DOCSLIB.ORG

Local Government Service (LGS)

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

REPUBLIC OF GHANA MEDIUM TERM EXPENDITURE FRAMEWORK (MTEF) FOR 2018 - 2021 PROGRAMME BASED BUDGET ESTIMATES FOR 2018 local government service (LGS) For copies of the LGS MTEF PBB Estimates, please contact the Public Relations Office of the Ministry: Ministry of Finance Public Relations Office New Building, Ground Floor, Room 001/ 003 P. O. Box MB 40, Accra – Ghana The LGS MTEF PBB Estimate for 2018 is also available on the internet at: www.mofep.gov.gh Local Government Service Page ii Table of Contents PART A: STRATEGIC OVERVIEW OF THE OFFICE OF THE HEAD OF LOCAL GOVERNMENT SERVICE (OHLGS) .................................................. 4 1. NMTDPF Policy Objectives............................................................................. 4 2. Goal................................................................................................................... 4 3. Core Functions .................................................................................................. 4 4. Policy Outcome Indicators and Targets ........................................................... 5 5. Expenditure Trends........................................................................................... 6 6. Key Achievements for 2017 ............................................................................. 7 PART B: BUDGET PROGRAMME SUMMARY ............................................. 10 PROGRAMME 1: MANAGEMENT AND ADMINISTRATION ........................ 10 PROGRAMME 2: DECENTRALIZATION ........................................................... 20 PROGRAMME 3: REGIONAL SERVICES .......................................................... 23 Local Government Service Page iii 2.6.1 Budget by Chart of Account 6.1 - Programme, Sub-Programme and Natural Account Summary . Entity: 004 - Local Government Service Funding: All Source of Funding Year: 2018|Currency: GH Cedi Version 1 2018 2019 2020 Programmes - Local Government Services(LGS) 104,219,064 111,856,544 111,908,044 00401 - Management and Administration 27,356,873 31,995,336 31,995,336 00401001 - Finance and Administration 26,836,873 31,475,336 31,475,336 21 - Compensation of employees [GFS] 23,556,873 23,556,873 23,556,873 22 - Use of goods and services 1,280,000 2,216,002 2,216,002 31 - Non financial assets 2,000,000 5,702,461 5,702,461 00401002- Human Resource Management 510,000 510,000 510,000 22 - Use of goods and services 510,000 510,000 510,000 00401003- Internal Audit 10,000 10,000 10,000 22 - Use of goods and services 10,000 10,000 10,000 00402 - Decentralisation 75,345,715 78,184,732 78,236,233 00402000- Decentralization 75,345,715 78,184,732 78,236,233 21 - Compensation of employees [GFS] 52,522,043 52,522,043 52,522,043 22 - Use of goods and services 22,823,672 22,863,917 22,915,418 31 - Non financial assets 2,798,772 2,798,772 00403 - P3. Regional Services 1,516,475 1,676,475 1,676,475 00403001- SP3.1 Regional Administration and Coordination 963,000 963,000 963,000 22 - Use of goods and services 963,000 963,000 963,000 00403002- SP3.2 Budgeting, Monitoring and Evaluation 83,480 83,480 83,480 22 - Use of goods and services 83,480 83,480 83,480 00403003- SP3.3 Decentralized Regional Coordination and 469,995 629,995 629,995 Management 22 - Use of goods and services 469,995 469,995 469,995 Page 1 | 2 GIFMIS Budget Module Dec 07, 2017 time:3:45:11 PM 2.6.1 Budget by Chart of Account 6.1 - Programme, Sub-Programme and Natural Account Summary . Entity: 004 - Local Government Service Funding: All Source of Funding Year: 2018|Currency: GH Cedi Version 1 2018 2019 2020 31 - Non financial assets 160,000 160,000 Page 2 | 2 GIFMIS Budget Module Dec 07, 2017 time:3:45:11 PM PART A: STRATEGIC OVERVIEW OF THE OFFICE OF THE HEAD OF LOCAL GOVERNMENT SERVICE (OHLGS) 1. NMTDPF Policy Objectives The NMTDPF contains Five (5) Policy Objectives that are relevant to the Local Government Service for the 2018-2021 fiscal years. These are as follows: Ensure effective implementation of the decentralization policy and programmes, Strengthen policy formulation, development planning and M&E processes for equitable and balanced spatial and socioeconomic development, Improve the policy environment and institutional capacity for effective human capital development, and employment policy management, Improve availability of quality data for policy formulation, analysis and decision- making, and Enhance labour productivity across all sectors 2. Goal To achieve the status of decentralized public administrative system with capacity to support the initiation and implementation of policies and plans for accelerated economic growth, poverty reduction and improved quality of life of the citizenry 3. Core Functions The core functions of the Office of the Head of Local Government Service are to: Provide technical assistance to RCCs and MMDAs to enable them to effectively perform their functions; Conduct organizational and job analysis for RCCs and MMDAs; Conduct management audits for RCCs and MMDAs in order to improve the overall management of the Service; Design and co-ordinate management systems and processes for RCCs and MMDAs; Assist the RCCs and MMDAs in the performance of their functions under Act 462, Act 480, and any other enactment, etc. LOCAL GOVERNMENT SERVICE 4 4. Policy Outcome Indicators and Targets Baseline Latest status Target Outcome Unit of Indicator Measurement Description Year Value Year Value Year Value Policies, % of Programmes and performance 2016 100% (235) 2017 NIL 2020 100% (235) employment agreement issues integrated implemented. and implemented at all levels. Metro Metro= 15/16 Proportion of =9/16 Metro = NIL Municipal=11/ departments 2016 Mun. =6/13 2017 Mun. = NIL 2020 13 District= integrated (by Dist. District= NIL 10/11 types) =4/11 % of Prof=80% professionals (220) Prof.