DRAFT SECTOR MEDIUM TERM DEVELOPMENT …...2016/07/15 · Medium Term Development Plan (SMTDP) 2014-2017 is being developed to enable the Ministry to situate its programmes and projects

i

REPUBLIC OF GHANA

MINISTRY OF TRADE AND INDUSTRY

DRAFT SECTOR MEDIUM TERM DEVELOPMENT PLAN

2014 - 2017

i

EXECUTIVE SUMMARY

The Ministry of Trade and Industry (MOTI) is one of the Ministries of the Government of

Ghana established under the 1992 Constitution and the Civil Service Law to develop and

implement Government’s trade and industry policies and programmes. The Sector

Medium Term Development Plan (SMTDP) 2014-2017 is being developed to enable the

Ministry to situate its programmes and projects within the Ghana Shared Growth

Development Agenda II (GSGDA II), 2014-2017. The GSGDA II has a number of

thematic areas relating to the various sectors of the economy. The Sector Medium Term

Development Plan focuses specifically on trade, industry and private sector issues within

the GSGDA II.

MANDATE The Ministry of Trade and Industry is the primary Government agency with the overall

mandate for formulating, developing, implementing, monitoring and evaluating trade,

industry and private sector policies in Ghana. This is being discharged within the

context of the overall Government economic development plan set out in the Ghana

Shared Growth Development Agenda II.

VISION The Vision of the Ministry is to establish Ghana as a major manufacturing, value-added,

financial and commercial hub in West Africa by the year 2025.

MISSION The mission of the Ministry is to develop a vibrant, technology-driven, liberalised and

competitive trade and industrial sector that significantly contributes to inclusive and

sustainable economic growth and employment creation, particularly involving mass

mobilization of rural communities and other vulnerable groups including women.

In order to realise this mission, the Ministry of Trade and Industry will develop and

implement strategic trade, industry and private sector policies, programmes and

interventions using well trained and highly motivated personnel to provide efficient,

effective and quality services to the business and industrial community, especially

private sector operators.

ii

THE PROCESS OF DEVELOPMENT OF THE SECTOR MEDIUM TERM DEVELOPMENT PLAN

The approach to the development of the SMTDP has been both technical and

consultative through technical committees and workshops with participation from a

wide cross-section of sector stakeholders at the national and regional levels. The

technical committee consisted of MOTI and other MDAs. The stocktaking of sector

programmes, strategies and performance from a historical perspective was carried out

concurrently with an analysis of options for trade and industry. The growth of the sector

informed the analytical work of the plan.

The interventions from the above processes were consolidated into the zero draft plans

and discussed further by involving many more sector stakeholder groups including the

private sector and civil society organizations.

The Sector’s Policy Objectives based on relevant Ghana Shared Growth Development

Agenda II Objectives are as follows:

Improve private sector productivity and competitiveness domestically & globally

Expand access to both domestic and international markets

Ensure the health, safety and economic interest of consumers

Expand opportunities for job creation

Promote an effective enabling environment for good corporate governance

Improve efficiency and competitiveness of MSMEs

Accelerate technology-based industrialization with strong linkages to agriculture

and other natural resource endowments

Improve trade competitiveness

Diversify and increase exports

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

markets

SECTOR PERFORMANCE UNDER GSGDA I (2010-2013) The status of implementation of the sector’s programmes, projects and activities 2010-

2013 was reviewed. The challenges encountered in their implementation and lessons

iii

learnt were noted to guide implementation of programmes, projects and activities of

the sector for 2014-2017.

The overall policy thrust for the sector in the GSGDA I (2010 – 2013) was to enhance

competiveness of the private sector so as to achieve sustainable, equitable and

widespread private sector-led growth throughout Ghana.

In order to enhance private sector competitiveness, a number of programmes and

projects were developed for implementation. These included:

The Private Sector Development Strategy II (PSDS II)

The Ghana Trade Policy, and its implementation blueprint, the Trade Sector

Support Programme (TSSP)

The Industrial Policy and the Industrial Sector Support Programme (ISSP)

The Rural Enterprises Programme

Micro, Small and Medium Enterprises (MSME) Project

Some of the achievements among others include:

i. NBSSI provided Business Development Services (BDS) to a total of twenty-one

thousand, seven hundred and eighty-nine (21,789) entrepreneurs made up of

9,832 males and 11,965 females through Business Advisory Centres (BACs).

ii. A total of 256 clients of NBSSI have been assisted to formalize their businesses

with the Registrar General’s Department and the Ghana Standards Authority.

iii. A National Export Strategy (NES) and its implementation arm, National Export

Development Programme (NEDP) were launched on 16th August, 2013.

iv. A Web-Based Product Gallery was launched in April, 2013 to create a platform

for Ghanaian Micro, Small and Medium Enterprises (MSMEs) was populated with

1,079 products from 282 manufacturers.

v. GRATIS Foundation designed and prototyped 1.5 metric tons High Quality

Cassava Flour (HQCF) Dryer.

iv

vi. Ghana Standards Authority (GSA) had expanded the scope of accreditation to

food enterprises.

vii. The Rural Enterprises Programme (REP) in collaboration with NBSSI and GRATIS

Foundation trained; 1,619 people in Community-Based Skills, 914 people in

Management Development Skills, 198 members of local business associations in

leadership skills and provided business counseling services to 1,788 clients.

viii. The Export Development and Agricultural Investment Fund (EDAIF) disbursed

GH¢46.15 million to 36 applicants.

Some of the major challenges limiting the Ministry’s ability to attain full implementation of

its programmes and projects include the following:

Inadequate financial resources to implement projects and programmes.

Delay in the release of funds from collaborating DPs.

The Public Procurement Act sometimes hinders the timely procurement and

quality of goods and services (value for money)

Lack of harmonized M & E system for tracking implementation of

programmes/projects of the Ministry and its agencies.

Inadequate and poor quality of trade and industry data for policy formulation.

Limited control over some projects and activities directly implemented by

collaborating institutions.

Unclear oversight responsibility and institutional arrangements for the

implementation of some projects.

Untimely release of GOG Counterpart Funds.

Financial Review (2010-2013) The total budget approved for the period was GHS 393,515,409. However out of this

only GHS 177,208,603 representing 45% was released. Expenditure for the same period

amounted to GHS 156,220,445.71.

A description of the profile of the Ministry covered institutional capacity including

organizational structure, human resource capacity, infrastructure, facilities and analyses

of the characteristics of the sector. The profile also considers cross-cutting issues that

impact on the performance of the sector.

v

The broad development programmes and sub-programmes of the sector for the period

2014-2017 have been captured as follows:

1. Management and Administration

Finance and Administration (Legal)

Human Resource Management

Policy Planning, Monitoring and Evaluation

Statistics, Research and Communication

2. Trade Development

Domestic and International Trade Development and Promotion

Export Development and Promotion

3. Business Development and Promotion

Technology Transfer, Research and Product Development

Micro and Small Business

Central Region Development

4. Trade and Industry Promotion

Regional Services

Foreign Trade Services

5. Standardization and Conformity Assessment

Metrology

Standards

Conformity Assessment

6. Industrial Development

It is the expectation of the Ministry that the successful implementation of these

programmes and sub–programmes will lead to the under-listed outcomes:

Increase in the volume of exports (NTEs)

Increase of manufacturing share of total export

Reduction in turn-around time at the ports

Increase in the number of business incubators established

Improvement in the World Bank Ease of doing business indicators

Increase in total trade as a share of GDP

Appropriate legal framework for consumer protection in place

vi

The plan is organized into seven chapters. The first chapter is an introduction which

highlights the methodology used and an overview of the profile and current situation of

the Ministry. Chapter two links the identified key development issues of the sector to

the appropriate thematic areas of the Ghana Shared Growth Development Agenda II

Policy Framework 2014- 2017. The third chapter establishes the goal of the sector and

the corresponding objectives and strategies that the sector intends to implement in

order to achieve the goal of the GSGDA II, 2014-2017.

Chapter four captures the broad sector development programmes and sub-programmes

as well as the indicative financial plan. Chapter five deals with how the sector intends to

achieve its goal through the implementation of specific planned activities. These

activities are annualized with corresponding budgets and time frame for

implementation. Chapter Six covers monitoring and evaluation of the performance of

sector’s programmes, projects and activities. The seventh chapter is the

Communications strategy which is intended to create awareness about the plan and to

use it to position Ghana as a major industrial country towards the realization of the

broad policy of Government.

vii

Table of Contents

EXECUTIVE SUMMARY ................................................................................................................................ i

Table of Contents ........................................................................................................................................ vii

PROFILE AND CURRENT SITUATION/BASELINE .............................................................................. 1

1.1 INTRODUCTION ............................................................................................................................ 1

1.2 MANDATE ................................................................................................................................... 1

1.3 VISION ......................................................................................................................................... 1

1.4 MISSION ...................................................................................................................................... 1

1.5 FUNCTIONS ................................................................................................................................ 2

1.6 SECTOR PERFORMANCE UNDER GSGDA (2010-2013) ...................................................... 2

1.6.1 Introduction ......................................................................................................................................... 2

1.6.2 Enhancing Competitiveness of Ghana’s Private Sector ...................................................................... 3

1.6.3 Performance of the Sector (2010-2013) ...................................................................................... 7

1.6.4 Financial Performance Review ......................................................................................................... 12

1.6.5 Key Problems/Issues Encountered During Implementation.............................................................. 13

1.6.6 Lessons Learnt................................................................................................................................... 13

1.7 PROFILE OF THE TRADE AND INDUSTRY SECTOR .............................................................. 13

1.7.1 Institutional Capacity of the Ministry ................................................................................................. 6

1.7.2 Ministerial Advisory Board ................................................................................................................. 7

1.7.3 Policy Planning, Monitoring and Evaluation ...................................................................................... 7

1.7.4 Research, Statistics, and Information Management Directorate ................................................... 7

1.7.5 Trade Directorate .......................................................................................................................... 7

1.7.6 Industry Directorate ............................................................................................................................. 8

1.7.7 Human Resource Management Directorate ........................................................................................ 9

1.7.8 Finance and Administration Directorate ............................................................................................. 9

1.7.9 Regional Offices Directorate ............................................................................................................... 9

1.7.10 Human Resource Capacity .............................................................................................................. 11

1.7.11 Infrastructure and Facilities ............................................................................................................. 12

1.8 CHARACTERISTICS OF THE TRADE AND INDUSTRY SECTOR .......................................... 12

1.8.3 ANALYSIS OF CROSS CUTTING ISSUES ................................................................................... 21

1.8.4. Summary of Key Development Problems/Issues (Implementation) ................................................ 23

CHAPTER TWO ........................................................................................................................................ 24

DEVELOPMENT PRIORITIES ................................................................................................................ 24

2.1. INTRODUCTION ........................................................................................................................... 24

viii

2.2 TRANSITION FROM GSGDA I (2010-2013) TO GSGDA II (2014-2017) .................................. 24

2.2.2 Key Development Issues Identified From the GSGDA II (2014-2017) ............................................ 25

2.3 PRIORITIZATION ..................................................................................................................... 27

CHAPTER THREE .................................................................................................................................... 29

DEVELOPMENT GOALS, OBJECTIVES AND STRATEGIES ............................................................. 29

3.1. INTRODUCTION ........................................................................................................................... 29

3.2. ADOPTED THEMATIC GOAL ..................................................................................................... 29

3.2.1. SECTOR GOAL .............................................................................................................................. 29

3.3 DEVELOPMENT PROJECTIONS.................................................................................................. 29

3.4 ADOPTION OF POLICY OBJECTIVES AND STRATEGIES ................................................ 32

CHAPTER FOUR ........................................................................................................................................ 36

DEVELOPMENT PROGRAMMES AND SUB-PROGRAMMES .............................................................. 36

4.1. INTRODUCTION ............................................................................................................................... 36

4.4. SECTOR PROGRAMME OF ACTION ......................................................................................... 57

CHAPTER FIVE ........................................................................................................................................ 85

SECTOR ANNUAL ACTION PLAN ........................................................................................................ 85

5.1 INTRODUCTION ...................................................................................................................... 85

5.2 2014 SECTOR ANNUAL ACTION PLAN ............................................................................... 85

5.2 2015 SECTOR ANNUAL ACTION PLAN ................................................................................... 117



CHAPTER SIX ......................................................................................................................................... 215

MONITORING AND EVALUATION PLAN ......................................................................................... 215

6.1 INTRODUCTION .................................................................................................................... 215

6.2. REVIEW OF THE MONITORING AND EVALUATION SYSTEM IN THE TRADE AND

INDUSTRY SECTOR ............................................................................................................................ 215

6.3. STRENGTHENING THE CURRENT M&E SYSTEM UNDER THE SECTOR PLAN ............... 216

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CHAPTER SEVEN .................................................................................................................................. 218

COMMUNICATION STRATEGY .......................................................................................................... 218

7.1 INTRODUCTION .................................................................................................................... 218

7.2 THE STRATEGY OBJECTIVES ............................................................................................... 218

7.3. STRATEGIC ISSUES ....................................................................................................................... 218

7.4. METHODOLOGY ............................................................................................................................. 219

7.5. STRATEGY ....................................................................................................................................... 220

7.6. COMMUNICATION TOOLS ............................................................................................................ 221

7.7. EVALUATION .................................................................................................................................. 223

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LIST OF ACRONYMS

ACP African Caribbean Pacific

AGI Association of Ghana Industries

AGSSIP Agricultural Sector Improvement Programme

ASCO Ayensu Starch Company

ASSI Association of Small Scale Industries

BOG Bank of Ghana

CEDECOM Central Regional Development Commission

CEPS Customs Excise and Preventive Service

CI Catalytic Implementers

CSIR Centre for Scientific and Industrial Research

ECOWAS Economic Community of West African States

EDAIF Export Development and Agricultural Investment Fund

EOI Expression of Interest

EPA Economic Partnership Agreement

ERP Effective Rate of Protection

EXIM Exim Guaranty Company Limited

FAGE Federation of Association of Ghanaian Exporters

FDA Food and Drugs Authority

GDP Gross Domestic Product

GEPC Ghana Export Promotion Council

GFZB Ghana Free Zones Board

GGC Ghana Grains Council

GHEL Ghana Heavy Equipment Limited

GIPC Ghana Investment Promotion Centre

GNCCI Ghana Chamber of Commerce and Industry

GNPA Ghana National Procurement Agency Limited

GPRS Growth and Poverty Reduction Scheme

GSA Ghana Standards Authority

GSS Ghana Statistical Service

GTFC Ghana Trade Fair Company Limited

GUTA Industrial and Commercial Workers Union

IIC Inter-Institutional Committee

ISSP Industrial Sector Support Programme

KIA Kotoka International Airport

M&E Monitoring and Evaluation

MCA Millennium Challenge Authority

MDAs Ministries Departments and Agencies

MFA Ministry of Foreign Affairs

MIS Management Information System

MLGRD Ministry of Local Government and Rural Development

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MMDAs Metropolitan Municipal and District Assemblies

MOCC Ministry of Chieftaincy and Culture

MOESWF Ministry of Employment and Social Welfare

MOF Ministry of Finance

MOI Ministry of Information

MOJA Ministry of Justice

MOT Ministry of Transport

MOT Ministry of Tourism

MSME Micro Small Medium Enterprises

NBSSI National Board for Small Scale Industries

NCCE National Centre for Civic Education

NEP National Enquiry Points

NES National Export Strategy

NIB National Investment Bank

PEF Private Enterprise Foundation

PS Private Sector

PSDS Private Sector Development Strategy

RCC Regional Coordinating Council

SEC Securities Exchange Council

SMTDP Sector Medium Term Development Plan

SPS Sanitary Photo Sanitary

TBT Technical Barriers to Trade

TOR Terms of Reference

TSSP Trade Sector Support Programme

UNDP United Nations Development Programme

UNICEF United Nations Children's Fund

VELD Vehicle Examination and Licensing Division

WAHO West Africa Health Organization

WIPO World Intellectual Property Organisation

WTO World Trade Organisation

1

CHAPTER ONE

PROFILE AND CURRENT SITUATION/BASELINE

1.1 INTRODUCTION

The Ministry of Trade and Industry (MOTI) is one of the Ministries of the Government of

Ghana established under the 1992 Constitution and the Civil Service Law to develop and

implement Government’s trade and industry policies and programmes. The Sector

Medium Term Development Plan (SMTDP) 2014-2017 is being developed to enable the

Ministry to situate its programmes and projects within the Ghana Shared Growth

Development Agenda II (GSGDA II), 2014-2017. The GSGDA II has a number of

thematic areas relating to the various sectors of the economy. The Sector Medium Term

Development Plan focuses specifically on trade, industry and private sector issues within

the GSGDA II.

1.2 MANDATE

The Ministry of Trade and Industry is the primary Government agency with the overall

mandate for formulating, developing, implementing, monitoring and evaluating trade,

industry and private sector policies in Ghana. This is being discharged within the

context of the overall Government economic development plan set out in the Ghana

Shared Growth Development Agenda Policy Framework.

1.3 VISION

The Vision of the Ministry is to establish Ghana as a major manufacturing, value-added,

financial and commercial hub in West Africa by the year 2025.

1.4 MISSION

The mission of the Ministry is to develop a vibrant, technology-driven, liberalized and

competitive trade and industrial sector that significantly contributes to inclusive and

sustainable economic growth and employment creation, particularly involving mass

mobilization of rural communities and other vulnerable groups including women.

In order to realize this mission, the Ministry of Trade and Industry will develop and

implement strategic trade, industry and private sector policies, programmes and

2

interventions using well trained and highly motivated personnel to provide efficient,

effective and quality services to the business and industrial community, especially

private sector operators.

1.5 FUNCTIONS

The Ministry’s functions include (as defined in the Civil Service Law):

To formulate and harmonize policies that will ensure inter-sectoral

collaboration in the implementation of Trade and Industry policies both at

national and global levels.

To improve entrepreneurial skills, technological capability and accessibility to

capital and markets.

To develop programmes and activities for institutional capacity building to

meet the challenges of the global market.

To develop standards and quality systems to meet production requirements

for local and international markets.

To facilitate the development and promotion of non-traditional export

products.

To facilitate the development of the production base and expansion of cross-

border trade

To collect, collate process, store and disseminate timely and accurate

information for stakeholders.

To facilitate the removal of institutional and legal bottlenecks.

To ensure that private sector development programmes are complementary

and cover broad range of needs.

To encourage and facilitate the provision of public services to the private

sector.

To promote the application of science, technology and innovation (STI) in

industry and entrepreneurship.

1.6 SECTOR PERFORMANCE UNDER GSGDA (2010-2013)

1.6.1 Introduction

The Ministry assessed its sector performance for the period 2010-2013 by reviewing the

status of implementation of the sector’s programmes, projects and activities for the

period. The lessons learnt as well as the challenges encountered in the course of

3

‘‘project’’ implementation were noted to guide formulation and implementation of new

policies, programmes and activities of the sector for the period, 2014-2017.

The overall policy thrust for the sector in the GSGDA (2010 – 2013) was to enhance

operational efficiency and global competiveness of the private sector so as to achieve

sustainable, equitable and widespread private sector-led growth throughout Ghana.

This was premised on the government’s policy of creating and/or improving the

business environment, access to markets and capital for the private sector to take

advantage of the growth opportunities thereof.

1.6.2 Enhancing Competitiveness of Ghana’s Private Sector

In order to enhance private sector competitiveness, a number of programmes and

projects were developed for implementation. These included:

The Private Sector Development Strategy II (PSDS II)

The PSDS II was developed and launched in 2010. The main objective of the

strategy was to develop a thriving private sector that creates jobs and enhances

livelihoods. To date a Governing Council and a Board have been inaugurated and

a Secretariat established to facilitate the implementation of the strategy. The

main challenge has been the transition from the inception phase to the full

implementation of the strategy due to delay in the design of the initial

programmes. A critical challenge has also been the unclear oversight

responsibility and institutional arrangements for the implementation of the

strategy.

The Ghana Trade Policy, and its implementation blueprint, the Trade Sector

Support Programme (TSSP)

The TSSP was designed to provide the Ministry with clear guidelines for

implementing Government’s domestic and international trade agenda. It was also

to ensure a consistent and stable policy environment within which the private

sector can operate with certainty. The programme was launched in 2006 and

had a timeframe spanning up to 2010.

Key achievements of the programme included:

4

- The establishment of the Tariff Advisory Board to advice the Minister on trade

issues;

- Connection of MDAs, border points and freight forwarders to the GCNet

System to enhance their operations;

- The development and implementation of the Industrial Policy and the ISSP to

address challenges facing the industrial sector with emphasis on

manufacturing.

- The development of a National Export Strategy and the National Export

Development Programme to develop Ghana’s non-traditional exports sector.

- A total of twenty-one thousand, seven hundred and eighty-nine (21,789)

entrepreneurs made up of 9,832 males and 11,965 females have been

provided with Business Development Services (BDS) to enhance their

operations and make them competitive. The services were provided through

the Business Advisory Centres (BACs) of NBSSI.

- A total of 256 clients of NBSSI have been assisted to formalize their

businesses with the Registrar General’s Department and the Ghana

Standards Authority. It will improve the beneficiary MSMEs access to credit

for growth of their businesses which will lead to the creation of employment

and wealth for the entrepreneurs and their employees.

