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Economic & Sector Work :: Other Financial Sector Study

Ghana's New Approach to Public Sector Reform : Focusing on Delivery

ACCOUNTABILITIES ACCOUNTABILITY ACCOUNTING ASSETS BARGAINING BIDDING BUDGET PROCESS CAPITAL MARKETS CASH MANAGEMENT CIVIL SERVANTS CIVIL SERVICE COLLECTIVE BARGAINING CONFLICT OF INTEREST CONFLICTS OF INTEREST DEBT DEBT FINANCING DEMONSTRATION EFFECTS DEVELOPMENT STRATEGIES DEVOLUTION DOMESTIC PRODUCERS ECONOMIC GROWTH ECONOMIC STABILITY ELECTRICITY EMPLOYMENT GENERATION EMPLOYMENT LEVELS EMPLOYMENT OPPORTUNITIES EQUALIZATION EXPORT MARKET FINANCIAL MANAGEMENT FISCAL BALANCE FOREIGN EXCHANGE GOVERNMENT INTERVENTION HIGH EMPLOYMENT HOUSEHOLD CONSUMPTION HUMAN RESOURCES INCOME INDIRECT COST INFLATION INITIATIVE INNOVATION INNOVATIONS INTERNAL EQUITY JOB CREATION JOB CREATION PROGRAM JOB CREATION SCHEME JOB SECURITY JOBS JUDICIARY JUSTICE LABOR INTENSITIES LABOR MARKET LABOR MARKET INSTITUTIONS LABOR MARKET REGULATION LABOR MARKETS LABOR UNIONS LABOUR LEGISLATION LOCAL GOVERNMENT LOCAL GOVERNMENTS MANDATES MDAS MINISTER MINISTERS ORGANIZATIONAL STRUCTURE ORGANIZED LABOR OUTPUTS PATRONAGE PERFORMANCE INDICATORS PERFORMANCE MANAGEMENT POLICE POLITICAL ECONOMY PORTS PREVIOUS SECTION PRIMARY SOURCE PRIVATE SECTOR PRIVATE SECTOR ACTIVITY PRIVATE SECTOR JOB PRIVATE SECTOR JOBS PRIVATE SECTOR PARTICIPATION PRIVATE SECTOR WAGE PRIVATE SECTORS PRIVATIZATION PROCUREMENT PROCUREMENT LAW PRODUCTIVE ACTIVITIES PRODUCTIVITY PROVISIONS PUBLIC PUBLIC EXPENDITURE PUBLIC FUNDS PUBLIC INVESTMENT PUBLIC INVESTMENTS PUBLIC POLICY PUBLIC PRIVATE PARTNERSHIPS PUBLIC SECTOR PUBLIC SECTOR EMPLOYMENT PUBLIC SECTOR PERFORMANCE PUBLIC SECTOR REFORM PUBLIC SERVANTS PUBLIC SERVICE PUBLIC SERVICES REAL WAGES REASONABLE ASSUMPTIONS REFORM PROGRAMS RISK SHARING ROADS SAFETY SAVINGS SERVICE DELIVERY SKILLS DEVELOPMENT SOCIAL WELFARE STATE-OWNED ENTERPRISES TELECOMMUNICATIONS TOTAL WAGE TRADE UNIONS TRANSPORT WAGE BILL WAGE NEGOTIATION WAGE NEGOTIATIONS WAGE POLICIES WAGE RATES
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Washington, DC
Africa | Ghana
2013-03-21T13:48:27Z | 2013-03-21T13:48:27Z | 2010-11

Ghana has developed a "New Approach to Public Sector Reform", which seeks to focus reforms on results, particularly the delivery of the Government's main priorities for (i) job creation and (ii) food production, distribution and processing. The impetus for the reform is being led from the center of Government, by the Presidency and through the strengthening of collective cabinet level coordination, while recognizing that implementation will continue to be the responsibility of the line Ministries that typically already have well articulated sector strategies. These sector strategies are largely consistent with two main priorities and are supported by Ghana's main international partners. The New Approach emphasizes the need for greater coordination of the Government's activities, combined with mechanisms to encourage greater performance and accountability amongst senior managers, combined with innovative partnerships with the private sector that could help to ease the binding financial constraints. This report summarizes the results of a four-day fact finding mission conducted 4-8 October 2010. The Report is divided into four parts as follows: Part A - Short term opportunities: The report welcomes the focus on delivering specific change in job creation and food production, distribution and processing. The Government should consider further developing its Delivery Model, as partly implied under the 'New Approach,' by creating a delivery unit in the President's Policy Unit to help promote coordination at the center of Government and to remove bottlenecks to critical reforms.The Report also suggests ways that Ghana might tackle some specific challenges in strengthening the role of the Presidency in promoting delivery. Part B - Identifying and monitoring the delivery chains for food production and job creation and Illustrating the delivery chain for food production as well as Illustrating the delivery chain for PPPs, a key component of job creation. Part C - Implications of the adoption of the Single Pay Spine, the report notes that the single pay spine model adopted in Ghana is somewhat different to those implemented in other countries in terms of design and sequencing - and urges that consideration is given to a delayed implementation while these challenges are resolved. The costs of implementing the Ghana Single Pay Spine are likely to be very significant.There are significant future refinements of the single pay spine arrangements which will likely be necessary - and some very urgent steps will need to be taken in the light of the fiscal situation and managing from the center of government, One part of the report identifies two key roles of the center of government (defined as the offices of the President and Vice President, and the Cabinet Office) - ensuring that government is "reliable" and overseeing reform. There are significant capacity gaps in undertaking these roles, requiring a more detailed technical review of staff and organizational structures. This is an urgent priority. If a high-level institution/mechanism - such as a delivery unit - is to be established at the Presidency level then it must be sufficiently robust to remain in place across political transitions to help drive reforms. It will be important to minimize the risks associated with such an approach, specifically, in terms of the duplication of units and roles and responsibilities, and the need for broader buy-in from key actors across Government. The broader public sector reforms that will likely be necessary include further work on improving inter- and intra-sectoral coordination, performance management, and using PPPs and more to achieve efficiency savings in the light of the fiscal consequences of the Single Pay Spine.

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