MINISTRY OF EMPLOYMENT AND LABOUR RELATIONS (MELR) … · 2018-08-07 · 3.2.2 Child Labour ... CLOGSAG - Civil and Local Government Service Association of Ghana CLU - Child Labour

MINISTRY OF EMPLOYMENT AND LABOUR RELATIONS (MELR)

ANNUAL PERFORMANCE REPORT

2014

January 2015

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Table of Contents

EXECUTIVE SUMMARY .................................................................................................................... VII

PART ONE .................................................................................................................................................. 1

1. PROFILE: MINISTRY OF EMPLOYMENT AND LABOUR RELATIONS ................................ 1

1.1 Introduction ................................................................................................................................... 1

1.2 Vision ............................................................................................................................................ 1

1.3 Mission Statement ......................................................................................................................... 1

1.4 Functions ....................................................................................................................................... 1

1.5 Policy Objectives .......................................................................................................................... 2

1.6 Organizational Structure ............................................................................................................... 3

1.7 Civil Service Departments ............................................................................................................ 3

1.8 Sub-Vented Agencies .................................................................................................................... 3

1.9 Programme .................................................................................................................................... 3

PART TWO ................................................................................................................................................. 5

2.0 HUMAN RESOURCE DATA AND ANALYSIS ........................................................................... 5

2.1 Introduction ................................................................................................................................... 5

2.2 Staff Distribution .......................................................................................................................... 5

2.2.1 Sex Distribution ............................................................................................................................ 5

2.2.2 Staff Categorisation ...................................................................................................................... 5

2.2.3 Age Distribution ............................................................................................................................ 6

2.3 Staff Movements ........................................................................................................................... 6

2.3.1 Recruitments/Replacements Undertaken ...................................................................................... 6

2.3.2 Promotions Undertaken................................................................................................................. 6

2.3.3 Postings Undertaken ..................................................................................................................... 6

2.3.4 Staff on Secondment ..................................................................................................................... 6

2.3.5 Staff on Contract ........................................................................................................................... 6

2.3.6 Staff on Leave ............................................................................................................................... 6

2.3.7 Staff who Exited the Service ......................................................................................................... 6

2.4 Scheme of Service and Competency-Based Training ................................................................... 7

2.5 Workshops Seminars and Conferences Undertaken ..................................................................... 7

2.6 Academic Training Programmes .................................................................................................. 7

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PART THREE ............................................................................................................................................. 8

3.0 PLANNED PROGRAMMES AND DELIVERY ............................................................................ 8

3.1 Headquarters ................................................................................................................................. 9

3.2 Labour Administration .................................................................................................................. 9

3.2.1 Labour Department ....................................................................................................................... 9

3.2.2 Child Labour ............................................................................................................................... 10

3.2.3 Department of Factories Inspectorate ......................................................................................... 10

3.2.4 National Tripartite Committee .................................................................................................... 11

3.3 Co-operatives Development ........................................................................................................ 12

3.3.1 Department of Co-operatives ...................................................................................................... 12

3.3.2 Ghana Cooperatives Council ....................................................................................................... 14

3.4 Skills Development ..................................................................................................................... 14

3.4.1 Management Development and Productivity Institute (MDPI) .................................................. 14

3.4.2 National Vocational Training Institute [NVTI] .......................................................................... 15

3.4.3 Opportunities Industrialization Centre – Ghana (OIC-G) ........................................................... 16

3.4.4 Integrated Community Centres for Employable Skills (ICCES) ................................................ 16

3.5 Public Service Wage and Salary Administration ........................................................................ 17

3.5.1 Fair Wages and Salaries Commission (FWSC) .......................................................................... 17

3.6 Financial Report .......................................................................................................................... 17

3.7 Budget Preparation ...................................................................................................................... 18

3.8 Audit Report ................................................................................................................................ 18

PART FOUR ............................................................................................................................................. 19

4.0 CHALLENGES AND MITIGATING STRATEGIES ................................................................... 19

4.1 Skills Development ..................................................................................................................... 20

4.2 Labour Administration ................................................................................................................ 20

4.3 Labour Market Information ........................................................................................................ 20

4.4 Cooperatives Development ......................................................................................................... 20

PART FIVE ............................................................................................................................................... 22

5.0 FORWARD LOOK FOR 2015 ....................................................................................................... 22

5.1 P1. Management and Administration .......................................................................................... 22

5.2 P2. Job Creation and Development ............................................................................................. 22

5.3 P3. Skills Development ............................................................................................................... 22

5.4 P4. Labour Administration .......................................................................................................... 22

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LIST OF TABLES

Table 1: POLITICAL AND BUREAUCRATIC HEADS OF THE MINISTRY ......................................... 3

Table 2: HEADS OF DEPARTMENT AT THE NATIONAL LEVEL ....................................................... 4

Table 3: CHALLENGES AND MITIGATING STRATEGIES ................................................................. 19

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APPENDICES

Appendix 1 Staff Distribution

Appendix 1A - Total Staff List

Appendix 1B - Staff Categorisation

Appendix 1C - Sex Distribution

Appendix 1D - Age Distribution

Appendix 2 Staff Movements

Appendix 2A - Recruitments Undertaken

Appendix 2B - Promotions Undertaken

Appendix 2C - Postings Undertaken

Appendix 2D - Staff on Secondment

Appendix 2E - Staff on Contract

Appendix 2F - Leave

Appendix 2G - Staff who Exited the Service

Appendix 3 Training & Development

Appendix 3A - Scheme of Service and Competency-Based Training Programmes in 2014

Appendix 3B - Workshops, Seminars and Conferences Undertaken in 2014

Appendix 3C - Academic Training Programmes

Appendix 3D - Summary of Cost of Training & Development interventions

Appendix 4 - Highlights of Achievements of the Ministry

Appendix 5 - Highlights of Achievements of Sector Departments and Agencies

Appendix 6 - Financial Performance

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ABBREVIATIONS

CLOGSAG - Civil and Local Government Service Association of Ghana

CLU - Child Labour Unit

COLA - Cost of Living Allowance

DFI - Department of Factories Inspectorate

DOC - Department of Cooperatives

FWSC - Fair Wages and Salaries Commission

GAWU - General Agricultural Workers Union

GCC - Ghana Cooperatives Council

GCCo - Ghana Co-operatives College

GCLMS - Ghana Child Labour Monitoring System

GEA - Ghana Employers Association

GSGDA - Ghana Shared Growth and Development Agenda

GTPCWU - General Transport, Petroleum and Chemical Workers Union

GYEEDA - Ghana Youth Employment and Entrepreneurial Agency

ICCES - Integrated Community Centers for Employable Skills

I-CLMS - Integrated Child Labour Monitoring System

ILO - International Labour Organisation

IPEC - International Programme for the Elimination of Child Labour

LD - Labour Department

LiPWP - Labour Intensive Public Works Programme

LMIS - Labour Market Information System

MCP(s) - Master Crafts Person(s)

MDPI - Management Development and Productivity Institute

MELR - Ministry of Employment and Labour Relations

NCTE - National Council for Tertiary Education

NDMW - National Daily Minimum Wage

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NEP - National Employment Policy

NLC - National Labour Commission

NMTDPF - National Medium Term Development Policy Framework

NPRA - National Pensions Regulatory Authority

NSCCL - National Steering Committee on Child Labour

NTC - National Tripartite Committee

NVTI - National Vocational Training Institute

OHCS - Office of the Head of Civil Service

OIC - Opportunities Industrialization Center

OL - Organised Labour

OSH - Occupational Safety and Health

PEA - Private Employment Agency

PMS - Performance Management System

POTAG - Polytechnic Teachers Association of Ghana

PSJSNC - Public Service Joint Standing Negotiation Committee

PVTI - Private Vocational Training Institutes

SSPP - Single Spine Pay Policy

SSSS - Single Spine Salary Structure

TBP - Time Bound Programme

UTAG - University Teachers Association of Ghana

YEA - Youth Employment Agency

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EXECUTIVE SUMMARY

Profile

The Ministry of Employment and Labour Relations (MELR) was established by Executive

Instrument 1 (EI 1), issued in January 2013 and Section 11 & 13 of the Civil Service Act, 1993

(PNDC Law 327). It is mandated to formulate, plan, coordinate, monitor and evaluate policies,

programmes and the performance of the Employment and Labour Relations Sector towards

accelerated employment generation and harmonious labour relations as well as the creation of an

enabling policy environment and opportunities for profitable job creation, career and

professional development.

The Ministry’s vision is to be a world-class Employment and Labour Relations Ministry.

The Ministry is managed by two (2) Political Heads (Minister and Deputy Minister) and an

Administrative Head (Chief Director).

The Ministry comprises three (3) Civil Service Departments and ten (10) sub-vented Agencies,

with one (1) National Programme called the National Programme for the Elimination of the

Worst Forms of Child Labour in Cocoa operating under the Ministry. The departments include

the Labour Department (LD), Department of Factories Inspectorate (DFI) and Department of

Cooperatives (DOC). National Vocational Training Institute (NVTI), Management Development

and Productivity Institute (MDPI), Integrated Community Centers for Employable Skills

(ICCES), Opportunities Industrialization Centers-Ghana (OIC-G), Graduate Business Support

Scheme (GEBSS), Ghana Youth Employment and Entrepreneurial Agency (GYEEDA), National

Pensions Regulatory Authority (NPRA), Ghana Co-operatives College (GCCo), Ghana Co-

operatives Council (GCC), Fair Wages and Salaries Commission (FWSC) and National Labour

Commission (NLC). These constitute the various Departments/Agencies under the Ministry.

The Ministry executes its mandate through the development of employment and labour-related

policies and strategies in tripartite consultations with its Social Partners through the National

Tripartite Committee (NTC). As at December 2014, there were 1,932 Civil Servants working at

the Ministry’s Headquarters and its related Departments and Agencies. (Refer to Appendix 1A).

Human Resource Data and Analysis

The total staff strength of the Ministry, together with its Civil Service Departments, as at 31st

December, 2014 stood at one thousand nine hundred and thirty-two (1,932). Out of this, 1,196

representing 61.9% were males, with the remaining 736, representing 38.1% being females.

Again, 950 out of the 1,932 staff, representing 49.2% were in the senior staff category while 982,

representing 50.8% were junior staff.