- A Web-Based Product Gallery was launched in April, 2013 to create a platform

for Ghanaian Micro, Small and Medium Enterprises (MSMEs) to exhibit their

products on the World Wide Web and thus give them the necessary exposure

in both local and international markets. The Gallery was launched with three

hundred (300) products on the website. As at the end of December, 2013 the

website had been populated with 1,079 products and 282 manufacturers. The

website address is www.ghanatrade.gov.gh

- To help reduce post-harvest losses and promote food security in Ghana and

the West Africa sub-region, GRATIS Foundation designed and prototyped 1.5

metric tons High Quality Cassava Flour (HQCF) Dryer. This was done in

collaboration with Root and Tuber Improvement and Marketing Programme

(RTIMP) of MoFA with funding support from International Funds for

Agricultural Development (IFAD). This initiative contributed towards the

production of composite flour which is cheaper than wheat flour.

- Ghana Standards Authority (GSA) has expanded the scope of accreditation of

its Management System Certification to include certification of food

enterprises (Manufacturing, Restaurants and Vendors) to ISO/IEC

5

22000:2005 standard (Food Safety Management Systems). This will enable

GSA to ensure that food enterprises comply with the minimum standards.

- The Rural Enterprises Programme (REP) seeks to improve livelihoods in rural

communities through support to micro and small-scale enterprises (MSEs)

and start-ups. The Programme in collaboration with NBSSI and GRATIS

Foundation carried out the under listed activities during the period under

review.

i. Trained 1,619 people in Community-Based Skills for start-ups and identification

of employment opportunities. It has also trained 914 people in Management

Development Skills mainly for owners and operators of existing businesses to

improve their business performance.

ii. Trained 198 members of local business associations to provide improved

leadership and services to their business associations.

iii. Provided business counseling services to 1,788 clients through the BACs to help

address individual specific challenges identify needs and assist client-owned

action planning.

The main challenges associated with the implementation of the TSSP were the lack

of funding for some of the activities, delays in the procurement processes and

limited or no control over activities not directly implemented by MoTI.

The Industrial Policy and the Industrial Sector Support Programme

(ISSP)

The Industrial Policy and the ISSP were launched in June 2011 after approval by

Cabinet. The policy is set within the context of the vision of transforming the

economy into one driven by an industrial development model, capable of

delivering widespread, equitable and sustainable growth for job creation and

poverty reduction.

The ISSP is currently under implementation by the Ministry and its agencies as

well as collaborating institutions. The main challenge has been access to funding

support for the various projects. Discussions are on-going with development

partners as to situating some of the projects in the ISSP into their annual country

development frameworks.

6

The Rural Enterprises Programme

The Rural Enterprises Programme (REP), 2012-2020 is one of the initiatives of

Government of Ghana aimed at reducing poverty and improving living conditions

in the rural areas. The programme is an up-scaling of the Rural Enterprises

Projects (I & II) from 66 to 161 districts across the country. The Programme

seeks to mainstream within public and private institutional systems, the district-

based micro and small scale enterprises (MSEs) support systems piloted under

REP I and II.

The challenges being encountered by the programme include the untimely

releases of GOG Counterpart Funds and AfDB Mixed Credit to finance REP

activities.

Micro, Small and Medium Enterprises (MSME) Project

The Micro, Small and Medium Enterprises (MSME) Project is a Government of

Ghana initiative to provide essential financing and technical support to enhance

MSME development in Ghana. The Project, which is financed by the World Bank

Group and the Government of Ghana, is one of the ten pilot projects supported

under the IDA/IFC joint MSME Programme for Africa. The Project started in May

2006 and was initially designed to end in December 2011; however, the closure

date was extended to November 2013 to allow for the successful completion of

some components of the project which had delayed due to various

implementation challenges.

7

1.6.3 Performance of the Sector (2010-2013)

Thematic Area Policy

Objectives

Programme Indicator Target Level of Achievement Remarks

2010 2011 2012 2013

ENSURING AND

SUSTAINING

MACROECONOMIC

STABILITY

Diversify and

increase export

base

TSSP, GFZB

Surveillance

Programme,

Development of

Ghana Free

Zones Board

Enclaves, NTE

Development,

Promotion of

Made in Ghana

Products, Export

Strategy, Market

Access/GEPA

• % increase in

volume of

exports.

• % change in

NTEs.

• % increase of

manufacturing

share in total

export.

35.4%

34.1%

(USD

1.629b)

33%

24.5%

48.7%

(USD

2.423b)

Nil

-2.43%

(USD

2.364b)

Nil

2.79%

(USD

2.43b)

Nil

Accelerate

economic

integration with

other regional

and/or sub-

regional states

TSSP, ISSP • Reduction in

turn-around time

at the port

• Reduction in

days used in

clearing goods

• Reduction in the

days for

exporting

8

INFRASTRUCT

URE AND

HUMAN

SETTLEMENT

Ensure increased

access of

industries to

reliable and

adequate energy

supply

ISSP • % increase in

the number of

industries

connected to the

national grid.

• the share of

total energy

consumed by

industry

Promote the

application of

science,

technology and

innovation in

industry

ISSP, DIP,

Appropriate

Technology

Programme,

TSSP

• No. of STI

incubators

established.

• Increase in the

no. of industries

that are provided

with STI services.

• No. of business

incubators

established

• National ICT

park established

MESTI

ACCELERATED

AGRICULTURE

MODERNIZATION

AND SUSTAINABLE

NATURAL

RESOURCE

MANAGEMENT

Increase

competiveness

and enhanced

integration into

domestic and

international

markets

CEDECOM,

ISSP, TSSP,

PSDS II, REP,

TRAQUE,

Priority Sectors

of Investment

(GFZB),

Recycling of

• % increase in

manufactures to

GDP

• % change in

NTEs

6.8%

34.1%

(USD

1,629b)

6.7%

48.7%

(USD

2,423b)

5%

-2.43%

(USD

2,364b)

Nil

2.79

(USD

2.43b)

9

Production

Waste (GFZB)

Ensure the

creation of

enabling

environment to

enhance

industrial growth

and provide the

momentum to

achieve global

competiveness

ISSP, TSSP,

MSME, PSDS II

• Improvement in

the World Bank’s

Ease of doing

business ranking.

• Reduction in

number of days

and cost of

registering

businesses

• Increase in the

number of

commercial

courts

67 out

of 183

63 out of

183

63 out of

183

67 out of

189

ENHANCING

COMPETITIVEN

ESS OF

GHANA’S

PRIVATE

SECTOR

Improve Ghana’s

position in global

and regional

markets

TSSP, PSDS II,

TRAQUE

• Total trade as a

% of GDP

• Trade balance

• Total exports

value

Share of exports

in sub-Saharan

Africa.

-7.9m

-10.4m

Us$4,210

.82m

-9.0m

Us$3,848

.32m

Enhance

Government

capacity for

private sector

policy formulation,

implementation,

TSSP, TRAQUE • Increase in the

number of

existing personnel

trained in policy

formulation,

planning and

10

and monitoring

and evaluation.

M&E

• Additional M&E

staff recruited

• Increased

number of

refresher courses

offered to the

trained personnel

Ensure the health,

safety and

economic interest

of consumers

TSSP, IPR Policy • National

Consumer

protection policy

developed and

implemented.

• Establishment

of consumer

protection

agency.

• No. of

consumer

complaints

resolved.

Draft policy

has been

approved

by Cabinet

Strengthen firms

competency and

capacity to

operate effectively

and efficiently.

MSME, NBSSI,

REP, ISSP

• Increase in

management

training

programmes and

advisory services

offered to firms

Develop and

strengthen

ISSP, TSSP,

PSDS,

• Appropriate

legal framework

Min of

Tourism/

11

Ghana’s creative

industry to

actively

participate in

international

trade.

developed and

implemented on

creative industry.

• Industry cluster

associations

formed.

Min of

Chieftainc

y

Accelerate

development of

strategic sectors

TSSP, ISSP • % increase in

the volume of

investment in the

strategic sectors

• % increase in

output of the

strategic sectors

• % increases in

resources (capital

and human

employed by the

strategic sectors)

TRANSPARENT

AND

ACCOUNTABLE

GOVERNANCE

Enhance women’s

access to

economic

resources.

TSSP, ISSP • Increase in the

number of

business

management

training offered to

women

• Number of

women accessing

credit from

NBSSI, REP and

MASLOC.

12

1.6.4 Financial Performance Review

YEAR APPROVED

BUDGET

ACTUAL

RELEASES

ACTUAL

EXPENDITURE

REMARKS

2010 28,496,374 19,447,684 8,291,531 68% of

approved

budget was

released,

however, only

43% was made

available for

spending

2011 82,630,136 30,353,793.82 30,353,793.82 Only 37% of

approved

budget was

released

2012 157,520,459 88,597,361.69 88,597,361.69 Only 56% of

approved

budget was

released

2013

HALF

YEAR

124,868,440 38,809,763.82 28,977,759.19 Only 23.21% of

approved

budget was

released

Total 393,515,409 177,208,603 156,220,445.71 46.05% of the

sector’s

approved

budget was

actually

released.

From the above table, the Ministry’s actual releases for the period 2010-2013 always fell

short of the approved budget. This made it difficult for the Ministry to fully implement

its planned programmes and projects thereby affecting the achievement of the set

targets and performance indicators of the sector

13

1.6.5 Key Problems/Issues Encountered During Implementation

Inadequate financial resources to facilitate implementation of projects and

programmes.

Delay in the release of funds from collaborating DPs for specific projects or

programmes (e.g. IFAD funds for the REP III)

The Public Procurement Act sometimes constrained the timely procurement and

quality of goods and services (value for money)

Lack of harmonized M&E system for effective tracking of implementation of

programmes/projects of the Ministry and its agencies.

Inadequate and poor quality of trade and industry data for policy formulation.

Limited control over some projects and activities directly implemented by

collaborating institutions. (eg. Customs Division of GRA)

Unclear oversight responsibility and institutional arrangements for the

implementation of some projects (eg. PSDS II).

Untimely release of GOG Counterpart Funds

1.6.6 Lessons Learnt

In the light of the above challenges, the Sector Medium Term Development Plan 2014-

2017 would be designed to minimize the effects of these challenges should they re-

occur. The under-listed are some of the lessons learnt which would inform the

implementation of programmes and projects of the sector.

Prioritize activities of the sector for the efficient utilization of resources

Effective implementation of staff development plan

Effective mobilization of adequate financial resources to implement projects and

programmes.

Improve trade and industry infrastructure

Streamline procurement processes and procedures.

Harmonize M&E system for effective tracking of the programmes/projects of the

Ministry and its agencies

1.7 PROFILE OF THE TRADE AND INDUSTRY SECTOR

This section presents information on the profile of the Ministry of Trade and Industry in

relation to the current level of development of the sector. This covers the institutional

capacity including organizational structure, human resource capacity, infrastructure and

facilities. It also analyses the characteristics of the sector and presents information on

14

indicators for measuring current level of development that will serve as the baseline for

the MTDP (2014-2017).

The profile also considers cross-cutting issues that impact on the performance of the

sector.

6

1.7.1 Institutional Capacity of the Ministry

Fig. 1: Organogram of the Ministry of Trade and Industry (MOTI)

The Ministry of Trade and Industry (MOTI) is one of the Ministries of the Government of Ghana established under the

1992 Constitution and the Civil Service Law. The figure below depicts the organizational structure of the Ministry of

Trade and Industry

AGENCIES (TRADE): GEPA, GTFCL, EDAIF & GNPA

AGENCIES (INDUSTRY): NBSSI, GRATIS FOUNDATION,

CEDECOM, FREE ZONES BOARD, GHEL, GIPC & GSA

OFFICE OF THE CHIEF

DIRECTOR

FINANCE

INTERNAL AUDIT UNIT

COMMUNICATION AND PUBLIC AFFAIRS

UNIT

DIRECTORATE

POLICY PLANNING,

MONITORING &

EVALUATION

DIRECTORATE

HUMAN RESOURCE

MANAGEMENT (HRM)

DIRECTORATE

RESEARCH, STATISTICS

AND INFORMATION

MANAGEMENT (RSIM)

DIRECTORATE

FINANCE AND

ADMINISTRATION (F & A)

DIRECTORATE

INDUSTRY

REGIONAL

OFFICES

LEGAL UNIT

POLICY PLANNING

MONITORING AND

EVALUATION

SECTOR WIDE

HR.HUMAN RESOURCE

POLICY PLANNING

SECTOR WIDE HR,

DEVELOPMENT AND

CAREER MANAGEMENT

ADMINISTRATION

AND GENERAL

SERVICES

RESEARCH &

STATISTICS

INFORMATION

MANAGEMENT

MINISTERIAL ADVISORY BOARD

DIRECTORATE

TRADE

OFFICE OF THE

MINISTER

INFORMATION,

COMMUNICATION

TECHNOLOGY

(ICT)

PRIVATE SECTOR

PROJECT MANAGEMENT UNIT

FOREIGN MISSIONS

SECTOR WIDE

BUDGET

SMALL & MEDIUM

ENTERPRISES MULTILATERAL & FOREIGN TRADE

DOMESTIC TRADE

EXPORT TRADE

DEVELOPMENT

MANUFACTURING

STANDARDS

LOGISTICS & VALUE

CHAIN TRADE FACILTATION

7

1.7.2 Ministerial Advisory Board

According to Section 39 of the Civil Service Law 1993 PNDC Law 327, every Ministry is

required to establish a Ministerial Advisory Board (MAB). In this regard, the Ministry of

Trade and Industry has an advisory board which is responsible for advising the Ministry

at the highest level for effective decision making, co-ordination, monitoring and

evaluation.

1.7.3 Policy Planning, Monitoring and Evaluation

The Policy Planning, Monitoring and Evaluation Directorate is the nerve centre of the

Ministry of Trade and Industry. This Directorate is to ensure the formulation and review

of policies, plans, programmes and budgets to cover all activities of the Ministry. It

caters for the design and application of monitoring and evaluation systems for purposes

of assessing the operational effectiveness of the Ministry.

1.7.4 Research, Statistics, and Information Management Directorate

The Directorate is to ensure the design, use, maintenance and development of research

and statistics as input into a central database for so-wide use. It coordinates all

activities relating to information gathering, processing, management and dissemination

for all the Ministry’s Directorates, Agencies and stakeholders.

1.7.5 Trade Directorate

The objective of the Trade Directorate is to assist in the formulation, review, monitoring

and evaluation of Trade Policies, Plans and Programmes for national development.

Specifically, the Trade Directorate of the Ministry is to promote and foster the exchange

of goods, services or both in a manner supportive of the developmental objectives of

government.

1.7.5.1 Multilateral and Foreign Trade Division

The main function of the Division is to secure improved market access opportunities for

Ghana’s exports through trade negotiations at the multilateral, regional and bilateral

levels, whilst ensuring that international trade rules provide predictability, security and

certainty for the trading environment as a way of promoting and facilitating trade and

investments within the global value chain.

8

1.7.5.2. Export Trade Development Division

The focus of the Division is to provide a full range of effective support services to the

export sector to enable it achieve growth and expansion in export markets as well as

develop new value added products for Ghana’s export portfolio. It is also responsible for

developing and supporting the implementation of strategies to improve, increase and

promote Ghana’s exports.

1.7.5.3 Trade Facilitation Division

The Division is responsible for ensuring speedy and efficient customs clearance,

improved standard inspections for exports, imports and transit goods as well as

ensuring an effective and efficient management of ports, airports and land borders.

1.7.5.4 Domestic Trade Division

The Division is responsible for promoting an efficiently functioning domestic market for

the development and distribution of local as well as imported products for local

consumption.

1.7.6 Industry Directorate

The Industry Directorate is to facilitate the development and growth of a vibrant

technology driven industrial sector to make it domestically and globally competitive.

1.7.6.1 Small and Medium Enterprises Division

The division is responsible for evolving and coordinating policies and programmes for

the development of the micro, small and medium enterprises (MSMEs) as ancillaries to

large manufacturing industries through business development services (BDS) including

access to finance, access to markets and adoption modern technology, including the

use of STI practices.

1.7.6.2 Manufacturing Division

The Division is responsible for transforming Ghana into an industry-driven economy

through value-addition to local raw materials, components or parts and the application

of Science, Technology and Innovation.

9

1.7.6.3 Standards Division

The Standards Division is responsible for the promotion of Quality Infrastructure and

Technical Regulations to ensure the health and safety of consumers and also guarantee

that Ghanaian products are of good quality to make them globally competitive and

facilitate its exports.

1.7.6.4 Logistics and Value Chain Division

The objective of the Division is to ensure the establishment of Value Systems and

facilitate the development of logistics service markets. It will also coordinate the

activities of MDA’s to build credible database on logistics and value chain management

in Ghana.

1.7.7 Human Resource Management Directorate

The Human Resource Management Directorate in the Ministry is to facilitate the

development (training and re-training) motivation and management of manpower in the

sector on a continuous basis for the achievement of its goals.

The HRM Directorate also maintains an effective and stable manpower development

and management framework and programmes consistent with sectorial needs.

1.7.8 Finance and Administration Directorate

This Directorate is to ensure that approved personnel policies in the Ministry on

employment, personnel records, training, wages and salaries administration are

translated into good management practices and effectively carried out.

The Directorate further ensures that services and facilities necessary to support the

administrative and other functions of the Ministry are available. It also ensures the

provision of an effective and efficient system of internal checks and the practice of

proper and accountable administration.

1.7.9 Regional Offices Directorate

The Directorate is to coordinate the activities of all the 10 regional offices to ensure that

the policies, programmes and activities of the Ministry are effectively disseminated to

stakeholders in the regions. It also collaborates with the regional offices to identify the

resource potentials in the regions for the promotion of trade and industry growth.

MOTI has oversight responsibility for the following Agencies and State Owned

Enterprises (SOEs) to ensure effective implementation of the Ministry’s policies,

programmes and activities;

10

Agencies:

Ghana Export Promotion Authority (GEPA),

National Board for Small Scale Industries (NBSSI),

Ghana Standards Authority (GSA),

Export Development and Agricultural Investment Fund (EDAIF),

Central Regional Development Commission (CEDECOM)

GRATIS Foundation of Ghana.

Ghana Free Zones Board (GFZB),

State Owned Enterprise (SOEs)

Ghana Trade Fair Company Limited (GTFC),

Ghana National Procurement Agency Limited (GNPA),

Ghana Heavy Equipment Limited (GHEL),

GIHOC Distilleries Company Limited

The Ministry also has oversight responsibility for the operations of some Special Projects

namely; Ayensu Starch Company Limited, Volta Star Textiles Limited and Northern Star

Tomato Company Limited.

The Ministry maintains close working relations with the private sector through

institutions such as:

Private Enterprise Foundation (PEF),

Ghana Chamber of Commerce and Industry (GNCCI),

Association of Ghana Industries (AGI),

Association of Small Scale Industries (ASSI),

Federation of Association of Ghanaian Exporters (FAGE)

Industrial and Commercial Workers Union (ICU) of TUC.

Ghana Union of Traders Associations (GUTA).

11

1.7.10 Human Resource Capacity

Table 2: Staff Capacity of MoTI and its Agencies

AGES MOTI

GSA

CEDECOM

GTFC

FZB

EDAIF

GRATIS

NBSSI

TOTAL

STAFF

% STAFF % STAFF % STAFF % STAFF % STAFF % STAFF % STAFF % STAFF %

20-25 4 1.74 0 0 0 0 0 0 3 4.62 8 9 0 0 2 0.54 17 1.29

26-30 23 10 39 13.4 3 4.84 5 14.29 12 18.46 17 19 16 9.64 38 10.22 153 11.67

31-35 36 15.7 73 25 9 14.5 5 14.29 13 20 19 21.5 31 18.7 83 22.13 269 20.52

36-40 29 12.6 47 16.1 15 24.2 5 14.29 16 24.62 19 21.5 39 23.5 80 21.51 250 19.07

41-45 38 16.5 34 11.6 7 11.3 7 20 10 15.38 11 12.5 31 18.7 62 16.67 200 15.26

46-50 22 9.57 31 10.6 10 16.1 5 14.29 2 3.07 9 10 35 21.1 52 13.98 166 12.66

51-55 41 17.8 39 13.4 9 14.5 6 17.14 6 9.23 4 4.5 8 4.82 30 8.06 143 10.91

56-60 37 16.1 29 9.9 9 14.5 2 5.71 3 4.62 2 2 6 3.61 25 6.72 113 8.62

TOTAL 230 100 292 100 62 100 35 100 65 100 89 100 166 100 372 100 1311 100

The matrix above depicts the human resources in their right mix considering the

mandate of the sector. Currently the Ministry’s establishment has been expanded.

Therefore with the requisite capacity building effort, the Ministry should have the

required number of staff with the relevant skills and competences at the various levels

to deliver on the mandate of the sector.

12

1.7.11 Infrastructure and Facilities

Information on the analysis of infrastructure and facilities of the sector are detailed in appendix 1. The analysis depicts

inadequate infrastructure and facilities of the sector. This is inimical to overall performance of the sector.

1.8 CHARACTERISTICS OF THE TRADE AND INDUSTRY SECTOR

Table 3. Indicators for Measuring the Current Performance of the Trade and Industry Sector

INDICATORS LEVEL OF ACHIEVEMENT

2010 2011 2012 2013

TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL

Ease of doing business rank 67 out of

183

63 out of

183

63 out of

183

67 out of

189

Business Competitiveness

Index

114 out of

142

countries

114 out of

142

countries

103 out of

144

countries

114 out

of 144

countries

The number of days to resolve

commercial disputes

120 100 days 100 days 116 days

Domestic credit to the private

sector as a ratio of GDP

30.4%;

GH¢6,776.

