

GRA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

PROGRAMME 4:

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.1: Budget

Management

Develop and

implement

Environmental

Fiscal Reform

Policy


Reform Policy

developed √ √ √ √ 51,840.00


EPA, GRA

Develop

legislation on

Electronic Point

of Sale Devices

Accra Act passed

√ √ √ √ 51,840.00


GRA, Legal,

Attorney-

General,

Develop and

implement policy

document on the

taxation of high

net worth

individuals

Accra Policy document on

the taxation of high

net worth individuals

developed √ √ √ √ 51,840.00


GRA,

Registrar-

General

Develop

macroeconomic

and

macroeconomic

models for tax

analysis and

revenue

forecasting

Accra No. of models

developed

√ √ √ √ 51,840.00


GRA, RSD,

CAGD

Develop Policy

guidelines for

aggressive tax

planning


√ √ √ √ 60,480.00


GRA,

Registrar-

General


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators





or Abroad



seminars held

√ √ √ √ 69,120.00


Train MDAs &

MMDAs in the

development of

sector Public

Investment

Programs

Improved investment

plans of MDA &

MMDAs √ √ √ √

150,000.00

0.00

0.00

PID

Train MDAs to

use the Public

Investment

Management

System (PIMS)


√ √ √ √

PID

Train MDAs &

MMDAs on the

development of

PPP projects


projects developed

from the various

sectors

√ √ √ √

PID

Reduce

inefficiency and

duplication in the

Budget

implementation

process

Accra Improved PEFA

scores at 2015 and

2018 assessments √ √ 316,667.00 0.00 190,000.00

Budget


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Effective process

management and

co-ordination of

formulation and

preparation of the

Budget and Mid-

Year Review

Accra 1. Deadlines in

Budget Calendar met

(100%) 2.

Compliance with


indicators (as set by

BD) for Budget inputs

3. Improved

guidelines for MDAs

produced in

accordance with

deadline in Budget

Calendar


precise/accurate

revenue and

expenditure forecasts

(from baseline)

