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November 2008
Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
GHANA STATISTICAL SERVICE5 YEAR CORPORATE PLAN
2009 - 2013
G AH NA
AL SCI ET RSI VT ICA ETS
Leader in the Production of Official Statistics
i
TABLE OF CONTENTS PageLIST OF ACRONYMS iiiFOREWORD vPREFACE viEXECUTIVE SUMMARY vii
CHAPTER
1. INTRODUCTION 11.1 Background to the Corporate Plan 11.2 Ghana Statistics Development Plan: Preparation Process and 2 Objectives (2006-2008)1.3 The Five-Year Corporate Plan Preparation Process 3
2. REVIEW OF RECENT PERFORMANCE 42.1 History of Ghana Statistical Service 42.2 Statutory Functions 42.3 Role of GSS within the National Statistical System 52.4 Organisational Structure of GSS 52.5 Recent Performance of the Ghana Statistical Service 8
3. ENVIRONMENTAL ANALYSIS 123.1 Politico-Administrative Factors 123.2 Socio-Economic and Demographic Factors 133.3 Technological Factors 143.4 Legal Factors 143.5 Institutional Arrangements 153.6 Organisational Structure and Conditions of Service 163.7 Operating Systems 183.8 Financing 183.9 Summary of GSS Strengths, Weaknesses, Opportunities and Threats 18
4. STRATEGIC FRAMEWORK AND FOCUS FOR THE NEXT FIVE YEARS 204.1 Organisational Vision and Mission, and Core Values 204.2 Corporate Plan Goal and Key Result Areas 214.3 Strategic Objectives, Outputs, and the Logical Framework 21
5. ANNUALISED ACTION PLAN FOR PLAN IMPLEMENTATION 38
6. IMPLEMENTATION, MONITORING AND EVALUATION PLAN 50
7. CORPORATE PLAN BUDGET AND PLAN FOR FINANCING 52
Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
Figure 1: Ghana Statistical Service Organisational Chart 7
Annexes
1. Logical Framework 562. Administrative Statistics Expected from MDAs 63
Tables
1. Routine Censuses & Surveys Programmed by the Ghana Statistical Service 8 2. Special Survey Projects Requested by GOG and Development Partners 9 3. Ghana Statistical Service Publications Using Administrative Data 10 4. GSS Staff Strength According to Fields of Study, 2008 17 5. Ghana Statistical Services Strengths, Weaknesses, Opportunities, and Threats 19 6. Description of Census and Survey Projects Programmed in the Next 5 Years, 2009 - 2013 25 7. GSS Programme of Census and Surveys, 2009 - 2013 28 8. Training Needs of Ghana Statistical Service Staff, 2008 36 9. Annualised Action Plan, 2009 - 2013 3910. Corporate Plan Budget, 2009 - 2013: Summary 5311. Annualised, three-year and five-year unadjusted costs of activities 55
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LIST OF ACRONOYMS
ADP Accelerated Data Programme AGI Association of Ghanaian IndustriesAPRM African Peer Review MechanismAU African UnionCBS Central Bureau of StatisticsCERSGIS Centre for Remote Sensing and Geographic Information SystemCPI CSO CWIQ Core Welfare Indicators QuestionnaireDANIDA Danish International Development AgencyDHS Demographic and Health SurveyDFID Department for International Development DGS Deputy Government StatisticianDTS Distributive Trade Survey ECOWAS Economic Community of West African StatesEA Enumeration AreaEU European UnionFAGE Federation of Association of Ghanaian ExportersGDDS General Data Dissemination SystemGTZ German Technical Cooperation Agency GEPC Ghana Export Promotion CouncilGHS Ghana Health ServiceGID GhanaInfo DatabaseGIMPA Ghana Institute of Management and Public Administration GLSS Ghana Living Standards SurveyGPRS Ghana Poverty Reduction StrategyGSDP Ghana Statistical Development PlanGSS Ghana Statistical ServiceGoG Government of GhanaGS Government StatisticianHIES Household Income and Expenditure SurveyICT Information and Communication TechnologyIBES Integrated Business and Establishment Survey ICP International Comparisons ProgrammeILO International Labour OrganisationLFS Labour Force Survey MAPS Marrakech Action Plan for Statistics MDAs Ministries, Departments and AgenciesMDGs Millennium Development GoalsMLGRD Ministry of Local Government and Rural DevelopmentMMYE Ministry of Manpower, Youth and EmploymentMoC Ministry of Communication MoESS Ministry of Education, Science and Sports MoF Ministry of FisheriesMoFA Ministry of Food and AgricultureMoFEP Ministry of Finance and Economic PlanningMoH Ministry of HealthMoI Ministry of InformationMoLFM Ministry of Lands, Forestry and Mines
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MoTIPSD & PSI Ministry of Trade, Industry, Private Sector Development & President's Special Initiative MoT Ministry of TransportMoWAC Ministry of Women and Children AffairsMICS Multiple Indicators Cluster SurveyNACPUS National Advisory Committee of Producers and Users of Statistics NDPC National Development Planning CommissionNMC National Media CommissionNPC National Population CouncilNEPAD New Partnership for Africa Development NGO Non-Governmental OrganisationNCCE National Commission on Civic EducationNPC National Population CouncilNSDS National Strategy for Development of StatisticsNSS National Statistical SystemNMIMR Noguchi Memorial Institute for Medical ResearchOAU Organisation of African Unity OGS Office of Government StatisticianPHC Population and Housing CensusPNDCL Provisional National Defence Council LawPPI Producer Price IndexSSL SSWGTSASTIDSUNDPUNFAOUNFPAUNIDO USAID
Statistical Sectoral Working GroupTourism Satellite Accounts Survey Transport Indicators Database Survey
Statistical Service Law
United Nations Development ProgrammeUnited Nations Food and Agricultural OrganisationUnited Nations Population FundUnited Nations Industrial Development OrganisationUnited States Agency for International Development
Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
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Leader in the Production of Official Statistics
FOREWORDNational statistical organizations all over the world are undergoing reviews that seek to change not only the way their institutions are organised, but also the way they operate. This two-prong approach to statistical reform is critical to meet the changing environment for the production of statistics and diverse data requirements. In Ghana, as in many countries, in Africa and elsewhere, the demand for statistics has systematically increased. value of statistics
need for governments to devote more resources to strengthen the foundations for transparency and accountability essential ingredients for good governance.
The Ghana Statistical Service (GSS), on its part has developed this five-year Corporate Plan, setting out specific actions aimed at achieving its mandate as a coordinating agency in the production of and central repository for policy-relevant statistics. The Plan derives from four years of institutional reviews and reforms that have incrementally shaped the institution's image in both government and public spheres. It is focused on engendering a viable organizational framework and evolving operational systems and procedures that will maximize efficiencies and enhance capacities for creating, as well as productively exploiting synergies within the national statistical system.
This Corporate Plan is being released even as GSS celebrates 60 years of its existence. Having evolved from its original setup as the Office of the Government Statistician (created in 1948), to the Central Bureau of Statistics, a department of the Ministry of Finance and Economic Planning (1961), and currently to a public service, under the Office of the President, the Ghana Statistical Service is not inhibited by change. On the contrary, change is highly welcomed as a real opportunity for growth and expansion, and for demonstrating its relevance. Underlying the current organizational shift is the commitment to institutional reform, in line with the Government's public sector reform initiative.
As its Corporate Plan was being developed, GSS was also spearheading the preparation of a system-wide strategy Ghana Statistics Development Plan (GSDP), which aims to address a significant component of the statistics production, administrative records as a major data source. GSS needs its Corporate Plan to position itself in readiness for the two key challenges: to effectively direct these system-wide statistical reforms and coordinate efforts by linking up all producers of official statistics. The two plans are therefore truly complementary and mutually reinforcing, with a view to revamping the entire statistical system.
For the successful implementation of both plans, that is the GSDP and the GSS Corporate Plan, the Statistical Service will need the support and collaboration of its stakeholders, producers and users of statistics alike, in addition to providers of data and development partners. We call on all stakeholders to support these efforts and contribute their quota, according to their specific mandate and capabilities, for a successful five year programme.
This emphasises the ; It also reaffirms the
;
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
PREFACEThe universal adherence to the principle of “evidence-based decision making process” has generated increased demand for statistical information and compelled official statistics agencies to build their capacities to produce timely, credible and relevant indicators to meet the growing demand. The GSS has met this challenge, by continuing to bring relevant information to the public and nurturing a culture of evidence-based decision making. At all time, we endeavour to adequately equip users with the relevant information which addresses the challenges and opportunities that exist, not only in Ghana, but in an increasingly global society. We believe that this organisation has risen to the challenge by playing a key role in the preparation of the Ghana Statistics Development Plan (GSDP). Furthermore, the organisation has embarked on a Corporate Planning exercise that will define its strategic role in the implementation of this national strategy, as well as the resources required to effectively play this role.
Preparation of the Corporate Plan benefitted from inputs from the GSDP and the international consultants.
A consolidation process took place during the period May through June 2008, during which the implementation plan and the associated budget were discussed. This part of the planning was facilitated by a local consultant and involved approximately 25 officers and staff of GSS. Subsequently, a two day-workshop was held to rationalise the goals, strategic objectives and, outputs of the Corporate Plan, as well as develop the implementation plan. Inputs from the participants and key personnel from GSS formed the basis for the preparation of the budget for the implementation of the Corporate Plan.
Throughout the process, consultancy services were provided by international consultants, mainly under the sponsorship of The World Bank and the Department for International Development (DFID).
In many of the developing countries, the implementation of programmes by public service agencies has not been made easy due to external factors such as government priorities competing with limited financial resources and demands engendered by dynamic changes in the politico-administrative and socio-economic set up. Furthermore, while rapid advances in technological developments present new opportunities, it also comes with its own constraints. Unfortunately, GSS is unable to take full advantage of these opportunities, because the organisation has not been able to build its technical and human capacity, in line with global trends. The next sections establish the impact of environmental factors on GSS operations and present areas for development.
The analyses of the external and internal environment of the GSS that clearly define the strengths, weaknesses, opportunities and threats faced by the organisation have guided the formulation of a strategic framework that highlights the interventions that need to be instituted. These interventions are planned in an effort to attain identified strategic objectives or positive changes required in order to achieve its overall goal targeted over the next 5 years.
This goal is made, taking into account the organisational vision, mission and core values observed by the pool of human resource that move the organisation.
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EXECUTIVE SUMMARY
In the midst of global efforts to accelerate movement towards the goals of economic development and poverty reduction, especially in low income countries, comes the recognition that quality statistical information is crucial to the monitoring and assessment of progress. Ghana started the implementation of its poverty reduction strategy in 2001 and now, into the second phase of implementation, it is clear that the need for relevant, accurate and timely dissemination of statistics for monitoring and evaluating achievements becomes more urgent.
Along with the Ghana Poverty Reduction Strategy (GPRS), dynamic developments in other sectors of the local socio-economic environment require more sophisticated statistical information. The Ghana Statistical Service (GSS), mandated to coordinate the National Statistics System (NSS), is thus compelled to consolidate its position and come up with a strategic plan to address the challenges of the times. The preparation of a Five Year Corporate Plan was initiated when Ghana became a party to the Marrakech Action Plan for Statistics (MAPS) that set a target for all low-income countries to design a National Strategy for the Development of Statistics (NSDS) by 2006 and start the implementation process by 2007. The main objective is to produce locally, the high quality statistical data required for the next major review (to be conducted in 2010) of the country's progress towards the achievement of the Millennium Development Goals (MDGs).
The preparation of the GSS Corporate Plan began during the last phase of the Ghana Statistics Development Plan (GSDP), when the strategic thrusts of the national plan had been clearly defined. Being the primary stakeholder in the NSS, the GSS management and personnel have committed themselves to chart an organisational direction that will effectively respond to the needs of the GSDP.
The corporate planning process has been a participatory one, engaging GSS management and senior staff to bring in, not only their specialist views, but their wealth of experience in charting the direction of the organisation. The planning process also benefited from the wider consultative processes of the GSDP, which involved staff of the statistics units of key ministries, departments and agencies (MDAs), as well as inputs from international consultants.
Just like many other developing countries, GSS continues to be challenged by a range of environmental and external factors that influence the extent to which its statutory obligations are met. GSS, being but one of the government's sub-vented public agencies, has to face the challenge derived from having to compete with many other government priorities for the limited financial resources. Dynamic changes in the local politico-administrative set-up and the trends in socio-economic development not only put pressure on the organisation to produce relevant and timely statistics, but also compel it to provide capacity building assistance to other stakeholders to enable them to effectively perform their assigned duties within the NSS arrangement. Furthermore, rapid advances in technological developments present new opportunities, as well as constraints. Unfortunately, GSS has thus far been unable to take full advantage of these opportunities because the organisation has been unable to build its technical and human capacity, in line with global trends.
The acknowledgment of strengths and weaknesses of the GSS, and identification of the existing and potential opportunities and threats, guided the formulation of the strategic framework and the corresponding strategic objectives or positive changes required for the realisation of the goal within the next 5 years.
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Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
VISION
GSS will be the country's leader in the production of official statistics, providing stakeholders with high quality statistical data.
MISSION
The GSS is committed to effectively and efficiently collect, compile, evaluate and disseminate quality statistical data, consistent with internationally accepted methodology and standards. The relevant statistical data will be promptly made available to the broad spectrum of public and private stakeholders, for the purposes of good governance and informed decision-making on critical social developments, as well as economic growth initiatives.
GSS will provide strategic leadership and coordination in the development and use of statistics within the National Statistics System. CORE VALUES
Our core values are essential to achieving high performance levels and as a result, we are striving to create an organisation that will foster:
? Professionalism? Integrity ? Accountability? Relevance
CORPORATE PLAN GOAL
Within five years, the GSS will have the human resource and institutional capacities necessary to provide timely and reliable statistical data for the planning, monitoring and subsequent evaluation of national development. The GSS will also be able to effectively and efficiently coordinate the National Statistical System.
STRATEGIC OBJECTIVES
The Corporate Plan goal will be attained through the successful implementation of outputs and activities derived from nine specific strategic objectives or change situations, namely:
1 Consolidated Statistical Infrastructure
Objective Change:
A solid and sound Master Sampling Frame for statistical inquiries must be updated, using a manual of standardised statistical definitions and concepts.
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Outputs:
(a) Updated Master Sampling Frame for household surveys established(b) Geographical Information System strengthened (c) Statistical concepts and definitions standardised and documented
2 Diversified and Well-Disseminated GSS Products and Services
Objective Change:
GSS is able to generate and disseminate diversified products and services, responding to the needs of the planning, monitoring and evaluation of national development programmes.
Outputs:
(a) Improved accuracy and regularity in the publication of economic indicators (b) Systematised collection of baseline data for programme targeting and policy
interventions(c) Administrative data compiled and published(d) Statistics for development regularly disseminated
3 Scaled-up Statistical Literacy
Objective Change:
A larger section of the Ghanaian society has acquired the knowledge, appreciation and understanding of the appropriate use of statistical data, applying them to their respective fields and industries, in order to enhance productivity.
Outputs:
(a) Awareness campaign and training programme, targeting broad constituents of users, designed and implemented
(b) Capacity of media practitioners for statistics reporting strengthened
4 Enhanced Collaboration and Statistical Networking
Objective Change:
GSS is able to manage the collaboration and partnerships among the key agents of statistical development within the country, providing assistance to MDAs, local government units and functional networks of statistics providers and users.
Outputs:
(a) Functionality and significance of statistical networks such as NACPUS and SSWGs promoted
(b) Capacity of District Assemblies and statistical units of key MDAs strengthened to effectively manage statistics for planning and decision-making
(c) Technical Advisory Unit established within GSS to provide services on statistical processes
(d) GhanaInfo and System promoted at the Regional and district levels(e) Implementation of ADP sustained
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5 Improved Information and Communication Technology (ICT)
Objective Change:
GSS utilises ICT effectively to enhance the productivity of the national statistical system.
Outputs:
(a) ICT governance, infrastructure, systems, processes and management systems established
(b) Capacity of staff on ICT utilisation and management strengthened (c) ICT Maintenance Fund established
6 Reinforced Legal Framework
Objective Change:
The Enabling Law governing the Statistical Service is revised to empower GSS as the central statistical agency to effectively and efficiently coordinate the NSS.
Output:
The enabling law governing the Statistical Service reviewed and revised
7 Rationalised Organisational Structure and Management Systems
Objective Change:
An organisational structure that addresses key issues, such as effective communication, accountability and human capacity building, particularly the recruitment and retention of qualified and motivated staff, is put in place. The organisational structure should be flexible and reviewed periodically to ensure relevance to the strategic goals and objectives and shifting priorities.
Outputs:
(a) Organisational structure re-oriented (b) Management Information System (MIS), Staff Establishment, Scheme of Service, and
comprehensive staff performance management system established(c) Staff development and training programme implemented
8 Upgraded Physical Infrastructure
Objective Change:
GSS and collaborating statistical units have adequate physical infrastructure and equipment that enhances the productivity of staff.
Outputs:
(a) Necessary furnishings provided to current offices at national, regional and district levels
(b) Statistical Units in 170 Districts refurbished/established(c) Strategy for construction of New GSS Head Office developed
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9 Strengthened Resource Mobilisation
Objective Change:
GSS diversifies sources of funding and technical assistance, establishing partnerships within the public and private sectors, as well as providing enhanced capacity to generate funds within the organisation from products and services.
Outputs:
(a) Effective resource mobilisation programme implemented (b) Functional financial management systems established (c) Policy on internally generated funding reviewed
Based on our initial estimate, GSS will require a total investment of approximately US$ 99,727,389 to successfully implement the Corporate Plan over the next five years. Of this amount, the Government of Ghana's contribution is estimated to US$ 52,166,501. The management and Board of Directors of GSS will explore alternative ways of financing the Corporate Plan, including lobbying government to increase budget allocation to GSS for censuses and surveys, the mobilisation of
partner stakeholders within the NSS, private businesses and, local and international civil society organisations. While we intend to maintain good partnership relationships with the Government of
Ghana and traditional, as well as non-traditional development partners, we will strive to overhaul and strengthen our ability to internally generate funds to support GSS activities and sustain capabilities to be developed in IT applications.
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INTRODUCTION
1.1 Background to the Corporate Plan
Previous attempts to develop a comprehensive statistics programme in the country were not successfully completed because the initiatives were not well coordinated among the key stakeholders. The scope of these initiatives were sector focused and oriented towards the immediate needs of the institutions concerned. These earlier attempts to develop statistics were also targeted specifically to address immediate problems identified by key institutions, such as Ghana Statistical Service and the statistical units of a few ministries, notably, the Ministry of Health, Ministry of Food and Agriculture (MoFA), Ministry of Education, Science and Sports and the Ministry of Trade and Industry (MoTI).
The interventions were typically directed more towards the provision of statistical infrastructure, introduction of improved statistical methods and more importantly, training of the professional statisticians, without the necessary attention to sustained improvement in the production of statistics. Another orientation was to boost statistical development through the formation of the National Advisory Committee of Producers and Users of Statistics (NACPUS), which started in the late 1980s. The main objective of NACPUS is to provide, among others, a platform to ensure coordinated identification of statistics requirements, harmonise standards in the production of statistics and, encourage users of statistics to contribute to the high cost of producing statistics. NACPUS has however failed to take root and has therefore been unable to achieve its mandated objectives.
At the continent level, there have been several initiatives to reinforce national efforts, through awareness creation, such as the annual celebration of Africa Statistics Day, on November 18 of each year, instituted by the United Nations Economic Commission for Africa (UNECA). While the commemoration of this day has indeed helped raised the profile of statistics, the capacity deficits in GSS and other data producing institutions has persisted, and rendered the statistical system largely unresponsive to the changing needs of users. Moreover, the celebrations have been confined mainly to Accra, leaving untouched a large constituency of stakeholders whose appreciation and awareness of the value of statistics remain low.
Concomitantly, the calls on governments to develop statistics to monitor the achievements of the Millennium Development Goals (MDGs), and the requirements for monitoring the implementation, and evaluating the achievements of the Ghana Poverty Reduction Strategy (GPRS), have placed substantial demands on the limited resources of those institutions responsible for producing official statistical data in the country. The first phase of the GPRS (GPRS I) was completed in 2005, and as the second phase, which began in 2006, draws to a close in 2009, the National Development Planning Commission (NDPC) is leading the process of preparing a long-term development plan, that aims to raise the living standards of Ghanaians to a level consistent with that of a middle-income economy by the year 2015. Government's commitments to other international initiatives, such as the New Partnership for Africa Development (NEPAD) and the African Peer Review Mechanism (APRM), have further deepened the urgency of the statistical development agenda; and there are other national and sectoral programmes whose success depends, in part, on the availability of statistics for planning, monitoring and evaluation, such as priority interventions in areas such as HIV-AIDS, unemployment, limited access to education and health, and limited resources for enterprise development, among others.
Chapter 1
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The distinct likelihood that the demand for statistics will continue to increase, and pressures on national statistical system bound to rise, there is the need for a more comprehensive and coordinated set of interventions than have hitherto been ventured. In this regard, a strategic plan for system-wide development of statistics has been developed, and this Corporate Plan is consequently being developed by GSS to spur on the institutional reforms that were initiated a few years back. The Corporate Plan focuses specifically on GSS, the coordinating institution in the national statistical system, and as the institution that is responsible for executing the system-wide plan.
1.2 Ghana Statistics Development Plan: Preparation Process and Objectives
The preparation of the system-wide plan for statistics in the country, i.e., the Ghana Statistics Development Plan (GSDP), has been a multi-sectoral effort led by the GSS. The institutions involved in the preparation of this strategic plan for the first phase of statistical development in Ghana include the following Ministries and Departments:
? Ministry of Communication (MoC)? Ministry of Education, Science and Sports (MoESS)? Ministry of Food and Agriculture (MoFA)? Ministry of Health (MoH);? Births and Deaths Registry under the Ministry of Local Government, Environment and
Rural Development (MLGERD) ? Ministry of Lands, Forestry and Mines (MoLFM);? Ministry of Manpower, Youth and Employment (MMYE);? Ministry of Trade, Industry, Private Sector Development and President's Special
Initiatives (MoTI, PSD and PSI);? Ministry of Women's and Children's Affairs (MoWAC).? Ministry of Finance and Economic Planning (MoFEP); and? National Development Planning Commission (NDPC)
Beside these identified institutions, various sector representatives participated in a series of workshops that aimed at, among others:
(a) Informing stakeholders about the planning exercise, discussing their respective roles and soliciting their inputs;
(b) Sharing of methodologies and international experience in the development of a national strategic plan; and
(c) Agreeing on a uniform approach for preparation of sector plans.
During the workshops, teams were formed within and among the participating institutions with the objective of preparing strategic plans for their respective sectors. The sector strategic plans were prepared as independent documents, which formed the basis of the preparation of the GSDP.
Sensitisation workshops were also conducted before and after the GSDP preparation, with participants drawn from a wide range of sector ministries including the Office of the President, the Ministry of Finance and Economic Planning, the Bank of Ghana, and other member institutions of NACPUS.
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
The key objectives of the GSDP are the following:
? Ensure orderly and sustained development of statistics in the country;? Ensure that the National Statistical System (NSS) is well placed to produce the statistics
required to monitor and evaluate the goals and outcomes of development programmes and projects;
? Ensure that the NSS is able to attract and retain professional statisticians and obtain adequate funding for statistical activities;
? Advocate for proper recognition of statistics in planning and decision-making; and? Provide adequate support for the production and dissemination of statistical data.
1.3 The GSS Five-Year Corporate Plan Preparation Process
The Five-Year Corporate Plan sets out the strategic framework and the expected outcomes during the period 2009 through 2013. It also addresses the funding requirements of GSS during this period. Basically, the Corporate Plan is a guide on how GSS intends to meet its statutory obligations and other targets.
The preparation of the Corporate Plan began during the last phase of the GSDP planning, when the strategic thrusts of the system-wide plan were clearly defined. Being a key stakeholder in the NSS, the GSS management and personnel remain committed to ensuring that the GSS is better organised and able to effectively respond to the needs of the GSDP.
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REVIEW OF RECENT PERFORMANCE
2.1 History of Ghana Statistical Service
Efforts to institutionalise the collection and dissemination of statistical information began in 1891, when the first population census in the country, then called the Gold Coast, was conducted. Several decades hence, in 1948, after the end of World War II, the Office of the Government Statistician was established. The functions of the Office continued to evolve and, in 1961, the Office of the Government Statistician was expanded and renamed as the Central Bureau of Statistics (CBS).
In 1985, the Provisional National Defence Council passed the Statistical Service Law 135, which established the Ghana Statistical Service as part of the Ghana Public Service.
2.2 Statutory Functions
Under the Statistics Service Law 1985 (Law 135), GSS is an autonomous body with a Board of Directors who report directly to the Office of the President.
The role of the Ghana Statistical Service is broadly defined as being responsible for the collection and analysis of statistical data.
