STRATEGIC PLAN FOR THE DEPARTMENT OF COMMUNITY …...Hundred and Ninety-four Thousand, Seven Hundred and Eighty-Six Ghana Cedis (GH¢ 43,494,786.00). The expected funding sources for

STRATEGIC PLAN FOR THE DEPARTMENT OF COMMUNITY

DEVELOPMENT (2019 – 2023)

REPUBLICOF GHANA

Ministry of Local Government and Rural

Development

Department ofCommunity Development



REPUBLICOF GHANA


Development



DEVELOPMENT

(2019 – 2023)



REPUBLICOF GHANA



Development

@2019

All rights reserved.

This publication may be reproduced, as a whole or in part, provided that acknowledgement of the sources in made. Notification of such would be appreciated. UNICEF Ghana has the copyrights for all the pictures used

in this publication.

Published by:

Department of Community Development of the Ministry of Local Government and Rural Development and UNICEF Ghana

For further information, contact:

Department of Community Development, P.O. Box MB266, Head Office, Accra. Tel: 0302 664586 Website: www.dcd.gov.gh

UNICEF Ghana P. O. Box AN 5051, Accra-North, Ghana. Telephone: +233302772524; www.unicef.org/ghana

For further information and request for copies, contact: Department of Community Development of the Ministry of Local Government and Rural Development. Website: www.mlgrd.gov.gh

This document is made possible by the support of the American People through the United States Agency for International Development (USAID) The contents of this tool are the sole responsibility of the Government of Ghana and do not necessarily reflect the views of USAID or the United States Government. The development,

designing and printing of this document was funded by USAID and UNICEF.

iiiStrategic Plan For The Department Of Community Development (Docd)

1

iiiStrategic Plan For The Department Of Community Development (Docd)

FOREWORD Department of Community Development (DoCD) is a decentralized Department under the sector Ministry of Local Government and Rural Development. It was established in 1948 through an Administrative Regulation 28 (1942) which has been further strengthened by the 1992 Constitution of the Republic of Ghana and the Local Governance Act, 2016 (Act 936).

This five (5) Year-Strategic Plan (2019-2023) for the Department of Community Development (DoCD) redefines and provides renewed strategic direction, policy goals, and objectives based on its mandate. The strategic plan further provides a step-by-step procedure in the implementation of the Department’s functions and operations.

The process of formulating a new Strategic Plan provides an opportunity for us to take stock of our past successes and weaknesses, to determine our vision in the light of challenges ahead, and to put forward strategies to address these challenges and chart new paths that will drive social and economic changes in our communities.

Our strategies for skills development for example aim to enrich learning experiences as well as enhance proficiencies in self-learning skills and engender life-long learning commitment and competencies. This is expected to enhance innovation and entrepreneurial skills in participants to enable them earn a living and contribute to national development.

The strategic plan derives inspiration from our national strategies and policy documents including the National Development Planning Commission’s Medium Term Development Policy Framework (2018-2021), the National Social Protection Policy (2014-2020), the National Decentralization Policy Framework, Local Governance Act, 2016 (Act 936) and L.I 1961) among others. It was also based on other international frameworks, including the Sustainable Development Goals (SDGs) 2030, and the Agenda 2063 of the African Union.

We are confident that the outlined strategies will go a long way to achieve the vision of the Department of Community Development for the period 2019 to 2023. In developing this plan, we were guided by the core values and principles of community development practice and work ethics.

The Strategic Plan will, by and large, enable the Department to fulfil its current mandate of providing training for rural people in income generation activities, educating the inhabitants of rural areas on topical issues, promoting positive social behavioural change, providing technical and vocational skills to the youth, amongst others. These would eventually improve the welfare of people living in both rural and urban poor communities in line with government priorities.

We wish to extend our sincere appreciation to the teams from the National, Regional and District Offices of Department of Community Development, our esteemed Development Partners, our colleagues in the Department of Social Welfare, the staff of the Ministries of Local Government and Rural Development, and Gender and Social Protection for demonstrating a lot of commitment towards the development of the Strategic Plan.

C.K. DondieuThe Chief Director, MLGRD, Accra

iv Strategic Plan For The Department Of Community Development (Docd)

EXECUTIVE SUMMARY The preparation of this 5-year Strategic Plan of the Department of Community Development (DoCD) is a fulfilment of requirements under Ghana’s decentralization policy which designates Districts and sector Departments as planning authorities. The legal instrument that establishes sector Departments empowers them to among other things, formulate and implement plans, programmes and strategies for effective mobilization of material and human resources for local development. Sector Departments are, therefore, required to prepare development plans in line with the National Development Planning Commission’s guidelines. This document has been prepared in accordance with Section 1 (3) 2 (1) and 10 (3) of the National Development Planning Commission (System) Act 1994 (480) and in line with National Medium-Term Development Policy Framework (2018-2021).

Methodology

Both qualitative and quantitative Methodologies were used in gathering data towards the preparation of this document. Interviews were used to gather the data from the selected sample (DoCD Staff). In all, a sample size of 6.1 percent was used to select survey participants from the former 10 regions through semi-structured interviews. Thirty-two (32) participants selected from 24 MMDAs and the then 10 Regional Coordinating Councils. The key assignments of the survey are as follows:

● Interviewed Nine (9) National level Officers including five (5) Deputy Directors of Department of Community Development (DoCD).

● Interviewed 10 Regional Directorates of DoCD in all the former 10 regions of Ghana (Ashanti, Northern, Western, Central, Brong Ahafo, Volta, Northern, Upper East and West and the Greater Accra Regions).

● Interviewed Eighteen (18) Programme Heads, all in the former 10 regions.

In all, a total of Sixty-Nine (69) persons were interviewed. This selected sample constitutes the Management/Directorate body that governs the affairs of the Department.

There was also desk review on progress of cross-cutting issues during implementation and how that guide the Department in formulating programmes and projects. A zero draft of the Strategic plan was presented to stakeholders at a workshop for their comments.

Summary of Key Issues

A number of critical issues were identified from the situational analysis and Potential Opportunity Constraints and Challenges (POCC) Analysis as challenges facing effective performance of Department of Community Development which needs to be addressed in this strategic plan. Summary of key issues identified are as follows;

● Inadequate infrastructure, office accommodation and logistics

● Insufficient funds allocation to the Department from the Central government

● Unreliable and untimely data for planning, policy making, programming, monitoring and evaluation

vStrategic Plan For The Department Of Community Development (Docd)

● Inadequate and low technical skills in Community Development

● Inadequate and limited coverage of Community Development Programmes for vulnerable groups

● Prevalence of abuse, violence and exploitation of children including child trafficking and others worst forms of child labour.

● Inadequate opportunities for unemployed youths to gain and retain entrepreneurial and employable skills.

● Inadequate Apprenticeship and skills/ entrepreneurial development centres

● Inadequate appropriate technology skills training for Rural Artisans.

● Dilapidated and / or inadequate Departmental infrastructure including training centres.

● Weak linkage between TVET institutions and industry

● Inadequate refresher courses for Technical Instructors

● Inadequate qualified human resource

● Insufficient sensitization on HIV and AIDS/STIS Population, Gender, Health, Fire Safety, Road Safety and environmental issue.

As part of measures in addressing the issues identified, a strategic development focus formulated. As a means of making the focus a reality, goals and objectives and strategies were formulated in consultation with key Stakeholders. Programmes and projects were also designed for implementation within the five-year plan period. The implementation of programmes and projects in the strategic plan will result to the following outcomes;

● Effective child protection and family welfare system

● Economic empowerment of women promoted

● Effective participation of the youth in socioeconomic development

● Reduction of new HIV and AIDS/STIs and other infections, especially among vulnerable group

● Increased number of basic infrastructures such as potable water, sanitation, electricity, road networks, schools, health facilities, low-cost housing

● Increased skilled labour force and employment opportunities

● Reduction in rural out migration

The total cost of the 5-year strategic plan for the Department amount to Forty-Three Million, Four Hundred and Ninety-four Thousand, Seven Hundred and Eighty-Six Ghana Cedis (GH¢ 43,494,786.00). The expected funding sources for this strategic plan are:

● Government of Ghana (GoG)

● Grants, Donor Assistance (including NGOs, CSOs)

● Development Partners

● District Assemble Common Fund

● Internally Generated Fund

Table of ContentsFORWARD iii

EXECUTIVE SUMMARY iv

Methodology iv

Summary of Key Issues iv

LIST OF TABLES x

LIST OF ACRONYMS xi

CHAPTER ONE 1

GENERAL INTRODUCTION 1

1.1 Introduction 1

1.2 Background: Ministry of Local Government and

Rural Development 1

1.2.1 Vision 1

1.2.2 Mission 1

1.2.3 Core Values 2

1.2.4 MANDATE AND FUNCTIONS 2

1.2.4.1 Mandate 2

1.2.4.2 Key Functions 2

1.3 Department of Community Development 3

1.3.1 Background 3

1.3.2 Legal Framework 3

1.3.3 Goal 4

1.3.4 Vision 4

1.3.5 Mission 4

1.3.6 Core Values 4

1.3.7 Objectives of Department of Community Development 4

1.3.8 Functions of Department of Community Development 5

1.3.9 Scope of operation 5

1.4 Rationale for the Development of the Strategic Plan (2019-2023) 5

1.5 Situational Analysis 5

1.6 Summary of Key Development Issues (2019-2023) 7

Table 1.1: Key Issues 7

1.7 Relevant Legal and Policy Documents 8

• Government of Ghana Child and Family Welfare Policy (2015) 8

• Government of Ghana Justice for Children Policy (2015) 8

• The National Social Protection Policy of Ghana (2015) 8

• Government of Ghana Children’s (Amendment) Act, 2016 (Act 937) 8

• Local Governance Act, 2016 (Act 936) and L.I 1961 8

1.7.6 The Coordinated Programme of Economic and Social

Development Policies of the Government of Ghana (2017-2024)

(Agenda for Jobs) 9

1.7.7 National Development Planning Commission (NDPC)

guidelines (2018-2021) 10

1.7.8 United Nations Sustainable Development Goals (SDGs) 10

1.7.9 Africa Union 2063 Goals and Strategies 11

1.8 Alignment of Key Development Issues with National

Medium-Term Development Policy Framework and

Sustainable Development Goals 11

1.9 National Development Agenda for Job Creation and

Sustainable Development Goal (SDG) Poverty Reduction 11

Table 1.2: Skills and Entrepreneurial Training for the Youth

from 2019 to 2023 13

CHAPTER TWO 16

DEVELOPMENT PRIORITIES 16

2.1 Introduction 16

2.2 Analysis of Political, Economic, Socio-Cultural, Technological,

Environmental and Legal (PESTEL) of the Department

of Social Welfare 16

Table 2.1: Political, Economic, Socio-Cultural, Technological,

Environmental and Legal Analysis 16

2.3 Potentials, Opportunities, Constraints and Challenges 17

Table 2.2: POCC for National level Stakeholders 18 Table 2.3: POCC for Regional Level Stakeholders 18

Table 2.4: POCC Analysis for District Level Stakeholders 19

CHAPTER THREE 21

DEVELOPMENT GOALS, OBJECTIVES AND STRATEGIES 21

3.1 Introduction 21

3.2 Development Goals, Objectives and Strategies 21

Table 3.1: Development Goals, Objectives and Strategies 22

3.3 Alignment of Key Development Issues with NMTDP

Framework and Sustainable Development Goals 25

Table 3.2: Alignment of Key Development Issues with NMTDP


3.4 Logical Framework 28

Table 3.3: Logical framework for Department of Community Development 29

CHAPTER FOUR 36

DEVELOPMENT PROGRAMMES 36

4.1 Introduction 36

4.2 Programme of Action (2019-2023) 37

Table 4.1 Annual Action Plan for the Department of Community

Development at the National level 2019 - 2023 37

Table 4.2: Composite Programme of Action at the

Regional level - 2019 - 2023 41

Table 4.3: Composite Programme of Action at the

District Level (2019-2023) 44

4.3 Programme Based budgeting for financial Allocation 49

Table 4.4: Sub-Program Results Statement 49

4.4 Financial Projections and Resource Requirements for the

Plan Period 49

Table 4.5: Financial Projection for the National Level 2019-2023 51

4.4 Financial Projection for the Regional Level 51

Table 4.6 Financial Projection for the Regional Level 2019 - 2023 51

4.5 Financial projection for the MMDAs Level 52

Table 4.2 Financial projection for the MMDAs Level 2019 - 2023 52

CHAPTER FIVE 54

ANNUAL ACTION PLANS 54

5.1 Introduction 54

5.2 Annual Action Plan (2019-2023) 54


at the National level– 2019 - 2023 55

CHAPTER SIX 57

MONITORING AND EVALUATION 57

6.1 Introduction 57

6.2 Monitoring and Evaluation Methodology 57

6.3 Phases of the Operational Monitoring and Evaluation Plan 57

6.4 Structure of M & E Plan 58

6.5 Institutional Framework for Monitoring & Evaluation 58

6.5.1 Monitoring and Evaluation Mandate of the Department 58

6.5.2.1 The Ministry Local Government and Rural

Development (MLGRD) 58

6.5.2.2 Department and Agencies 59

6.5.2.3 Agencies at Regional Level 60

6.6 Strategic Monitoring and Evaluation Plan 60

6.8 Monitoring Indicators 60

6.9 Monitoring and Evaluation Matrix 61

6.10 Monitoring & Evaluation Budget 61

Table 6.2 Summary M&E Budget for Strategic Plan 2019 – 2023 Rollout 61

6.11 Data Collection, Validation and Collation 62

6.11 M&E Information Communication System 62

Table 6.8 Progress Reporting Template 62

CHAPTER SEVEN 64

COMMUNICATION STRATEGY 64

7.1 Introduction 64

7.2 Objectives of the Communication Strategy 64

7.3 Stakeholder Analysis 64

7.4 Communication Strategies 64

7.5 Communication Plan/Matrix 65

Table 7.1 Communication Matrix 65

7.6 Conclusion 66

Appendix 1: ORGANOGRAM 68

Appendix 2: Summary of key cross-cutting issues reviewed 73

Appendix 3: References 74

x Strategic Plan For The Department Of Community Development (Docd)