The age distribution of the Ministry’s staff revealed that about 690 (35.7%) out of 1,932 were

between the ages of 31 - 40 years, 463 (24.0%) were between the ages of 51 – 60 years whiles

454 (23.5%) were between the ages of 41-50years. Again, 320 (16.6%) and 3 (0.2%) were

between the age brackets 20 - 30 years and 60 years and above respectively.

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As regards staff movements, 53 officers were recruited/replaced by the Ministry and its

Departments, 78 officers were successfully promoted to higher grades, a total of 55 postings, 9

secondments, 2 officers were on contracts, 1 each at the main Ministry and MDPI respectively,

whilst 14 officers were on leave.

In all, 84 staff members exited from the service of the Ministry during the year. This occurred

through retirement, resignation, dismissal, death and other.

Planned Programmes and Delivery

During the year under review, the Ministry together with its Departments and Agencies pursued

the implementation of specific Government and national development objectives related to

employment and labour issues, with a focus on the Human Development, Employment and

Productivity over-arching themes that are clearly articulated in Ghana’s development blueprint:

the Ghana Shared Growth and Development Agenda II (GSGDA II): 2014-2017. Specific

activities focused on Labour Administration, Employment Creation, Skills Development,

Public Sector Wage Management and Cooperatives Development.

With respect to Skills Development, the training institutions under the Ministry, i.e. MDPI,

NVTI, OIC-G and ICCES pursued demand-driven vocational and management skills training.

These included skills training of the youth in various trades, enrollment of public and private

sector workers into school-based apprenticeship, testing of candidates in various trades as well as

in secretarial and ICT programmes.

In line with its mandated functions, the Labour Department and the Department of Factories

Inspectorate undertook Labour Administration activities to ensure that workers worked under

reasonable Safety and Healthy environment. Both Departments conducted Establishment

Inspections with the aim of enforcing, educating and ensuring compliance with the Labour Laws

and also ensuring that reasonable standards of Safety and Health of workers are maintained.

Activities pursued by the Labour Department in the course of the year included the provision of

policy advice on labour, employment generation and issuance of collective bargaining

certificates to harmonise the labour front. In all, 40 collective bargaining certificates were issued

to trade unions. The Department also improved the employment condition of about 2,274

workers through labour inspections.

The Department of Cooperatives, Ghana Cooperatives Council and Ghana Cooperatives College

organized a number of individuals to form vibrant Cooperative Societies in various sectors of the

economy and provided them with the requisite management and book-keeping skills training that

would enable the Cooperative Societies organize their economic activities effectively, mobilize

and access funds and expand.

The Fair Wages and Salaries Commission (FWSC), within the period, pursued its mandate of

administering the Public Service Pay Policy and provision of monitoring and advisory role in

relation to public service pay management issues. The Commission held a roundtable discussion

on Performance Management System, prepared drafts Legislative Instrument (LI), Rules and

Procedures Manual, and Monitoring and Evaluation Framework on the Performance

Management System. Again, the Commission collected data from 65 institutions and 450 public

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service workers selected from nine (9) service classifications to assess the impact of the

implementation of the Single Spine Salary Structure. After series of negotiations, the FWSC and

the Public Services Joint Standing Negotiations Committee (PSJSNC) agreed on a 10% of basic

salary as COLA for all public service workers for 2014. The Commission also finally completed

work on the harmonization and standardization of categories 2 and 3 allowances.

Challenges and Mitigating Strategies

The Ministry encountered a number of challenges in the implementation of key policies,

programmes and projects. These included:

Inadequate budgetary allocations and late release of funds

Increased Labour agitations and erratic industrial actions

Lack of timely and relevant labour market information.

Inadequate Professional and technical staff for effective and efficient service delivery.

Lack of proper office accommodation and inadequate logistics,

Infrastructure and resource constraints for re-tooling.

Obsolete legislation and absence of a national Occupational Safety and Health (OSH)

policy

Lack of appreciation and understanding of the Ministry’s work, due to inadequate

awareness programmes for the citizenry.

The Ministry, however, intends to adopt the following strategies to address the challenges:

enhance coordination efforts among the agencies responsible for resolving labour

disputes;

establish a functional (modernized and automated) Labour Market Information System

(LMIS) that would produce real-time labour statistics and information;

propose and initiate a review of obsolete legislation

partner with Development Partners to ensure the retooling of the skills development

institutes.

continue liaising with Ministry of Finance to ensure timely release of funds.

Initiate mechanisms for re-branding and re-engineering the Ministry

Forward Look for 2015

In line with Government’s development objectives and the Programme-Based Budgeting

approach, the Ministry has developed and planned to implement activities aimed at achieving the

following national outcomes:

Rebrand and re-position the Ministry.

Integrate NPRA and YEA into MELR administrative structures.

Pilot Labour Market Information System in Greater Accra and Central Regions.

Organize National Job Summit.

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Pilot Labour Market Information System in Greater Accra and Central Regions.

Strengthen inter-sectoral collaboration and stakeholder participation in the

employment, labour and skills policy development and performance

implementation

Strengthen Tripartism to improve the labour environment and ensure better

industrial relations.

To this end, activities will be undertaken in the programme areas of skills development, job

creation and labour administration. They include the following:

Review and Harmonize YEA modules based on the MELR Triangular model

Create and register 500 vibrant co-operative societies in all sectors of the

economy.

Train 7,890 members of cooperative societies.

Organise vocational testing for 50,596 candidates.

Organise 300 NVTI graduates into cooperatives.

Conduct establishment inspections.

Conduct sensitisation programmes on child labour

Register 400 new factories

Inspect 2,150 offices and shops

Investigate 60% of reported accidents.

MELR has high expectations that the Ministry of Finance will release the budget allocation on

time, to enable the Ministry, its Departments and Agencies implement the programmes planned

for 2015. The Ministry also expects to obtain the right mix of staff with the requisite skills, as

well as the needed logistics to deliver on its mandate; and relies on optimum cooperation and

collaboration with its stakeholders, partners, Civil Society and the general public.

1

PART ONE

1. PROFILE: MINISTRY OF EMPLOYMENT AND LABOUR RELATIONS

1.1 Brief Introduction

The Ministry of Employment and Labour Relations (MELR) was established through an

Executive Instrument (EI 1) issued in January 2013, resulting in the re-alignment of the Ministry

to enable it focus solely on its core traditional responsibility of “work force” (employment and

labour) policy management, which continues to be a major national challenge. It is pertinent to

note that employment remains the pivot and foundation of the Ministry.

Serving as the lead policy advisor to Government on issues related to employment and labour

relations, the Ministry is responsible for the formulation and implementation of policies aimed at

creating and promoting decent jobs, as well as for developing strategies that promote industrial

peace and harmony. MELR is further mandated to coordinate employment opportunities, as well

as resolve labour-related disputes in the country; and ensure that the occupational safety and

health of all workers in both the formal and informal sectors are guaranteed. In addition, the

Ministry is required to regulate the payment of fair and equitable wages and salaries to

employees in all sectors. MELR executes this mandate through internationally acceptable

practices of tripartite consultations with the Sector’s Social Partners.

The Ministry is managed by two (2) Political Heads (Minister and Deputy Minister) and an

Administrative Head (Chief Director).

1.2 Vision

A world-class employment and labour relations Ministry

1.3 Mission Statement

To coordinate employment opportunities and labour-related interventions in all sectors, as well

as promote decent jobs and ensure harmonious labour relations in Ghana.

1.4 Functions

The core functions of the Ministry are to:

(a) Initiate, formulate and coordinate sector policies and programmes, as well as schemes to

ensure sustainable accelerated employment generation and human capital development ;

(b) Develop strategies and mechanisms to ensure and promote industrial peace and harmony;

(c) Develop and periodically review all legal and policy instruments for the sector ;

(d) Ensure the development and review of appropriate information management systems to

facilitate the availability of timely, relevant and accurate employment and labour

statistics;

(e) Coordinate all national employment initiatives with the collaboration of relevant

stakeholders of the economy;

(f) Ensure the monitoring and evaluation of sector policies, programmes and projects in

relation to gainful employment-generation and the promotion of industrial harmony.

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(g) Promote best modern management practices, systems and procedures in all sectors of the

economy to enhance labour productivity;

(h) Ensure fair and equitable wages and salaries for employees in all sectors of the economy

(i) Ensure the provision of employable skills and apprenticeship particularly to the youth

through vocational and technical training at all levels, to promote decent and sustainable

jobs;

(j) Ensure occupational safety and health for all workers in both the formal and informal

sectors;

(k) Ensure all work places conform to labour laws though labour inspection, and

(l) Facilitate the development of vibrant co-operatives, medium and small-scale enterprises

for employment generation and poverty reduction.

1.5 Policy Objectives of the Ministry

The Policy Objectives pursued by the Ministry during the year under review are stipulated in the

National Medium Term Development Policy Framework (NMTDPF) for the medium term

(2014-2017). These Policy objectives also form the basis for the medium-term programmes

being implemented by the Ministry.

The sector Policy Objectives are as follows:

i. To promote the goal of full employment in the national economy and to enable all

men and women who are available and willing to work, to attain a secured and

sustainable livelihood through freely chosen employment and work;

ii. To secure improvement in the productivity of the labour force in order to improve

private sector competitiveness and enhance employability to the extent that labour is

afforded quality and well-remunerated employment consistent with productivity;

iii. To provide the fullest possible opportunity to each worker to qualify for, and to use

his/her skills and endowments in a job for which he/she is well-suited, in a non-

discriminatory manner;

iv. To safeguard the basic rights and interests of workers and, to that end, promote

respect for relevant International Labour Standards, including those on Forced

Labour, Freedom of Association, the Right to Organise and Bargain Collectively, the

Principle of Non-Discrimination and Equality of Treatment and Opportunities; and

elimination of the worst forms of Child Labour;

v. To secure maximum cooperation from, and participation by, the Ghana Employers’

Association (GEA), Organised Labour (OL) and other interested parties in decisions

relating to national employment policy, so as to ensure industrial peace and harmony

and minimize job losses through labour unrests;

vi. To stimulate economic growth and development, eradicate poverty and improve the

standard of living by minimizing the rates of unemployment and under-employment,

and optimizing the utilization of human capital;

vii. To establish a Management Information System for the sector.

