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The Office of the Head of Local Government Service

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The Office of the Head of Local Government Service REPUBLIC OF GHANA THE OFFICE OF THE HEAD OF LOCAL GOVERNMENT SERVICE MEDIUM TERM EXPENDITURE FRAMEWORK (MTEF) FOR 2017-2019 2017 BUDGET ESTIMATES 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 2017 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) .......................................................................................1 1. GSGDA II POLICY OBJECTIVES .............................................................................. 1 2. GOAL .................................................................................................................. 1 3. CORE FUNCTIONS ............................................................................................... 1 4. POLICY OUTCOME INDICATORS AND TARGETS .................................................... 2 5. EXPENDITURE TRENDS ......................................................................................... 3 6. KEY ACHIEVEMENTS FOR 2016 ............................................................................ 4 PART B: BUDGET PROGRAM SUMMARY ...........................................................................5 PROGRAM 1: MANAGEMENT AND ADMINISTRATION .................................................. 5 PROGRAMME 2: DECENTRALIZATION (REGIONAL SERVICES) .................................. 15 Local Government Service Page iii PART A: STRATEGIC OVERVIEW OF THE OFFICE OF THE HEAD OF LOCAL GOVERNMENT SERVICE (OHLGS) 1. GSGDA II POLICY OBJECTIVES The GSGDA II contains Five (5) Policy Objectives that are relevant to the Local Government Service for the 2017 fiscal year. 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 1 4. POLICY OUTCOME INDICATORS AND TARGETS Outcome Baseline Latest status Target Unit of Indicator Measurement Description Year Value Year Value Year Value Policies, Percentage of Programs performance 2015 96% (226/235) 2016 100% (235) 2019 100% (235) and agreement employment implemented. issues integrated and Proportion of implemented departments Metro=9/16 Metro=9/16 Metro=14/16 at all levels. integrated (by Municipal=6/13 Municipal=7/13 2019 Municipal=11/13 2015 2016 types) District=4/11 District=7/11 District=9/11 Percentage of professionals Management as against non- 2015 Prof.=80% 2016 Prof.=26% Prof.=26% (240) and professionals (220) (240) 2019 productivity recruited NP =74% (660) levels NP =20% (55) NP =74% (660) improved Level of compliance with financial 2015 65% 2016 95% 2019 95% accounting procedures Percentage of staff equipped with skills in 2015 4.2% 2016 10% 2019 10% Local Capacity of Government staff at all Administration levels Proportion of improved. class equipped with 2015 3/27 2016 6/28 2019 6/28 professional skills Local Government Service 2 5. EXPENDITURE TRENDS The Office of the Head of Local Government Service was allocated a budget of GH¢ 2,500,000.00 and GH¢ 1,050,000.00 for 2015 and 2016 financial years respectively. The total expenditure for 2015 as at the end of the year stood at GH¢ 639,398.76 leaving a difference of GH¢ 1,860,601.24 representing 74.42%. However, the amount expended as at 30th June, 2015 was GH¢187,508.79 with a difference of GH¢2,312,491.21 which represents 92.50%. The details of the 2015 GoG budget and releases are indicated below. BUDGET ESTIMATES 2015 1. GOODS & SERVICES = GH¢ 2,000,000.00 2. ASSETS = GH¢ 500,000.00 TOTAL OF (1 & 2) = GH¢ 2,500,000.00 ACTUAL RELEASES AS AT 30TH JUNE, 2015 1. GOODS & SERVICES = GH¢ 187,508.79 2. ASSETS = 0.00 TOTAL OF (1 & 2) = GH¢ 187,508.79 For the same period in 2016, no expenditure was incurred. The details are indicated below. BUDGET ESTIMATES 2016 3. GOODS & SERVICES = GH¢ 1,050,000.00 4. ASSETS = GH¢ 0.00 TOTAL OF (3 & 4) = GH¢ 1,050,000.00 ACTUAL RELEASES AS AT 30TH JUNE, 2015 3. GOODS & SERVICES = GH¢ 0.00 4. ASSETS 0.00 TOTAL OF (3 & 4) = GH¢ 0.00 The