final change management strategy

April 18, 2019 This publication was produced for review by the United States Agency for International Development. It was prepared by Chemonics International Inc.

FINAL CHANGE MANAGEMENT STRATEGY USAID/GHANA JUSTICE SECTOR REFORM CASE TRACKING SYSTEM ACTIVITY

DISCLAIMER The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States government.

FINAL CHANGE MANAGEMENT STRATEGY USAID/GHANA JUSTICE SECTOR REFORM CASE TRACKING SYSTEM ACTIVITY Contract No. AID-OOA-I-13-00032, Task Order No. 72064118F00001

Cover photo: The Director of Public Prosecutions, Ms. Attakora-Obuobisa, guiding her team to draft a change management plan to support the implementation of the CTS during an institutional change management workshop held in Accra, Ghana. (Credit: Ghana CTS, Chemonics International)

FINAL CHANGE MANAGEMENT STRATEGY | i

CONTENTS

Acronyms ................................................................................................................ ii

Program Description ............................................................................................. 1

Executive Summary ............................................................................................... 2

Section 1 – Focus to build on prior efforts and consultations undertaken by USAID ..................................................................................................................... 3

Section 2 – Strategy to position the CTS as a tool that will ease workload .... 8

Section 3 – Defining incentives that can create an enabling environment for the use of the CTS ............................................................................................... 10

Section 4 – Review of existing policies and procedures – including SOPs – for each key Justice Sector Agency .......................................................................... 12

Section 5 – List of proposed amended and/or new policies and procedures . 13

Section 6 – Plan for supporting key Justice Sector Agencies to advocate for systemic improvements that would maximize the benefit of the CTS ......... 14

Section 7 – Plan to work with key Justice Sector Agencies to ensure improved knowledge and utilization of existing policies and laws that would maximize the benefits of the CTS ..................................................................... 15

Section 8 – Detailed list of risks and challenges to the successful and sustainable implementation of the CTS and mitigation strategies for each risk and challenge ................................................................................................. 16

Section 9 – Next Steps ........................................................................................ 19

Annex A – Ghana Police Service Policies and Procedures Reviewed ............ 20

Annex B – Economic and Organised Crime Office Policies and Procedures Reviewed ............................................................................................................... 21

Annex C – Director of Public Prosecution Policies and Procedures Reviewed ................................................................................................................................ 23

Annex D – Judicial Service Policies and Procedures Reviewed ....................... 24

Annex E – Legal Aid Scheme Policies and Procedures Reviewed .................. 27

Annex F – Ghana Prisons Service Policies and Procedures Reviewed ........... 29

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ACRONYMS ADKAR Awareness-Desire-Knowledge-Ability-Reinforcement

CLIN contract line item number

CTS Case Tracking System

DPP Director of Public Prosecution

EOCO Economic and Organised Crime Office

GIMPA Ghana Institute of Management and Public Administration

GoG Government of Ghana

GPS Ghana Police Service

ICMP Institutional Change Management Plan

ICT information and communications technology

J4A Justice for All

KSA key stakeholder agency

LAS Legal Aid Scheme

RISG Regional Inter-Institutional Support Group

SOP standard operating procedure

STAAC Strengthening Action Against Corruption

UNDP United Nations Development Programme

USAID United States Agency for International Development

FINAL CHANGE MANAGEMENT STRATEGY | 1

PROGRAM DESCRIPTION The USAID/Ghana Justice Sector Reform Case Tracking System (CTS) Activity seeks to develop an integrated CTS to support the Government of Ghana’s (GoG’s) ability to effectively investigate and prosecute criminal acts. The CTS Activity will improve Ghana’s ability to track criminal cases from their introduction into the system to their prosecution, trial, and sentencing in the courts, and execution of the sentence in prison, improving information sharing and coordination among Ghana’s law enforcement and judicial authorities and increasing the efficiency and effectiveness in investigating and prosecuting criminal cases of all types, especially those related to corruption, border security, maritime security, and cybercrimes – the focus areas of the Security Governance Initiative (SGI). The project has three objectives:

• Develop a comprehensive design and sustainable roll-out process for an integrated CTS for the Ghana criminal justice sector;

• Implement a testing phase and identify the requirements for the sustainable use and expansion of the integrated CTS; and

• Improve procedures and policies to strengthen change management, coordination, and communication across key justice-sector institutions that sustain the use of an integrated CTS.

The CTS Activity is implemented by Chemonics International, in conjunction with sub-contractors Inter-regional Bridge Group, and Transnational Development Associates.


EXECUTIVE SUMMARY CLIN0003a(2) Final Change Management Strategy is a contractual deliverable listed under Objective 3: Improve policies and procedures to strengthen change management, coordination and communication across key justice-sector institutions that sustain the use of an integrated case tracking system, in accordance with Section c.3 of the PWS. This report was compiled through a series of consultations with the six GoG key stakeholder agencies (KSAs) identified in our successful proposal: (1) Judicial Service of Ghana, (2) Ghana Police Service (GPS), (3) Ghana Prisons Service, (4) Office of the Director of Public Prosecution (DPP) at the Ministry of Justice and Attorney General’s Department, (5) Legal Aid Scheme (LAS), and (6) Economic and Organised Crime Office (EOCO). The preparation of this report would not have been possible without the time, attention, and support from the staff and leadership of each of the six KSAs, as well as the support of USAID/Ghana. This report is responsive to the definition of “Task 3.a Change Management Strategy” on page 1 of the CTS Activity Task Order and the “Acceptable Quality Level” listed for Task 3.d in the “Performance Standards for Objective 3” chart on page 15 of the CTS Activity Task Order. We have structured this plan as follows: Section 1 –Change Management Strategy Detailed Approach. Section 2 – Strategy to position the CTS as a tool that will ease workload. Section 3 – Defining incentives that can create an enabling environment for the use of the CTS. Section 4 – Confirmation that contractor has reviewed existing policies and procedures – including SOPs – for each key Justice Sector Agency. Section 5 – List of proposed amended and/or new policies and procedures. Section 6 – Plan for supporting key Justice Sector Agencies to advocate for systemic improvements that would maximize the benefits of the CTS. Section 7 – Plan to work with key Justice Sector Agencies to ensure improved knowledge and utilization of existing policies and laws that would maximize the benefits of the CTS. Section 8 – Detailed list of risks and challenges to the successful and sustainable implementation of the CTS and mitigation measures for each risk and challenge. Section 9 – Next steps. This section explains how future deliverables tie in with CLIN0003a(2) Final Change Management Strategy.