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1.6 Organizational Structure

The Ministry of Employment and Labour Relations oversees the activities and programmes of

three (3) Civil Service Departments and ten (10) sub-vented Agencies. The sub-vented Agencies

are mainly skills development institutions providing employable and management skills training

to the youth, as well as to workers in both the public and private sectors of the economy. The

Departments and Agencies are responsible for the implementation of policies, programmes and

projects of the Ministry.

The Secretariat of the National Tripartite Committee (NTC) is situated at the Ministry’s

Headquarters; membership comprises representatives of Government, Employers and Organized

Labour.

1.7 Civil Service Departments

Civil Service Departments under the Ministry are:

Labour Department (LD)

Department of Co-operatives (DOC) and

Department of Factories Inspectorate (DFI)

1.8 Sub-Vented Agencies

Agencies under the Ministry are:

Management Development and Productivity Institute (MDPI)

National Vocational Training Institute (NVTI)

Integrated Community Centres for Employable Skills (ICCES)

Opportunities Industrialization Centre - Ghana (OIC-Ghana)

Ghana Co-operatives College (GCCo)

Ghana Co-operatives Council (GCC)

National Labour Commission (NLC)

Ghana Youth Employment and Entrepreneurial Agency (GYEEDA)

Fair Wages and Salaries Commission (FWSC)

National Pensions Regulatory Authority (NPRA)

National Tripartite Committee (NTC)

1.9 Programme

National Programme for the Elimination of the worst forms of Child Labour (NPECLC) Table 1: POLITICAL AND BUREAUCRATIC HEADS OF THE MINISTRY

The Ministry is managed by a Minister, a Deputy Minister and an Administrative Head.

Ministry Political Head Deputy Political

Head

Bureaucratic Head

Ministry of

Employment and

Labour Relations

Hon. Haruna Iddrisu

(MP)

Hon. Baba Jamal

(MP)

Mr. Samuel-Longman

Attakumah

Period of Office June 2014 to date June 2014 to date July 2014 to date

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Table 2: HEADS OF DEPARTMENT AT THE NATIONAL LEVEL

S/N Department Bureaucratic Head Grade Period of Office

1. Labour Department Mr. Eugene Korletey Ag. Chief Labour

Officer

October 2013 to

date

2. Department of Cooperatives

(DOC)

Jerome Adopley Ag. Registrar 2013 to date

3. Department of Factories

Inspectorate (DFI)

Mr. Fred Ohene

Mensah

Chief Factories

Inspector

2014 to date

4. Management Development and

Productivity Institute (MDPI)

Dr. Jerome Awotwe-

Abban

Ag. Director-

General

2013 to date

5. National Vocational Training

Institute (NVTI)

Mr. Stephen B.

Amponsah

Executive Director June 2007 to date

6. Integrated Community Centres

for Employable Skills (ICCES)

Mr. Godwin Kudese Executive Director November 2013

to date

7. Opportunities Industrialization

Centres- Ghana (OIC-G) Mr. Samuel Debrah

Executive Director June 2009 to date

8. Ghana Co-operatives College

(GCC) Mr. Oppong Manu

Principal Jan. 2007 to date

9. Ghana Co-operatives Council

(GCC) Mr. Albert Prempeh

Executive Secretary 2000 to date

10. Fair Wages and Salaries

Commission (FWSC)

Mr. George Smith

Graham

Chief Executive

Officer

2005 to date

11. National Labour Commission Mrs. Bernice Welbeck

Ag. Executive

Secretary

2013 to date

12. National Pensions Regulatory

Authority

Mr Laud A.K Senanu Ag. Chief Executive

Officer

13. Ghana Youth Employment and

Entrepreneurial Development

Agency

Mr. Kwabena Owusu

Akyeampong

Ag. Executive

Director

November 2013

to date

5

PART TWO

2.0 HUMAN RESOURCE DATA AND ANALYSIS

2.1 Introduction

This section of the report focuses on the human resource base of the Ministry and its Civil

Service Departments. Sex Distribution, Staff Categorisation, Age Distribution, Staff Movement

and Staff Training will be considered.

The total staff strength of the Ministry, together with its Civil Service Departments, stood at

1,932 as at 31st December, 2014. Out of this number, 92 were at the main Ministry, 61 were at

the DFI, 107 at the OIC-G, 748 at NVTI, 69 at MDPI, 487 at ICCES, 49 at the FWSC, 310 at

DOC with the remaining 10 at GCC (refer to Appendix 1A).

2.2 Staff Distribution

2.2.1 Sex Distribution

Out of the 1,932 staff 1,196 representing 61.9% were males while the remaining 736

representing 38.1% were females. At the main Ministry, 44 (47.8%) out of the 92 staff were

males with the remaining 48 (52.2%) being females. The Department of Factories Inspectorate

had 38 (62.30%) males and 23 (37.7%) females, OIC-G had 70 males (65.4%) and 37(34.6%)

females. NVTI had 500(66.9%) males and 247 females (33.1%), FWSC had 31 (63.3%) males

and 18 (36.7%) males. MDPI had 48 (69.6%) males and 21 (30.4%) females while ICCES had

275 (56.5%) males and 212 (43.5%), DOC had 184 (59.4%) males and 126 (40.6%) females

whilst GCC had 6 (60.0%) males and 4 (40.0%) females (refer to Appendix 1B).

2.2.2 Staff Categorisation

Staff of the Ministry are categorised under senior and junior staff. The senior staff category

constituted 950 (49.2%) of the total with the remaining 982 (50.8%) representing the junior staff.

Out of the 950 senior staff 626 (65.9%) were males and the remaining 324 (34.1%) were

females. The junior staff comprised 570 (58.0%) males and 412 (42.0%) females.

At the Departmental level, DFI had 33 senior staff 20 males and 13 females. Under the junior

staff category 18 were males and 10 were females, making a total of 28. NVTI had a total of 493

senior staff 330 males and 163 females and 254 Junior Staff, made up of 170 males and 84

females. OIC-G had 29 males and 14 females under the senior staff category, whilst the junior

category involved 41 males and 23 females. Fair Wages and Salary Commission had 28 senior

staff 16 males and 12 females and 21 junior staff 15 males and 6 females, DOC had a total of

107 senior staff 77 males and 30 females whilst junior staff were 203, made up of 107 males and

96 females, GCC had a total of 2 senior staff who were males and 8 junior staff 4 males, 4

females (refer to Appendix 1C).

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2.2.3 Age Distribution

The age distribution of the Ministry’s staff revealed that about 690 out of 1,932 (35.7%) were

between the ages of 31 - 40 years, 463 (24.0%) were between the ages of 51 – 60 years whilst

454 (23.5%) were between the ages of 41-50 years. Again, 320 (16.6%) and 3 (0.2%) were

between the age brackets of 20 - 30 years and 60 years and above (refer to Appendix 2D).

2.3 Staff Movements

2.3.1 Recruitments/Replacements undertaken

During the year under review, 53 officers were recruited/replaced by the Ministry and its

Departments. Two (2) of them were recruited/replaced by the Main Ministry, 7 by DFI, 10 by

OIC-G, 16 by NVTI and 18 by DOC (refer to Appendix 2A).

2.3.2 Promotions undertaken

Seventy-eight (78) officers from the Ministry and its Departments were successfully promoted to

higher grades during the year. The breakdown is as follows: twelve (12) were from the main

Ministry, two (2) from DFI, twenty-four (24) from NVTI, three (3) from FWSC, and the

remaining seven (7) were from MDPI, twenty-nine (29) from DOC and one (1) from GCC.

These officers assumed their new grades and performed the respective responsibilities attached

to the grades. This actually enabled the Ministry to achieve the outputs for the period under

review (refer to Appendix 2B)

2.3.3 Postings Undertaken

A total of fifty-five (55) postings took place at the Ministry, Departments/Agencies. The main

Ministry had eleven (11) officers posted in and seven (7) posted out. The remaining thirty-seven

(37) postings took place at the Departments/Agencies. (refer to Appendix 2C).

2.3.4 Staff on Secondment

Two (2) officers were seconded from the main Ministry to OIC-G while two (2) others were

seconded to the Ministry, one (1) officer was seconded from the Controller and Accountant

General’s Department to FWSC as an Accountant, and two (2) officers each seconded to ICCES

and DOC respectively, making a total of nine (9) (refer to Appendix 2D).

2.3.5 Staff on contract

There were two (2) officers on contract, one (1) at the main Ministry and one (1) at MDPI. (refer

to Appendix 2E)

2.3.6 Staff on Leave

Fourteen (14) officers were on leave; one (1) at DOC, eleven (11) at ICCES and one (1) each

from DFI and NVTI respectively (refer to Appendix 2F)

2.3.7 Staff who exited the Service

A total of eighty-four (84) staff exited the service of the Ministry during the year; this was

through retirement, resignation, death, dismissal and others. The breakdown is as follows:

7

Retirement: Fifty-nine (59) officers, made up of two (2) from the main Ministry, one (1) from

DFI, eighteen (18) from NVTI, one (1) from OIC-G and two (2) from FWSC, three (3) from

MDPI, two (2) from ICCES, twenty-seven (27) from DOC and three (3) from GCC.

Resignation: Eleven (11) officers, made up of five (5) from NVTI, one (1) from OIC-G, one

(1) from FWSC, three (3) from ICCES and one (1) from GCC.

Death: Five (5) officers made up of two (2) from NVTI, two (2) from ICCES and one (1) from

MDPI died.

Dismissal: Four (4) officers, made up of three (3) officers from NVTI and one (1) from OIC-G

were dismissed from the Service.

Other: Five (5) officers, made up of three (3) who vacated their post, one (1) who was

terminated, and one (1) who proceeded on leave without pay (refer to Appendix 2G).

2.4 Scheme of Service and competency-based training

A total of seventy-seven (77) officers underwent scheme of service and competency-based

training programmes i.e. ten (10) from the main Ministry, 67 from our Departments/Agencies.

Seven (7) of the officers benefited from scheme of service training, while the remaining seventy

(70) benefited from competency based training (refer to Appendix 3A).

2.5 Workshops Seminars and Conferences Undertaken (refer to Appendix 3B)

A total of thirteen (13) officers i.e. eight (8) from MDPI and five (5) from NVTI attended

workshops and seminars in the year under review.

2.6 Academic Training Programmes

Fifteen (15) officers from DFI (1), OIC-G (4), FWSC (2) and ICCES (8) undertook academic

training programmes during the year 2014 (refer to Appendix 3C).