6m

15%;

GH¢8,560.

89

15.2%

GH₵

11,478.07m

13


2010 2011 2012 2013


No. of firms signed on to the

Ghana Business Code

175 175 (Firms

were not

signed in

2011

because

the project

has ended

and

currently

AGI is

spearheadi

ng

arrangeme

nt to

revive

activities

of the

project)

175 (Firms

were not

signed in

2012

because the

project has

ended.

Total Merchandise Export US$7,896.

3

US$9,792.

2

US$14,857.0

0m

14


2010 2011 2012 2013


Share of MSME products in

total manufacturing outputs

US$9,799.80

m

Share and value of MSME

products in total Non-

traditional exports

Of about

3,200

active

exporters

on non-

traditional

products,

about

97% are

SMEs

exporting

over 650

different

products

97%

US$

2,533.64m

Percentage change in Non-

Traditional Exports, (Value in

Millions US$)

34.1%

1.629

48.7%

2.423

-2.43%

2.364

2.79%

2.430

15


2010 2011 2012 2013


Industrial Sector Performance:

a. Manufacturing

value added share

in GDP

b. Share of

manufacturing in

total export

6.8%

6.7%

17%

16

Table 4: Goods and Services Provided by the Sector

INSTITUTION Mandate Goods/Services Key stakeholders

MOTI HQ The Ministry of Trade

and Industry is the

primary Government

agency with the overall

mandate for

formulating,

developing,

implementing,

monitoring and

evaluating trade,

industry and private

sector enterprise

policies in Ghana. This

is being discharged

within the context of

the overall Government

economic development

plan set out in the

Ghana Shared Growth

and Development

Agenda II(GSGDA II)

1. Policies, strategies,

programmes and

projects to promote

trade and industry.

2. Provide briefs,

advisory services and

data.

MDAs, private

sector associations,

civil society

organisations,

private sector

operators

17


Regional Offices

Directorate

The Directorate is to

coordinate the activities

of all the regional

offices to ensure that

the policies,

programmes and

activities of the Ministry

are effectively

disseminated to

stakeholders in the

regions. It also

collaborates with the

regional offices to

identify the resource

potentials in the regions

for the promotion of

trade and industry

growth.

Provision of trade and

industry information to

the public.

Explain the Ministry’s

policies to prospective

investors, stakeholders

and the general public

Maintain an up-to-date

register and data on all

industrial and

commercial enterprises

in the Regions

Regional offices of

MDAs, MMDAs,

Trade and Industry

Associations, Civil

Society

Organisations,

General Public

AGENCIES

GHANA EXPORT

PROMOTION

AUTHORITY

(GEPA)

To develop and

promote exports

Programmes and

projects that promote

the export of non-

traditional products

MDAs and their

regional offices,

MMDAs, Trade and

Industry

Associations, Civil

Society

Organisations,

General Public

GHANA

STANDARDS

AUTHORITY

Overall responsibility for

the country’s quality

infrastructure

embracing Standards,

Metrology and


(Inspection, Product

Testing and

Certification) in Ghana

and represents Ghana

in international and

Development of

standards

Issuance of export

certificates to exporters

Inspection of export and

import consignments

Certification of locally

manufactured products

Capacity building for

industry

Certification of

MDAs and their

regional offices,

MMDAs, Trade and

Industry

Associations, Civil

Society

Organisations,

General Public

18


regional standardization

activities.

Management System of

companies

Calibration of measuring

and weighing devices.

Inspection of weighing

and measuring devices

Testing and analyzing

product and forensic

samples

NATIONAL

BOARD FOR

SMALL SCALE

INDUSTRIES

(NBSSI)

To develop and

promote micro and

small enterprises

through business

development services

provision and

facilitation, as well as

facilitating access to

credit.

Provision of business

development services to

MSMEs through its

Business Advisory

Centres (BACs)

Assisting entrepreneurs

to participate in fairs

Providing capacity

building for MSMEs

Assisting MSMEs to

formalize their

businesses with the

Registrar General’s

Department

Assisting MSMEs to

certify their products

with Ghana Standards

Authority

Enhancing MSMEs access

to credit.

MDAs and their

regional offices,

MMDAs, Trade and

Industry

Associations, Civil

Society

Organisations,

General Public

19


GRATIS

FOUNDATION

To promote small-scale

industrialization in

Ghana

Design, prototyping,

manufacturing and

marketing of appropriate

technology-based

products and services for

micro, small and medium

enterprises so as to

facilitate socio-economic

and industrial

development in Ghana

and other African

countries.

MDAs and their

regional offices,

MMDAs, Trade and

Industry

Associations, Civil

Society

Organisations,

General Public

EXPORT

DEVELOPMENT

AND

AGRICULTURAL

INVESTMENT

FUND (EDAIF)

To provide financial

resources for the

development and

promotion of export

trade, agriculture

relating to agro-

processing and agro-

processing industry of

Ghana

Provision of finance to

develop and promote

Ghana’s Non-Traditional

Exports (NTE)

MDAs and their

regional offices,

MMDAs, Trade and

Industry

Associations, Civil

Society

Organisations,

General Public

GHANA FREE

ZONES BOARD

To enable the

establishment of free

zones in Ghana for the

promotion of economic

development.

Rregulation of activities

in the free zones

enclaves.

MDAs and their

regional offices,

MMDAs, Trade and

Industry

Associations, Civil

Society

Organisations,

General Public

GHANA TRADE

FAIR COMPANY

LIMITED

To manage the Ghana

International Trade Fair

Centre as a commercial

entity.

Infrastructure and

facilities for the hosting

of fairs and exhibitions

MDAs, Trade and

Industry

Associations, Civil

Society

Organisations,

General Public

20


GHANA HEAVY

EQUIPMENT

LIMITED

Sales and servicing of

Construction/Mining

Equipment, Agricultural

Tractors/Implements,

Generator Sets and

Automobiles.

Sale of Automobiles,

mining and construction

equipment, agricultural

machinery and

Implements as well as

spare parts.

Provision of after-sales

services.

MDAs, Trade and

Industry

Associations,

Business

Community,

General Public

GIHOC

DISTILLERIES

To produce alcoholic

beverages for the

Ghanaian market.

Provision of alcoholic

beverages.

MDAs, Trade and

Industry

Associations,

Business

Community,

General Public

GNPA LIMITED

Embark on Export

Trade House operation.

Supply agricultural

inputs to local industry,

particularly in the agro-

processing sector under

the District Industrial

Programme (DIP).

Market the product of

factories that are to be

established in the 138

districts in Ghana, both

locally and abroad

under the DIP.

Trading in both import

and export commodities

including maize, rice,

cashew nuts, sugar,

shea nuts, processed

cassava products (e.g.,

gari) and soya.

MDAs, Trade and

Industry

Associations,

Business

Community,

General Public

CENTRAL

REGION

DEVELOPMENT

COMMISSION

(CEDECOM)

To bring sustainable

development to the

Central Region through

investment promotion,

integrated tourism

development,

Social and economic

projects that seek to

develop the Central

Region

Cape Coast

Municipal

Assembly, MDAs,

Chiefs and Opinion

Leaders, Trade and

Industry

21


agriculture and natural

resource development

and information and

communication

technology (ICT)

development

Associations,

General Public

1.8.3 ANALYSIS OF CROSS CUTTING ISSUES

GENDER IN INDUSTRY

The role of gender in the development process of the trade and industry sector is key.

To this end, the Ministry has set up a gender desk to see to the implementation of

gender programs of the Ministry. The concerns and experiences of both men and

women are integral part of design, implementation, monitoring and evaluation of

policies and programmes in all political, economic and social spheres.

Two key programmes being implemented by the Ministry, namely, the ISSP and the

National Export Development Programme have gender dimensions to address gender

imbalances in the development process.

The Gender in Industry project of the ISSP seeks to promote special support programs

for women and low income earners and provide Gender Sensitivity Training to financial

institutions to improve lending to women. It will also assist financial and business

development service providers with Matching Grants to prepare gender sensitive loan

manuals, simplify loan application forms and carry out loan monitoring and following up

on female loan applicants.

The Gender and Vulnerable Groups in Exports project of the National Export

Development Programme also seeks to provide opportunities for women and vulnerable

groups to enhance their participation in export activities at all levels.

ENVIRONMENTAL SUSTAINABILITY

Trade and industrial activities affect ecological systems, including the totality of

environmental functions. In order to ensure environmental sustainability as far as

industrial activities are concerned, the Ministry collaborated with industry associations,

22

civil society, the Factories Inspectorate Division of Ministry of Environment Science and

Technology and technology institutions such as the Industrial Research Institute, CSIR

(CSIR-IIR), GSA and GRATIS Foundation as well as MMDAs and MDAs on the

introduction of alternative technologies for cleaner, efficient and sustainable energy for

manufacturing, including bio-fuels, wind and solar energy. Manufacturers were

encouraged to replace their existing production technologies with cleaner production

technologies that minimize waste, energy consumption and emissions during

production.

Firms were encouraged to adopt and implement the ISO 14001 environmental

management system to reduce the effects that industrialization has on climate change

in the long run.

OCCUPATIONAL HEALTH AND SAFETY

The Ministry in collaboration with the Ministry of Employment and Social

Welfare(MESW) particularly the Factory Inspectorate Division of that Ministry

implemented Workplace Health and Safety Committees to foster a cooperative spirit in

the work place, encourage employers and workers to work together for a healthier and

safer workplace by updating existing standards, rules and procedures.

Training and sensitization workshops were undertaken with the view to resolving issues

relating to workplace health and safety.

Policy level interventions will be developed based upon the best available evidence

regarding risks. The measures will ensure that employers take and maintain an

insurance policy covering compensation for the occupational health and safety of their

employees. Employers in the manufacturing sector will also be required to provide the

correct and adequate protective equipment for employees.

HEALTH

The Ministry in collaboration with the Ghana Aids Commission and the International

Labour Organisation has developed and launched a Workplace HIV and AIDS Policy

document. Issues related to HIV and AIDS in the Ministry are comprehensively covered

in the document. Currently the Ministry has a schedule officer in-charge of creating

awareness among staff, distribution of IEC materials and liaising between the Ministry

23

and Ghana Aids Commission in the implementation of HIV and AIDS related activities.

The effects this has on the development of the sector is its impact on productivity and

loss of critical human resource capacity.

SCIENCE, TECHNOLOGY AND INNOVATION

Encouraging and supporting the deployment of modern technology is essential in

achieving increased technological competitiveness in Ghana’s industrial sector. Over the

period under review, the Ministry worked with GRATIS Foundation to produce

prototypes of food processing and other simple equipment for SMEs in the Regional

Capitals.

In addition, The Rural Enterprises Programme (REP) provided technology transfer,

technical skills training and demonstrations through its District based Rural Technology

Facilities (RTFs) in 21 Districts. It also facilitated the promotion and dissemination of

appropriate technology as a means of upgrading the level of technology of the rural

MSE sector.

INDUSTRIAL DATA AND INFORMATION

The Ministry supported GSS to conduct an Industrial Survey to update the 2003

Industrial Census data to provide essential data for monitoring implementation of

Industrial Policy.

The Research, Statistics and Information Division of MOTI as well as the Monitoring and

Evaluation Division of the National Board for Small Scale Industries will be strengthened

to collect, store and analyze industrial data for use by relevant agencies.

1.8.4. Summary of Key Development Problems/Issues (Implementation)

Prevailing environment within which the Ministry had to implement the Sector Medium

Term Development Plan 2010-2013 had some effects on achieving the objects.

Provided below are some of the key implementation issues arising from the

performance review and profile:

Persistently high negative trade balance.

Lack of petrochemical industry to support the new oil and gas industry.

Low level of science, technology and innovation culture in industry.

Low patronage of locally processed products.

24

Low level of the application of standardization in domestic markets (weights and

measures; grades and standards).

Low level of product differentiation

Inadequate raw materials to meet increasing demand by local industries.

Limited capacity of exporters to meet export volumes.

Poor performance of the manufacturing sector.

Inadequate financial resources to implement

export promotion services

Lack of long term finance.

Unreliable and high prices of utilities.

Inadequate implementation, monitoring and evaluation of private sector policies.

Inadequate skill training and other support services for men and women between

ages 15-24.

Weak Intellectual Property Rights (IPR) system.

Adverse effects of HIV AIDS, STIs and TB on quality of life.

Low demand and feedback on M&E information.

Bottlenecks in the free movement of goods and services in the ECOWAS region.

Lack of adequate and reliable data-base to inform decision making.

Inadequate gender budgeting.

CHAPTER TWO

DEVELOPMENT PRIORITIES

2.1. INTRODUCTION

The Ministry led in the implementation of a number of programmes in the trade and

industry sector and these were within the context of the GSGDA (2010-2013). A

review of these programmes brought to the fore some progress made and challenges

encountered in their implementation. The major issues that emerged from the review

led to the improvement in some of these programmes and their eventual rollover into

the GSGDA II (2014-2017) in order to sustain and build upon the progress made. The

identified key development issues of the sector from the GSGDA (2010-2013) were thus

linked to the appropriate thematic areas of the national medium term development

policy framework 2014-2017.

2.2 TRANSITION FROM GSGDA I (2010-2013) TO GSGDA II (2014-2017)

Table 5: Rolled Over Programmes

25

PROGRAMME REMARKS

Trade Sector Support

Programme (TSSP)

The implementation of the TSSP was to cover the period

2006 to 2010. During this period the foundations of

some key projects were laid. There was therefore the

need to continue the implementation of these projects to

achieve their objectives.

Industrial Sector Support

Programme (ISSP)

The implementation of the ISSP was to cover the period

2012 to 2016. This programme has been implemented

for the past two years and there is the need to continue

implementation in order to achieve the intended

objectives.

Private Sector Development

Strategy II (PSDS II)

The implementation of the PSDS II was to cover the

period 2012 to 2016. During the implementation of

PSDS I some achievements were made and lessons were

learnt. These informed the development of a second

phase of the programme, hence the need to continue

implementation of PSDS II to ensure the achievements of

the set objectives.

Rural Enterprises

Programme (REP)

The implementation of the REP begun as a project and

was successfully carried out between 1995 and 2012 in

two phases, (REP I&II) to cover 66 districts. Because of

its success, it was up-scaled and the scope expanded to

cover 161 districts in 2013.

2.2.2 Key Development Issues Identified From the GSGDA II (2014-2017)

Thematic Area: Enhancing Competitiveness of Ghana’s Private Sector

THEMATIC AREAS ISSUES

ENHANCING

COMPETITIVENESS IN

GHANA’S PRIVATE SECTOR

Slow pace of implementing the private sector

development strategy II (PSDS II)

Inadequate public sector service delivery

Unreliable and expensive utilities especially water

and energy

26


Inadequate infrastructure such as roads, reliable

and affordable energy, etc

Outdated and inadequate legal and regulatory

regimes

Inadequate managerial and technical skills

Poor entrepreneurial culture

Obsolete technology

Low STI culture

Unstable macroeconomic conditions

Inadequate capitalisation of enterprises

Limited size and capacity of the financial market

Crowding out of the private sector by

government

Lack of adequate market information

Inadequate export promotion services

Inadequate exploitation of international trade

arrangements

Prevalence of sub-standard, fake and expired

products

Inadequate enforcement of existing laws on

weights, measures and standards

Lack of legislation for consumer protection

Inadequate job creation

Lack of a comprehensive framework to guide

corporate entities in the area of protecting

stakeholder rights and social responsibility

Lack of good corporate governance culture

Inadequate business risk management practices

Lack of adequate health and safety related

services

Limited access to finance

Informal nature of businesses

Limited technical and entrepreneurial skills

Skewed incentive regime to the advantage of

foreign investors

Inability to meet both local and international

27


standards

Limited supply of raw materials for local

industries from local sources

Inadequate and obsolete technologies

Low productivity

Weak linkages between agriculture and industry

Inadequate and unreliable infrastructure

Institutional bottlenecks

Limited access to long-term finance

Conflicting industry-related laws

Weak intra-industry linkages

ENSURING AND SUSTAINING

MACROECONOMIC

STABILITY

Persistent high trade deficits

Absence of Common External Tariffs

Lack of political will to fully implement the

ECOWAS Trade Liberalisation Scheme (ETLS)

2.3 PRIORITIZATION

The issues of the trade and industry sector, including cross-cutting issues, were drawn

from the GSGDA II (2014-2017) and prioritised using a set of criteria which included the

significant multiplier effect of an issue on the economy and the impact of an issue on a

large proportion of the citizens especially, the poor and vulnerable. As such, these

issues were prioritised into three categories:

First Set of Priorities

Inadequate managerial and technical skills

Prevalence of sub-standard, fake and expired products

Slow pace of implementing the Private Sector Development Strategy II (PSDS II)

Inadequate capitalisation of enterprises

Obsolete technology

Inadequate exploitation of international trade arrangements

Lack of legislation for consumer protection

Inadequate job creation

28

Inadequate enforcement of existing laws on weights, measures and standards

Inadequate export promotion services

Lack of adequate market information

Limited access to finance

Inability to meet both local and international standards

Limited technical and entrepreneurial skills

Informal nature of businesses

Limited supply of raw materials for local industries from local sources

Limited access to long-term finance

Weak linkages between agriculture and industry

Inadequate and obsolete technology

Weak intra-industry linkages

Absence of Common External Tariffs

Ineffective implementation of the ECOWAS Trade Liberalisation Scheme (ETLS)

Second Set of Priorities

Inadequate infrastructure such as roads

Crowding out of the private sector by Government

Out-dated and inadequate legal and regulatory regimes

Poor entrepreneurial culture

Lack of good corporate governance culture

Low productivity

Persistent high trade deficits

Third Set of Priorities

Unstable macroeconomic conditions

Unreliable and expensive utilities especially water and energy

Lack of a comprehensive framework to guide corporate entities in protecting

stakeholder rights

Low business risk management practices

Lack of adequate health and safety related services

Incentive regime skewed to the advantage of foreign investors

29

Inadequate and poor infrastructure

Conflicting industry related laws

CHAPTER THREE

DEVELOPMENT GOALS, OBJECTIVES AND STRATEGIES

3.1. INTRODUCTION

This chapter establishes the goal of the sector and the corresponding objectives and

strategies that the Ministry intends to implement in order to achieve the goals contained

in the Ghana Shared Growth Development Agenda II (2014-2017).

3.2. ADOPTED THEMATIC GOAL

The relevant thematic goal to be adopted from GSGDA II 2014-2017 is to provide a

strong and resilient economy aimed at ensuring and sustaining macro-economic

stability, enhancing competitiveness of the private sector, accelerated agriculture

modernisation and sustainable natural resource management.

3.2.1. SECTOR GOAL

The sector goal is to develop a vibrant, technology-driven, liberalized and competitive

trade and industrial sector that significantly contributes to inclusive and sustainable

economic growth and employment creation, particularly involving mass mobilization of

rural communities and other vulnerable groups including women.

3.3 DEVELOPMENT PROJECTIONS

Provided in the matrix below are the indicators of the sector using 2013 as the baseline.

The indicators were selected taking into consideration the programmes and projects

earmarked for implementation under the GSGDA II (2014-2017).

30

Table 3.3.1 Development Projections

INDICATORS BASELINE

2013

PROJECTIONS

2014 2015 2016 2017

Ease of doing business rank 67 out of 125 60 out of

183

58 out

of 183

55 out

of 183

50 out

of 183

Business Competitiveness

Index

114 out of 144

countries

100 out

of 144

countries

97 out

of 144

92 out

of 144

90 out

of 144

The number of days to

resolve commercial disputes

225 days 95 days 90 days 85 days 80 days

Domestic credit to the private

sector as a ratio of GDP

15.2%

GH₵

11,478.07m

18% 22% 25% 30%

Share of private sector credit

to MSMEs by Deposit Money

Banks (DMBs)

79.89%

GH₵

9,169.28m

(% share of

total MSMEs to

a total amount

of GH₵11,

478.07m)

82% 85% 88% 90%

Total Merchandise Export US$13,751.9m

Percentage change in Non-

Traditional Exports, (Value in

Millions US$)

-2.43%

(2,364)

5.0% 10.0% 18.0% 25.0%

Share of MSME products in

total manufacturing outputs

US$9,799.80m

(25% of GDP)

30% 35% 40% 50%

Share and value of MSME

products in total Non-

traditional exports

39.56%

US$ 963.68m

95% 96% 96% 97%

31

Industrial Sector Performance:

a. Manufacturing value

added share in GDP

b. Share of manufacturing

in total export

6.3%

0.05%

30%

20%

32%

25%

35%

30%

40%

40%

32

3.4 ADOPTION OF POLICY OBJECTIVES AND STRATEGIES

The policy objectives and strategies of the sector were adopted from the national

medium term development policy framework. The adoption was guided by the key

development issues of the sector. It is expected that successful implementation of the

strategies will contribute towards addressing the issues.