The core functions of GSS remain almost identical to that of its predecessor, the CBS (section 9 of the Act). These core functions are:
? Advise Government and all stakeholders on all matters relating to statistical information;? Collect, compile, analyse, abstract and publish statistical information;? Conduct statistical surveys, including the population census in Ghana; and? Organise a coordinated scheme of economic and social statistics in Ghana.
In the course of performing its core functions, the following conditions, which existed prior to the establishment of GSS, are still in force:
? Legal powers for the collection of information for statistical purposes;? Penalty application to any one (individual / institution) refusing to cooperate with GSS in
the performance of its functions;? Limitation on the GSS to disclose unauthorised statistical information; and? Some statistical works, which continue to be carried out within other MDAs, will continue
to be managed by the GSS, as coordinating authority.
Landmarks of Statistics Development in Ghana
1891 - The first population census organised 1948 - Office of the Government Statistician (OGS) established as a service agency under the Ministry of Finance 1961 - Office of the Government Statistician expanded and renamed Central Bureau of Statistics under the Ministry of Finance (Statistics Act, 1961 Act 37); 1985 - The Ghana Statistical Service (GSS) was set up as part of the public services of Ghana (PNDC Law 135) replacing the Central Bureau of Statistics.
Chapter 2
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The GSS has been consistent in performing its functions as required by law, and over the years, it has demonstrated its ability to provide a wide range of official statistics that serve the needs of individuals, organisations, development partners and the government.
2.3 Role of Ghana Statistical Service within the National Statistical System
Unlike in some countries where the National Statistical System (NSS) is defined by a legal framework and institutional arrangements for the collection, compilation, dissemination and use of official statistics, the NSS in Ghana is not explicitly mentioned as an institution in any legislative document but merely implied. In the legislative instruments that established and gave legal backing to the successive central statistical agencies in the country to produce official statistics the central statistical agency, i.e., the Central Bureau of Statistics (CBS) and subsequently GSS is not only given the mandate for the production and dissemination of official statistics in Ghana, but is also required to coordinate and collaborate with MDAs and other organisations that produce official statistic. Hence, the NSS in Ghana includes all MDAs responsible for gathering statistical data through surveys or administrative action as well as suppliers of information, users and researchers.
The GSS is the key public agency responsible for producing official statistics in the country. It is also tasked to provide the coordinating mechanism within the NSS to ensure that data and resources can be shared between development sectors effectively and efficiently. The GSS and the MDAs, either independently or collaboratively, have been producing statistics and indicators in several broad areas. The MDAs produce statistical data mainly in the areas that are in line with their mandates; while the GSS, independently or in collaboration with MDAs, is required to produce statistical data in all the broad areas. The mandate of GSS also extends to dissemination of other critical statistics as defined under the Ghana Statistical Service Law of 1985. The outcome of the coordination is thus to ensure effective working relationships among the constituent stakeholders, namely the producers of statistics on the one hand, and the other, groups of users, suppliers and providers of statistics, as well as the research and training institutions.
Coordinating the NSS within the current arrangement has presented practical difficulties for GSS. The statistical data that is independently produced, either by the GSS or the MDA’s are packaged and released independently, resulting in duplications, and often inconsistencies, in some of the data. The GSS takes particular exception to these problems, as coordinator of the NSS.
Finally, the effective and efficient operation of the NSS will not be achieved if investments in human, technical and capital are not made as soon as possible by to support the operations of the system. The Corporate Plan, thus, seeks to address the particular needs of GSS for such investments to be effected.
2.4 Organisational Structure of the Ghana Statistical Service
The head of the GSS is the Government Statistician, with two deputies. The organisation is comprised of 11 Divisions, 35 Sections and 4 specialised units. In addition, the GSS has 10 regional offices headed by Regional Statisticians. Currently, GSS has offices in 94 districts, and there are plans to establish offices in the remaining districts over the next five years, in line with the Ghana Government's decentralisation process.
GSS
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The organisational structure of the GSS is described below.
Economic Statistics Division has three sections -- the National Accounts Statistics, Price Statistics, and Financial Statistics sections.
Industry and Trade Division has four sections -- Trade, Industrial, Agricultural and Transport and Communication Statistics sections.
Social Statistics Division has five sections, Culture and Tourism, Education, Crime and Judicial, Labour, and Health, Environment and Nutrition.
Demographic Statistics Division has two Sections and a specialised Unit -- Vital Statistics, Population Statistics and Population Projection and Estimates Unit.
Analytical Studies and Development Division is made up of three sections -- Economic and Social Analytical Studies, Welfare Measurement and Monitoring, and Statistical Standards, Methods and Sample Design sections.
Statistical Coordination and Capacity Building Division has two sections -- the Statistical Policy Planning and Coordination and Capacity Building and Regional Offices sections.
Information Technology Division has four sections -- the Data Processing, Data Systems and Application Development, Data Storage Archival and Retrieval, and Electronic Office Equipment and Maintenance sections.
Publicity and Dissemination Division has three sections -- Information and Public Relations, Library and Documentation, and Printing and Publications sections.
General Administration Division consists of three Sections -- Administration, Estate and Maintenance, and Transport sections. The Division provides support services to facilitate mainstream activities of the Service.
Finance and Property Division is a support division made up of two sections -- Stores and Accounts.
The Specialised Units are GhanaInfo, Project Monitoring, Audit, Procurement and Protocol. These Specialised Units are under the Office of the Government Statistician. Figure 1 shows the current GSS Organisational Chart.
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
STATISTICAL SERVICE
BOARD
GOVERNMENT STATISTICIAN
DEPUTY GOVERNMENT STATISTICIAN (OPERATION)
DEPUTY GOVERNMENT STATISTICIAN (CO -ORD., DEV. &
INFORMATION)
Economic Statistics Division
General AdminIs-tration. Division
Finance &
Property Division
Information Technology Division
Publicity & Dissemination
Division
Analytical Studies & Developm-
ent Div
Demographic
Statistics Division
Social Statistics Division
Industry & Trade
Statistics Division
Field Operation & G. I. S
DIvision
Accounts
Stores
G. S. OFFICE
1.
Internal Audit
2.
Protocol
3.
Procurement
4.
Projects Monitoring
Figure 1: Ghana Statistical Service Organisational Chart
Industrial Statistics
External Trade Statistics
Transport & Communic-ation Statistics
Agric. Statistics
Population
Vital
Statistics
Pop. Proj. & Estimates
Economic & Social AnalyticalStudies
-GhanaInfo
Welfare Measuremen and
t
Monitoring
Statistical Methods And Standards
Data Processing
Data Systems & Application Development
Equipment (Hardware) Maintenance
Data Storage, Archiving & Retrieval SECTION
Information & Public Relations,
Printing & Publications
Library And Documentati-on
Administratio(Board
n
Secretariat, )
Transport
Maintenance and Estate
Skills And Man-Power Development
Geographic Info. Sys
Geographic Planning & Field Operations
Master Sampling Frame
Drawing Office & Map Reproduction
Coord. & Capacity
Building
Division
Capacity Building & Regional Offices
Statistical Policy Planning & Coordination
National Accounts Statistics
Price Statistics
Financial Statistics
Labour Statistics
Education Statistics
Crime Statistics
Health, Nutrition and Environ-mental Statistics
Culture & Tourism Statistics
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2.5 Recent Performance of the Ghana Statistical Service
Production of statistical information by the GSS is guided by the schedule of routine censuses and surveys, including requests for surveys from international organisations and development partners who provide the funding for such surveys. However, there are numerous adhoc requests for statistical information. Table 1 presents the programmed surveys and censuses with information on their actual production.
Table 1. Censuses & Surveys Programmed by the Ghana Statistical Service
Source: GSS, Table Prepared for the Corporate Plan, 2008** The NIC is planned to be replaced by an annual Integrated Business and Establishment Survey
Census / Survey Target Cycle
(Years)
Years Conducted Agencies Involved
1. Consumer Price Index Survey
Monthly 1957 to date GSS
2. Population and Housing Census
10
1960, 1970, 1984, 2000 (first time with Housing Census)
GSS
3. Industrial (Sample) Census**
10
1962, 1987, 2003
GSS/MoTI
4. Agricultural (Sample) Census
10
1970, 1985
GSS/MoFA
5. Ghana Living Standards Survey
5
1987/88, 1988/89, 1991/92, 1998/99, 2005/06
GSS
6. Ghana Demographic and Health Survey
5
1988, 1993, 1998, 2003, 2008
GSS, MOH/NMIMR/NDPC
7. Core Welfare Indicators
Questionnaire Survey
5
1997, 2003
GSS
8. Situation Analysis Study of Health Delivery Services in Ghana
3
1993, 1996, 2003
GSS/MoH
9. Consumer Price Index
Monthly
10. Producer Price Survey
Monthly
2007 (Year Started)
GSS
11. Household Budget Survey
1974
GSS
12. Distributive Trade and Services Survey
2006
GSS/MoTI
13 Transport Indicators Database
Survey
2007
GSS, MoT
14. Multiple Indicators
Cluster Survey
2006
GSS/MOH/ GAC
15. Maternal Mortality Survey
2007
GSS/MOH
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
As indicated in Table 1, implementation of the target cycle for the majority of the surveys has not been met. For example, the first two surveys for the Ghana Living Standards (GLSS) were delayed by a year, the third survey was conducted at an interval of two years, the fourth after six years and, the fifth and latest survey was conducted seven years later.
The three types of censuses-population census, agriculture sample census and industrial census-- thathave been organised in the country have similarly had scheduling problems. The first population
census was held in the Gold Coast (pre-colonial Ghana) in 1891. Since then, nine population censuses have been carried out at 10-year intervals, except the sixth (1948), due to the Second
World War), the ninth (1984) instead of in 1980, and 2000, which was at 16 years interval. Over a period of 30 years two instead of three censuses were conducted. The agricultural sample census, also to be conducted at ten-year intervals, is to take place within one year of the population census. Hence, the agricultural sample census held in 1970 followed the population census in the same year, and the population census that was held in 1984 was followed by the 1985 agricultural census. However, no agricultural census has so far followed the 2000 Population and Housing census. The first industrial census took place in 1962 and the second was organised 25 years later, in 1987. The third and latest industrial census was organised in 2003, 16 years later.
A number of the surveys were initiated at the request of the Government and international organisations. These surveys, shown in Table 2, were done essentially to provide the basis for a more effective formulation and implementation of policies and to produce indicators required to monitor and evaluate the performance of developmental programmes and projects, such as those relating to living standards and poverty levels and, the progress made on the MDGs.
Table 2. Special Survey Projects Requested by GoG and Development Partners
Source: GSS, Table prepared for the Corporate Plan, 2008
The Statistical Service Law mandates the GSS to produce official statistics covering 25 broad areas, with data from administrative records of sector ministries, public departments and agencies, as well as records kept by private sector organisations. The GSS is also mandated to compile these administrative data and disseminate them as official statistics, either through printed or electronic copies.
Census /Survey Year of Survey Collaborating Agencies
Funding Source
1. Public Expenditure Tracking Survey
2007
GSS/MoFEP
World Bank/DFID/GoG
2. Financial Services Survey 2007 GSS World Bank
3. Job Tracking Survey 2006, 2007
GSS/MMYE/MoFEP
GoG
4. International Comparisons Programme (ICP)
2006-2007 GSS
AfDB/GoG
5. Ghana Education Impact Evaluation Survey
2003
GSS/MoESS
World Bank/GoG
6. Child Labour Survey
2001
GSS/MMYE
ILO / UNICEF / GoG
7. Migration Research Survey
1991
GSS
GoG
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The Service does not currently have publication that is released at regular intervals, with the most regular publications, the Quarterly Digest and the Economic Survey having been discontinued for some time, or only recently having been reintroduced (Table 3).. Table 3. Ghana Statistical Service Publications Using Administrative Data
Source: GSS, Table Prepared for the Corporate Plan, 2008
Other statistical publications (using both GSS outputs and administrative data) available to the public include:
(a) 2000 Population and Housing Census(b) Summary Report of Final Results(c) Special Report on 20 Largest-Localities(d) Special Report on Urban localities(e) Gazetteer Vols. I-V.(f) Socio-economic and Demographic Trends Analysis. Vol. I(g) Analysis of District Data and Implication for Planning (all regions)
Each Section in the operations component of the GSS produces reports based on surveys conducted. For example, the Labour Statistics Section produced the following three reports in 2006:
(a) Trends and Dynamics of the Ghanaian Labour Market: 1960 - 2000, Evidence from Censuses and Surveys
(b) Ghana: Advertised Job Vacancy Report for 2006.(c) Trends in Apprenticeship: Indicators from the Ghanaian labour market
The GSS has collaborated with other MDAs on special research projects and has contributed to those publications in a significant manner. For instance, the Labour Statistics Section of GSS provided a substantial contribution to the publication of the “Report of Task Force on Incentives for On the Job Training and Apprenticeship in the Informal Sector,” as well as the report on “Policy Initiative and Implementation Challenges;” published by the MoFEP in May 2006 and October 2006, respectively. Job statistics information was also provided for the preparation of the 2006 National Budget Statement.
Publication Target Cycle (Years)
Years Conducted
1. Quarterly Digest of Statistics
Every 3 Months Last Publication was in December 2000
2. Economic Survey
Yearly Publication stopped after 1982 and resumed in 2007
3. Ghana in Figures
Yearly Irregular (1987, 1992, 2006)
4. Women and Men in Ghana
Every two years 2006
6. Health, Nutrition, Environment Statistics Report
Every two years 2006
7. Tourism Market Trend in Ghana
2006
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The Education Statistics Section contributed to the publication of the “Statistical Digest of Polytechnics”. It provided statistical information to the National Council for Tertiary Education on public universities and the Institute of Professional Studies (IPS) for the 2005/2006 academic year; and to the MoESS, which was used to publish basic school statistics for the period 1999 through 2005.
Dissemination of official statistics has been through various channels, including publication, electronic media (CD-Rom), computer printout, radio broadcast, press conferences, and the print media. Specific modes used include sale of statistics publication, free basic information such as leaflets, fact sheets, press releases and general statistical data supply on the internet.
The GSS organises press conferences monthly to release the Consumer Price Indices (CPI) and the Producer Price Indices (PPI) to the general public. Monthly press conferences for the CPI and PPI started in June 2006 and March 2007, respectively. The series of CPI and PPI are also published in the monthly Newsletters for sale to the public.
Inherent in these modest accomplishments are apparent problems in statistics production, compilation, and dissemination and these problems have been highlighted in earlier assessments of the Service. In May 2006, an independent body, commissioned by the Board of the GSS, conducted a performance assessment. The study observed that the human resource capacity must be strengthened to enable the organisation to play its central, coordinating role in a national statistical system. In addition, the study suggested that efforts have to be made to assist the GSS to:
? Provide effective leadership and direction in statistical activities in the country, in particular supporting monitoring and evaluation components of developmental initiatives, such as the MDGs, GPRS and NEPAD;
?Harmonise and rationalise statistics production and dissemination in the country, including adopting standardised definitions and classifications;
?Operate efficiently and effectively in the provision of statistical services;?Be more client-oriented in its approach, including diversifying its services, and providing access
to timely, reliable and relevant statistics;?Establish a strong dissemination component to its data collection activities; ?Build strong and fruitful partnerships with stakeholder groups, such as donors, MDAs,
researchers, private sector, NGOs, etc. to expand the statistical base; and ?Develop the potential for generating funds internally to fund some of their activities.
This Corporate Plan is management's effort to address the multi-faceted constraints in a systematic manner and to give strategic direction to the production of official statistics in the country.
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
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ENVIRONMENTAL ANALYSIS
3.1 Politico-Administrative Factors
The decentralisation policy of the government, implemented in 1988, has placed the responsibility of development planning and management on the local government units or districts, which currently number 170. The District Assembly, the governing body of a district, thus, would require adequate statistical information for the planning, implementation, monitoring and evaluation of their development programmes.
The decentralisation system also requires that the local governments be accountable to the citizenry; it also provides citizens with the opportunity to participate in the development process of their own communities. Relevant and reliable statistical information will improve the transparency and accountability of decision-making at this lowest level of administration, thus, enabling the electorate to assess the success of government interventions and hold the government accountable for those interventions.
This paradigm shift has also compelled the GSS to realign its operations to make its services and products available at the lowest unit of planning. GSS is also expected to support these processes as follows:
(a) Provide disaggregated socio-economic data at the district and local levels;(b) Provide technical assistance in data collection at the district and local levels;(c) Coordinate the statistical and data collection activities at the district level;(d) Assist the district assemblies to analyse, store and disseminate data;(e) Facilitate the training of the district administrative and technical officers in data collection;(f ) Advise the district assemblies on matters relating to statistics and data;(g) Assist the district assemblies to set up data-centre based system like the GhanaInfo;(h) Use statistical information available to educate the people of the communities about
development issues in their respective districts; and(i) Assist the individual district assemblies to set up and manage their information and internet
system.
The expectation that the GSS will make district-specific socio-economic data available while at the same time facilitating the capacity-building of the district assemblies to manage their own statistical requirements, poses a big challenge because of the following constraints:
(a) There is a serious gap in the human resource requirements (i.e., trained personnel such as professional statisticians, economists, demographers, etc.) within the national statistical system. Filling these gaps at the district level is proving to be more difficult, considering that the motivational factors for employment are much more limited at these levels;
(b) Inadequate requisite equipment and technology, both at the national and district levels;(c) Inadequate district funding to sustain the level of statistics production and management
required for development planning; and(d) Limited appreciation of the significance of statistics to district development by district
politicians and administrators.
Currently, statistical units have been established in only 94 of the 170 districts in the country. These statistical units are generally established in districts with large industrial and commercial establishments, where the statistics function is managed by a District Statistician. District Statistical Units are the responsibility of Regional Offices of the GSS, which are present in all of the 10 administrative regions of the country. These offices are headed by Regional Statisticians.
Chapter 3
Leader in the Production of Official Statistics
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
3.2 Socio-Economic and Demographic Factors
The goal of doubling the size of the Ghanaian economy within the next decade, and bringing the per capita income of the average Ghanaian to that of middle income status by 2015, has engendered increased demand for statistical information and indicators. The medium term GPRS I and II, the MDGs, and other development agenda, require adequate statistical information and indicators to monitor their progress.
The issues specific to urban poverty and the need to assess the living conditions in urban slums, and recognising the obligation to redevelop these slum areas, have put pressure on the statistics generating institutions in providing the associated statistical requirements. These issues include:
? Provision of basic services and support to acquire and develop income generating skills;?Goal of halving the number of people living in abject poverty and who are suffering from
hunger; ?Reduce the number of malnourished children;?Reduce the number of children, especially girl children, who do not attend school;?Decrease the rates of child and maternal mortality; and?Reverse the spread of HIV/AIDS.
The result of the 2000 census indicates the expansion of the country's population, rising from 12.2 million in 1984 to 18.9 million in the year 2000; with an annual growth rate of 2.7 per cent. The dynamics of this expanding population and the sex and age composition, as well as the issues of urbanisation and growth of towns and cities, are of serious concern to government, policy makers and development practitioners. More than ever, statistical information and indicators are sought to aid in policy making, planning and implementation, and monitoring and evaluation.
In the past decade, Ghana has been one of the preferred countries for development partnership in the continent, largely due to the country's exemplary socio-economic performance and relative political stability. Consequently, many development partners have provided funds and technical assistance to the GSS to implement statutory census and surveys. Some aid agencies have also supported GSS with capacity building projects to boost its human and technical expertise. The development partners include The World Bank, DFID, USAID, EU, GTZ, DANIDA, Government of China, Government of Japan, Royal Netherlands Embassy, UNFPA, UNFAO, UNIDO, UNICEF, UNDP, UNESCO and ILO.
Benefits from the support received by GSS from its development partners have overall been limited, due to the following circumstances:
(a) Funding from partners tended to be “piecemeal;” that is, tackling specific component of the production of statistics or time-bound projects that do not support sustainability of overall GSS operations;
(b) Absence of coordination among development partners leading to inefficiencies; and Varying reporting requirements by partners that are not harmonised with the national reporting schedule.
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3.3 Technological Factors
Technological revolution in data and information management is one of the greatest opportunities for a central statistical agency, such as GSS, to deliver effective and efficient service in line with its mandate. The GoG has also prepared an ICT policy framework that can guide infrastructural and technical investments.
The GSS recognised the potential of ICT to support the organisation's mission, and as such, created an Information Technology (IT) division in 2000. Prior to that, there were two Sections within the then GSS structure, which were responsible for all ICT-related activities, namely Data Processing Section and Microcomputer Applications Section. Within the newly-created IT Division, the numbers of Sections were increased to four, namely Data Processing, Data Systems and Applications Development, Data Storage Archival and Retrieval, and Electronic and Office Equipment Maintenance.
An ICT Strategic Plan, drafted in early 2008, described the following needs of GSS:
(a) Sound telecommunications infrastructure (Intranet portal) to facilitate electronic communication, information sharing and collaboration between offices within the Service;
(b) ICT standards, state-of-the-art applications to assist all Sections in their core functions to increase productivity;
(c) ICT environment for collection, processing, compilation, publications and dissemination of relevant and timely official statistics; and
(d) ICT environment (Extranet portal) for information sharing with all Ministries, Departments and Agencies (MDAs), as well as development partners.
Development of an ICT Strategic Plan has been a major milestone for the GSS and a first step towards meeting the current challenges, including inadequate IT infrastructure and staff capability to utilise state-of-the-art data management techniques. It has also positioned itself well to handle future challenges.
3.4 Legal Factors
The Statistics Service Law of 1985 already provides for autonomous status for the GSS and covers the most essential aspects of its organisational existence and operations. However, there are some aspects of this Law that need updating or reviewing, with the goal of providing the GSS with a comprehensive legal framework that will enable it not only to fulfil its mandate, but also most critically, to better manage and technically support the National Statistical System (NSS).
A review of the Statistical Service Law would consider, among others, the following:
(a) Revising the functions of the Board to clearly differentiate them from those of the Government Statistician.
(b) Clearly defining the composition of the Board to ensure that the most vital statistical interests and required mix of qualifications are properly represented on the Board.
(c) Reflecting significant roles, such as the promotion of statistical standards, concepts and definitions, and the creation of statistical data banks, as additional functions of the GSS or as duties of the Government Statistician.
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(d) Reviewing and bringing up-to-date the First Schedule, that lists broad areas of statistics, to take account of present day realities.
(e) Outlining the powers of the Service in relation to its role as the central coordinating agency in the National Statistics System, carefully balancing between the level of authority the Service would need to efficiently run the coordinated system on the one hand, and the degree of autonomy for other departments and agencies to play their rightful role in the system, on the other hand.
(f) A critical assessment of how GSS can generate funds not just from “proceeds accruing from the sale of Statistical Service publications”, but more broadly from other forms of products and services, such as the provision of data on computer media and the design of samples and surveys, to keep pace with technological advancements.
3.5 Institutional Arrangements
The PNDC Law 135 of 1985 not only provided a mandate to the central statistical agency for the production and dissemination of official statistics in Ghana, but also tasked the GSS to coordinate and collaborate with MDAs and other organisations which, by the nature of their work, are required to produce official statistics. For instance:
? Section 9 (1) (d) mandates the GSS “to organise a coordinated scheme of economic and social statistics relating to Ghana.”
? Section 10 states that “Public services and other official or quasi-official organisations or any other organisation shall collaborate with the Government Statistician in the collection, compilation, analysis and publication of statistical records of or connected with those organisations.”
? Section 15 also recognises suppliers of raw data for official statistics production and, specified punitive measures if they failed to supply the needed raw data upon request.
Despite the legal provisions, collaboration has been plagued with cases of unsatisfactory data quality and delays in data dissemination. Aside from joint implementation of survey projects, the collaboration between GSS and the MDAs is mainly manifested in the submission of administrative data to GSS who processes and makes this routine data available in regular publications, such as the Quarterly Digest of Statistics (QDS). At times, the relevance of data collected from MDAs does not meet the requirements of the GSS, because the latter has not made adequate inputs in determining the types of information to be recorded by the MDAs. There is also no feedback from GSS to show how the administrative data have been used; what statistics have been produced from them; the mode of publication; and channels of dissemination. Consequently, some MDAs have stopped supplying administrative data to GSS. In some cases, administrative data are not made available until GSS persists in the collection. There are no binding agreements for the administrative data to be submitted to the GSS at specified times. The unsatisfactory collaboration environment has been further aggravated by constraints within the NSS as outlined below.
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Inadequate legal and policy framework
(a) There is no policy or legislation to provide a national framework for data management and development in the country;
(b) There are no guidelines for overall coordination under the current laws; and(c) The laws which set out the various MDAs were not harmonised, leading to duplication or
unclear delineation of responsibilities.
Inadequate institutional capacities for statistical development
(d) The data collection and statistical units of MDAs lack capacity, making it difficult for them to generate the needed statistics and indicators;
(e) Budget level and actual funds made available for data and statistical activities of MDAs are too low to support any meaningful statistical work; and,
(f) Many of the MDAs do not have access to more efficient ICT, including adequate computer units or internet access, which limits communication among the MDAs and with the GSS.