8

PART THREE

3.0 PLANNED PROGRAMMES AND DELIVERY

The Ministry of Employment and Labour Relations (MELR) pursued a number of policies and

implemented development interventions to contribute to the achievement of sector and national

development objectives and targets, as enshrined in the 1992 Republican Constitution of Ghana

and stipulated in the Ghana Shared Growth and Development Agenda: 2014-2017 (GSGDA II).

These policies and interventions were aimed at improving the general living standards of the

people of Ghana in consonance with the mandate, mission, vision and core functions of the

Ministry. The policies and development interventions were also specifically designed to respond

to the development objectives of Government and the Ministry’s obligations under the Human

Development, Employment and Productivity theme of GSGDA II.

In order for MELR to achieve the set national targets and policy objectives relating to Human

Development, Employment and Productivity, the Ministry and its Departments and Agencies

implemented specific activities focused on Skills Development, Labour Administration,

Employment Creation, Cooperatives Development and Public Sector Wage Management.

With respect to Skills Development, the Ministry coordinated and monitored the activities of its

training institutions which provide demand-driven vocational and management skills training. A

variety of these skills training is provided by the National Vocational Training Institute (NVTI),

Management Development and Productivity Institute (MDPI), Integrated Community Centres for

Employable Skills (ICCES) and Opportunities Industrialization Centre-Ghana (OIC-G).

The Labour Department and the Department of Factories Inspectorate undertook Labour

Administration activities to enforce existing labour laws and regulations for the protection of

rights of workers and employers. Both Departments conducted labour and workplace inspections

to ensure that workers worked under hazard-free and conducive working conditions. The Labour

Department facilitated unionization of workers to promote protection of the rights of workers.

The Department also placed some registered job seekers under its National Employment Service,

and together with the National Labour Commission, settled some industrial disputes that were

reported to them.

The Department of Cooperatives, Ghana Cooperatives Council and Ghana Cooperatives

College organized a number of individuals to form vibrant Cooperative Societies in various

sectors of the economy and provided them with the requisite management and book-keeping

skills training that would enable the Cooperative Societies organize their economic activities

effectively, mobilize and access funds; and expand.

The Fair Wages and Salaries Commission also continued with the implementation of the

Single Spine Pay Policy, a major objective of which is to place all public service employees onto

one vertical structure (i.e. the Single Spine Salary Structure).

As at July 2014, the Fair Wages and Salaries Commission had successfully migrated targeted

public service employees from 120 different structures onto the Single Spine Salary Structure

(SSSS). The total number of institutions migrated onto the SSSS is 140, representing 480,436

public sector employees.

9

During the year under review, the Ministry and its Departments and Agencies produced the

following outputs in pursuance of their policies and planned programmes:

3.1 Headquarters

In pursuance of its policy formulation and performance coordination functions, the Headquarters

of the Ministry carried out the following activities:

Developed a National Employment Policy (NEP).

Strengthened the Occupational Safety and Health System.

Developed a National Labour-intensive Public Works Policy.

Aligned the NEP to respond to current national employment trends and Government

objectives.

Convened a meeting with POTAG, UTAG and the National Council for Tertiary

Education to resolve the Book and Research Allowances issue

Held a number of consultations with CLOGSAG and various Unions to address the issue

on the Pension Schemes.

3.2 Labour Administration

3.2.1 Labour Department

During the year under review, the Labour Department in consonance with its mandate, worked to

create a serene and harmonious industrial climate necessary for progress in the industrial sector.

The Department facilitated the following, among others:

a) Conducted 243 labour Inspections

b) Registered 35 Private Employment Agencies (PEAs)

c) Placed 2,500 migrant workers in foreign jobs

d) Issued 37 Collective Bargaining Certificates to Labour Unions

e) Settled 112 workplace disputes

f) Reported on 13 ILO Conventions ratified by Ghana

g) Registered 4 new Labour Unions and issued 2,578 labour clearance certificates to

contractors who wanted to vie for government contracts

h) A total number of 1,845 workers who were declared redundant were recorded and paid

accordingly

i) Submitted 96 Labour situational reports for action.

j) Ratified Maritime Labour Convention, 2006

k) Conducted 242 establishment inspections and, as a result, employment conditions of

4,712 workers, comprising 2,966 males and 1,746 females were improved.

Under its National Employment Service, the Department undertook the following:

Registered 78,586 applicants, of whom 68,780 were males and 9,806 females, out of

which 9,400 (7,506 males and 1,894 females) were placed in employment. This

represented almost 11.96% of the registered job applicants. The PEAs secured

employment for 4,702 job applicants (3,560 males and 1,142 females), out of which

4,208 were local jobs and 494 were foreign jobs.

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3.2.2 Child Labour

The Child Labour Unit (CLU) of the Department in close collaboration with ILO/IPEC/TBP

programmes, UNICEF and under other leading Agencies, Ministries and NGOs pursued its plan

of action to eliminate child labor. The Integrated Child Labour Monitoring System (I-CLMS)

and Time Bound Programmes (TBP) were advanced towards the elimination and prevention of

all forms of child labour. The following activities were undertaken during the year under review:

1. On 12th June, Ghana celebrated the World Day against Child Labour, under the

theme: “Ghana, Take Action Now! No to Child Labour in Domestic Work”;

2. Held a sensitization seminar for the informal sector on the Menace of Child Labour in

Ghana on 30th January, 2014

3. Had an Interactive Session between the National Steering Committee on

Employment, State Enterprises and Social Welfare on 4th February, 2014

4. Organised a 3-day workshop on the development of GCLMS implementation plan

from 24th to 26th February, 2014

5. Organised a 2-day National Steering Committee on Child Labour (NSCCL) Review

Meeting from 20th to 21st May, 2014.

6. The Department in close collaboration with MDAs, MMDAs, Social Partners,

Development Partners and NGOs validated the Standard Operating Procedures (SOP)

document for use by all partners undertaking Child Labour Activities.

7. The Department undertook a sensitization programme for media operations on the

“Concepts of Child Labour and the role of the Media in the elimination of Child

Labour”

3.2.3 Department of Factories Inspectorate

The Department of Factories Inspectorate promotes measures that would safeguard the health

and safety of persons employed in premises in accordance with the Factories, Offices and Shops

Act, 1979 [Act 328] and in line with Government policy, the Department of Factories

Inspectorate undertook the following:

Inspected 3,309 factories and 147 offices/shops to ensure that reasonable Standards of

Safety and Health of workers are maintained.

Investigated 63% of notifiable Occupational Accidents and Dangerous Occurrences

as provided under the Factories, Offices and Shops Act.

Conducted 13 industrial hygiene surveys

Organised 92 Occupational Health and Safety Educational programmes in the form of

Lectures, Discussions, Audio-Visual Aids and Practical Visits to Industries.

Mobilized non-tax revenue of GH¢270,857.36

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3.2.4 National Tripartite Committee

After Ghana ratified ILO Convention 144, the Government, in accordance with Section 112 of

the Labour Act, 2003 (Act 651) set up the National Tripartite Committee to, among other things:

Determine the National daily minimum wage, for publication in the Gazette as well as

other public media

Advise on employment and labour market issues, including labour laws, international

labour standards, and industrial relations.

Always consult with partners in the labour market on matters of social and economic

importance

Promote employment development and peace in the labour sector

The National Tripartite Committee undertook the following activities during the period under

review:

National Daily Minimum Wage (NDMW): During the year under consideration, NTC

met and negotiated on the NDMW and concluded consultations at its meeting held on 2nd

May, 2014. It was agreed that the NDMW should be increased by 14.5% that is, from

GH₵5.24 to GH₵6.00 effective 1st May, 2014.

The Public Sector Joint Standing Negotiating Committee (PSJCNC) also concluded

negotiations with the Fair Wages and Salaries Commission on public sector wage

adjustment and agreed that a Cost of Living Allowance (COLA) of 10% should be paid

in lieu of increase in the Base Pay on the Single Spine Salary Structure on the 2013 Basic

Salary.

A technical report for determination of the 2015 NDMW has been completed and

submitted by the technical sub-committee of the National Tripartite Committee, which

will facilitate determination of the NDMW on time.

The Chairman of NTC invoked section 113 (e) of the Labour Act, 2003 (Act 651) and

facilitated negotiations between workers’ Unions and government agencies to bring peace

in the labour sector.

On 26th August, 2014 the Chairman of NTC called a meeting and facilitated negotiations

between Polytechnic Teachers Association of Ghana (POTAG) and the Ministry of

Education, National Council for Tertiary Education (NCTE) and Fair Wages and Salaries

Commission to enable the parties resolve their long-standing impasse after which

POTAG call-off their strike action.

On 2nd September, 2014 the Chairman held a meeting with the University Teachers

Association of Ghana (UTAG) under the auspices of the Ministries of Education and

Finance, the NTCE and Fair Wages and Salaries Commission (FWSC) to facilitate

negotiations aimed at resolving a strike action by UTAG.

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On 19th November, 2014 the Chairman of NTC called a bi-partite meeting between the

General Transport, Petroleum and Chemical Workers Union (GTPCWU) and MODEC

Ghana Limited and facilitated negotiations to resolve an impasse between Management

and the workers. At the end of the negotiation, all the workers whose appointments had

been terminated were reinstated; they signed an undertaken not to embark on strike at the

FPSO (an oil drill platform) again.

The Secretariat submitted a report to the National Tripartite Committee on Ghana’s

readiness to ratify the under-listed ILO Conventions based on a petition submitted by the

General Agricultural Workers Union (GAWU) and the Industrial and Commercial

Workers Union (ICU). The processes for ratification have begun, with an invitation to

social partners to nominate committee members. The Conventions are:

C189-Domestic Workers Convention, 2011

C110-Plantation Convention, 1958

C183-Maternity Protection, 2000

C172- Working Conditions (Hotel and Restaurants), 1991

C155- Occupational Safety and Health, 1981

The Secretariat provided information to the Government delegation that attended the ILO

Governing Board Meeting held in November 2014 on ratified ILO Conventions on which

comments and reports were due.

3.3 Co-operatives Development

3.3.1 Department of Co-operatives

The Department of Cooperatives creates a conducive environment for sustainable co-operative

action for employment generation, poverty reduction, community and human resource

development.

The functions of DOC are classified under 3 major areas:

i. Facilitatory/Regulatory services: This involves creating an enabling environment for

the operation of co-operatives and ensuring that they comply with the provisions of the

Co-operative Societies Decree, 1968 (NLCD 252). Activities undertaken include:

Group formation

Registration of co-operative groups

Audit and Inspection/Enquiry.