LIST OF TABLESTable 1.1: Key Issues 7

Table 1.2: Job Creation for Unemployed Youth for 2019 to 2023 13

Table 2.1: Political, Economic, Social, Technological, and Legal Analysis 16

Table 2.2: POCC analysis for District Level Stakeholders 18

Table 2.3: POCC for Regional Level Stakeholders 18

Table 2.4: POCC for National level Stakeholders 19

Table 3.1: Development Goals, Objectives and Strategies 22

Table 3.2: Alignment of Key Development Issues with NMTDP


Table 3.3: Logical framework for Department of Community Development 29


Development at the National level 2019 - 2023 37

Table 4.2: Composite Programme of Action at the Regional level - 2019 - 2023 41

Table 4.3: Composite Programme of Action at the District Level (2019-2023) 44

Table 5.1: Annual Action Plans (2019 Action Plans) 55

Table 6.2 Summary M&E Budget for Strategic Plan 2019 – 2023 Rollout 61

Table 6.8 Progress Reporting Template 62

Table 7.1 Communication Matrix 65

xiStrategic Plan For The Department Of Community Development (Docd)

LIST OF ACRONYMSC4D Communication for DevelopmentCBOs Community-Based OrganizationsCPESDP Coordinated Programme of Economic and Social Development Policies CSOs Civil Society OrganizationsDA District AssemblyDoCD Department of Community DevelopmentDPCU District Planning Coordinating UnitDPs Development Partners DSWCD Department of Social Welfare and Community Development FBOs Faith-Based OrganizationsGLSS Ghana Living Standards Survey GSFP Ghana School Feeding ProgrammeGSGDA Ghana Shared Growth and Development Agenda I & IIIGF Internally Generated Fund ILGS Institute of Local Government Service LEAP Livelihood Empowerment Against PovertyLI Legislative InstrumentM&E Monitoring and Evaluation MDAs Ministries, Departments and AgenciesMLGRD Ministry of Local Government and Rural DevelopmentMMDAs Metropolitan, Municipal and District Assemblies MoGCSP Ministry of Gender, Children and Social ProtectionMTDP Medium Term Development PlanMTEF Medium Term Expenditure Framework NDPC National Development Planning CommissionNGOs Non-Governmental OrganizationsNHIS National Health Insurance SchemeNSC National Steering CommitteeOHLGS Office of the Head of Local Government ServicePOCC Potential Opportunity Constraints and ChallengesPPBMED Policy, Planning, Budgeting, Monitoring and Evaluation DirectorateRDC Rural Development CollegeRDCD Regional Department of Community DevelopmentRDSW Regional Director of Social WelfareRPCU Regional Planning Coordinating UnitRSIM Research, Statistic and Information ManagementSDGs Sustainable Development GoalsSP Strategic PlanToR Terms of ReferenceTVET Technical and Vocational Education and TrainingUN United NationsUNICEF United Nations International Children’s Emergency FundUSAID United States Agency for International Development

GENERAL INTRODUCTION1CHAPTER ONE

1

1Strategic Plan For The Department Of Community Development (Docd)

CHAPTER ONE GENERAL INTRODUCTION

1.1 Introduction

The Department of Community Development (DoCD) has received financial support from United States Agency for International Development (USAID) and technical support from the United Nations International Children’s Emergency Fund (UNICEF) to develop a Five (5) year Strategic Plan (2019-2023) as required under the Policy Framework of the National Development Planning Commission (NDPC). This section of the report presents the profile of the Department of Community Development. The key issues presented include the vision, mission, core values and functions of the Department. However, since the Department is under the auspices of the Ministry of Local Government and Rural Development, it is also imperative to describe the Ministry’s vision, mission, the core values, and key functions.

1.2 Background: Ministry of Local Government and Rural Development

The Ministry of Local Government and Rural Development (MLGRD) belongs to the Central Management Agencies category of Government Machinery whose mandate among others, can be categorised into three broad areas namely:

● Decentralisation

● Rural Development

● Urban Development

In addition to these areas the Ministry is also mindful of cross cutting issues of Gender, HIV and AIDS.

1.2.1 Vision

The vision of the Ministry is “achieve a sustainable, equitable economic growth and poverty reduction through citizen participation and accelerated service delivery at the local level within a decentralized environment’’.1

1.2.2 Mission

The mission of the MLGRD is “to ensure good governance and balanced development of Metropolitan, Municipal and District Areas through the formulation of policies on Governance (including decentralization policies) and Rural Development; and Guidelines on the acquisition and use of human and financial resources by Assemblies; the design and delivery of systems to set targets for and monitor the performance of Assemblies and the development and monitoring of sector plans; and the provision of management advisory services to the Assemblies”.2

1www.mlgrd.gov.gh²www.mlgrd.gov.gh

2 Strategic Plan For The Department Of Community Development (Docd)

1.2.3 Core Values

The core values of the Ministry are the following:3

● Integrity

● Efficiency

● Accountability

● Gender equity

● Objectivity and fairness

1.2.4 MANDATE AND FUNCTIONS

1.2.4.1 Mandate

The Ministry of Local Government and Rural Development and its Departments and Agencies belong to the Central Management Agencies category of Government Machinery with the mandate to ensure good governance and balanced development of Metropolitan/Municipal/ District Assemblies. The Ministry derives its mandate4 from the 1992 constitution of the Republic of Ghana, Executive Instrument (E.L) 28, 2017 and section 12 of the PNDCL 327 which provides the responsibilities of Ministries.

1.2.4.2 Key Functions

The Ministry of Local Government and Rural Development and its Departments and Agencies belong to the Central Management Agencies category of Government Machinery whose mandate among others, is to ensure good governance and balanced development of Metropolitan/Municipal/District Areas. The Key functions of the MLGRD include the following:

I. Design, monitor and evaluate policies, programmes and projects to reform local governments;

II. Formulate policies for the installation of effective decentralized public administration system at the regional, district and sub-district level;

III. Promote efficiency in local administration;

IV. Human resource development and manpower training to up-grade the performance of the local government sector;

V. Promote participation of civil society in administration and development through community actions;

VI. Facilitate accelerated rural development;

VII. Facilitate the allocation of resources for local level development;

VIII. Promote orderly development of human settlements in urban and rural areas;

IX. Facilitate the registration of births and deaths to provide the statistical bases for development planning;

X. Advise government on matters affecting local government

3 www.mlgrd.gov.gh41992 constitution and section 12 of the PNDCL 327


Based on the above listed functions the Sector mandate can be grouped under the following broad areas of

● Decentralisation and Local Governance;

● Rural Development; and

● Urban Development

1.3 Department of Community Development

1.3.1 Background

The Department of Community Development (DoCD) is one of the Departments under the Ministry of Local Government and Rural Development (MLGRD) charged with the mission of promoting and ensuring the improvement in the living standards of the people in the rural areas and the disadvantaged sections of the urban communities through their own initiatives and active participation. The Department, therefore, promotes the socio-economic well-being of the rural communities, the disadvantaged and urban poor within a decentralized administrative system.

The primary focus is on assisting the vulnerable and socially excluded in order to improve their situation by building on their own initiatives and assets. The mandate of the Department of Community Department is charged with the responsibility of facilitating the enhancement of living standards of the communities in Ghana. However, the Department of Community Development and Department of Social Welfare are merged at the district level as one Department.

Community Development (CD) is a set of values and practices which plays a special role in overcoming poverty and the disadvantaged, knitting society together at the grass roots and deepening democracy. Community Development has five (5) aspects. Community Development has certain values, principles and roles. These values and principles are social justice, self-determination, working and learning together, sustainable communities, participation and reflective practice.

1.3.2 Legal Framework

The Department of Community Development was established in 1948 by the then Colonial Administration of Gold Coast. Currently, it is a Department under the auspices of the Ministry of Local Government and Rural Development. The legislation backing the Department of Community Development since its inception has been further strengthened by the 1992 Constitution of the Republic of Ghana, Local Governance Act, 2016, Act 936. The mandates of the Department are guided by the following legislative and regulatory frameworks:

● 1992 Constitution of Ghana

● Local Governance Act 2016 (Act 936)

● Legislative Instrument (L.I) 1961


1.3.3 Goal

The main goal of Department of Community Development is “to improve the living standards of people in the rural areas and disadvantaged sections of the urban communities through their own initiatives and their active participation in a decentralized system of administration”.5

1.3.4 Vision

The vision of the Department of Community Development is ‘excellent Community Development practices which are voluntary and healthy interdependent that will be mutually beneficial with shared responsibilities to enhance the living standard of both urban and rural communities.

1.3.5 Mission

The Department of Community Development exists “to promote and ensure improvement in the living standard of people in the rural areas and disadvantaged sections of the urban communities through their own initiatives and their active participation in a decentralized system of administration”.

1.3.6 Core Values

● The core values of the department are:6

● Professionalism

● Dedication

● Sense of equity

● Reliability

● Empathy

● Respect for human dignity

1.3.7 Objectives of Department of Community Development

Within the broad objective of seeking an improvement in the socio-economic wellbeing of rural and deprived urban communities. The Department of Community Development pursues the following objectives.7

● To facilitate the dissemination of development related information to the people at the grassroots and relay back to Government thereby creating a 2-way channel of communication.

● To extend support services in awareness creation, community animation, and mass mobilization to civil society organizations and other development partners and sister development agencies.

● To transfer sustainable and employable skills such as catering, dressmaking, home management, computer studies, building construction, auto mechanics, electrical installation etc. to the youth, to create wealth, reduce poverty and lessen rural-urban migration.

5 www.dcd.gov.gh6www.dcd.gov.gh7www.dcd.gov.gh


● To provide technical support and advice towards the construction of essential socio-economic infrastructure for needy communities through self-help and community initiative.

● To expose women to available opportunities for enhancing their socio-economic status.

● To provide counselling, guidance, conflict resolution and other services to unit committees and other community-based organizations.

1.3.8 Functions of Department of Community Development

The core functions of the department include;8

Provide Technical and Vocational Education and Training to the youth.

Promote behaviour and social change through Communication for Development (C4D) strategy.

Facilitate the development of Community Development Policies and Strategies.

Set standards and targets in Community Development fieldwork and Technical and Vocational Education and Training (TVET).

Promote and provide institutional and community levels skills training for Alternative Livelihood Programmes.

Monitor and evaluate Community Development fieldwork and Technical and Vocational Education and Training (TVET) activities.

1.3.9 Scope of operation

As a decentralized Department, the Department of Community Development operates in all the 16 Regions and 260 Metropolitan, Municipal and District Assemblies (MMDAs). The Department executes six core programmes which are mostly poverty reduction focused, namely;9

● Mass Education (Social Drive)

● Home Science Extension;

● Youth Skills Transfer;

● Community Initiative Projects; and

● Extension Services [Campaigns]

● Training of community facilitators

1.4 Rationale for the Development of the Strategic Plan (2019-2023)

The development of the Five-Year Strategic Plan (2019-2023) is intended to assist the Department of Community Development to redefine its strategic direction, policy goals, objectives and formulate strategies based on its mandate. This Plan will serve as a guide to align the Department’s operations with National Development Policy Frameworks in consistent with International Development Goals.

1.5 Situational Analysis

The core operations of the department include Mass Education (Social Drive) and Technical Vocational Education and Training. 10

8www.dcd.gov.gh9 www.dcd.gov.gh10DCD SMTDP 2019-2022


Mass Education (Social Drive)

The Mass Education programme seeks to promote community animation/public education, sensitization and awareness creation through Communication for Development (C4D) techniques. These include campaigns, mass and study groups meetings, one day schools, mobile cinema/video shows, group discussions, rallies, drama, puppet shows, and role plays as well as development of audio-visual aids to mention a few.

It provides the platform for the promotion of community mobilization, community participation and community management for community planning, decision-making and implementation of programmes and projects aimed at improving the lots of community members through discussions of such topical and developmental issues as Child and Family Welfare Policy, Water, Sanitation and hygiene to mention a few. For instance, the Child and Family welfare policy, adopted in 2014, assigned the Department the responsibility to implement behaviour and social change component of the child protection systems strengthening. Per the ambit of the responsibility, the Department leads the social mobilization of the communities to engage them for social and behaviour change using the child protection community engagement tools, example the Child Protection Toolkit, Reporting and Monitoring Application Software, with the objective of reducing acceptance of social practices which have negative consequences or are damaging to children’s lives.

In addition, the Department focuses on group formation, leadership training and conflict resolution with the view to ensure developmental efforts among communities.

Home Science Extension

It promotes Women’s Field Work activities where vulnerable women are mobilized into groups and empowered through such schemes as informal Vocational, Entrepreneurial and Employable Skills Training, Income Generating Activities, Exhibitions, Home Visits and Home Management Techniques.

Among the income generating and economically viable ventures include shea-butter extraction, palm oil processing, soap making, gari processing, weaving, pottery and many others.

The Rural Development College (RDC)

The Departmental College offers training programmes in Community Development and Social Protection at Rural Development College (RDC) at Kwaso near Kumasi in the Ashanti Region for Community Educators (Change Agents) to provide support for community engagement.

Community Initiative Projects (CIPs)

These are essentially felt needs of a community, planned and constructed by the community itself with technical advice and guidance given by the Mass Education staff and the Technical Service Division of the Department.

The projects are undertaken through voluntary communal labour and mass participation under local leadership, supplemented with individual contributions in money and building materials.

Employable Skills Training for Youth

The Twenty-five (25) Community Development Vocational and Technical Institutions provide Technical and Vocational Education and Training including Alternative Livelihood Activities to the youth to get


employable skills in order to create wealth, and reduce poverty so as to enable them to achieve and maintain a meaningful life while remaining in their localities with the aim of decreasing or curbing rural out migration among the youth. For example, with the Government’s efforts to replace illegal gold mining activities (Galamsey) with functional and viable alternative livelihood programme to avert the negative effects on the environment, it is expected that five thousand (5,000) direct beneficiaries as well as ten to twenty thousand (10,000-20,000) indirect beneficiaries will be trained in vocational and technical skills in the Community Development Vocational and Technical Institutions and within Community nationwide.

Extension Services

The Department extends supports to government as well as Non-Governmental Agencies through collaborative programmes in areas such as awareness creation, social mobilisation and community animation to enhance the implementation of various programmes.

1.6 Summary of Key Development Issues (2019-2023)

A number of critical issues identified from the situational analysis as challenges facing effective performance of Department of Community Development which needs to be addressed in this plan are indicated in Table 1.1.