Unclear implementation mechanisms
(g) There are no comprehensive and harmonised guidelines for data collection, analysis and dissemination; and
(h) The organisational structure and the reporting lines of the MDAs vary, making coordination more complex and demanding.
Low recognition of the importance of statistics and lack of instruments to promote statistics as a profession
(i) There is low appreciation and knowledge of use of statistics for development among MDA leadership resulting in their low commitment to support statistical activities;
(j) The general public does not have the knowledge and skill to appreciate the relevance of statistics to their regular activities, thus, manifesting in low demand for reliable statistics;
(k) There is no professional association for statisticians in the country, where issues could be discussed and resolved; and
(l) There is no statistical ethics to guide the conduct of statisticians and researchers.
3.6 Organisational Structure and Conditions of Service
For the past five years, a series of organisational assessments have been conducted hinting at the need to update the structure of GSS and re-orient its approaches to management. These assessments include a stakeholder needs assessment in 2004, a DFID sponsored assessment in 2006, an assessment of salary structure by the Ghana Institute of Management and Public Administration (GIMPA), also in 2006, and a Statistical Audit in 2007. The assessment exercises were meant to address the challenges of managing available human resources and the limitations of the conditions of service.
The resulting recommendations for restructuring, expected to take effect in 2009, were based on guiding principles that include the following:
(a) Streamline the organisational structure to rationalise control functions over subject-matter responsibilities as contrasted to support services;
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
(b) Rationalise Divisions to reflect evolving responsibilities over the regional and district operations; and
© Rationalise Divisions and Sections to:
(i) Achieve greater efficiency(ii) Reflect the changing nature of statistical operations and the mode of data collection
and dissemination(iii) Differentiate clearly national, regional and district statistical responsibilities(iv) Reflect greater statistics-user orientation.
As of 2008, GSS staff strength is at 587, consisting of professional, technical, and other support service staff. Table 4 below shows that a significant number of the staff of GSS do not have the requisite qualifications to enable the organisation to effectively implement its mandated obligations.
Table 4: GSS Staff Strength According to Fields of Study, July 2008
Source: GSS, Administration *Others include: Drivers 48; Labourers 19; Watchmen/Security 35; Charwomen 27; Not defined - 1
Recently, a statistical audit of GSS was conducted which aimed at reviewing and identifying ways of increasing efficiency in work, and recommending the optimum number of permanent posts required in every Section within the organisation. As part of the internal administrative arrangements, staff can be assigned to any section, without the range of duties being defined, and without consideration of the optimum staffing needs for efficient operation of the Section.
The lack of adequate Job Descriptions for staff has led to the inability of management to conduct a regular performance review that can hold people accountable for their outputs, validate good performance and expose the deficiencies of poor performers.
GIMPA's salary review exercise recommended an appropriate salary structure for the GSS staff. However the recommendations are yet to be acted on.
Subject Area No. of Staff Subject Area No. of Staff Statistics 85 Administration 27 Economics 23 Accounting 35 Demography 23 Printing/City & Guilds 8 Mathematics 16 GCE ‘A’ Level 33 Geography 18 GCE ‘O’ Level 82 Physics 3 SSCE 16 Planning 3 RSA III 10 Agriculture 1 NACVET/NVT/MUT 6 Sociology 14 Stenography/Typist 22 Computer Science 11 MSLC 17 Psychology 3 Others* 130
Political Science 1 Subtotal 386 Subtotal 201 TOTAL 587
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Staff capacity building has not been treated as a pro-active policy in the organisation over the past years. The quality of staff has been affected by the lack of training opportunities, lack of access to modern work facilities, and absence of clear career advancement path (staff progression has been
essentially based on length of service, rather than merit). These conditions, coupled with an
unsatisfactory pay structure, have contributed to the loss of substantial numbers of qualified staff over the last ten years. The staff attrition rate has greatly affected the efficiency and performance of
the GSS staff.
3.7 Operating Systems
A well-defined organisational structure will have to be complemented by an operating system that allows the flow of work and information with minimum bottlenecks. Gaps in the administrative and financial systems have been acknowledged by GSS management and measures to address them have been instituted. Some of these gaps include:
(a) Absence of Operational Manual to guide systems of work;(b) Absence of a clear management information system; (c) Inadequate programme monitoring and evaluation system; and(d) Inadequate information and implementation of financial management system.
3.8 Financing
The GSS has been plagued with inadequate financial resources over the years and, as such, has been struggling to obtain funds to conduct routine surveys and researches. Although GSS is one of the sub-vented government agencies in the country, on a regular basis, the proposed yearly budget receives government approval for only slightly more than half of the requested amount. Even then, the reduced budget is not funded on time, thus further compromising some of the planned activities.
The budget related problems frustrate GSS management, since the institution's performance is assessed on the regular generation of statistical outputs, which requires significant funding. The budget crunch has compelled GSS to increasingly depend on foreign donor funding to be able to conduct statutory census and surveys. However, the levels of foreign donor funding are generally short-term and designated to only a few selected survey projects, thus, not adequate and comprehensive enough to fulfil obligatory statistical activities. This situation has resulted in serious operational problems for the organisation and data gaps in the NSS.
3.9 Summary of GSS Strengths, Weaknesses, Opportunities and Threats
The preceding environmental analysis can be summarised under Strengths, Weaknesses, Opportunities and Threats confronting the GSS as presented in Table 5, shown on the next page.
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Table 5: Ghana Statistical Services Strength, Weaknesses, Opportunities, and Threats
Source: GSS, Table prepared for the Corporate Plan, 2008
Strengths ? Organisational independence and autonomy as provided by Statistical Service Law 135 ? A Management team and leadership with clear vision and enthusiasm to work towards this vision with the
core dedicated and hard working staff ? Offices in all 10 regions and 94 key Municipal and District Assemblies
? Basic field Infrastructure including ICT equipment, office accommodation, etc.
? Technical skills in different areas of Statistics
? ICT Strategy Plan
? Sole authorship of enumeration area maps (EAs)
Weaknesses
? Inability to release timely data due to limited funding
? Inability to effectively coordinate producers of data, especially the MDAs
? Low level of statistical advocacy
? Inadequate ICT infrastructure
? Lack of dissemination and strategic publicity policy
? Absence of evaluation and monitoring strategies for the programmes
? Weak organisational culture leading to administrative and technical bottlenecks
? High staff attrition rate
? Unsatisfactory remuneration and conditions of service
? Absence of guiding ethics and principles of statistical activities
? Lack of human resources strategic development policy
? Dependence on piecemeal donor funding
Opportunities
? Increased local and international demand for data in supp ort of evidence-based decision and policy making process within Ghana’s development agenda
? Continuing cooperation and support from key data suppliers
? Ghana’s participation in the United Nations (UN) and other international statistical frameworks? Increasing international partnerships for statistical development with development partners, including those
within the UN system
? Goodwill with partners; Ghana being one of the pacesetters in Africa for good governance, in general, and statistical development in particular
? Universal advances in ICT for centralised database and improved data dissemination
? Training facilities within the country’s universities and research institutions
?
Collective Bargain Agreement for Workers that spells out the working conditi ons of workers
?
Government of Ghana ICT development policy and programmes
Threats
?
Poor awareness by policy makers and the general public about the importance of statistical data in national development
?
Inadequate funding by Government and untimely release of funds for approved budget
?
Lack of guidelines and principles in data production and distribution in the country
?
Lack of harmonisation and standardisation of statistical methodologies among data producing agencies, at times, leading to inconsistencies and redundancies in data produced in the country
?
Lack of commitment to collaboration among users and producers of data
?
New global initiatives and goals/targets imposed on countries, requiring extra data collection and more finances to be mobilised from the country, despite the pre -determined GoG budget ceiling
?
Uncoordinated donors and development partners
?
Varying reporting requirements by donors that are not harmonised with the national reporting schedule
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STRATEGIC FRAMEWORK AND FOCUS FOR THE NEXT 5 YEARS
4.1 Organisational Vision, Mission and Core Values
VISION
GSS will be the country's leader in the production of official statistical data, providing stakeholders with high quality statistical data
MISSION
The GSS is committed to effectively and efficiently collecting and compiling quality data that are consistent with internationally accepted methodology and standards. The relevant statistical data will be made available promptly to the broad spectrum of stakeholders, public and private, nationally and internationally, for engendering good governance, informing decision-making and public debate on critical social development, as well as growth initiatives, and monitoring and evaluating progress in all spheres of life.
GSS will provide strategic leadership and coordination in the development and use of statistics within the national statistical system.
CORE VALUES
In the implementation of its Mission, the GSS observes the following basic philosophy and core values:
Professionalism: GSS is committed to the pursuit of excellence and the highest professional standards in all aspects of statistics management. It maintains a pool of knowledgeable and highly competent experts whose continued professional and personal development are ensured through challenging operational assignments, training, opportunities, and reward of creativity and initiative. The organisation leverages collective talents through teams and partnerships, with effective cooperation and communication, thereby stimulating leadership capabilities.
Integrity: GSS conducts business in an open, candid and ethical manner. It ensures that data collection, analyses and interpretations are independent and objective. Publications based on surveys and censuses are made regularly, based on publicly-disseminated dates for release. Early access to GSS statistics is strictly controlled under publicly known arrangements. Staff members are trained to be honest about mistakes and take prompt action to correct them.
Relevance: GSS works towards meeting Ghana's information needs. It collaborates with various stakeholders to identify and address the most important data needs to inform policy and research. GSS Work Planning is done to respond effectively to the evolving statistical requirements of a dynamic, growing society. GSS constantly strives for harmonisation and standardisation. It adheres to updated scientific statistical standards on principles, sources, methods and procedures. Support is given to intermediaries to expand the coverage of data dissemination.
Accountability: GSS is acutely conscious of its responsibility to all stakeholders, and resources are used most effectively and benefits maximised. Methodologies and approaches adopted by the GSS are open to scrutiny. GSS respects the contribution made by data providers to help us achieve the GSS mission. The organisation safeguards the welfare of the data provider by maintaining the confidentiality of information provided and minimising their burden through appropriate methodologies. It is responsive to all its clients ensuring that statistical data are available to all in convenient formats, user-friendly, that is, easily understood, and users are able to apply them to promote productivity. The GSS strives for accurate and widespread media coverage, and discussion of information.
Chapter 4
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4.2 Corporate Plan Goal and Key Result Areas
Goal: In five years time, the GSS will have the human resource and institutional capacity to provide timely and reliable data for planning, monitoring and evaluation of national development, as well as the ability to effectively and efficiently coordinate the national statistical system (NSS).
Attainment of the corporate goal requires positive development in nine key result areas:
1. Statistical Infrastructure2. Statistical Products and Services3. Statistical Literacy 4. Collaboration and Networking5. ICT Infrastructure6. Legal Framework7. Organisational Structure and Management Systems8. Physical Infrastructure9. Resource Mobilisation
4.3 Strategic Objectives, Outputs, and the Logical Framework
The Corporate Plan goal shall be attained through the deliberate implementation of outputs and activities that will produce the following nine strategic objectives or change situations:
1. Consolidated statistical infrastructure2. Diversified and well-disseminated GSS products and services3. Scaled-up statistical literacy4. Enhanced collaboration and networking5. Improved ICT6. Reinforced legal framework7. Rationalised organisational structure and management systems8. Upgraded physical infrastructure9. Strengthened resource mobilisation
A Logical Framework (LogFrame) for the GSS Five-Year Corporate Plan is presented in Annex A. The LogFrame describes the indicators of achievement at every level of objective, that is, the Corporate Plan Goal and Strategic Objectives through the identified Outputs. Aside from providing a concise picture of what the Corporate Plan seeks to achieve in the next 5 years, the LogFrame also provides a sound basis for monitoring and evaluating the achievements of Plan implementation.
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The strategic objectives to meet the Corporate Plan Goal are described individually and the respective outputs listed.
1 Consolidated Statistical Infrastructure
Objective Change:
A solid and sound set of sampling frames and master samples, supported by a well-developed geographic information system with full complement of statistical manuals is developed and updated
Master Sample Frame
A complete and up-to-date national sampling frame is a pre-requisite to the successful conduct of any statistical enquiry. Three types of sample frames are needed to support the programme of data collection envisaged in the Corporate Plan: household-based, establishment-based and agricultural-based frames. These different frames should be linked through a GIS system to provide a coherent framework for data collection. A sample frame of Enumeration Areas (EAs) and household units will be developed based on the forthcoming (2010) Population and Housing Census. It will update existing sample frame which was derived from the 2000 Population and Housing Census. The new frame will reflect the changes in both population dynamics, such as fertility and mortality rates, and migration, and administrative arrangements in governance, i.e., increased number of districts, from 110 to 170. Work is currently underway to update the household-based sample frame, an exercise GSS is undertaking in collaboration with the Survey Department, Town and Country Planning Department, CERSGIS, and the Ministry of Local Government and Rural Development.
Aside from the household sampling frame, the GSS will also have a system of updating the Business Register that will pave the way for more efficient and effective economic surveys. The conduct of the proposed annual Integrated Business and Establishment Survey (IBES) will require a sample frame that covers all non-agricultural branches of economic activity. The 2003 Industrial Census covered only selected sectors of the economy manufacturing, construction, mining and quarrying, and serves as a starting point of a business register. Other MDAs, namely the Registrar General's Department, VAT, SSNIT, Internal Revenue Services, and MOTI, have administrative procedures covering varying subsets of business establishments. Lists from these agencies would be integrated and rationalised to eliminate duplications and complementary sources, used to assess and fill gaps in the register.
An updated frame is also needed for the annual agricultural surveys that MoFA conducts. Since the last Agricultural Census was conducted, in 1985, the same sample from the current frame has been used, though the landscape of farming has continued to evolve. The 2010 Population and Housing Census presents an opportunity to collect some relevant information that will serve as a basis for sampling for the Agricultural Census in 2011, which will in turn generate the requisite data for developing a GIS supported frame. Geographical Information System
The implementation of the development of a Master Sampling Frame from the 2010 PHC will be done in conjunction with the establishment of a Geographical Information System (GIS), which is being used for capturing, storing, analysing and managing data and associated attributes that are spatially referenced to the earth.
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
GSS created GIS as a Division in 2007, to cater for the growing needs of statistical information in the country and also to be used extensively in the 2010 Population and Housing Census. A comprehensive satellite imagery of the entire country will be acquired and referenced appropriately, working in collaboration with CERSGIS, EPA, and other relevant MDAs.
Standards Manual
The lack of unified and consistent definitions of concepts and methods used for the collection and compilation of data and the use of a variety of indicator specifications and classifications of variables used in the compilation of official statistics and indicators have contributed to inconsistency of statistical data within the NSS. GSS needs to resolve this by overseeing the development of a comprehensive manual that will include a standard definition of concepts and methods of
conducting statistical research and data collection in Ghana, as envisaged in the GSDP. As a member of the regional and global statistical community, the GSS has adopted the key recommendations of international classifications and methods of collecting, compiling and disseminating statistical information. GSS has also adopted recent international initiatives aimed at enhancing data development through harmonisation and standardisation of methods. These statistical standards of concepts, definitions, methods and classifications will be adapted to suit local conditions and disseminated through seminars, conferences, training, etc.
Outputs:
1.1 Updated set of sampling frames and corresponding master samples, for surveys on households, establishments and agriculture established
1.2 Geographical Information System strengthened 1.3 Standardised statistical concepts and definitions are well documented
2 Diversified and Well-Disseminated GSS Products and Services
Objective Change:
GSS is able to generate and disseminate diversified products and services, responding to the needs of the planning, monitoring and evaluation of national development programmes and its broad constituents of stakeholders.
A. GSS Statistical Inquiries
The establishment of a good statistical infrastructure will facilitate the conduct of censuses and surveys that will produce the statistical data and indicators required by stakeholders, both public and private.
Activities under this strategic objective represent the core of GSS programming. The censuses and sample surveys to be undertaken in the next five years form the critical basis for data development at the national, regional and district levels. Table 6 presents the 16 exercises in statistical inquiries, (harmonised in table 7 with some of the surveys integrated), with a brief description of each. The programme includes traditional censuses and sample surveys, as well as new projects that seek to generate the necessary statistical information and indicators required to track progress being made in the current local and international initiatives, such as poverty reduction, economic growth, environmental conservation and good governance.
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The implementation of these programmes is crucial to Ghana's quest to upscale from the 1968 System of National Accounts (SNA) to the 1993 SNA, and subsequently to the upgraded SNA. The SNA consists of a coherent, consistent and integrated set of macroeconomic accounts; balance sheets and tables based on a set of internationally agreed concepts, definitions, classifications and accounting rules, and provides information not only about economic activities, but also about the levels of an economy's productive assets and the wealth of its inhabitants at particular points of time, implemented at various levels of aggregation individual economic agents, or institutional units; groups of such units, or institutional sectors; or at the level of the total economy.
GSS will aim to produce national accounts that are timely, reliable and in line with internationally accepted methodologies and standards, such as GDDS as an instrument for monitoring macro-economic trends and shot-term movements. The objective of this subcomponent will be achieved through the following:
?Master the techniques involved in preparing quarterly national accounts, compile initial estimates through production approach, and subsequently extend to expenditure approach as more data sources become available.
?Implement fully the 93 SNA and study and introduce, in Ghana, the revised SNA methodology due to be available in 2009.
?Compile Social Accounting Matrix (SAM) containing key social and poverty monitoring indicators and concise analysis on the development of indicators, publish and revise them annually. The purpose of this action is to give tools for monitoring social indicators through time but they will also allow GSS to determine data needs and weaknesses that would in turn help determine a data collection program.
?Create input-output tables and compile Supply-Use Tables for a benchmark year to investigate and analyze discrepancies in it and document methodology and findings in its balancing.
?Study the methods for estimating the size of non-observed economy as used in other pioneering countries and prepare improved estimates of the size of non-observed economy in Ghana.
The survey data will also provide the basic indicators on the wide range of social, economic and demographic issues that will be investigated. In addition to two censuses, the population and housing census and agricultural census, four types of sample surveys are to be conducted: household-based, agricultural activity-based, establishment based, and service institution based. Each type of survey will be conducted each year, except during the years when a census is to be conducted; then only one or two of the other surveys will be conducted.
Within the first phase of the GSS Corporate Plan implementation, the Service will integrate some of the survey programmes in order to maximise the available scarce financial resources that will be committed by the Government and Development Partners to the Plan implementation. To this end,
surveys such as the GDHS, MICS and Situational Analysis, which seek to generate almost the same
statistics and indicators, will be integrated under GDHS. The National Industrial Census and the
Distributive Trade Survey will also be integrated into the Integrated Business Establishment Survey, which will generate all the statistics and indicators required. Labour Force Survey will also be integrated into the Household Income and Expenditure Survey, while indicators for Tourism Satelite Accounts Survey and Transport Indicators Survey, among others, will be captured under appropriate surveys.
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
Table 6: Description of Census and Survey Projects Programmed for 2009 - 2013
An annual survey to replace existing data collection forms from establishments would be designed to collect relevant data for compilation of the National Accounts, estimation of the Balance of Payments, private capital flows and investment indicators. The survey would cover all enterprises, irrespective of sector of operations, and would be modular in structure, covering the full set of financial accounts appropriately disaggregated to support the national accounts compilations. Other appropriate modules to obtain output information, employment and wage data, would accompany the main form. The survey would also be multi-sectoral and, therefore, capture activities that are currently not covered by on-going sector specific surveys. Specific focus will be given each year to selected sectors, following a modular approach. In additional to the main industrial sectors, i.e., manufacturing, construction, mining and quarrying that were covered in the 2003 industrial census, distributive trade, tourism, financial services and transport, will be covered. The goal is to cover all sectors over the five-year period.
(a) The Distributive Trade Survey: (DTS) is intended to be a full scale the main objectives of which are to determine the contribution that distributive trade makes to the national economy; determine the number of people engaged in this sector; obtain benchmark data that will be used as a basis for updating of distributive trade data; obtain data on the activities within this sector that will be internationally comparable; build a database on shopping centres and their physical locations within the country. Household survey of domestic and outbound tourism; Survey on international visitor profiles (residents and non-residents);
(b) Survey of accommodation units and tourism supply establishments and the monthly accommodation unit occupancy survey: The project would provide benchmark information for inbound, domestic and outbound tourism, as well as accommodation units and tourism intermediaries. It would also provide a frame for future surveys and ensure that periodic surveys would be conducted to update the benchmark data. Statistical tables to be produced would include Inbound tourism consumption, Domestic tourism consumption, Outbound tourism consumption, Internal tourism consumption; all by-products and categories of visitors. Employment in the tourism industry by products, Production accounts of tourism industries and other industries, Tourism Gross Fixed Capital, and Non-monetary indicators would also be produced.
(c) The Transport Sector Survey, part of the Transport Indicators and Database Project, is a nationwide survey, and will be conducted every three years. The institutional data collection for the project is continuous and indefinite. Key indicators produced by the Survey include average household spending on transport, and travel time to formal and informal places of work.
(d) The price surveys at the production and consumer levels are special type of surveys that the GSS has been conducting over the years, the producer price survey being a recent addition, since October 2006. The Consumer Price Survey (CPS) will pursue various technical and methodological issues involving the calculation of a CPI. Further, the development and testing of new commodity specifications, more efficient sampling of market outlets and the calculation of weights based on the Ghana Living Standard Survey where patterns of expenditure, taking account of imputations for own account consumption, would be used. The unit of investigation of this survey is the trading store (covering the commodities, i.e. consumer items that were identified through the GLSS 4. The base period for consumer price idex which is derived from the survey, September 1997, needs to be revised, the basket of goods updated, and composition of markets and their distribution reviewed to reflect current realities. The revision exercise will take into account guidelines for the regional integration and requirements of the common monetary unit
(e) The Producer Price Survey (PPS) generates information for the monthly release of the producer price index (PPI). The survey currently covers the manufacturing, mining, quarrying and the utilities sub-sectors of industry. Under the plan, the GSS will review the methodologies and expand data collection on the basket of items, as well as extending coverage to the construction sub-sector. The scope and the nature of the PPI would also be revised with a view to developing a regional-level PPI. The expanded indices will measure price trends more comprehensively and contribute to improved deflation of the national accounts.
1. Population and Housing Census (PHC)
Provides benchmark data to the lowest geographical details required to plan for socio-economic development and to calculate a number of development rates, e.g., economic activity rates, school enrolment rates, etc.; housing status of households with regard to tenure, type and availability of housing facilities; lists and supplementary data for inter-censal surveys; a complete list of all places and persons, villages and households, and enumeration areas (EAs) for the whole country; and contributes to the enhancement of national data collection capabilities.
2. National Agricultural Census (NAC)
Aims to obtain benchmark agricultural data, disaggregated at the district level, and cross-tabulated across farm structural attributes. It will also provide a sampling frame of holdings for multiple-purpose agricultural sample surveys, and annual production estimates by MOFA. The questionnaire will cover items such as legal status of holders or operators; land tenure arrangements; socio-economic and demographic characteristics of holders or operators and their households; inventory of key production factors; integration of agricultural activities with other economic activities, in which farmers are engaged; production practices; data on crops, livestock, poultry, aquaculture and forestry; etc.
3. Integrated Business and Establishment Survey (IBES)
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GSS will adopt an integrated household survey approach to investigating social and demographic issues of interest. The main modules to be used will cover those from the Ghana Living Standards Survey (GLSS) which has been maintained over a period of 20 odd years and on its fifth round. The topics include demographic characteristics of the population, education, health, employment and time use, migration, housing conditions, The integrated household survey should also provide information on patterns of household consumption and expenditure at a lower levels of disaggregation, provide an in-depth enquiry into the structure and distribution of wages and conditions of work of the country's labour force and to provide comprehensive benchmark data for use in the compilation of current statistics on average earnings, hours of work, and time/rates of wages and salaries so as to indicate wage/salary differentials between branches of industry, geographic regions, occupations and the sexes.
(a) Demographic and Health Surveys (DHS) A nationally-representative household survey that seeks to monitor the population and health situation in the country by generating monitoring and impact evaluation indicators in the areas of population, health and nutrition. The survey specifically provides current data on fertility and family planning behaviour, infant and child mortality, breastfeeding, antenatal care, children's immunisations and childhood diseases, nutritional status of mothers and children, use of maternal and child health services, and awareness and behaviour regarding HIV/AIDS and other STIs. Other features of the Ghana DHS include the collection of information on female and male circumcision, information on malaria and ownership and use of insecticide-treated bed nets, and haemoglobin and HIV testing.
(b) Household Income and Expenditure Survey (HIES) An annual nationwide survey of households that would be the main source of data on household income and expenditure, levels of consumption by item of expenditure, as well as sources of income in cash and in kind. The results of HIES would provide information on the levels of living and disparities in income of Ghanaian households, as well as their spending patterns. It will provide estimates of family income and family expenditure at the regional/district and different socio-economic levels. It is particularly useful for the revision of the base year of the consumer price index, levels of living of different sections (regional, socio-economic) of people and inter-temporal comparisons, measurement of absolute and relative poverty, basic data on the distributive effects of taxes/social benefits, effect of socio-economic programmes, welfare policies, compilation of SNA in ”Use of Income Account,” data needed for statistical demand analysis and revision of minimum wage levels for wage earners, among others.