Arbitration and Liquidation of Co-operative Groups.

ii. Advisory services: Once registered, DOC facilitates the development of the co-operative

through:

Attendance at meetings to offer advice on questions of law and principles of co-

operation.

Advice on good management practices.

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Periodic visits to assist in the resolution of problems confronting the co-operatives

– management, conflict, etc.

Facilitating the keeping of proper records.

iii. Provision of social goods: In the performance of its non-statutory duties, DOC does the

following:

Education of the general public on the virtue of group work (advocacy)

Education of members of co-operatives on their rights and responsibilities as

members and their roles in the success of group enterprise.

Training of executives and managers of co-operatives in business and financial

management.

Training in Project and Report Writing.

Ultimately, the work of the Department in the year under review was geared towards:

Employment creation (especially self-employment)

Mobilisation of people for productive engagement

Increased incomes and benefits for members (through taking advantage of the

services provided by the co-operative enterprise) in conditions of greater security.

Establishment of rural micro enterprises

Creation of a pool of local leaders

Improvement in the capacity of co-operatives and their members to manage their

enterprises with minimum external help.

Increased participation of co-operative members in decision-making.

Inculcation of the habit of savings among members of co-operatives and other

groups for social development.

Achievements of DOC

As part of the core mandate of the Department, a total of 600 hundred co-operative societies

were registered. The table below shows the classifications of the societies registered in the year.

Type of co-operative Number registered

Agricultural Co-operatives 472

Service Co-operatives 10

Financial Co-operatives 113

Industrial Co-operatives 5

In respect of Non-Tax Revenue or Internally Generated Funds, a total of ninety five thousand,

three hundred and sixty-two cedis, eight pesewas (GH¢95,362.08) was collected during the

year under review. This amount was paid into the Consolidated Fund.

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3.3.2 Ghana Cooperatives Council

The Ghana Cooperatives Council is the apex body of all Cooperatives in the country and holds

the prime aim of promoting Cooperatives development that leads to job creation and poverty

reduction.

The Ghana Cooperatives Council operates in the agricultural, service, finance and industrial

sectors of the economy. It is composed of fourteen (14) affiliate associations comprising about

three million members. The affiliates are in themselves apex bodies of a national character

composed of cooperative unions and primary societies. There are currently about 4,800

registered Cooperative societies which affiliate to their respective national associations who in

turn affiliate to the Council.

The Council undertook the following activities in 2014:

Facilitated advocacy programmes for some affiliates who were in dire need of advocacy

services through the BUSAC Fund and other development oriented NGOs.

Trained and organized artisans namely carpenters, masons, painters, etc. into viable

sustainable co-operative groups with a view to fighting for jobs at the local levels, i.e.

District Assemblies, Schools, Churches, etc.

Undertook arbitration and resolved disputes in some of the conflict prone co-operative

organizations.

Conducted co-operative education for its Board and Management members during

affiliate meetings in all 10 Regions.

Attended Annual General Meetings which all affiliates, by the Co-operatives Law, are

mandated to hold at the end of every financial year. Members were briefed on Conflict

Management and Resolution, Group Dynamics; and Financial Management.

3.4 Skills Development

3.4.1 Management Development and Productivity Institute (MDPI)

The Management Development and Productivity Institute (MDPI), a para-statal entity

established in 1967 by Legislative Instrument (LI) 1077, performs the following functions:

organizes productivity improvement training programmes/courses for clients

undertakes Consultancy and Advisory Services

organizes conferences, workshops and seminars for personnel in all sectors of the country.

Provides the practical aspects of training and problem-solving with a view to building

managerial capacity and promoting universal productivity;

Conducts macro-micro economic studies, enquiries and research to determine suitable

management techniques and practices as a way of improving and developing the standard of

management in all aspects.

In 2014, MDPI

Organized 57 training programmes for 287 public and private sector officers in

Management (Supply driven).

Organised 26 in-plant training courses for 415 participants both private and public sector

workers.

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3.4.2 National Vocational Training Institute (NVTI)

Established by Act 351 of 1970, the National Vocational Training Institute coordinates, at the

national level, all aspects of vocational training, including apprenticeship. It aims to provide

demand-driven employable skills in order to enhance the income-generating capacities of Basic

and Senior High School leavers and such other persons through competency-based

apprenticeship, Master Craftsmanship, Testing, and Career Development.

In addition, the NVTI performs the following functions:

Provides formal apprenticeship training through the operation of 34 Vocational Training

Institutes nationwide across the country

Sets national standards in Vocational Training.

Undertakes testing in Vocational, Secretarial and ICT Skills nationwide.

Seeks accreditation for Vocational Training Institutes.

In line with the above core functions, NVTI carried out the following activities and achieved the

following:

School-based Apprenticeship – The total enrollment in all the 34 NVTI institutes as at

end-December 2014 was 4,923 in 29 trade areas.

Monitoring – Monitored the activities of 652 MCP apprentices training workshops for

compliance with training standards and uniformity.

Informal Apprenticeship - Government supported NVTI to train 108 instructional staff

to improve their skills whilst 535 Master Crafts Persons were supported from the Skills

Development Fund Project (SDF).

Upgrading Courses – A total of 389 employees from various industries participated in

various tailor-made upgrading courses during the year.

Registration of Master Crafts Persons and Apprentices - The Institution registered

5,518 apprentices and accredited 2,194 Master Crafts Persons (MCP) with certificates of

workshop based training.

International Training - Under an agreement between NVTI and the Nigerian

government, the Institute trained a total of 194 Nigerians in various vocational skills

under the Amnesty Training Programme (ATP).

Again, the NVTI facilitated the training, assessment and certification of 566 refugees

under an agreement with the United Nations Industrial Development Organization

(UNIDO) during the year

The institution inspected and accredited 52 PVTs and assessed the training standards of

12 NVTIs

3,870 continuing trainees were placed “on the job training” programme to enhance their

practical skills

defensive driving training was conducted for 109 drivers

46 trainees from Flair Catering Institute and 63 trainees at Soul Mate Deco. & Culinary

Institute were assessed and awarded certificate of completion.

122 instructors made up of 60 NVTI officers, 6 from OIC and 36 PVTIs were trained in

Accra and Kumasi from 22nd April to 16th May 2014 with GOG funds.

Conducted a research study to assess skills in high demand on the labor market for

decision making.

16

Conducted tests for 38,258 candidates at all regional levels

Issued a backlog of 56,313 certificates to candidates at all regional levels.

3.4.3 Opportunities Industrialization Centre – Ghana (OIC-G)

OIC-G is mandated to contribute to the human resource development of the country through the

provision of marketable vocational/technical and entrepreneurial skills. It also provides

counseling and follow-up services to disadvantaged, unskilled and unemployed youth to enable

them earn a decent living; as well as advisory services to its graduates and other self-employed

persons.

There are four centers in Accra, Takoradi, Brong Ahafo and Kumasi respectively. Courses run

include office practice, computer skills, carpentry, catering, auto-mechanics, electricals, graphic

arts, textiles / batik tie-and-dye, masonry/building technology, draughtsmanship; and plumbing.

The Centre in Sekondi-Takoradi additionally provides training in stenography, dressmaking,

hairdressing, welding and soap making.

In 2014, the OIC-G centers produced the following outputs:

enrolled 818 trainees in carpentry, plumbing, dressmaking, etc

38 trainees completed training in various trades in Accra, Sekondi-Takoradi and Kumasi

Enrolled 175 and 152 youth in skills training at the Kumasi and Takoradi training

Centres respectively

3.4.4 Integrated Community Centres for Employable Skills (ICCES)

To combat youth unemployment and its negative effects such as rural-urban migration, ICCES

has been tasked to ensure that the rural environment becomes attractive and suitable for the

creation and sustainable management of medium- and small-scale enterprises. The Centres are

doing these by:

Promoting the involvement of rural communities in the provision of Technical, Vocational

and Viable Handicrafts Skills training for the youth, particularly Junior High School and

Senior High School leavers and drop-outs, including those who have not been fortunate

enough to receive formal education.

Facilitating support for rural communities in the mobilization of material, financial, and

human resources within and outside their communities for the establishment and running of

community-based ICCES Training Centres and Production Units.

Liaising with Metropolitan, Municipal, and District Assemblies and Non-Governmental

Organizations to support various ICCES Training Centres and Production Units.

Emphasizing on-the-job training geared towards self-employment and economic

independence.

Training and re-training of local artisans and providing counseling and professional advice

through follow-up services.

Assisting trainees to form cooperatives after graduation so as to derive the benefits there

from.

In the period under consideration, the following achievements were made by ICCES:

trained 2,966 persons and equipped them with employable skills

Sponsored 22 instructional staff for training.

17

trained 51 Centre Managers and 7 Regional Coordinators. Three (3) administrative staff

were also sponsored

monitored 7 out of 10 Regions to inspect programmes undertaken at the various Centres

trained 2,000 unemployed youth in baking, plumbing and sewing to render them

employable within and around their own rural communities

2,500 youth are currently under training at ICCES Centres throughout the country.

ICCES has also trained personnel, most of whom are self-employed or gainfully

employed as Centre Managers and Instructors in the ICCES Training Centres and other

institutions in Ghana.

3.5 Public Service Wage and Salary Administration

3.5.1 Fair Wages and Salaries Commission (FWSC)

The Fair Wages and Salaries Commission (FWSC) was established under the FWSC Act of 2007

(Act 737) to ensure fair, transparent and systematic implementation of Government’s new public

service pay policy -- the Single Spine Pay Policy (SSPP), and to implement systems and

structures that would enable Government ensure equal pay for work of equal worth; and also to

link pay to work and productivity in the Public Service.

The major achievements of the Commission within the period January to December 2014 have

been the following:

Held a Roundtable discussion on Performance Management System in April.

Prepared drafts of a Legislative Instrument (LI), Rules and Procedures Manual; and a

Monitoring and Evaluation Framework on the Performance Management System.

Collected data from 65 institutions and 450 public service workers selected from nine (9)

service classifications to assess the impact of the implementation of the Single Spine

Salary Structure.

Undertook a Labour Market Survey; the final report is expected to be completed by the

end of December.