Table 1.1: Key Issues ● Low awareness of and regard for the rights of children

● High incidence of violation of children’s rights

● Weak enforcement of laws on the rights of children

● Absence of a comprehensive Child Protection legal framework

● Weak coordination and collaboration on children’s issues

● Inadequate child development data for policy-making and planning, programming, monitoring and evaluation

● Under nutrition and malnutrition among children

● Unfavourable socio-cultural environment for gender equality

● Gender disparities in access to economic opportunities

● Inadequate representation and participation of women in public life and governance

● Slow progress in the elimination of gender-based inequalities

● Low recognition of gender equity in public sector (public sphere)

● Lack of gender responsive budgeting

● Insufficient procedures and tools to monitor progress on gender mainstreaming

● Prevalence and practice of outmoded customs inimical to the rights of women and girls.

● Inadequate support for victims of violence especially women and girls

● Persistence of gender disadvantage in the formal labour market

● Gender-related inequalities in women’s capacity for choice and agency

● Limited availability and analysis of relevant data on gender issues on all segments of society


● Limited access to HIV/AIDS Services for girls, women and persons with disability

● Inadequate facilities such as information management system, documentation centre/library, internet connectivity and word-based facility for data management

● Inadequate capacity to collect, collate and analyse data to meet specific needs of the Department

● Inadequate infrastructure, office accommodation and logistics

● Inadequate and low technical personnel in Community Development

● Insufficient funding for the Department’s programmes and projects

● Weak, unreliable and untimely data for planning, policy making, programming, monitoring and evaluation.

● Abuse of social media and internet by children

● Inadequate and limited coverage of community development programmes for vulnerable groups


● Absence of legal and regulatory framework for social protection

● Weak coordination of social policies, programmes and projects

● Ineffective coordination of social protection interventions

● Inadequate funding for social protection interventions

● Lack of reliable and timely data for planning, policy making, programming, monitoring and evaluation.

● Inadequate knowledge on issues of Ageing

● Discrimination and violence against older persons especially women

● High incidence of poverty among older people

● Chronic age-related health conditions, poor diet and lack of geriatric care

1.7 Relevant Legal and Policy Documents

The following key policy documents have been reviewed to offer a legislative underpinning to the preparation of this Strategic Plan.

● Government of Ghana Child and Family Welfare Policy (2015)

● Government of Ghana Justice for Children Policy (2015)

● The National Social Protection Policy of Ghana (2015)

● Government of Ghana Children’s (Amendment) Act, 2016 (Act 937)

● Local Governance Act, 2016 (Act 936) and L.I 1961

The reviews were made to ensure that proposed interventions would be aligned with existing policies and legislations.


1.7.6 The Coordinated Programme of Economic and Social Development Policies of the Government of Ghana (2017-2024) (Agenda for Jobs)

The Medium-Term National Development Policy framework for 2018-2021, Agenda for Jobs: Creating Prosperity and Equal Opportunity for All is the sixth in the series of Development Policy Frameworks prepared over the past two decades. The framework builds on the successes and addresses the challenges of its immediate predecessor – the Ghana Shared Growth and Development Agenda (GSGDA II), which was implemented over the period 2014-2017.

The purpose of the Medium-Term Development Policy Framework is to operationalize the vision, policies and programmes outlined in the Presidents Coordinated Programme of Economic and Social Development Policies (CPESDP, 2017-2024) - named Agenda for Jobs: Creating Prosperity and Equal Opportunity for All, 2017. This Medium-Term National Development Policy Framework, 2018-2021, becomes the implementation framework for the Presidents Coordinated Programme, guiding the overall economic and social development of the country. In the context of the constitutional requirement to establish a free and just society, the government medium-term vision as articulated in the Coordinated Programme of Economic and Social Development Policies, 2017-2024, is to: Create an optimistic, self-confident and prosperous nation, through the creative exploitation of our human and natural resources, and operating within a democratic, open and fair society in which mutual trust and economic opportunities exist for all.”

Four main goals are derived from the vision for the period of the policy framework, 2018-2021, namely:

● Create opportunities for all Ghanaians;

● Safeguard the natural environment and ensure a resilient, built environment;

● Maintain a stable, united and safe society; and

● Build a prosperous society.

To achieve these goals, the medium-term priority policies, programmes and projects will be anchored on the following strategic areas:

● restoring the economy;

● transforming agriculture and industry;

● strengthening social protection and inclusion;

● revamping economic and social infrastructure; and

● reforming public service delivery institutions.

The overall goal of the government social development strategies, over the medium term, is to create equal opportunity for all. This entails: expanding opportunities where large-scale job creation is possible; expanding access to and improving the quality of education at all levels for all socio-economic groups; expanding access to and improving the quality of healthcare; and strengthening social protection, especially for children, women, persons with disability and the elderly.


1.7.7 National Development Planning Commission (NDPC) guidelines (2018-2021)

Ministries, Departments and Agencies (MDAs) as well as MMDAs are required by the Civil Service Law 1993, PNDCL 327, Act 480 and LI 2232, to undertake development planning functions in consultation with the National Development Planning Commission (NDPC). They are required to prepare and submit for approval by the Commission a development plan based on and compatible with national development priorities and sectoral development guidelines issued by NDPC.

The National Development Planning Commission acting on its mandates has therefore developed guidelines to guide the preparation of 2018-2021 Sector and District Development Plans. The Guidelines have been developed to help achieve the foregoing. Specifically, the guidelines have been prepared to:

● provide the medium-term national development policy context for plan preparation by MDAs and MMDAs;

● present a step-by-step guide for preparing sector and district development plans;

● define the format and content of sector and district development plans;

● provide some recommended tools and analytical techniques to support the process of plan preparation by MDAS and MMDAs;

● enhance understanding of the link between the national development policy framework and implementation of international development frameworks such as AU Agenda 2063, UN Agenda 2030 (SDGs), etc.; and

● Provide a guide for ensuring effective public participation in the preparation of sector and district plans.

1.7.8 United Nations Sustainable Development Goals (SDGs)

The sustainable Development Goals (SDGs), otherwise known as the Global Goals, are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity. Paragraph 21 of the Declaration of 2030 Agenda for Sustainable Development emphasizes that the implementation of the Agenda should be done by taking into consideration, different national realities, capacities and levels of development and respecting national policies and priorities. It acknowledges the importance of the regional and sub-regional dimensions, regional economic integration and inter connectivity in sustainable development within the context of regional and sub-regional frameworks which can facilitate the effective translation of sustainable development policies into concrete actions at the national level. The SDGs were adopted in 2015 and its implementation requires that countries prioritize, adapt the goals and targets in accordance with local challenges, capacities and available resources.

In relation to the above, Ghana is already implementing its own national development agenda: The Agenda for Jobs: creating prosperity and equal opportunity for all (2018-2021) which needs to be responsive to the Sustainable Development Goals (SDGs). The need to integrate the SDGs into the MTDPs of MDAs and MMDAs has therefore become imperative. The integration will help MDAs and MMDAS to put in place plans, strategies and activities towards realization of the SDGs. So, in attempt to design a strategic plan for the DoCD, it is important to link the key issues to the Sustainable Development Goals. The SDGs are well crafted and seek to achieve the global development agenda to the highest extent possible by 2030. The SDGs has 17 goals and 169 targets which includes issues on gender, children, PWDs, the disadvantaged and the excluded.


1.7.9 Africa Union 2063 Goals and Strategies

Agenda 2063 is a strategic framework for the socio-economic transformation of the continent over the next 50 years. It builds on, and seeks to accelerate the implementation of past and existing continental initiatives for growth and sustainable development. The main vision of this Agenda was an integrated, prosperous and peaceful Africa, driven by its own citizens and representing a dynamic force in International arena”. The Agenda is carefully crafted to help achieve the following aspirations;

● A prosperous Africa based on inclusive growth and sustainable development

● An integrated continent, politically united and based on the ideals of Pan- Africanism and the vision of Africa’s Renaissance

● An Africa of good governance, democracy, respect for human rights, justice and the rule of law

● A peaceful and secure Africa

● An Africa with a strong cultural identity, common heritage, shared values and ethics

● An Africa whose development is people-driven, relying on the potential of African people, especially its women and youth, and caring for children

● Africa as a strong, united and influential global player and partner

In all, the Agenda 2063 has 20 goals and 172 targets which include issues on gender, children, PWDs, the disadvantaged and the excluded.

1.8 Alignment of Key Development Issues with National Medium-Term Development Policy Framework and Sustainable Development Goals

The Sustainable Development Goals (or Agenda 2030) calls on all societies and countries to put in place systems, policies and programme that will help to rapidly reduce poverty and create opportunities for all manner of people, particularly the poor and socially disadvantaged. Overall, the 17 goals with their respective indicators and targets have important implications for how countries like Ghana are governed. They also have implications for the welfare of Children.

For these objectives to be met, the role of the Department of Community Development cannot be underestimated.

1.9 National Development Agenda for Job Creation and Sustainable Development Goal (SDG) Poverty Reduction

The 2030 Agenda (SDG) acknowledges that promoting sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all, is among the greatest global challenge and an indispensable requirement for sustainable development. To escape from poverty, the poor need productive jobs that lead to higher income. Following the widespread conviction that poverty can only be reduced if people have decent and productive jobs, the first Sustainable Development Goal aims to “End poverty in all its forms everywhere”.

Poverty is detrimental, and if nothing is done to overcome poverty, we will continue to suffer its impact on economic growth and social cohesion, political and social tensions, and, in some circumstances, instability and conflicts.


Empowering the youth with the knowledge and skills to play a full role in nation building is therefore paramount. The National Youth Policy of Ghana defined “youth” as “persons who are within the age bracket of fifteen (15) and thirty-five (35)”. The Youth are a major source of human capital and key agents for sociocultural, economic, and political development as well as technological innovation worldwide. Their imagination, ideals, energies and vision are essential for the continuing development of societies.

The development and empowerment of the youth is imperative for the attainment of national developmental goals. It is therefore important to take account of the youth in national developmental efforts by; providing opportunities for learning and acquiring life-long skills; affording them an appreciation of decision-making processes and how these decisions affect them, instilling in them the communal spirit.

According to the 2015 Labour Force Survey, the youth, defined as those aged 15-35 years, constitute 35.9 percent of the population. Currently, 16.9 percent of the youth are estimated to be unemployed, with a labour underutilisation rate of 42.0 percent. Factors contributing to this situation include lack of employable skills; mismatch of education and industry; inability of the economy to create new jobs at a much faster rate; and limited access for the youth to start-up capital. Evidence from GLSS 6 shows that about 77 percent of the youth have only basic education qualifications or less, making it difficult to get decent jobs. Reversing the situation will require accelerated training and re-skilling interventions for large numbers of the youth.

The Department of Community Development is among the key stakeholders when it comes to job creation. Table 1.2 present key strategies the Department intends to implement in helping create jobs for the people, especially the youth.


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To promote economic empowerment, training programmes will be organized in areas such as dress making, soap making, batik tie and dye and other economic ventures. Empowering women and other vulnerable group economically can help create jobs for a large number of people.

Other measures to be pursued include; improving access to education, health and skills training in income-generating activities for vulnerable persons including women; conditions of service, and promotions in both the formal and informal economy; ensuring the protection of women’s access; instituting a mentoring of girls programme to create a pool of potential female leaders; and encouraging women artisans and farmers to form associations for easy access to information and other forms of support.

Education and Skills Training

Education and skills training are critical to the development of a young person’s productive and responsible life. The main goal of the Department is therefore to ensure the development of a knowledgeable, self-reliant, skilled, disciplined, and a healthy population with the capacity to drive and sustain the socio-economic development of the nation. Outcome of Education and Skills Training is expected to; make development and delivery of education and skills training more responsive to the labour market. This can be achieved through the constant review of the Training and Education curricula; increase access to post basic education skills training; make learning a life-long vocation; use education to narrow the gap between young persons and their environment and provide apprenticeship training for out -of -school youth.

In this connection, the Department aims at; building the capacity of the youth to discover wealth-creating opportunities in their backyards and environment; enabling the youth to have access to reliable and adequate labour market information; creating opportunities for young people to take advantage of available jobs; and training and preparing the youth for the global market.

Entrepreneurial Development

Entrepreneurial development, among other factors, propels and accelerates socio-economic development.

Gender Mainstreaming

The cardinal principle of this policy will be to mainstream gender in all youth development approaches and interventions. Mainstreaming gender will mean providing equitable conditions for both the male and female. It also means ensuring that all youth programmes are gender sensitive and that all gender-related discriminatory practices are discouraged.


CHAPTER TWODEVELOPMENT PRIORITIES2


2


CHAPTER TWO DEVELOPMENT PRIORITIES

2.1 Introduction

This section of the document focuses on Analysis of Political, Economic, Socio-Cultural, Technological, Environmental and Legal (PESTEL) and Potentials, Opportunities, Constraints and Challenges (POCC) of the development priorities key to the Department. These issues are also in Alignment with National Medium-Term Development Policy Framework.

2.2 Analysis of Political, Economic, Socio-Cultural, Technological, Environmental and Legal (PESTEL) of the Department of Social Welfare

The development of this Plan was informed by a situational analysis11 which covered Political, Economic, Social, Technological, and Legal Analysis of the Department. A summary of the report is shown in tables 2.1:

Table 2.1: Political, Economic, Socio-Cultural, Technological, Environmental and Legal Analysis

ISSUE OPPORTUNITIES THREATSPolitical ● Strong political support and leadership

● Commitment of Government to support developmental and social interventions

● Change of political leadership may affect sustained interest and support the new mandate of the Department

Economic ● Good business relationship exists between the department and suppliers

● Budget line for the execution of programmes and projects of the Department

● Funding by DPs for community based and institutional based programmes

● GoG funding is inadequate

● Delay of GoG releases affects sustainability of programmes and projects

● DPs funding target specific interest areas.

● Delays in DPs Fund releases

Socio-Cultural ● Assurance of transparency and accountability due to established work culture

● Support and goodwill from traditional authority, FBOs, Opinion Leaders, NGOs, and CSOs.to assist the Department.

● Endemic socio-cultural practices including early/child marriage, FGM, Trokosi, child trafficking, child prostitution, child pornography and internet abuse etc.

Technological ● Availability of Technological tools and systems to make work easier, faster and user friendly.

● Existence of social media and internet based resources

● Inadequate training and access to the use of available technological tools

● Abuse of social media and internet

11 DCD SMTDP 2019-2022


ISSUE OPPORTUNITIES THREATS

Legal and Regulatory Regimes

● Existence of legal and policy framework to guide the work of the Department.

