MINISTRY OF EMPLOYMENT AND LABOUR RELATIONS (MELR)
ANNUAL PERFORMANCE REPORT
2014
January 2015
i
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.
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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.
2
(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).
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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.
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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