=NIL Prof=60% (60 Management as against non- 2016 2017 SP =NIL 2020 SP =40% (40) and productivity professionals SP=20% Total = NIL Total=500 levels improved recruited (55) Total = 275 Level of compliance with financial 2016 95% 2017 95% 2020 98% accounting procedures % of staff (cumulative) equipped with skills in Local 2016 10% 2017 12% 2020 30% Capacity of staff Government at all levels Administratio improved. n Proportion of class (cumulative) equipped with 2016 15/28 2017 17/28 2020 26/28 professional skills LOCAL GOVERNMENT SERVICE 5 5. Expenditure Trends The Office of the Head of Local Government Service was allocated goods & services budget of GH¢1,050,000.00 and GH¢ 1,300,000.00 for 2016 and 2017 financial years respectively. The total expenditure for 2016 as at the end of the year stood at GH¢ 405,049.88 leaving a difference of GH¢ 644,950.12 representing 61.42%. However, the amount expended as at 30th June, 2016 was GH¢ 187,508.79 with a difference of GH¢ 862491.21 which represents 82.14%. The details of the 2016 GoG budget and releases are indicated below. BUDGET ESTIMATES 2016 1. GOODS & SERVICES = GH¢ 1,050,000.00 2. ASSETS = GH¢ 0.00 TOTAL OF (1 & 2) = GH¢ 1,050,000.00 ACTUAL RELEASES AS AT 30TH JUNE, 2016 1. GOODS & SERVICES = GH¢ 181,000.00 2. ASSETS = 0.00 TOTAL OF (1 & 2) = GH¢ 181,000.00 For the same period in 2017, the details are indicated below. BUDGET ESTIMATES 2017 3. GOODS & SERVICES = GH¢ 1,300,000.00 4. ASSETS = GH¢ 2,000,000.00 TOTAL OF (3 & 4) = GH¢ 3,300,000.00 RELEASES ACTUAL AS AT 30TH JUNE, 2017 3. GOODS & SERVICES = GH¢ 120,865.50 4. ASSETS = GH¢ 0.00 TOTAL OF (3 & 4) = GH¢ 120,865.50 The analysis above shows an increase in the budgeted ceilings for 2017. The difference between the 2016 and 2017 budget ceiling stood at GH¢250,000.00 which represents 23% increase. Although there was an increase in the budget ceiling for year 2017, the expenditure incurred as at 30th June, 2017 was against 3rd quarter 2016 releases. With respect to compensation of employees, in 2016 out of budgeted amount of GH¢ 1,813,810.00 which includes compensation related allowances, an amount of GH¢ 1,333,315.27 was expended (excluding compensation related allowances). In 2017, the total budget for compensation is GH¢ 1,851,825.00 which also includes compensation related allowances. Expenditure as at 30th June 2017, stood at GH¢ 840,254.34 representing 46% of the compensation budget. LOCAL GOVERNMENT SERVICE 6 In the medium term the Service will focus on improving infrastructural development, train existing and new staff at all levels to improve service delivery. 6. Key Achievements for 2017 The following are the achievements for the Service as at June, 2015 through the implementation of projects and programme; A management retreat was organized to enable the new Head of Service meet Regional Coordinating Directors and Senior Management of the OHLGS to review the implementation of 2016 activities at all levels of the Service. This was followed by familiarization tours to all the 10 regions where meetings were organised and discussions held with heads of departments and units of RCCs and MMDAs. It also offered the new head the opportunity to appreciate the challenges of administrative decentralization. The OHLGS reviewed the key areas and indicators of the Performance Management Contracts (PMC) for OHLGS, RCCs and MMDAs to inform the implementation of the 2018 contracts. Meanwhile, monitoring and verification of the implementation of the 2016 PMC for the 10 RCCs and 216 MMDAs have been undertaken and reports submitted. The 2016 Annual Evaluation reports on the Performance Management Contracts are in the process of being published. In March 2017, the service of a Transaction Advisor was procured for the construction of the OHLGS office complex. The contract was signed and the consultant has since submitted an inception report. LGS – HRMIS data from the three levels was consolidated and refresher training was organised for IT staff in all the 10 RCCs and 216 MMDAs. Current staffing list for the Local Government Service was updated with data from MMDAs and RCCs. The Service continued the setting up of departments and the development of operational manual completed for the Waste Management Department and those of Environmental Health Sanitation Unit (EHSU) and the Urban Roads Department (URD) are in draft.
Recommended publications
  • Palm Oil Mill (POM) with a Maximum Capacity of 60 MT/ Hr at Daboase in the Wassa East District, Western Region : Plantations SOCFINAF Ghana (PSG) Limited