● Inadequate legislations and enforcement of existing legislations to address emerging circumstances

Environmental ● Growing awareness on environmental, developmental and human settlement issues at both local and international levels

● Poorly accessible geographical terrain, natural disasters or calamities and inadequate of knowledge on climate change variability

2.3 Potentials, Opportunities, Constraints and Challenges

The identified issues of the Department of Community Development have been subjected to the analysis of the Potentials, Opportunities, Constraints and Challenges (POCC). This will facilitate in identifying issues with potentials and opportunities to be addressed as priorities while considering other measures to address those with constraints and challenges. The Potentials, Opportunities, Constraints and Challenges are qualitative assessment instruments for organizational assessment for project planning and management.


Table 2.2: POCC for National level Stakeholders

NO ISSUES POTENTIAL OPPORTUNITY CONSTRAINT CHALLENGE COMMENTS

1 Inadequate funding and logistical support

Highly qualified staff

Availability of GoG and DPs funding and support

Dwindling and inadequate funding from GoG

Unreliable funding from DPs because support is for targeted programmes

2 Inadequate staff Capacity development

Availability of training and carrier development institutions

Highly committed staff

Limited resources for human resource development

Inadequate funding

MMDAs must focus on generating support from within the Assemblies

3 Inadequate means of transport and staff accommodation

GoG allocation and RCCs support

Existence of development partners such as UNICEF, USAID and the World Bank

Limited/inadequate GoG funding

DPs concentrating on priority areas for logistical support

Stakeholder collaboration is essential

Table 2.3: POCC for Regional Level Stakeholders

NO ISSUES POTENTIAL OPPORTUNITY CONSTRAINT CHALLENGE COMMENTS

1 Inadequate means of transport and staff accommodation

GoG allocation and RCCs support

Existence of development partners such as UNICEF, USAID and the World Bank

Limited/inadequate GoG funding



2 Insufficient Funding for recurrent expenditure.

Periodic support from Government of Ghana.

Availability of donor support from development partners such as UNICEF, USAID and the World Bank

Inadequate funding from the MLGRD



3 Inadequate staff development

and insufficient motivation

Availability of training and carrier development institutions

Highly committed staff

Existence of development partner.

Limited resources for human resource development

Inadequate funding



Table 2.4: POCC Analysis for District Level Stakeholders

NO KEY ISSUES POTENTIAL OPPORTUNITY CONSTRAINT CHALLENGE COMMENTS

1 Inadequate funding

Government of Ghana funds and MMDAs

Availability of donor support from development partners such as UNICEF, USAID and the World Bank

Inadequate funding from the OHLGS, MLGRD

Inadequate support from GOG, and Development Partners

2 Inadequate Human Resources development

Availability of training courses in the University and other training institutions (both local and international)Training opportunities from ILGS

Availability of training courses offered by local and international institutions and support from Development Partners such as UNICEF

Inadequate funding and support for Human resource development by MMDAs/GOG

Inadequate support from Development Partners.

Weak professional capacity of staff

Difficulty in obtaining authorization for study leave.

MMDAs must focus on generating support from within the Assemblies

3 Provision of inadequate equipment and logistics

Availability of DoCD, GoG, MMDAs and DP support

DPs support Limited funding from GoG and MMDAs

Inadequate logistical support from GoG and MMDAs

GoG, MMDAs and DP support for DoCD/DSW operations should be strengthened

4 Effective cooperation and co-ordination between the two units of the department

The ongoing Merger of DoCD and Social Welfare depts.

Government of Ghana policy to merge DoCD/DSW.

Technical support from Development. Partners (UNICEF)

Inadequate MMDAs level support to DoCD/DSW departments

Low commitment to the merger process

Concerned stakeholders should intensified efforts to establish an integrated institution.

5 Limited capacity building for youth, girls and women in skills and entrepreneur development

Existing institutions like CDVTIs for skills training and qualified staff

Existence of institutions like NBSSI, MASLOC, DPs to support skills development

The existence of Ministry of Gender, Children and Social Protection

Limited funding and support for youth development initiative

Limited access to micro finance and Socio-cultural barriers

Promoting public education on women empowerment

CHAPTER THREEDEVELOPMENT GOALS,

OBJECTIVES AND STRATEGIES3


3 CHAPTER THREE DEVELOPMENT GOALS, OBJECTIVES AND STRATEGIES

3.1 Introduction

This chapter discusses the Development Goals, Objectives and Strategies for the implementation of prioritized activities in the strategic plan. The chapter also dealt with alignment of key development issues with national medium-term development policy framework and sustainable development goals.

3.2 Development Goals, Objectives and Strategies

The identified development issues in the Chapter One are linked to the various themes as spelt out in the Agenda for Jobs (2018-2021). A comparative analysis of the key development issues is carried out using the 2018-2021 adopted themes. The key development issues are then prioritized and linked to the corresponding themes. The key development issues so identified serves as guide towards the adoption of appropriate strategies to support the development of the Department. The development goals, objectives and strategies are depicted in table 3.1.



Table 3.1: Development Goals, Objectives and Strategies

KEY ISSUESADOPTED POLICY OBJECTIVE FROM AGENDA FOR JOBS

STRATEGIES

● High incidence of poverty

Eradicate poverty in all its forms and dimensions

● Develop measures to ensure fair and balanced allocation of national resources across ecological zones, gender, income and socio-economic groups, including PWDs (SDG Target 1.4)

● Empower vulnerable people to access basic necessities of life (SDG Target 1.4)

● Strengthen the capacity of oversight institutions regarding poverty reduction (SDG Target 16.6)

● Rising inequality among socio-economic groups and between geographical areas

● Reduce income disparities among socio-economic groups and between geographical areas

● Expand social and economic infrastructure and services in rural and poor urban areas (SDG Targets 9.1, 11.a)

● Improve business development services including investment plans to facilitate local economic development and private sector participation (SDG Targets 17.5, 17.17)

● Weak capacity of Caregivers

● Limited coverage of social protection programmes targeting children

● Low awareness of child protection laws and policies

● Weak enforcement of laws and rights of children

● Ineffective inter-sectoral coordination of child protection and family welfare

● Ensure effective child protection and family welfare system

● Mainstream child protection interventions in development plans and budgets of MDAs and MMDAs (SDG Targets 5.c, 16.2)

● Establish an inter-sectoral framework for collaboration, implementation and accountability for child protection and family welfare issues (SDG Targets 8.7, 16.2, 16.6)

● Strengthen capacity of government institutions and CSOs for advocacy and implementation of child protection and family welfare policies and programmes (SDG Targets 8.7, 16.2, 16.6)

● Expand social protection interventions to reach all categories of vulnerable children (SDG Targets 1.3, 5.4, 10.4)

● Increase awareness of child protection (SDG Targets 5.3, 16.2, 16.3)

● Institute a framework for developing the capacity of caregivers (SDG Target 5.4)



STRATEGIES

● High incidence of children’s right violation

● Weak implementation of policies and regulations on child labour

● Abuse and exploitation of

● children engaged in hazardous forms of labour

● Ensure the rights and entitlements of children

● Eliminate the worst forms of child labour by enforcing laws on child labour and child protection (SDG Targets 5.3, 16.2, 16.3)

● Strengthen the capacity of relevant institutions to enforce laws on child abuse and child trafficking (SDG Targets 16.2, 16.6)

● Promote justice for children, including reforming child panels, setting up family courts and strengthening capacity of correctional facilities and caregivers (SDG Target 16.3)

● Prevalence of hunger in certain areas

● Infant and adult malnutrition

● Ensure food and nutrition security

● Promote healthy diets and lifestyles (SDG Target 2.1)

● Reduce infant and adult malnutrition (SDG Target 2.2)

● Promote the production of diversified, nutrient-rich food and consumption of nutritious foods (SDG Targets 2.1, 2.2)

● Develop and implement a food and nutrition security strategy which adopts a life-cycle approach to addressing malnutrition at all levels (SDG Target 2.2)

● Scale up proven, cost-effective, nutrition-sensitive and

● nutrition-specific interventions (SDG Targets 2.1, 2.2)

● Inadequate and inequitable access to education for PWDs and people with special needs at all levels

● Enhance inclusive and equitable access to, and participation in quality education at all levels

● Ensure inclusive education for all boys and girls with special needs (SDG Targets 4.1, 4.2, 4.5, 4.a)



STRATEGIES


● Promote economic empowerment of women

● Improve access to education, health and skills training in income-generating activities for vulnerable persons including head porters (kayayei) (SDG Targets 3.8, 4.5)

● Encourage women artisans and other tradespeople including farmers to form associations for easy access to information and other forms of support (SDG Targets 1.4, 5.c)

● High levels of unemployment and under-employment among the youth

● High disability Unemployment

● Inadequate social protection in the labour market

● Improve human Capital development and management

● Promote the creation of decent jobs

● Strengthen employment coordination, in all sectors of the economy (SDG Targets 8.3, 17.14)

● Create equal employment opportunities for PWDs (SDG

● Target 8.5) ● Strengthen the linkages among social protection and

● employment services (SDG Targets 4.4, 8.3)

● Enhance livelihood opportunities and entrepreneurship (SDG Targets 4.4, 8.3)

● Promote entrepreneurship and financial support for PWDs (SDG Target 8.3)

● Youth unemployment and underemployment among rural and urban youth

● Promote effective participation of the youth in socioeconomic development

● Develop and implement additional initiatives for youth

● employment, including promotion of entrepreneurial skills (SDG Targets 4.4, 8.3)

● Lack of comprehensive

● knowledge of HIV and AIDS/STIs, especially among vulnerable groups

● Ensure reduction ● of new HIV, AIDS/STIs and other infections, especially among vulnerable groups

● Intensify education to reduce stigmatisation (SDG Target 3.7)


3.3 Alignment of Key Development Issues with NMTDP Framework and Sustainable Development Goals

In order to facilitate the achievement of the development goals within the period, the development issues, goals, objective and strategies were adopted from the Agenda for Jobs: Creating Prosperity and Equal Opportunity for all (2018-2021) as depicted in 3.2 depicts the output.

Table 3.2: Alignment of Key Development Issues with NMTDP Framework and Sustainable Development Goals

ADOPTED POLICY OBJECTIVE FROM AGENDA FOR JOBS

STRATEGIES SUSTAINABLE DEVELOPMENT GOALS

● Eradicate poverty in all its forms and dimensions

● Develop measures to ensure fair and balanced allocation of national resources across ecological zones, gender, income and socio-economic groups, including PWDs (SDG Target 1.4)

● Empower vulnerable people to access basic necessities of life (SDG Target 1.4)

● Strengthen the capacity of oversight institutions regarding poverty reduction (SDG Target 16.6)

Goal 1: End Poverty in all its forms everywhere.Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

Goal 17. Strengthen the means of implementation and revitalise the global partnership for sustainable development.

● Reduce income disparities among socio-economic groups and between geographical areas

● Expand social and economic infrastructure and services in rural and poor urban areas (SDG Targets 9.1, 11.a)

● Improve business development services including investment plans to facilitate local economic development and private sector participation (SDG Targets 17.5, 17.17)




● Ensure effective child protection and family welfare system

● Mainstream child protection interventions in development plans and budgets of MDAs and MMDAs (SDG Targets 5.c, 16.2)

● Establish an inter-sectoral framework for collaboration, implementation and accountability for child protection and family welfare issues (SDG Targets 8.7, 16.2, 16.6)

● Strengthen capacity of government institutions and CSOs for advocacy and implementation of child protection and family welfare policies and programmes (SDG Targets 8.7, 16.2, 16.6)

● Expand social protection interventions to reach all categories of vulnerable children (SDG Targets 1.3, 5.4, 10.4)

● Increase awareness of child protection (SDG Targets 5.3, 16.2, 16.3)

● Institute a framework for developing the capacity of caregivers (SDG Target 5.4)

Goal 16: Promote peaceful and inclusive societies for sustainable development, provide access tojustice for all and build effective, accountable and inclusive institutions at all levels

Goal 5: Achieve Gender equality and empower all women and girls

Goal 16: Promote peaceful and inclusive societies for sustainable development, provide access tojustice for all and build effective, accountable and inclusive institutions at all levels

Goal 8. Promote sustained, inclusive and sustainable economic growth, full and productiveemployment and decent work for all

● Ensure the rights and entitlements of children

● Eliminate the worst forms of child labour by enforcing laws on child labour and child protection (SDG Targets 5.3, 16.2, 16.3)

● Strengthen the capacity of relevant institutions to enforce laws on child abuse and child trafficking (SDG Targets 16.2, 16.6)

● Promote justice for children, including reforming child panels, setting up family courts and strengthening capacity of correctional facilities and caregivers (SDG Target 16.3)




● Ensure food and nutrition security

● Promote healthy diets and lifestyles (SDG Target 2.1)

● Reduce infant and adult malnutrition (SDG Target 2.2)

● Promote the production of diversified, nutrient-rich food and consumption of nutritious foods (SDG Targets 2.1, 2.2)

● Develop and implement a food and nutrition security strategy which adopts a life-cycle approach to addressing malnutrition at all levels (SDG Target 2.2)

● Scale up proven, cost-effective, nutrition-sensitive and

● nutrition-specific interventions (SDG Targets 2.1, 2.2)

Goal 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture.

● Enhance inclusive and equitable access to, and participation in quality education at all levels

● Ensure inclusive education for all boys and girls with special needs (SDG Targets 4.1, 4.2, 4.5, 4.a)

Goal 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.

● Improve human Capital development and management

● Promote the creation of decent jobs

● Strengthen employment coordination, in all sectors of the economy (SDG Targets 8.3, 17.14)

● Create equal employment opportunities for PWDs (SDG Target 8.5)

● Strengthen the linkages among social protection and employment services (SDG Targets 4.4, 8.3)

● Enhance livelihood opportunities and entrepreneurship (SDG Targets 4.4, 8.3)

● Promote entrepreneurship and financial support for PWDs (SDG Target 8.3)

Goal 8: Promote sustained inclusive and sustainable economic growth, full and productive employment and decent work for all




● Promote effective participation of the youth in socioeconomic development

● Develop and implement additional initiatives for youth employment, including promotion of entrepreneurial skills (SDG Targets 4.4, 8.3)

Goal 8: Promote sustained inclusive and sustainable economic growth, full and productive employment and decent work for allGoal 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.

3.4 Logical Framework

Having identified the key development issues and formulating development framework for this strategic plan, it is also important to develop a logical framework for its implementation. A logical framework, also known as a project/programme Framework, is a tool for planning and managing development projects/programmes. It looks like a table (or framework) and aims to present information about the key components of a project in a clear, concise, logical and systematic way. A logical framework summarises, in a standard format, the following;

● What the project/programme is going to achieve?