THEMATIC

AREAS

POLICY

OBJECTIVES

STRATEGIES

ENHANCING

COMPETITIVEN

ESS IN

GHANA’S

PRIVATE

SECTOR

Improve private

sector

productivity and

competitiveness

both domestically

& globally

1.1.1 Accelerate and fully implement the PSDS II

1.1.2 Improve trade and investment climate

1.1.3 Reduce cost and risk of doing business

1.1.4 Accelerate and fully implement Science,

Technology and Innovation Development Plan

(STIDEP I)

1.1.5 Accelerate investment in modern

Infrastructure development

1.1.6 Invest in human resources with relevant

modern skills and competences

1.2 Expand

access to both

domestic and

international

markets

1.2.1 Promote regional and intra-regional trade

through regional integration activities, programmes

and policies.

1.2.2 Facilitate the development of commodity

brokerage services

1.2.3 Promote the development of regional trade

infrastructure and trade and industry related quality

enabling infrastructure

1.2.4 Implement the National Export Strategy

particularly the diversification and expansion of

export base and markets

1.2.5 Continue to pursue the implementation of the

National Trade Policy

1.2.6 Apply WTO arrangements and explore other

bilateral and multilateral protocols for the

promotion of domestic industries and access to

external markets.

1.2.7 Intensify business outsourcing and sub-

contracting

33

THEMATIC

AREAS

POLICY

OBJECTIVES

STRATEGIES

1.3 Ensure the

health, safety

and economic

interest of

consumers

1.3.1 Create appropriate legislative and institutional

framework for consumer protection

1.3.2 Enforce the existing regulations on the sale of

sub-standard and harmful goods

1.3.3 Ensure effective enforcement of the existing

regulations on weights, measures and standards

1.4 Expand

opportunities for

job creation

1.4.1 Promote labour intensive industries

1.4.2 Support the creation of business

opportunities

1.4.3 Promote deeper and wider application of local

content and participation laws

1.4.4 Enhance competitiveness of local companies

1.4.5 Deepen efforts for demand, access and use

of labour market information

2.1 Promote an

effective

enabling

environment for

good corporate

governance

2.1.1 Develop CSR Policy to ensure that corporate

entities act as good corporate citizens with regard

to human rights, social responsibility and

environmental sustainability

2.1.2 Encourage the adoption of codes of good

business ethics and standards in achieving the

objectives of corporate entities

2.1.3 Ensure that corporate entities treat all their

stakeholders in a fair and just manner

2.1.4 Provide for accountability of corporate entities

and directors

2.1.5 Promulgate laws promoting local content and

local participation in all sectors

3.1 Improve

efficiency and

competitiveness

of MSMEs

3.1.1 Facilitate the provision of training and

business development services

3.1.2 Support the promotion of cost effective

technology to remove value chain constraints

3.1.3 Provide opportunities for MSMEs to

participate in all Public-Private Partnerships (PPPs)

and local content arrangements

3.1.4 Promote made in Ghana goods and services

34

THEMATIC

AREAS

POLICY

OBJECTIVES

STRATEGIES

3.1.5 Promote MSME business sub-contracting and

partnership exchange

3.1.6 Promote the establishment of business

incubators, technology parks and industrial zones

3.1.7 Mobilize resources from existing financial and

technical sources to support MSMEs

4.1 Accelerate

technology-

based

industrialization

with strong

linkages to

agriculture and

other natural

resource

endowments

4.1.1 Promote Public-Private Partnerships

4.1.2 Support the revival of dormant industries

through the ‘‘Stimulus Package Scheme’’ and the

Small Scale District Industrialization Programme

4.1.3 Promote technology transfer and research

and development to drive industrial transformation

4.1.4 Encourage Local Economic Development

(LED) based on the resource endowments of

districts

4.1.5 Support the development of a strong raw

material base for industrial development through

the revised EDAIF Act.

4.1.6 Link industrialization to Ghana's natural

endowments - agriculture, oil and gas, minerals

and tourism

4.1.7 Promote value addition in the extractive

industry to facilitate local economic development

4.1.8 Promote salt production as a strategic

industry and link it to oil and gas sector

4.1.9 Create appropriate environment to encourage

financial institutions to provide long term financing

through the Venture Capital Fund etc.

4.1.10 Harmonize and streamline trade and

industry laws to be consistent with international

trade laws, agreements and protocols through the

establishment of International Trade Commission.

ENSURING AND

SUSTAINING

MACROECONO

MIC STABILITY

4.1. Improve

trade

competitiveness

4.1.2 Improve the supply side capacity of

import/export policy regime

4.1.3 Strengthen links between industrial and trade

policies

35

THEMATIC

AREAS

POLICY

OBJECTIVES

STRATEGIES

4.2. Diversify and

increase export

base

4.2.1 Promote production of non-traditional export

products

4.2.2 Take full advantage of Preferential Access to

markets

4.2.3 Strengthen participation in Multilateral Trade

negotiations

4.2.4 Ensure effective implementation of the ETLS

with member countries

4.3. Accelerate

economic

integration with

other regional

and sub-regional

blocks and

markets

4.3.1 Implement fully the WAMZ programme

4.3.2 Implement the ECOWAS Community

Development Programme

4.3.3 Ensure that National Trade Policy reflects

ECOWAS protocols

4.3.4 Strengthen trade relations with other regional

blocks and markets

36

CHAPTER FOUR

DEVELOPMENT PROGRAMMES AND SUB-PROGRAMMES

4.1. INTRODUCTION

This chapter captures the broad sector development programmes and sub-programmes for the period 2014-2017. It

indicates the time frame and the budget for the implementation of planned programmes and projects contained in the

composite programme of action. Furthermore, it addresses the indicative financial plan, prioritization of the programmes

and sub-programmes and their implementation strategies.

4.2 DEVELOPMENT PROGRAMMES AND SUB-PROGRAMMES

ADOPTED OBJECTIVES ADOPTED STRATEGIES PROGRAMME SUB-PROGRAMMES

P.1 Management and

Administration

SP.1 Finance and Administration

(Legal)

Improve private sector

productivity and

competitiveness domestically

and globally

Invest in human resources with

relevant modern skills and

competences

S.P 2 Human Resource

Management

Accelerate and fully implement

the PSDS II

S.P.3 Policy Planning, Monitoring

and Evaluation

Improve trade and investment

climate

S.P.4 Statistics, Research and

Communication

Expand access to both

domestic and international

markets

P.2 Trade Development S.P.1 Domestic and International

Trade Development and Promotion

37


Promote regional and intra-

regional trade

S.P.2 Export Development and

Promotion

Improve efficiency and

competitiveness of MSMEs

Support the promotion of cost

effect technology to remove

value chain constraints

P.3 Business Development and

Promotion

S.P.1 Technology Transfer,

Research and Product Development

Invest in human resources with

relevant modern skills and

competences

Promote made in Ghana goods

and services

Support the promotion and use

of cost effective and

appropriate technology to

remove value chain constraints

S.P.2 Micro and Small Business

Promote and strengthen

linkage between public-private

institutions and academia-

industry.

Facilitate the provision of

training and business


Mobilize resources from

existing financial and technical

sources to support MSMEs


and services

38


Facilitate the provision of

training and business


S.P.3 Central Region Development

Promote an effective enabling

environment for good

corporate governance

Encourage the adoption of

codes of good business ethics

and standards in achieving the

objectives of corporate entities

P.4 Trade and Industry Promotion S.P.1 Regional Services

Expand access to both

domestic and international

markets

Promote regional and intra-

regional trade

Promote regional integration

through the establishment of a

Continental Free Trade Area.

Accelerate technology-based

industrialization with strong

linkages to agricultural and

other natural resources

endowments

Promote Public-Private

Partnership




and services

Accelerate economic

integration with other

regional and sub-regional

blocks and markets

Strengthen trade relations with

other regional blocks and

markets

S.P. 2 Foreign Trade Services



markets

39




markets

Ensure the health, safety and

economic interest of

consumers

Ensure effective enforcement

of the existing regulations on

weights, measures and

standards by GSA

P.5 Standardization and


S.P.1 Metrology

S.P.2 Standards

Create appropriate legislative

and institutional framework for

consumer protection

S.P.3 Conformity Assessment

Enforce the existing regulations

on the sale of sub-standard

and harmful goods

Accelerate technology-based

industrialization with strong

linkages to agricultural and

other natural resources

endowments

Support the revival of dormant

industries

P.6 Industrial Development

Promote salt production as a

strategic industry and link it to

oil and gas sector

Encourage Local Economic

Development (LED) based on

the resource endowments of

districts

Promote technology transfer

and research and development

to drive industrial

transformation

40


Harmonize and streamline

trade and industry laws to be

consistent with international

trade laws, agreements and

protocols

Promote Public-Private

Partnership

Promote salt production as a

strategic industry and link it to

oil and gas sector

Support the development of a

strong raw material base for

industrial development

Link industrialization to

Ghana's natural endowments -

agriculture, oil and gas,

minerals and tourism

Create appropriate

environment to encourage

financial institutions to provide

long term financing

41

4.3 Prioritization of Programmes and Sub-Programmes

The programmes and sub-programmes of the sector are ranked using the criteria

detailed out in the Medium Term Development Plans preparation guidelines. The

programmes were prioritized by awarding scores from 0-3 representing the degree of

importance of the programmes.

Programmes Criteria Total

Score

Rank

National

Impact

Spatial

Impact

Source of

Programme

Source of

Funding

Management and

Administration

1 1 1 GOG 3 7

Trade

Development

3 3 3 GOG/DPs 9 1

Business

Development and

Promotion

3 2 0 GOG/DPs 5 5

Trade and

Industry

Promotion

2 2 0 GOG 4 6

Standardization

and Conformity

Assessment

3 3 2 GOG/DPs 8 2

Industrial

Development

3 3 1 GOG/DPs 7 3

Private Sector

Development

Strategy II

3 2 1 GOG/DPs/PS 6 4

4.4 IMPLEMENTATION STRATEGIES FOR PROGRAMMES AND SUB-

PROGRAMMES

4.4.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis

The strengths, weaknesses, opportunities and threats of the sector were analysed with

respect to each programme or sub-programme. These were further assessed to identify

42

the implementation strategies for programme or sub-programme using the S-T Analysis,

S-O Analysis, W-O Analysis and W-T Analysis tools.

43

4.4.1.1 Programme One: Management and Administration

PROGRAMME STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Management

and

Administration

1. Qualified and

experienced staff

2. Dedicated staff with

positive work ethics

and attitude

3. Leadership support and

commitment

4. Availability of GCNet

infrastructure for

timely generation of

trade data.

5. Regional coverage of

the activities of the

Ministry.

6. Supportive agencies of

the Ministry

1. Misapplication of funds

earmarked for selected

programmes

2. Retirements/aging workforce

3. Inadequate infrastructure

and logistics

4. Lack of structured succession

planning scheme

5. Missing middle/gap between

lower and aging management

staff

1. Financial support

from development

partners

2. Availability of

technical assistance

from development

partners for capacity

building

3. Availability of pool

of qualified

workforce from

tertiary institutions

4. Existence of policies

and legislations that

aid the Ministry fulfill

its mandates

1. Inadequate and untimely

budgetary releases.

2. Unclear oversight

responsibilities in respect

of some programmes and

projects of the Ministry

and its agencies

3. Conflicting programmes

that impact on the

allocation of scarce

resources

4. Unstable macro-economic

environment

44

PROGRAMME STRENGTHS-THREATS

ANALYSIS

STRENGTHS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-OPPORTUNITIES

ANALYSIS

WEAKNESS-THREATS

ANALYSIS

Management and

Administration

1. Qualified and experienced

staff to engage

government and other

agencies to help address

overlaps in management

functions

2. Qualified staff to engage

government on resolving

legislative actions that

hamper the Ministry in

fulfilling its mandate.

1. Qualified and

experienced staff

to design

strategies to take

advantage of

financial donor

support.

2. Qualified and

experienced staff

to design capacity

building

programmes and

projects to take

advantage of

technical support

from development

partners.

1. Streamline the use of funds to

boost donor confidence in the

activities of the Ministry for

more financial support.

2. Develop and implement

effective and sustainable

succession planning scheme to

take advantage of technical

support from development

partners.

3. Develop an effective

recruitment or replacement

plan to take advantage of

qualified workforce from

tertiary

institutions/academia/private

sector and research

institutions.

1. Streamline the use of

funds to ensure value

for money in the face

of inadequate and

untimely releases of

funds.

2. Streamline the use

of funds to make

provision for

unforeseen

circumstances.

Conclusion: 1. With the existence of GCNet, Ghana Statistical Service and other statistical software, resources must be

mobilized to support data collection and analysis for effective and efficient decision making.

2. Judicious use of resources will ensure value for money and help finance unforeseen but pressing

emergencies.

45

4.4.1.2 Programme Two: Trade Development

PROGRAMMES STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

Trade Development 1. Abundance of

natural resources.

2. Active private

sector

3. Existence of

ECOWAS Trade

Liberalization Scheme

(ETLS).

4. Existence of GCNet

and other data

softwares.

5. Relatively stable

macro-economic

environment

6. Existence of

standards institutions.

7. Large number of

registered exporters.

8. Available export

promotion institutions.

9. Existence of export

oriented associations.

10. Existence of

export development

and promotion fund.

1. High interest rate

(commercial banks)

2. High domestic

demand for foreign

products

3. Exports being

predominantly primary

products.

4. Difficulty in

accessing foreign

markets

5. Poor trade

negotiation skills

6. Difficulty in

accessing export

development and

promotion funds

7. Inadequate

capacities at standards

development and

enforcement

institutions.

8. Poor market

infrastructure.

9. Insufficient market

1. large international market

2. Large West African and

continental market

3. Improved conditions for

technology transfer

4. Availability of foreign direct

investments

5. Improved DICs scheme

6. Access to new and expansion

of existing markets

1. Unfair trade

practices.

2. Fluctuation of prices

of Ghana’s export

products on the

international market.

3. Tariff escalation on

processed/value added

products.

4. Political instability in

the West African

region.

5. Language barriers

among ECOWAS

member states.

6. Availability of

substitutes to our

exports.

7. Lack of commitment

on the part of

ECOWAS member

states.

46


11. Presence of trade

desks in Missions

abroad

12. A new National

Export Strategy and

National Export

Development

Programme to boost

the export of NTEs

information.

10. Ineffective

transportation and

distribution facilities.

11. Inadequate export

trade houses.

12. Lack of coordination

of export promotion

services.

PROGRAMME STRENGTHS-

THREATS ANALYSIS

STRENGTHS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-THREATS

ANALYSIS

Trade Development 1. Effective

implementation of the

ETLS will increase the

level of commitment of

ECOWAS member states

to trade among

themselves

2. The active private

sector would be

supported to add value

to primary products to

ensure a more stable

price of exports.

1. The stable political

environment will help

attract foreign direct

investments into the

country for development

especially exploitation of

natural

commodities/resources.

2. The relatively stable

macro-economic

environment will also

help attract foreign

direct investments into

1. Improvement in trade

negotiation skills will

help the country to take

advantage of the large

international market and

the sub-regional market

in West Africa.

2. Reduction of the cost

of borrowing (interest

rates) will improve

access to capital at

competitive rates for

investments.

1. Promotion of locally

made products will

reduce the impact of

unfair trade practices.

2. Value addition to

export products will help

stabilize fluctuations in

prices of export

commodities.

3. Improvement in trade

negotiation skills will

address the issue of

tariff escalation on

47


THREATS ANALYSIS

STRENGTHS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-THREATS

ANALYSIS

3. Production of high

quality products due to

the existence of

standards and

regulatory institutions

will:

a) Promote compliance

with market access

requirements by

exporters

b) Overcome unfair

trade practices and

enhance income

generation from higher

volumes/values of

exports.

4. The export promotion

institutions will develop

products to overcome

the issue with substitute

products.

5. Reduce the level of

dependence on imports

to meet consumer

(domestic) demand.

the country.

3. Effective


ETLS will enable the

country explore the

market opportunities in

the ECOWAS sub-region.

4. The abundant natural

resources will be

harnessed.

5. Existence of GCNet

and other data software


produced commodities

will reduce imports to

improve balance of

payment (reduce trade

deficit).

4. Harmonization of

export promotion

activities will enhance

access to foreign

markets.

Ghana's processed/value

added products.

4. Establishment of

export trade houses will

a) Regulate export

volumes to ensure

stable prices of Ghana's

exports

b) Improve access to

foreign markets.

48

Conclusion: 1. The bottlenecks within the export sector need to be addressed to enable it contribute meaningfully

to GDP. The capacity of exporters should therefore be built to ensure efficiency and improved

productivity.

2. The new National Export Strategy and National Export Development Programme will boost the

export of non-traditional commodities and help put the sector on the right pedestal.

3. In order to promote trade and development within the ECOWAS sub-region, efforts should be

made to implement all the ECOWAS protocols including the ETLS.

4.4.1.3 Programme Three: Business Development and Promotion

PROGRAMMES

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Business Development

and Promotion

1. Abundance of natural

resources.

2. Stable Political

environment.


macro-economic

environment

4. Government

commitment to promote

science, technology and

innovation in industry.

5. Availability of

technology based

tertiary and skills

development institutions

6. Existence of


7. Existence of the PSDS

II

1. High cost of

borrowed capital

(credit).

2. High domestic

demand for foreign

products

3. Lack of creativity

and innovation in

industry

4. a) Difficulty in

accessing capital

b) Lack of

appropriate credit

products for SMEs.

5. Low

entrepreneurial

capacity of SMEs.

6. Low level of

productivity.

1. Participation in

international

exhibitions and trade

fairs.

2. High demand for

Ghanaian products in

the West African sub-

region

3. Availability of


programmes for

MSMEs development.

1. Unfair competition in the

international markets.

2. Low world prices for

primary products.



products.

49


THREATS ANALYSIS

STRENGTHS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-THREATS

ANALYSIS

Business Development

and Promotion

1. Government's

commitment to promote

science, technology and

innovation in industry

will improve quality and

add value to export

commodities to address

the challenge of low

world prices of Ghana's

export products.

Enhance the ability of

local industries to meet

compliance/compliance

with market access

requirements for foreign

markets.

2. Availability of

technology based

tertiary and skills

development institutions

will enhance the ability

of local industries to

meet compliance with

market access

requirements of foreign

markets.


1. Abundant natural

resources will be

harnessed to take

advantage of

international trade

and exhibition/fairs

to expand shares in

foreign markets.

2. The large

number of growing

MSMEs will be

supported to access


to enhance their

competitiveness.

3. The large

number of growing

MSMEs will be

supported to take

advantage of the

high demand for

Ghanaian products

in the West African

sub-region

1. Improvement in

interest rate will

enhance the

competitiveness of

MSMEs to take

advantage of the high

demand for Ghanaian

products in the West

African sub-region.

2. Improvement in the

creativity and

innovation of MSMEs

will enable them take

advantage of the high

demand for Ghanaian

products in the West

African sub-region.

3. Improvement in

access to capital will

increase production to

take advantage of the

high demand for



region and

international trade and

exhibition fairs.


made products will reduce

dependence on imports to

address the effects of

unfair competition.

2. Improvement in

creativity and innovation

will enhance value addition

to address the effect of

low prices for primary

products.

3. Improvement in interest

rate will reduce production

costs to offset the effect of

tariff escalations.

50

macro-economic and

political environment will

enhance the

competiveness of local

producers to produce at

a relatively lower cost to

offset the effects of tariff

escalations


capacities of SMEs will

enable them

participate effectively

in international trade

and exhibition fairs.

Conclusion: 1. The country is well endowed with natural resources capable of meeting the raw material

requirements of local industries but there exist supply-side constraints and challenges which need to

be addressed.

2. There is the availability of technical assistance for the country to develop science and

technology for industrial growth.

3. The existence of PSDS II, the high potential for the private sector growth and the commitment on

the part of government to address the various constraints, auger well for private sector performance

and the attraction of FDIs.

4.4.1.4 Programme Four: Trade and Industry Promotion


Trade and Industry

Promotion

1. Abundance of

natural resources.

2. Active private

sector

4. Stable Political

environment.

5. Stable Macro-

economic


(Commercial banks

cost of borrowing)

2. High domestic

demand of foreign

products

4. Lack of creativity

and innovation in

1. High demand for

locally produced

goods in international

markets

2. Growing demand

for Ghanaian products

in the West African

sub-region

1. Unfair trade practices in


2. Competitive international

trade environment.



products.

3. Availability of substitute

51


environment

6. Trade desks in

foreign Missions

abroad

8. The existence of

Standards institutions

9. Existence of export

promotion institutions.

industry

5. Low level of

technology in

industry.

6. Supply side

constraint, irregular

and inadequate

supply of local raw

material.

8. Inadequate skilled

personnel in


9. Low production

capacities of SMEs

10. Insufficient

market information.

3. Bilateral and

multilateral

agreements with

trading partners

4. Attraction of

foreign direct

investments

5. Effective

participation in

international


fairs.

products.

4. Strict enforcement of

standards and compliance

with external markets access

requirements.


THREATS

ANALYSIS

STRENGTHS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-THREATS

ANALYSIS

Trade and Industry

Promotion

1. Trade desks in

missions abroad will

engage with trading

partners to resolve

issues relating to tariff

escalation.

2. Standards

1. Trade desks in

missions abroad will

explore avenues for

bilateral and

multilateral trade

arrangements.

2. Export promotion

1. Improvement in

creativity and

innovation in industry

will enhance the

competitiveness of

exports.


1. Provision of adequate

market information will

ensure that competitive

products are exported.

2. Promotion and

consumption of locally made

products will reduce

52


THREATS

ANALYSIS

STRENGTHS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-THREATS

ANALYSIS

institutions will ensure

that exports meet

international

standards.