    Palm Oil Mill (POM) with a Maximum Capacity of 60 MT/ Hr at Daboase in the Wassa East District, Western Region : Plantations SOCFINAF Ghana (PSG) Limited

    Environmental and Social Impact Statement (ESIS) for the Proposed Palm Oil Mill (POM) with a maximum capacity of 60 MT/ hr at Daboase in the Wassa East District, Western Region : Plantations SOCFINAF Ghana (PSG) Limited EXECUTIVE SUMMARY General Overview This document presents the Environmental and Social Impact Statement (ESIS) for a proposed Palm Oil Mill (POM) with a maximum capacity of 60 metric tonnes per hour (MT/ hr) to be located on a six (6) hectares (ha) parcel of land near Daboase in the Wassa East District of the Western Region of Ghana. Plantations Socfinaf Ghana (PSG) Limited, a registered Ghanaian Company of the SOCFIN Group and a major player in sustainable commercial oil palm and rubber plantations in Ghana, will develop the Proposed Project. PSG acquired 18,000 ha of land through the divestiture of the defunct Subri Industrial Plantations in the then Mpohor Wassa East District 1 of the Western Region. PSG has established approximately 6,000 hectares (ha) of oil palm plantation since 2012, which has contributed significantly to rural wealth and employment creation in its operational area. PSG’s intention is to install a state -of-the-art processing mill to process palm fresh fruit bunch (FFB) into crude palm oil (CPO) for export. The implementation of the Proposed POM will help bridge the deficit that exists in the production of CPO in Ghana 2 and generate more revenue through foreign exchange and payment of taxes to improve the Ghanaian economy. The implementation of the Proposed POM will also generate more jobs and ensure a sustainable social cohesion within the nearby communities.
  • PPA Public Affairs | 7/1/2016 [PDF]