● What activities will be carried out to achieve its outputs and purpose?

● What resources (inputs) are required?

● What are the potential problems which could affect the success of the project?

● How the progress and ultimate success of the project will be measured and verified?

In the light of the above, this strategic plan is summarized in a logical framework as presented in table 3.3.


Table 3.3: Logical framework for Department of Community Development

NARRATIVE SUMMARY

OBJECTIVELY VIABLE INDICATORS

MEANS OF VERIFICATION ASSUMPTIONS

Goal:To promote the welfare of the vulnerable, marginalized and excluded

Improved social and economic status of the vulnerable, marginalized and excluded

Quarterly reports, Annual reports, field visits

All vulnerable, marginalized and excluded will co-operate

Outcome:To ensure effective child protection and family welfare system

Child and family protection systems strengthened


Availability of funds

Output: Child and family protection system strengthened

No. of mass education programmes carried out

Activity report, Quarterly reports, Annual reports, field visits


Activities ● Organize round table discussions on child and family protection

● Organize community durbars/forums on child and family protection

● Organize Live studio discussions on child and family protection

● Conduct home and school visits

● Form and inaugurate child protection committees in selected communities at MMDAs levels

Inputs/resources ● Space to hold meetings, trainers/peer facilitators, training materials/toolkits

● Local travels/vehicles/motorbikes

● Per diems

Costs & sourcesCash, volunteer time, donated space for meeting/training

People in the community have no new demands on their time preventing them from participating.


NARRATIVE SUMMARY



Goal: To promote the welfare of the vulnerable, marginalized and excluded




Outcome:Strengthen social protection, especially for children, women, persons with disability and the elderly

Social protection systems strengthened



Output: Increased coverage of social protection programmes to include all vulnerable groups

No. of additional beneficiaries of social protection programmes



Activities ● Organize sensitization workshops on all forms of violence against the vulnerable

● Collect and collate data on all vulnerable groups

● Support vulnerable groups with funds/tools/equipment and other assistive devices

● Rehabilitate skills training centres for PWDs



● Per diems




NARRATIVE SUMMARY







Outcome:Economic empowerment of women promoted

Number of women provided with economic empowerment



Output: Improved access to education, health and skills training in income-generating activities for girls and women

No. of women provided with skilled training

Training report, Quarterly reports, Annual reports


Activities ● Provide entrepreneur and skills training to women

● Carry out sensitization programmes on gender equality

● Organize sensitization workshops on all forms of violence against women

● Support Girl-Child education programmes



● Per diems ● Computers, printers, awareness-raising materials, translator


Women in the community have no new demands on their time preventing them from participating.


NARRATIVE SUMMARY







Outcome:Effective participation of the youth in socioeconomic development

No. of jobs created among the youth



Output: Additional initiatives implemented for youth employment, including promotion of entrepreneurial skills

Increased number of youths with employable skills

Training report, Quarterly reports, Annual reports


Activities ● Train 12,000 youth in technical and vocational skills

● Upgrade infrastructure of CD Institutions

● Train 400 technical Instructors in TVET reforms

● Provide alternative livelihood skills training for 5,000 youth

● Train 2,000 Community Educators at RDC, Kwaso.





Youth in the community have no new demands on their time preventing them from participating.


NARRATIVE SUMMARY







Outcome:Reduction of new HIV, AIDS/STIs and other infections, especially among vulnerable group

Reduction in incidence of HIV and AIDs



Output: Education intensified to reduce stigmatisation

No. of education carried out Activity report, Quarterly reports, Annual reports


Activities ● Create awareness for target groups on their reproductive health rights including HIV/ AIDS and harmful cultural practices

● Distribution of condoms

● Create awareness on stigmatization

● Intensify Voluntary Counselling and Testing







NARRATIVE SUMMARY



Goal: Enhance quality of life in rural areas




Outcome:Increased number of basic infrastructures such as potable water, sanitation, electricity, road networks, schools, health facilities, low-cost housing

Number of basic amenities provided

Monitoring report, inspection reports, Quarterly reports, Annual reports, field visits


Output: Construction of basic amenities constructed

No. of basic amenities constructed/being constructed

Activity report, Quarterly reports, Annual reports


Activities ● Mobilize communities to undertake communal work (self-help projects)



● Per diems



4CHAPTER FOURDEVELOPMENT PROGRAMMES


4


CHAPTER FOUR DEVELOPMENT PROGRAMMES

4.1 Introduction

This section focuses on projects and programmes to be implemented in the medium term in line with key development issues. The projects and programmes span the period 2019-2023. The Programmes and Sub-Programmes are costed and the lead implementing and collaborating agencies are indicated.

4.2 Programme of Action (2019-2023)

The tab1e 4.1 below contains, in summary form, a programme of work (Action Plan) that the various stakeholders have undertaken to implement within the next 5 years under each of the focus areas. It outlines the programmes area, activities to be undertaken, indicators, time frame, an indicative budget and implementing agencies (both lead and collaborating). The indicators provide the evidence of implementation of the activities outlined for monitoring progress, as well as for purposes of evaluation.

Identification and selection of projects and programmes in the five-year medium-term plan considered the following factors:

● Projects/programmes that directly serve the need of vulnerable groups (children, PWDs, aged) and address gender concerns;

● Projects/programmes that serve as a spring board to the successful implementation of other projects in the long term;

● Projects/programmes that have verifiable funding sources;

● Projects/programmes that promote efficient mobilization of natural, human, financial, institutional and infrastructural resources for development.

Refer to table 4.1, 4.2 & 4.3 for the Composite Programme of Action for the National, Regional and MMDAs level (2019-2023)


Tabl

e 4.

1 An

nual

Act

ion

Plan

for t

he D

epar

tmen

t of C

omm

unity

Dev

elop

men

t at t

he N

atio

nal l

evel

201

9 - 2

023

PRO

GRAM

MES

AR

EAAC

TIVI

TIES

IN

DICA

TORS

YEAR

2019

YEAR

2020

YEAR

2021

YEAR

2022

YEAR

2023

INDI

CATI

VE

BUDG

ETIM

PLEM

ENTI

NG

AGEN

CY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

GHC

LEAD

CO

LLAB

ORA

TORS

CHIL

D AN

D FA

MIL

Y W

ELFA

RE

Revi

se th

e cu

rricu

la

of C

D In

stitu

tions

to

incl

ude

child

an

d fa

mily

w

elfa

re is

sues

at

all l

evel

s

Revi

sed

Curri

cula

for C

D In

stitu

tions

10

,000

.00

DoCD

MoE

, GES

MoL

GRD,

CS

Os,

DPs

, OH

LGS

YOU

TH

SKIL

LS

TRAN

SFER

Prov

ide

tech

nica

l and

vo

catio

nal

educ

atio

n an

d tra

inin

g fo

r 12,

000

yout

h

No.

of y

outh

tra

ined

1,20

0,00

0.00

Do

CDM

oGCS

P, M

LGRD

, M

MDA

s, N

BSSI

/BA

C

Upg

rade

in

frast

ruct

ure

of C

D In

stitu

tions

% o

f wor

k co

mpl

eted

52

0,00

0.00

Do

CD

MoE

, GES

MoL

GRD,

CS

Os,

DPs

, OH

LGS

Trai

n 40

0 te

chni

cal

Inst

ruct

ors i

n TV

ET re

form

s

No.

of

Tech

nica

l In

stru

ctor

s tra

ined

20

0,00

0.00

Do

CD

MoE

, GES


PRO

GRAM

MES

AR

EAAC

TIVI

TIES

IN

DICA

TORS

YEAR

2019

YEAR

2020

YEAR

2021

YEAR

2022

YEAR

2023

INDI

CATI

VE

BUDG

ETIM

PLEM

ENTI

NG

AGEN

CY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4GH

CLE

ADCO

LLAB

ORA

TORS

YOU

TH

SKIL

LS

TRAN

SFER

Prov

ide

alte

rnat

ive

livel

ihoo

d sk

ills t

rain

ing

for 5

,000

yo

uth

No.

of y

outh

tra

ined

.

254,

000.

00

DoCD

MoG

CSP,

MLG

RD,

MM

DAs,

NBS

SI/

BAC

Org

aniz

e tra

inin

g pr

ogra

mm

e fo

r 2,0

00

Com

mun

ity

Educ

ator

s

No.

of

Com

mun

ity

Educ

ator

s tra

ined

20,0

00.0

0 Do

CD

MoG

CSP,

MoL

GRD,

M

MDA

s, G

ES

RESE

ARCH

, IN

FORM

ATIO

N

AND

DATA

M

ANAG

EMEN

T

Colle

ct a

nd

upda

te d

ata

on g

ende

r, ch

ildre

n,

aged

, you

th,

PWDs

an

d ot

her

vuln

erab

le

grou

ps

Up

to

date

dat

a av

aila

ble

for p

lann

ing

purp

oses

20,0

00.0

0 Do

CDGS

S, M

MDA

s M

oLGR

D, C

SOs,

DP

s, O

HLG

S

GEN

ERAL

ADM

INIS

TRA-

TIO

N A

ND

MAN

AGEM

ENT

Reso

urce

Do

CD w

ith

tool

s and

lo

gist

ics

(Com

pute

rs,

mot

orbi

kes

etc)

DoCD

re

sour

ced

with

co

mpu

ters

, m

otor

bike

s et

c.

50

8,00

0.00

Do

CDM

oGCS

P, M

LGRD

, M

MDA

s, N

GOs

GEN

ERAL

ADM

INIS

TRA-

TIO

N A

ND

MAN

AGEM

ENT

Prov

ide

adeq

uate

off

ice

and

resi

dent

ial

acco

mm

oda-

tion

for s

taff

Offi

ce a

nd

resi

dent

ial

acco

m-

mod

atio

n pr

ovid

ed

20,0

00.0

0 Do

CDM

oGCS

P, M

LGRD

, ,

CSO

s, D

Ps, O

HLG

S


PRO

GRAM

MES

AR

EAAC

TIVI

TIES

IN

DICA

TORS

YEAR

2019

YEAR

2020

YEAR

2021

YEAR

2022

YEAR

2023

INDI

CATI

VE

BUDG

ETIM

PLEM

ENTI

NG

AGEN

CY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4GH

CLE

ADCO

LLAB

ORA

TORS

Org

aniz

e ca

paci

ty

build

ing

prog

ram

mes

fo

r DoC

D st

aff, C

SOs,

N

GOs a

nd

othe

r key

st

akeh

olde

rs

on c

hild

pr

otec

tion

and

fam

ily

wel

fare

is

sues

Capa

city

of

DoC

D st

aff, C

SOs,

N

GOs a

nd

othe

r key

st

akeh

olde

rs

enha

nced

on

chi

ld

prot

ectio

n an

d fa

mily

w

elfa

re

issu

es

50

8,00

0.00

Do

CDM

oGCS

P, M

LGRD

, M

MDA

s, N

GOs

Cond

uct

stak

ehol

der

enga

ge-

men

t/to

wn

hall

mee

ting/

com

mun

ity

durb

ars t

o re

view

stra

-te

gic

plan

s of

DoCD

Stra

tegi

c pl

ans o

f DCD

re

view

ed

50

8,00

0.00

Do

CDGO

G, C

SOs,

N

CCE,

ISD,

NGO

s,

Trad

ition

al

Auth

oriti

es,

Relig

ious

gro

ups,

M

edia

Supp

ort

DoCD

staff

in

furt

her

stud

ies

No.

of S

taff

supp

orte

d

20

,000

.00

DoCD

MoG

CSP,

MLG

RD,

LGS

MLG

RD,,

CSO

s,

DPs,

OH

LGS


PRO

GRAM

MES

AR

EAAC

TIVI

TIES

IN

DICA

TORS

YEAR

2019

YEAR

2020

YEAR

2021

YEAR

2022

YEAR

2023

INDI

CATI

VE

BUDG

ETIM

PLEM

ENTI

NG

AGEN

CY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4GH

CLE

ADCO

LLAB

ORA

TORS

MAS

S ED

UCA

TIO

N

(SO

CIAL

DR

IVE)

Cond

uct

Mas

s Edu

ca-

tion

(Soc

ial

Driv

e) o

n So

cial

Dev

el-

opm

ent

Num

ber

of M

ass

Educ

atio

ns

(Soc

ial

Driv

e)

cond

ucte

d

400,

000.

00Do

CDM

LGRD

, CSO

s, D

Ps,

OH

LGS.

MoG

CSP,

M

LGRD

, LGS

HO

ME

SCIE

NCE

EX

TEN

SIO

N

Cond

uct 6

Ex

hibi

tions

of

the

prod

ucts

of

the

bene

ficia

ries

of th

e ec

onom

ical

ly

viab

le

vent

ures

Num

ber o

f Ex

hibi

tions

co

nduc

ted

200,

000.

00Do

CDM

oGCS

P, M

LGRD

, LG

S M

LGRD

, ,

CSO

s, D

Ps, O

HLG

S

COM

MU

NIT

Y IN

ITIA

TIVE

PR

OJEC

TS

Enga

ge a

nd

cons

truc

t 60

Com

mun

ity

Initi

ativ

e Pr

ojec

ts

volu

ntar

y co

mm

unal

la

bour

Num

ber o

f IC

P en

gage

d an

d co

nstr

ucte

d

100,

000.

00Do

CDTr

aditi

onal

au

thor

ities

, Re

ligio

us

grou

ps, M

edia

, M

Ps,G

OG,

CSO

s,

NCC

E, IS

D, N

GOs,

EXTE

NSI

ON

SE

RVIC

ES

[CAM

PAIG

NS]

Supp

ort g

ov-

ernm

ent a

nd

Non

-Gov

-er

nmen

tal

Agen

cies

w

ith E

xten

-si

on S

ervi

ces

[Cam

paig

ns]

Num

ber o

f Ex

tens

ive

serv

ices

su

ppor

ted

300,

000.

00Do

CDTr

aditi

onal

Au

thor

ities

, Re

ligio

us g

roup

s,

Med

ia, M

Ps, G

OG,

CS

Os,

NCC

E, IS

D,

NGO

s


Tabl

e 4.