3. Trade desks in

missions abroad

dialogue with trading

partners to address


4. Export promotion

institutions will be

strengthened to

enhance the capacity

of local industries to

produce good quality

and globally

competitive products

to ensure access to

external foreign

markets.

institutions will

facilitate Ghana's

participation in

international


fairs.

3. The stable macro-

economic and political

environment will

attract foreign direct

investment into the

country.

4. The private sector

will be supported to

take advantage of the

growing demand for



region

capacities of SMEs will

enhance their

competitiveness.

3. Improvement in

human resource

capacities of

standards institutions

will lead to production

of quality products to

enhance access to

regional and


4. Improvement in

interest rates will lead

to lower production

costs to further

enhance the demand

for exports.

dependence on imports to

address issues related to



supply of local raw materials

will lead to uninterrupted

production at relatively lower

cost to mitigate the effects of

competition in international

trade.

Conclusion: 1. There is market opportunity within the sub-region and the continent as a whole and this calls for

increased support to the private sector especially manufacturing to enable it take advantage of this

opportunity.

2. Improvement in the managerial and technical skills of businesses will enhance the competitiveness

of Ghana’s private sector.

53

4.4.1.5 Programme Five: Standardization and Conformity Assessment


Standardization and


1. Well-equipped and

accredited laboratories

2. Well-functioning

regulatory institutions

3. Availability of

laboratories for testing,

calibration, certification

etc

4. availability of

qualified staff in

standard institutions

collaborating with

inspectors to enforce

standards

1. Poor enforcement

of some of the

regulatory functions

2. Poor impact of

standard enforcement

activities in the

regions.

3. Absence of a

National Quality

Infrastructure Policy.

4. Inadequate

financial resources

and logistics to

enforce standards on

domestic market

5. Poor appreciation

of standards

6. Inadequate legal

backing for some

services

1. Commitment on

the part of DPs to

help develop

standards

2. Availability of


for capacity

building in

standards and

related activities

3. Collaboration

with international

standard setting

and regulatory

bodies.

4. Product specific

standards

provided by

international buyers

1. Strict enforcement of

standards in the

international markets

2. Continuous upgrading of

international standards

3. Smuggling of sub-

standard and counterfeit

products


THREATS ANALYSIS

STRENGTHS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-THREATS

ANALYSIS

Standardization and


1. Standards institutions

will ensure that exports

conform to international

standards.

2. Regulatory

1. Regular

maintenance of

laboratories

equipment for testing,

calibration,

1. Proper

coordination of

activities of

standards/regulator

y institutions will

1. Develop and implement a

national quality policy to

ensure conformity of local

54

institutions will check

the smuggling of sub-

standard and counterfeit

products

3. Regular upgrade of

standard institutions will

address issues relating

to continuous upgrade

of international

standards

certification e.t.c will

ensure quality export

products to meet

international

standards.

2. Standard

institutions will take

advantage of DPs

support to enhance

standards activities.

3. Standards

institutions will

educate exporters on

product specific

standards.

attract DPs support.

2. Establishment of

a national

metrology

institution will help

attract technical

assistance for

capacity building in

standards.

3. Establish

standards

laboratories in the

regions to help

exporters to meet

product specific

standards provided

by international

buyers.

standards to international

standards.

2. Adequately resource

standards institutions to

effectively deal with

smuggled, sub-standard and

counterfeit products.

3. Removal of overlaps in

the functions of

standards/regulatory

institutions to ensure

compliance with

international standards.

Conclusion: 1. There is opportunity for the country to improve its standards in the domestic market to reduce

import and improve balance of trade.

2. Standards institutions will need to be strengthened to ensure that goods produced domestically are

of international standards.

55

4.4.1.6 Programme Six: Industrial Development


Industrial

Development

1. The new industrial

policy

2. Commitment on the

part of government to

implement the

Industrial Sector

Support Programme to

achieve the policy

objectives

3. The PSDS II will drive

the implementation of

the ISSP

4. Availability of

infrastructure in some

part of the country to

support the


ISSP


2. High cost of utilities

e.g. water and

electricity

3. Persistent labor

unrest

4. Lack of adequate

supply of local raw

materials and

infrastructure.

5. Difficulty in

acquiring land for

industrial activities

1. Possibility of

technology transfer to

support industry

2. Large market for

industrial product in


region and beyond

3. Availability of

Foreign Direct

Investments

4. Provision of

equipment through

bilateral arrangements

1. Stiff competitions in


2. Unfair trade

practices

3. Low ranking on the

business

competitiveness

index/world bank ease

of doing business

index.

56


THREATS ANALYSIS

STRENGTHS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-

OPPORTUNITIES

ANALYSIS

WEAKNESS-

THREATS ANALYSIS

Industrial Development 1. The Industrial Policy

will improve operating

efficiency of industry to

enhance its

competitiveness.

2. The PSDS II will

ensure a vibrant and

robust private sector

that can compete

effectively on the global

market.

3. Governments

commitment to the


ISSP will promote value

addition to enhance

export competitiveness

4. The implementation

of the PSDS II will

improve the business

1. Implementation of

the ISSP will further

strengthen cooperation

between Ghana and

the DPs especially in

the area of transfer of

technology.

2. Implementation of

the ISSP will increase

output and quality

levels of industrial

goods to take

advantage of the large

market in the West

African sub-region.

3. The PSDS II will

ensure a conducive

environment for

businesses and

industries to operate

1. Provision of raw

materials and

infrastructure especially

for industry will help

attract FDIs.

2. Improvement in

interest rate will

increase SMEs access

to capital to increase

their production for the

West African market.

3. Reduction in utility

charges will lower the

cost of doing business

to attract FDIs.

1. Improvement in

interest rate will reduce

cost of production to

enhance their

competiveness.

2. Reduction in the cost

of utilities will reduce

cost of production to

enhance their

competiveness.

3. Reduction in labour

unrests will lead to high

productivity to enhance

Ghana’s business

competitiveness index.

57

environment to

enhance Ghana's

position on the

Business Competitive

Index/World Bank Ease

of Doing Business

ranking

and help attract FDIs.

Conclusion: 1. Opportunities exist for Ghana to increase its level of manufactured exports.

3. Long term financing is critical for the growth of industry particularly SMEs hence the need to address issues relating to

access to capital.

4.4. SECTOR PROGRAMME OF ACTION

The sector’s goal is to develop a vibrant, technology driven, competitive trade and industrial sector that significantly contribute to

employment creation and economic growth towards achieving the targets set-out in the MDGs and sustaining the middle income

status.

ADOPTED OBJECTIVES

ADOPTED STRATEGIES

PROGRAMME SUB-PROGRAMMES

PROJECTS/ OPERATIONS

LOCATION INDICATORS TIME FRAME

2014-2017

Indicative Budget IMPLEMENTING AGENCIES

14

15

16

17

GoG

IGF DONOR Lead Coll.

P.1 Management and Administration

SP.1 Finance and Administration (Legal)

Organize Policy Review meeting for MOTI and its Agencies

HQ 1. Policy Review Meeting organised Accounts of the Ministry audited

GHC 156,209,540

MOTI MOF, NBSSI, MESTI, MOE

58

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Prepare and present an audited accounts of the Ministry to ARIC

HQ and presented to ARIC

2. Financial information of each spending entity reviewed

3. The Ministry's properties managed

4. Pooled funds accessed for Sekondi Industrial Park Counterpart funds accessed

Review financial information of each spending entity

HQ

Access Counterpart funds for projects in the Ministry

HQ

Access and Utilize Pooled Funds for Sekondi Industrial Park

HQ

Invest in human resources with relevant modern skills and competences

S.P 2 Human Resource Management

Train staff of MOTI HQ 1. Staff of MoTI trained

2. Incentive scheme developed

3. Short and long term manpower of the Ministry developed

4. IT and statistical skills of RSIM staff upgraded

5. MIS training programme undertaken

Develop incentive scheme for MOTI

HQ

Develop short and long term manpower requirement of the Ministry

HQ

Upgrade IT and statistical skills of RSIM staff

HQ

Develop MIS training modules and run training programme

HQ

Improve private sector productivity and competitivenes

Accelerate and fully implement the PSDS II

S.P.3 Policy Planning, Monitoring and Evaluation

Review existing trade and industry policies and revise or develop relevant ones

HQ 1. Existing trade and industry policies

59

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


s domestically and globally

Improve trade and investment climate

Undertake relevant policy, programme and project evaluations

Nationwide reviewed

2. Periodic monitoring exercises undertaken

3. Relevant policy, programme and project evaluations undertaken

4. Annual budgets prepared and annual sector programmes coordinated

5. Quarterly and annual progress reports prepared

6. M&E capacity in the sector developed through training Workplace HIV/AIDS, TB and Malaria polices and programmes developed by firms

Undertake regular periodic monitoring exercises.

Nationwide

Prepare Annual Budget and coordinate Annual Sector Work Programme

HQ

Collect and collate quarter and annual progress and prepare sector reports

HQ

Develop M&E capacity in the sector through training

HQ

Organise Gender development programme

Nationwide

Conduct workshops and provide assistance to Agencies on submission of budget estimates

HQ

S.P.4 Statistics, Research and Communication

Provide international and domestic data to stakeholders

HQ 1. International and domestic trade data provided to

60

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Prepare quarterly, half-yearly and annual reports on prices of selected products on the domestic market

Nationwide stakeholders 2. Quarterly, half-

yearly and annual reports on prices of selected products prepared.

3. GCNet's connectivity to key MDAs, boarder points, freight forwarders and other users strengthened

4. Continuous connectivity to internet services Communication Strategy implemented

Facilitate the strengthening of GCNet’s connectivity to Key MDAs, boarder points, freight forwarders and other users

Regional

Ensure continuous connectivity to internet services

HQ

Ensure the smooth running of computer hardware, software applications and network connectivity.

HQ

Implement Communication Strategy

HQ

Develop and publish information and promotional materials

HQ


P.2 Trade Development

S.P.1 Domestic and International Trade Development and

Participate in WTO/EPA negotiations.

HQ 1. Improved terms of trade 2. % increase in volume of export

GHC 77,838,192

MOTI GIPC, GEPA, EDAIF, MOFA&

61

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Promotion Identify the trade relations and the priority areas of the country with regard to bilateral, regional and multilateral organizations

HQ 3. % increase in NTEs

RI, GFZB, MOF,

MOJ&A-G

Identify countries and areas of relations that would benefit Ghana most in terms of expanding trade relations and devise strategies and approaches

HQ

Organise training programmes for private sector and civil society on International Trade Issues

Nationwide

Review of current tariffs and exemptions to identify inconsistencies and recommend changes

National

Facilitate the Stocking of Critical Imported raw material in Warehouses through the granting of incentives.

National

Administer Import Permit Efficiently

National

Review Concessionary Duty Drawback Scheme

National

62

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Streamline Duty Drawback Scheme

National

Streamline Customs procedures and controls of Bonded Warehouses

National

Streamline VAT Exemption procedures

National

Intensify Export promotion programmes for manufactured products

National

Intensify the on-going measures to simplify decentralized and reduce the cost of business registration and licensing and monitor the effectiveness of the measures

National

Develop and implement education and awareness creation programmes on the acquisition of permits for SMEs in the Manufacturing sector

National

Intensify the promotion of made-in-Ghana goods

Nationwide

63

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Support marketing Companies to help promote the products SMEs in manufacturing sector

National

Facilitate the implementation of Local Content in Government Procurement

National

Monitor and analyse domestic trade data from Regions to inform policy

HQ

Develop National Consumer Credit Scheme

HQ

Develop Consumer protection Law

HQ

Organise Regional workshops to explain the Public Private Partnership policy for public and private sector, Civil Society and labour unions

Regional

Strengthen the access of GCNet connectivity to key MDAs, Border Points, Freight Forwarders and Other Users

National

64

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Strengthen the Remote Entry System for Customs Declarations and simplify Customs procedures

Nationsl

Develop New Public-Private Partnerships for Non-Intrusive Scanning Service

National

Facilitate the establishment of adequate Storage and Cold facilities at the Airport and Farm Gates

National

Facilitate the establishment of effective Tracking Mechanism for Transit Cargo

National

Facilitate safe movement of Trucks between Entry and Exit Points and reduce number of Road Checks

National

Harmonize the implementation of National Export Strategy by Trade Development and Promotion Agencies

National

Establish National Export Steering Committee and develop competitive National Export System

National

65

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Facilitate access to development support facilities for exporters and National Export Development Programme

National

Provide support for Exporters to comply with Export Regulatory regimes

National

Upgrade GEPA Export School to provide high quality Export Management training to Exporting Community

HQ

Support Exporters to participate in International Export promotion Fairs, Trade and Investment Missions

National

Establish Network of Foreign Trade Representatives

HQ

Strengthen participation in AGOA

National

Support Women in Export Trade to increase export of locally manufactured products.

Nationwide

66

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Facilitate commercial cultivation of selected crops, including rice, oil palm, cassava, cotton, sorghum, sugarcane, pineapples, citrus, mangoes and tomatoes.

Nationwide

Promote regional and intra-regional trade

S.P.2 Export Development and Promotion

Facilitate increase in exports by 25% by the end of the year.

National

Identify new market for promoting Ghanaian products and services in Liberia in collaboration with AGI, FAGE and the GNCCI.

National

Organise Made-in-Ghana solo exhibitions in three selected ECOWAS countries.

HQ

Over 200 companies to participate in four International trade fairs in ECOWAS and other African countries.

Nationwide

Conduct Promotion Programme in Saudi Arabia and United Arab Emirates.

HQ

Coordinate participation in two international buyers fairs in Germany’s Ambient and Fruit

HQ

67

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Logistica

Organise Permanent Joint Commission meetings (Ghana-South Africa, Ghana-Benin, Ghana-Iran etc.)

HQ

Organise Trade & investment missions.

HQ

Form 4 sub-sector committees for the 4 identified service sectors (BPO, Medical Tourism, Education and Private Sector Consultancy)

National

Conduct Sector survey of professional service providers leading to the creation of Directory of Ghana service providers

Nationwide

Establish the National Traceability System for Fresh horticultural products and fish products

National

Provide training on benefits, basic requirement and online registration on food and drugs export to the USA.

Nationwide

68

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Organize training of trainers and review export school manual.

National

Establish district export committees to create export awareness in 30 districts.

District

Organise workshop on Export Marketing Fundamentals held in Eight (8) Regional Capitals

Regional

Conduct two sensitization workshops and assist companies to complete registration procedure for ETLS.

National

Facilitate Cross-border and ECOWAS trade.

National

Improve the knowledge of GEPA Staff on selected product/market situations to enable them conduct export market research on Ghanaian products

National

Enhance capacity of 30 trainers to improve their knowledge, skills and techniques of delivery to exporters, producers and extension officers

National

69

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Re-design corporate website to become a proactive trade information system for the GEPA and its clients

National

Provide critical trade notices/information to at least 100 registered exporters by SMS the end of the year

Nationwide

Develop an exporter registration database and upgrade Exporter registration profiles.

National

Provide quarterly and annual export statistics to the exporting community and the general public

Nationwide

Monitor and evaluate all GEPA programs and activities

National

Undertake desk and field research for access to strategic markets in key African countries.

National



P.3 Business Development and Promotion

S.P.1 Technology Transfer, Research and Product Development

Train 100 staff in MIG-TIG welding and production planning by end of the year

National 1. No. of STI incubators established. 2. Increase in the no. Of industries that are provided with STI services.

GHC 32,600,727

MOTI MESTI, MLGRD, GRATIS FOUNDATION, PEF,

CEDECO

70

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Design and develop a complete Shea butter processing plant

District 3. No. Of business incubators established. 4. National ICT Park established.

M, ASSI, AGI, GCCI, NBSSI,

Design and develop a complete oil palm processing plant

District

Design and develop a complete cassava processing plant

District

Design and develop a cocoa pod breaker

District

Design and develop a complete groundnut processing plant

District

Train master craft persons, technical apprentices, technicians and engineers to develop skills

District

Train vulnerable persons in occupational safety health and environmental management during the use of our equipment

District

Organize exhibitions and fairs to promote our prototypes

District

71

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Facilitate the provision of training and business development services


Design and conduct survey for NBSSI client

District

Monitor regional performance on credit delivery.

Nationwide

Monitor gender activities of NBSSI

Regional

Facilitate MSMEs access to Business Improvement Programs

Nationwide

Conduct monitoring visits to 124 offices

Nationwide

Develop special programmes for women entrepreneurs

Nationwide

Develop and review reference materials for 124 BACs

National

Provide information on small enterprises development to 50,000 stakeholders

National

Facilitate MSMEs access to institutional credit

Nationwide

72

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Assist MSMEs to participate in fairs

Nationwide

Conduct financial and technical audit of 135 offices.

National


Provide CEDECOM with logistics to undertake administrative activities

Nationwide

Facilitate the enhancement of lesser known festivals in the Central region

Regional

Carry out tourism mapping of the Central region.

Regional

Develop 3 new Ecotourism sites

Regional

Collaborate with GEPA to provide training in product development

Regional

Collaborate with Ghana Tourism Authority to develop tourism marketing plan for the Central region

Regional

Produce ICT-based socio-economic database of the Central Region for investment promotion and planning purposes

Regional

73

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Create a regional one stop investment and advisory centre

Regional

Research and build database on SMEs in the 17 MMDAs in the region.

Regional

Develop mechanisms to attract investment into the Central region

Regional

Establish piggery project at Assin Andoe.

Regional

Establish one business incubator in the Central Region

Regional

Strengthen the capacity of business development services institutions in the Region

Regional

Organise 20 entrepreneurs and management training programs for SMEs

Regional

Support 2 fishing communities and 2 fish farming districts with industrial fish storage facilities and fish ponds

Regional

Train 300 youth in fish farming, vegetables cropping and agro forestry in the Region.

Regional

74

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Develop strong linkages and partnership with SETIC, China for bilateral seminars on local economic development for the 17 MMDAs in the Region.

Regional

Strengthen the capacity of CEDECOM personnel to deliver services effectively

Regional

Strengthen CEDECOM's linkages with the 17 MMDAs in the region.

Regional


Encourage the adoption of codes of good business ethics and standards in achieving the objectives of corporate entities

P.4 Trade and Industry

Promotion

S.P.1 Regional Services

Pursue rigorous and aggressive investment promotion activities in the regions

Regional 1. Increase in volume of local products consumed.

GHC 15,544,590

MOTI GEPA, GRA,

MOT,GTFC, AGI, FAGE, EDAIF, MOF, GSA

Create awareness on the PPP concept for the development of modern markets

Regional

Develop programmes to promote made in Ghana products.

Regional

Organise trade and industry fora to obtain views of the private sector on government policies.

Regional

75

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


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

Strengthen trade relations with other regional blocks and markets


Promote Ghana’s interest abroad

HQ 1. Reduction in turn around time 2. Reduction in days used in clearing goods. 3. Reduction in the days for exporting. 4. % increase in volume of exports. 5. % increase in NTEs.


Establish 3 Trade Offices (South Africa, China and Brazil)

HQ

Identify and promote investment opportunities to new and existing investors

HQ

Identify joint venture partners for Ghanaian businesses

HQ

Facilitate investors in obtaining of approvals, permits, grants, registration and other regulatory authorisation licences

HQ

Organise inward and outward investment missions

HQ

Organise trade fairs, exhibitions and missions

National

76

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Operate a resource centre with internet facilities, periodicals, journals and other relevant information materials for the business community

HQ

Make recommendations to the Government on changes in the statutory and administrative frameworks affecting the investment and export climate

HQ


Ensure effective enforcement of the existing regulations on weights, measures and standards

P.5 Standardization and Conformity Assessment

S.P.1 Metrology Verify weighing and measuring devices

Nationwide 1. No. of consumer complaints resolved. 2. Reduction in export alerts. 3. Increase in volume of exports. 4. Capacity of standards/regulatory institutions improved. 5. Increased no. Of refresher courses offered to the trained personnel

GHC 24,519,369

MOTI MOFA, MOH, FDA, GSA,

MMDAs, MOE, MOEP, EPA, Law

Enforcement

Agencies, Media, MLGRD

Calibrate weighing and measuring devices

Nationwide

Conduct random inspection of weighing and measuring devices/ instruments.

Nationwide

Promote the use of standard weighing scales.

Nationwide

Calibrate Primary Standards

National

77

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Create appropriate legislative and institutional framework for consumer protection

S.P.2 Standards Develop, publish and sell standards

National

Harmonize standards

Nationwide


Inspect Imported High Risk Goods

National

Issue health certificates to exporters

National

Issue health certificates to Fish exporters

National

Inspect fishing vessels, establishments and consignments.

Nationwide

Inspect registered frozen vessels

National

Inspect registered fish establishments

National

Inspect Fish Consignments meant for export

National

Conduct Factory Inspection

Nationwide

Conduct market surveillance

Nationwide

Inspect Yam consignment meant for export

Nationwide

78

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Inspect other consignments meant for export

Nationwide

Test and analyse product samples

National

Analyse food and agricultural samples

National

Analyse drugs and cosmetics samples

National

Analyse material science samples

National

Analyse forensic samples

National

Analyse engineering samples

National

Analyse microbiological samples

National

Maintain accredited testing laboratories

National

Certify and issue license for locally manufactured products

National

Conduct factory audit of certified products

Regional

Issue export certificates to exporters

National

79

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Issue certificate to cover conforming product

National

Certify Quality Management Systems of Companies

Nationwide

Conduct systems audit

Nationwide

Certify conformity assessment companies.