√ √ √ √ 1,525,071.25

0.00 0.00 Budget

Accelerate

economic

integration with

other regional

and sub-

regional blocks

and markets

Implement

fully the

WAMZ

programme

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Prepare

ECOWAS/WAM

Z Multilateral

Surveillance

Reports


criteria met


surveillance report

submitted

√ √ √ √ 17,280.00

0.00 0.00 ERFD MOTI, BOG

Implement the

ECOWAS

Community

Development

Programme

Organize


√ √ √ √

ERFD MOTI, BOG


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Ensure that

National Trade

Policy reflects

ECOWAS

protocols

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Stakeholder

sensitization

activities on

ECOWAS NCC,

Community

Development

Programme, West

African Monetary

Zone


engaged

√ √ √ √

17,280.00

0.00

0.00

ERFD MOTI, BOG

Strengthen

trade relations

with other

regional blocks

and markets

ECOWAS

Countries

√ √ √ √

ERFD MOTI, BOG


Promote an

effective

enabling

environment for

good corporate

governance

Ensure that

corporate

entities act as

good corporate

citizens with

regard to

human rights,

social

responsibility

and

environmental

sustainability

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

Ensure that listed

companies

disclose their

policy and

performance in

connection with

environmental and

social

responsibility as

well as impact of

environmental and

social

responsibility

policies on the

firm's


of firms' policy on

environmental and

social responsibility to

the investing public

√ √ √ √ 0.00 0.00 240,000.00

SEC ICA, GSE


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

sustainability

Encourage the

adoption of

codes of good

business ethics

and standards

in achieving

the objectives

of corporate

entities

Upgrade existing

corporate

governance code

Accra

√ √ √ √

0.00

0.00 1,600,000.00

SEC

Develop new

national corporate

governance code

Accra New national


code developed

√ √ √ √

0.00

0.00

0.00

SEC

Ensure that

corporate

entities treat all

their

stakeholders in

a fair and just

manner

Monitor

companies to

ensure that they

disclose in their

annual reports

mechanisms for

protecting the

rights of its

stakeholders as

well as the nature

and extent of its


of firms' policy on

treatment of

stakeholders

√ √ √ √

0.00 0.00

0.00

SEC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




social, ethical,

safety, health and

environmental

policies and

practices

Provide for

accountability

of corporate

entities and

directors

Monitor

companies to

ensure that they

disclose in their

annual reports the

existence of

procedures for

addressing

conflict of

interest,

mechanisms for

balancing the

power of the CEO

and that of the

Board, code of

ethics and waivers

to the ethics code

etc


of accountability of


directors

√ √ √ √

0.00 0.00

0.00

SEC



Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Ensure effective

and transparent

management of

oil and gas

revenues

Develop and

effectively

implement

appropriate

regulatory

framework for

revenue

collection and

management

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.1: Real Sector

Development

Organize

workshops to

undertake

Benchmark

Revenue forecasts

and validation


organized

2. No. of Benchmark

revenue forecast

reports

√ √ √ √ 58,000.00


Engage a

consultant to

certify Benchmark

Revenue


certified by Certified

by independent ABR

consultant

√ √ √ √ 44,800.00

0.00 0.00 RSD

Complete the

Regulations of the

Petroleum

Revenue

Management Act


Petroleum Revenue

Management Act

completed and

submitted to

parliament for

approval

√ √ √ √ 153,409.00


AG’s Dept

Strengthen

monitoring,

evaluation and

reporting

systems in the

industry

Publish quarterly

petroleum

receipts, output

and reference

price in at least

two dailies and

MOF website and

gazetting of same

Accra Number of

publications

√ √ √ √ 27,750.00

0.00 0.00 RSD

Prepare and

submit annual

report on

Accra Annual Report

prepared and tabled in

parliament

√ √ √ √ 84,000.00



Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Petroleum Funds

to Parliament as

part of

presentation of

Annual Budget

Prepare and

submit Petroleum

Holding Funds

Reconciliation

Report to

Parliament


parliament

√ √ √ √ 39,088.00


DMD

Implement

activities of the

Investment

Advisory

Committee under

Act 815


Investment Advisory

Committee

implemented √ √ √ √ 168,000.00

0.00 0.00 RSD

Implement

activities of the

Public Interest and

Accountability

Committee under

Act 815


implemented

√ √ √ √ 280,000.00

0.00 0.00 RSD PIAC



Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Promote and

improve the

efficiency and

effectiveness of

performance in

the public and

civil services

Develop a

systematic

training

framework in

public policy

formulation

and

implementation

for public and

civil servants

PROGRAMME 1:

MANAGEMENT

AND

ADMINISTRATI

ON

SUB-

PROGRAMME

1.1: General

Administration and

Human Resource

Develop a human

resource

development

policy for the

public sector

Accra Human Resource

Policy document and

plan developed √ √ √ √ 9,948,000.00


Undertake

administrative

activities

Accra Internal management

of the Ministry

enhanced

√ √ √ √ 2,906,691.13

0.00 0.00 GA

Provide a

conducive

working

environment for

staff


Ministry

√ √ √ √ 4,994,970.52


Improve sector

planning,

budgeting and

accounting


accounts presented on

a timely bases √ √ √ √ 988,800.00


Coordinate legal

support services



0.00 0.00 GA MoC

Undertake Public

Relations

activities


strategy developed

2. Information on

MOF activities

disseminated

effectively

√ √ √ √ 960,000.00

0.00

0.00

GA

Develop and

implement ICT

policy

Accra 1. ICT policy

developed 2.

Exiting ICT

√ √ √ √ 44,651,112.56

0.00

0.00

GA CAGD, SEC,

GSS, IAT,

PPA, FIC, BOG


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




infrastructure

upgraded

Undertake the

Ghana Fiscal

Institute Project


established √ √ √ √ 1,320,000.00

0.00

0.00

GA CAGD, SEC,

GSS, IAT, PPA

Undertake the

reorganisation of

the Ministry and

its agencies


adopted and

implemented √ √ √ √ 660,000.00

0.00 0.00 GA

Develop and

implement

Communication

Strategy for the

Strategic Plan

Accra Communication

Strategy developed

and implemented

√ √ √ √ 100,000.00 GA

Develop and

implement M&E

Plan for the

Strategic Plan


and implemented

√ √ √ √ 100,000.00 GA

Promote

transparency

and

accountability

Expedite the

amendment of

the Public

Procurement

Act to make it

more user

friendly

PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.3: Public

Procurement

Build Capacity of

PPA staff

Accra and

outside

Ghana

Number of staff

trained. √ √ √ √ 210,000.00

0.00 0.00 PPA

Prepare a 4 year

strategic plan

Accra Strategic plan

developed √ √ √ √ 18,454.70

0.00 0.00 PPA

Prepare and

submit budget

inputs to MoF to

be incorporated in


prepared and

submitted to MoF √ √ √ √ 0.00

0.00 0.00 PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




PROGRAMME 4.