SECTION 1 – CHANGE MANAGEMENT STRATEGY DETAILED APPROACH

CONTEXT AND OVERARCHING APPROACH

The context of the justice and security sector in Ghana were and are key factors to take into consideration in designing and implementing the CTS Change Management Strategy (CMS).

Political Economic Analysis: Before defining the CMS, the CTS Activity carefully analyzed the political context in the sector through a political economy analysis (PEA) to understand the obstacles and facilitating factors for change management. The PEA indicated very high levels of key shareholder agency (KSAs) buy-in when talking about the CTS (as USAID, UNDP and other agencies had been talking about the CTS and its structure for years before the CTS Activity began). Few detractors were identified, although the discussions obviously took place in the abstract without a designed system in place. Many of the persons interviewed during the PEA did, however, indicate that there would be some resistance to the CTS because of vested interests by some of the institutional actors, some reluctance by KSAs (particularly the Ghana Police, EOCO and the Ghana Prisons) to share security-related information with other KSAs, and that there would be challenges in implementing the CTS in rural areas, where there is poor internet connectivity and few computers in use. Many participants noted potential for resistance to CTS by the older KSA operators who were not used to using computers and may feel threatened by a new system and have fears about it replacing them or not being able to use it effectively. Many also stated that KSA operators might view the CTS as involving “extra work” that they feel they are not contractually responsible to undertake (thus requiring changes to job profiles and responsibilities).

HICD Assessments: Many of these same ideas related to change management were identified during the human and institutional capacity development (HICD) assessments of the challenges and their root causes regarding CTS implementation (which have already been submitted to USAID). For example, all the KSAs indicated that they had several challenges in implementing the CTS at the national level, including lack of equipment, connectivity, and sufficient information, technology, and communications (ITC) resources (none of which are directly subject to this CMS). All of them indicated that in the human resources area there was a likelihood of resistance to change by certain end-users of the CTS and that it was important to carry out extensive change management activities and mechanisms (training, mentoring, help desks, positive and negative incentive systems, etc.). All assessments also indicated that a root cause of many of the challenges likely to be faced by national-level CTS implementation was the lack of an efficient policy and procedure framework to facilitate CTS implementation, including inter-institutional protocols regarding information sharing and general CTS use and incentive mechanisms. The CMS takes into consideration all of these findings from the HICD assessments.


Building Upon USAID and Other Donor Change Management Activities and Successes to Date and Coordinating with Other Donors’ Change Management Activities in the Future: Change management requires intensive and continuous engagement. The CTS program’s change management efforts will benefit from leveraging the efforts of others for change management and vice versa. The CTS Activity will actively seek to build upon the change management activities already carried out by USAID and UNDP (including the Change Management Report produced by change management expert D. Betty Nanor, financed by UNDP) . In large part because of these activities, the CTS Activity has found such extensive buy-in to the CTS concept by the KSAs from the beginning of the activity. We will also coordinate with the “e-Justice” system being financed by the World Bank (WB) in the Judiciary, as well as the WB’s effort to develop an automated CMS in the AGO/DPP, which is in the bidding phase now (so there is not much change management going on just yet). We have and will continue to coordinate with the British on the new CMS system in use in the EOCO, although they have cancelled their contract with the former implementer of the Strengthening Action Against Corruption (STAAC) program and are/will be rebidding that activity soon (so there is little going change management occurring in the EOCO right now by the British).

Use of ADKAR Framework: The change management strategy for the CTS Activity is anchored in the tried-and-tested Awareness-Desire-Knowledge-Ability-Reinforcement (ADKAR) model, which is a five-step framework focusing on the “people side of change.” ADKAR was developed by Jeff Hiatt, founder of Prosci, which hosts a series of free-to-download ADKAR resources on their website at https://www.prosci.com/adkar. As Prosci explains on their website “When organizational change initiatives fail, it isn’t necessarily because the change solution is ineffective. Most failure happens on the people side:

• Employees do not understand the benefits of adopting new technologies and tools

• Employees are not prepared to be successful in the new environment • Leaders aren’t equipped to sponsor change and manage resistance effectively

The ADKAR Model paves the way for successful change by equipping people with a common language for change. It enables leaders to plan and guide change activities, and it helps individuals within “your organization see themselves as part of the solution.” As KSA staff and leadership move through the five steps of ADKAR, they will be effectively demonstrating their increased commitment to utilizing and sustaining the CTS. This aligns well with USAID’s Journey to Self-Reliance and USAID/Ghana’s specific desire to ensure continuously broader and deeper commitment from our GoG

FIVE STEPS OF ADKAR FRAMEWORK

1. Awareness: Leading people to see the need for change. 2. Desire: Instilling the desire for change in people. 3. Knowledge: Providing people with the information and skills they require to achieve change. 4. Ability: Applying knowledge and skills to bring about change. 5. Reinforcement: Making sure that people continue to use the new methods.