analysis above shows a reduction in the budgeted ceilings for 2016. The difference between the 2015 and 2016 budget ceiling stood at GH¢1,450,000.00 which represents 58% reduction. Although there was a decrease in the budget ceiling for year 2016, no expenditure was incurred as at the end of 30th June, 2016 due to non-releases of funds. With respect to compensation of employees, out of the budgeted amount of GH¢1,115,856.00 an amount of GH¢1,605,874.38 was expended in year 2015. This was attributed to an increase in workers’ salary, payment of arrears and posting of senior officers to augment the staff strength of the secretariat. However, the expenditure for 2016 as at 30th June stood at GH¢700,560.03 with budgeted figure of GH¢1,813,810.00. However, at the end of the year the amount expended on compensation stood at GH¢1,333,315.27. Local Government Service 3 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 2016 The following are the achievements for the Service as at December, 2016 through the implementation of projects and programme, Performance Management Contract for LGSS, RCCs and MMDAs implemented, 235 performance management agreements signed with 7 directorates & 2units of OHLGS, o 10 RCCs and 216 MMDAs 226No. of agriculture officers comprising 10No. regional directors and 216No. of district directors trained in modern techniques in agriculture extension services and other emerging issues such as climate change, financial management etc. 48 No. officers trained in performance management and appraisal system with the aim of providing backstopping for assemblies in the new appraisal system Key staff of 216 MMAs trained in Fixed Assets Management and Programmed Based Budgeting and IGF strategy 27No. Officers given an 8 weeks training/course in Local Government Administration Monitored the implementation of LGCSP (Components 2B) of 46 MMDAs A total of 1,287 officers recruited (1,245 Environmental Health officers and 42 from the other classes) 5744 staff of various classes were promoted to various grades 236No. of agriculture officers upgraded to the professional cadre class 363 staff whose salaries were off the payroll were reactivated Re-align data on staff of decentralised departments of the RCCs and MMDAs for CAGD to create new management units on the IPPD system as part of the PSC HRMIS’ management unit. Organised budget hearing on Composite Budget for all MMDAs in the 10 Regions. Monitored the implementation of Composite Budget of all MMDAs in the 10 Regions. Train 46 selected MMAs in Programme Based-Budgeting 4No. Quarterly monitoring of MMDAs carried out. Signed 2016 Performance contract agreement with MMDCEs Local Government Service 4 1.5. Appropriation Bill Summary of Expenditure by Sub-Programme, Economic Item and Funding Entity: 004 - Local Government Service Year: 2017 | Currency: Value Version 1 GoG IGF Funds / Others Donors Grand Total Compensation Goods and Compensation Goods and Goods and Capex Total Capex Total Statutory ABFA Others Capex Total of employees Services of employees Services Services 004001 - Management and Administration 1,999,902 1,030,000 2,000,000 5,029,902 5,029,902 0040011 - Finance and Administration 1,999,902 720,000 2,000,000 4,719,902 4,719,902 0040012- Human Resource Management 300,000 300,000 300,000 0040013- Internal Audit 10,000 10,000 10,000 004002 - Decentralisation 49,897,764 10,240,072 60,137,836 3,023,358 3,023,358 63,161,194 0040020- Decentralization 49,897,764 10,240,072 60,137,836 3,023,358 3,023,358 63,161,194 Grand Total 51,897,666 11,270,072 2,000,000 65,167,738 3,023,358 3,023,358 68,191,096 Page 1 | 1 GIFMIS Budget Module Mar 16, 2017 time:1:11:22 PM PART B: BUDGET PROGRAM SUMMARY BUDGET PROGRAM SUMMARY PROGRAM 1: MANAGEMENT AND ADMINISTRATION 1. Budget Program Objectives To devolve political, administrative and financial authority from the Centre to the District Assemblies. To clarify the status, roles and relationships between levels of government
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