Budget Estimates/Strategic Plan 2013-2015

June 15, 2013

PUBLIC SECTOR REFORM SECRETARIAT(PSRS)

OFFICE OF THE PRESIDENT

BUDGET ESTIMATES/STRATEGIC PLAN 2013-2015

December 2012


 

1.0     Introduction

The Public Sector Reform Secretariat (PSRS) has a strategic and technical back-stopping role. The primary responsibilities of the PSRS focus on coordination, financial management, procurement, monitoring and evaluation, and reporting. In a nutshell, it has oversight, coordination and reporting functions.

2.0     Vision Statement

Excellence in public service delivery

 

3.0                Mission Statement

To coordinate, support and facilitate public sector reforms for efficient and effective service delivery and utilization of public resources

 

4.0                Mandate

  • To provide strategic focus and coordination in public sector reform activities;
  • To spearhead the development of various capacities in the Public Services; and
  • To facilitate the achievement of the development agenda priorities: job creation, food security, good governance, compact and efficient public service and public-private sector strategic partnerships.

 

5.0                Functions

The Secretariat’s functions are to:

  • Facilitate, coordinate, monitor and evaluate the implementation of all public sector reform initiatives
  • Provide policy guidelines in the generation and exchange of knowledge relating to concepts, techniques and lessons of experiences pertaining to  public sector reform and capacity building, especially (but not exclusive) on measurement of results
  • Coordinate external cooperative partnership in the area of public sector reform and capacity building for public sector reform
  • Initiate and facilitate the development of good practices in Public sector management
  • Plan, prioritize and harmonise public sector reform activities of government within and between public sector agencies
  • Encourage the development of professionalism / standards for improved public service delivery and
  • Contribute to the consolidation of good governance, job creation and democracy

6.0      Goal

The New Approach to Public Sector Reform aims to use the reforms as a tool for accelerated and sustainable development by breaking existing barriers and challenges to the achievement of two major objectives of the “Better Ghana” agenda, namely (i) putting food on people’s tables; and (ii) providing citizens with secure and sustainable jobs.

 

7.0 Broad Sectoral Objectives (Strategic Objectives)

  1. To increase responsiveness, public trust and confidence in Government
  2. To facilitate improvement in accessibility to and satisfaction with public services
  3. To enhance efficiency and effectiveness in delivery of services to the public
  4. To enhance compliance with existing regulations and laws in public service delivery
  5. To contribute to the creation of an enabling environment for sustainable economic growth and development
  6. To entrench a culture of accountability, transparency and ethics in public service management and service delivery
  7. To promote innovation and creativity in the public sector

 

7.1                    Strategic Orientation for 2013

  • Institutional Strengthening of 6 selected MDAs in preparation for playing their roles in the NAPSR program
  • Strengthening the Central Management Agencies (OHCS and PSC) to make them ready for the delivery of the HRM and Performance Management aspects of the NAPSR
  • Conducting Pilot Reforms in two Subvented Agencies and bringing the State Enterprises Commission and other bodies to a state of readiness to implement the NAPSR
  • Strengthening of the Public Sector Reform Secretariat to properly undertake its oversight mandate of public sector reforms.

 

8.0 Budget Performance 2012 ( See attached)

9.0 2012 Performance Report

An amount of GH¢1,330,820.00, was approved by MoFEP. However, by September, 2012, GH¢613,665.00 was released. The detailed are seen in the attached sheet. In spite of this, PSRS was able to attain some milestones, which are tabulated below:

9.1 New Approach to PSR

  • Several working sessions, consultations and meetings were held with key stakeholders, including All the 23 Ministries, which resulted in a draft Work Plan for the implementation of PSR;
  • PSRS is in discussions with the World Bank for possible support to PSR;
  •  Initiated the recruitment of skilled staff to augment the staff skill-mix in PSRS
  • A two five (5)-day customized training in M&E, for over 70 participants drawn from all 23 MDAs and two (2) sub-vented Agencies was held at GIMPA financed by the French Support. A cadre of M & E has been established to fast-track data gathering and analysis for development

9.2 CAMPS Activities

  • Attendance at 2 Conferences of African Ministers of Public/Civil Service, in Congo Brazzaville and Addis Abeba which resulted in Ghana:
    •  being selected to host the next African Public Services Day (APSD)  in June 2013;
    • Maintaining  her 2nd Vice chairman position in the Conference;
    • commencing the process of the ratification of the African Charter
      • An inter-ministerial committee was formed which came out with a draft Cabinet Memorandum on the ratification process

9.3  Subvented Agencies Reform

  • A two (2)-day Training Workshop on Performance Contracting, facilitated by GIMPA and funded by the French Support was held, leading to the development of a draft Model Performance Contract for two (2) Sub-vented Agencies – Accra Polytechnic and Komfo Anokye Teaching Hospital.

9.4 Open Government Partnership (OGP)

  • Ghana has signed onto the Initiative.
  • A national Steering Committee on OGP has been formed and inaugurated
    • The Steering committee has developed a National Action Plan
    • Public/Stakeholder consultations will continue

10.0 Constraints/Challenges

  • Inability to create an establishment for the PSRS, leading to non-execution of the Cabinet approved Structure
  • Non-payment of approved fees for the Coordinators/consultants
  • Lack of adequate office accommodation
    • Limited GoG funding support
    • Inadequate staffing.

11.0 Conclusion

The mandate of the secretariat is to facilitate, coordinate and monitor implementation of all public sector reform initiatives. The Secretariat provides implementation support for the agreed reform initiatives in the MDAs/MMDAs. Sub-vented Agencies, Central and Strategic Management Agencies. 

Actual implementation of the identified reform initiatives lies with the relevant MDAs. It is necessary to show government commitment in the  implementation of the New Approach to PSR initiatives to give a clear message to the Donor Community about government desire to strengthen human resource development and management and institutional capacity; improve conditions of work to ensure the attainment of government’s

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