    PPA Public Affairs | 7/1/2016 [PDF]

    Vol. 7, Issue 4 Public Procurement Authority: Electronic Bulletin May—Jun 2016 E-Bulletin Public Procurement Authority Accounting For Efficiency & Transparency in the Public Procurement System-The Need For Functional Procurement Units Inside this i s s u e : Editorial : Ac- counting For Efficiency &Transparency —Functional Procurement Units Online Activities : Page 2 Challenges With Establishing Functional Pro- curement Units Page 4 & 5 Corruption Along the Public Pro- curement Cycle - Page 6 & 7 (Continued on page 5) Public Procurement (Amendment) Bill, 2015 Passed. More Details Soon ………. Page 1 Public Procurement Authority: Electronic Bulletin July— Aug 2016 Vol. 7, Issue 4 Online Activities List of entities that have submitted their 2016 Procurement Plans Online As At June 30 , 2016 1. Abor Senior High School 58. Fanteakwa District Assembly 2. Accra Polytechnic 59. Fisheries Commission 3. Accra College of Education 60. Foods and Drugs Board 4. Adiembra Senior High School 61. Forestry Commission 5. Adisadel College 62. Ga South Municipal Assembly 6. Aduman Senior High School 63. Ghana Aids Commission 7. Afadzato South District Assembly 64. Ghana Airports Company Limited 8. Agona West Municipal Assembly 65. Ghana Atomic Energy Commission 9. Ahantaman Senior High Schoolool 66. Ghana Audit Service 10. Akatsi South District Assembly 67. Ghana Book Development Council 11. Akatsi College of Education 68. Ghana Broadcasting Corporation 12. Akim Oda Government Hospital 69. Ghana Civil Aviation Authority 13. Akokoaso Day Senior High School 70. Ghana Cocoa Board 14. Akontombra Senior High School 71. Ghana College of Physicians and Surgeons 15. Akrokerri College of Education 72. Ghana Cylinder Manufacturing Company Limited 16. Akuse Government Hospital 73.
  • Entry Requirements for Nursing Programmes

    Entry Requirements for Nursing Programmes

    2020/2021 INSTRUCTIONS FOR APPLICATIONS INTO HEALTH TRAINING INSTITUTIONS MINISTRY OF HEALTH The Ministry of Health wishes to inform the general public the online admissions portal for the 2020/2021 th th academic year will officially open from Monday 17 February, 2020 to Saturday 30 May, 2020. Applications are invited from qualified candidates for entry into any of the Public Health Training Institutions in Ghana. Applicants must: 1. Purchase application codes from any Agricultural Development Bank (ADB) or Ghana Commercial Bank (GCB) branch at a cost of One Hundred Ghana Cedis (GH¢100.00). (This includes the cost of verification of results, SMS alerts and all other correspondence). th NB: i. All purchased vouchers are valid up to 10 June, 2020 if not used. ii. No postage envelopes are required as all correspondence will be via SMS or E-mail. 2. Upon payment, applicants will receive a voucher giving them a unique PIN and Serial Number. 3. Have a dedicated phone number and a personal valid e-mail address for all correspondence. [Please NOTE: Do not use email address of relations] 4. You will need you residential and Ghana Post Digital Address 5. Use the PIN code and Serial to access the application form online at https://healthtraining.gov.gh 6. Note that the online registration form is accessible only by the PIN and self-created password. 7. Follow the instructions carefully and fill the relevant stages of the admission process once the online application is opened. 8. Use the PIN and Serial Number to track the status of the admission process.
  • BIBIANI-ANHWIASO-BEKWAI MUNICIPAL PROGRAMME1: Management and Administration