Nationwide

Organize training for Industry.

Nationwide

Build capacity of GSA Personnel

National

Promote public awareness on standardization and GSB activities

Nationwide

Accelerate technology-based industrialization with strong linkages to agricultural and other natural resources endowments

Support the revival of dormant industries


Analyze basic building blocks of the National Quality Infrastructure

National 1. Improvement in the World Bank's Ease of doing business ranking. 2. % increase in manufactures to GDP. 3. Reduction in no. Of days and cost of registering business 4. Increase in the no. Of commercial courts. 5. % increase of manufacturing share in total

GHC 604,614352

MOTI MOTI, MOF, MOFA, GEPA, NBSSI,

COCOBOD, ASSI,

SBA, AGI,

MOEP, PEF, BOG, GSA

Promote salt production as a strategic industry and link it to oil and gas sector

Update the regulation ,legislation and the policies of the salt sector

Organize 5 Sensitization workshops for salt producers on the establishment of the importance of salt bank

80

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Establish salt bank export. 6. The share of total energy consumed by industry. 7. Increase in the no. of business management training. 8. % increase in resources (capital and human) to strategic sectors. 9. Industry cluster associations formed. 10. % increase in the no. of industries connected to the national grid.

Train salt producers on best practices of salt production for enhanced quality

Promote technology transfer and research and development to drive industrial transformation

Implement the Rural Enterprises Programme

HQ

Facilitate retooling of two industries

HQ

Organize training of trainers and SMEs enhancement in 3 regions

HQ

Harmonise and Streamline Trade and Industry Laws to be consistent with International Trade Laws, Agreements and Protocols

Implement TRAQUE Programme to ensure quality standard for industry

HQ

Promote Public-Private Partnership

Recapitalize the Northern Star, Volta Star, Ayensu Starch companies HQ

HQ

Organize workshops in selected regions to improve productivity of SMEs

Regional

81

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Encourage Local Economic Development (LED) based on the resource endowments of districts

Assess and utilize Pooled Funds for Sekondi Industrial Park

Regional

Establish a technical regulatory framework to ensure domestic and imported products conform to standards

HQ

Encourage and attract investments in the agro processing and manufacturing.

HQ


HQ

Implement the District Industrialisation Programme

HQ


District

Conduct Technology Audit to identify the relevant research needs for the manufacturing sector

District

82

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


Prepare joint cabinet memo for 1% of GDP for science, technology and innovation to cover the manufacturing sector

National

Assess infrastructural needs of other Craft Villages: Ahwiaa, Bolga, Kpando (Fesi), Alloyi and Bompata to determine the support needed

HQ

Present the position paper to cabinet justifying and requesting the strengthening of STI Institutions and/or the establishment of new institutions

National

Strengthen STI institutions and/or establish new ones

HQ

Enhance the capacity of owners and managers of priority sub-sectors in the manufacturing sector.

HQ

Mobilize farmers and provide required support to cultivate selected crops that will serve as raw materials for industry (improved

HQ

83

ADOPTED OBJECTIVES

ADOPTED STRATEGIES




2014-2017


14

15

16

17

GoG


varieties, agro-chemicals, fertilizers

Identify non-agricultural raw materials and inputs requirement of the priority sub-sector of the manufacturing sector

HQ

Liaise with GIPC and Minerals Commission to attract investors in the exploration and mining of mineral that are capital intensive

HQ

Facilitate the organization of Inter-Ministerial Committee for Mining and processing iron ore deposits into steel under PPP arrangement

HQ

Monitor and evaluate the production of subcontractors

HQ

Provide Special Financial Schemes to assist sub-contractors

HQ

84

4.5 Indicative Financial Plan

Expenditure By Budget Program 2014 2015 2016 2017

Budget Indicative Indicative Indicative

GH₵ GH₵ GH₵ GH₵

BP1: Management and Administration 1,547,130 1,779,200 2,046,079 2,352,911

BP2: Trade Development 19,014,833 21,867,058 25,147,117 28,919,184

BP3: Business Development and Promotion 6,528,796 7,508,115 8,634,333

9,929,483

BP4: Trade and Industry Promotion 3,113,043 3,579,999 4,116,999 4,734,549

BP5: Standardization and Conformity Assessment 4,922,396

5,600,755 6,509,869

7,486,349

BP6: Industrial Development 121,083,312 139,245,809 160,132,650 184,152,582

Total Expenditure 156,209,510 179,580,936 206,587,047 237,575,058

85

CHAPTER FIVE

SECTOR ANNUAL ACTION PLAN

5.1 INTRODUCTION

The sector intends to achieve its goal through the implementation of specific planned activities. These activities are

annualized with corresponding budgets and time frame for implementation. The sector also identified sources of funding

for each of the activities.

5.2 2014 SECTOR ANNUAL ACTION PLAN

SECTOR GOAL:

The sector goal is to develop a vibrant, technology driven, competitive trade and industrial sector that significantly

contribute to employment creation and economic growth towards achieving the MDGs and middle income status.

Adopted Policy

Objectives

Adopted Strategies

Programmes Sub-programmes

Projects/ Operations

Location Output Indicators

Quarterly Time Schedule Indicative Budget

Implementing Agencies

1st 2nd 3rd 4th GoG IGF DONOR Lead Coll.




HQ Policy Review Meeting organised

365,217 MOTI MOF, NBSSI, MESTI, MOE


HQ Accounts of the Ministry audited and presented to ARIC

69,565

86

Adopted Policy

Objectives

Adopted Strategies








HQ Financial information of each spending entity reviewed

80,000


HQ Counterpart funds accessed

17,391


HQ Pooled funds accessed for Sekondi Industrial Park

8,696

90,435

Improve private sector productivity and competitiveness domestically and globally



Train staff of MOTI

HQ Staff of MoTI trained



HQ Incentive scheme developed

35,345



HQ Short and long term manpower of the Ministry developed

54,348


HQ IT and statistical skills of RSIM staff upgraded

43,478


HQ MIS training programme undertaken

4,348

87

Adopted Policy

Objectives

Adopted Strategies









HQ Existing trade and industry policies reviewed and new ones developed

130,435


Nationwide Periodic monitoring exercises undertaken

173,913


Nationwide Relevant policy, programme and project evaluations undertaken

130,435

171,478

Prepare annual Budget and coordinate annual sector work programme

HQ Annual budgets prepared and annual sector programmes coordinated


HQ Quarterly and annual progress reports prepared

65,217


HQ M&E capacity in the sector developed through training

260,870


Nationwide Gender development programme organised

34,783

130,435

Conduct workshops and provide assistance to Agencies on submission of

HQ Workshops organised for Agencies to assist them submit budget estimates

88

Adopted Policy

Objectives

Adopted Strategies







budget estimates



Nationwide International and domestic trade data provided to stakeholders

152,174


Regional Quarterly, half-yearly and annual reports on prices of selected products prepared.

17,391


HQ GCNet's connectivity to key MDAs, boarder points, freight forwarders and other users strengthened

48,696


HQ Continuous connectivity to internet services

86,957


HQ Smooth running of computer hardware, software applications and network connectivity

17,391


HQ Communication Strategy implemented

104,348

Develop and publish

HQ Information and

130,435

89

Adopted Policy

Objectives

Adopted Strategies







information and promotional materials

promotional materials published



S.P.1 Domestic and International Trade Development and Promotion


HQ WTO/EPA negotiations participated in

156,522 MOTI GIPC, GEPA, EDAIF, MOFA&RI, GFZB, MOF, MOJ&A-G

Identify the trade relations and the priority areas of the country with regard to bilateral, regional and multilateral organizations

HQ Trade relations and priority areas of the country with regards to bilateral, regional and multilateral organizations identified

130,435


HQ Countries and areas that would benefit Ghana identified.

60,870


Nationwide Training programmes for private sector and civil society on International Trade Issues organised

104,348

90

Adopted Policy

Objectives

Adopted Strategies







Review of current tariff and exemption to identify inconsistencies and recommend changes

National Current tariff and exemptions reviewed

43,478


National Stocking of Critical Imported raw material in Warehouses facilitated

43,478


National Import permit administered

17,391

Review Concessionary Duty Draw back Scheme

National Concessionary Duty Draw back Scheme reviewied

150,000


National Duty Drawback Scheme streamlined

43,478


National Customs procedures and controls of Bonded Warehouses streamlined

17,391


National VAT Exemption procedures streamlined

65,217

Intensify Export promotion programmes for

National Export promotion programmes for

43,478

91

Adopted Policy

Objectives

Adopted Strategies







manufactured products

manufactured products intensified


National Measures to simplify decentralized and reduce the cost of business registration and licensing intensified

173,193


National Programmes on the acquisition of permits for SMEs in the manufacturing sector developed and implemented

43,478


Nationwide Promotion of made-in-Ghana goods intensified

2,473,913

130,435


National Marketing companies supported to help promote the products of SMEs in manufacturing sector


National The implementation of Local content in Government procurement

43,478

92

Adopted Policy

Objectives

Adopted Strategies







facilitated


HQ Domestic trade data from Regions to inform policy monitored and analysed

130,435


HQ National Consumer Credit Scheme developed

17,391


HQ Consumer Protection Law developed

608,696


Regional Regional workshops to explain the Public Private Partnership policy for public and private sector, civil society and labour unions organized

217,391


National Access of GCNet connectivity to key MDAs, Border Points, Freight Forwarders and other users strengthened

65,217

Strengthen the Remote Entry System for Customs Declarations

National Remote Entry System for Customs Declarations strengthened

104,348

93

Adopted Policy

Objectives

Adopted Strategies







and simplify Customs procedures

and Customs procedures simplified


National New Public-Private Partnerships for Non-intrusive scanning service developed

104,348


National Establishment of adequate storage and Cold facilities at the Airport and Farm Gates facilitated

434,783


National Establishment of effective tracking mechanism for Transit Cargo facilitated

43,478


National Safe movement of Trucks between Entry and Exit Points and reduce number of Road checks facilitated

43,478


National Implementation of National Export Strategy by Trade Development and Promotion Agencies harmonized

1,995,652

Establish

National Export

National Export

Steering

26,081

94

Adopted Policy

Objectives

Adopted Strategies







Steering

Committee and

develop

Competitive

National Export

System

Committee

Established and

Competitive

National Export

System

developed

Facilitate

access to

Development

Support

Facilities for

Exporters and

National Export

Development

Programme

Access to Development Support Facilities for Exporters and National Export Development Programme facilitated

104,348


National Support for Exporters to comply with Export Regulatory regimes provided

104,348


HQ GEPA Export school to provide high quality Export Management training to Exporting Community upgraded

434,783

Support Exporters to participate in International Export promotion Fairs, Trade and Investment

National Exporters to participate in International Export promotion Fairs, Trade and Investment Missions

3,227,947

95

Adopted Policy

Objectives

Adopted Strategies







Missions supported


HQ Network of Foreign Trade Representatives established

215,708


National Participation in AGOA strengthened

130,435


Nationwide Women in Export Trade to increase export of locally manufactured products supported

130,435


Nationwide Commercial cultivation of selected crops, including rice, oil palm, cassava, cotton, sorghum, sugarcane, pineapples, citrus, mangoes and tomatoes facilitated

2,959,130



Facilitate Increase in exports by 25% by the end of the year.

National Increase in exports by 25% Facilitated

130,435

Identify new market for promoting Ghanaian products and services in Liberia in collaboration

National New Market for promoting Ghanaian products and services in Liberia in collaboration with AGI, FAGE

43,478

96

Adopted Policy

Objectives

Adopted Strategies







with AGI, FAGE and the GNCCI.

and the GNCCI identified


HQ Made-in Ghana solo exhibitions in three selected ECOWAS countries organised.

391,304


Nationwide Over 200 companies participated in four International trade fairs in ECOWAS and other African countries

434,783


HQ Promotion programmes in Saudi Arabia and United Arab Emirates conducted

178,519

Coordinate participation in two international buyers fairs in Germany’s Ambient and Fruit Logistica

HQ Participation in two International buyers fairs in Germany's Ambient and Fruit Logistica coordinated

132,979


HQ Permanent Joint Commission meetings (Ghana-South Africa, Ghana-Benin, Ghana-Iran etc.) organised

178,143

97

Adopted Policy

Objectives

Adopted Strategies








HQ Trade and Investment missions organised

227,395


National Four sub-sector committees for the 4 identified services sectors (BPO, Medical Tourism, Education and Private Sector Consultancy) formed

173,913


Nationwide Sector survey of professional service providers leading to the creation of Directory of Ghana service providers conducted

65,217


National National Traceability System for Fresh horticultural products and fish products established

69,565


Nationwide Training on benefits, basic requirements and online registration on food and drugs export to the USA provided

43,478

98

Adopted Policy

Objectives

Adopted Strategies








National Training of trainers and review export school manual organised

65,217


District District export committees to create export awareness in 30 districts established

1,304,34

8

Workshop on Export Marketing Fundamentals held in Eight (8) Regional Capitals

Regional Workshop on Export Marketing Fundamentals held in 8 Regional capitals organised

304,348


National Two sensitization workshops and assist companies to compete registration procedure for ETLS conducted

65,217


National Cross-border and ECOWAS trade facilitated

43,478

Improve the knowledge of GEPA Staff on selected product/market situations to enable them conduct export market research on Ghanaian

National Knowledge of GEPA staff on selected product/market situations to enable them conduct export market research on Ghanaian products

43,478

99

Adopted Policy

Objectives

Adopted Strategies







products improved


National Capacity of 30 trainers to improve their knowledge, skills and techniques of delivery to exporters, producers and extension officers enhanced

141,565


National Corporate website re-designed to become a proactive trade information system for GEPA and its clients

19,826


Nationwide Critical trade notices/information to at least 100 registered exporters by SMS provided

4,348


National An exporter registration database and upgrade exporter registration profiles developed

69,565

Provide quarterly and annual export

Nationwide Quarterly and annual export statistics to the

52,174

100

Adopted Policy

Objectives

Adopted Strategies







statistics to the exporting community and the general public

exporting community and general public provided


National All GEPA progammes and activities monitored and evaluated

86,957


National Desk and field research for access to strategic market in key African countries undertaken

10,435






District 100 staff in MIG-TIG welding and production planning trained

106,087 MOTI MESTI, MLGRD, GRATIS FOUNDATION, PEF, CEDECOM, ASSI, AGI, GCCI, NBSSI,


District Complete shea butter processing plant designed and developed

104,348

Design and

develop a

complete oil

palm

processing

plant

District Complete oil palm processing plant Designed and developed

104,348

101

Adopted Policy

Objectives

Adopted Strategies







Design and

develop a

complete

cassava

processing

plant

Complete cassava processing plant Designed and developed

104,348


District A cocoa pod breaker designed and developed

104,348


District Complete groundnut processing plant designed and developed

104,348

Train master craft persons, technical apprentices, technician and engineers to develop skills

District Master craft persons, technicians and engineers trained

370,652


District Vulnerable persons in occupational safety health and environmental management during the use of our equipment

382,609


National Exhibitions and fairs to promote prototypes organized

330,435

Facilitate the provision of training and


Design and conduct survey for NBSSI

Nationwide Client survey designed and conducted

14,261

102

Adopted Policy

Objectives

Adopted Strategies







business development services

clients


Regional Regional performance on credit delivery monitored

121,739

Monitor gender

activities of

NBSSI

Nationwide Gender activities of NBSSI Monitored

150,435


Nationwide Monitoring visits to 124 offices conducted

173,913


Nationwide MSMEs access to Business Improvement Programmes facilitated

438,261

278,261

Develop special programs for women entrepreneurs

National Special programmes for women entrepreneurs developed


National Review reference materials for 124 BACs develop

71,305


Nationwide Information on small enterprises development to 50,000 stakeholders provided

26,087

103

Adopted Policy

Objectives

Adopted Strategies








Nationwide MSMEs access to institutional credit facilitated

8,696


Nationwide MSMEs assisted to participate in fairs

17,391


Nationwide Financial and technical audit conducted

239,130


Provide

CEDECOM with

logistics to

undertake

administrative

activities

CEDECOM Provided with logistics to undertake administrative activities

263,881


Regional Enhancement of lesser known festivals in the region facilitated

13,043


Regional Tourism mapping of the region carried out

32,609


Regional Three new ecotourism sites developed

65,217


Regional Training in product development provided

43,478

104

Adopted Policy

Objectives

Adopted Strategies







Collaborate with Ghana Tourism Authority to develop tourism marketing plan for the region

Regional Tourism marketing plan for the region developed

10,435


Regional ICT-Based socio-economic database of Central Region for investment promotion and planning purposes produced

10,435


Regional A regional one stop investment and advisory centre created

10,870

Research and

build database

on SMEs in the

17 MMDAs in

the region.

Regional Database on SMEs in the 17 MMDAs in the region built

49,565

Develop mechanisms to attract investments into the Central Region

Regional Attraction of investment for job creation and poverty reduction in the region facilitated

17,391

Establish piggrey project at Assin Andoe.

Regional Piggery project at Assin Andoe established

113,422

105

Adopted Policy

Objectives

Adopted Strategies








Regional One business incubator in the region established

2,608,696


Regional Capacity of BDS institutions in the region strengthened

34,783

Organise 20 entrepreneurship and management training programs for SMEs

Regional 20 entrepreneurship and management training programmes for SMEs organised

21,739


Regional Two fishing communities and 2 fish farming districts with industrial fish storage facilities and fish ponds supported

****** rumsec


Regional 300 youth in fish farming, vegetables cropping and agro forestry in the region trained

43,478

Develop strong linkages and partnership with SETIC,

Regional Strong linkages and partnership with SETIC,

17,391

106

Adopted Policy

Objectives

Adopted Strategies







China for bilateral seminars on local economic development for the 17 MMDAs in the Region.

China for bilateral seminars on local economic development for the 17 MMDAs in the region developed


Regional Capacity of CEDECOM personnel to deliver services strengthened

34,783



P.4 Trade and Industry Promotion



Regional Rigorous and aggressive investment promotion activities pursued

217,391

Create awareness on the PPP concept

Regional Awareness of the PPP concept created

104,348

Develop programs to promote made in Ghana products.

Regional Programmes to promote made in Ghana products developed

217,391


Regional Trade and Industry fora to obtain views of the private sector on government policies organised

130,435

107

Adopted Policy

Objectives

Adopted Strategies










Promote Ghana's interest abroad

HQ Ghana's interest abroad promoted

1,173,913



HQ Three Trade offices (South Africa, China and Brazil established

570,938


HQ Investment opportunities identified and promoted to new and existing investors

391,304 278,260 43,478 521,739

Identify joint venture partners for Ghana businesses

HQ Joint venture partners for Ghanaian businesses identified


HQ Investors facilitated to obtain approvals, permits, grants, registration and other regulatory authorisation licenses


HQ Inward and outward investment missions organised

108

Adopted Policy

Objectives

Adopted Strategies








National Trade fairs, exhibitions and missions organised

652,174


HQ A resource centre with internet facilities, periodicals, journals and other relevant information materials for the business community operated

52,174

Make recommendations to the Government on changes in the statutory and administrative framework affecting the investment and export climate

HQ Recommendations on changes to the statutory and administrative frameworks affecting the investment and export climate made to government

2,609





Nationwide Weighing and measuring devices verified

568,040


Nationwide Weighing and measuring devices calibrated

135,370

125,945

Create appropriate legislative and institutional framework for consumer


Nationwide Random inspection of weighing and measuring devices/instruments conducted

MOTI GEPA, GRA, MOT,GTFC, AGI, FAGE, EDAIF, MOF,

109

Adopted Policy

Objectives

Adopted Strategies







protection GSA

Promote the use of weighing scales

Nationwide The use of weighing scales promoted

52,460


National Primary standards calibrated

21,739


National Standards developed

302,683

Harmonize standards

Nationwide Standards harmonized

143,799




National Imported High Risk Goods inspected

507,137

Enforce the existing regulations on the sale of sub-standard and harmful goods


National Health certificates issued to exporters

30,435


National Health certificates issued to Fish exporters

9,870


Nationwide Fishing vessels, establishments and consignments inspected

56,522

110

Adopted Policy

Objectives

Adopted Strategies







Inspect registered frozen vessel

National Registered frozen vessels inspected

35,094


National Registered fish establishments inspected

34,805


National Fish Consignments meant for export inspected

28,514


Nationwide Factory inspections conducted

42,326


Nationwide Market surveillance conducted

36,946


Nationwide Yam consignments meant for export inspected

32,772


Nationwide Other consignments meant for export inspected

32,772


National Product samples tested and analysed

552,842


National Food and agriculture samples analysed

500,000

Analyse drugs and cosmetics

National Drugs and cosmetics

391,304

111

Adopted Policy

Objectives

Adopted Strategies







samples samples analysed


National Material science samples analysed

456,522


National Forensic samples analysed

476,542


National Engineering samples analysed

413,043


National Microbiological samples analysed

456,522


National Accredited testing laboratories maintained

43,478

Certify and issue licence for locally manufactured products

National Locally manufactured products certified

104,348


Regional Factory audit of certified products conducted

1,023,87

9


National Export certificates issued to exporters

53,993


National Certificate to cover conforming product issued

38,696


Nationwide Quality Management Systems of companies certified

96,483

Conduct Nationwide Systems audit 45,969

112

Adopted Policy

Objectives

Adopted Strategies







systems audit conducted


Nationwide Conformity assessment companies certified

50,515

Organise training for industry

nationwide Training for industry organised

85,300

build Capacity of gsa personnel

Capacity of GSA personnel built

235,478


Nationwide Public awareness on standardization and GSA activities promoted

79,508




Analyse basic building blocks of the National Quality Infrastructure

National Basic building blocks of the National Quality Infrastructure analysed

182,609

530,435

104,348

MOTI, MOF, MOFA, GEPA, NBSSI, COCOBOD, ASSI, SBA, AGI, MOEP, PEF, BOG,GSA



National

Regulations ,legislations and the policies of the salt sector Updated


District Five sensitization workshops for salt producers on the establishment of the importance of salt bank