counterparts, as this commitment is of utmost importance to the sustainability of the results achieved under the CTS Activity. Awareness. The awareness step of the ADKAR framework will be driven with the assistance of the CTS Activity through the regular dialogues, coordination meetings, publications, and tools described in Section 2 of CLIN0003c(1), Draft Communication/Information Sharing Strategy. Additionally, the interactive process for developing amended and new policies and procedures – detailed below in Section 5 – will raise awareness of the need for change through critical analysis of existing policies, procedures, and their impact on the efficiency and effectiveness of the criminal justice system. Desire. Section 2 of this report details our strategy to position the CTS as a tool that will ease workload, which is the ultimate key to instilling the necessary desire for change under the CTS Activity. Additionally, Section 3 defines incentives – both positive and negative – that will spur KSA staff and leadership to create an enabling environment for the sustainable use of the CTS. Knowledge. In order to properly provide the necessary knowledge and skills to KSA staff and leadership, our own team went through a rigorous review of existing policies and procedures, which is described in Section 4 and Annexes A through F. Section 6 of this report provides our plan to work with KSAs to ensure improved knowledge and utilization of existing policies and laws that would maximize the benefits of the CTS, while Section 7 focuses on improved knowledge and utilization of existing policies and laws. CLIN0003c(1), Draft Communication/Information Sharing Strategy has charted a clear course for providing KSA staff and leadership with the information they require to achieve change. Lastly, CLIN0002f, System Training Plan for End Users will provide details of all currently anticipated trainings during the second and third years of CTS Activity implementation. Ability. The six-month piloting phase will provide our GoG partners with the opportunity to apply the knowledge and skills they gained, over the course of the preceding five-month testing phase, to their day-to-day jobs and provide KSA leadership with quality reports to engage in data-driven decision-making. Reinforcement. During the final year of implementation, we will continue to support end-users in our pilot regions, while simultaneously rolling out training and other services to the other regions, utilizing equipment offered and/or newly-procured by the GoG, international community, and private sector, to ensure that pilot regions continue to use the new way of working. Section 8 of this report lists risks to the successful and sustainable implementation, along with mitigation measures to keep progress on track. Lastly, IBG will provide a one-year service agreement beyond the life of the CTS Activity contract.


DEFINITION AND IMPLEMENTATION OF INSTITUTIONAL CHANGE MANAGEMENT PLANS FOR EACH KSA Change Management and Communications Coordinator, Justice Constant Hometowu – with support from Chief of Party, Professor Kwadwo Appiagyei-Atua; TDA President, Mark Williams; and Communications Specialist, Awuiteba Atengdem – will help each KSA define, implement and monitor their own Institutional Change Management Plan (ICMP). While many of the change management strategies are described here generally, the CTS Activity also envisions a very KSA-specific approach to change management, given the vast difference in terms of resource and institutional contexts among KSAs. The ICMPs will be the written and approved institutional blueprints for each specific KSA to execute and monitor all of their change management activities regarding the CTS. While there are some change management activities that can be considered “inter-institutional” in nature (such as those described in Sections 6 and 7 below) and many contain similar elements among KSAs, most are very much KSA-specific. They will contain detailed change management actions and plans regarding how each KSA will implement its change management activities and the ADKAR methodology (many of which are described in more detail in the sections below). They will also set forth clear time limits for carrying out the activities, resources needed, and persons within each KSA responsible for each action. Because once change happens, the requirements for further change management start to shift, these ICMPs will be reviewed quarterly by the team update change management needs as required. While it is envisioned that each KSA’s ICMP will involve dozens of different responsible parties for carrying out identified actions, we will encourage each KSA to rapidly appoint a change management point person (CMPP), to facilitate coordination between the CTS Activity and the KSA and to steer each KSA’s implementation of its ICMP. The ICMPs should include some or all of the following elements:

• Clearly defined time frames and responsible actors regarding what each KSA should be doing regarding change management during the testing, piloting, roll-out and long-term CTS sustainability stages.

• Detailed plans, such as training, mentoring, and other activities, to position CTS as a tool to ease workload, improve efficiency, and not add additional work for KSA staff regarding CTS (see Section 2 below for more details):

• Detailed plans to create incentives (both negative and positive) that generate an enabling environment for CTS use (see Section 3 below for more details). Some of these will be included in new or amended institutional policies (see section 5 below);

• Detailed plans of activities related to proposing amended and/or new policies and procedures regarding CTS implementation and activities (training, dissemination, etc.) for enacting, seeking approval for, disseminating, and effectively enforcing them (as stated in more detail section 5 below);


• Detailed monitoring plans and instruments for the execution of the ICMP in each KSA;

• Detailed mechanisms regarding exactly how the ICMP will be implemented in the regions (i.e. during the testing and piloting phases) and in coordination with the Regional Inter-Institutional Support Groups (RISGs), which, as discussed in more detail in the Communications and Information Sharing Strategy, will support the implementation of, among other things, communications, information sharing, and change management activities in the regions; and

• Designation of a CMPP for each KSA to be responsible for overall ICMP coordination and execution.

Each KSA’s ICMP will be defined by holding separate workshops, up to a few days each as necessary depending on the KSA, with key stakeholders from each KSA. Participants at the workshops will include, but are not limited to, the following persons or units/divisions: the respective heads of the KSAs, to the extent possible; human resources directors and/or staff; ICT director(s) and/or staff; communications/public relations directors and/or staff; data input representatives such as registrars, recorders, clerks, assistants, administrative assistants, station officers, counter non-commissioned officers (NCOs), among others; directors of operations; directors of planning and/or staff, representatives or heads from the various branches of the KSAs, such as Legal Aid directors and/or officers, EOCO regional directors and/or staff; regional police commanders and/or staff (crime officers, investigators, district commanders, etc.). The outline of the presentations at the workshops, presented by CTS Activity staff, will discuss the ADKAR steps, to inculcate in the participants the objectives of as well as the benefits that the CTS will bring to the respective KSAs and their staff. The presentations will highlight quick wins, such as the benefits of coordination and information-sharing, generation of statistics to facilitate report writing, easy navigation through the system applications, the use of e-notes to facilitate communication, among others. Once the ICMPs are defined, the CTS Activity Implementation Team will negotiate with each KSA the logistical support necessary to implement and monitor progress against their ICMP.