    BIBIANI-ANHWIASO-BEKWAI MUNICIPAL PROGRAMME1: Management and Administration

    Table of Contents PART A: STRATEGIC OVERVIEW ........................................................................................................ 6 ESTABLISHMENT OF THE DISTRICT .............................................................................................. 6 POPULATION STRUCTURE ............................................................................................................... 6 VISION ..................................................................................................................................................... 6 MISSION .................................................................................................................................................. 6 REPUBLIC OF GHANA CORE FUNCTIONS ............................................................................................................................... 7 1. GOALS ................................................................................................................................................ 7 2. DISTRICT ECONOMY ...................................................................................................................... 7 a. AGRICULTURE ................................................................................................................................. 7 b. MARKET CENTER ............................................................................................................................ 7 COMPOSITE BUDGET e. WATER AND SANITATION ............................................................................................................
  • Ghana), 1922-1974

    Ghana), 1922-1974

    LOCAL GOVERNMENT IN EWEDOME, BRITISH TRUST TERRITORY OF TOGOLAND (GHANA), 1922-1974 BY WILSON KWAME YAYOH THESIS SUBMITTED TO THE SCHOOL OF ORIENTAL AND AFRICAN STUDIES, UNIVERSITY OF LONDON IN PARTIAL FUFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY DEPARTMENT OF HISTORY APRIL 2010 ProQuest Number: 11010523 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a com plete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. uest ProQuest 11010523 Published by ProQuest LLC(2018). Copyright of the Dissertation is held by the Author. All rights reserved. This work is protected against unauthorized copying under Title 17, United States C ode Microform Edition © ProQuest LLC. ProQuest LLC. 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106- 1346 DECLARATION I have read and understood regulation 17.9 of the Regulations for Students of the School of Oriental and African Studies concerning plagiarism. I undertake that all the material presented for examination is my own work and has not been written for me, in whole or part by any other person. I also undertake that any quotation or paraphrase from the published or unpublished work of another person has been duly acknowledged in the work which I present for examination. SIGNATURE OF CANDIDATE S O A S lTb r a r y ABSTRACT This thesis investigates the development of local government in the Ewedome region of present-day Ghana and explores the transition from the Native Authority system to a ‘modem’ system of local government within the context of colonization and decolonization.
  • An Epidemiological Profile of Malaria and Its Control in Ghana

    An Epidemiological Profile of Malaria and Its Control in Ghana

    An Epidemiological Profile of Malaria and its Control in Ghana Report prepared by National Malaria Control Programme, Accra, Ghana & University of Health & Allied Sciences, Ho, Ghana & AngloGold Ashanti Malaria Control Program, Obuasi, Ghana & World Health Organization, Country Programme, Accra, Ghana & The INFORM Project Department of Public Health Research Kenya Medical Research Institute - Wellcome Trust Progamme Nairobi, Kenya Version 1.0 November 2013 Acknowledgments The authors are indebted to the following individuals from the MPHD, KEMRI-Oxford programme: Ngiang-Bakwin Kandala, Caroline Kabaria, Viola Otieno, Damaris Kinyoki, Jonesmus Mutua and Stella Kasura; we are also grateful to the help provided by Philomena Efua Nyarko, Abena Asamoabea, Osei-Akoto and Anthony Amuzu of the Ghana Statistical Service for help providing parasitological data on the MICS4 survey; Catherine Linard for assistance on modelling human population settlement; and Muriel Bastien, Marie Sarah Villemin Partow, Reynald Erard and Christian Pethas-Magilad of the WHO archives in Geneva. We acknowledge in particular all those who have generously provided unpublished data, helped locate information or the geo-coordinates of data necessary to complete the analysis of malaria risk across Ghana: Collins Ahorlu, Benjamin Abuaku, Felicia Amo-Sakyi, Frank Amoyaw, Irene Ayi, Fred Binka, David van Bodegom, Michael Cappello, Daniel Chandramohan, Amanua Chinbua, Benjamin Crookston, Ina Danquah, Stephan Ehrhardt, Johnny Gyapong, Maragret Gyapong, Franca Hartgers, Debbie Humphries, Juergen May, Seth Owusu-Agyei, Kwadwo Koram, Margaret Kweku, Frank Mockenhaupt, Philip Ricks, Sylvester Segbaya, Harry Tagbor and Mitchell Weiss. The authors also acknowledge the support and encouragement provided by the RBM Partnership, Shamwill Issah and Alistair Robb of the UK government's Department for International Development (DFID), Claude Emile Rwagacondo of the West African RBM sub- regional network and Thomas Teuscher of RBM, Geneva.
  • Ghana Gazette