(c) Labour Force Survey (LFS) An annual sample survey of households living at private addresses in Ghana. Its purpose is to provide information on the Ghanaian labour market that can then be used to develop, manage, evaluate and report on labour market policies. The survey seeks information on respondents' personal circumstances and their labour market status during a specific reference period, normally a period of one week up to four weeks (depending on the topic) immediately prior to the interview. Data from the survey will specifically provide information on major labour market trends such as shifts in employment across industrial sectors, hours worked, labour force participation and unemployment rates. The LFS will have a Child Labour module which will form part of ILO's Statistical Information and Monitoring Programme on Child Labour (SIMPOC) within the framework of the International Programme on the Elimination of Child Labour, aimed at promoting conditions which will enable participating countries to progressively regulate, restrict and prohibit child labour.
(d) Time-use Survey Gender statistics shows the status of women compared to men, which serves as tools for measuring progress towards gender equality and the empowerment of women. Strategies to improve the production, presentation and dissemination of statistics reflecting the realities of females and males have been developed and implemented in many parts of the world. There is considerable variation, however, in timing and strategies among countries; some countries, for example, have progressed to the extent of establishing gender-based statistics programmes. Gender statistics and indicators are still absent from the national policy-making agenda and macro-economic policies of this country. With the considerable progress that has been achieved in some European countries, it is argued that data should be regularly produced and disseminated by gender at all levels. The need to invest in gender statistics is thus very important in our part of the world and initiatives that promote developing instruments for gender analysis that go beyond the traditional aspects of female and male participation in the society will be encouraged and promoted.
(e) Migration and Remittances Survey The growth and spatial distribution of the population are determined, among others, by the international and internal migrations flows. In parallel with developing administrative records on movement of population across the borders, a survey on migration will be conducted following a modular approach. A module on migration will be developed and tested, drawing from the section of te GLSS on migration and remittances.
(f) Crime and Victimisation Survey. The GLSS and CWIQ surveys have sections in the questionnaires that dealt with these topics. These sections will be further developed in stand-alone and modular-type questionnaires that can be adopted for the annual integrated household survey. The initial study will be conducted as a standalone survey covering four metropolitan areas. The survey will then be extended to the whole country within the context of the integrated household survey programme, forming part of the basic socio-economic survey.
4. Integrated Household Survey
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
Table 7, following on the next page, programs the implementation of the censuses and survey projects and lists the key indicators that will be generated by each of the projects.
In addition to these statistics and indicators that shall be derived from the various surveys, there is need to actively promote the use of these data for policy relevant research and analytical studies. GSS will initiate collaborative arrangements with local and external academic/research institutions to promote such use of the survey data. Students will be encouraged to use the survey data for their research papers, thesis and dissertations, through a variety of means, including facilitating access, instituting competitive research, national convocation of researchers where survey-based research papers are to be presented.
Source: GSS, Table Prepared for the Corporate Plan, 2008
(g) District-level Socio-economic Survey (DSES) The GLSS was used to develop poverty statistics and income aggregates, but at the national and regional levels. With the use of small area estimation techniques poverty estimates were done for the district level combining the GLSS with the Population census results. Given the critical need for district level indicators, but also noting the high cost of conducting surveys at the district level, the use of small area estimation techniques will be promoted. Three large scale surveys will serve as the basis for these estimations: the population and housing census, the agricultural census, and the proposed district level socio-economic survey.
5. Annual Agricultural Surveys
The agricultural survey has been conducted by the Ministry of Food and Agriculture (MoFA) annually. Given the outdated frame that is currently being used, and the fact that extension workers double as enumerators, it will be necessary to revisit the annual survey. It is proposed as a joint MoFA and GSS activity, and will be completely reorganised following the Agricultural Census of 2011. In the interim, an agricultural study will be conducted following a stakeholders' consultation to assess needs and priority data requirements for this field. The food production module of the survey will consider not only the volume and value of production, but will also explore issues on vulnerability and food security. The GSS has recently collaborated with the World Food Programme Projection Food Security and Vulnerability Assessment Survey and relevant sections of the questionnaire for this survey will be adapted for the Annual Agricultural Survey.
6. Service Institution Surveys
The health and education sectors deliver critical services that are fundamental to the achievement of the MDGs, Ghana's growth and poverty reduction goals, and the vision towards attaining middle-income status, among others. Over the five year period of the plan two service delivery surveys, one for education and the other for health will be conducted. The proposed surveys will investigate several components of service delivery, aiming to describe the availability, functioning and quality of such service activities.
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Table 7: Ghana Statistical Service Programme of Censuses and Survey, 2009-2013
Item Thematic Areas Statistics and indicators to be produced
Na
tio
na
l A
gric
. C
en
su
s 2
011
An
nu
al A
gric
S
urv
ey
IBE
S 2
00
9-2
01
3
Inte
gra
ted
HH
S
urv
20
09
-2
01
3
Se
rv
ice
In
st.
S
urv
ey
20
11
/13
1.
National accounts estimates and aggregates
x x x x
Po
p.&
Ho
us
ing
Ce
ns
us
20
10
2.
Consumer price index and inflation rates
x x
3.
Government Income and Expenditure
4.
Balance of payment
5.
Interest rates
6.
Domestic investment
x x
7.
Foreign Aid Statistics
x
8.
Microfinance statistics
x x
9.
Trade statistics
x x
10.
Remittances
x
11.
Capacity utilization
x x
12.
Poverty Statistics
x x x
13.
Prime Building Cost Index
1 Economics
14.
Foreign Tourist Arrivals and Departures
x x
1.
Value /Volume of Imports and Exports
2.
Distributive Trade statistics
x x
3.
Input-output of Industry-
x
4.
Employment in Industry
x
x x x x
2 Industry and Trade
5.
Producer Price Index
x
1.
Net and Gross Enrolment rates
x
x
2.
Literacy rates
x
x
3.
Pupil-Teacher ratio-
x
x
4.
Pupil-Classroom ratio-
x
5.
Category of teachers statistics
x
x
6.
Ratio of girls to boys at all levels
x
x
7.
Employment and Unemployment rates
x
x x
8.
Economic Activity rates
x
x
9.
Child Labour
x
x x x
10.
Infant mortality rate
x
x
11.
Child mortality rate
x
x
12.
Maternal mortality rate
x
x
13.
Proportion of births attended by skilled health personnel
x
14.
Life Expectancy
x
x
15.
Diseases Prevalence
x
16.
Rates of HIV/AIDS infection
x
17.
Incidence of Malaria
x
18.
Migration statistics
x
x x
19.
Population projections & Estimates
x
x
20.
HIV/AIDS prevalence
x
21.
Malaria prevalence
x
22.
Proportion of population using insecticide treated mosquito nets
x
23.
Proportion of tuberculosis cases detected and cured under directly observed treatment short course (DOTS)
x
3 Social and Demography
24.
Proportion of underweight children under five years of age x
x
x
25.
Proportion of under five immunised
26.
Cultural Statistics
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
Source: GSS, Table Prepared for the Corporate Plan, 2008
1. Area under cultivation and yield
2. Proportion of land area covered by forest
3. Proportion of population using solid fuels
4.
Proportion of population using improved water source
5.
Proportion of population with access to improved sanitation
x
6.
Access to electricity
7.
Access to health facilities
8.
Pro portion of Land Area Degraded by Surface Mining
9.
Proportion of Population Living in Slums
4 Agriculture and Environment
10.
Arable land
11.
Yield per acre
12.
No. of Livestock by Type
x x
13.
Fish Catch
1.
Housing statistics
2.
Transportation and road statistics
5 Infrastructure
3.
ICT Indicators
x x
x x
x x x x
x x
x
x x x
x x x
x x
x x
x x
x x x
x
x x x
x x x
x x x x
x x x x
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B. Administrative Data
In order to ensure that GSS is able to compile and effectively disseminate the necessary official statistical information received from the MDAs, several issues have to be addressed, including building the capacity of the respective statistical units within the MDAs, and establishing and promoting a common framework for data collection, storage, sharing and dissemination. These issues have been addressed under Strategic Objective 4 of the Corporate Plan
Annex 2 lists the data and statistical information expected to be produced by the MDAs and the delivery period. The deliverables listed will be discussed periodically with the respective MDAs for validation and confirmation of an agreed time schedule for data collection and submission. Adherence to the time schedule will be monitored by GSS and a regular review of its implementation, with the accompanying assessment of issues and constraints, will be discussed during SSWG meetings. It is expected that an effective overhaul of the coordination system will lead to a more regular dissemination of reports such as Quarterly Digest, Economic Survey Report, Ghana in Figures, and Women and Men in Ghana.
C. Dissemination of Statistical Products
A dissemination strategy will be formulated from the onset of the Corporate Plan covering the national, regional and district levels, and will utilise the following medium:
(a) Series of fora that will not only introduce the various census and survey results, but also will educate NSS stakeholders and the public on the value of the statistical data generated;
(b) Websites and computer network links within GSS and outside, with MDAs and other research institutions;
(c) Data dissemination centres in regional offices of GSS to provide direct technical support to a wide range of users for easier access to available data bases;
(d) System of publication and marketing that includes simplified formats that are more user-friendly; and
(e) System of media presentation that target specific sectors.
Outputs:
2.1 Improved accuracy and regularity in the publication of economic indicators a. Consumer and producer price indices disseminated monthly b. National accounts aggregates disseminated c. New indices launched
2.2 Systematised collection of baseline data for programme targeting and policy interventions(a) Population and housing census implemented (b) Agricultural census undertaken(c) Annual business/establishment survey conducted on different segments of the
economy(d) Annual household-based survey undertaken with special modules(e) Annual agricultural survey implemented(f ) Service distribution surveys conducted.
2.3 Administrative data compiled and published2.4 Variety of analytical studies conducted based on survey results2.5 Statistics for development regularly disseminated for different target audiences
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Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
3 Scaled-up Statistical Literacy
Objective Change:
A larger section of the Ghanaian society has acquired the knowledge, appreciation, and awareness of the appropriate use of statistical data, and is applying them to their respective field to enhance productivity.
Statistical advocacy is about proactively creating statistical awareness and promoting numeracy, at different levels of the society, from the grassroots to the national leadership, improving demand for and use of statistical data and promoting investment in the production of statistical information. Statistical awareness campaigns will be implemented continuously over the next five years, reaching out to as many members of the public as possible by developing user-friendly formats and making use of the various means of communication. The celebration of Statistics Day will be extended to other regions with more popular themes to encourage a larger cross section of the public to be aware of the importance of statistical data. Equally important is the need to enhance the capacity of the media in order to conduct more regular, accurate and effective reporting on statistical information, thus, contributing to statistical literacy in the country.
The focus on the statistical advocacy will no doubt lead to important outcomes and benefits which are essential to the building of official statistical system. In order to achieve that, GSS must:
? Ensure active involvement of key stakeholders in the activities of the National Statistical System, in general, and GSS, in particular.
?Highlight the value of statistical data in measuring progress towards achievement of Ghana's Growth and Poverty Reduction Strategy, the Millennium Development Goals, African Peer Review Mechanism and other strategic frameworks.
?Promote utilisation of data by encouraging data users to be familiar with relevant statistics and use them to carry out analytical and methodological studies and investigations.
?Ensure common identification of problems and remedies to problems encountered by data suppliers and producers, including those created by technical deficiencies, coverage and lack of capacity.
?Ascertain the reasons for the serious under-utilisation and poor dissemination of data at the national, regional and district levels, and appropriate strategies identified to resolve these problems.
?Documented and share lessons, particularly on the use of new technology and statistical methods.
Outputs:
3.1 Awareness campaign designed and implemented to target public officials and civil servants, business operators, leaders of NGOs and civil society organisations, and the general public.
3.2 Capacity of media practitioners for statistics reporting strengthened.
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4 Enhanced Collaboration and Statistical Networking
Objective Change:
GSS is able to manage collaboration in the development and management of statistical information between the MDAs, local government units and functional networks of statistics providers and users.
Coordination of the activities of the NSS by the GSS will be enhanced if collaboration among the stakeholders is promoted by emphasizing cooperation and teamwork. Thus, the active participation of stakeholders in the NSS project is crucial for the successful development and management of the system in order to produce quality statistics. To achieve this, the GSS must first ensure the harmonization of definition of concepts, classification and codes.
Effective communication amongst the stakeholders, as well as commitment to their individual roles in the production of statistical information, will be enhanced through regular meetings and systematic discussion of statistical issues of mutual concern. Consequently, the established networks such as NACPUS/SSWG, and other association of stakeholders, will be strengthened.
It is important to stress that effective collaboration means that the GSS must assist in improving capacities of the MDAs and district level statistical units, in order for them to effectively perform their function and obligation within the NSS. To ascertain whether or not the MDAs meet their obligations, they will be assessed against the schedule of Administrative Statistics expected from them, as shown in Annex 2. These outcomes will be reported to the head of Civil Service and the Committee of Chief Directors on a quarterly basis to enhance transparency and accountability. Against the backdrop of low political commitment to promote statistical information development among the MDAs, GSS will embark on training the leadership and the key staff of the MDAs and district administration. The need to streamline statistical activities within the overall MDAs and District Assembly budget will also be discussed. The coordination of statistical production and dissemination will be facilitated with the recent recommendation of the Public Administration Restructuring and Decentralization Implementation Committee. It was recommended that sector ministries maintain a Research, Statistics, Information and Public Relations (RSIPR) directorate, with individual statistics units established to undertake statistical activities.
A training programme for statistical staff of MDAs and the districts will be implemented during the Corporate Plan period and will cover the following modules:
(a) Statistical methods, including standard concepts and definitions(b) Computer applications for statistical work(c) Geographical Information Systems (GIS)
Continuous capacity building within the system will be maintained through the establishment and support of a Technical Advisory Unit within the Analytical Division of GSS. The services of this Advisory Unit, which include survey design, methodology, and implementation, will be made available to the larger NSS stakeholders, including the private and civil society sectors.
Effective networking in which data collection activities of MDAs are synchronised to avoid the duplication of efforts will be established. Coordination and effective information sharing will be promoted through the expansion of activities within current programmes in data development and management, GID and the GDDS.
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Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
GhanaInfo Database (GID) has evolved from the DevInfo package which is being used by the U.N. Development Group to track the achievements of the MDGs. In 2005, the GSS and the National Development Planning Commission (NDPC) launched Ghana's version of DevInfo to serve as the monitoring tool for the MDGs and to also serve as the repository of all quantitative data coming out of the Poverty Monitoring System, which was established in the context of the GPRS. GID was initiated in collaboration with donor agencies, ministries and government institutions and supported by the U.N. Country Team. The database contains data on 60 indicators, up to four levels of geography, for seventeen time periods. It allows for the input of data from different sources for one single indicator, thus making it possible to compare data from different sources and methodologies.
Establishment of GID work stations in the 10 regional capitals will be completed soon and users will be trained. The website will be updated at the same time that the GhanaInfo User Module is rolled out and aligned with capacity building efforts of the statistical units of MDAs and donor agencies.
General Data Dissemination System (GDDS) is a data development and dissemination framework that was initially implemented for monitoring and sharing of information on public debt. However, it has being expanded to cover other statistics, especially those relevant to poverty reduction. This project is funded by the World Bank and GSS plans to continue maintaining this project, especially for purposes of capacity building in the NSS.
Accelerated Data Programme (ADP), which was initiated in 2005 with Ghana as one of the countries under the pilot phase, will be continued under the Corporate Plan. ADP was implemented under the Paris21 Satellite Programme and funded by the World Bank, Development Grant Facility. The ADP is designed to produce rapid improvements in the management of micro data through the implementation of the following three tasks:
Task 1: Document and disseminate existing micro datasets Task 2: Assess survey quality and analyze data Task 3: Improve survey design and data collection methods
Ghana has received support in implementing Task 1, which essentially uses tools and guidelines developed by the International Household Survey Network to develop a national micro data archive. After completing and inventorying existing micro data, datasets are documented in accordance with international metadata standards and best practices. A transparent micro data dissemination policy needs to be defined and supported by a national legislation. Included in Task 1 are the anonymization of micro data and the creation of a website for wider dissemination of data and metadata. The continuing build up of GSS capacity under this Programme will be pursued.
Outputs:
4.1 Functionality of statistical networks such as NACPUS/SSWGs promoted.4.2 Capacity of District Assemblies strengthened to effectively manage statistics for planning
and decision-making.4.3 Capacity of the statistical units of key MDAs strengthened to effectively manage their
statistics requirements.4.4. Technical Advisory Unit established to provide services on statistical processes.4.5 GhanaInfo promoted at the regional and district levels.4.6 GDDS promoted at the regional and district levels.4.7 Implementation of ADP sustained
33
Leader in the Production of Official Statistics
5 Improved Information and Communication Technology (ICT)
Objective Change:
GSS utilises ICT effectively to enhance the productivity of the national statistical system.
Strengthening of ICT infrastructure will not be limited to the GSS, but will progressively be extended to cover the collaboration and linkage requirements with the MDAs, as well as the statistical units at the regional and district levels. The ICT aspect of the Corporate Plan focuses more on the investment requirements, which is crucial to the successful implementation of the ICT Strategy Plan of GSS. A Maintenance Fund scheme will be established to ensure that the equipment is well maintained to increase its life span.
Outputs:
5.1 IT governance system established 5.2 ICT Infrastructure set up 5.3 ICT Systems set up 5.4 Capacity of staff on ICT utilisation & management strengthened 5.5 ICT Processes and Management Systems designed & implemented 5.6 ICT Maintenance Fund set up 5.7 Logistics for ICT operations available
6 Reinforced Legal Framework
Objective Change:
The Statistical Service Law is updated to empower GSS as the central statistical agency, mandated to effectively and efficiently coordinate the NSS.
If Ghana is to develop a credible statistical system, it needs to first put in place a legal framework that meets international standards. The Ghana Statistics Service Law again provides for autonomous status for the GSS, but certain elements of the Law must be updated or revised to reflect current trends in the production and dissemination of statistical information. To facilitate the work with the law-making authorities, a Legal Committee will be formally set up and given the mandate to seek the services of a legal professional who will assist GSS during consultations with all relevant stakeholders.
An effective review and improvement of the legal framework of GSS will lead to a number of outcomes:
? Legitimise GSS and make it more professional in terms of its mandate and the premium placed on its products and services.
?Determine what GSS, as a public institution, could do or otherwise.?Improve the coordination within GSS and the National Statistical System.?Define the specific roles of all interested parties: Government, CSO, International
Organisation, among others.?Define and facilitate the establishment of internal administrative structures of GSS.?GSS core products and its value system would become more meaningful.?Create a basis for regulating the National Statistical System and the statistical agencies,
including the research institutions. ?Set out a definite frame for compliance and sanctions for those who would contravene any
terms or conditions.
34
Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
Output:
6.1 Statistical Service Law reviewed and revised to reflect current trends in the production and dissemination of statistical information.
7 Rationalised Organisational Structure and Management Systems
Objective Change:
An organisational structure that addresses key issues, such as effective communication, accountability and human capacity building, especially the recruitment and retention of qualified and motivated staff is put in place. The organisational structure must be flexible enough for the future, as well as fit for the present. It must be reviewed periodically to ensure that the strategic goals and objectives are in line with shifting priorities.
Ineffective and inadequate management policies and procedures, poor conditions of service, and poor communication systems have been identified as major drawbacks, which have adversely affected the “esprit de corps,” and resulted in low morale and productivity. This strategic objective is, therefore, aimed at developing and implementing motivating management policies, programmes and procedures that will provide an enabling and conducive environment for the staff of GSS to perform efficiently and effectively.
The recommendations relating to the restructuring of the organisation, improving staff establishment and schemes of service, will all be vigorously implemented during the first year of the Corporate Plan. The Statistical Audit proposed a reform in the Head Office staff structure that includes increasing the number of Professional staff from the current 101 to106 and “other” staff from 50 to 51, whilst proposing a reduction in the number of Technical staff from 108 to 77.
An effective communication and information flow system will be put in place to ensure that decisions and feedback are communicated at all levels, and timely actions are taken to address any potential problems. In addition, a performance-oriented culture, human resource development systems, and programme monitoring and evaluation systems, will be established and promoted.
The finalisation and implementation of a Staff Training Programme will be a major target during the first year of the implementation of the Corporate Plan period. Table 8 presents the outcome of an initial training needs assessment within GSS, which will be taken into account when designing the training programme.
35
Leader in the Production of Official Statistics
Table 8: Training Needs for Ghana Statistical Service Staff, 2008
Source: GSS, Needs Assessment, 2008
Outputs:
7.1 Organisational structure re-oriented 7.2 Management Information System (MIS) established 7.3 Staff Establishment updated 7.4 Scheme of service finalised 7.5 Comprehensive staff performance management system established7.6 Staff Development & training implemented
8 Upgraded Physical Infrastructure
Objective Change:
GSS and collaborating statistical units have adequate physical infrastructure and equipment that enhances the productivity of staff.
Physical infrastructure development is a prerequisite to institutional development of any establishment. The current site of the GSS Headquarters makes physical expansion difficult. There is, therefore, the need to make the existing office accommodation conducive and congenial enough for institutional development and enhanced productivity in the five-year period, and progressively, in the long term, to acquire new offices to house the substantial technical infrastructural investments envisaged after the five-year period. An appropriate office accommodation with the requisite structures will not only effectively enhance communication, but also promote the data collection capabilities of the Service.
Training to be received
Location
Type of training
Courses No. of benefic-iaries
Duration (weeks)
Ghana External. Short Long
Statistical methods
Survey methodology & Sampling design
Computer applications for statistical work
Organisational management
Geographical Information Systems (GIS)
Report writing
Presentational skills
Software acquisition and training (in MIS) Total
300
60
300
65
12
65
65
15 882
10
10
36
8
6
10
10
10
300
56
290
50
12
50
50
13
-
4
10
15
-
15
15
2
300
58
297
65
12
65
65
15
-
2
3
-
-
-
-
-
36
Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
The Regional Offices would be renovated, refurbished and linked to the computer system network of the Head Office. This will not only enable them to effectively communicate with the Head Office, but also meet the data collection requirements. The GSS has offices in 94 districts and all these offices will be refurbished. Arrangements will also be made with the District Administrations to established offices in the remaining 76 districts.
Outputs:
8.1 Necessary logistics and furnishings provided to current offices at national and regional levels
8.2 Statistical Units in 170 Districts refurbished/established 8.3 Strategy for new GSS Head Office developed
9 Strengthened Resource Mobilisation
Objective Change:
GSS has diversified sources of funding and technical assistance, focusing more on partnership with the public and private sector as well as the enhanced capacity to generate funds from products and services.
GSS intends to position itself to ensure that it is able to cover its current operational costs and planned projects, not only in the immediate future, but also in the longer term. To do this, the GSS will explore every opportunity to identify and mobilise the most appropriate and sustainable means of resources and funding to undertake its programmes, projects and activities.
Proposals will be developed to secure funds and grants from local or international donor agencies and development partners, either directly or via the national government. It will also secure contracts from local and international organisations or provide technical services for a fee. There will be a deliberate attempt to package proposals in a way that long-term funding is generated to ensure continuity in meeting the cycle of implementation of key censuses and surveys. The GSS will conduct training in project proposal preparation for a fee. Other non-financial support from agencies, which may include the donation of free publicity (e.g. air time, space in publications), and free expertise (e.g. technical expertise, public relations skills, legal advice, managerial skills, the secondment of staff, etc.) will be explored.
The GSS will also identify and partake in survey programmes piloted by international agencies such as the Economic Commission for Africa and International Labour Organisation, among others. It will also participate in regional projects with counterpart funding and partner with the MDAs in the country to implement joint funding projects. The planned Technical Advisory Unit will also be designed so that their services are not only competitive, but, also generate additional income for GSS.
Finally, efforts will be made to obtain approval from the government to allow the GSS to sell some of its publications at fair market prices and retain the funds to meet some of its operational cost.
Outputs:
9.1 Effective Resource Mobilisation Programme implemented 9.2 Functional financial management systems established 9.3 Policy on internally generated fund reviewed
37
ANNUALISED ACTION PLAN FOR PLAN IMPLEMENTATION
Chapter 5 covers the annualised action plan of the Corporate Plan over the 2009 - 2013 period. The action planning, as detailed here, involves development of activities to produce identified outputs under each strategic objective; namely, the milestone at the end of each activity, the time frame, the responsible GSS unit that will ensure that activities are accomplished as planned; and collaborating agency that will support the implementation of each activity. Table 9 presents the Annualised Action Plan.