SECTION 2 – STRATEGY TO POSITION THE CTS AS A TOOL THAT WILL EASE WORKLOAD

As our Change Management and Communications Coordinator, Justice Constant Hometowu, likes to say – a successful change management strategy must answer the question of “What’s in it for me?” (WIIFM). The ADKAR Desire step stresses the importance of answering WIIFM. For KSA leadership, the WIIFM of the CTS is based on reports and data to support decision-making and increase efficiency. In order to generate useful reports, however, quality data must be entered in a timely fashion. For CTS end-users entering the data, and their supervisors undertaking regular data quality assessments (DQAs), Desire must be achieved by demonstrating that the CTS will reduce their overall workload. While the data-entry and DQAs are additional tasks for CTS end-users and their supervisors, the long-term vision of a paperless system – akin to that in Rwanda and other places – will be emphasized as the ultimate fruits of their labor. Additionally, short- and mid-term efficiency gains will be tracked and highlighted by the CTS Activity in coordination with the KSAs throughout CTS implementation. Lastly, positive and negative incentives will be introduced, as detailed in Section 4 of this report. The following strategies will be adopted by the CTS Activity to build Desire and allay fears regarding excessive workloads: Ensuring broadscale participation in the design and development of the CTS. Our team has already begun this process. By taking the time to demonstrate the CTS over the evolution of three different iterations (online desktop, offline desktop, and Android) and to likely end-users with different roles and levels and from within and outside of Accra, our team has begun the process of generating excitement about the potential of electronic case tracking.

Making sure that the CTS is user-friendly, simple to use, and minimizes the need to input large amounts of data. The design process has resulted in an ambitious system, which we believe still presents a reasonable workload for the average end-user. This was achieved through extensive use of selective options, in the form of drop-down menus and date pickers, to facilitate and ease the data entry process. Throughout the five-month testing phase, we will utilize continuous feedback loops to address end-user critiques of the system while simultaneously focusing on maximizing opportunities for data-driven decision-making.

Highlighting the interoperability of the CTS. The CTS is interoperable and data-compatible with bespoke case management systems of individual KSAs, as long as those systems are built openly and are willing to share. Highlighting this to end-users and – most importantly – other actors who are working on nascent case management systems for the KSAs. This includes the GPS e-Policing system, e-filing system of the Judicial Service, the Ghana Institute of Management and Public Administration’s (GIMPA) attempts to work with the Ghana Prisons Service, and the recently-released World Bank RFP to procure an integrated information management system for the Office of the Attorney General and Ministry of Justice. These efforts provide strong opportunities for collaboration and easing the workload of our GoG partners.


Ensuring shorter learning curves. Our phased approach to the five-month testing phase – to be fully detailed in CLIN0001c, System Implementation/Roll-Out Plan –will maximize the application of lessons-learned and utilize regular feedback loops from early testing regions to inform and improve testing in future regions. Learning from testing in the first region will be applied to the testing phase in subsequent regions to reduce training time and uptake. We anticipate this increasing the speed at which Desire is reached by perfecting our testing process over the five-month period.

Expanding our ICT Focal Points and engaging them in the change management process from the start. In CLIN0002d, Management Oversight and Technical Support Plan, we detailed plans to hire three Accra-based ICT Focal Points for a one-year period which has been done – one each for the DPP, Judicial Service, and LAS. Following field visits to Aflao, Ho, and Kumasi, it became clear that regionally-based KSA staff and officials do not currently possess sufficient bandwidth within their existing ICT personnel to adequately undertake the necessary responsibilities for testing and piloting the CTS. As such, we have hired additional ICT Focal Points – one based in each pilot region outside of Accra – for a one-year period to support the testing and piloting in their respective regions. All ICT Focal Points – including the three provided by the GPS, Ghana Prisons Service, and EOCO in Accra – will receive change management training during their two-week induction period. This training will equip them with the required skills to walk their GoG counterparts through the five-steps of ADKAR and serve as day-to-day advocates for the benefits of the CTS. Utilizing the Communications/Information-Sharing Plan to Increase Desire. The regular dialogues, coordination meetings, publications, and tools described in Section 2 of CLIN0003c(1), Draft Communication/Information Sharing Strategy will be leveraged to highlight recognized workplace efficiencies throughout the eleven months of testing and piloting. These highlights are expected to include the use of reports to support evidence-based decision-making to increase efficiency and reduce workload. Additionally, increases in information-sharing within and across KSAs – through the implementation, by the KSAs with the support of the CTS Activity, of the Inter-Institutional Coordination and Collaboration Action Plan and the inter-institutional protocol regarding information sharing (both of which were detailed in Section 1 of CLIN0003c(1), Draft Communication/Information Sharing Strategy) – will reduce inefficiencies caused by the current poor state of information sharing. Designing and carrying out Substantive Pilot Applications (SPAs). As detailed in our proposal, we will undertake two types of SPAs: (1) Justice for All (J4A) SPAs focusing on remand prisoners; and (2) crime-specific SPAs, which will seek to increase inter-institutional coordination and the quality of criminal investigations. The remand prisoner SPAs will increase efficiency in the J4A courts, which will then more rapidly reduce the remand prisoner population and provide relief to staff working in over-crowded prisons. The crime-specific SPAs will monitor and thereby improve the use of protocols and checklists to ease the work of investigators and prosecutors by increasing their communications and coordination.


SECTION 3 – DEFINING INCENTIVES THAT CAN CREATE AN ENABLING ENVIRONMENT FOR THE USE OF THE CTS The Ability and Reinforcement steps of the ADKAR framework, in particular, require clear incentives towards achieving the above-stated objectives are conveniently described in both positive and negative terms. The CTS Activity will help the KSAs in the initial CM and Policies and Procedures Workshops to define both positive and negative incentive mechanisms, such as the following: POSITIVE INCENTIVES

• The introduction and institution of a “CTS User of the Month” to be highlighted and commended through communications designed by the Inter-Institutional Communications and Information Sharing Committee (ICISC) with selection of the awardee based on data quality as entered into the system. The ICISC was described in CLIN0003c(1) Draft Communication/Information Sharing Strategy. To maximize impact, each KSA could nominate their best user for that month and the CTS Advisory Committee and CTS Technical Committee will select the winner from this honored group of finalists.

• Tying effective use of the CTS to promotional decisions, salary increases, and regular performance reviews.