EXPENDITURE

MANAGEMENT

SUB-

PROGRAMME

4.3: Public

Procurement

the National

budget

preparations

Roll out

Framework

Agreements to all

MDAs and

MMDAs


coverage of pilot

entities

2. Number of non-

pilot entities covered

√ √ √ √ 114,000.00

0.00 0.00 PPA

Implement

Sustainable Public

Procurement

(SPP)


√ √ √ 0.00 0.00 23,625,000.00

PPA SECO

Introduce E-

Ghana

Procurement into

the Public

Procurement

System

Accra All pilot entities

trained on new e-GP

system √ √ √ √ 0.00 0.00 418.88

PPA

Maintain

information

systems and

database of

procurement

related activities

that provide ready

access to

information for

stakeholders


published

√ √ √ √ 60,000.00 0.00 0.00

PPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Collate

Procurement

Plans by end of

November



PPA

Develop capacity

of procurement

practitioners,

ETCs and TRBs,

Service Providers,

Oversight

Institutions and

Civil Society

Organisations


trained

√ √ √ √ 127,704.00 0.00 0.00

PPA

Train Civil

Society

Organisations

(CSOs) on the

Public

Procurement

System


√ √ √ √ 588,000.00 0.00 0.00

PPA

Promote

effective and

efficient anti-

corruption

systems

Empower the

Financial

Intelligence

Centre (FIC) to

collaborate

with other

security

agencies to

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Build capacity of

FIC Staff

Worldwide Number of staff

trained √ √ √ √ 250,000.00 0.00 0.00

FIC

Analyse and

disseminate

financial

intelligence

domestically and


Transaction Reports

received

2. No. of reports

analysed and

√ √ √ √ 700,000.00 0.00 0.00

FIC


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




fight, money

laundering and

other related

crimes

Development

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.4: Financial

Sector

Development

internationally. disseminated

Build capacity of

Regulatory Bodies

Accra Number of personnel

of Regulatory Bodies

trained

√ √ √ √ 50,000.00 0.00 0.00

FIC

Build capacity of

Accountable

Institutions

Nationwide Number of

accountable

Institutions trained

√ √ √ √ 50,000.00 0.00 0.00

FIC BOG

Build capacity of

Law Enforcement

agencies (LEAs)

Accra Number of Personnel

of Law Enforcement

Agencies trained.

√ √ √ √ 30,000.00 0.00 0.00

FIC

Enhance National

Cooperation

among Security

Agencies in the

fight against ML

and CFT.

Quarterly Inter-

Ministerial

Committee (IMC)

meetings held. √ √ √ √ 200,000.00 0.00 0.00

FIC

Construct new

Office Premises


constructed √ √ √ √ 2,000,000.00 0.00 0.00

Establish and

maintain an

efficient

identification

management

system

Harmonize

policy and

legal

frameworks

and regulations

governing

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

Improve human

resource

management

system.


Management System

developed


developed

3. HR Policy

√ √ √ √ 0.00 0.00 778,815.75

GSS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




national

identification

2.3: Statistics,

Economic

Research, and

Forecasting

document developed


Implement the

Statistics Act

GSS, HQ,

CPMD

1. Legislative

Instrument developed

2. Administrative

Instructions

developed 3. No.

of stakeholder

workshops held

√ √ √ √ 0.00 0.00 45,105.00

GSS

Improve quality

and

completeness of

vital events

registration and

associated

services

Reform and

enhance civil

registration

processes and

practices

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Develop and

implement Civil

Registration and

Vital Statistics

(CRVS) systems

GSS, HQ,

SDD

1. Comprehensive

assessment of CRVS

system undertaken

2. CRVS system

developed √ √ √ √ 0.00 0.00 123,881.50

GSS World Bank


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




Improve

production and

use of health

and vital

statistics from

civil registration

Institutionalise

partnerships

between the

MDAs

responsible for

civil

registration and

vital statistics

activities

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Publish statistics

on vital events

and migration

GSS, HQ,

SDD



√ √ √ √ 0.00 0.00 29,682.67

GSS

Enhance

production and

management of

statistical

information

Formulate and

implement an

Official

Statistics

Policy and law

for the national

statistics

system

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Strengthen the

capacity of data

producing

institutions

GSS, HQ,

CPMD

No of personnel

trained.