    Ghana Gazette

    GHANA GAZETTE Published by Authority CONTENTS PAGE Facility with Long Term Licence … … … … … … … … … … … … 1236 Facility with Provisional Licence … … … … … … … … … … … … 201 Page | 1 HEALTH FACILITIES WITH LONG TERM LICENCE AS AT 12/01/2021 (ACCORDING TO THE HEALTH INSTITUTIONS AND FACILITIES ACT 829, 2011) TYPE OF PRACTITIONER DATE OF DATE NO NAME OF FACILITY TYPE OF FACILITY LICENCE REGION TOWN DISTRICT IN-CHARGE ISSUE EXPIRY DR. THOMAS PRIMUS 1 A1 HOSPITAL PRIMARY HOSPITAL LONG TERM ASHANTI KUMASI KUMASI METROPOLITAN KPADENOU 19 June 2019 18 June 2022 PROF. JOSEPH WOAHEN 2 ACADEMY CLINIC LIMITED CLINIC LONG TERM ASHANTI ASOKORE MAMPONG KUMASI METROPOLITAN ACHEAMPONG 05 October 2018 04 October 2021 MADAM PAULINA 3 ADAB SAB MATERNITY HOME MATERNITY HOME LONG TERM ASHANTI BOHYEN KUMASI METRO NTOW SAKYIBEA 04 April 2018 03 April 2021 DR. BEN BLAY OFOSU- 4 ADIEBEBA HOSPITAL LIMITED PRIMARY HOSPITAL LONG-TERM ASHANTI ADIEBEBA KUMASI METROPOLITAN BARKO 07 August 2019 06 August 2022 5 ADOM MMROSO MATERNITY HOME HEALTH CENTRE LONG TERM ASHANTI BROFOYEDU-KENYASI KWABRE MR. FELIX ATANGA 23 August 2018 22 August 2021 DR. EMMANUEL 6 AFARI COMMUNITY HOSPITAL LIMITED PRIMARY HOSPITAL LONG TERM ASHANTI AFARI ATWIMA NWABIAGYA MENSAH OSEI 04 January 2019 03 January 2022 AFRICAN DIASPORA CLINIC & MATERNITY MADAM PATRICIA 7 HOME HEALTH CENTRE LONG TERM ASHANTI ABIREM NEWTOWN KWABRE DISTRICT IJEOMA OGU 08 March 2019 07 March 2022 DR. JAMES K. BARNIE- 8 AGA HEALTH FOUNDATION PRIMARY HOSPITAL LONG TERM ASHANTI OBUASI OBUASI MUNICIPAL ASENSO 30 July 2018 29 July 2021 DR. JOSEPH YAW 9 AGAPE MEDICAL CENTRE PRIMARY HOSPITAL LONG TERM ASHANTI EJISU EJISU JUABEN MUNICIPAL MANU 15 March 2019 14 March 2022 10 AHMADIYYA MUSLIM MISSION -ASOKORE PRIMARY HOSPITAL LONG TERM ASHANTI ASOKORE KUMASI METROPOLITAN 30 July 2018 29 July 2021 AHMADIYYA MUSLIM MISSION HOSPITAL- DR.
  • Coalition of Domestic Election Observers (CODEO) CONTACT Mr