• Higher preference for access to educational opportunities for end-users based on their timely and accurate CTS utilization.

• Formal certification of CTS users.

• Creation and inclusion of an internally published list of strongest CTS users.

NEGATIVE INCENTIVES

• Application of a disciplinary regimen within each KSA regarding non-use, inappropriate use, or insufficient use of the CTS. This could include (depending on the seriousness of the violation and whether it is a first offense or not) call to attention, fine, reprimand, suspension, termination, transfer to undesirable places, and criminal prosecution for particularly egregious cases such as fraud, altering records, and/or corruption in the use of the CTS.

• Withdrawal of CTS user certifications for improper use or non-use.

• Obligatory refresher training on weekends and holidays.

• Creation and inclusion of an internally published list of deficient CTS users.

• Requiring end-users who are delinquent in their data entry and uploads to work on holidays or weekends to catch up.


• Publication of applied sanctions on deficient users to serve as deterrent to others.

We are conducting a special activity within the Policy and Procedures Workshops, which identify the amendments or redefinitions, pass the recommendations on to the KSA heads, and then assist the human resource departments in getting the incentive policies approved, disseminated, and effectively implemented in each KSA). The initial response has been positive.


SECTION 4 – REVIEW OF EXISTING POLICIES AND PROCEDURES – INCLUDING STANDARD OPERATING PROCEDURES (SOPS) – FOR EACH KEY JUSTICE SECTOR AGENCY A total of 188 policies and procedures, across the six KSAs, were reviewed by the CTS Activity prior to finalizing this strategy. The breakdown is as follows: GPS – 23; EOCO – 35; DPP – 8; Judicial Service – 61; LAS – 34; and Ghana Prisons Service – 27. The list of these policies and procedures are included as Annexes A through F. Below, we provide our initial observations made after the review of these policies, procedures, and SOPs. The process for developing amended and/or new policies and procedures – detailed in Section 5 of this report – will build upon these initial observations.

• The UNDP-supported SOPs extensively cover all the activities undertaken by the KSAs in great detail. They constitute a check list for activities within the KSAs to be carried out in a professional manner; and will be extremely useful to end-users, both old and new, experienced and uninitiated. The step-by-step procedures outlined therein provide adequate foundation, with the required legal backing, in some cases, for the basic functions of the KSAs to be undertaken.

• These SOPs, while very useful, lack some elements to effectively merge the objectives of the Legal Reform Project to the CTS. They do not specifically address, however, some of the SGI focus areas. Although two of the EOCO SOPs (numbers SP029 and SP030) cover Narcotics and Illicit Drugs, and Human Trafficking Investigations respectively, which are examples of Border Crimes. To maximize benefits to the SGI focus areas, we have held initial discussions with SGI Coordinator Gordon Steenbergen to integrate SGI-developed investigatory protocols into the CTS.

• The existing SOPs have provisions related to official communications. The recommended communications tools are e-mails, written notices and telephone calls. It is widely known that only written notices and telephone calls are utilized by the vast majority of KSA staff and leadership. E-mail is not used on a regular basis among many and, when it is, staff and leadership typically utilize non-official email accounts.


SECTION 5 – LIST OR PROPOSED AMENDED AND/OR NEW POLICIES AND PROCEDURES Our proposal estimated a total of 70 amended and/or new policies and procedures with a 30 percent deviation. Following the design of the CTS itself, many consultations with KSA staff and leadership, and the review of existing policies and procedures, detailed in Section 4 and Annexes A through F, we confirm that the target of 70 amended and/or new policies and procedures with a 30 percent deviation remains valid. We have provided a list of proposed amended and/or new policies and procedures in the chart below. We are confident in our ability to achieve our stated target by February 2020 deadline for submission of CLIN0003d, Number of Updated/Improved Policies, Procedures, Incentives proposed for use of the system. New policies or procedures to be defined and approved are indicated below with an asterisk (versus policies and procedures that will only need to be amended/modified and approved).

SUBJECT QUANTITY

Data management (1 per each KSA) (* for most KSAs) 6

IT equipment inventory, maintenance, repair, and replacement (1 per each KSA) * 6

Record management and retention (1 per each KSA) (* for most KSAs) 6

Data back-up and data recovery (1 per each KSA) * 6

CTS utilization integrated into existing disciplinary regime (1 per each KSA) 6

CTS utilization integrated into existing performance evaluations (1 per each KSA) (* for some of the KSAs, not for others) 6

CTS utilization integrated into job profiles and descriptions (1 per each KSA) 6

Policies and procedures regarding timelines for carrying out CTS-related tasks (1 per each KSA) 6

Policy regarding CTS DQAs (1 per each KSA) 6

Inter-Institutional Coordination and Collaboration Action Plan (as detailed in CLIN0003c(1) Draft Communication/Information Sharing) * 1

Inter-Institutional Protocol Regarding Information Sharing (as detailed in CLIN0003c(1) Draft Communication/Information Sharing) * 1

Revisions of UNDP-supported SOPs, selected in conjunction with each KSA 14

TOTAL 70


SECTION 6 – PLAN FOR SUPPORTING KEY JUSTICE SECTOR AGENCIES TO ADVOCATE FOR SYSTEM IMPROVEMENTS THAT WOULD MAXIMIZE THE BENEFIT OF THE CTS The CTS will be an invaluable tool to be able to detect systemic problems that need to be addressed. In order to build capacity of KSAs (and particular their high-level leadership) to be able to maximize this potential of the CTS, the CTS Activity Implementation Team will:

• Provide technical assistance by the CTS Activity in helping KSA leaders to define system-wide timelines and other indicators that can easily be measured and put into report form by the CTS. These indicators should be designed to be able to measure both systemic and inter-institutional problems supported by evidence. They will also contain aspirational targets. Some examples of these could include:

• Average overall case processing time - arrest to sentencing or other conclusion (right to speedy trial): nothing to law – 1 year for summary, and 2 years for indictable trials (need to include flag for which cases are simple vs. complex – i.e. number of defendants, type of crime, etc.);

• Average time from charge at district police station internal transfer of case to divisional police station – 2 weeks;

• Average time from receipt of internal transfer of case (indictable crimes) by division to time of transfer of case to regional headquarters – 2 weeks;

• Average time from police prosecutor inquiry to DPP for response/advice – 1 month;

• Average time from arrest to first court appearance (right to be heard): 48 hours, from the Criminal Procedure Act and the Constitution of Ghana;

• Average time from first hearing date to judgment or final ruling – 2 years; • Average time between remand grant date and next hearing date (during

pre-trial stage) – should not exceed 1 month (from Code of Criminal Procedure); and

• Average time from arrest to appearance of public or private defender – 48 hours;

• Average case processing time for individual judges and prosecutors.