√ √ √ √ 0.00 0.00 424,926.25

GSS World Bank

Develop and

implement

capacity

building

programmes in

the production

and use of

statistics for

policy

formulation,

Implement,

monitor and

evaluate the


campaign

GSS, HQ,

CPMD

No. of literacy

workshops organised

√ √ √ √ 0.00 0.00 69,236.00

GSS

Conduct

Integrated

Business and

Enterprise Survey

(IBES)

IBES conducted

√ √ √ √ 0.00 0.00 7,000,000.00

GSS UNFPA


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




planning,

monitoring and

evaluation

across MDAs

and MMDAs

Roll out

Geographic

Information

System (GIS) in

spatial data

analysis and

dissemination

GSS, HQ,

ESD

No. of Enumeration

Area maps digitised

√ √ √ √ 0.00 0.00 695,296.00

GSS UNFPA

Improve

availability of

quality data for

policy

formulation,

analysis and

decision-

making

Reform

statistical

operations,

corresponding

to all

production

stages of the

different

sources/method

s of collection

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Conduct Census

of Agriculture

GSS, HQ,

SCOD


conducted

√ √ √ √ 15,663,653.50 0.00 0.00

GSS

Develop

administrative

statistical

system to

routinely

compile,

analyse and

disseminate

reliable data

from

administrative

Conduct Ghana

Living Standards

Survey

(GLSS-7)

GSS, HQ,

CPMD

GLSS 6 report

published

√ √ √ √ 0.00 0.00 23,706,010.00

GSS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




processes and

registers

Adopt the

Compendium

of Statistical

Standards,

Variables and

Concepts for

Ghana’s

Official

Statistics

Implement the

National Advisory

Committee of

Producers and

Users of Statistics

(NACPUS)

activities


activities

implemented

√ √ √ √ 0.00 0.00 113,343.75

GSS

Institutionalise

the culture and

practice of

proper record

keeping

Implement

monitoring and

evaluation

systems

GSS, HQ,

CPMD


M&E training

√ √ √ √ 0.00 0.00 580,947.75

GSS

Promote the

effective use of

data for

decision-

making and

development

communication

Update and

maintain a

comprehensive

database for

different range

of users and

uses

PROGRAMME 2:

ECONOMIC

POLICY

MANAGEMENT

SUB-

PROGRAMME

2.3: Statistics,

Economic

Research, and

Forecasting

Undertake 2020

Census

cartographic

mapping of

Enumeration

Areas

GSS, HQ,

ITD

2020 Census

Enumeration Areas

demarcated

√ √ √ √ 0.00 0.00 4,392,630.25

Update and

maintain a

comprehensive

database for

Prepare quarterly

digest and annual

External Trade


GSS, HQ,

ESD


Digests published

√ √ √ √ 0.00 0.00 62,064.00

GSS


Adopted

Policy

Objectives

Adopted

Strategies

MDA's

Programmes and

Sub-Programme

Projects/

Operations/

Activities

Location

Indicators




different range

of users and

uses

Undertake Annual

Labour Force

Surveys

GSS, HQ,

SCOD


conducted

√ √ √ √ 0.00 0.00 1,946,531.00

GSS

377,965,013.01 180,000.00 79,836,350.05



For 2017, Two Hundred and Twenty-One (221) activities and operations are scheduled to be

implemented by the Ministry. This represents 73 percent of the total set of Three Hundred

and Four (304) activities and operations from which Ministry selects for implementation

annually. It is the lowest for the period and also significantly lower than the average annual

number of activities and operations for the 2014 – 2017 period of 243 or 80 percent of the

total set of activities and operations.

However, the amount required to successfully and effectively implement the Action Plan for

2017 is the highest. The amount (GH¢457,981,363.06) represent a whopping 22 percent

increase over the average annual amount of GH¢374,621,693.91for the entire planning

period.