Chapter 5
Leader in the Production of Official Statistics
38
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
39
TIM
E F
RA
ME
RE
SP
ON
SIB
LE
CO
LL
AB
OR
AT
ING
OU
TP
UT
AC
TIV
ITIE
SM
ILE
ST
ON
E
08
09
10
11
12
13
PE
RS
ON
/UN
ITU
NIT
/AG
EN
CIE
S
ST
RA
TE
GIC
OB
JE
CT
IVE
1:
CO
NS
OL
IDA
TE
D S
TA
TIS
TIC
AL
IN
FR
AS
TR
UC
TU
RE
1.1
Upda
ted m
aste
r sa
mp
ling
fra
me
fo
r h
ou
se
hold
surv
eys e
sta
blis
hed
1.1
.1
Revie
w 2
00
4 s
am
plin
g
fram
e
- R
eco
mm
endation
s f
or
impro
ve
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nt
GIS
Div
Surv
ey D
ep't
1.1
.2 P
roduce
form
s a
nd
man
ua
l
- F
ina
lise
d F
orm
s &
Man
ual
Dem
ogra
ph
y D
iv
CE
RS
GIS
, N
PC
1.1
.3
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it a
nd
tra
in
map
pe
rs
- T
rain
ed
map
pers
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ER
D
1.1
.4
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me
nt
field
work
- 10
0%
of
Form
s E
dite
d &
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ple
ted
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SS
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try
-
100%
of
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data
en
tere
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igitally
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Pre
pare
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& S
A
map
s
- D
igitis
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& S
A m
aps
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og
raphic
al
str
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ened
Info
rmation
Syste
m
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IS U
nit
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- P
lann
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me
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& p
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onn
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GIS
Div
in p
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1.2
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in s
taff
- T
rain
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ma
pp
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and
use
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1.3
S
tandard
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&
definitio
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om
pile
d in a
man
ua
lsta
tistical conce
pts
1.3
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w lo
ca
l &
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cla
ssific
atio
ns,
an
d
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-
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l fo
r sta
nd
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&
de
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w a
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p
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tatistical C
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ted
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sus
2.1
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stion.&
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naly
ze,
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ST
RA
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OB
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2:
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ER
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D W
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L D
ISS
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SS
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& S
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ES
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in t
he
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of
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l S
tati
stic
s
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mp
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t m
ain
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ld
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d B
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sta
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t S
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IBE
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c
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&
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qu
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&
ma
nu
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ina
lise
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l D
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dig
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in f
or
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r data
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rite
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SO
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lem
en
t p
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ph
ic a
ctivity
ce
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s
-Fin
alis
ed
sa
mp
le fra
me
2
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gricu
ltu
re C
en
su
s im
ple
me
nte
d
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rod
uce
qu
estio
nn
aire
&
ma
nu
als
- F
ina
lise
d q
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stio
nn
aire
s &
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an
ua
ls fo
r P
rete
st
T
rad
e &
In
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str
y
2.2
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ecru
it,
tra
in
En
um
era
tors
fo
r P
rete
st
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rain
ed
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um
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r P
rete
st
D
iv
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mp
lem
en
t P
re-t
est
- R
evis
ed
qu
estio
nn
air
es,
ma
nu
als
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ecru
it &
tra
in
En
um
era
tors
fo
r m
ain
- T
rain
ed
En
um
era
tor
for
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in F
ield
Wo
rk
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
TIM
E F
RA
ME
RE
SP
ON
SIB
LE
CO
LL
AB
OR
AT
ING
OU
TP
UT
AC
TIV
ITIE
SM
ILE
ST
ON
E
08
09
10
11
12
13
PE
RS
ON
/UN
ITU
NIT
/AG
EN
CIE
S2.5
Serv
ice Institu
tio
n s
urv
ey
co
nd
ucte
dA
ctivitie
s 2
.5.1
to 2
.5.1
0 the
sam
e a
s 2
.4.1
to
2.4
.10
Mile
sto
nes for A
ctivitie
s 2
.5.1
to
2.5
.10
Socia
l S
tatistics
the s
am
e a
s M
ilesto
nes fo
r 2.4
.1 to 2
.4.1
0 D
iv
2.1
3 A
nnual A
griculture
C
onducte
dS
urv
ey
2.1
3.1
Pro
du
ce
&
manu
als
questionnaire
- F
inalis
ed q
uestion., m
an
uals
for
Pre
test
Tra
de &
Indu
s D
ivM
oFA
, F
AO
2.3
.2 R
ecru
it, tr
ain
E
num
era
tors
for
Pre
test
- T
rain
ed
Enu
mera
tors
fo
r P
rete
st
IFP
RI, W
FP
2.1
3.3
Im
ple
ment P
re-t
est
- F
inalis
ed q
uestio
nna
ires, m
anuals
2.1
3.4
Recru
it &
tra
in
Enum
era
tors
for
main
- T
rain
ed
Ma
in F
ield
Wo
rk E
num
era
tors
fie
ld w
ork
2.1
3.5
Im
ple
ment m
ain
fie
ld
work
- 100%
of questionnaires c
om
ple
ted
2.1
3.6
Ente
r data
, ana
lyze,
and w
rite
report
- In
dic
ato
rs g
en
era
ted
ST
RA
TE
GIC
OB
JE
CT
IVE
3:
SC
AL
ED
-UP
STA
TIS
TIC
AL
LIT
ER
AC
Y
3.1
Aw
are
ness
&
im
ple
men
ted to
targ
et public
offic
ials
/serv
ants
, busin
ess
opera
tors
, le
aders
of N
GO
s &
civ
il so
cie
ty o
rganiz
ations
cam
paig
n desig
ned
3.1
.1 D
evelo
p s
implif
ied &
U
ser-
frie
ndly
form
ats
fo
r pu
blic
pre
senta
tion
of sta
tistics
- A
dvocacy C
mttee c
on
sis
tsin
g
of in
div
iduals
fro
m w
ithin
the
GS
S form
ed w
ith
pro
pe
r T
OR
& W
ork
Pla
n
Public
ity D
iv
Coord
ina
tion
Div
.
Advocacy C
mttee
NC
CE
, N
at'l
Me
dia
C
om
mis
sio
n
- S
implif
ied fo
rma
ts (
bro
chure
, poste
rs,
manuals
) agre
ed
with s
takehold
ers
& p
roduced
MO
I
3.1
.2 T
rain
fa
cili
tato
rs fro
m
G
SS
& M
DA
s
Advocacy C
mttee
N
CC
E, N
at'l
Me
dia
Com
mis
sio
n
MoI
3.1
.4 Im
ple
men
t S
tatistica
l
S
erv
ice W
eek a
nd
A
fric
a S
tatistics D
ay
P
ub
licity
Div
M
OI
3.1
.3 Im
ple
me
nt, m
on
itor
&
sta
tistica
l lit
era
cy
ca
mp
aig
n e
valu
ate
-
Feedback o
n p
rogra
mm
e o
bta
ined
A
dvocacy C
mttee
N
CC
E, N
MC
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
41
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
L
eade
r in
th
e P
rodu
ctio
n o
f O
ffic
ial
Sta
tist
ics
42
4.1
F
unctio
na
lity
of
n
etw
ork
s s
uch a
s N
AC
PU
S a
nd
S
SW
Gs p
rom
ote
d
sta
tistical
4.1
.1. F
acilitate
assessm
ent
o
f netw
ork
& a
ction
p
lannin
g to a
ddre
ss
issues
- A
ction P
lan to a
ddre
ss m
anagem
ent
Coo
rdin
ation D
iv
MD
As
gaps &
issues d
evelo
ped
- T
OR
and m
andate
of m
em
bers
of
netw
ork
cla
rified
4.1
.2 C
oord
inate
meetings o
f n
etw
ork
- M
inute
s o
f N
AC
PU
S Q
uart
erly M
eet.
- M
inute
s o
f S
SW
G B
i-annual M
eet.
4.2
C
apa
city o
f D
istr
ict
s
trength
en
ed to e
ffectively
m
ana
ge
sta
tistics for
pla
nnin
g
a
nd d
ecis
ion-m
akin
gAssem
blies
4.2
.1 T
rain
Dis
tric
t le
aders
and
adm
inis
trato
rs o
n
princip
les a
nd
m
anage
ment of
sta
tistics for
dis
tric
t develo
pm
entA
ssem
bly
- T
rain
ing n
eeds a
ssessm
ent of all
Coo
rdin
ation D
iv
Adm
inis
tration
DA
leaders
All D
iv. in
GS
S
- A
ssessm
ent of T
rain
ing P
rogra
mm
e
MD
As
4.2
.2. S
up
po
rt th
e
m
ob
iliza
tion
of S
tatistica
l U
nit p
ers
on
ne
l
-
300 s
tatistical offic
ers
recru
ited
with D
As
togeth
er
Adm
inis
tration
MD
As
Pro
cure
ment
4.2
.3 T
rain
Sta
tistical U
nits
im
ple
ment th
e s
tatistical
functions o
f th
e D
As
to
- A
ssessm
ent of T
rain
ing P
rogra
mm
e
Coo
rdin
ation D
iv
MLG
RD
E
4.2
.4 Lobby for
the
in
corp
ora
tion o
f sta
tistica
l budget in
the
D
A b
udg
et
- A
llocation o
f 1
0%
of D
AG
S a
nd D
GS
ND
PC
4.2
.5 S
upp
ort
th
e
esta
blish
me
nt /
str
en
gth
en
ing
of sta
tistics
offic
e
Refe
r to
SO
5 a
nd S
O 8
4.3
C
apacity o
f th
e
o
f key M
DA
s s
trength
ened to
e
ffe
ctive
ly m
ana
ge
th
eir s
tatistics
r
eq
uire
me
nt
sta
tistical units
4.3
.1 T
rain
MD
A leaders
and
a
dm
inis
trato
rs o
n the
p
rincip
les a
nd m
’gm
t. o
f S
tatistics w
ith
in their
r
espe
ctive o
rga
niz
ationa
l m
and
ate
s
- T
rain
ing n
eeds a
ssessm
ent of
key
Coord
ination
Div
All D
iv. in
GS
S
MD
A leaders
-MD
As
- A
ssessm
ent of T
rain
ing P
rogra
mm
e
T
IME
F
RA
ME
RE
SP
ON
SIB
LE
CO
LL
AB
OR
AT
ING
OU
TP
UT
A
CT
IVIT
IES
M
ILE
ST
ON
E
08
09
10
11
12
13
PE
RS
ON
/UN
IT
UN
IT/A
GE
NC
IES
3.2
Capacity o
f m
edia
for
sta
tistics r
eport
ing
str
ength
ened
pra
ctitioners
3.2
.1 O
rganiz
e w
ork
shop for
m
edia
pers
onnel
- A
gre
ed g
uid
elines for
sta
tistics
A
dvoca
cy C
mttee
National M
edia
Com
mis
sio
n
report
ing
3.2
.2 T
rain
media
pers
onnel
o
n s
tatistical re
port
ing
-M
edia
pers
onnel equip
ped w
ith
Advoca
cy C
mttee
NC
CE
, N
at'l
know
ledge &
skills
to r
eport
on
Media
Com
mis
sio
n
Sta
tistics
MO
I
ST
RA
TE
GIC
OB
JE
CT
IVE
4:
EN
HA
NC
ED
CO
LL
AB
OR
AT
ION
AN
D N
ET
WO
RK
ING
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
43
4.3
.2 T
rain
pe
rso
nn
el o
f
sta
tistica
l u
nits o
f
MD
As
- A
sse
ssm
en
t o
f T
rain
ing
Pro
gra
mm
e
Coo
rdin
atio
n D
iv-M
DA
sta
tistical
units
4.3
.3 L
ob
by f
or
the
m
ain
str
ea
min
g o
f
sta
tistica
l b
ud
ge
t in
M
DA
bu
dg
et
- In
cre
ase
in
MD
A b
ud
ge
t fo
r
GS
and D
GS
MD
As
sta
tistica
l a
ctivitie
s
4.3
.4 L
ink M
DA
da
tab
an
ks t
o
th
e c
en
tra
l S
S d
ata
ba
nk
Re
fer
to S
O 5
4.4
. Te
ch
nic
al A
dvis
ory
E
sta
blish
ed
to
pro
vid
e s
erv
ice
s
o
n s
tatistica
l p
roce
sse
s
Un
it
4.4
.1 F
orm
Te
ch
nic
al
Un
itu
nd
er
the
An
aly
tica
l
Div
isio
n
Ad
vis
ory
- Te
rms o
f R
efe
ren
ce
fo
r th
e U
nit
An
aly
tical D
ivA
ll D
iv o
f G
SS
- N
o. o
f p
ers
on
ne
l id
en
tifie
d
4.4
.2 R
ecru
it p
ers
on
ne
l to
p
erf
orm
co
ord
ina
tio
n r
ole
u
nd
er
the
Un
it
- R
eq
uire
d p
ers
on
ne
l re
cru
ite
d
4.4
.3 T
rain
pe
rso
nn
el o
n
re
qu
isite
co
ord
ina
tio
n
an
d s
kills
in
ad
vis
ory
se
rvic
es m
an
ag
em
en
t
- T
rain
ed
pe
rso
nn
el
4.4
.4 D
eve
lop
Te
ch
nic
al
Ad
vis
ory
Se
rvic
es
Pro
gra
mm
e a
nd
Ad
min
istr
atio
nS
ch
em
e
- A
sse
ssm
en
t o
f d
em
an
d fo
r
GS
S a
dvis
ory
se
rvic
es
- Te
ch
nic
al A
dvis
ory
Se
rvic
es
Pro
gra
mm
e
4.5
Gh
an
aIn
fo p
rom
ote
d a
t
re
gio
na
l a
nd
dis
tric
t le
ve
ls4
.5.1
Esta
blish
10
w
ork
sta
tio
ns re
gio
na
l - W
ork
sta
tio
ns fu
nctio
na
l in
10
Re
gio
ns
Gh
an
aIn
fo4
.5.2
Tra
in W
ork
sta
tio
n
u
se
rs- S
taff t
rain
to
ma
inta
in G
ha
na
Info
Se
cre
taria
t4
.5.3
Ro
llo
ut o
f
u
se
r m
od
uleG
ha
na
Info
- G
ha
na
Info
use
d b
y m
ore
sta
ke
ho
lde
rs4
.5.4
Up
da
te G
ha
na
Info
w
eb
site
- G
ha
na
Info
we
bsite
up
da
ted
4.5
.5 P
rod
uce
an
d
dis
se
min
ate
da
ta
- D
ata
prin
ted
or
in d
igita
l fo
rma
t fo
r
d
istr
ibu
tio
n
4.6
GD
DS
pro
mo
ted
a
nd
dis
tric
t le
ve
ls at re
gio
na
l 4
.6.1
Im
ple
me
nt
Co
mm
itte
e f
un
ctio
ns
Te
ch
nic
al
- T
ech
nic
al C
om
mitte
e W
ork
Pla
ns
GD
DS
Te
ch
nic
al
Co
mm
itte
e4
.6.3
Im
ple
me
nt
tasks a
s
In
dic
ate
d in
agre
ed
p
rogra
mm
e
- R
eq
uire
d d
ata
co
mp
ile
d
T
IME
F
RA
ME
RE
SP
ON
SIB
LE
CO
LL
AB
OR
AT
ING
OU
TP
UT
A
CT
IVIT
IES
M
ILE
ST
ON
E
08
09
10
11
12
13
PE
RS
ON
/UN
IT
UN
IT/A
GE
NC
IES
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
44
4.7
.2 I
mple
men
t ta
sks a
s
Indic
ate
d
pro
gra
mm
e o
f A
ctio
nin
ag
reed
- M
icro
Data
sets
do
cum
en
ted a
nd
dis
sem
inate
d
5.1
.1 S
et up s
yste
ms f
or
IT
govern
ance
- C
learly d
efined IT
govern
ance s
yste
m
GS
& D
GS
5.2
IC
T I
nfr
astr
uctu
re s
et
up
5.2
.1 R
ehabili
tate
/refu
rbis
h
Data
Centr
e
- R
ehabili
tate
d &
fully
-equip
ped d
ata
IT D
iv
IT G
overn
ance
centr
e
5.2
.2 S
et up L
AN
- F
ully
functionin
g L
AN
5.2
.3 S
et up Intr
anet
- F
ully
functionin
g I
ntr
anet
5.2
.4 S
et up Inte
rnet
- S
usta
ined Inte
rnet access
5.2
.5 S
et up W
AN
- F
ully
functionin
g W
AN
5.2
.6 P
rocure
IC
T
equip
ment,
accessories
-N
eeded h
ard
ware
acquired, in
sta
lled
5.2
.7 E
sta
blis
h G
SS
website
- G
SS
website m
anaged s
usta
inably
&
enjo
y s
atisfa
cto
ry a
ccess
5.3
IC
T S
yste
ms s
et
up
5.3
.1 S
et up c
orp
ora
te e
syste
m
-E
syste
m insta
lled &
configure
d
IT D
iv
IT G
overn
ance
5.3
.2 S
et up A
ssets
M
anagem
ent
Syste
m-
Assets
ma
nag
em
ent syste
m
C
om
mitte
e
5.3
.4 S
et up H
um
an R
esouce
&
Fin
ancia
l M
anagem
ent
S
yste
m
- H
uman
Res
ouce
& F
inan
cial
Sys
tem
inst
alle
d &
con
figur
edM
anag
emen
t
ST
RA
TE
GIC
OB
JE
CT
IVE
5:
Imp
rov
ed
In
form
ati
on
an
d C
om
mu
nic
ati
on
Tec
hn
olo
gy
4.7
Im
ple
me
nta
tio
n o
f A
cce
lera
ted
De
v’t.
Pro
gra
mm
e s
usta
ine
dd
isse
min
ation
appro
ache
s
T
IME
F
RA
ME
R
ES
PO
NS
IBL
E
CO
LL
AB
OR
AT
ING
O
UT
PU
T
A
CT
IVIT
IES
M
ILE
ST
ON
E
08
09
10
11
12
13
PE
RS
ON
/UN
ITU
NIT
/AG
EN
CIE
S
4.6
.4 R
ollo
ut G
DD
S
mo
dule
s
- G
DD
S u
se
d b
y m
ore
sta
keho
lders
4.6
.5 C
on
duct
aw
are
ness
sessio
ns
- R
equ
ests
fo
r in
form
ation
4.7
.1 T
rain
sta
ff o
n A
DP
m
odule
s
- S
taff tra
ined in a
rch
ivin
g a
nd
A
DP
Te
ch
nic
al
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
TIM
E F
RA
ME
RE
SP
ON
SIB
LE
CO
LL
AB
OR
AT
ING
OU
TP
UT
AC
TIV
ITIE
SM
ILE
ST
ON
E
08
09
10
11
12
13
PE
RS
ON
/UN
ITU
NIT
/AG
EN
CIE
S
5.3
.5 S
et up
D
ocum
ent M
anagem
ent
S
yste
m
Work
Flo
w &
- W
ork
flo
w &
do
cu
me
nt m
ana
ge
syste
m insta
lled
& c
onfigure
dm
ent
5.3
.6 S
et up IT
Help
Desk
Syste
m
- IT
He
lp D
esk s
yste
m
configure
din
sta
lled &
5.3
.7 S
et up B
ack-u
p &
A
rchiv
ing S
yste
m
- B
ack-u
p &
Arc
hiv
ing s
yste
m
insta
lled &
configure
d
5.4
C
apacity o
f sta
ff
u
tiliz
ation &
managem
ent
s
trength
ened
on IC
T
5.4
.1 T
rain
GS
S d
ata
pro
cessin
g s
taff
- G
SS
data
pro
ce
ssin
g s
taff tra
ined
on:
SP
SS
, S
TA
TA
, S
AS
, G
IS, scannin
g
technolo
gy,
sto
rage,a
rchiv
al, &
r
etr
ieval syste
ms
CS
PR
O,
IT D
iv
IT G
overn
ance
5.4
.2 T
rain
GS
S IT
sta
ff
- IT
sta
ff o
bta
in c
ert
ific
ate
s, B
achelo
r
ate
are
as in IC
TA
nd M
aste
r degre
es in a
ppro
pri
5.4
.3 T
rain
GS
S N
on
-IT
sta
ff -
GS
S N
on
-IT
sta
ff tr
ain
ed o
n b
asic
-C
om
pute
r lit
era
cy &
softw
are
that
will
enhance their p
roductivity
5.4
.4 T
rain
key M
DA
&
MM
DA
sta
ff
- S
ele
cte
d s
tatistics s
taff fro
m k
ey
MD
As &
MM
DA
s a
re tra
ined in
sta
tistical m
anagem
ent
5.4
.5 S
et up IT
Tra
inin
g
Centr
e
- IT
Tra
inin
g C
entr
e s
etu
p, fu
rnis
hed
5.5
IC
T P
rocesses &
S
yste
msdesig
ned &
im
ple
mente
d
Managem
ent
Desig
n &
im
ple
ment
- W
ork
pla
n im
ple
mente
d &
regula
rIT
Div
IT G
overn
ance
5.5
.1 IT
Assets
Managem
ent
Pla
nre
port
s p
roduced
5.5
.2 IT
User
Polic
y
5.5
.3 IT
Security
Polic
y
5.5
.4 IT
Change
Managem
ent P
lan
5.5
.5 I
T A
ud
it P
lan
5.5
.6 I
T D
isaste
r
& R
eco
ve
ry P
lan
Man
age
men
t
5.5
.7 B
usin
ess C
ontinuity,
A
rch
ivin
g P
lan
45
T
IME
F
RA
ME
R
ES
PO
NS
IBL
E
CO
LL
AB
OR
AT
ING
O
UT
PU
T
AC
TIV
ITIE
S
MIL
E S
TO
NE
08
09
1
0
11
1
2
13
P
ER
SO
N/U
NIT
UN
IT/A
GE
NC
IES
5.5
.8 R
isk A
naly
sis
, C
on
trol
&
Assessm
en
t P
lan
5.5
.9 IT
Pro
cesses,
Docum
enta
tion P
lan
5.5
.10 I
T G
ove
rna
nce
5.6
IC
T M
ain
tenan
ce F
und s
et
up
5.6
.1 D
esig
n c
oncept
opera
tional pla
nfo
r an
IC
T M
ain
ten
ance F
und
&
- IC
T M
ain
tenance F
und s
et up
with
IT G
overn
ance
GoG
, M
DA
s,
NS
S s
takeh
old
ers
NG
Os, P
riva
te
5.6
.2 Im
ple
ment
pla
n
- M
anag
em
ent syste
m f
or
Fund in p
lace
Main
tenan
ce
Secto
r, D
evelo
p-
ment
Pa
rtners
5.7
Log
istics
a
va
ila
ble
for
ICT
op
era
tio
ns
5.7
.1 P
rocure
necessary
logis
tics t
o s
upport
IC
T
o
pera
tions
- Logis
tics fo
r IC
T o
pera
tions
IT D
iv
IT G
overn
ance
reg
ula
rly a
vailable
A
dm
inis
tration
6.1
S
tatistical S
erv
ice
a
nd im
pro
ved
Law
re
vie
we
d
6.1
.1 L
egal R
evie
w
C
om
mitte
e f
orm
ed a
nd
m
andate
pro
vid
ed
S
erv
ice L
aw
- Legal R
evie
w C
mtte
co
nsis
ts in
div
iduals
fro
m G
SS
fo
rmed w
ith
pro
pe
r T
OR
& W
ork
pla
n
’e
of
Coord
ination D
iv
- Is
sue
s f
or
revis
ion identifie
d
6.1
.2 E
ngage a
legal
c
onsultant to
incorp
ora
te
the issues into
a r
evis
ed
L
aw
- D
raft R
evis
ed
La
w c
om
ple
ted
Le
gal C
om
tte
e
6.1
.3
Dis
cu
ss r
evis
ed L
aw
w
ith c
olla
bora
ting
MD
As
an
d o
ther
sta
ke
hold
ers
- A
gre
em
ents
on the D
raft
Revis
ed
Law
Le
gal C
om
tte
e
NS
S n
etw
ork
6.1
.4 S
ub
mit r
la
w t
o S
tatistica
l S
erv
ice
B
oa
rd
evie
wed
dra
ft
- F
eedback obta
ined
Legal C
om
ttee
6.1
.5 S
tatistical S
erv
ice
s
ubm
its d
raft
docum
ent
to A
ttorn
ey G
enera
l's
D
epart
ment
Board
Legal C
om
ttee
- R
evis
ed
La
w a
pp
rove
d b
y A
tto
rne
y
Gene
ral's
Dep't
6.1
.6 S
ubm
it d
raft S
tatistical
S
erv
ice L
aw
to
P
arlia
ment
- R
evis
ed S
tatistical Law
passed b
y
Attorn
ey G
enera
l'sP
arlia
ment
Dep't
6.1
.7 E
ngage a
legal
a
nt to
overs
ee G
SS
inputs
in the p
repara
tion
o
f th
e L
egal in
str
um
ent
o
f th
e r
evis
ed L
aw
consult-
- Legal In
str
um
ent accepta
GS
S s
tandard
s
ble
by
Legal C
om
ttee
NS
S n
etw
ork
ST
RA
TE
GIC
OB
JE
CT
IVE
6:
RE