• Periodically produce reports (by the CTS Activity initially) on these indicators and present them to KSA leadership;

• Facilitate dialogues, events, roundtables, etc. among KSAs and others (by the

CTS Activity) regarding the findings in the reports and what, if any, systemic changes may need to be made; and

• Technically support (by the CTS Activity) KSA leaders to define and advocate for

the making of these changes.


SECTION 7 – PLAN TO WORK WITH KEY JUSTICE SECTOR AGENCIES TO ENSURE IMPROVED KNOWLEDGE AND UTILIZATION OF EXISTING POLICIES AND LAWS THAT WOULD MAXIMIZE THE BENEFITS OF THE CTS

The CTS Activity will assist each KSA in defining and implementing institutional plans to ensure all policies, procedures, and laws that exist at the time of roll-out are adequately implemented. The KSAs will be ultimately responsible for the implementation of the ICMPs, but with extensive CTS Activity assistance at the beginning, tapering off as the Activity wraps up. These plans should include:

• Identification of all policies, procedures, and laws that will help to maximize the benefits of the CTS;

• Summarizing the contents of these policies, procedures, and laws; • Training in the contents of the policies and procedures that will maximize CTS

benefits; • Posting/distribution of all relevant policies, procedures and laws; • Capacity building in institutional enforcement of the policies, procedures, and

laws (i.e. Judicial Service Disciplinary Committee, IGP, auditors, supervisors, etc.) including the creation of audit teams that can undertake both on-site and virtual “spot checks” regarding CTS usage and quality of data inputted;

• Hold periodic KSA monitoring meetings regarding implementation of the plans and making recommendations for additional actions, when necessary; and

• Periodic production of written reports regarding progress on implementing policies, procedures, and laws.

The CTS Activity will accompany the implementation of the KSA institutional plans, providing limited technical and logistical assistance, when appropriate, and giving increasing responsibility to the KSAs for their implementation.


SECTION 8 – DETAILED LIST OF RISKS AND CHALLENGES TO THE SUCCESSFUL AND SUSTAINABLE IMPLEMENTATION OF THE CTS AND MITIGATION STRATEGIES FOR EACH RISK AND CHALLENGE We begin this section with the potential risks and challenges listed in Attachment J.2 – Annex B of the CTS contract – including the full language (in quotations below) listed for each risk in the contract and our current mitigation strategies, before adding additional risks and challenges identified by the CTS Implementation Team. We are confident in the mitigation strategies we have laid out, but will continuously evaluate them to ensure that they reflect the current stage of CTS Activity implementation and the political realities within and across KSAs. Lack of leadership: “There appears to be an early consensus among justice sector agencies and relevant CSOs that the functionality that this sort of system would provide is sorely needed. However, in addition to a positive shared vision, there will need to be some coercive element within each agency to guarantee that the system is used in a proper and timely way. In each of the agencies, use of the system must be made mandatory and must become a performance element upon which individuals and offices are critically evaluated. There must be consequences for noncompliance. This should be worked out early, as a part of the project’s advocacy component.” Our mitigation strategy for lack of leadership: Section 3 of CLIN0003c(1) Draft Communication/Information Sharing Strategy provided our success to date in identifying and engaging CTS “champions” with the KSAs, the criteria we use to identify these champions, and our commitment to continue to identify new champions to (a) broaden and deepen GoG ownership and (b) ensure that replacements exist for any champions who leave their position. Additionally, Sections 3 through 5 of this report details our preparations for and plans to establish coercive elements within each KSA to ensure timely and accurate utilization of the CTS. Sabotage or intentional data corruption: “When completely implemented, CTS will cut off or expose many opportunities for mischief. This will be threatening to some. The main avenue to prevent sabotage will be the coercive element mentioned above. For example, if a police officer is making arrests and is intentionally failing to log them into CTS, there should be serious consequences. As to the possibility of intentional data corruption, CTS will include full audit files showing what changes were made by whom and when. If necessary, the audit files can be used to identify which system user(s) entered incorrect information into the CTS. Again, there should be serious consequences for this intentional data corruption, and every system user should be aware of it.” In some situations, the system will ensure that end-users will only have access to the data that are relevant to their work. Our mitigation strategy for sabotage or intentional data corruption: CLIN0001b System Design Topology Report, which was approved on October 18, 2018 and provide clear explanations and screen shots of the audit function within the CTS. Section 4 of this report provides details for recommended negative consequences, including for egregious cases such as fraud, altering records, and/or corruption in the use of the CTS.