113

Adopted Policy

Objectives

Adopted Strategies







organised

447,826

826,087

98,731,2

50

39,130

1,838,33

0

18,383,297

Establish salt bank

HQ Salt bank established


District Salt producers trained on best practices of salt production for enhanced quality



HQ The Rural Enterprises Programme implemented


HQ Training of trainers and SMEs enhancement in 3 regions organised

Harmonize and streamline trade and industry laws to be consistent with international trade laws, agreements and protocols


HQ TRAQUE Programme implemented to ensure quality standards for industry

114

Adopted Policy

Objectives

Adopted Strategies








Recapitalize the Northern Star, Volta Star, Ayensu Starch companies

HQ Northern Star, Volta Star and Ayensu Starch company recapitalized

12,782,609 (Ayensu Starch company)



Regional Workshops in selected regions to improve productivity of SMEs organized

104,349



HQ Retooling two industries facilitated

130,435



HQ Pooled Funds for Sekondi Industrial Parked assessed and utilized

7,826,087


HQ A technical regulatory framework to ensure domestic and imported products conform to standards established

43,478

115

Adopted Policy

Objectives

Adopted Strategies








HQ Investment in the agro processing and manufacturing encouraged and attracted

173,913


District The District Industrialisation Programme implemented

26,086,957

Conduct Technology Audit to identify the relevant research needs of the manufacturing sector

National Technology audited to identify the potential relevant research for the manufacturing sector

434,783


HQ Joint Cabinet Memo for 1% of GDP for science, technology and innovations to cover the manufacturing sector prepared

8,696


HQ Infrastructural needs of other Craft Villages assessed to determine the support needed

6,956,522


HQ STI institutions strengthened and new ones established

17,391

116

Adopted Policy

Objectives

Adopted Strategies







Establish knowledge transfer networks between Industry and STI Experts

HQ Knowledge transfer networks between industry and STI experts established

65,217

Enhance the capacity of owners and managers of priority sub-sectors in the manufacturing sector

HQ Skill needs of owners and managers of priority sub-sectors in the manufacturing sector enhanced

260,870


HQ Non-agricultural raw materials and inputs requirement of priority sub-sector of the manufacturing sector identified

4,348

Develop data base on mineral deposit in collaboration with relevant agencies

HQ Database on mineral deposit in collaboration with relevant agencies developed

8,696


HQ GIPC and Minerals Commission collaborated with to attract investors in the exploration and mining of mineral that are capital intensive

217,391

Facilitate the organization of

HQ Organisation of Inter-

104,348

117

Adopted Policy

Objectives

Adopted Strategies







Inter-Ministerial Committee for Mining and processing iron ore deposits into steel under PPP arrangement

ministerial Committee for Mining and processing iron ore deposits into steel under PPP arrangement facilitated


HQ Production of sub-contractors monitored and evaluated

130,435

Facilitate the provision of Special Financial Schemes to assist sub-contractors

HQ Special Financial Scheme to assist sub-contractors provided

3,043,478


SECTOR GOAL:



118

Adopted Policy

Objectives

Adopted Strategies














80,000



92,000



20,000



10,000

104,000




Train staff of MOTI





163,000




250,000

Upgrade IT and statistical skills

HQ IT and statistical skills

50,000

119

Adopted Policy

Objectives

Adopted Strategies







of RSIM staff of RSIM staff upgraded



5,000




150,000



200,000



150,000

197,200





75,000



300,000

Organise Nationwide Gender

120

Adopted Policy

Objectives

Adopted Strategies







Gender development programme

development programme organised

40,000

150,000






175,000



20,000



56,000



100,000

Ensure the smooth running of computer hardware, software

HQ Smooth running of computer hardware, software

20,000

121

Adopted Policy

Objectives

Adopted Strategies







applications and network connectivity.

applications and network connectivity



120,000


HQ Information and promotional materials published

150,000









150,000



70,000

122

Adopted Policy

Objectives

Adopted Strategies









120,000



50,000



50,000



20,000


National Concessionary Duty Draw back Scheme reviewed

172,500



50,000



20,000

Streamline VAT Exemption

National VAT Exemption procedures

123

Adopted Policy

Objectives

Adopted Strategies







procedures streamlined 75,000


National Export promotion programmes for manufactured products intensified

50,000



200,000



50,000



2,845,000

150,000

Support marketing Companies to help promote the products SMEs in manufacturing

National Marketing companies supported to help promote the products of SMEs in manufacturing

124

Adopted Policy

Objectives

Adopted Strategies







sector sector


National The implementation of Local content in Government procurement facilitated

50,000



150,000



20,000



700,000



250,000

Strengthen the access of GCNet connectivity to key MDAs, Border Points, Freight

National Access of GCNet connectivity to key MDAs, Border Points, Freight Forwarders and

75,000

125

Adopted Policy

Objectives

Adopted Strategies







Forwarders and Other Users

other users strengthened


National Remote Entry System for Customs Declarations strengthened and Customs procedures simplified

120,000



120,000



500,000



50,000



50,000

Harmonize the implementation of National Export Strategy by Trade

National Implementation of National Export Strategy by Trade Development

2,295,000

126

Adopted Policy

Objectives

Adopted Strategies







Development and Promotion Agencies

and Promotion Agencies harmonized

Establish

National Export

Steering

Committee and

develop

Competitive

National Export

System

National Export

Steering

Committee

Established and

Competitive

National Export

System

developed

30,000

Facilitate

access to

Development

Support

Facilities for

Exporters and

National Export

Development

Programme


120,000



120,000



500,000

Support Exporters to participate in

National Exporters to participate in International

3,712,139

127

Adopted Policy

Objectives

Adopted Strategies







International Export promotion Fairs, Trade and Investment Missions

Export promotion Fairs, Trade and Investment Missions supported



248,064



150,000



150,000



3,437,500





150,000

Identify new market for promoting

National New Market for promoting Ghanaian

50,000

128

Adopted Policy

Objectives

Adopted Strategies







Ghanaian products and services in Liberia in collaboration with AGI, FAGE and the GNCCI.

products and services in Liberia in collaboration with AGI, FAGE and the GNCCI identified



450,000



500,000



205,297



152,926

129

Adopted Policy

Objectives

Adopted Strategies









204,864



261,504



200,000



75,000



80,000

130

Adopted Policy

Objectives

Adopted Strategies









50,000



75,000



1,500,00

0

Workshop on Export Marketing Fundamentals held in Eight (8) Regional Capitals


350,000



75,000



50,000

131

Adopted Policy

Objectives

Adopted Strategies








National Knowledge of GEPA staff on selected product/market situations to enable them conduct export market research on Ghanaian products improved

50,000



162,800



22,800



5,000

Develop an exporter registration

National An exporter registration database and

80,000

132

Adopted Policy

Objectives

Adopted Strategies







database and upgrade Exporter registration profiles.

upgrade exporter registration profiles developed


Nationwide Quarterly and annual export statistics to the exporting community and general public provided

60,000



100,000



12,000










120,000

Design and

develop a

complete oil

palm


120,000

133

Adopted Policy

Objectives

Adopted Strategies







processing

plant

Design and

develop a

complete

cassava

processing

plant


120,000



120,000



120,000



426,250



440,000

Organize exhibitions and fairs to promote our

National Exhibitions and fairs to promote prototypes

380,000

134

Adopted Policy

Objectives

Adopted Strategies







prototypes organized



Design and conduct survey for NBSSI clients


16,400



140,000

Monitor gender

activities of

NBSSI


173,000



200,000



504,000

320,000





320,000

Provide information on small enterprises

Nationwide Information on small enterprises development to

30,000

135

Adopted Policy

Objectives

Adopted Strategies







development to 50,000 stakeholders

50,000 stakeholders provided



10,000



20,000



275,000


Provide

CEDECOM with

logistics to

undertake

administrative

activities


303,467



15,000



37,500



75,000

Collaborate with GEPA to provide training in product


50,000

136

Adopted Policy

Objectives

Adopted Strategies







development



12,000



12,500



12,000

Research and

build database

on SMEs in the

17 MMDAs in

the region.


57,000


Regional Attraction of investment for job creation and poverty reduction in the region

20,000

137

Adopted Policy

Objectives

Adopted Strategies







facilitated



150,000 57,000


Regional Database on SMEs in the 17 MMDAs in the region researched and built



3,000,000



40,000



25,000



****** rumsec

Train 300 youth in fish farming, vegetables cropping and

Regional 300 youth in fish farming, vegetables cropping and

50,000

138

Adopted Policy

Objectives

Adopted Strategies







agro forestry in the Region.

agro forestry in the region trained


Regional Strong linkages and partnership with SETIC, China for bilateral seminars on local economic development for the 17 MMDAs in the region developed

20,000



40,000







250,000



120,000



250,000

139

Adopted Policy

Objectives

Adopted Strategies









150,000






1,350,000




656,578



450,000 320,000 50,000



Facilitate investors in obtaining of approvals, permits, grants, registration and other regulatory

HQ Investors facilitated to obtain approvals, permits, grants, registration and other

140

Adopted Policy

Objectives

Adopted Strategies







authorisation licences

regulatory authorisation licenses

600,000 750,000






HQ A resource centre with internet facilities, periodicals, journals and other relevant information materials for the business community operated

60,000



3,000

Ensure the health, safety and

Ensure effective enforcement

P.5 Standardization and



653,246

141

Adopted Policy

Objectives

Adopted Strategies







economic interest of consumers

of the existing regulations on weights, measures and standards




155,675

144,837




MOTI GEPA, GRA, MOT,GTFC, AGI, FAGE, EDAIF, MOF, GSA



60,329



25,000



348,085

Harmonize standards


165,369





583,207




35,000

Issue health National Health 11,350

142

Adopted Policy

Objectives

Adopted Strategies







certificates to Fish exporters

certificates issued to Fish exporters



65,000



40,358



40,025



32,791



48,675



42,488



37,688



37,688

Test and National Product 601,268

143

Adopted Policy

Objectives

Adopted Strategies







analyse product samples

samples tested and analysed



575,000


National Drugs and cosmetics samples analysed

450,000



525,000



548,023



475,000



525,000



50,000



120,000



1,177,46

1



62,092

Issue certificate National Certificate to 44,500

144

Adopted Policy

Objectives

Adopted Strategies







to cover conforming product

cover conforming product issued



110,956


Nationwide Systems audit conducted

52,864



58,092



98,095

build Capacity of gsa personnel


270,800



91,434






210,000

610,000

MOTI, MOF, MOFA, GEPA, NBSSI, COCOBOD, ASSI, SBA, AGI, MOEP,



National


145

Adopted Policy

Objectives

Adopted Strategies








District Five sensitization workshops for salt producers on the establishment of the importance of salt bank organised

120,000

515,000

950,000

11,354,0

94,

45,000

113,540,

938

PEF, BOG,GSA

Establish salt bank









146

Adopted Policy

Objectives

Adopted Strategies










2,114,07

9

21,140,792




14,700,000(Ayensu Starch company)




120,000




150,000

Encourage Local Economic Development (LED) based on the resource endowments



9,000,000

147

Adopted Policy

Objectives

Adopted Strategies







of districts



50,000



200,000



30,000,000



500,000

Prepare joint cabinet memo for 1% of GDP for science, technology and innovation to cover the

HQ Joint Cabinet Memo for 1% of GDP for science, technology and innovations to cover the

10,000

148

Adopted Policy

Objectives

Adopted Strategies







manufacturing sector

manufacturing sector prepared



8,000,000



20,000



75,000



300,000



5,000

149

Adopted Policy

Objectives

Adopted Strategies









10,000


HQ GIPC and Minirals Commission collaborated with to attract investors in the exploration and mining of mineral that are capital intensive

250,000


HQ Organisation of Inter-ministerial Committee for Mining and processing iron ore deposits into steel under PPP arrangement facilitated

120,000



150,000



3,500,000

150


SECTOR GOAL:



Adopted Policy

Objectives

Adopted Strategies














92,000



105,800



23,000

Access and Utilize Pooled

HQ Pooled funds accessed for

11,500

151

Adopted Policy

Objectives

Adopted Strategies







Funds for Sekondi Industrial Park

Sekondi Industrial Park

119,600




Train staff of MOTI





46,863




71,875



57,500



5,750




172,500



230,000

Undertake relevant policy, programme

Nationwide Relevant policy, programme

172,500

152

Adopted Policy

Objectives

Adopted Strategies







and project evaluations

and project evaluations undertaken

226,780





86,250



345,000



46,000

172,500






201,250

Prepare quarterly, half-yearly and annual reports on prices of selected products on


23,000

153

Adopted Policy

Objectives

Adopted Strategies







the domestic market



64,400



115,000



23,000



138,000



172,500







154

Adopted Policy

Objectives

Adopted Strategies









172,500



80,500



138,000



57,500

Facilitate the Stocking of Critical Imported raw material in Warehouses


57,500

155

Adopted Policy

Objectives

Adopted Strategies







through the granting of incentives.



23,000



198,350



23,000



86,250



86,250



57,500



230,000

156

Adopted Policy

Objectives

Adopted Strategies









57,500



3,271,750

172,500





57,500



172,500



23,000

157

Adopted Policy

Objectives

Adopted Strategies






1st 2nd 3rd 4th GoG IGF DONOR Lead Coll. Develop

Consumer protection Law


201,250



287,500



86,250



138,000



138,000

Facilitate the establishment of adequate

National Establishment of adequate storage and

575,000

158

Adopted Policy

Objectives

Adopted Strategies







Storage and Cold facilities at the Airport and Farm Gates

Cold facilities at the Airport and Farm Gates facilitated



57,500



57,500



2,639,250

Establish

National Export

Steering

Committee and

develop

Competitive

National Export

System

National Export

Steering

Committee

Established and

Competitive

National Export

System

developed

34,500

Facilitate

access to

Development

Support

Facilities for

Exporters and

Access to Development Support Facilities for Exporters and National Export Development

138,000

159

Adopted Policy

Objectives

Adopted Strategies







National Export

Development

Programme

Programme facilitated



138,000



575,000


National Exporters to participate in International Export promotion Fairs, Trade and Investment Missions supported

4,268,960



285,274



172,500

Support Women in Export Trade to increase export of locally manufactured

Nationwide Women in Export Trade to increase export of locally manufactured products

172,500

160

Adopted Policy

Objectives

Adopted Strategies







products. supported



3,953,125





172,500


National New Market for promoting Ghanaian products and services in Liberia in collaboration with AGI, FAGE and the GNCCI identified

57,500



517,500

Over 200 companies to participate in four International

Nationwide Over 200 companies participated in four International

575,000

161

Adopted Policy

Objectives

Adopted Strategies







trade fairs in ECOWAS and other African countries.

trade fairs in ECOWAS and other African countries



236,092



175,865


HQ Permanent Joint Commission meetings (Ghana-South Africa, Ghana-Benin, Ghana-Iran etc.) organiised

235,594



300,730



230,000

162

Adopted Policy

Objectives

Adopted Strategies









86,250



92,000



57,500



86,250



1,725,00

0

Workshop on Export Marketing Fundamentals held in Eight (8) Regional

Regional Workshop on Export Marketing Fundamentals held in 8 Regional

402,500

163

Adopted Policy

Objectives

Adopted Strategies







Capitals capitals organised



86,250



57,500



57,500



187,220

Re-design corporate website to become a proactive trade

National Corporate website re-designed to become a proactive trade

26,220

164

Adopted Policy

Objectives

Adopted Strategies







information system for the GEPA and its clients

information system for GEPA and its clients



5,750



92,000



69,000



115,000



13,800


Invest in human resources

P.3 Business Development and

S.P.1 Technology Transfer,

Train 100 staff in MIG-TIG welding and

District 100 staff in MIG-TIG welding and

140,300 MOTI MESTI, MLGRD,

165

Adopted Policy

Objectives

Adopted Strategies








with relevant modern skills and competences

Promotion Research and Product Development

production planning by end of the year

production planning trained

GRATIS FOUNDATION, PEF, CEDECOM, ASSI, AGI, GCCI, NBSSI,



138,000

Design and

develop a

complete oil

palm

processing

plant


138,000

Design and

develop a

complete

cassava

processing

plant


138,000



138,000



138,000



490,188

166

Adopted Policy

Objectives

Adopted Strategies







Train vulnerable persons in occupational safety health and environmental management and use of equipment

District Vulnerable persons trained in occupational safety health and environmental management and use of equipment

506,000



437,000





18,860



161,000

Monitor gender

activities of

NBSSI


198,950



230,000



579,600

167

Adopted Policy

Objectives

Adopted Strategies









368,000



94,300



34,500



11,500



23,000



316,250


Provide

CEDECOM with

logistics to

undertake

administrative

activities


348,987

Facilitate the enhancement of lesser known festivals in the

Regional Enhancement of lesser known festivals in the region

17,250

168

Adopted Policy

Objectives

Adopted Strategies







Central region facilitated



43,125



86,250



57,500



13,800



13,800



14,375

169

Adopted Policy

Objectives

Adopted Strategies







Research and

build database

on SMEs in the

17 MMDAs in

the region.


57,000



23,000



172,500 65,550





3,450,000



46,000

Organise 20 entrepreneurship and

Regional 20 entrepreneurship and

28,750

170

Adopted Policy

Objectives

Adopted Strategies







management training programs for SMEs

management training programmes for SMEs organised



****** rumsec



57,500



23,000



46,000

171

Adopted Policy

Objectives

Adopted Strategies













287,500



138,000



287,500



172,500






1,552,500

Strengthen trade relations with other regional blocks and



755,065

172

Adopted Policy

Objectives

Adopted Strategies







markets



517,500 368,000 57,500 690,000 862,500









Operate a resource centre with internet facilities, periodicals, journals and other relevant information materials for the business

HQ A resource centre with internet facilities, periodicals, journals and other relevant information materials for the business

69,000

173

Adopted Policy

Objectives

Adopted Strategies







community community operated



3,450






751,233



179,026

166,563







69,378



28,750



400,298

Harmonize standards


190,174

174

Adopted Policy

Objectives

Adopted Strategies











670,688




40,250



13,053



74,750



46,412



46,029

175

Adopted Policy

Objectives

Adopted Strategies









37,710



55,976



48,861



43,341



43,341



691,458



661,250



517,500



603,750



630,226

176

Adopted Policy

Objectives

Adopted Strategies









546,250



603,750



57,500



138,000



1,354,08

1



71,406



51,175



127,599



60,794



66,806



98,095

177

Adopted Policy

Objectives

Adopted Strategies







Build Capacity of GSA personnel


311,420

Promote public awareness on standardization and GSA activities


105,149






241,500

201,681

138,000

592,250

1,092,50

0




National




Establish salt bank




178

Adopted Policy

Objectives

Adopted Strategies










11,354,0

94

51,750

2,431,19

1

113,540,

938

24,311,909













138,000

179

Adopted Policy

Objectives

Adopted Strategies










172,500




10,350,000



57,500



230,000



34,000,500

Conduct Technology Audit to identify the relevant research needs of the

National Technology audited to identify the potential relevant research for

575,000

180

Adopted Policy

Objectives

Adopted Strategies







manufacturing sector

the manufacturing sector



11,500



9,200,000



23,000



86,250



345,000

181

Adopted Policy

Objectives

Adopted Strategies









5,750



11,500



287,500



138,000



172,500

182

Adopted Policy

Objectives

Adopted Strategies









4,025,000


SECTOR GOAL:



Adopted Policy

Objectives

Adopted Strategies














105,800



121,670

183

Adopted Policy

Objectives

Adopted Strategies









26,450



13,225

137,540




Train staff of MOTI





53,893




82,656



66,125



6,613




198,375

184

Adopted Policy

Objectives

Adopted Strategies









264,500



198,375

260,797





99,188



396,750



52,900

198,375






231,486

185

Adopted Policy

Objectives

Adopted Strategies









26,450



74,060



132,250



26,450



158,700



198,375

Expand access to both domestic and


S.P.1 Domestic and International Trade Development



238,050 MOTI GIPC, GEPA, EDAIF, MOFA&RI,

186

Adopted Policy

Objectives

Adopted Strategies







international markets

and Promotion GFZB, MOF, MOJ&A-G



198,375



92,575



158,700



66,125

187

Adopted Policy

Objectives

Adopted Strategies









66,125



26,450



228,131



66,125



26,450



99,188



66,125

Intensify the on-going measures to simplify decentralized and reduce the cost of business

National Measures to simplify decentralized and reduce the cost of business registration

264,500

188

Adopted Policy

Objectives

Adopted Strategies







registration and licensing and monitor the effectiveness of the measures

and licensing intensified



66,125



3,762,513

198,375





66,125



198,375

189

Adopted Policy

Objectives

Adopted Strategies






1st 2nd 3rd 4th GoG IGF DONOR Lead Coll. Develop

National Consumer Credit Scheme


26,450



925,750



330,625



99,188



158,700


National New Public-Private Partnerships for Non-intrusive scanning service

158,700

190

Adopted Policy

Objectives

Adopted Strategies







developed



661,250



66,125



66,125



3,035,138

Establish

National Export

Steering

Committee and

develop

Competitive

National Export

System

National Export

Steering

Committee

Established and

Competitive

National Export

System

developed

39,675

191

Adopted Policy

Objectives

Adopted Strategies







Facilitate

access to

Development

Support

Facilities for

Exporters and

National Export

Development

Programme


158,700



158,700



661,250


National Exporters to participate in International Export promotion Fairs, Trade and Investment Missions supported

4,909,304



328,065

192

Adopted Policy

Objectives

Adopted Strategies









198,375



198,375



4,546,095





198,375


National New Market for promoting Ghanaian products and services in Liberia in collaboration with AGI, FAGE and the GNCCI identified

66,125

Organise Made-in-Ghana solo exhibitions in three selected

HQ Made-in Ghana solo exhibitions in three selected

595,125

193

Adopted Policy

Objectives

Adopted Strategies







ECOWAS countries.