INF
OR
CE
D L
EG
AL
FR
AM
EW
OR
K
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
46
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
TIM
E
FR
AM
ER
ES
PO
NS
IBL
EC
OL
LA
BO
RA
TIN
GO
UT
PU
T
AC
TIV
ITIE
S
MIL
E S
TO
NE
08
09
10
11
12
13
PE
RS
ON
/UN
IT
UN
IT/A
GE
NC
IES
ST
RA
TE
GIC
OB
JE
CT
IVE
7:
RA
TIO
NA
LIS
ED
OR
GA
NIZ
AT
ION
AL
ST
RU
CT
UR
E A
ND
MA
NA
GE
ME
NT
SY
ST
EM
S
7.1
O
rganiz
atio
nal
r
e-o
riente
d
stru
cture
7.1
.1. F
aci
litate
the r
evi
ew
and a
ppro
val o
f re
com
mendatio
ns
on o
rganiz
atio
nal
re
-str
uct
uring
- N
ew
Org
aniz
atio
nal C
hart
GS
and D
GS
,
stru
cture
Adm
inis
tratio
n
7.1
.2 Im
ple
menta
tion o
f a
ppro
ved s
truct
ure
, m
onito
ring &
eva
luatio
n
-
Feedback
on the r
e-s
truct
uring
7.2
Managem
ent In
for
(M
IS)
est
ablis
hed -S
yste
m
7.2
.1 A
ssess
ment of
Info
rmatio
n a
nd
c
om
munic
atio
n flo
w
- A
sse
sed gap
ss
and is
sues
Coord
inatio
n D
iv
All
Div
. in
GS
S
IC
T
7.2
.2. D
esi
gn a
n im
pro
ved
M
IS
-
Reco
mm
endatio
n for
an M
IS
Coord
inatio
n D
iv
7.2
.3 S
et up M
IS u
nit
-
MIS
Unit
form
ed u
nder
Coord
Div
7.2
.4 T
rain
ing o
f pers
onnel
o
n M
IS -
Pers
onnel e
quip
ped to o
vers
ee
Coord
inatio
n D
iv
MIS
funct
ion
7.2
.5 Im
ple
menta
tion o
f a
ppro
ved M
IS
- M
IS form
at and r
eport
s
MIS
Unit
All
Div
. in
GS
S
7.3
Sta
ff E
stablis
hm
ent update
d
7.3
.1 U
pdate
of exi
stin
g s
taff
e
stablis
hm
ent and
d
eci
de o
n n
um
ber
to
o
pera
te w
ith
- R
evi
sed n
um
ber
of st
aff
Ad
min
istr
atio
nA
ll D
ivis
ions
(G
S &
DG
S)
7.3
.2 D
esi
gn a
pro
gre
ssiv
e
s
taff e
stablis
hm
ent
- U
pdate
d s
taff E
stablis
hm
ent
A
dm
inis
tratio
n
7.3
.3. Im
ple
menta
tion o
f appro
ved s
taff
est
ablis
hm
ent
- P
rog
ress
ive
sta
ffA
dm
inis
tratio
nest
ab
lishm
ent
7.4
Sch
em
e o
f se
rvic
e fin
alis
ed
7.4
.1 F
aci
litate
th
o
f sc
hem
e o
f se
rvic
ee a
ppro
val
- A
ppro
ved S
chem
e o
f S
erv
ice
Adm
inis
tratio
n
All
Div
isio
ns
7.4
.2 I
mp
lem
enta
tion o
f
S
chem
e,
mon
itorin
g a
nd
eva
luatio
n
- F
ee
dback
on im
ple
men
tatio
n
Adm
inis
tratio
n
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
47
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
L
eade
r in
th
e P
rodu
ctio
n o
f O
ffic
ial
Sta
tist
ics
48
7.6
.5 A
naly
sis
of
d
evelo
pm
ent and
s
uccessio
n p
lannin
g
Managem
ent
7.6
.6 A
doption o
f d
evelo
pm
ent and
s
uccessio
n p
lan,
m
onitoring a
nd
e
valu
ation
managem
ent
- F
eedback o
n im
ple
menta
tion
Adm
inis
tration
8.1
S
tatistical O
ffic
es
d
istr
icts
negotiate
din
170
8.1
.1 C
onduct lo
bby v
isits to
dis
tric
ts
- O
ffic
e s
pace d
esig
nate
d for
sta
tistics
Com
mitte
e
Sta
tistical B
oard
8.1
.2 P
lan for
requirem
ents
of sta
tistical offic
es
- S
chedule
for
refu
rbis
hm
ent of offic
es
Com
mitte
e
agre
ed
8.2
N
ecessary
logis
tics
furn
ishin
gs p
rovid
edto
curr
ent
o
ffic
es a
t N
ational, R
egio
nal &
D
istr
ict levels
&
8.2
.1 A
ssess o
vera
ll
r
equirem
ents
of all
o
ffic
es
- P
roposal fo
r acquis
itio
n o
f new
Adm
inis
tration
Accounts
furn
ishin
gs &
logis
tics
Pro
cure
ment U
nit
8.2
.2 R
ais
e funds for
fu
rnis
hin
gsand logis
tics
required
- A
gre
em
ent secure
d w
ith fundin
g
part
ner(
s)
Adm
inis
tration
8.2
.3 F
acilitate
ac
log
istics&
fu
rnis
hin
gs
quis
itio
n o
f -
12
Necessary
log
istics
acq
uired
&
Ad
min
istr
atio
nA
cco
un
tsse
t o
f fu
rnis
hin
gs in
sta
lle
dP
rocu
rem
en
t U
nit
8.3
Str
ate
gy f
or
ne
w
d
eve
lop
ed
GS
S o
ffic
e
8.3
.1 C
on
du
ct
fea
sib
ility
stu
die
s-
Re
po
rt o
n f
ea
sib
ility s
tud
ies p
rep
are
d
8.3
.2 P
rep
are
str
ate
gie
s
for
ne
w o
ffic
e-
Go
ve
rnm
en
t co
mm
itm
en
t to
su
pp
ort
Ne
w o
ffic
e c
om
ple
x s
ecu
red
8.3
.3 I
nco
rpo
rate
tio
n o
f n
ew
Offic
e
c
om
ple
x in
to s
eco
nd
p
ha
se
of
Co
rpo
rate
Pla
n
con
str
uc-
- C
on
str
uctio
n o
f n
ew
offic
e c
om
ple
x
Re
fle
cte
d in
ne
w c
orp
ora
te p
lan
7.6
.3. D
evelo
p tra
inin
g
Pro
gra
mm
es
- T
rain
ing P
rogra
mm
es
Coord
Div
7.6
.4 Im
ple
ment tr
ain
ing
pro
gra
mm
e-
Pers
onnel tr
ain
ed b
ased o
n P
lan
Coord
Div
Adm
inis
tration
-S
uccessio
n p
lannin
g
Adm
inis
tration
All D
ivis
ions
7.5
.2 R
e-d
esig
n o
f P
MS
7.5
.3 A
doption o
f P
MS
- R
ecom
mendations for
PM
S
- A
ppro
ved P
MS
7.5
.1 R
evie
w o
f exis
ting P
MS
- A
ssessed g
aps a
nd issues
Adm
inis
tration
All D
ivis
ions
T
IME
F
RA
ME
R
ES
PO
NS
IBL
E C
OL
LA
BO
RA
TIN
G O
UT
PU
T
AC
TIV
ITIE
S
MIL
E S
TO
NE
08
09
10
11
12
13
PE
RS
ON
/UN
IT
UN
IT
/AG
EN
CIE
S
7.6
S
taff D
evelo
pm
ent &
im
ple
mente
dT
rain
ing
7.6
.1 D
esig
n a
tra
inin
g a
nd
- T
rain
ing a
nd d
evelo
pm
ent
Coord
ination D
iv
develo
pm
ent policy
Policy d
ocum
ent
7.6
.2 T
rain
ing n
eeds
assessm
ent
- Id
entified tra
inin
g n
eeds
Adm
inis
tration
7.5
C
om
pre
hensiv
e
m
anagem
ent syste
m
e
sta
blished
Sta
ff p
erf
orm
ance
ST
RA
TE
GIC
OB
JE
CT
IVE
8:
UP
GR
AD
ED
PH
YS
ICA
L IN
FR
AS
TR
UC
TU
RE
TIM
E F
RA
ME
RE
SP
ON
SIB
LE
CO
LL
AB
OR
AT
ING
OU
TP
UT
A
CT
IVIT
IES
M
ILE
ST
ON
E
08
09
10
11
12
13
P
ER
SO
N/U
NIT
U
NIT
/AG
EN
CIE
S
S
TR
AT
EG
IC O
BJE
CT
IVE
9:
ST
RE
NG
TH
EN
ED
RE
SO
UR
CE
MO
BIL
IZA
TIO
N
9.1
Effe
ctiv
e R
esou
rce
9.
1.1.
Iden
tify
new
sou
rces
of
fund
ing
-
Mat
rix o
f pot
entia
l fin
anci
ers
per
proj
ect
GS
and
GD
S
GS
S B
oard
Mob
iliza
tion
Pro
gram
me
Adm
inis
trat
ion
impl
emen
ted
9.1.
2 D
evel
op In
stitu
tiona
l br
ochu
re
- M
arke
tabl
e in
stitu
tiona
l bro
chur
e
Pub
licity
& D
isse
m
9.
1.3.
Con
duct
trai
ning
on
p
ropo
sal W
ritin
g
-
Per
sonn
el tr
aine
d in
pro
posa
l
writ
ing
9.
1.4
Dev
elop
pro
posa
ls fo
r
spec
ific
proj
ects
-
Pro
ject
Pro
posa
ls, B
riefs
C
oord
inat
ion
Div
A
ll D
iv o
f GS
S
ND
PC
, MO
FE
P
9.
1.5
Lob
by f
unde
rs to
sup
port
Pro
posa
ls
- D
iver
sifie
d so
urce
s of
fund
s
GS
and
GD
S
All
Div
of G
SS
- A
gree
men
ts o
n pr
ojec
t fun
ding
GS
S B
oard
9.2
Fun
ctio
nal f
inan
cial
9.
2.1
Rev
iew
and
str
eam
line
fin
anci
al c
ontr
ol s
yste
m
an
d bu
dget
pro
cedu
res
- Ass
esse
d ga
ps a
nd is
sues
F
inan
cial
Con
tr
All
Div
of G
SS
man
agem
ent s
yste
ms
(GS
and
GD
S)
esta
blis
hed
9.
2.2
Trai
n m
anag
emen
t
in fi
nanc
ial m
anag
emen
tS
taff
-
Per
sonn
el tr
aine
d on
effe
ctiv
e fin
anci
al m
anag
emen
t C
apac
ity B
uild
ing
9.2.
3 E
nfor
cem
ent o
f
man
agem
ent s
yste
mfin
anci
al
- Ass
essm
ent R
epor
ts
Adm
in
Impr
oved
fina
ncia
l man
agem
ent s
yste
m
GS
, DG
S, F
C
-
9.
3 R
evie
w p
olic
y on
ge
nera
ted
fund
inte
rnal
ly
9.
3.1
Iden
tify
cons
ulta
nt
-
GS
, DG
S, D
A
All
Div
isio
ns
9.
3.2
Set
out
TO
R a
nd
C
ontr
act
awar
d
Q
ualif
ied
cons
ulta
nt a
war
ded
cont
ract
9.
3.3.
Impl
emen
t pol
icy
-N
ew IG
F p
olic
y
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
49
Leader in the Production of Official Statistics
IMPLEMENTATION, MONITORING AND EVALUATION PLAN
The strategic direction reflected in this Corporate Plan emanated from the management and staff of GSS, thus, its content has a high degree of relevance and acceptance. For that matter, the success of the Implementation Plan is critical and requires the absolute commitment of all staff, including top management. Since there is no unit within GSS that is responsible for strategic planning a new Division or Unit to be called Programme Development and Management will be established and charged with the responsibility for programme development, planning, management as well as monitoring and evaluation of the corporate plan. In addition, an Implementation Plan Steering Committee will be constituted, comprising representatives from Development Partners, Government of Ghana, steering committee of the GSDP and Head of the Programme Development and Management Division/Unit. It will however be necessary to develop the capacity of GSS in strategic planning and management, during this first phase, to ensure that this function is fully institutionalised by the end of this plan period. The services of a technical advisor will be employed for this purpose, for a period of two to three years.
The mandate of the Corporate Implementation Plan Coordinating Committee is to:
1. Facilitate the systematic initiation of Implementation Plan;2. Assess the requirements and resources available for implementing components of the Plan
together with the responsible Units;3. Ensure that responsible Units are able to implement their assigned Plan components;4. Ensure that available budget is managed within the approved GSS financial system;5. Ensure the proper monitoring and evaluation of the Implementation Plan; and6. Facilitate re-planning, based on emerging needs.
Once the NSS Coordinating Secretariat is in place and a Coordinator has been designated, he or she will be selected as a member of the Committee and will be able to provide the link to the broader based institutional framework.
Monitoring and Evaluation
Monitoring and evaluation of the Corporate Plan will be conducted at two levels:
(a) Monitoring of the implementation of Annual Action Plans
This will involve ensuring that an Annual Action Plan is consolidated from individual project submissions. A quarterly monitoring of this Annual Plan will be conducted with the focus on whether or not planned activities have been implemented and to ascertain the results of their implementation and any issues or problems with regards to timeliness of delivery, fund availability, or other management related issues. The outcome of this level of monitoring will impact on decisions to be made in subsequent quarters or periods. Outcomes of the monitoring will also be consolidated for discussion in an Annual Review of the Corporate Implementation Plan.
(b) Monitoring and Evaluation of Outcomes and Effects
The basic frame for this second level of monitoring and evaluation is the Logical Framework. In its current form, the LogFrame makes available measures of achievement at every level of objectives. Basically, monitoring and evaluation will require some in-depth investigation that may include surveys and rapid assessments. At every stage, the realistic targets of the LogFrame should be assessed.
Chapter 6
50
The responsibility for monitoring and evaluation will be vested with the Programme Development and Management Division/Unit. The Division's/Unit's capacity for monitoring and evaluation will be strengthened with the technical support from a specialist in Strategic Planning and M&E. The unit will report on a quarterly basis to the GSS Board, Chief Directors Forum and the Ministerial Group of the GSDP, and present a final annual report to the Board at its first meeting in the succeeding year.A status of implementation of the Corporate Plan will also be published in the GSS Annual Report.
Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
51
CORPORATE PLAN BUDGET AND PLAN FOR FINANCING
Since the Corporate Plan is based on a logical framework of planning, it produces a budget structure that assigns costs to inputs of each of the activities listed in Table 9. The Budget for the Action Plan is summarised in Table 10 and a more detailed budget description is in a separate document.
The total budget requirement for the five year period is a nominal US$ 99,727,389, not including a US$ 12,500,000 of non-salary administrative support expected from government over the five-year period (not covered in the Plan cost). The largest requirement, 89.04% of the total budget, derives from the diversification and dissemination of GSS products and services. This strategic objective, naturally, consists of the bulk of programmed census and surveys.
In fact, prospective funding for the next 5 years is yet to be secured. Despite support for on-going projects, such as the Statistical Literacy Campaign, the GLSS, Population and Housing Census, the ADP, GhanaInfo, and GDDS, etc., the continuous financing of these initiatives through 2009, and subsequent years, would need to be firmly negotiated and secured. As far as the Government of Ghana budget commitment is concerned, only the budget for PPI and CPI surveys and outputs are being fully funded on a continued basis. These two surveys represent 1.13% of the total budget requirements of the Corporate Plan. Some activities covered under dissemination and advocacy are partially funded .
The Government of Ghana currently funds only half the costs of censuses and a third of the cost of survey programmes, which equates to US$ 31,057,444 and US$ 8,609,057 of the budgets for censuses and surveys, respectively. Government also provides GSS non-salary administrative support of US$ 12,500,000, over the five-year plan period. This amounts to a total of US$ 52,166,501 being Government of Ghana's commitment to the budget, leaving a shortfall of US$ 47,560,888 to be mobilised from other sources.
Consequently, the management of GSS and the Board are keen to explore alternative ways of financing the five year plan. The Government Statistician, in consultation with the GSS Board, has set up an interim committee at GSS to develop strategies for mobilising resources to support the implementation of the Corporate Plan. These alternative means will include the mobilisation of
partner stakeholders within the NSS, especially those who assume the same statistical targets as
GSS, the private businesses, and local and international civil society organisations. As indicated in the Plan, the system of internally-generated funding will be overhauled and strengthened to make significant contribution towards sustaining GSS activities, in particular the effective application of ICT.
The GSS will continue to maintain a good partnership with the Government of Ghana and traditional,
as well as non-traditional, development partners. Already, a series of consultative meetings were held between GSS and the Government of Ghana, development partners, etc., and are expected to continue throughout the Plan period. This has included dialogue with the Office of the President, Ministry of Finance and Economic Planning, National Development Planning Commission, DFID,
World Bank, GTZ, ILO, IFPRI, UNDP, and UNFPA, among others, to solicit their support and inputs for the Plan. Table 11 is the annualised, three-year and five-year unadjusted costs of activities
Chapter 7
Leader in the Production of Official Statistics
52
Table 10: Corporate Plan Budget (In US Dollars), 2009-2013: Summary By Strategic Objectives & Outputs
Leader in the Production of Official Statistics
Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013
SO1: CONSOLIDATED STATISTICAL INFRASTRUCTURE1.1 Sampling Frame for Household Surveys
506,990
1.2 Business Register 238,413
1.3 Geographic Information System 325,016
1.4 Statistical Standards & Methods Manual 493,286
Sub-Total
1,563,705
SO2: DIVERSIFIED AND WELL-DISSEMINATED GSS PRODUCTS & SERVICES
2.1 Population and Housing Census
48,491,526
2.2 National Agriculture Census 13,623,352
2.3 Integrated Business & Establishment Survey 9,017,532
2.4 Integrated Household Survey 12,268,522
2.5 Annual Agriculture Survey 4,541,117
2.6 Service Institutions Survey 100,050
2.7 Dissemination 757,091
Sub-Total
88,799,200
SO3: SCALED-UP STATISTICAL LITERACY
3.1 Design and implement Statistical Literacy programme 688,750
3.2 Strengthening Capacity of Media Practitioners 41,500
Sub-Total
730,250
SO4: ENHANCED COLLABORATION AND NETWORKING
4.1 Functionality of Networks 71,900
4.2 Capacity of District Assemblies 314,970
4.3 Capacity of MDA Statistical Units 104,598
4.4 Technical Advisory Unit Established 2,350
4.5 GhanaInfo & IMIS 835,270
4.6 Strengthen GDDS 26,200
4.7 Accelerated Data Programme 261,150
Sub-Total
1,616,438
SO5: IMPROVED INFORMATION & COMMUNICATION TECHNOLOGY
5.1 Set up ICT Infrastructure 2,580,230
5.2 Set up ICT Applications 353,782
5.3 Strengthen Capacity of Staff in ICT 555,012
5.4 Design & Implement ICT Management System 45,645
5.5 Set up ICT Maintenance Fund 175,321
Sub-Total
3,709,990
53
SO6: REINFORCED LEGAL FRAMEWORK
6.1 Review and Improve GSS Law 21,000
Sub-Total
21,000
SO7: RATIONALISED ORGANISATIONAL STRUCTURE & MANAGEMENT SYSTEM
7.1 Establish Management Information System(MIS) 4,875
7.2 Staff Performance Management System 54,370
7.3 Implement staff training programme 2,168,095
Sub-Total
2,227,340
SO8: UPGRADED PYSICAL INFRASTRUCTURE
8.1 Renovating newly acquired office space 70,000 8.2 Procurement of office furnishings for current and newly acquired
district offices 810,000
8.3 Strategies for constructing new Head Office complex 30,000
Sub-Total 910,000
SO9: STRENGTHENED RESOURCE MOBILISATION
9.1 Effective Resource Mobilisation 68,644
9.2 Functional Financial Management System 33,800
9.3 Review Policy on Internally Generated Funds 4,812
Sub-Total
107,256
SO10: MONITORING AND EVALUATION
10.1 Workshops & Seminars on M&E 26,560
10.2 Preparation of Technical and Financial Report 15,650
Sub-Total 42,210
GRAND TOTAL
99,727,389
Leader in the Production of Official Statistics
54
Tab
le 1
1:
An
nu
ali
sed
, T
hree-Y
ear a
nd
Fiv
e-Y
ear U
nad
just
ed
Cost
s of
Acti
vit
ies
(US
$’0
00
)
AC
TIV
ITY
Yea
r 1
Y
ear
2
Yea
r 3
Y
ear
4
Yea
r 5
3-Y
ear
Tot
al
5-Y
ear
Tot
al %
5-
year
T
otal
SO
1:
CO
NS
OL
IDA
TE
D S
TA
TIS
TIC
AL
IN
FR
AS
TR
UC
TU
RE
93
8,22
3.00
31
2,74
1.00
31
2,74
1.00
0.
00
0.00
1,
563,
705.
00
1,56
3,70
5.00
1.
6
SO
2:
DIV
ER
SIF
IED
AN
D W
EL
L-D
ISS
EM
INA
TE
D G
SS
P
RO
DU
CT
S A
ND
SE
RV
ICE
S
0.0
Cen
suse
s 19
,069
,270
.62
40
,747
,366
.53
2,
298,
250.
86
0.00
0.
00
62,1
14,8
88.0
0
62,1
14,8
88.0
0 62
.3
S
urv
eys
676,
247.
40
226,
247.
40
8,35
8,25
0.51
8,
308,
225.
51
8,35
8,25
0.51
9,
260,
745.
31
25,9
27,2
21.3
3 26
.0
Dis
sem
inat
ion
151,
418.
20
151,
418.
20
151,
418.
20
151,
418.
20
151,
418.
20
454,
254.
60
757,
091.
00
0.8
SO
3:
SC
AL
ED
-UP
ST
AT
IST
ICA
L L
ITE
RA
CY
35
5,63
1.75
89,8
20.7
5
94,9
32.5
0
94,9
32.5
0
94,9
32.5
0
540,
385.
00
730,
250.
00
0.7
SO
4:
EN
HA
NC
E C
OL
LA
BO
RA
TIO
N A
ND
NE
TW
OR
KIN
G
330,
067.
60
333,
217.
60
317,
717.
60
317,
717.
60
317,
717.
60
981,
002.
80
1,61
6,43
8.00
1.6
SO
5:
IMP
RO
VE
D I
NF
OR
MA
TIO
N A
ND
CO
MM
UN
ICA
TIO
N
TE
CH
NO
LO
GY
2,22
2,95
4.80
571,
758.
80
526,
758.
80
216,
758.
80
171,
758.
80
2,79
4,71
3.60
3,70
9,99
0.00
3.7
SO
6:
RE
INF
OR
CE
D L
EG
AL
FR
AM
EW
OR
K
14,0
00.0
0
7,00
0.00
0.00
0.00
0.00
21,0
00.0
0
21,0
00.0
0
0.0
SO
7:
RA
TIO
NA
LIS
ED
OR
GA
NIS
AT
ION
AL
ST
RU
CT
UR
E
AN
D M
AN
AG
EM
EN
T S
YS
TE
M
492,
242.
14
447,
695.
34
432,
103.
96
429,
876.
62
425,
421.
94
1,37
2,04
1.44
2,22
7,34
0.00
2.2
SO
8:
UP
GR
AD
ED
PH
YS
ICA
L I
NF
RA
ST
RU
CT
UR
E
220,
000.
00
440,
000.
00
110,
000.
00
110,
000.
00
30,0
00.0
0
770,
000.
00
910,
000.
00
0.9
SO
9:
ST
RE
NG
TH
EN
ED
RE
SO
UR
CE
MO
BIL
ISA
TIO
N
96,5
30.4
0
10,7
25.6
0
0.00
0.00
0.00
107,
256.
00
107,
256.
00
0.1
SO
10:
MO
NIT
OR
ING
AN
D E
VA
LU
AT
ION
14,0
70.0
0
7,03
5.00
7,03
5.00
7,03
5.00
7,03
5.00
28,1
40.0
0
42,2
10.0
0
0.0
TO
TA
L
24
,58
0,6
55
.91
43,3
45,0
26.2
2
12,6
09,2
08.4
3
9,63
5,96
4.23
9,55
6,53
4.55
79,2
38,1
31.7
5
99,7
27,3
89.3
3
100.