Equipment theft: “Agencies should be held responsible for protecting their computer equipment. Part of the MOU signed with agencies should clearly provide that physically securing equipment is the responsibility of the agencies and that replacing and missing equipment must be at agency expense and must be done within a short period of time.” We also mention compartmentalization in the system as protection against data corruption or sabotage. Our mitigation strategy for equipment theft: The mitigation strategy above remains valid, although we are recommending a Letter of Commitment – and not a MOU – be signed to ensure timeliness. The Letter of Commitment would be signed prior to dispositioning equipment to KSA staff at the start of the testing phase. We also propose expanding upon the language in our contract to put the responsibility of replacing broken equipment on the KSAs. Hacking: “The project will employ sophisticated measures against hacking the central database, as well as industry-standard best practice for backup in case a recovery becomes necessary. In addition, there will be no public access to the database unless the agencies want to allow it in later versions. And, no secret, sensitive or financial information will be kept in the database, making CTS less of a tempting target for hackers.” Our mitigation strategy for hacking: CLIN0001b System Design Topology Report, which was approved on October 18, 2018, provided details on our strategy for ensuring data security – both while on the server and in-transit. Our mitigation strategy for hacking has not changed since that time, but it will be regularly reviewed during the testing, piloting, and roll-out phases to ensure continued vigilance. Lack of sustainability: “This is always a concern. Even modest case management systems in Ghana have failed when project funding ended and agencies would have been required to pay subscription fees, etc. The risk of this is minimized (though not eliminated) by using open source software and commodity-level hardware components. While application development using open source tools is not free, most of those costs would be absorbed on the front end by the project. The goal would be to build CTS to a high level of functionality while minimizing ongoing operational costs when turned over at the end of the of the project. By then, agencies should have ICT staff in place (trained in part through the CTS project) and should have made arrangement for the small ongoing budget necessary to maintain functionality of the central server, replace equipment as it fails, etc.” Our mitigation strategy for lack of sustainability: The CTS has been developed using open source tools and no subscription fees are required. While it is true that the CTS – as it is currently built for the six KSAs – will not require massive budgets to maintain the as-is functionality, the premise laid out above does miss several key sustainability risks, which must be mitigated against:


• Ensuring sustainable internet access and additional equipment at all KSA sites for the roll-out phase. The CTS Activity will fund all equipment and internet access in proposed pilot sites for the testing and piloting phase. For new sites added during the rollout phase, the GoG will be required to source equipment and internet access and electricity – through an anticipated mix of GoG funds, international community support, and public-private partnerships. CLIN0001c, System Implementation/Roll-Out Plan will detail our plans to engage with the GoG, international community, and private sector to mitigate this risk.

• CLIN0002G, Plan/Manual for Sustainable use of the System including how the system can be expanded. This deliverable will provide details of the potential for expanding the system even after the close-out of the CTS Activity. Many of these potential expansions would require substantial enough alterations to the system that “the small ongoing budget necessary to maintain functionality of the central server, replace equipment as it fails, etc.” mentioned in the CTS Activity contract would not be sufficient. Ultimately, the CTS Activity must be careful to not raise KSA expectations for follow-on USAID-funding to implement the longer-term expansion of the CTS. CLIN0002G, Plan/Manual for Sustainable use of the System including how the system can be expanded will provide recommended mitigation strategies for this risk.

Transfers of end-users in the midst of the testing and piloting phase. This risk is particularly severe for the KSAs that require Leahy vetting prior to conducting training, as renewed vetting for replacement end-users would result in lost time at the most crucial period of the project. Even for the KSAs that do not require Leahy vetting, the time lost in re-training new end-users would be costly to the results of the CTS Activity. Our mitigation strategy for transfers of end-users in the midst of the testing and piloting phase. The draft Letter of Commitment mentioned above will push to secure commitment from KSA heads to halt any transfer of CTS end-users during the eleven-month-long testing and piloting phase. The 2020 election. The election could result in a change of government, change of KSA heads, and/or change of priorities just as the CTS Activity closes out and the GoG is expected to take full ownership of the CTS. Additionally, the lead-up to the elections could cause political distractions and hesitancy from both GoG and the Ghanaian private sector to invest in the CTS. Alternatively, private sector investment in the CTS during the election period could be viewed as constituting a conflict of interest, particularly with the USAID backing of the CTS Activity.

Our mitigation strategy for the 2020 election. CLIN0001c, System Implementation/Roll-Out Plan will detail our plans to engage with the GoG, international community, and private sector to mitigate this risk.


SECTION 9 – NEXT STEPS The following contractual deliverables will provide additional information related to CLIN0003a(2), Final Change Management Strategy: CLIN0002f, System Training Plan for End Users. This deliverable provides full details of the training that will be provided to CTS end-users, their supervisors, ICT focal points, and KSA leadership, including change management-specific training and trainings that utilize the five-step ADKAR framework to build end-user capacity to maximize the utility of the CTS. This training will include those detailed above in this document. CLIN0002e, Requisite # of CTS Support Staff Trained. This deliverable will provide full details on the CTS support staff trained under the System Training Plan for End Users, including the specific change management trainings.