GH¢377,965,013.01) with the remaining 17 percent (GH¢ 80,016,350.05) being provided by

IGF and donor support. The GoG contribution for 2017 is quite higher than the average

annual GoG contribution of 75 percent (GH¢291,093,641.81) for the entire planning period.





CHAPTER SIX

MONITORING AND EVALUATION PLAN

The purpose of the Ministry’s monitoring and evaluation of planned activities is to enable the

Ministry assess the performance or otherwise of planned activities. It is also to generate data

and information to enable the Ministry take policy decisions. The M&E process will ensure

that the implementation of planned activities is assessed against set targets. Challenges and

lessons learnt that may have implications for future implementations will be documented.

The M&E System is expected not only to collect, analyze and disseminate data and

information on performance and outcomes, but will also be beneficial in the policy making

process. The Plan is designed to ensure that sufficient indicators are generated and used as a

feedback on results that can be easily attributed to specific actions. Participatory monitoring

and evaluation mechanisms shall be put in place to support the participation of all Agencies

in the monitoring process. Institutional arrangements and capacity building needs within the

Ministry for coordinating the systems, reporting and analyzing data for policy processes will

also be established.

The M&E framework spells out the indicators needed for tracking programme output,

outcome and impacts. In addition, there is an M & E calendar which will enable the sector

ascertain at a glance what has to be done at what time and the expected results. The

Framework is focused on activities in the Sector Medium Term Development Plan (SMTDP)

for the period 2014-2017. The Ministry has prepared a detailed M&E plan based on the

Guidelines provided by the National Development Planning Commission under the Ghana

Shared Growth and Development Agenda.


CHAPTER SEVEN

COMMUNICATION STRATEGY

This chapter presents the communication strategy for the 2014-2017 sector plan of the

Ministry. This chapter also discusses the objectives, methodologies, approaches and tools that

will be applied to implement the strategy. In addition, the processes and the content of each

tool are also defined. The chapter ends with the expected outcome and possible challenges

that may arise during the implementation of the plan.

The communication strategy of the plan is intended to create awareness about the SMTDP of

the Ministry. It is also to inform all stakeholders about the programmes, projects and

activities that the Ministry intends to implement during the period 2014-2017. The

programmes are strategically mapped out to enable the Ministry contribute to the

achievement of the goal of the National Medium Term Policy Framework 2014-2017. In this

strategy, efforts will be made to foster greater collaboration and coordination with all

stakeholders in the achievement of set targets. There would be greater emphasis on

transparency and accountability thereby minimizing the tendency for general resistance

resulting from public uncertainty about the potential benefits to be derived from the

implementation of planned interventions.

The review of the implementation of the previous plan (SMTDP, 2010-2013) showed that

some of the issues that hampered the successful implementation of the plan included poor

plan implementation coordination, poor stakeholder appreciation of the policies, programmes

and projects in the plan, poor stakeholders’ mobilization, stakeholder dialogue and poor

education on the policies, programmes and projects in the plan. This was as a result of the

poor communication channels between and among stakeholders. In addition, the roles and

responsibilities of the various stakeholders were not properly defined and communicated. In

the light of this, there was inadequate stakeholders’ participation in the plan implementation,

monitoring and evaluation.

In this plan, efforts will be made to address the above mentioned challenges through

considerable sensitization, education and guidance that would afford the respective

stakeholders and the general public to better appreciate the efforts of the Ministry.


1.20 The Strategic Objectives of the Communication Strategy

The main objectives of this communication strategy are to:

i. create awareness about the goals, objectives and the expected roles of the stakeholders

in the implementation and monitoring of Policies, programmes, projects and planned

activities.

ii. identify and educate the various stakeholders about the goals and objectives of the

Ministry to ensure their participation and involvement.

iii. mobilize support for the implementation of planned activities.

iv. disseminate sector policies, programmes, projects and progress reports.

v. promote dialogue and generate feedback on performance.

vi. promote access and manage expectations of the public concerning the policies.

1.21 Approach

Some of the means by which the communication strategy will be executed include:

i. the identification and segmentation of different groups of stakeholders to be targeted,

their specific information needs and approach to adopt.

ii. the development of appropriate strategy to effectively create awareness about the

goals and objectives of the SMTDP.

iii. the development of strategies to effectively and regularly update stakeholders on

progress.

iv. frequent briefing and debriefing of stakeholders.