Had a series of negotiations with the Public Services Joint Standing Negotiations

Committee (PSJSNC) and agreed on 10% of basic salary as COLA for all public service

workers for 2014 instead of a base pay.

Finally completed work on the harmonization and standardization of categories 2 and 3

allowances.

3.6 Financial Report

In order to enable the Hon. Minister carry out policy objectives, programmes and projects related

to employment and labour issues, an amount of GH¢38,542,298.00 was allocated to the Ministry

and its Department and Agencies. The budgetary allocation was made up of GH¢25,000,000.00

for Compensation of Employees, GH¢8,696,485.00 for Goods and Services; and

GH¢1,220,863.00 for Non-Financial Assets. Departments and Agencies under the Ministry

were expected to collect a total amount of GH¢3,624,951.00 as Internally Generated Funds

(refer to Appendix 6).

As at December 2014, the Ministry had received and expended an amount of GH¢19,857,984.00

for Compensation of Employees. The difference between amount allocated (approved budget)

18

and actual expenditure is due to general salary increment by Government. However, MDPI and

FWSC were not able to undertake planned recruitment of staff (refer to Appendix 6).

A total amount of GH¢2,106,588.00 was released and expended in relation to activities under

Goods and Services. Departments and Agencies under the Ministry were able to generate a total

amount of GH¢3,532,670.00 as Internally Generated Funds.

3.7 Budget Preparation

The Ministry has a Budget Committee in place. Members of the Committee include Heads of

Departments and Agencies and their Accountants. The Budget Committee is chaired by the Chief

Director. Nine (9) Technical Meetings were held prior to finalization of the 2014 Budget. The

preparation of the 2014 Budget was informed by the 2014 Budget Guidelines provided by MoF.

3.8 Audit Report

The Audit Report Implementation Committee (ARIC) met in the course of 2013 and

implemented recommendations in the Ministry’s 2012 Internal Audit report. The

recommendations implemented included:

Followed-up on Auditor-General’s recommendations for the years 2011-2012.

Reviewed and implemented matters in all Audit Reports, as well as financial matters

raised in the reports of Internal Monitoring Units in the Ministry, its Departments and

Agencies.

Reviewed and advised on the strategic and annual internal audit plan for 2014.

Monitored implementation of agreed audit recommendations for 2013.

Ensured that significant findings and recommendations made by the Internal Audit team,

as well as Management responses are received, discussed and appropriately addressed.

Held the last quarter meeting to consider the workplan for 2015

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PART FOUR

4.0 CHALLENGES AND MITIGATING STRATEGIES

In the course of implementing its policies and planned programmes, the Ministry and its

Departments and Agencies were faced with some key challenges which impeded program

implementation. The challenges that were faced in 2014 related to the following thematic areas

of operation:

Table 3: CHALLENGES AND MITIGATING STRATEGIES

NO. SECTOR CHALLENGES MITIGATION STRATEGY

1. Obsolete training tools and

equipment.

Retooling of Training Institutions.

2. Inadequate staff training and

development

Training of existing staff for acquisition of requisite

skills.

3. Inadequate equipment and

Logistics

Procurement of office equipment and vehicles.

4. Inadequate staff with requisite

skills for effective and efficient

service delivery.

Liaise with OHCS to recruit staff with special skills.

5. Increased appeals by Labour

Unions to the National Labour

Commission (NLC)

Labour Unions to be sensitized on Government’s

policies on the National Research Fund, Linking Pay

to Work and Productivity; and the award of

incremental credits

6. Some institutions not willing to

come under the Single Spine Pay

Policy.

An Independent Emoluments Commission to be

established early to take care of Constitutional

provisions

7. Frequent labour agitations Establishment of Early Warning System

8. Lack of timely and relevant

Labour Market Information

Establishment of functional Labour Market

Information System

9. Lack of Labour Market data to

determine skills in scarce supply

Conduct of Labour Force Survey to determine skills

in scarce supply.

10. Inadequate and late release of

funds from Central Government

to undertake budget related

activities

Strengthened collaboration with Ministry of Finance;

Solicit support from development partners and

development oriented NGOs

11. Insecure/limited accommodation

of some Depts/Agencies at the

Regional/District Offices,

Liaising with the MELR to provide office space

12. Lack of official vehicle for some

Agencies such as ICCES to ease

their transportation challenges

Liaising with MELR to release old vehicles for use

13. Low enrolment at ICCES

Training Centres Advertising ICCES in most national activities

Improving infrastructure in Centres by sourcing

support from donors and government agencies

14. Difficulty in acquiring financial

clearance to replace staff who

have exited the Service

Liaise with the Ministry of Finance for financial

clearance to enable replacement

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4.1 Skills Development

Obsolete training tools: As part of its mandate, the training institutions of the Ministry provide

employable vocational skills training to the youth. The skills training institutions are NVTI,

ICCES and OIC-G. A major challenge that faces these institutions was obsolete training tools

and equipment. This made teaching and learning very difficult for both students and their

Instructors.

Mitigating Strategy: The Ministry is collaborating with the Ministry of Finance, Development

Partners and Private Companies to retool the training institutions for provision of modern tools

and equipment for teaching and learning

4.2 Labour Administration

Frequent Labour Agitations: A number of Labour Unions and Associations embarked on

industrial action for various reasons relating to salaries, premiums, top-ups, retirement benefits

and allowances. Irretrievable working hours were lost.

Mitigating Strategies: In 2015, the Ministry intends to enhance coordination efforts among its

agencies responsible for resolving labour disputes. The Ministry will also establish early

warning systems that would enable the Ministry resolve potential labour grievances before they

get out of hand; also, Labour Unions would be sensitized on the Government policies on

National Research Fund, linking pay to work and productivity and the award of incremental

credits.

Lack of timely and relevant Labour Market Information: The Labour Department still

generates labour statistics using manual methods. This has resulted in the production of labour

statistics in an untimely manner, negatively impacting on national economic planning.

Mitigating Strategy: The Ministry has put in place a National Taskforce to oversee the

establishment of a functional (modernized and automated) Labour Market Information System

(LMIS) that would produce real-time labour statistics and information.

4.3 Labour Market Information

Lack of Labour Market Data to determine the skill sets eligible for payment of Market

Premium: In 2014, the Ministry lacked comprehensive labour market data to determine the skill

sets in scarce supply and in high demand to inform policy decisions.

Mitigating Strategy: The Ministry, with the support of the World Bank, is collaborating with

the Ghana Statistical Service and other relevant stakeholders to establish a functional Labour

Market Information System. This will produce quarterly labour market reports, including

information on available skills sets in the country.

4.4 Cooperatives Development

Inadequate Logistics and Equipment: The Ministry and its Departments and Agencies are faced

with the challenge of inadequate vehicles and office equipment for programme delivery,

monitoring and evaluation.

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Mitigating Strategy: In the 2015 Annual Budget, the Ministry has outlined plans to procure

office equipment and vehicles to enhance service delivery and monitoring activities.

4.5 Headquarters

The Ministry suffered from late release of funds from the Ministry of Finance for service

delivery. This resulted in delays in service delivery. The Ministry’s allocation was also reduced

mid-way through the year, resulting in an inability to undertake planned activities.

Mitigating Strategy: The Ministry will strengthen its collaboration with the Ministry of

Finance to ensure timely release of funds and early information on cuts to budgetary allocations.

22

PART FIVE

5.0 FORWARD LOOK FOR 2015

In line with Government Policy and the Budget Guidelines issued by the Ministry of Finance for

the preparation of the 2014-2017 Medium Term Expenditure Framework (MTEF) and on the

basis of the National Medium Term Development Plan and Policy Framework, the Ministry will

implement its Program-Based Budget in 2015.

In pursuance of its core functions, mandate, mission, vision and the national development

objectives and targets of Government, the Ministry has developed four (4) Programs and twelve

(12) Sub-programs for implementation in the medium term. The programs were designed to

contribute to the achievement of the following national outcomes:

• Reduced Unemployment

• Increased Youth Employment

• Conducive Workplace Environment

• Low Incidence of Industrial Accidents

• Enhanced Industrial Harmony

• Low Incidence of Child Labour

In order to achieve the above national outcomes, the Ministry together with its Departments and

Agencies will pursue the following programs and sub-programs:

5.1 P1. Management and Administration

SP1. Finance and Administration

SP2. Human Resource Development

SP3. Policy Planning, Budgeting, Monitoring & Evaluation

SP4. Research, Statistics, Information Management

5.2 P2. Job Creation and Development

SP1. Youth Employment and Entrepreneurial Development

SP2. Graduate Entrepreneurial Business Support Scheme

SP3. Cooperatives Development

5.3 P3. Skills Development

Vocational Skills Training and Testing

Management Skills Development and Productivity

5.4 P4. Labour Administration

Employment Services, Labour Relations and Establishment Inspections

Occupational Safety and Health

Public Services Wages and Salaries Administration

23

In line with the above programs and sub-programs, the Ministry will implement the following

planned activities in 2015:

Rebrand and re-position the Ministry.

Deepen administrative integration of GYEEDA (to be renamed Youth Employment

Agency [YEA]) and NPRA.

Pilot a Labour Market Information System in the Greater Accra and Central Regions.

Organize a National Job Summit.

5,000 continuing trainees will be placed for practical on-the-job experience.

NVTI will increase enrollment by 10%.

NVTI will test 43,997 candidates to increase the number of candidates tested by 15%

over the 2014 figure.

300 NVTI graduates will be organized into cooperatives

NVTI documentary will be aired in 2015 as a way of deepening awareness amongst the

public on the operations of NVTI.

Create and register 550 vibrant co-operative societies in all sectors of the economy.

5,250 Dressmakers, Hair dressers, Traders and Credit Union members will be trained by

the Ghana Cooperatives College

Integrate NPRA and GYEEDA (YEA) into MELR administrative structures.

Review and harmonize YEA modules based on the MELR Triangular model.

ICCES will intensify skills training for 3,200 persons.

Training delivery capacity of 50 ICCES Instructors would be enhanced

ICCES will organize an Inter-Centre Skills Competition and Exhibition for 500 trainees

in the ten (10) Regions to sharpen the skills of trainees

Tracer studies would be organised across the country by ICCES to assess impact of

training programmes on employment creation in the local economies and the extent to

which their mandate has positively affected unemployment reduction

It is the expectation of the Ministry, its Departments and Agencies that the Ministry of Finance

will release the allocated budgetary funds on time to enable it achieve the above programmes

envisaged for 2015. Secondly, the Ministry expects to get the right mix of staff with the

requisite skills and the needed logistics and equipment to carry out the planned activities

effectively and efficiently. The Ministry also has high expectations of its stakeholders, partners,

Civil Society and the general public for cooperation and collaboration.