0
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
55
AN
NE
X:
GH
AN
A S
TA
TIS
TIC
AL
SE
RV
ICE
CO
RP
OR
AT
E P
LA
N, 2009 -
2013:
LO
GIC
AL
FR
AM
EW
OR
K
S
tra
teg
ic O
bje
cti
ve
1 (
SO
1):
C
on
so
lid
ate
d S
tati
sti
ca
l In
fra
str
uc
ture
A
so
lid
an
d s
ou
nd
ma
ste
r s
am
plin
g f
ra
me
up
da
ted
us
ing
a m
an
ua
l o
f s
tan
da
rd
ise
d s
tati
sti
ca
l d
efi
nit
ion
s a
nd
co
nc
ep
ts
SO
1 / O
utp
ut
1:
Up
da
ted
Ma
ste
r S
am
plin
g F
ram
e fo
r h
ou
se
ho
ld s
urv
eys e
sta
blish
ed
By th
e e
nd
of 2
00
9, a
n u
pd
ate
d c
om
pre
he
nsiv
e
En
um
era
tio
n A
rea
(E
A)
Ma
ps a
re r
ea
dily a
cce
ssib
le
to u
se
rs in
dig
ita
l a
nd
ma
nu
al fo
rma
ts
- G
SS
EA
Ma
ps
- M
DA
Su
rve
y R
ep
ort
s
Fo
r a
ll O
utp
uts
:
Co
mm
itte
d p
roje
ct fu
nd
ing
le
ve
ls
rem
ain
co
nsis
ten
t
S
O1
/ O
utp
ut
2:
Ge
og
rap
hic
al In
form
atio
n s
yste
m
str
en
gth
en
ed
By th
e e
nd
of 2
00
9, E
nu
me
ratio
n A
rea
ma
ps a
nd
g
eo
gra
ph
ica
lly r
efe
ren
ce
d in
form
atio
n a
re a
cce
ssib
le
for
pu
rpo
se
s o
f re
se
arc
h a
nd
pla
nn
ing
- G
SS
EA
Ma
ps
- G
IS U
nit R
eco
rds
So
un
d p
olicy e
nviro
nm
en
t re
ma
in
su
pp
ort
ive
of q
ua
lity
sta
tistics
de
ve
lop
me
nt
S
O1
/ O
utp
ut
3:
Sta
nd
ard
ise
d s
tatistica
l co
nce
pts
&
de
fin
itio
ns m
an
ua
lise
d
By th
e e
nd
of 2
00
9, a
Ma
nu
al o
f S
tan
da
rdis
ed
Sta
tistica
l C
on
ce
pts
& D
efin
itio
ns is b
ein
g u
se
d a
s a
b
asis
fo
r sta
tistica
l m
an
ag
em
en
t b
y n
atio
na
l, r
eg
ion
al,
an
d d
istr
ict sta
ke
ho
lde
rs w
ith
in th
e N
atio
na
l S
tatistics
Syste
m
- M
an
ua
l o
f S
tan
da
rdis
ed
Sta
tistica
l C
on
ce
pts
& D
efin
itio
ns
- M
DA
Su
rve
y R
ep
ort
s
Attritio
n r
ate
with
in G
SS
re
ma
ins
low
S
tra
teg
ic O
bje
cti
ve
2 (
SO
2):
D
ive
rs
ifie
d a
nd
We
ll-D
iss
em
ina
ted
P
ro
du
cts
an
d S
erv
ice
s
GS
S is
ab
le t
o e
ffe
cti
ve
ly d
iss
em
ina
te d
ive
rs
ifie
d p
ro
du
cts
& s
erv
ice
s, re
sp
on
din
g t
o t
he
ne
ed
s o
f p
lan
nin
g, m
on
ito
rin
g &
ev
alu
ati
on
of
na
tio
na
l d
ev
elo
pm
en
t p
ro
gra
mm
es
.
SO
2 / O
utp
ut
1:
Po
pu
latio
n / H
ou
sin
g C
en
su
s
imp
lem
en
ted
By th
e e
nd
of 2
01
0, u
pd
ate
d d
em
og
rap
hic
an
d s
ocia
l d
ata
is a
cce
ssib
le to
use
rs in
dig
ita
l a
nd
ma
nu
al
form
ats
- C
en
su
s R
ep
ort
- 5
Ye
ar
Ce
nsu
s a
nd
Su
rve
y
Pro
gra
mm
e
- K
ey S
tatistics &
In
dic
ato
rs L
ist
- G
SS
Ro
ste
r o
f P
ub
lica
tio
ns
ca
pa
city to
pro
vid
e tim
ely
an
d
da
ta fo
r p
lan
nin
g, m
on
ito
rin
g a
nd
e
va
lua
tio
n o
f n
atio
na
l d
eve
lop
me
nt a
sw
ell a
s e
ffe
ctive
ly c
oo
rdin
ate
th
e
Na
tio
na
l S
tatistica
l S
yste
m.
relia
ble
Ob
jec
tiv
es
O
bje
cti
ve
ly V
erif
iab
le In
dic
ato
rs
M
ea
ns
of
V
erif
ica
tio
n
Imp
orta
nt
As
su
mp
tio
ns
Go
al:
In 5
ye
ars
tim
e, th
e G
SS
ha
s th
e
hu
ma
n r
eso
urc
e a
nd
in
stitu
tio
na
l
Ma
jor
po
licy a
nd
str
ate
gy d
ecis
ion
s m
ad
e w
ith
in th
e
fra
me
wo
rk o
f th
e G
PR
S, M
DG
. N
EP
AD
, A
PR
M a
nd
th
e v
ario
us G
OG
Min
istr
ies h
ave
su
bsta
ntia
lly u
tilise
d
da
ta a
nd
in
form
atio
n g
en
era
ted
fro
m w
ith
in th
e
Na
tio
na
l S
tatistica
l S
yste
m
- G
PR
S D
ocu
me
nt
- M
DG
Re
po
rts
-
NE
PA
D P
roje
ct R
ep
ort
s
- G
OG
Min
istr
y R
ep
ort
s
- M
DB
S R
eco
rds o
f D
iscu
ssio
ns
So
un
d p
olicy e
nviro
nm
en
t re
ma
in
su
pp
ort
ive
of q
ua
lity
sta
tistics
de
ve
lop
me
nt
SO
2 / O
utp
ut
2:
Ag
ricu
ltu
re C
en
su
s im
ple
me
nte
d
By th
e e
nd
of 2
011
, a
n u
pd
ate
d d
ata
on
ag
ricu
ltu
re
an
d fis
he
rie
s is a
cce
ssib
le to
use
rs in
dig
ita
l a
nd
m
an
ua
l fo
rma
ts
- C
en
su
s R
ep
ort
- 5
Ye
ar
Ce
nsu
s&
Su
rve
y P
rog
ram
me
- K
ey S
tatistics &
In
dic
ato
rs L
ist
- G
SS
Ro
ste
r o
f P
ub
lica
tio
ns
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
56
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
O
bje
cti
ve
s O
bje
cti
ve
ly V
eri
fia
ble
In
dic
ato
rsM
ea
ns
of
Ve
rifi
ca
tio
nIm
po
rta
nt
As
su
mp
tio
ns
SO
2 / O
utp
ut
3:
Inte
gra
ted
Bu
sin
ess a
nd
E
sta
blis
hm
en
t S
urv
ey
imp
lem
en
ted
Sta
rtin
g th
e
info
rma
tio
n r
ela
tin
g to
bu
sin
ess a
nd
en
terp
rise
o
pe
ratio
ns a
re a
cce
ssib
le to
use
rs in
dig
ita
l a
nd
m
an
ua
l fo
rma
ts
20
09
, a
n u
pd
ate
d b
usin
ess r
eg
istr
y,
- C
en
su
s R
ep
ort
-
5 Y
ea
r C
en
su
s a
nd
Su
rve
y
Pro
gra
mm
e -
Ke
y S
tatistics &
In
dic
ato
rs L
ist
-
GS
S R
oste
r o
f P
ub
lica
tio
ns
SO
2 / O
utp
ut
4:
GL
SS
co
nd
ucte
d
By 2
01
0, u
pd
ate
d d
ata
on
ho
use
ho
ld e
xp
en
ditu
re
an
d in
co
me
pa
tte
rns is a
cce
ssib
le to
use
rs in
dig
ita
l a
nd
ma
nu
al fo
rma
ts
- S
urv
ey R
ep
ort
-
5 Y
ea
r C
en
su
s a
nd
Su
rve
y
Pro
gra
mm
e -
Ke
y S
tatistics &
In
dic
ato
rs L
ist
-
GS
S R
oste
r o
f P
ub
lica
tio
ns
SO
2 / O
utp
ut
5:
CW
IQ s
urv
ey c
on
du
cte
d
By th
e e
nd
of 2
01
3, u
pd
ate
d d
ata
on
acce
ss,
utiliz
atio
n a
nd
sa
tisfa
ctio
n w
ith
co
re s
ocia
l a
nd
e
co
no
mic
se
rvic
es is a
cce
ssib
le to
use
rs in
dig
ita
l a
nd
ma
nu
al fo
rma
ts
- S
urv
ey R
ep
ort
-
5 Y
ea
r C
en
su
s a
nd
Su
rve
y
Pro
gra
mm
e -
Ke
y S
tatistics &
In
dic
ato
rs L
ist
-
GS
S R
oste
r o
f P
ub
lica
tio
ns
SO
2 / O
utp
ut
6:
DH
S c
on
du
cte
d
By th
e e
nd
of 2
01
3, u
pd
ate
d d
ata
de
scrib
ing
th
e
po
pu
latio
n a
nd
he
alth
situ
atio
n is a
cce
ssib
le to
u
se
rs in
dig
ita
l a
nd
ma
nu
al fo
rma
ts
- S
urv
ey R
ep
ort
-
5 Y
ea
r C
en
su
s a
nd
Su
rve
y
Pro
gra
mm
e -
Ke
y S
tatistics &
In
dic
ato
rs L
ist
-
GS
S R
oste
r o
f P
ub
lica
tio
ns
SO
2 / O
utp
ut
7:
Ho
use
ho
ld In
co
me
& E
xp
en
ditu
re
Su
rve
y c
on
du
cte
d
S
tart
ing
20
11
, h
ou
se
ho
ld le
ve
ls o
f co
nsu
mp
tio
n
by ite
m o
f e
xp
en
ditu
re a
s w
ell
as s
ou
rce
s o
f in
co
me
in c
ash
an
d in
kin
d a
re a
cce
ssib
le to
use
rs in
dig
ita
l a
nd
ma
nu
al fo
rma
ts
- S
urv
ey R
ep
ort
-
5 Y
ea
r C
en
su
s a
nd
Su
rve
y
Pro
gra
mm
e -
Ke
y S
tatistics &
In
dic
ato
rs L
ist
-
GS
S R
oste
r o
f P
ub
lica
tio
ns
SO
2 / O
utp
ut
8:
PP
I su
rve
y c
on
du
cte
d
S
tart
ing
20
09
, a
n u
pd
ate
d p
rod
uce
r p
rice
is
acce
ssib
le to
use
rs m
on
thly
in
dig
ita
l a
nd
ma
nu
al
form
ats
sta
tistics
- S
urv
ey R
ep
ort
-
5 Y
ea
r C
en
su
s a
nd
Su
rve
y P
rog
ram
me
-
Ke
y S
tatistics &
In
dic
ato
rs L
ist
- G
SS
Ro
ste
r o
f P
ub
lica
tio
ns
SO
2 / O
utp
ut
10
:
CP
I S
urv
ey c
on
du
cte
d
Sta
rtin
g 2
00
9, a
n u
pd
ate
d c
on
su
me
r p
rice
sta
tistics is a
cce
ssib
le to
use
rs m
on
thly
in
dig
ita
l a
nd
ma
nu
al fo
rma
ts
- S
urv
ey R
ep
ort
- 5
Ye
ar
Ce
nsu
s a
nd
Su
rve
y
Pro
gra
mm
e
- K
ey S
tatistics &
In
dic
ato
rs L
ist
- G
SS
Ro
ste
r o
f P
ub
lica
tio
ns
57
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
SO
2 / O
utp
ut
11
:
Sta
tistics fo
r d
eve
lop
me
nt
reg
ula
rly d
isse
min
ate
d
Le
ve
l o
f u
se
r sa
tisfa
ctio
n a
cro
ss th
e 1
0 R
eg
ion
s
tow
ard
s G
SS
pro
du
cts
an
d s
erv
ice
s in
cre
ase
d
fro
m 2
00
5 to
20
11
R
eq
ue
sts
fo
r th
e m
ain
pu
blica
tio
ns o
f G
SS
in
cre
ase
d fro
m Y
ea
r 2
to
Ye
ar
5
- 2
00
5 U
se
r S
atisfa
ctio
n S
urv
ey
Re
po
rt
- 2
011
Use
r S
atisfa
ctio
n S
urv
ey
Re
po
rt
- G
SS
Lis
t o
f P
ub
lica
tio
ns
- P
ub
lica
tio
ns F
low
Mo
n R
ep
ort
ito
rin
g
SO
2 / O
utp
ut
12
:
Ad
min
istr
ative
Da
ta C
om
pile
d a
nd
P
ub
lish
ed
Le
ve
l o
f u
se
r sa
tisfa
ctio
n a
cro
ss th
e 1
0 R
eg
ion
s
tow
ard
s G
SS
pro
du
cts
co
nta
inin
g a
dm
inis
tra
tive
d
ata
in
cre
ase
d fro
m 2
00
5 to
20
11
R
eq
ue
sts
fo
r th
e a
dm
inis
tra
tive
da
ta p
ub
lica
GS
S in
cre
ase
d fro
m Y
ea
r 2
to
Ye
ar
5tio
ns o
f
- 2
00
5 U
se
r S
atisfa
ctio
n S
urv
ey
Re
po
rt
- 2
011
Use
r S
atisfa
ctio
n S
urv
ey
Re
po
rt
-
GS
S L
ist o
f P
ub
lica
tio
ns
- P
ub
lica
tio
ns F
low
Mo
nito
rin
g
Re
po
rt
SO
2 / O
utp
ut
13
:
Ge
nd
er
Sta
tistics S
tud
ies
Co
nd
ucte
d
By th
e e
na
cce
ssib
le to
use
rs in
dig
ita
l a
nd
ma
nu
al fo
rma
ts
d o
f 2
01
0, u
pd
ate
d d
ata
on
ge
nd
er
issu
es is
- S
tud
y R
ep
ort
- In
terv
iew
s -
Ke
y S
tatistics &
In
dic
ato
rs L
ist
- G
SS
Ro
ste
r o
f P
ub
lica
tio
ns
Str
ate
gic
Ob
jec
tiv
e 3
(S
O3
):
Sc
ale
d-u
p S
tati
sti
ca
l L
ite
rac
y
A la
rge
r s
ec
tio
n o
f th
e G
ha
na
ian
so
cie
ty h
as
ob
tain
ed
th
e k
no
wle
dg
e, p
rop
er
att
itu
de
, a
nd
ob
se
rve
s a
pp
rop
ria
te u
se
of
GS
S s
tati
sti
cs
, a
pp
lyin
g t
he
m t
o t
he
ir
res
pe
cti
ve
fie
lds
to
en
ha
nc
e p
rod
uc
tiv
ity.
SO
3 / O
utp
ut
1:
Aw
are
ne
ss c
am
pa
ign
d
esig
ne
d &
im
ple
me
nte
d to
ta
rge
t p
ub
lic
offic
ials
/se
rva
nts
, b
usin
ess o
pe
rato
rs,
lea
de
rs o
f N
GO
s &
civ
il so
cie
ty
org
an
isa
tio
ns
Ap
plica
tio
n o
f G
SS
sta
tistics h
as in
cr
tra
ditio
na
l a
nd
no
n-t
rad
itio
na
l u
se
rs a
cro
ss th
e
10
Re
gio
ns fro
m 2
00
5 to
20
11
ea
se
d a
mo
ng
P
art
icip
atio
n in
fo
ra o
n im
po
rta
nce
of sta
tistics fro
m
va
rio
us s
ectio
ns o
f th
e s
ocie
ty (
in te
rms o
f se
x,
ge
nd
er, s
ocio
-eco
no
mic
gro
up
ing
) fo
llo
we
d a
n
incre
asin
g tre
nd
fr
om
Ye
ar
1 to
Ye
ar
5 Q
ua
lity
of q
ue
stio
ns a
nd
issu
es d
iscu
sse
d d
urin
g
eve
ry fo
rum
im
pro
ve
d fro
m Y
ea
r 2
to
Ye
ar
5 b
ase
d
on
sta
nd
ard
s p
rep
are
d b
y G
SS
Ad
vo
ca
cy
Co
mm
itte
e
- 2
00
5 U
se
r S
atisfa
ctio
n S
urv
ey
Re
po
rt
- 2
011
Use
r S
atisfa
ctio
n S
urv
ey
Re
po
rt
- R
eco
rd o
f P
roce
ed
ing
s fro
m
Sta
tistica
l L
ite
racy fo
ra
- R
eco
rd o
f P
roce
ed
ing
s fro
m S
tatistica
l L
ite
racy fo
ra
Ob
jec
tiv
es
Ob
jec
tiv
ely
Ve
rifi
ab
le In
dic
ato
rsM
ea
ns
of
Ve
rifi
ca
tio
nIm
po
rta
nt
As
su
mp
tio
ns
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
58
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
59
Ob
jec
tiv
es
Ob
jec
tiv
ely
Ve
rifi
ab
le In
dic
ato
rsM
ea
ns
of
Ve
rifi
ca
tio
nIm
po
rta
nt
As
su
mp
tio
ns
SO
3 / O
utp
ut
2:
Ca
pa
city o
f m
ed
ia p
ractitio
ne
rs fo
r sta
tistics r
ep
ort
ing
str
en
gth
en
ed
Nu
mb
er
of a
rtic
les o
n G
SS
pro
du
cts
an
d s
erv
ice
s
incre
ase
d fro
m Y
ea
r 2
to
Ye
ar
5
Qu
ality
of sta
tistics r
ep
ort
ing
by s
ele
cte
d m
ed
ia
imp
rove
d fro
m Y
ea
r 2
to
Ye
ar
5 b
ase
d o
n s
tan
da
rds
pre
pa
red
by G
SS
Ad
vo
ca
cy C
om
mitte
e
-
GS
S M
on
ito
rin
g a
nd
Eva
lua
tio
n
Re
po
rt
- S
ele
cte
d m
ed
ia o
rga
nis
atio
ns
Str
ate
gic
Ob
jec
tiv
e 4
(S
O4
): E
nh
an
ce
d C
olla
bo
rati
on
an
d N
etw
ork
ing
GS
S is
ab
le t
o m
an
ag
e c
olla
bo
rati
on
in
sta
tis
tic
al d
ev
elo
pm
en
t a
nd
ma
na
ge
me
nt
tog
eth
er
wit
h w
ell
-eq
uip
pe
d M
DA
s a
nd
lo
ca
l g
ov
ern
me
nt
un
its
an
d f
un
cti
on
al
ne
two
rks
of
sta
tis
tic
s p
rov
ide
rs a
nd
us
ers
.