ECOWAS countries organised.



661,250



271,505



202,245

Organize Permanent Joint Commission meetings (Ghana-South Africa, Ghana-Benin, Ghana-Iran etc.)


270,933



345,839

Form 4 sub-sector committees for

National Four sub-sector committees for the 4 identified

264,500

194

Adopted Policy

Objectives

Adopted Strategies







the 4 identified service sectors (BPO, Medical Tourism, Education and Private Sector Consultancy)

services sectors (BPO, Medical Tourism, Education and Private Sector Consultancy) formed



99,188



105,800



66,125



99,188

Establish district export committees to create export awareness in

District District export committees to create export awareness in 30 districts

1,983,75

0

195

Adopted Policy

Objectives

Adopted Strategies







30 districts. established

Organise Workshop on Export Marketing Fundamentals held in Eight (8) Regional Capitals


462,875



99,188



66,125



66,125

Enhance capacity of 30 trainers to improve their knowledge, skills and techniques of delivery to exporters,

National Capacity of 30 trainers to improve their knowledge, skills and techniques of delivery to exporters, producers and

215,303

196

Adopted Policy

Objectives

Adopted Strategies







producers and extension officers

extension officers enhanced



30,153



6,613



105,800



79,350



132,250

197

Adopted Policy

Objectives

Adopted Strategies









15,870










158,700

Design and

develop a

complete oil

palm

processing

plant


158,700

Design and

develop a

complete

cassava

processing

plant


158,700



158,700

Design and develop a complete

District Complete groundnut processing

158,700

198

Adopted Policy

Objectives

Adopted Strategies







groundnut processing plant

plant designed and developed



581,900



502,550



502,500





21,689



185,150

Monitor gender

activities of

NBSSI


228,793

Conduct monitoring

Nationwide Monitoring visits to 124

264,500

199

Adopted Policy

Objectives

Adopted Strategies







visits to 124 offices

offices conducted



666,540

423,200





108,445



39,675



13,225



26,450



363,688

200

Adopted Policy

Objectives

Adopted Strategies








Provide

CEDECOM with

logistics to

undertake

administrative

activities


401,335



19,838



49,594



99,188



66,125



15,870

Produce ICT-based socio-economic database of the Central Region for investment

Regional ICT-Based socio-economic database of Central Region for investment promotion and

15,870

201

Adopted Policy

Objectives

Adopted Strategies







promotion and planning purposes

planning purposes produced



16,531

Research and

build database

on SMEs in the

17 MMDAs in

the region.


75,383



26,450



198,375 75,383





3,967,500

Strengthen the capacity of

Regional Capacity of BDS institutions

52,900

202

Adopted Policy

Objectives

Adopted Strategies







business development services institutions in the Region

in the region strengthened



33,063



****** rumsec



66,125



26,450

203

Adopted Policy

Objectives

Adopted Strategies









52,900







330,625



158,700



330,625



198,375






1,785,375

204

Adopted Policy

Objectives

Adopted Strategies










868,325



595,125 423,200 66,125 793,500 991,875









Operate a resource centre with internet facilities, periodicals,

HQ A resource centre with internet facilities, periodicals,

79,350

205

Adopted Policy

Objectives

Adopted Strategies







journals and other relevant information materials for the business community

journals and other relevant information materials for the business community operated



3,967.5






863,918



205,880

191,547







79,785



33,063

206

Adopted Policy

Objectives

Adopted Strategies









460,342

Harmonize standards


218,701





771,291




46,288



15,010



85,963



53,373



52,933

207

Adopted Policy

Objectives

Adopted Strategies









43,366



64,373



56,190



49,843



49,843



795,177



760,438



595,125



694,313

Analyse forensic

National Forensic samples

724,760

208

Adopted Policy

Objectives

Adopted Strategies







samples analysed



475,000



628,188



66,125



158,700



1,557,19

3



82,117



58,851



146,739



69,913



76,827

209

Adopted Policy

Objectives

Adopted Strategies









112,809

Build Capacity of GSA personnel


358,133

Promote public awareness on standardization and GSA activities


120,921






277,725

806,725

681,088




National




Establish salt bank


210

Adopted Policy

Objectives

Adopted Strategies









1,256,37

5

15,015,7

89

59,570

2,795,87

0

150,157,890 27,958,697













Promote salt production

Organize workshops in

Regional Workshops in selected

158,700

211

Adopted Policy

Objectives

Adopted Strategies







as a strategic industry and link it to oil and gas sector

selected regions to improve productivity of SMEs

regions to improve productivity of SMEs organized




198,375




11,902,500



66,125



264,500

Implement the District Industrialisation

District The District Industrialisation Programme

39,675,000

212

Adopted Policy

Objectives

Adopted Strategies







Programme implemented



661,250



13,225



10,580,000



26,450



99,188

Enhance the capacity of

HQ Skill needs of owners and

396,750

213

Adopted Policy

Objectives

Adopted Strategies







owners and managers of priority sub-sectors in the manufacturing sector

managers of priority sub-sectors in the manufacturing sector enhanced



6,613



13,225



330,625



158,700

214

Adopted Policy

Objectives

Adopted Strategies









198,375



4,628,750

215

CHAPTER SIX

MONITORING AND EVALUATION PLAN

6.1 INTRODUCTION

Monitoring and evaluation of the performance of public sector programmes and

institutions helps increase their effectiveness and provides increased accountability and

transparency during programme implementation. The Trade and Industry Sector Plan

provides adequate, accurate and timely information on activities by all the different

stakeholders to ensure that Plan implementation achieves the desired objectives and/or

that changes are made on time to ensure that the desired objectives are pursued and

achieved.

6.2. REVIEW OF THE MONITORING AND EVALUATION SYSTEM IN THE

TRADE AND INDUSTRY SECTOR

An elaborate M&E system for the Trade and Industry sector was designed in 2005 for

the Ghana Trade Policy and was reviewed to incorporate programmes and projects

under the new Industrial Policy and all other plans and programmes of the sector in the

Monitoring and Evaluation Plan (2010-2013). This Monitoring and Evaluation (M&E) Plan

is primarily a road map for tracking the progress of implementing the programmes and

projects in the sector.

The M & E system has been used in undertaking the following actions at the national

level.

Preparation and dissemination of annual reports

Joint performance review of the Trade and Industrial Policies

Support programmes and project implementation and policy formulation.

Support the generation of reports used in Private Sector Development Strategy

reviews.

As inputs for NDPC’s Annual Progress Reports (APRs).

Provision of information and updates on the policies, programmes and projects that

were implemented by the Ministry over the period to the Policy Evaluation and

Oversight (PEOU) at the Office of the President.

216

The Trade and Industry sector M & E system faced a number of challenges among

which are:

Inadequate skilled staff needed in the implementation of the M&E system

The M&E system has depended on unreliable technology such as poor internet

connectivity.

Inadequate computers and software for data capture.

Inadequate vehicles for monitoring

Inadequate funds for M&E activities

6.3. STRENGTHENING THE CURRENT M&E SYSTEM UNDER THE SECTOR

PLAN

Overall goal and specific objectives

The overall goal of the sector M&E system is to facilitate the tracking of progress and

effectiveness of the system, as well as identify implementation challenges associated

with the sector plan.

Specifically, the objectives are:

To enhance institutional performance through provision of requisite resources or

capacity to support effective monitoring and evaluation of the plan.

To strengthen and effectively coordinate the current system for Monitoring and

Evaluating the effectiveness of the sector service delivery.

To evolve an effective system for collecting and collating reliable, relevant and

timely data for processing into information for planning and budgeting.

To manage an effective feedback system that makes information available in usable

format.

To improve coordination of all stakeholders including private sector in plan

implementation.

To design a robust and holistic M&E framework which involves all stakeholders

including the private sector.

Institutional Arrangements

The main institutions involved in the M&E system include: the Office of the President,

Parliament, Office of the Head of the Civil Service, NDPC, MOTI, Ghana Statistical

Service, MDAs, Development Partners, Civil Society and NGOs.

217

The responsibility for coordinating the sector M&E system rests with the PPME

Directorate of MOTI and its agencies in collaboration with other PPMEs of the other

MDAs in the sector.

Co-ordination

Information flow is necessary for effective monitoring at all levels and this requires

effective and efficient coordination among all key stakeholders. The existing system will

therefore be upgraded to support the Sector Plan implementation.

Evidence based M&E

Essentially, evidence based M&E system ensures holistic approach to M&E that monitors

input, processes, outputs and outcomes of programmes/projects. The indicators are

disaggregated at various levels for proper tracking of sector plan results. During

implementation, data, reports and surveys form the bases for developing additional

indicators for the sector plan.

PPME of MOTI will collaborate with the Ghana Statistical Service in the collection and

collation of data from relevant institutions for planning purposes. The current feedback

mechanism through Ghana Statistical Service has some flaws in producing accurate and

timely statistics to meet the needs of all stakeholders and end users. The limited data

available through census and surveys are also under-utilized.

The current feedback system will be strengthened to make information available to all

end users. Software will be obtained for the compilation and dissemination of indicators

required for monitoring the plan.

Participatory M&E

In the implementation of the Sector Plan, a participatory M&E mechanism is used by

deploying all the knowledge and resources of a wide range of stakeholders including

MDAs, MMDAs, Private sector, CSOs. Regular bulletins are prepared and disseminated

in addition to APRs. The reports generated summarises the movement of significant

indicators during the plan implementation period.

218

CHAPTER SEVEN

COMMUNICATION STRATEGY

7.1 INTRODUCTION

Implementation of this plan calls for a pro-active and participatory approach involving

all stakeholders to create the necessary sense of ownership and commitment.

The communications strategy is intended to create awareness about the plan and to

use it to leapfrog Ghana as a major industrial country towards the realization of the

broad Government policy of establishing Ghana as a major manufacturing, value added,

financial and commercial hub in West Africa by the year 2015. In this strategy, efforts

will be made to foster greater coordination and transparency thereby minimizing the

tendency for general resistance by stakeholders and general public to its adoption or

implementation resulting from public uncertainty about the maximum benefits, despite

the fact that such a policy is long overdue.

This policy will entail considerable sensitization, education and guidance that afford the

respective stakeholders and the public a better appreciation of the SMTDP.

7.2 THE STRATEGY OBJECTIVES

To create awareness about the goals and objectives of the SMTDP.

Inform the various stakeholders about the goals and objectives to ensure participation and

involvement.

Mobilise support for the SMTDP implementation

Provide progress reports on the plan

7.3. STRATEGIC ISSUES

The plan will help identify and analyze the different groups of stakeholders to be

targeted, their information needs, and specific expectations with regard to the plan;

An appropriate strategy to effectively create awareness about the goals and

objectives of the plan;

The plan will focus on how best to develop strategies to effectively and regularly

inform stakeholders about progress of the plan;

A time bound plan to implement the proposed activities and budget for each year.

219

Strategy Development

The SMTDP is comprehensive and the success or failure of the plan to a large extent

depends on how results, benefits, challenges and expectations are communicated to all

stakeholders. In this regard, an expert group or team should be constituted to

effectively manage the implementation of the plan to ensure success.

The expert group would include the Minister, Deputy Minister, Chief Director, Director

for Finance and Administration, the Director, PPME Directorate, the Head, Project

Coordination Unit, Director for Communication and Public Affairs and any other persons

who can communicate effectively.

The responsibility of this expert group would be to ensure quality management of the

plan, processes, relationships, responsibilities, results and overall direction for sustained

involvement and commitment of key stakeholders.

7.4. METHODOLOGY

The following methodology would be adopted in the communication strategy.

Research

Emphasis would be placed on simple techniques and methods to determine how best to

market the plan through opinion and media research which would be used to determine

how to publicise the plan.

Approach

At all times the approach of the publicity campaign will be in line with the principles of

the plan. This means that the communications plan would be based on participation,

consensus building and a sense of ownership. The print and electronic media would be

used extensively to disseminate information on the programmes and projects of the

sector in a manner so as to achieve the objectives set in the plan.

Participatory

An interactive approach to promotion is necessary to build consensus, which leads to

sense of ownership and helps to provide a forum for discussion. This creates a pool of

journalists who are conversant with trade and industry related issues. It will further

educate the media and other stakeholders.

220

Pro-active

A pro-active approach that anticipates likely issues arising out of implementation of

initiatives and programmes will be adopted.

7.5. STRATEGY

A communication policy that centers on packaging information through proper scrutiny

before it is released would be used. To realise this objective the following would be

adopted:

(a) All communication materials would be approved by the highest authority of the

Ministry or by the expert team.

(b) During crises situation a communication material/document would be prepared for

those who are to speak on the issue to avoid inconsistencies that would further deepen

the crises. Such material would include all the anticipated questions which might arise

on the policy and suggest best response.

Phase One

This initial stage of the publicity programme will focus mainly on building strategic

partnerships with the media. Once the media has properly appraised itself of the

objectives of the strategy, it will be receptive to the publicity campaign to promote the

plan.

Phase Two

Following the orientation of the media, the policy would be launched for

implementation. In implementing the policy it must be such that it builds and reinforces

the policy objectives to focus on building an image around the policy. As part of this

image building, information will be released to the major stakeholders especially

beneficiaries of the policy. This period would be completed when evaluation suggests

that the stakeholders/ beneficiaries have sufficiently embraced it.

221

7.6. COMMUNICATION TOOLS

A combination of communication tools would be used to achieve the objectives. It is

important to note the context of the messages to effectively achieve the objectives set

for the target groups. All the elements that require publicity may be promoted using

one or more communication tools.

Communication tools and Corresponding objectives

(i) Print articles (features)

Create awareness

Inform the public about the objectives of the policy

Encourage participation for mutual benefits

(ii) News Reports (TV, Radio and Print)

Educate the public about the policy

Publicise achievements and success with the implementation

Sustain public interest in the policy

(III) Supplement (monthly in Graphic/Times)

Inform the public about the policy objective and benefits

Build new partnerships and enhance corporate image

Provide an incentive/benefit of the policy to beneficiaries

Minimise apathy towards government policy

(iv) Newsletter

Introduce ideas to encourage consensus building

Inform the public about the progress and impact of the policy

Inform the public about the benefits derived through activities embarked on

by beneficiaries.

Provide a platform for dialogue

(v) Press Conferences, Press release, speeches etc

222

Officials to articulate on the policy and the benefits, achievements and

direction to encourage ownership.

Forum to re-state objectives and achievements.

Forum to articulate and justify the policy

(vi) Radio and TV talk show Programme

Encourage participation and consensus building

Inform the public about the Policy

Remove negative perceptions about the Policy

(vii) Public Announcement

Inform the general public and stakeholders about the introduction of the Policy

and what it entails

(viii) Advertiser’s Announcement

Inform the general public and stakeholders about the introduction of the Policy

and what it entails

Build a new image around the Policy

(ix) Advertisers Announcement (Print Media)

Promote policy to encourage stakeholder interest

(x) Advertisement (Radio/TV)

Promote policy to encourage stakeholder interest

Sustain interest in the policy

(xi) Pamphlets/Brochures


Encourage active participation by all stakeholders and the public

(xii) Posters


Encourage active participation by all stakeholders and the public

223

(xiii) Documentaries (video)

Build a new image around the policy

Inform the public about the policy

Sustain interest in the policy

(xiv) Drama

Showcase the policy and its objectives, benefits etc

Promote the policy

Encourage high level of public participation

Inform the stakeholders about the long term benefits

(xv) Competitions

Essay competitions to encourage and promote youth participation

Generate new ideas

(xvi) Website

Inform the public about the policy

Create updates on the policy

Promote benefits and objectives of policy

Showcase activities and programmes embarked upon to deliver results

Showcase results and achievements

Create platform of opportunity for feedback

Xvii Direct Consumer Contact

Interaction with beneficiaries

Platform for feed-back

Building of confidence and public ‘‘buy-in’’ to enhance stakeholders

participation

7.7. EVALUATION

Continuous evaluation is an important and critical part of any public relations campaign.

For this reason, it would have an in-built mechanism for yearly evaluation of activities

undertaken. This continuous evaluation would provide information on whether the

methods used are achieving the desired results. Furthermore, it would allow for quick

changes and adjustments in implementation to ensure that deliverables are achieved.

224

The evaluation would also reveal the attitudes and expectations to measure the degree

to which stakeholders are being influenced at various stages of the implementation of

the policy.

225

APPENDIX 1 - INFRASTRUCTURE, FACILITIES AND HUMAN RESOURCES FOR THE DEVELOPMENT OF THE SECTOR.

REQUIRED MOTI EDAIF GNPA GFZB NBSSI CEDECOM GHEL GEPC GTFC GSA GRATIS TOTAL

Computers &

Accessories 12 10 200

Printers 2 5 85

Photocopiers 1 3 10

Scanners 1 6

Facsimiles 2 3

Vehicles 12 5

Air conditioners 10 4 311

Fridges 9 6 88

Generator 2 3

Office Space

LCD Projectors 1 2

Television Sets 4 16

Typewriters 1

Filing Cabinets 10 101

Telephone Systems 1 1

Laptop Computers 4 9 18

Platform Scales 5

Residential

Accommodation 5 15

Training/Engineering

Centres 2

Condom Dispenser 3

Pallets

Hanging Scales 20

Haulage Trucks 5

Warehouses 2

Water Dispenser 4 8

Motor Bikes 5 3

Laboratory Space

Laboratory Equipment

226

EXISTING MOTI EDIF GNPA GFZB NBSSI CEDECOM GHEL GEPC GTFC GSA GRATIS TOTAL

Computers &

Accessories 10 36 12 200

Printers 5 21 10 85

Photocopiers 2 2 10

Scanners 3 3

Facsimiles 1 2 1 3

Vehicles 2 25 15

Air conditioners 22 45 20 311

Fridges 9 5 5 88

Generator 1 4 2 3

Office Space 38 3

LCD Projectors 1 1

Television Sets 5 1 16

Typewriters 1

Filing Cabinets 41 35 10 101

Telephone Systems 1

Platform Scales 5 -

Condom Dispenser -

Pallets -

Hanging Scales -

Haulage Trucks 1 2

Warehouses 2

Motor Bikes -

Laptop Computers 17 11 18

Water Dispenser 6 8

Residential

Accommodation 1 15

Training/Engineering

Centres 2

Laboratory Space -

Laboratory Equipment -

EXISTING MOTI GFZB NBSSI CEDECOM GHEL GEPA GTFC GSA GRATIS TOTAL

MALE 151 61 178

FEMALE 90 12 120

AGE 25-59 26-59

227

REQUIRED MOTI GFZB NBSSI CEDECOM GHEL GEPA GTFC GSA GRATIS TOTAL

Finance, Human

Resource Management &

Administration

12 32 75

Legal 1 2

Research Statistics and

Information Management 9 1

Communications and

Public Affairs 3 2

Policy Planning,

Monitoring & Evaluation 7 4

Domestic Trade &

Distribution 5

Trade Facilitation 5

Import – Export Trade 3

Export Trade Support

Services 6

Multilateral and Foreign

Trade 7

SME & Technology 11

Standards 5 24

Internal Audit 3 6

PSDS 3

Accounting 20

Agric and Rural

Development

Operations

Technical/Services 31

Marketing and Sales 9

GPSDF 3

Regional and Overseas

Directorate 56 34

Metrology 47

Testing 83

Inspectorate 53

Certification 19

Total 349

228

EXISTING MOTI EDIF GNPA GFZB NBSSI CEDECOM GHEL GEPC GTFC GSA GRATIS TOTAL

Finance, Human Resource

Management & Administration 32 59

Legal 1

Research, Information and

Statistics 1

Communications and Public

Affairs 2

Policy Planning, Monitoring &

Evaluation 4

Domestic Trade & Distribution

Trade Facilitation

Import – Export Trade

Export Trade Support Services

Multilateral, Regional &

Bilateral Trade

SME & Technology

Internal Audit 6

Integrated Tourism

Development

Agric and Rural Development

Standards 18

PSDS

Operations

Technical/Services 31

Marketing and Sales 9

GPSDF

Regional Directorate 34

Metrology 35

Testing 76

Inspectorate 46

Certification 17

Total 73

Documents

DRAFT SECTOR MEDIUM TERM DEVELOPMENT …...2016/07/15 · Medium Term Development Plan (SMTDP) 2014-2017 is being developed to enable the Ministry to situate its programmes and projects