2: C

ompo

site

Pro

gram

me

of A

ctio

n at

the

Regi

onal

leve

l - 2

019

- 202

3

PRO

GRAM

ME

AREA

ACTI

VITI

ESIN

DICA

TORS

2019

2020

2021

2022

2023

INDI

CATI

VE

BUDG

ET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

LEAD

CO

LLAB

ORA

TORS

MAS

S ED

UCA

TIO

N

(SO

CIAL

DR

IVE)

Incr

ease

and

st

reng

then

ed

awar

enes

s of

child

pro

tec-

tion

Child

and

fa

mily

pr

otec

tion

syst

ems

stre

ngth

ened

**

**

*

**

**

**

**

**

**

**

*

2,

540,

000.

00

DoCD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia

Ensu

re

effec

tive

child

pro

tec-

tion

and

fam

-ily

wel

fare

sy

stem

No.

of h

omes

an

d sc

hool

s’ vi

sits c

on-

duct

ed*

**

**

**

*

1,

100,

000.

00

DoCD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia

Inte

nsify

ed

ucat

ion

to re

duce

st

igm

atiza

-tio

n H

IV a

nd

AIDS

Redu

ctio

n in

st

igm

atiza

-tio

n

100,

000.

00

DoCD

GHS,

GAC

, M

MDA

s, C

SOs


PRO

GRAM

ME

AREA

ACTI

VITI

ESIN

DICA

TORS

2019

2020

2021

2022

2023

INDI

CATI

VE

BUDG

ET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

LEAD

CO

LLAB

ORA

TORS

Stre

ngth

en

and

effec

-tiv

ely i

mpl

e-m

ent e

xistin

g so

cial

pr

otec

tion

inte

rven

tion

prog

ram

mes

an

d ex

-pa

nd th

eir

cove

rage

to

incl

ude

all

vuln

erab

le

grou

ps (S

DG

Targ

ets 1

.3,

5.4,

10.

4)

Num

ber o

f se

nsiti

zatio

ns

carri

ed o

ut

**

**

*

**

**

**

**

**

*

10

0,00

0.00

Do

CD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia

HO

ME

SCIE

NCE

EX

TEN

SIO

N

Impr

ove

acce

ss to

ed

ucat

ion,

he

alth

an

d sk

ills

train

ing

in

inco

me-

gene

ratin

g ac

tiviti

es fo

r vu

lner

able

pe

rson

s in

clud

ing

head

por

ters

(k

ayay

ei)

No.

of

wom

en

train

ed

**

**

*

**

**

**

**

**

**

**

*

2,

540,

000.

00

DoCD

MoG

CSP,

M

LGRD

, M

MDA

s, N

BSSI

No.

of

sens

itiza

tion

prog

ram

mes

ca

rrie

d ou

t*

**

**

1,27

0,00

0.00

Do

CD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia


PRO

GRAM

ME

AREA

ACTI

VITI

ESIN

DICA

TORS

2019

2020

2021

2022

2023

INDI

CATI

VE

BUDG

ET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

LEAD

CO

LLAB

ORA

TORS

No.

of

Girl-

Child

su

ppor

ted

**

**

*2,

540,

000.

00

MM

DAs

DCD/

DSW

, NGO

s,

CSO

s, M

edia

COM

MU

NIT

Y IN

ITIA

TIVE

PR

OJEC

TS

Prov

ide

basi

c in

fra-

stru

ctur

e su

ch a

s po-

tabl

e w

ater

, sa

nita

tion,

el

ectr

ic-

ity, r

oad

netw

orks

, sc

hool

s,

heal

th

faci

litie

s,

low

-cos

t ho

usin

g.)

No.

of

com

mun

ity

initi

ated

pr

ojec

ts

cons

truc

ted

**

**

*

50

,000

.00

DoCD

CSO

s, N

CCE,

ISD,

N

GOs,

Tra

ditio

nal

Auth

oriti

es,

Relig

ious

gro

ups,

M

edia

MDA

s,

OH

LGS

YOU

TH

SKIL

LS

TRAN

SFER

Dra

w e

co-

nom

ic e

m-

pow

erm

ent

stra

tegi

c fo

r th

e Yo

uth

Stra

tegi

c pl

ans o

f DCD

re

view

ed*

**

**

2,54

0,00

0.00

Do

CD

CSO

s, N

CCE,

ISD,

N

GOs,

Tra

ditio

nal

Auth

oriti

es,

Relig

ious

gro

ups,

M

edia

EXTE

NSI

ON

SE

RVIC

ES

[CAM

-PA

IGN

S]

Supp

ort

gove

rn-

men

t and

N

on-G

ov-

ernm

enta

l Ag

enci

es

with

Ex

tens

ion

Serv

ices

[C

ampa

igns

]

Num

ber o

f Ex

tens

ive

serv

ices

su

ppor

ted

**

**

**

**

**

**

**

**

**

*

1,50

0.00

0.00

DoCD

Trad

ition

al

Aut

horit

ies,

Relig

ious

gr

oups

, Med

ia,

MPs

,GO

G,CS

Os,

N

CCE,

ISD,

NGO

s


Tabl

e 4.

3: C

ompo

site

Pro

gram

me

of A

ctio

n at

the

Dist

rict L

evel

(201

9-20

23)

PRO

GRAM

ME

AREA

ACTI

VITI

ES

INDI

CATO

RS

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5 IN

DICA

TIVE

BU

DGET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4LE

AD

COLL

ABO

RATO

RS

ADU

LT

EDU

CATI

ON

Org

aniz

e ro

und

tabl

e di

s-cu

ssio

ns/

com

mun

i-ty

dur

bars

/fo

rum

s Li

ve st

udio

di

scus

-si

ons

on c

hild

w

elfa

re

Child

and

fa

mily

pr

otec

tion

syst

ems

stre

ngth

-en

ed

**

**

**

**

**

**

**

**

*

2,

540,

000.

00

DoCD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia

Cond

uct

hom

e an

d sc

hool

vi

sits

No.

of

hom

es a

nd

scho

ols

visi

ts

cond

ucte

d

**

**

**

**

**

**

**

**

*

1,

100,

000.

00

DoCD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia

Org

aniz

e se

nsiti

za-

tion

wor

k-sh

ops o

n al

l for

ms

of v

iole

nce

agai

nst t

he

vuln

erab

le

grou

ps

Num

ber o

f se

nsiti

zatio

n ca

rrie

d ou

t

**

**

**

**

**

**

**

**

**

*

100,

000.

00

DoCD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia


PRO

GRAM

ME

AREA

ACTI

VITI

ES

INDI

CATO

RS

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5 IN

DICA

TIVE

BU

DGET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4LE

AD

COLL

ABO

RATO

RS

Crea

te

awar

enes

s fo

r ta

rget

gr

oups

on

thei

r re

prod

uc-

tive

heal

th

right

s in

clud

ing

HIV

and

AI

DS a

nd

harm

ful

cultu

ral

prac

tices

Redu

ctio

n in

st

igm

atiza

-tio

n

**

**

**

**

**

*

100,

000.

00

DoCD

GHS,

GAC

, MM

DAs,

CS

Os

Colle

ct

and

upda

te

data

on

gend

er,

child

ren,

ag

ed,

yout

h,

PWDs

an

d ot

her

vuln

erab

le

grou

ps

Up

to

date

dat

a av

aila

ble

for p

lann

ing

purp

oses

**

**

**

**

*

100,

000.

00

DoCD

GSS,

MM

DAs


PRO

GRAM

ME

AREA

ACTI

VITI

ES

INDI

CATO

RS

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5 IN

DICA

TIVE

BU

DGET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4LE

AD

COLL

ABO

RATO

RS

Cond

uct

stak

ehol

d-er

eng

age-

men

t/to

wn

hall

mee

ting/

com

mun

i-ty

dur

bars

to

revi

ew

stra

tegi

c pl

ans o

f Do

CD

Stra

tegi

c pl

ans o

f DCD

re

view

ed

**

**

**

**

**

**

**

**

**

*

2,

540,

000.

00

DoCD

CSO

s, N

CCE,

ISD,

N

GOs,

Tra

ditio

nal

Auth

oriti

es,

Relig

ious

gro

ups,

M

edia


PRO

GRAM

ME

AREA

ACTI

VITI

ES

INDI

CATO

RS

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5 IN

DICA

TIVE

BU

DGET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4LE

AD

COLL

ABO

RATO

RS

HO

ME

SCI-

ENCE

EX-

TEN

SIO

N/

LOCA

L EC

ON

OM

IC

DEVE

LOP-

MEN

T

Prov

ide

econ

omic

an

d sk

ills

empo

w-

erm

ent t

o w

omen

No.

of

wom

en

train

ed

**

**

*

2,

540,

000.

00

DoCD

MoG

CSP,

MLG

RD,

MM

DAs,

NBS

SI

Carr

y ou

t se

nsiti

za-

tion

pro-

gram

mes

on

gen

der

equa

lity

No.

of

sens

itiza

tion

prog

ram

mes

ca

rrie

d ou

t

**

**

**

**

**

**

**

**

1,27

0,00

0.00

Do

CDDS

W, C

SOs,

N

CCE,

Tra

ditio

nal

Auth

oriti

es,

Relig

ious

gro

ups,

N

GOs,

Med

ia

Supp

ort

Girl-

Child

ed

ucat

ion

pro-

gram

mes

No.

of

Girl-

Child

su

ppor

ted

**

**

**

**

**

**

**

**

**

*

2,

540,

000.

00

MM

DAs

DCD/

DSW

, NGO

s,

CSO

s, M

edia

Mob

ilize

co

mm

u-ni

ties t

o un

derta

ke

com

mu-

nal w

ork

(sel

f-hel

p pr

ojec

ts)

No.

of

com

mun

ity-

initi

ated

pr

ojec

ts

cons

truc

ted

**

**

**

**

**

**

**

**

**

**

50,0

00.0

0 Do

CDCS

Os,

NCC

E, IS

D,

NGO

s, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

Med

ia M

DAs,

O

HLG

S


PRO

GRAM

ME

AREA

ACTI

VITI

ES

INDI

CATO

RS

Year

1Ye

ar 2

Year

3Ye

ar 4

Year

5 IN

DICA

TIVE

BU

DGET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4LE

AD

COLL

ABO

RATO

RS

EXTE

NSI

ON

SE

RVIC

ES

(CAM

PAIG

NS)

Supp

ort

gove

rn-

men

t and

N

on-G

ov-

ernm

enta

l Ag

enci

es

with

Ex

tens

ion

Serv

ices

[C

am-

paig

ns]

Num

ber o

f Ex

tens

ive

serv

ices

su

ppor

ted

**

**

**

**

**

**

**

**

**

*

100,

000.

00

DoCD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia

Org

aniz

e se

nsiti

-za

tion

wor

ksho

ps

on a

ll fo

rms o

f ne

w te

ch-

niqu

es

avai

labl

e

Num

ber o

f se

nsiti

zatio

n w

orks

hops

or

gani

sed

on n

ew

tech

niqu

es

**

**

**

**

**

**

**

**

**

**

50

,000

.00

DoCD

DSW

, CSO

s,

NCC

E, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia


4.3 Programme Based budgeting for financial Allocation

Programme 3: Local Level Development and Management

Sub-Programme 3.1: Community Development

Budget Sub-Program Objective Create an enabling environment to accelerate rural growth and development.

Sub-Program Results Statement The table indicates the main outputs, their indicators and projections by which the Ministry measures the performance of this sub-program. The past data indicates actual performance whilst the projections are the Ministry’s estimate of future performance.

Table 4.4: Sub-Program Results Statement

MAIN OUTPUTS OUTPUT INDICATOR

PAST YEARS PROJECTIONS

BUDGET INDICATIVE

2017 2018 YEAR2019

YEAR2020

YEAR2021

YEAR2022

YEAR2023

Technical and Vocational Skills training provided to the youth.

No of youth trained

3,289 4,781 3,000 3,000 3,000 3,000 3,000

Rural development college upgraded

to tertiary institution

No. of graduates with diploma and degree

218 484 250 300 300 300 300

Social workforce trained in Child and family welfare issues.

No. of Social Workforce trained.

1,800 1,600 1,000 1,000 500 500 500

Provide alternative livelihood skills training for the youth

No. of youth trained

500 1,500 1,500 1,000 500 500 500

CDVTIs retooled and upgraded

No. of CDVTIs N/A 0 4 2 2 2 2

4.4 Financial Projections and Resource Requirements for the Plan Period

Financial projections involve the identification and estimation of financial resources that will be required by the Department over the plan period to achieve stated objectives, strategies and intended deliverables.


Assumptions underlying the financial projections(1) Financial estimates based on 2017/2018 financial statements

(2) Inflows

a) Government Subvention: Financial resources for Goods and Services and for Capital Expenditures are expected to increase by 10% point over the plan period.

b) Donor Inflows: Estimated increase by 15% point over the plan period or remains constant for the duration of specific arrangement.

(3) Expenses

Compensation: Expected to increase by 10% through the Plan period

Goods and Services: Expected to increase by 15% through the plan period

Grants: Expected to remain constant at 2017/2018 levels through the plan period

(4) Activities without Cost Estimation

Activities without any estimated cost is assumed to be covered by normal General Administrative expenses of the Department.

(5) Financial Gap / Surplus

Estimated Financial Gap / Surplus is based on Goods and Services (G&S) from GOG and Donor

(6) Exchange rate used US$= GH₵ 5.14

Projected Financial Inflows for the Plan Period: 2019-2023

This is based on GOG Budgetary Allocations, Other Incomes and Donor support. This forecast excludes the estimated cost of executing the Strategic Objectives for the plan period.


Table 4.5: Financial Projection for the National Level 2019-2023

PROGRAMME 2019 2020 2021 2022 2023 TOTAL

General Administration and Management

General Administration 1,374,012 1,407,752 1,441,830 1,476,248 1,511,010 7,210,852

Human Resource Management

100,240 101,242 102,255 103,277 104,310 511,324

1,474,252 1,508,994 1,544,085 1,579,525 1,615,320 7,722,176

Research, Information and Data Management

Standard, Planning and M&E 281,123 291,000 293,445 295,690 299,538 1,460,796Research, Statistics, Information Management

128,750 130,038 131,338 132,651 134,978 657,755

409,873 421,038 424,783 428,341 434,516 2,118,551

Rural Development & Management

Rural Development 927,653 936,930 946,299 955,762 1,040,000 4,806,644

Management 57,500 58,097 59,988 61,242 62,835 299,662

985,153 995,027 1,006,287 1,017,004 1,102,835 5,106,306

Child and Family Welfare 985,153 995,005 1,004,955

1,105,004 1,234,000 5,324,117

Social Protection 900,000 1,000,765 1,230,395

1,288,699 1,355,126 5,774,985HIV & AIDS 744,295 778,295 790,295 801,295 885,295 3,999,475

Youth Development 995,005 1,004,955

1,015,004

1,230,395 1,242,699 5,488,058

Gender Equality 805,005 04,955

1,015,004

1,230,395 1,242,699 4,298,058GRAND TOTAL 39,831,726

4.4 Financial Projection for the Regional Level

At the Regional level, the main sources of funding are GoG transfer and Donor support. Assuming these funding sources will grow by 5% annually, the financial projection for all 260 MMDAs is presented in the table 4.6.