SO
4 /
Ou
tpu
t 1
:
Fu
nctio
na
lity
of s
tatistica
l n
etw
ork
s
su
ch
as N
AC
PU
S a
nd
SS
WG
s
pro
mo
ted
By 2
011
, re
co
mm
en
da
tio
ns a
nd
de
cis
ion
s o
n m
ajo
r sta
tistica
l d
eve
lop
me
nt is
su
es a
re g
en
era
ted
th
rou
gh
th
e N
AC
PU
S a
nd
SS
WG
pro
ce
sse
s
- M
inu
tes o
f N
AC
PU
S Q
ua
rte
rly
Me
etin
gs
- M
inu
tes o
f S
SW
G B
i M
ee
tin
gs
-An
nu
al
Fo
r a
ll O
utp
uts
:
Attritio
n r
ate
am
on
g tra
ine
d M
DA
a
nd
DA
sta
ff r
em
ain
s lo
w
SO
4/ O
utp
ut
2:
C
ap
acity o
f D
istr
ict A
sse
mb
lie
s
str
en
gth
en
ed
to
effe
ctive
ly
ma
na
ge
sta
tistics fo
r p
lan
nin
g a
nd
d
ecis
ion
-ma
kin
g
B
y 2
01
3, d
istr
ict d
em
og
rap
hic
, so
cia
l, a
nd
eco
no
mic
in
dic
ato
rs a
re a
va
ila
ble
at ke
y D
istr
ict A
sse
mb
lie
s fo
r m
on
ito
rin
g a
nd
eva
lua
tin
g m
ajo
r p
ove
rty a
nd
d
eve
lopm
en
t p
rog
ram
me
in
terv
en
tio
ns
-
Dis
tric
t S
tatistics R
ep
ort
SO
4 / O
utp
ut
3:
Ca
pa
city o
f th
e s
tatistica
l u
nits o
f ke
y
M
DA
s s
tre
ng
the
ne
d to
effe
ctive
ly
ma
na
ge
th
eir s
tatistics r
eq
uire
me
nt
Sta
rtin
g 2
011
, b
asic
ad
min
istr
ative
da
ta a
nd
d
eve
lopm
en
t d
ata
are
ma
de
pro
mp
tly a
va
ila
ble
to
G
SS
by k
ey M
DA
s b
ase
d o
n a
gre
ed
sch
ed
ule
s
- S
ch
ed
ule
of R
ele
ase
of S
tatistics
fro
m M
DA
s
- M
inu
tes o
f N
AC
PU
S a
nd
SS
WG
M
ee
tin
gs
SO
4 / O
utp
ut
4:
Te
ch
nic
al A
dvis
ory
Un
it E
sta
blish
ed
to
pro
vid
e s
erv
ice
s o
n s
tatistica
l p
roce
sse
s
Sta
rtin
g 2
011
, th
e T
ech
nic
al A
dvis
ory
Un
it h
as
facilita
ted
de
live
ry o
f sta
tistica
l a
dvis
ory
se
rvic
es to
at
lea
st 5
clie
nts
(p
ub
lic a
nd
pri
va
te in
stitu
tio
ns)
an
nu
ally
- C
on
tra
cts
an
d T
erm
s o
f R
efe
ren
ce
w
ith
clie
nt in
stitu
tio
ns
SO
4 / O
utp
ut
5:
Gh
an
aIn
fo p
rom
ote
d a
t th
e R
eg
ion
al
an
d d
istr
ict le
ve
ls
By 2
01
3, G
ha
na
Info
is b
uilt a
nd
ma
inta
ine
d w
ith
fu
ll p
art
icip
atio
n b
y th
e k
ey N
SS
sta
ke
ho
lde
rs fro
m
the
na
tio
na
l, r
eg
ion
al, a
nd
dis
tric
t le
ve
ls
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
SO
4 / O
utp
ut
6:
By 2
01
3, G
DD
S is u
tilise
d a
s a
fra
me
wo
rk fo
r d
ata
D
eve
lS
ecto
r b
y th
e k
ey M
DA
s a
cro
ss th
e N
atio
na
l R
eg
ion
al a
nd
Dis
tric
t le
ve
ls
op
me
nt a
nd
dis
se
min
atio
n in
ke
y d
eve
lop
me
nt:
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
Asse
ssm
en
t R
ep
ort
s
Ge
ne
ral D
ata
Dis
se
min
atio
n S
yste
m(G
DD
S)
pro
mo
ted
at th
e R
eg
ion
al
an
d th
e D
istr
ict L
eve
ls
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
60
SO
4 / O
utp
ut
7:
Imp
lem
en
tatio
n o
f A
DP
su
sta
ine
d
By th
e e
nd
of 2
01
3, G
SS
ha
s a
fu
nctio
na
l m
eta
an
d
mic
ro d
ata
arc
hiv
ing
an
d d
isse
min
atio
n s
yste
m
acce
ssib
le to
all
sta
ke
ho
lde
rs w
ith
in th
e N
SS
- M
o A
sse
ssm
en
t R
ep
ort
sn
ito
rin
g, E
va
lua
tio
n, a
nd
Str
ate
gic
Ob
jec
tiv
e 5
(S
O5
): Im
pro
ve
d In
form
ati
on
an
d C
om
mu
nic
ati
on
Te
ch
no
log
y
GS
S u
tilis
es
IC
T e
ffe
cti
ve
ly t
o e
nh
an
ce
th
e p
rod
uc
tiv
ity
of
the
na
tio
na
l s
tati
sti
ca
l s
ys
tem
S
O5
/ O
utp
ut
1:
IT g
ove
rna
nce
syste
m e
sta
blis
he
d
B
y 2
00
9, G
SS
de
cis
ion
-ma
kin
g o
n IC
T is g
uid
ed
by a
ne
sta
blis
he
d g
ove
rna
nce
str
uctu
re -
Min
ute
s o
f M
an
ag
em
en
t M
ee
tin
gs
F
or
all O
utp
uts
:
Co
mm
itte
d p
roje
ct fu
nd
ing
le
ve
ls
rem
ain
co
nsis
ten
t
SO
5/ O
utp
ut
2:
ICT
In
fra
str
uctu
re s
et u
p
By 2
01
0, G
SS
wo
rk p
roce
sse
s u
tilis
e a
de
qu
ate
IC
T P
rod
uctio
n tim
e o
f sta
tistica
l o
utp
uts
re
du
ce
d to
a
cce
pta
ble
le
ve
l fr
om
20
08
to
20
10
-
Attritio
n r
ate
with
in G
SS
re
ma
ins
low
SO
5 / O
utp
ut
3:
ICT
Syste
ms s
et u
p
Pe
rio
d fo
r te
ch
nic
al a
nd
ad
min
istr
ative
de
cis
ion
-m
akin
g is r
ed
uce
d to
acce
pta
ble
le
ve
l fr
om
20
08
to
2
01
0
- M
inu
tes o
f M
an
ag
em
en
t M
ee
tin
gs
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
Ob
jec
tiv
es
Ob
jec
tiv
ely
Ve
rifi
ab
le In
dic
ato
rs
Me
an
s o
f V
eri
fic
ati
on
Imp
ort
an
t A
ss
um
pti
on
s
SO
5 / O
utp
ut
4:
Ca
pa
city o
f sta
ff o
n IC
T u
tilis
atio
n &
ma
na
ge
me
nt str
en
gth
en
ed
Sa
tisfa
ctio
n o
ve
r th
e a
dvis
ory
se
rvic
es o
f th
e IT
Un
it
incre
ase
d fro
m 2
00
8 to
20
11
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
SO
5 / O
utp
ut
5:
ICT
Pro
ce
sse
s &
Ma
na
ge
me
nt
Syste
ms d
esig
ne
d &
im
ple
me
nte
d
By 2
011
, th
e M
ain
ten
an
ce
Co
st o
f IC
T in
fra
str
uctu
re
is k
ep
t a
t a
cce
pta
ble
le
ve
ls d
ue
to
effic
ien
t m
an
ag
em
en
t
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
- F
ina
ncia
l R
eco
rds
SO
5 / O
utp
ut
6:
ICT
Ma
inte
na
nce
Fu
nd
se
t u
p
Sta
rtin
g 2
00
9, d
on
atio
ns to
th
e IC
T M
ain
ten
an
ce
F
un
d a
re in
cre
asin
g a
nd
co
min
g fro
m v
ario
us
sta
ke
ho
lde
rs w
ith
in th
e N
atio
na
l S
tatistica
l S
yste
m
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
- F
ina
ncia
l R
eco
rds
SO
5 / O
utp
ut
7:
Ve
hic
le lo
gis
tics fo
r IC
T o
pe
ratio
ns
ava
ilab
le
Sta
ff s
atisfa
ctio
n o
ve
r lo
gis
tic s
up
po
rt in
cre
ase
d fro
m
20
08
to
20
10
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
Mo
Asse
ssm
en
t R
ep
ort
sn
ito
rin
g, E
va
lua
tio
n, a
nd
Str
ate
gic
Ob
jec
tiv
e 6
(S
O6
): R
ein
forc
ed L
eg
al F
ram
ew
ork
Sta
tis
tic
al S
erv
ice
La
w is
up
da
ted
to
em
po
we
r G
SS
as
ce
ntr
al s
tati
sti
ca
l a
ge
nc
y t
o e
ffe
cti
ve
ly a
nd
eff
icie
ntl
y c
oo
rdin
ate
th
e N
SS
SO
6 / O
utp
ut
1:
Sta
tistica
l S
erv
ice
La
w r
evie
we
d a
nd
imp
rove
d
By 2
011
, th
e le
ve
l o
f u
nd
ers
tan
din
g a
nd
sa
tisfa
ctio
n
ove
r th
e S
tatistica
l S
erv
ice
La
w in
cre
ase
d a
mo
ng
N
AC
PU
S a
nd
SS
WG
me
mb
ers
fro
m 2
00
8
- M
inu
tes o
f N
AC
PU
S a
nd
SS
WG
Me
etin
gs
Str
ate
gic
Ob
jec
tiv
e 7
(S
O7
):
Ra
tio
na
lis
ed
Org
an
isa
tio
na
l S
tru
ctu
re a
nd
Ma
na
ge
me
nt
Sy
ste
ms
An
org
an
isa
tio
na
l s
tru
ctu
re is
in
pla
ce
th
at
allo
ws
fo
r e
ffe
cti
ve
co
mm
un
ica
tio
n a
nd
op
era
ted
wit
hin
an
in
tera
cti
ve
ma
na
ge
me
nt
sy
ste
m t
ha
t a
lso
en
su
res
th
e
rete
nti
on
of
we
ll-m
oti
va
ted
sta
ff w
ith
in G
SS
as
we
ll a
s t
he
na
tio
na
l s
tati
sti
ca
l s
ys
tem
SO
7 / O
utp
ut
1:
Org
an
isa
tio
na
l str
uctu
re r
e-o
rie
nte
d
By 2
00
9, p
lan
nin
g a
nd
de
cis
ion-m
akin
g a
re
co
nd
ucte
d a
lon
g c
lea
r su
bje
ct m
atte
r a
nd
se
rvic
e-
rela
ted
are
as o
f o
pe
ratio
ns
- M
inu
tes o
f M
an
ag
em
en
t M
ee
tin
gs
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
SO
7/ O
utp
ut
2:
Ma
na
ge
me
nt In
form
atio
n S
yste
m
(MIS
) e
sta
blish
ed
Sta
rtin
g 2
00
9, re
vie
w a
nd
de
cis
ion
-ma
kin
g o
n G
SS
o
pe
ratio
ns is b
ase
d o
n q
ua
rte
rly p
lan
of o
pe
ratio
ns
Sta
rtin
g 2
01
0, th
e le
ve
l o
f sta
ff s
atisfa
ctio
n o
n
co
mm
un
ica
tio
n flo
w w
ith
in th
e o
rga
nis
atio
nin
cre
ase
d fro
m 2
00
8
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
Ob
jec
tiv
es
Ob
jec
tiv
ely
Ve
rifi
ab
le In
dic
ato
rs
Me
an
s o
f V
eri
fic
ati
on
Imp
ort
an
t A
ss
um
pti
on
s
SO
7 / O
utp
ut
3:
Sta
ff E
sta
blish
me
nt u
pd
ate
d
S
tart
ing
20
09
, re
cru
itm
en
t o
f p
erm
an
en
t a
nd
no
n-
pe
rma
ne
nt sta
ff is
ma
de
on
th
e b
asis
of th
e
pro
vis
ion
s o
f a
n o
ffic
ial S
taff E
sta
blish
me
nt
- S
taff E
sta
blish
me
nt
SO
7/ O
utp
ut
4:
Sch
em
e o
f se
rvic
e fin
alise
d
T
he
le
ve
l o
f sta
ff s
atisfa
ctio
n o
n th
e s
ch
em
e o
f se
rvic
e incre
ase
d fro
m 2
00
8 to
20
10
- S
ch
em
e o
f S
erv
ice
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
SO
7 / O
utp
ut
5:
Co
mp
reh
en
siv
e s
taff p
erf
orm
an
ce
m
an
ag
em
en
t syste
m e
sta
blish
ed
S
tart
ing
20
09
, re
gu
lar
sta
ff a
pp
rais
al is
co
nd
ucte
d o
n
the
ba
sis
of cle
ar
term
s o
f re
fere
nce
fo
r e
ve
ry
pe
rma
ne
nt a
nd
no
n-p
erm
an
en
t sta
ff in
eve
ry U
nit/
Se
ctio
n
- Sta
ff A
pp
rais
al R
ep
ort
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
SO
7/ O
utp
ut
6:
Sta
ff D
eve
lop
me
nt &
tra
inin
g
imp
lem
en
ted
Sta
rtin
g 2
00
9, a
pp
rais
al o
f th
e p
erf
orm
an
ce
of tr
ain
ed
sta
ff in
dic
ate
s in
cre
ase
in
qu
an
tity
an
d q
ua
lity
of
ou
tpu
ts
- Sta
ff A
pp
rais
al R
ep
ort
- G
SS
Tra
inin
g P
lan
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
61
Str
ate
gic
Ob
jec
tiv
e 8
(S
O8
):
Up
gra
de
d P
hy
sic
al In
fra
str
uc
ture
GS
S h
as
ad
eq
ua
te p
hy
sic
al in
fra
str
uc
ture
an
d e
qu
ipm
en
t th
at
en
ha
nc
es
th
e p
rod
uc
tiv
ity
of
sta
ff
SO
8 / O
utp
ut
1:
Dis
tric
t S
tatistics O
ffic
es
E
sta
blish
ed
By 2
01
3, sta
tistica
l fu
nctio
ns a
t th
e d
istr
ict le
ve
ls
ha
ve
allo
ca
ted
sp
ace
in
at le
ast 7
5%
of th
e 1
70
d
istr
icts
- M
inu
tes o
f M
an
ag
em
en
t M
ee
tin
gs
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
Fo
r a
ll O
utp
uts
: C
om
mitte
d p
roje
ct fu
nd
ing
le
ve
ls
rem
ain
co
nsis
ten
t
SO
8 / O
utp
ut
2:
Ne
ce
ssa
ry lo
gis
tics &
fu
rnis
hin
gs
pro
vid
ed
to
cu
rre
nt o
ffic
es a
t
N
atio
na
l &
Re
gio
na
l le
ve
ls
B
y 2
01
2, p
rob
lem
s e
nco
un
tere
d in
th
e
imp
lem
en
tatio
n o
f p
lan
of o
pe
ratio
ns a
re n
ot
sig
nific
an
tly r
ela
ted
to
ava
ila
bility o
f lo
gis
tics
- L
og
istics a
ud
it R
eco
rds
- M
inu
tes o
f M
an
ag
em
en
t M
ee
tin
gs
- M
on
ito
rin
g, E
va
lua
tio
n, a
nd
A
sse
ssm
en
t R
ep
ort
s
SO
8 / O
utp
ut
3:
Str
ate
gy fo
r n
ew
GS
S H
ea
d
Offic
e d
eve
lop
ed
By 2
01
5, co
nstr
uctio
n o
f n
ew
GS
S o
ffic
e c
om
ple
x
wo
uld
ha
ve
sta
rte
d
- C
on
tra
ct a
wa
rde
d
-
Bu
ild
ing
pe
rmit
-
Insp
ectio
n
Go
ve
rnm
en
t a
pp
rov
es
p
rop
os
als
F
un
din
g is
ma
de
av
aila
ble
O
bje
cti
ve
s O
bje
cti
ve
ly V
eri
fia
ble
In
dic
ato
rs
Me
an
s o
f V
eri
fic
ati
on
Im
po
rta
nt
As
su
mp
tio
ns
Str
ate
gic
Ob
jec
tiv
e 9
(S
O9
): S
tre
ng
the
ne
d R
es
ou
rce
Mo
bilis
ati
on
G
SS
ha
s d
ive
rsif
ied
so
urc
es
of
fun
din
g a
nd
te
ch
nic
al a
ss
ista
nc
e f
oc
us
ing
mo
re o
n p
art
ne
rsh
ip w
ith
th
e p
ub
lic
an
d p
riv
ate
se
cto
r a
s w
ell a
s t
he
en
ha
nc
ed
c
ap
ac
ity
to
gen
era
te f
un
ds
fro
m p
rod
uc
ts a
nd
se
rvic
es
.
SO
9 / O
utp
ut
1:
Effe
ctive
Re
so
urc
e M
obilis
atio
n
Pro
gra
mm
e im
ple
me
nte
d
By 2
01
0, fu
nd
ing
le
ve
ls fo
r id
en
tifie
d G
SS
pro
jects
in
cre
ase
d fro
m 2
00
8
- F
ina
ncia
l R
eco
rds
- C
orp
ora
te P
lan
Bu
dg
et
SO
9/ O
utp
ut
2:
Fu
nctio
na
l fin
an
cia
l m
an
ag
em
en
t syste
ms e
sta
blish
ed
By 2
01
0, th
e le
ve
l o
f u
tilisa
tio
n o
f a
llo
ca
ted
pro
ject
fun
ds in
cre
ase
d fro
m 2
00
8
- F
ina
ncia
l R
eco
rds
- C
orp
ora
te P
lan
Bu
dg
et
SO
9 / O
utp
ut
3:
Re
vie
w p
olicy o
n in
tern
ally
ge
ne
rate
d fu
nd
By 2
01
0, in
tern
ally-g
en
era
ted
fu
nd
s in
cre
ase
d fro
m
20
08
le
ve
ls -
Fin
an
cia
l R
eco
rds
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
62
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
AN
NE
X 2
: A
DM
INIS
TR
AT
IVE
ST
AT
IST
ICS
EX
PE
CT
ED
FR
OM
MD
AS
Bro
ad
Are
a o
f S
tati
sti
ca
l P
rod
uc
tio
nA
dm
inis
tra
tiv
e S
tati
sti
cs
Pro
du
ce
dM
DA
In
vo
lve
dP
eri
od
(C
yc
le)
to F
orw
ard
to
G
SS
1. V
ita
l e
ve
nts
Birth
s, d
ea
ths
Ma
rria
ge
s, d
ivo
rce
s
B&
D R
eg
istr
y,
Re
gis
tra
r G
en
era
l,
Dis
tric
t A
sse
mb
lie
s
An
nu
al
An
nu
al
2. Im
mig
ratio
n &
Em
igra
tio
n
Tou
rism
: N
um
be
r o
f h
ote
ls, ro
om
s a
nd
be
ds;
Lic
en
sed
tra
vel a
nd
to
ur
Su
mm
ary
of lic
en
sed
acc
om
mo
da
tion
est
ab
lish
me
nts
; In
tern
atio
na
l to
urist
s a
rriv
als
a
nd
re
ceip
ts;
op
era
tors
;
G
IS/T
ou
rist B
oa
rd
An
nu
al
3. E
xte
rna
l T
rad
e
Ext
ern
al t
rad
e v
alu
e o
f im
po
rts
an
d e
xpo
rts;
Typ
e, va
lue
an
d v
olu
me
of
an
d p
ou
ltry
imp
ort
ed
an
d b
y co
un
try
of o
rig
in; O
rig
in, va
lue
an
d v
olu
me
of m
ea
t im
po
rts;
V
alu
e o
f Im
po
rts,
exp
ort
s a
nd
tra
de
ba
lan
ce; Im
po
rts
by
bro
ad
eco
no
mic
cla
ssifi
catio
n;
Imp
ort
s b
y st
an
da
rd in
tern
atio
na
l tra
de
cla
ssifi
catio
n; E
xpo
rts
of se
lect
ed
no
n-t
rad
itio
na
l
live
sto
ck s
pe
cie
s
MO
TI/ G
EP
C/C
EP
S
Mo
nth
ly
4. A
gricu
ltu
re, L
ive
sto
ck,
Ho
rtic
ultu
re a
nd
Allie
d In
du
str
ies
Vo
lum
e, a
rea
cu
ltiva
ted
& a
vera
ge
yie
ld o
f m
ajo
r fo
od
cro
ps,
La
nd
use
, cl
ima
te, fa
rm p
op
ula
tion
, liv
est
ock
po
pu
latio
n, m
ea
t im
po
rts,
fe
rtili
zer
imp
ort
s a
nd
price
s,
cert
ifie
d s
ee
d, a
rea
an
d v
olu
me
, im
po
rts
of o
the
r a
gro
-ch
em
ica
ls a
nd
price
s, w
ho
lesa
le a
nd
veg
eta
tion
, so
ils a
nd
MO
FA
A
nn
ua
l
5. F
ore
str
y fo
restr
y in
ve
nto
ry,
fore
st
rese
rve
s,
Co
nce
ssio
n a
lloca
tio
n/e
xp
loita
tio
n,
fore
st
Lo
g P
rod
uctio
n, T
ree
sp
ecie
s, T
ree
dia
me
ter/
gir
th C
on
ce
ssio
n,
Qu
alit
y/g
rad
e/V
olu
me
of
log
, L
og
pri
ce
s,
Sh
ipp
ers
, d
estin
atio
n,
Ve
sse
l a
nd
po
rt o
f sh
ipm
en
t, C
urr
en
cy
an
d p
aym
en
t,
Ma
na
ge
me
nt,
ML
FM
A
nn
ua
l
6. F
ish
erie
s M
arin
e fis
h p
rod
uct
ion
by
sou
rce
an
d typ
op
era
tion
s; C
old
sto
rag
e fa
cilit
ies;
Fis
h s
tock
in c
old
sto
res;
Fis
h e
xpo
rts
an
d im
po
rts;
N
atio
na
l fis
h r
eq
uire
me
nt a
nd
co
nsu
mp
tion
; N
um
be
r o
f fis
h p
on
ds
an
d fa
rme
rs;
e; In
lan
d fis
h c
atc
h; N
um
be
r o
f v
ess
el i
n
MO
F
A
nn
ua
l
7. F
acto
rie
s, M
ine
s a
nd
In
du
str
ies G
en
era
lly
Pro
du
ctive
Go
ld p
rod
uct
ion
; D
iam
on
d p
rod
uct
ion
; B
au
xite
an
d m
an
ga
ne
se p
rod
uct
ion
; n
um
be
rs o
f m
ine
ral p
rod
uct
ion
; D
istr
ibu
tion
of e
sta
blis
hm
en
ts a
nd
pe
rso
ns
en
ga
ge
d
an
d b
y le
ga
l org
an
isa
tion
; D
istr
ibu
tion
of e
sta
blis
hm
en
ts b
y si
ze, sk
ill w
ork
ers
,
Ind
ex
Min
era
ls
Co
mm
issio
n/M
OT
I
An
nu
al
8. E
mp
loym
en
t a
nd
Un
em
plo
ym
en
t
Typ
e o
f a
ctiv
ity, e
con
om
ica
lly a
ctiv
e a
nd
no
t a
ctiv
e p
op
ula
tion
, o
ccu
pa
tion
, in
du
stry
, e
mp
loym
en
t st
atu
s, e
mp
loym
en
t se
cto
r, R
eco
rde
d e
mp
loym
en
t in
e
sta
blis
hm
en
ts irr
esp
ect
ive
of si
ze, P
ers
on
s e
ng
ag
ed
by
reg
ion
in m
an
ufa
ctu
rin
g;
min
ing
an
d q
ua
rryi
ng
, e
lectr
icity
an
d w
ate
r, si
ze a
nd
ind
ust
ry m
ajo
r d
ivis
ion
/ c
lass
/ ty
pe
of le
ga
l org
an
isa
tion
, le
vel o
f sk
ills,
typ
e o
f o
wn
ers
hip
Typ
e o
f
MM
YE
/la
bo
ur
De
pa
rtm
en
t
Qu
art
erly
9. S
ala
rie
s, W
ag
es, B
on
use
s, F
ee
s,
A
llo
wa
nce
s a
nd
an
y o
the
r P
aym
en
ts a
nd
Ho
no
raria
fo
r S
erv
ice
s R
en
de
red
Wa
ge
s a
nd
sa
larie
s in
in
du
str
ial e
sta
blish
me
nts
MM
YE
Qu
art
erly
63
Gh
an
a S
tatis
tica
l Se
rvic
e 5
Ye
ar
Co
rpo
rate
Pla
n, 2
00
9 -
20
13
10
. S
oci
al,
Ed
uca
tion
al,
La
bo
ur
Ind
ust
ria
l Ma
tte
rs, In
clu
din
g
Ass
oci
atio
ns
of E
mp
loye
rs,
Em
plo
yee
s a
nd
Oth
er
Pe
rso
ns
Ge
ne
rally
an
d
Ed
uca
tion
al i
nst
itutio
ns
/ b
y re
gio
n; E
nro
lme
nt in
prim
ary
sch
oo
ls, ju
nio
r sc
ho
ols
, se
nio
r se
con
da
ry s
cho
ols
, p
oly
tech
nic
s, u
niv
ers
itie
s; E
nro
lme
nts
at th
e U
niv
ers
ity
of G
ha
na
/ S
cie
nce
an
d T
ech
. /C
ap
e C
oa
st / c
olle
ge
of E
du
catio
n/ D
eve
lop
me
nt st
ud
ies
by
Fa
culty
, g
en
de
r a
nd
leve
l of st
ud
y; E
nro
lme
nt in
sp
eci
alis
ed
inst
itutio
ns;
Te
ach
ers
–
prim
ary
sch
oo
ls, JS
S, S
SS
, p
oly
tech
nic
s a
nd
un
ive
rsiti
es;
seco
nd
ary
MM
YE
/
MO
ES
S
11
. In
du
str
ial D
istu
rba
nce
s a
nd
D
isp
ute
s
Nu
mb
er
of la
bo
ur
dis
pu
tes
M
MY
E
An
nu
al
12
. B
an
kin
g, In
su
ran
ce
, a
nd
F
ina
nce
Ge
ne
rally
C
he
qu
e c
lea
rin
g a
nd
de
bits
to
cu
rre
nt a
cco
un
ts o
f co
mm
erc
ial b
an
ks; M
on
ey
mo
ne
y su
pp
ly; A
sse
ts a
nd
lia
bili
ties
of co
mm
erc
ial b
an
ks; N
um
be
r o
f co
mm
erc
ial b
an
ks’
bra
nch
es;
Ass
ets
an
d li
ab
ilitie
s o
f co
mm
erc
ial a
nd
se
con
da
ry b
an
ks; L
oa
ns
an
d a
dva
nce
s o
f co
mm
erc
ial a
nd
se
con
da
ry b
an
ks; In
tere
st r
ate
s; E
xch
an
ge
ra
tes;
Ce
ntr
al g
ove
rnm
en
t a
cco
un
ts; su
mm
ary
of ce
ntr
al g
ove
rnm
en
t fin
an
ces;
Eco
no
mic
cla
ssifi
catio
n o
f re
ven
ue
; to
tal r
ecu
rre
nt a
nd
de
velo
pm
en
t e
xpe
nd
iture
– fu
nct
ion
al c
lass
ifica
tion
; C
ust
om
s a
nd
e
xcis
e r
eve
nu
e; im
po
rt d
utie
s co
llect
ed
by
sect
ion
s; R
eve
nu
e c
olle
cte
d b
y In
tern
al
Re
ven
ue
Se
rvic
e;
an
d q
ua
si-
BO
G
Qu
art
erly
13
. H
ea
lth
He
alth
fa
cil
pa
ram
ed
ica
l pe
rso
nn
el i
n p
ub
lic s
erv
ice
; D
oct
or
to p
op
ula
tion
ra
tio (
pu
blic
se
cto
r); N
urs
e to
p
op
ula
tion
ra
tion
(p
ub
lic s
ect
or)
; P
reva
len
ce o
f d
ise
ase
s (m
ala
ria
, tu
be
rcu
losi
s, e
tc.; G
uin
ea
w
orm
ca
ses r
ep
ort
ed
by
reg
ion
; Im
mu
nis
atio
n b
y re
gio
n; S
up
erv
ise
d d
eliv
erie
s b
y re
gio
n,
Nu
triti
on
al s
tatu
s o
f ch
ildre
n; N
um
be
r o
f b
ed
s in
pu
blic
he
alth
fa
cilit
ies;
itie
s b
y ty
pe
an
d r
eg
ion
; P
op
ula
tion
pe
r b
ed
ind
ice
s b
y re
gio
n; m
ed
ica
l an
d
MO
H
An
nu
al
14
. T
ran
spo
rt &
Co
mm
un
ica
tion
fo
rms
By
La
nd
, W
ate
r O
r A
ira
nd
All
Ca
sea
po
rts
by
typ
e; S
hip
ca
lls b
y ty
pe
; A
ir tra
ffic
– In
tern
atio
na
l arr
iva
ls / d
ep
art
ure
s; A
irlin
e p
ass
en
ge
r d
istr
ibu
tio
n b
y o
rig
in a
nd
de
stin
atio
n; R
ailw
ay
fre
igh
t tr
affic
by
prin
cip
al c
om
mo
ditie
s;
Ra
ilwa
y C
orp
. re
ven
ue
an
d e
xpe
nd
iture
; G
ha
na
Po
rts
Au
tho
rity
re
ven
ue
an
d
exp
en
ditu
re; N
ew
re
gis
tra
tion
of m
oto
r ve
hic
les;
Dis
trib
utio
n o
f te
lep
ho
ne
lin
es
by
typ
e
of se
rvic
e a
nd
pro
vid
er;
Ra
dio
an
d te
levi
sio
n s
tatio
ns;
Da
ily a
nd
we
ekl
y n
ew
spa
pe
rsci
rcu
latin
g in
Gh
an
a;
rgo
un
loa
de
d a
nd
loa
de
d a
t se
ap
ort
s; C
arg
o u
nlo
ad
ed
an
d lo
ad
ed
at
MO
C/M
OT
/M
PH
An
nu
al
15
. In
jurie
s/A
ccid
en
ts/C
om
pe
nsa
tio
nM
MY
EA
nn
ua
l
16
. L
an
d T
en
ure
/Occu
pa
tio
n/U
se
Pro
po
rtio
n o
f h
ou
se
ho
lds w
ith
acce
ss to
se
cu
re te
nu
reM
OFA
/ML
FM
An
nu
al
Bro
ad
Are
a o
f S
tatistica
l P
rod
uctio
n
Ad
min
istr
ative
Sta
tistics P
rod
uce
d
M
DA
In
vo
lve
dP
erio
d (
Cycle
)to
Fo
rwa
rd to
GS
S
So
urce
: G
SS
, P
re
pa
re
d fo
r th
e C
orp
ora
te P
lan
, 2
00
8
Lea
der
in t
he
Pro
duct
ion
of
Off
icia
l S
tati
stic
s
64
Recommended