    Coalition of Domestic Election Observers (CODEO) CONTACT Mr

    Coalition of Domestic Election Observers (CODEO) CONTACT Mr. Albert Arhin, CODEO National Coordinator +233 (0) 24 474 6791 / (0) 20 822 1068 Secretariat: +233 (0)244 350 266/ 0277 744 777 Email:[email protected]: Website: www.codeoghana.org CODEO’s Pre-election Environment Observation Statement ( 15th July- 31st August, 2016) STATEMENT ON THE VOTER REGISTER Introduction The Coalition of Domestic Election Observers (CODEO) is pleased to release its findings on the pre-election environment for the period mid July to 31st August, 2016. This report is the first in the series of CODEO’s pre-election environment observations for the 2016 presidential and parliamentary elections, and captures bi-weekly reports filed by CODEO’s Long Term Observers (LTOs) deployed across the country. The findings in this report are based on bi-weekly field reports submitted in the month of July and August from 134 out of the 138 constituencies randomly selected from the 10 regions of Ghana. Guided by a checklist, CODEO’s LTOs observe the general political environment, including election-related preparatory activities by state and non-state actors, civic/voter education programs as well as political party campaign activities. The LTOs also observe the conduct of the security agencies, electoral irregularities and pre-election disputes adjudication. Summary of Findings: The National Commission on Civic Education (NCCE) and the Electoral Commission (EC) have stepped-up civic/voter education across the country using radio as the main medium for educating the public. There is low visibility of Civil Society Organizations (CSOs) working in the areas of election violence monitoring, and peace promotion activities.
  • Creating Opportunities for Youth in Ghana's Cocoa Sector FINAL 19

    Creating Opportunities for Youth in Ghana's Cocoa Sector FINAL 19

    Working Paper 511 Creating opportunities for young people in Ghana’s cocoa sector Alexandra Löwe June 2017 About Youth Forward The Youth Forward initiative is a partnership led by The MasterCard Foundation, the Overseas Development Institute, Global Communities, Solidaridad, NCBA-CLUSA and GOAL. Its focus is to link young people to quality employment or to starting their own businesses in the agriculture and construction sectors in Ghana and Uganda. The Youth Forward Learning Partnership works across the initiative to develop an evidence-informed understanding of the needs of young people in Ghana and Uganda and how the programme can best meet those needs. The Learning Partnership is led by the Overseas Development Institute in the UK, in partnership with Development Research and Training in Uganda and Participatory Development Associates in Ghana. Overseas Development Institute 203 Blackfriars Road London SE1 8NJ Tel. +44 (0) 20 7922 0300 Fax. +44 (0) 20 7922 0399 E-mail: [email protected] www.odi.org www.odi.org/facebook www.odi.org/twitter Readers are encouraged to reproduce material from ODI Reports for their own publications, as long as they are not being sold commercially. As copyright holder, ODI requests due acknowledgement and a copy of the publication. For online use, we ask readers to link to the original resource on the ODI website. The views presented in this paper are those of the author(s) and do not necessarily represent the views of ODI. © Overseas Development Institute 2017. This work is licensed under a Creative Commons Attribution-NonCommercial Licence (CC BY-NC 4.0) Cover photo: Luliana, child of a cocoa farmer in Ghana.
  • JUDICIAL SERVICE of GHANA ANNUAL REPORT 2013 | 2014 Table of Content

    JUDICIAL SERVICE of GHANA ANNUAL REPORT 2013 | 2014 Table of Content

    JUDICIAL SERVICE OF GHANA ANNUAL REPORT 2013 | 2014 Table of Content MESSAGE FROM THE HONOURABLE LADY CHIEF JUSTICE 4 THE JUDICIAL SERVICE OF GHANA 7 THE JUDICIAL COUNCIL 8 THE COURTS 9 1.1 Supreme Court 1.2 Court of Appeal 1.3 High Court 1.4 Fast Track Court 1.5 Commercial Division 1.6 Circuit Court 1.7 Domestic Violence Court 1.8 District Court 1.9 Juvenile Court 1.10 Motor Court 1.11 Court Administration DEPARTMENT REPORTS 2.1 Human Resource Department 18 2.2 Finance Department 19 2.3 Audit Department 25 2.4 Works Department 28 2.5 Information Communication Technology Department 30 2.6 Communications Department 30 2.7 Monitoring & Evaluation Department 33 Judicial Service of Ghana 2 Annual Report 2013/2014 SPECIAL UNITS 3.1 Judicial Training Institute (JTI) 38 3.2 Judicial Reforms and Projects Directorate 39 3.3 Public Complaints & Court Inspectorate Unit 44 3.4 ADR Directorate 46 ASSOCIATION 4.1 Association o Magistrates & Judges (AMJG) 51 LIST OF JUDGES 53 APPENDIX Appendix 1 Brief Statistics 59 Appendix 2 Statistics of the Supreme Court and Court of Appeal 60 Appendix 3 Statistics of the High Courts 62 Appendix 4 Statistics of the Circuit Courts 62 Appendix 2 Statistics of the District Courts 67 Judicial Service of Ghana 3 Annual Report 2013/2014 Message from the Hon. Lady Chief Justice There is a growing national re-awakening to the realisation that our best efforts would come to naught if our individual and collective actions are not underpinned by integrity. I trust that we in the Judiciary and the Judicial Service will re-dedicate ourselves to this ennobling and enduring judicial virtue in our desire to render justice to all those who access the courts.
  • Greater Accra As a Fragmented Metropolis