Table 4.6 Financial Projection for the Regional Level 2019 - 2023

Year Projection (All sources)2019 300,000.002020 330,000.002021 363000.002022 399,300.002023 439230.00Total 1,831,530.00


4.5 Financial projection for the MMDAs Level

At the MMDA level, the main sources of funding are IGF, DACF, GOG transfer and PWD fund. Assuming these funding sources will grow by 5% annually, the financial projection for all 260 MMDAs is presented in the table 4.7;

Table 4.2 Financial projection for the MMDAs Level 2019 - 2023

Year Projection (All sources)2019 300,000.002020 330,000.002021 363000.002022 399,300.002023 439230.00Total 1,831,530.00

5CHAPTER FIVEANNUAL ACTION PLANS


5


CHAPTER FIVE ANNUAL ACTION PLANS

5.1 Introduction

The Annual Action Plan detailed out activities to be undertaken in the implementation of projects selected for the various years of the medium-term planning period (2019-2023). The Annual Action Plan serves as the basis for disbursement of all funds for the various years.

5.2 Annual Action Plan (2019-2023)

The Action Plan shows the detail on each project as indicated, and includes the activity, location, time frame, cost of project, funding agency and the implementing agencies.


Tabl

e 5.

1 An

nual

Act

ion

Plan

for t

he D

epar

tmen

t of C

omm

unity

at t

he N

atio

nal l

evel

– 20

19 -

2023

FOCU

S AR

EAPR

OGR

AMM

ES/

ACTI

VITI

ES

INDI

CATO

RSYE

AR 1

YEAR

2YE

AR 3

YEAR

4YE

AR 5

INDI

CATI

VE

BUDG

ET

IMPL

EMEN

TIN

G AG

ENCY

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4

Q 1

Q 2

Q 3

Q 4GH

CLE

AD

COLL

ABO

RATO

RS

CHIL

D AN

D FA

MIL

Y W

EL-

FARE

Enga

ge a

nd

educ

ate

chie

fs,

Que

en m

othe

rs,

chur

ch a

nd

Mus

lim le

ader

s,

NGO

s on

the

Child

& F

amily

W

elfa

re P

olic

y an

d fa

cilit

ate

thei

r act

ive

invo

lvem

ent

in it

s im

plem

enta

tion

No.

of

Trad

ition

al

lead

ers,

N

GOs

enga

ged

and

educ

ated

an

d ac

tivel

y in

volv

ed im

-pl

emen

ting

the

polic

y

100,

000.

00DS

WDo

CD, D

oC,

CSO

s, N

CCE,

IS

D, T

radi

tiona

l Au

thor

ities

, Re

ligio

us g

roup

s,

NGO

s, M

edia

Com

pile

and

m

ake

avai

labl

e re

leva

nt

cont

act l

ines

to

faci

litat

e ea

rly

inte

rven

tion

and

actio

n in

ca

ses a

ffect

ing

child

ren

and

fam

ilies

.

Com

pile

d lis

t of

rele

vant

st

akeh

olde

rs

avai

labl

e

200,

000.

00DS

WM

oGCS

P, M

LGRD

, Pa

rliam

ent,

CSO

s,

DPs,

DoC

, OH

LGS

CHAPTER SIXMONITORING AND EVALUATION6


6 CHAPTER SIX MONITORING AND EVALUATION

6.1 Introduction

The Monitoring and Evaluation (M&E) arrangement of the Strategic Plan is a tool ensuring prudent management and accountability practices that will result in effective and efficient delivery of programmes and projects of the Department. The combination of the M & E framework with the Medium Term Expenditure Framework (MTEF) provides mechanism for prioritization of programmes and allocation of resources to the development policy objectives with the aim of achieving stated outcomes.

Monitoring will be undertaken on continuous basis while Evaluation will be periodic on quarterly basis as is conventionally acceptable. The Department, through the evaluation process of the Strategic Plan will critically re-examine the strategic objectives, outcomes, outputs and activities to ensure delivery of expected services. The process will help compare the actual attainment of targets set and identify the reasons for shortfall or achievements made for the documentation of “Best Practices’’. Towards effective, results based Monitoring and Evaluation of the implementation of the Strategic Plan, the Department will focus on utilization of projects resources; adherence to implementation plans; achievement of planned targets and problems encountered. Such a result-based M&E will help track progress and demonstrate impact of a given project, program or policy and thus assist the DoCD to focus on outcomes and impacts.

6.2 Monitoring and Evaluation Methodology

Monitoring and Evaluation of this Strategic Development Plan will be all-inclusive and involve the Ministry, all Departments and other sector agencies of the Ministry of Local Government and Rural Development. Monitoring and Evaluation will involve:

The Monitoring and Evaluation of performance against stated strategic outputs, outcomes and deliverables will be in-built into the implementation process as an integrated component. This will be done through continuous collection, analysis, reporting and providing of feedback mechanism. Information Management System specifically for this purpose will be developed and staff trained appropriately. Periodic M&E reports will be produced and disseminated to all implementing Agencies and stakeholders.

6.3 Phases of the Operational Monitoring and Evaluation Plan

Monitoring and Evaluation (M &E) of programmes/projects under the Sector Department will be carried out at three separate but distinct levels. First, concurrent monitoring will be the responsibility of the Sector Agencies (The Ministry of Local Government and Rural Development and Office of the Head of Local Government Service will be in charged with the responsibilities of day to day M&E operation). Second, Monitoring and Evaluation cell will regularly monitor and report on the programme’/project’s physical and financial inputs and outputs, at the Agency level and carry out comprehensive outcome-focused impact evaluations of the sector at three stages; baseline, MTR, and at the end of the MDTP completion period.

The institutional structure of the M&E process will follow the overall organizational and governance structure of the Department The Monitoring effort to: the Department in its day- to- day operations;



developing Programme/Project Monitoring and Tracking System (PMTS); development of information networks; provide support to the overall sector communication dissemination effort. The M&E system will identify problem areas at the national and institutional levels, help management of the agencies to administer program/project process, aid in programme /project designing and implementation, help make mid-course corrections, and help the Programmes/ projects achieve their overall development objectives.

6.4 Structure of M & E Plan

Steps for formulation of the M & E plan are as follows:

● Stakeholders analysis for assignment of M & E responsibilities;

● Needs assessment and creating necessary supporting conditions and capacities;

● Development of the M & E work plan and budget;

● Provision of tools for M&E data collection and analysis;

● Determination of reporting format and time lines; and

● Proposed format for the dissemination of Annual Progress Reports and how to carry it out to achieve the desired impact.

6.5 Institutional Framework for Monitoring & Evaluation

This provides an outline for the institutional arrangements for support and to sustain effective M&E activities at all levels. It also defines roles and responsibilities of the Department (i.e Social Development and Child Protection) to provide an oversight responsibility for other government agencies and officials in accordance with the relevant legal provisions. It also emphasizes the important role of the involvement of Traditional Authorities, Civil Society Organizations, the General Public and Development Partners (DPs) to create a holistic and participatory approach, effective feedback mechanisms and dissemination of M&E information.

6.5.1 Monitoring and Evaluation Mandate of the Department

The M&E functions are prescribed by legal instruments and regulations. Section 10 of the National Development Planning (Systems) Act, 1994, 480 requires the DoCD implementation of the Strategic Plan and submits reports at intervals in prescribed formats to the NDPC. In addition, Section 12, sub-section 1 (b) of the Civil Service Law, 1993, established the PPBMED to coordinate and monitor programmes of the Department.

6.5.2 Roles and Responsibilities of Key Stakeholders in Monitoring & Evaluation

The roles and responsibilities of the Ministry, Directorates, its Decentralized Departments and Agencies are outlined as follows:

6.5.2.1 The Ministry Local Government and Rural Development (MLGRD)

The Sector Minister, Deputy Minster and Chief Director have the ultimate responsibility for the provision of support for:

● Development and implementation of the Sector M &E Plan; ● M &E capacity building within the Ministry; and ● Creating the necessary conditions for M &E in the sector.


Policy Planning, Budgeting, Monitoring, and Evaluation (PPBME) Unit

The PPBME Directorate of DoCD has the following roles and responsibilities:

Co- Ordination and Capacity Building

● Define and select sector specific indicators in collaboration with Agencies in line with NDPC guidelines;

● Demand and collate M&E data in collaboration with RSIM Directorate from and all agencies of the Department for the production of the Sector Annual Progress Report (APRs);

● Periodically visit key project sites and report on development progress at all levels; ● Monitor and Evaluate Departmental activities; and ● Build M&E capacity of Departments.

Traditional Authorities, Civil Society Organizations (CSOs) Non-Governmental Organizations (NGOs), Media and Researchers

● Express the views of the community whose needs the Strategic Plan aims to address; ● Provide information about how sector programs and policies are operating on the ground and about the impact of S&T and Innovative strategies on the environment;

● Provide information about how officials of Department and Agencies are performing their ● Duties; ● Provide watch-dog role on the implementation of policy decisions; ● Co-operate and collaborate in data collection for Monitoring and Evaluation; ● Participate in analysis of sector issues close to the target community and come out with ● credible and dependable views to inform decision-making and to achieve results; and

● Channel grassroots information and experiences to inform policy formulation and implementation.

Development Partners

● Provide financial and Technical support for strengthening institutional framework for result- based planning, monitoring, and evaluation;

● Provide support for decentralized departments and agencies to develop an efficient ● Information and reporting system; and ● Support monitoring and evaluation efforts in order to guide policy-making, improve sector programmes, and strengthen the performance of departments and agencies in the sector.

6.5.2.2 Department and Agencies

The roles and responsibilities of Division and Units under DoCD are as follows:

● Develop and provide guidance to decentralized Departments and Agencies at the Regional level on how to implement the sub- sector M &E Plan;

● Collate and validate sector data from the decentralized District/local Departments and ● Agencies through site inspections and regional workshops; ● Submit the collated Regional M&E reports to the PPBMED; ● Central coordination and capacity building; and

● Support the development and implementation of monitoring tools for specific programs.


Reporting ● Contribute information for the annual sector reports; ● Contribute information for sector Performance Report; ● Provide quarterly updates about progress made with respect to the budget implementation; ● Produce progress and impact reports for specific target programmes as required; ● Undertake periodic monitoring, evaluation, and research; ● Lead monitoring and evaluation efforts for Department or Agency specific programs and initiatives;

● Conduct day-to-day supervision and detailed monitoring of internal departmental or agency activities;

● Co-ordinate the activities of Agencies and Department; ● Collate data from across regions and districts in order to evaluate national progress; and ● Use finding from Monitoring and Evaluation activities to inform policy decision.

6.5.2.3 Agencies at Regional Level

● The roles and responsibilities of offices of Agencies at the Regional level are as follows; ● Submit periodic M&E reports to the respective Head Offices; ● Prepares and disseminate Regional Annual Performance Report (APRs); ● Consolidate and harmonize Department reports in order to prepare and disseminate Regional Composite Report;

● Operations and supervision of regional activities and programmes; ● Monitor and evaluate departmental activities; and ● Build M&E capacity of departments.

6.6 Strategic Monitoring and Evaluation Plan

The M&E Plan is to be used by the Department and Agencies as well as all stakeholders in the sector to measure progress towards the achievement of Strategic goals and objectives. The plan also provides a clear direction on how programmes, projects activities and expected results of the Plan will be monitored and evaluated for performance measurement. The M&E Plan provides mechanism that makes it possible to understand the Plan as well as to reflect and provide lessons from its implementation. The process of developing the M&E plan adopted a participatory approach with a strong feedback from stakeholders. Forward the collated M&E reports of the Agencies to the PPME Directorate at the Ministry for collation.

6.8 Monitoring Indicators

One of the critical measures the Department took into consideration in preparing the M&E Plan was first of all to define the most appropriate indicators and setting realistic target that are achievable within the plan period but in line with the Plan goals and objectives. Indicators of Development of the Department include;

● Improved IGF generation by relevant agencies (including gender and child protection)

● Commercialization of research output by establishing commercial/ business development units at the Gender and Child Protection;

● Improve expenditure management through budgetary and fiscal controls; ● Establishment of relevant infrastructure in Nuclear Data for Gender and Child Protection


● Improved Research and Development

The national and sector specific indicators were also:i. Define as input, output, outcome or impact indicators;ii. Disaggregated (where possible) by age, gender, etc.;iii. Defined by how it will be measured and by whom;iv. Indicated by the frequency of monitoring;v. Project targets for the Plan implementation period,vi. Established with baselines (established where they do not exist);vii. Have targets of what can be achieved by 2023 as well as annual targets.

6.9 Monitoring and Evaluation Matrix

Monitoring and Evaluation matrix is one of the tools the Department considered in the preparation of the M&E plan. The matrix identifies inputs, output, outcomes, and impacts indicators for each Plan objective. It summarizes the overall Monitoring and Evaluation plan by including a list of methods to be used in collecting the data. This matrix also shows the linkage of the Plan to the policy objectives. Table 6.3 show the main element of the matrix.

6.10 Monitoring & Evaluation Budget

To instil ownership and commitment, the sector M&E budget was prepared through stakeholder participatory process. Based on the fact that, M&E has not been given the desired attention by the Ministry in the past, the M&E budget will require special attention and approval by the Sector Ministry. The estimate is a proposed budget and a criterion to measure how effective the M&E will be conducted as shown in Table 6.2.

Table 6.2 Summary M&E Budget for Strategic Plan 2019 – 2023 Rollout

S/N DESCRIPTION OF EXPENDITURE

DESCRIPTION OF ACTIVITIES QTY. FREQ.