24

APPENDIX 1: STAFF DISTRIBUTION

(Appendix 1A is attached)

1B. STAFF CATEGORISATION OF MELR/DEPTS/AGENCIES

NO. MIN/DEPTS/AGENCIES

SENIOR STAFF JUNIOR STAFF TOTAL

MALE FEMALE MALE FEMALE

1. MELR 24 40 20 8 92

2. DEPT OF FACTORIES INSPECTORATE 20 13 18 10 61

3. OIC-G 29 14 41 23 107

4. NVTI 330 163 170 84 747

5. FWSC 16 12 15 6 49

6. MDPI 24 9 24 12 69

7. ICCES 104 43 171 169 487

8. DOC 77 30 107 96 310

9. GCC 2 0 4 4 10

TOTAL 626 324 570 412 1932

25

C. SEX DISTRIBUTION OF MELR/ DEPTS/AGENCIES

MELR/DEPTS/AGENCIES DISTRIBUTION

TOTAL MALE FEMALE

MELR 44 48 92

DEPT OF FACTORIES INSPECTORATE 38 23 61

OIC-G 70 37 107

NVTI 501 246 747

FWSC 31 18 49

MDPI 48 21 69

ICCES 275 212 487

DOC 184 126 310

GCC 6 4 10

TOTAL 1197 735 1932

D. AGE DISTRIBUTION (MINISTRY/DEPTS/AGENCIES)

AGE RANGE 20-30yrs 31-40yrs 41-50yrs 51-60yrs 60yrs + TOTAL

MELR

MALE 8 13 11 13 0 45

FEMALE 7 14 14 12 0 47

SUB-TOTAL 15 27 25 25 0 92

DFI MALE 0 11 14 14 0 39

FEMALE 2 9 4 7 0 22

SUB-TOTAL 2 20 18 21 0 61

OIC-G MALE 13 27 16 15 0 71

FEMALE 7 15 4 10 0 36

SUB-TOTAL 20 42 20 25 0 107

26

AGE RANGE 20-30yrs 31-40yrs 41-50yrs 51-60yrs 60yrs + TOTAL

NVTI MALE

FEMALE

SUB-TOTAL 79 281 226 161 0 747

FWSC MALE 7 2 7 15 0 31

FEMALE 8 2 2 6 0 18

SUB-TOTAL 15 4 9 21 0 49

MDPI MALE 2 7 12 24 3 48

FEMALE 0 7 6 8 0 21

SUB-TOTAL 2 14 18 32 3 69

ICCES MALE 53 139 51 35 0 278

FEMALE 52 114 38 5 0 209

SUB-TOTAL 105 253 89 40 0 487

DOC

MALE 44 26 27 86 0 183

FEMALE 37 25 20 45 0 127

SUB-TOTAL 81 51 47 131 0 310

GCC MALE 1 0 0 5 0 6

FEMALE 0 0 2 2 0 4

SUB-TOTAL 1 0 2 7 0 10

OVERALL TOTALS 319 690 454 456 3 1932

(Appendix 1E-1G is attached)

27

APPENDIX 4: HIGHLIGHTS OF PROGRAMMES AND ACHIEVEMENTS OF MINISTRY OF EMPLOYMENT AND LABOUR RELATIONS

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR

(2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

Development

National

Employment

Policy.

Provide a national

framework for

harmonization and

coordination of

Employment

activities across all

sectors of the

economy.

i. National

Employment

Policy

developed

ii. NEP Action

Plan developed.

Draft National

Employment

Policy and

Action Plan

available.

Finalised

National

Employment

Policy

(NEP) and

Action Plan.

i. National

Validation

Workshop of NEP

and Action Plan.

3 Jul.,

2014

4th Jul.,

2014

1. Finalised

NEP and

Action Plan.

Inadequate

funding

1.

Develop

National

Employm

ent Policy.

Develop

National

Labour-

intensive Public

Works Policy.

Mainstream labour-

intensive methods

into Government

business as a major

mechanism for job

creation.

i. National

Labour-

intensive Public

Works Policy

(LiPWP)

developed.

ii. LiPWP

Implementation

Plan developed.

Draft LiPWP

available.

ii. Lack of

LiPWP

Implementation

Plan.

LiPW

finalized.

ii. LiPWP

implementat

ion Plan

developed.

i. Review of Draft

LiPWP.

ii. Draft LiPWP

Implementation

Plan.

Aug.,

2014

Sept.,

2012

Sept.,

2014

Nov.,

2014

LiPWP

Reviewed.

2. Draft

LiPWP

Implementati

on Plan

developed.

Both documents

to be validated in

Jan., 2015.

Develop

National

Labour-

intensive

Public

Works

Policy.

Strengthen the

Occupational

Safety and

Health System.

Revamp the OSH

system for

effective

coordination.

OSH Bill

developed.

OSH Policy

developed.

Draft OSH Bill

in available.

Draft OSH

Policy available.

Draft OSH

Bil revised.

Draft OSH

policy

revised.

Draft OSH Bill

reviewed.

ii.Draft OSH policy

reviewed.

Oct.,

2014

Oct.,

2014

Nov.,

2014

Nov.,

2014

i. Draft OSH

Bill revised.

ii. Draft OSH

Policy

revised.

Both documents

to be validated in

Mar., 2015.

Functional

Labour Market

Information

System (LMIS)

Provide timely and

relevant labour

market information

for development

planning

Modernized and

ICT-based

LMIS installed

in 2 regions

Manually-

generated

Labour Market

Information

Data

collection

instruments

developed

Developed 3 data

collection

instruments for

pre-testing and

piloting

Jan. 2014 Dec.

2014

MoF/CDM

MDPI

GSS

MOH

NDPC

MoTI

Improved Data

collection

instruments

available

Inadequat

e funds

and

logistics

National

Programme for

Elimination of

Worst Forms of

Child Labour

Prevention of child

labour in the cocoa

sector

20,000 children

withdrawn and

supported

20,000 believed

to be involved in

child labour in

cocoa sector

4,000

withdrawn

children

supported

Financially support

3,000 children and

their families

2007 2015 COCOBOD,

MoF, CSOs,

DAs, NGOs,

GSS, GPS

Improved

education of

children

withdrawn from

Child Labour

Inadequat

e funds

Coordination of

employment

Improve

coordination of

Employment

sector working

ESWG not in

existence

ESWG

established

ESWG inaugurated - - ESWG

established

-

28

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR

(2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

activities and

the policy

environment

employment

activities in all

sectors

group (ESWG)

established

Participation in

international

labour-related

conferences

Improved Ghana’s

image and share

good practices

103rd ILO

Conferences

attended

102nd ILO

Conferences

attended

103rd ILO

Conferences

attended

Participate in 103

ILO Conferences

in Geneva

Ghana’s image

enhanced

-

Participation in

ILO governing

body meetings

Improved Ghana’s

image and shared

good practices

2014 ILO

Governing

Body meetings

attended

2013 ILO

Governing Body

meetings

attended

2014 ILO

Governing

Body

meetings

attended

Participate in 2014

ILO Governing

Body meetings

Ghana’s image

enhanced

-

29

Appendix 5: HIGHLIGHTS OF PROGRAMMES AND ACHIEVEMENTS OF DEPARTMENTS AND AGENCIES

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR (2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

Promote

workers right,

Social

Dialogue and

Social

Protection

Facilitate

workplace Safety

and Health for

increased

productivity.

1. Register

500 New

Premises

2. Inspect

4,500

Workplaces

319

1,750

500

4,500

Registration of

New premises

Inspection of

registered

workplaces

1st

January

31stOcto

ber - 297

1,456

-

Building up

managerial

capabilities

To train public and

private sector in

management

(supply driven)

To train public and

private sector in

management

(demand driven)

456 trained

27 in-plant

courses

organised

55 courses

(271 trained)

27 course

(400 trained)

456

Trainees

27

in-plant courses

Organized

regular training

course for clients

Provided in-plant

training courses

for clients

Jan. 2014

Jan. 2014

Dec

2014

Dec

2014

-

-

57 courses

(287 trained)

26 courses

(415 trained)

Offering

consultancy

services to

improve

organizational

effectiveness

and efficiency

To offer 5

consultancy

services to improve

organizational

efficiency and

effectiveness

5 consultancies

services offered

5 consultancies Offered

consultancy

services to clients

Jan. 2014 Dec

2014

- The few

consultancies

that came were

all related to the

in-plant training.

Promotion of

increased

productivity in

public and

private sector

organisations

To measure

productivity levels

of organisations in

Ghana

Productivity

levels measured

Productivity

levels organized

for 10

organisations

Nil Jan. 2014 Dec

2014

Nil The need to prop

the skills of the

professional staff

to undertake the

assignments

Needs funds

from

Government to

train the

professionals

outside the

30

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR (2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

country and also

to undertake the

assignment

Informal

Apprenticeship

To register

apprentices and

accredit MCPs

with certificate for

workshop based

skills training

Affiliate new Trade

Associations to the

department and

upgrade MCPs in

skill training

Register 3,600

Master Crafts

Persons

(MCPs) and

5,400

Apprentices

Accredit 745

MCPS with

Accreditation

Certificates

Monitor 900

MCPs

Apprentices

Training

workshops for

compliances of

Training

Standards and

Uniformity

Mobilize 2,000

Apprentices and

MCPs in

Informal Sector

for Proficiency

Tests

Registered

5,828

apprentices,

3,540 Master

Crafts Persons,

Accredited 511

MCP with

certificates

Organized five

workshops for

20 Trade

Associations.

Monitored 496

workshops and

6 workshops

were affiliated

to the

department.

83 MCPs also

Register 5,400

apprentices and

3,600 Master

Crafts

Persons(MCPs),

Accredit 900

MCPs with

certificates,

Monitor 1000

MCPs

workshop,

affiliate 8 new

Trade

Associations to

the department

and upgrade 90

MCPs in skill

training in Auto

Mechanics,

Welding &

Fabrication and

Hairdressing at

Western,

Central and

Eastern Regions

of Ghana.