    Greater Accra As a Fragmented Metropolis

    Greater Accra as a Fragmented Metropolis Monique Bertrand The joint French/Ghanaian research undertaken in response to the call for contri- bution on FAC Sciences Sociales’ “Evolution de la vie politique, de l’économie, de la société et de la ville en Afrique” was meant to ensure that real account is taken of residential mobility in the process of town-planning and metropolis constructions in West Africa. In this regard, three assumptions have been confirmed by the Ghanaian capital when it comes to questioning the patrimonial and economical dimensions of housing practices. This first assumption is on how to identify the family determinants of urban population migrating to a large city of the Gulf of Guinea and/or experiencing intra-metropolitan residential redistributions. Both phenomena seem to be often linked but cannot, at any rate, be simply construed as a stage of entering into the city or transiting in it. The idea that individuals, households and family segments are free electrons in the metropolitan area could not be confirmed. Instead, surveys show these to be inter-related through strong economic, social and territorial determinations. Once intra-urban relocations and gradual familiarisation with different components of the big city have been allowed for, it becomes possible to validly assess the flows and actors involved using a current marginalisation/integration gradient of trajectories, that might either most likely lead to real social promotion or otherwise to disqualifying routes where mobility is blocked or even recessive. Structured in this way by crossed logic, one in the range of possibilities is to describe city dwellers responses to the constraints and opportunities of life cycle, land rent and solvency required by urban markets, and to analyse these responses as residential “choices” or choises of location within the city.
  • A Case Study of the Adaklu-Anyigbe Conflict. by Noble

    A Case Study of the Adaklu-Anyigbe Conflict. by Noble

    The Dynamics of Communal Conflicts in Ghana's Local Government System: A Case Study of the Adaklu-Anyigbe Conflict. by Noble Kwabla Gati Thesis Submitted in Partial Fulfilment for the Award of Master of Philosophy in Peace and Conflict Transformation MPCT 2006-2008 Centre for Peace Studies Faculty of Social Sciences, University of Tromsø, Norway ii The Dynamics of Communal Conflicts in Ghana's Local Government System: A Case Study of the Adaklu-Anyigbe Conflict. By Noble Kwabla Gati Thesis Submitted in Partial Fulfilment for the Award of Master of Philosophy in Peace and Conflict Transformation MPCT 2006-2008 Centre for Peace Studies Faculty of Social Science, University of Tromsø, Norway iii iv DEDICATION To My late Mum, with much love and appreciation . v vi ACKNOWLEDGEMENTS TO GOD BE THE GLORY, HONOUR AND PRAISE! Diverse contributions by many people have culminated in the writing of this thesis. I therefore deem it fit to render my appreciation to those people. I am highly indebted of appreciation to my siblings, especially Dela Gati, whose contribution to my life cannot be written off. His selfless dedication to the cause of my academic life has greatly contributed to bringing me this far on the academic ladder. God bless you, Dela. In fact, the role of my supervisor Tone Bleie is very noteworthy. Your constructive criticisms, compliments and encouragements throughout the writing process are well noted and appreciated. Your keen interest in my health issues has also been very remarkable. In deed, you have demonstrated to me that you are not only interested in my academic work, but also my well- being.