UNIT COST

TOTAL

GHØ

1 Purchase of OfficeEquipment

Computer andAccessories 3 1 6,000 18,000

Scanners 2 1 4,000 8,000

Photocopiers 1 1 5,000 5,000

2 Purchase of Vehicles 4 x 4 Pick-Ups 1 1 80,000 80,000

Fuel 68 6 3.50 1428Maintenance, Repairs, Servicing 1 6 4,000 24,000

3 Documentation Plan Preparation 1 3 10,000 30,0004

M&E Plan preparation processes

Review Workshop 1 1 11,000 11,000

Fuel 30 1 3.50 930Stationery 1 1 500 500

5 Consultation and outreach 1 2 10,000 20,000

Total 198,858


6.11 Data Collection, Validation and Collation

Data on Programmes and Projects

The PPMED in collaboration with the Research Statistic and Information Management (RSIM) Directorate shall compile a register of all ongoing programmes and projects in the sector. Compilation of Quarterly progress reports would capture all programmes and projects undertaken under the auspices of the sector, including those supported by Development Partners and NGOs. This register shall be regularly updated with details on each activity such as start-time, costs, location, and source of funding, expected completion date, status of project, etc. as indicated in the table 6.3. To a large extent, the data shall also indicate the contributions that programmes and projects are making towards the achievement of the goal and objectives of the Strategic Plan.

Primary Source of Data

In addition to the primary data collected by the Department and its decentralized division and units, some useful sources of secondary data from NGOs, academic and research institutions, Ghana Statistical Service (National Population Census reports), etc will also be used in analyzing the data to arrive at a credible result.

Data Validation

All data collected shall be reviewed with stakeholders before collation. Data validation meetings will be organized to ensure that, the data collected is devoid of errors and inconsistencies.

6.11 M&E Information Communication System

The Department shall ensure that a well-functioning Information Technology (IT-based) is established to facilitate data collection, processing, analysis and storage as well as retrieval for timely and accurate policy planning, decision making and for information dissemination.

Table 6.8 Progress Reporting Template

Item No. Sector

Project/ProgrammeDescription

Project location

Contractor/Consultant

SourceofFunding

DateStated

ExpectedCompletionDate

ContractSum

Expendi-tureTo Date

ProjectImple-menta-tionStatus

7CHAPTER SEVENCOMMUNICATION STRATEGY


7


CHAPTER SEVEN COMMUNICATION STRATEGY

7.1 Introduction

Dissemination of information to stakeholders has become very important as far as development issues are concerned. In other words, communication strategy has become imperative in managing stakeholders’ expectations as far as developments of their communities are concerned. This chapter summarizes arrangement proposed to disseminate the contents of the strategic plan and achievements to all stakeholders.

7.2 Objectives of the Communication Strategy

The new Local Government System decentralizes power functions down to the grass root where the MMDAs and Non-Decentralized Departments are the Administrative head at the local level. This is to ensure that power is vested in the local people in terms of decision making that concerns them. The Assembly and its department as the Administrative head is expected to reach out to the communities in terms of information flow concerning projects and programmes to complete the communication channel.

A good communications plan defines how the strategy will be expressed through practical public relations activities. The main objective of this communication strategy is to document all the fundamental ideas that should be driving communications, including objectives, audiences, messages, and an overview of how the goals will be achieved.

7.3 Stakeholder Analysis

The staff of DoCD is expected to collaborate with all departments/ institutions/ agencies as well as other stakeholders to communicate to the general public on the roles of stakeholders in the Districts in the implementation of programmes, projects and activities outlined in the strategic plan. Other stakeholders will include the MLGRD, MoGCSP, RCC, DSW, DPCU members, NCCE, ISD, Traditional Authorities, Assembly members and their Unit Committee members and the general public.

The involvement of stakeholders at all levels of implementation ensures sustainability since the projects, programmes and activities are seen as the people’s own. Public forums, meetings, durbars are expected to create a platform for stakeholder involvement in the implementation of this strategic plan.

7.4 Communication Strategies

The DoCD aims at disseminating information on the strategic plan and other government policies and programmes to communities through community forums, public hearings, durbars, through the radio discussions, Assembly members and Annual progress reports to the national level through the RCCs. Discussions at the General Assembly meetings are expected to reach out to the people. Government agenda and policies embodied in the strategic plan will constantly be communicated to the general public through the Radio, Information Service Department, and National Commission for Civic Education and Community Information Centres. Finally, the strategic plan will be published at the Department and the Ministry’s website to be accessed by all.


7.5 Communication Plan/Matrix

Communication Strategy actions proposed and the timeframe as well as the source of funding and the implementing agencies for communicating the contents of the plan are presented in the table 7.1.

Table 7.1 Communication Matrix

ACTIVITIES PURPOSE AUDIENCEMETHODS/

TOOLSTIMEFRAME BUDGET

RESPON-SIBILITY

Organize Public hearing on the SP

To present the SP to the general public to make sure projects and programmes conform to prioritized needs of the communities

Community Members, Traditional Authority, Media etc.

Community Durbar

Q3, 2019 570,000.00 DoCD

Publish the SP on the Ministry’s website

To make the plan available to the general public

General public

Ministry’s website

Q3, 2019 260,000.00 DoCD

Organize 1No stakeholder meeting

To sensitize all stake-holders on their roles and respon-sibilities in the imple-mentation of the SP

MoGCSP, MLGRD, DPCU, NCCE, ISD, RCC, Heads of Department, Community Members, etc.

Community Durbar

Q3, 2019 520,000.00 DoCD

Organize annual performance reviews on the SP

To present the annual performance of SP to the general public

MoGCSP, MLGRD, MPCU, RCC, Heads of Department, community members etc.

Round- Ta-ble discus-sions and Power Point Presenta-tion, flyers, fact sheets

Q1,2020 500,000.00 DoCD

Radio talk shows on the implemen-tation of the SP

To announce, discuss and broadcast the SP in local news media

General public

Panel discussion/Media

Quarterly 26,000,000.00 DoCD

TOTAL 27,850,000.00


7.6 Conclusion

With decision making at the grass root where the people see development projects/activities as their own, being manned administratively by the Assembly and user Department, radio programmes where people can contribute, community durbars as well as Assembly-men and women are expected to generate feedback on the performance of the Department. A well laid out and communicated plan (awareness of the SP), involvement of all stakeholders in the planning process right from decision making to actual implementation & monitoring. Annual progress reports & forums such as radio programmes, community durbars, Assembly meetings, use of ISD, NCCE, CIC among others is expected to create an open door access to the general public and the nation at large. The consultative participatory nature of the plan preparation process will mean that all relevant stakeholders and development partners will be very keen and show commitment in the implementation of the plan.

APPENDIXES

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APPENDIX 1: ORGANOGRAM

ORGANOGRAM

Director

Planning, Budget, Monitoring & Evaluation

Social Drive

& CTIs

Procurement/Stores

Internal Aud it

Administration & HR

Client Service & Public Relation

Transport

Records

Estate

Security

HR

Planning & Budgeting

Monitoring and Evaluation

SIM

TIs

Quality Assurance & Certification

Ext ension Services

Finance

ABBREVIATIONS CTIs - Coordination for Training Institutions TIs - Training Institutions SIM - Statistics and Information Management HR - Human Resource

ORGANOGRAM FOR THE SOCIAL WELFAREAND COMMUNITY DEVELOPMENT DEPARTMENT

Social Welfare And CommunityDevelopment Department (Head)

Social Welfare Section

Child RightPromotion

unit

JusticeAdministration

unit

Communitycare unit

Adulteducation

unit

HomeScience

Extension/Economic

Developmentunit

ExtensionService

unit

Community Development Section


EXPLANATIONS OF SECTIONS / UNITS ON ORGANISATIONAL STRUCTURE

1.0 Office of the Director

The Office of the Director of Community Development is responsible for the provision of technical and administrative leadership for the effective discharge of the mandate and functions of the Department. The office advises and provides technical inputs to the Sector Ministry on all issues concerning the community development at the strategic level in the country.

2.0 Sections/Units of the Department

The proposed structure depicts three (3) main Sections namely: ● Social Drive & Coordination of Training Institutions (CTIs) ● Planning, Budgeting, Monitoring and Evaluation

● Administration and HR

3.0 Other units are: ● Finance ● Client Service & Public Relations ● Internal Audit

● Procurement & stores

2.1 Social Drive & Coordination of Training Institutions (CTIs) Section:

The Section is responsible for developing guidelines, proposals, setting standards and providing benchmarks for social drive and strategic mass education programmes for community development in the country. It further liaises with accredited Institutions and Development Partners to ensure the development of curriculum for training, quality assurance and accreditations for Mass Educations programmes at the Community Training Institutions. The section also oversees the development and management of the Department’s IT/GIS infrastructures as well as the collection and collation of data for statistics to support policy.

The sub sections are: ● Statistics and Information Management ● Coordination of Training Institutions (CTIs) ● Quality Assurance and Certification

● Extension Services

Statistics and Information Management (SIM):The sub section ensures that requisite data is available for decision-making. It further initiates and maintains information technology network and infrastructure for the Department. It also develops supports and integrates new technologies into the operations of the Department.


Training Institutions (TIs):The sub section is responsible for developing guidelines, proposals, setting standards and providing benchmarks for Community Vocational and Technical Institutions as well as the Rural Development College, Kwaso for strategic mass education programmes for community development in the country. It facilitates the development of effective curriculum for training, quality assurance, accreditations and innovations for Mass Educations programmes at the Community Training Institutions. It also facilitates the implementation of mass education policies, plans and strategies for the Department within the community based Institutions.

Quality Assurance and Certification:The unit collaborates with statutory institutions to ensure the development of curriculum, delivery and quality assurance of the training programmes undertaken in the training institutions.

It also oversees the certification of all programmes and the productions of certificates for graduating students at the institutions.

Extension Services:The unit collaborates with various stakeholders to undertake strategic test trails of mass education services to support the institution with community development activities in the country.

2.2 Planning Budgeting, Monitoring and Evaluation

This section leads in the design and provision of plans based on a sound framework for the effective implementation of the Department’s planned programmes, projects and activities. It is also responsible for preparing budget and the provision of technical guidance to Management on budgetary matters and keeps proper updates of all financial projects.

It also ensures the provision of an effective basis for measuring the various stages of programmes and projects of the Ministry as well as providing an objective basis for assessing the effectiveness of its programmes and projects.

The units are: ● Planning and Budgeting

● Monitoring and Evaluation

Planning and Budgeting: The Sub section leads in the design and provision of plans based on a sound framework for the effective implementation of the Department’s planned programmes, projects and activities.

It is also responsible for preparing budget and the provision of technical guidance to Management on budgetary matters and keeps proper updates of all financial projects.

Monitoring and Evaluation:The Sub section ensures the provision of an effective basis for measuring the various stages of programmes and projects of the Department as well as providing an objective basis for assessing the effectiveness of its programmes and projects.


2.3 Administration and HR

The Section ensures that services and facilities necessary to support the administrative functions of the Department are available. It also ensures the provision of an effective and efficient HR systems.

The section has the following units: ● Records ● Transport ● Estates ● Stores

● Security

Records:It ensures that documents and information are properly kept for confidentiality and easy accessibility.

Transport: The unit is responsible for the proper management and provision of an efficient transport system for the efficient running of Department.

Estates: The unit provides advice on estate management issues and ensures that repairs and works on facilities/infrastructure and other built assets are properly carried out in the Department. It also oversees the cleaning of the Department.

Security: The unit is responsible for ensuring the safety of all staff and property of the Department.

Human Resource:The sub section oversees the availability of requisite and adequately trained staff for the effective operation of the Department. This is done through human resource planning, the requisite skills mix for the effective and efficient functioning of the Department and the implementation of approved human resource policies and practices of the Civil Service.

It also manages the files and records of the Department’s staff pertaining to recruitment, leave, promotion, salary issues, transfer, performance appraisal, etc. It is also responsible for the coordination of training staff (internal and external) for the Department.

3.0 Other units of the Department:

3.1 Internal Audit:

The Unit ensures systematic, disciplined approach to evaluate and improve effectiveness of risk management, control and the administrative processes at the Department to add value and improve its operations.


3.2 Client Service & Public Relations:

The Unit is responsible for implementing the client service policies and guidelines at the Department. The unit also provides information on the services provided by the Department and processes the registering of dissatisfaction on any service rendered or provide feedback for complaints. It deals with complaints from the public regarding services and ensures that genuine problems are addressed promptly.

It also implements and reviews communication strategies to market and communicate the Department’s policies, programs, projects and activities to the public and also receive and manage public responses and enquiries, while using appropriate methods to maintain the identity, name and reputation of the Department.

3.3 Procurement & Stores:

The Unit is responsible for managing the pre and post contract procedures of the Department. The section prepares and keeps all documentations regarding procurements and facilitates the conduct of procurement audits in the department.

It is responsible for the storage and distribution of all goods procured and ensures that stocks are replaced on time at the Department.

3.4 Finance:

The unit provides proper financial management and administration at the Department. It also safeguards the interest of the Department in all financial transactions relating to revenue and expenditure.

It conducts financial operations, manages accounts and prepares financial reports for the Department. It is also responsible for the preparation of all financial records on projects and programmes and advices on all financial matters relating to the Department


APPENDIX 2: SUMMARY OF kEY CROSS-CUTTING ISSUES REVIEWED

● Child Abuse

● Child trafficking

● Child labour

● Streetism

● Juvenile delinquency

● Child marriage

● Teenage pregnancy

● Poverty

● Gender

● HIV and AIDS


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APPENDIX 3: REFERENCES

Government of Ghana, (2017) Ghana Justice for Children Operational Plan (J4COP)

Government of Ghana, (2017), Child and Family Welfare Operational Plan (2017-2020)

Government of Ghana, (2015), Child and Family Welfare Policy

Government of Ghana, (2015), National Social Protection Policy

Government of Ghana, (2016), Children’s (Amendment) Act, 2016 (Act 937)

Government of Ghana, (2015), Justice for Children Policy

Government of Ghana (2016), Local Governance Act, 2016 (Act 936) and L.I 1961

Government of Ghana (2017), Medium-Term National Development Policy Framework; an Agenda for Jobs: Creating Prosperity and Equal Opportunity for all 2018-2021

National Development Planning Commission, (2018), guidelines for the preparation of District and Sector Medium term development plans (2018-2021)

Ministry of Local Government and Rural Development (2018); Sector Medium Term Development Plan (2018-2021)

Strategic Plan For The Department Of Community Development (Docd)

STRATEGIC PLAN FOR THE DEPARTMENT OF COMMUNITY DEVELOPMENT

(2019 – 2023)

REPUBLIC OF GHANA