1.22 Methodologies

Participatory techniques and methods would be used to disseminate policies and programmes

of the Ministry. The process would involve relevant stakeholders so as to increase coverage,

support and acceptability. At all times the approach of the publicity campaign will be in line

with the principles of policies to be implemented. Communication plan would be based on

participation, consensus building and ultimately foster a sense of ownership of the policies.

This would be done with the aim of marketing the policies and planned programmes.


A platform will be created for sensitisation/seminar for the media about programmes,

objectives and actions taken by the Ministry towards the realisation of the set targets. This

approach will not only encourage ownership, but would also promote confidence that is

required at the implementation of every programme.

A pro-active approach that will anticipate likely issues which will arise out of implementation

would be adopted.

As part of the strategy, information to be disseminated would be packaged. This would

involve seeking approval and avoiding duplication as well as inconsistencies in any

information that would be communicated to stakeholders. In order to ensure the success of

the processes, an in-built mechanism would be fashioned out to evaluate every activity

undertaken.

1.23 Communication Tools

Communication tools shall be developed to support the dissemination of the policies and

programmes. Where it becomes necessary, a combination of communication tools will be

used to achieve planned objectives. Below are the major communication tools and their

objectives.

7.4.1 Communication Tools and Corresponding Objectives

i. Print Articles (features)

This will encourage consensus building

Inform the public about the objectives of the policies

Encourage ownership of the policies

Encourage participation for mutual benefits

ii. News Reports (TV, Radio and Print)

Educate the public about the policies

Publicize achievements and success with the implementation

Keeping the public abreast with the policies

iii. Supplement (monthly in Graphic/Times)


Inform the public about the policy objective and how one can benefit

Build a new partnership and image through the introduction of the policies

Provide an incentive/benefit of the policy to beneficiaries

Remove the apathy with regards to government policies

iv. Newsletter

Introduce ideas to encourage consensus building

Inform the public about the progress and impact of the policies

Inform about the benefits derived through activities embarked by beneficiaries

v. Press Conferences, Speeches, etc.

Officials to educate the public on the policy and the benefits, achievements and

direction to encourage ownership

Forum to re-state objectives and achievements

Forum to articulate and justify the policies

Forum to inform public on challenges

vi. Radio and TV Talk Show Programme

Encourage participation and consensus building

Inform the public about the Policies

Remove perception about the policies

vii. Public Announcement

Inform the general public and stakeholders about the introduction of the policies

and what they entail

viii. Advertiser’s Announcement

Inform the general public and stakeholders about the introduction of the policies

and what they entail

Build a new image around the policies

ix. Advertisers Announcement (Print)

Promote policy to encourage stakeholder interest


Promote benefits of the Policies

x. Advertisement (Radio/TV)

Promote policies to encourage stakeholder interest

Promote benefits of the Policies

xi. Pamphlets/Brochures

Educate the public on the policies

Encourage participation

xii. Posters

Educate the public on the policies


xiii. Documentaries (video)

Build a new image around the policies

Inform the public about the policies

Promote the benefits of the policies

Encourage ownership of the policies

xiv. Drama

Showcase the policies and their objectives, benefits etc

Promote the policies


Inform the stakeholders about the long term benefits

xv. Website

Inform the public about the policies

Create updates on the policies

Promote benefits and objectives of policies

Showcase activities and programmes embark upon to deliver results


1.24 Expected Output

It is expected that, the proposed methodology and strategies would result in greater

cooperation and collaboration of the Ministry with other relevant stakeholders. This is to

enhance implementation, increase awareness of stakeholders on the policies and programmes

that the Ministry would be implementing within the period 2014-2017.

1.25 Possible Challenges

The anticipated challenges to the smooth implementation of this communication strategy the

possible challenges include but not limited to:

Inadequate financial resource to implement planned activities

Apathy among key stakeholders in the plan implementation process

Inadequate technical support

Delays in the plan implementation

Change in policies

Staff turnover

Poor collaboration and coordination among stakeholders

Unclear definition of functions and roles

Inadequate logistics and equipment’s

Resistance to change


APPENDICES

1.26 Annex 1: Organogram of the Ministry of Finance