Nil Jan Sept NVTI Registered 2,194

MCPs and 5,518

Apprentices

887 MCPs

Accredited with

Certificates

652 MCPs

Workshop

monitored

392 Candidates

of MCPs

Registered

61%

achieved

for MCPs

and

exceeded

target by

2% for

Apprentic

es

Exceeded

target by

19%

72%

Achieved

19.6%

Achieved

31

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR (2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

upgraded in

skill 5,828

MCPs, 10,000

apprentices and

10 trade

association data

updated,

registered and

accredited.

Enrolment and

Training

Amnesty

Training

Programme

Fresh admission

increased from

3,069 to 3,222 for

school based skills

training

Facilitate the

running of ATP-4

for nine months

Enrolled and

trained 3,222

youth in 29

trade areas in 34

NVTI Institutes

Trained 200

Nigerian youth

3,069 trainees

admitted for a

single year 200

were trained

and graduate

after 8 months

of intensive

To admit 3,222

trainees

Train 200

Nigerian youth

Jan

March

Sept

Learning

Resource

Nigerian LTD

Total Admission

figure for 2014 is

4,923

Final graduation

has been

organized for

194 ATP trainees

and issued with

certificates.

Trainees have all

left for Nigeria

Exceeded

target by

53%

The

graduation

was

successful

ly

organized

Retooling To improve upon

the skills training

of the youth , the

institute in

collaboration with

MELR/Eagle

scientific (UK) will

carry out retooling

exercise of 34

training institute

Improved upon

the skills

training of the

youth.

Eagle

scientific

(UK)

Arrangement is

underway

Coordination

and

Accreditation

Monitor the

training standards

of 80 VTIs ( 60

Monitored and

inspected 80

VTIs

Monitored and

Inspected 73

PVTIs and 17

Inspect and

Monitor 80

VTIs

Jan Sept NVTI 52 PVTs

inspected and

accredited.

87% of

PVTIs

and

32

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR (2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

PVTIs and 20

NVTI) and report

on their

performance within

the skilled labour

market

NVTIs 12 NVTIs

assessed for

qualify training

standards.

71% of

NVTIs

achieved

On-The-Job

Training

To place

continuing trainees

on-the-job training

to gain practical

experience

4,548

continuing

trainees would

be placed for

on-the-job

training to gain

practical

experience

4,839 NVTI

Institutes

trainees were

placed on

industries for

on the job

experience.

4,548

continuing

trainees placed

Jan Sept NVTI 3,870 trainees

were placed for

On-the job

training to

enhance their

practical skills

85%

Achieved

Defensive

Driving and

Driver

Instructors

Training

Train drivers to

acquire defensive

driving skills

Organize

defensive

driving course

for 85

professional

drivers to be

responsive to

road safety

practices

Assess 50

trainees of five

affiliated

institutions and

award

certificate to

deserving

candidates

127 drivers

have been

trained in

defensive

driving

85 professional

drivers trained

50 trainees of

five affiliated

institutions

assessed

Jan Dec NVTI 72 drivers were

given defensive

driving training

46 trainees from

Flair Catering

Institute and 63

trainees at Soul

Mate Deco. &

Culinary Inst.

were assessed

and awarded

certificate of

completion.

85% of

the work

done.

Achieved

Instructor

Training

To train TVET

instructors

Organize

training for 20

driving

instructors

Training for 20

driving

instructors

organized

134 instructors

trained to build

their institut’al

capacity

Jan Sept GoG Training was

carried out for 37

Driving

Instructors in

Exceeded

target by

85%

33

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR (2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

Organize

training for 80

TVET driving

instructors

Training for 80

TVET driving

instructors

organized

Kumasi

122 instructors

made up of 60

from NVTI, 6

from OIC and 36

PVTIs were

trained in Accra

and Kumasi from

22nd April to 16th

may 2014 with a

GOG fund.

Exceeded

target by

53%.

Research Skills

In High

Demand on the

Labour Market

To conduct a

research study to

assess the skills in

high demand on the

labor market for

decision making

Research study

completed

Data for the

Northern and

Middle zones

have been

collected

Collected data

for the research

study on the

skills in high

demand on the

labour market

for all the

region

Nil Jan Aug GoG 1,200

questionnaires

administered and

857 respondents

responded to the

questionnaires.

Data collected,

analyzed and

draft report

written

Achieved

Skills training

Assessment and

Certification

Test candidates

from the informal

and formal sectors

Conduct test for

45,000

candidates at all

regional levels

Release

certificates for

the remaining

2011 all of 2012

by end of

March

45,841 candidates were

tested across

the various

levels and skill

areas

-

March

NVTI Conducted test

for 38,258

candidates at all

regional levels

56,313 Backlog

of certificates up

to March. 2014

printed

Exams

successful

conducted

Achieved

Skills

Development

(Vocational

To Identify and

equip the

unemployed

Skilled and

employable

person

2004 trained in

2013

Conduct Skills

Training for

Conduct skills

training

Jan 2014

Dec

2014

SOF: GoG

2966 persons

trained and

equipped with

Low

enrolment

at the

34

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR (2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

Skills Training

– Human

Development,

Productivity &

Employment)

persons, the

vulnerable and

excluded with

employable skills

produced

Reduction in

unemployment,

particularly

rural

unemployment

and its attendant

effects

2,800 persons

Train

Instructors In

Teaching And

Training

Methodologies

Organise Inter

Centre Skills

Competition

And Exhibition

Organise Tracer

Studies For Ex

Trainees

Conduct

Monitoring and

Evaluation

Instructors

trained in

teaching and

training

methodologies

Preparatory

works including

the formation of

regional teams

done to oversee

implementation

-Nil -

Monitoring

undertaken in all

programme

locations.

Feb 2014

Jan 2014

Jul 2014

Jan 2014

Nov

2014

Aug

2014

Dec

2014

Dec

2014

SOF: GoG

SOF: GoG

SOF: GoG

SOF: GoG

employable skills

22 Instructional

staff sponsored

for training.

Regional Teams

formed;

Competition and

exhibitions

schedules drawn

-Nil-

Director visited 7

out of 10

regions. Various

RCs have also

made periodic

visits to their

centres.

51 CMs and 7

RCs trained.

Three (3)

administrative

staff also

sponsored

Centres

Lack of

funds

owing to

delays in

GoG

releases

Delays in

release of

GoG

subventio

ns. Funds

released

woefully

inadequate

Lack of

funds

owing to

delays in

GoG

releases

Inadequat

e GoG

fund

35

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR (2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

Managerial

Training

Selected CMs &

RCs trained

Jan 2014 Dec

2014

GoG:

JICA,KOIC,

MASHAV,

Turing Trust

Ghana.

releases

Inadequat

e GoG

fund

releases

Impact

Assessment of

Single Spine

Salary

Structure.

Reduce spatial and

inequities across

the country and

among different

socio-economic

classes.

Report on

Impact

Assessment

100% of public

service

employees

migrated onto

SSSS

Report on

Impact

Assessment

Undertake

Impact

Assessment

survey on the

SSSS

Jan 2014 Dec

2014

MELR and

MOF, GOG Data Collection Late

Release of

Funds

Determination

and

Implementation

of Market

Premium in the

Public Service

To improve the

Public Service’s

capacity to

compete with the

private sector in

attracting and

retaining critical

skills to improve

service delivery as

well as drive

change service.

Market premium

implemented for

the Health and

Tertiary

Education

sectors.

No Market

Premium

determined.

Market

Premium

developed and

implemented

for Health and

Tertiary

Education

sectors

1. Undertake

Labour Market

Survey and

report.

2. Determine

Market Premium

levels and

implement in the

Health and

Education

Tertiary sector.

Aug

2014

July 2014

Dec

2014

Sept

2014

Ghana

Statistical

Service.

GOG

Ghana

Statistical

Service

GOG

Labour Market

Survey

undertaken

Delay in

the release

of funds

for the

survey

3.Performance

Management

System And

Linking Pay To

Work And

Productivity

To establish the

principles for

matching wage

increases to

productivity

Performance

Management

System (PMS)

developed for the

Public Service.

1.WorkingDocu

ment and Blue-

print on PMS

developed

2.Draft

Communication

Plan on PMS

prepared

3. Draft PMS

Instruments

1. Performance

Management

System-Linking

Pay to Work

and

Productivity

piloted.

1. Roundtable

discussion on

Performance

Management

System held.

2.National

Forum on Public

Sector

Productivity

organized

Feb 2014 Dec

2014

MDPI,NDPC

AND MSD

GOG/Donor

1. Roundtable

discussion on

PMS held.

2. LI, Rules and

Procedures

Manual and PMS

Framework

drafted.

Donor

funding

not made

available

36

PROGRAM/

PROJECT

OBJECTIVES EXPECTED

OUTPUTS

BASELINE

INDICATORS

(AS AT DEC.

2013)

TARGET

FOR THE

YEAR (2014)

2014

ACTIVITIES

UNDERTAKEN

START

DATE

END

DATE

COLLABO

RATING

PARTNER

(S)

ACTUAL

RESULTS

CHALLE

NGES/

REMAR

KS

prepared. 3.PMS LI drafted

4.Rules and

Procedures

manual on PMS

drafted

4.Monitoring and

Evaluation

Framework

drafted

Harmonization

and

Standardization

of Categories 2

and 3

Allowance

To have the same

definitions and

rates for allowance

in the Public

Service.

Report on

Harmonization

and

Standardization

of Categories 2

and 3 Allowances

Existing

allowances and

rates

Report 1.Harmonize and

Standardize

Categories 2 and

3 Allowances

Jan 2014 Dec

2014

MOF,

MELR,FWSC,

Labour Unions

and

Association

Harmonized and

standardized

allowances in the

Public Service

Late

release of

funds

37

Appendix 6: FINANCIAL REPORT

SOURCE

2014

MINISTRY OF EMPLOYMENT AND LABOUR

RELATIONS

APPROVED

BUGDET

(GH¢)

ACTUAL

RECEIPTS

(GH¢)

ACTUAL

EXPENDITURE

(GH¢)

1. GOG

Compensation of Employees 25,000,000.00 19,857,984.00 19,857,984.00

Use of Goods and Service 8,696,485.00 2,106,588.00 2,106,588.00

Non-Financial Assets 1,220,863.00 - -

2. IGF 3,624,951.00 3,532,670.00 -

TOTAL (GH¢) 38,542,299 25,497,242 21,964,572