ANNEX A – GPS POLICIES AND PROCEDURES REVIEWED

NUMBER GPS DOCUMENT REVIEWED

1 Code of Conduct, GPS-SP001-15

2 Preliminary Investigations, GPS-SP002-15

3 Arrests, GPS-SP003-15

4 Use of Force, GPS-004-15

5 Searches of Dwellings, Other Premises, and Persons, GPS-SP005-15

6 Duties at the Charge Office, GPS-SP006-15

7 Arms and Ammunition, GPS-SP007-15

8 Exhibits and Specimen, GPS-SP008-15

9 Vehicles and Buildings, GPS-SP009-15

10 Violent Crimes, GPS-SP010-15

11 Shooting Incidents, GPS-SP011-15

12 Rape and Other Sexual Offenses, GPS-SP012-15

13 Domestic Violence, GPS-SP013-15

14 Investigating Violent Crimes: Unnatural Deaths and Dead Bodies, GPS-SP014-15

15 Interviews, GPS-SP015-15

16 Preparing a Docket for Prosecution, GPS-SP016-15

17 Training, GPS-SP017-15

18 Narcotics and Prohibited Drugs Investigations, GPS-SP018-15

19 Record Keeping, GPS-SP019-15

20 Document Identification and Traceability, GPS-SP020-15

21 Access to Courts, GPS-SP021-15

22 Procedures Applications/Usage Auditing, GPS-SP022-15

23 Criminal Investigation Department Investigation Manual: Financial Crime, Corruption and Money Laundering


ANNEX B – EOCO POLICIES AND PROCEDURES REVIEWED

NUMBER EOCO DOCUMENT REVIEWED

1 Classification of Information/Documents, EOCO-SP001-15

2 Information (Documents) Dissemination/Transmission, EOCO-SP002-15

3 Confidential Registry, EOCO-SP003-15

4 Submission of Reports, EOCO-SP004-15

5 Use of Identity Cards, EOCO-SP005-15

6 Seizure of Currency, EOCO-SP006-15

7 Search, EOCO-SP007-15

8 Invitation of Suspects, EOCO-SP008-15

9 Arrest and Detention, EOCO-SP009-15

10 Interviews, Interrogations, and Elucidations, EOCO-SP010-15

11 Evidence, Exhibit, and Specimen, EOCO-SP011-15

12 Use of Firearm by Officers, EOCO-SP012-15

13 Property Tracing, EOCO-SP013-15

14 Application to Confiscate an Asset or Material, EOCO-SP014-15

15 Ethics and Standards of Conduct, EOCO-SP015-15

16 Joint Operations, EOCO-SP016-15

17 Informant Handling/Agent Handling, EOCO-SP017-15

18 Relationships between Junior and Senior Officers, EOCO-SP018-15

19 Relations with Visitors, EOCO-SP019-15

20 Witness Handling, EOCO-SP020-15

21 Movement of Files/Documents/Information, EOCO-SP021-15

22 Equipment Handling, EOCO-SP022-15

23 General Intelligence Gathering and Reporting, EOCO-SP023-15

24 Duty and Off-Duty/On-Call Hours, EOCO-SP024-15

25 Investigation of Crime, EOCO-SP025-15

26 Communication Gadgets, EOCO-SP026-15

27 Entry into Office Premises/Facilities, EOCO-SP027-15


NUMBER EOCO DOCUMENT REVIEWED

28 Crime Scene Biological Material Management, EOCO-SP028-15

29 Narcotics and Illicit Drugs, EOCO-SP029-15

30 Human Trafficking Investigation, EOCO-SP030-15

31 Control of Records, EOCO-SP031-15

32 Document Identification and Traceability, EOCO-SP032-15

33 Access to Courts, EOCO-SP033-15

34 Standard Operating Procedure Application/Usage Auditing, EOCO-SP034-15

35 EOCO Investigation Manual


ANNEX C – DPP POLICIES AND PROCEDURES REVIEWED

NUMBER DPP DOCUMENT REVIEWED

1 Receiving and Handling of Dockets, PR-SP001-15

2 Bail, PR-SP002-15

3 Other Application (eg Submission of No Case to Answer), PR-SP003-15

4 Appeals, PR-SP004-15

5 Trials, PR-SP005-15

6 Record Keeping, PR-SP006-15

7 Advice and Letters, PR-SP007-15

8 The Ghana Code for Prosecutors (Revised and Updated)


ANNEX D – JUDICIAL SERVICE POLICIES AND PROCEDURES REVIEWED

NUMBER JUDICIAL SERVICE DOCUMENT REVIEWED

1 Administration of the Court House and Registry, JS/RS-SP001-15

2 Setting Up a Court Room for Hearing, JS/RS-SP002-15

3 Court Cause List, JS/RS-SP003-15

4 Commencement of Action (General), JS/RS-SP004-15

5 Court Jurisdiction, JS/RS-SP005-15

6 Court Files and Record Keeping, JS/RS-SP006-15

7 Preparation of Documents and Issue of Court Processes, JS/RS-SP007-15

8 Service of Writ of Summons and Other Documents, JS/RS-SP008-15

9 Notice of Intention to Defend, Appearance, Pleading, Absconding Warrant, JS/RS-SP009-15

10 Motions, Affidavits, and Applications, JS/RS-SP010-15

11 Amendments, JS/RS-SP011-15

12 Joinder, JS/RS-SP012-15

13 Application for Directions, JS/RS-SP013-15

14 Substitution, JS/RS-SP014-15

15 Consolidation of Actions, JS/RS-SP015-15

16 Injunction and Receiver and Manager, JS/RS-SP016-15

17 Referee, JS/RS-SP017-15

18 Transfer of Cases, JS/RS-SP018-15

19 Discontinuance of Actions, JS/RS-SP019-15

20 Payment into Court, JS/RS-SP020-15

21 Renewal of Writs, JS/RS-SP021-15

22 Registrars’ Summons, JS/RS-SP022-15

23 Marriage and Divorce Proceedings, JS/RS-SP023-15

24 Probate and Administration, JS/RS-SP024-15

25 Enforcement of Judgements and Orders, Stay of Execution, JS/RS-SP025-15

26 Taxation, JS/RS-SP026-15

27 Civil Appeals, JS/RS-SP027-15



28 Application for Judicial Review, JS/RS-SP028-15

29 Court Exhibit, JS/RS-SP029-15

30 Criminal Prosecution in the District, Circuit, and High Courts, JS/RS-SP030-15

31 Preparation of Jury List, JS/RS-SP031-15

32 Inquest Proceedings, JS/RS-SP032-15

33 Practice and Procedure in Respect of Criminal Lunatics, JS/RS-SP033-15

34 Deportation, Practice and Procedure in Respect of Criminal Lunatics, JS/RS-SP034-15

35 Enforcement, Execution of Court Judgements, Orders, JS/RS-SP035-15

36 Destroying Court Records, JS/RS-SP036-15

37 Petitions, Appeals in Respect of Criminal Cases in Court, JS/RS-SP037-15

38 Relationships with Litigants, Lawyers, and the Police, JS/RS-SP038-15

39 Registration of Charge Sheet/Cases, JS/RS-SP039-15

40 Sending the Case/Charge Sheet to the Electronic Cases Distribution Centre, JS/RS-SP040-15

41 Placing the Docket Before the Court, JS/RS-SP041-15

42 Execution of Bail, JS/RS-SP042-15

43 Preparation of Remand Warrant, JS/RS-SP043-15

44 Preparation of Bench Warrant, JS/RS-SP044-15

45 Execution of Bonds, JS/RS-SP045-15

46 Preparation of Committal/Default Warrant, JS/RS-SP046-15

47 Discharge Warrant, JS/RS-SP047-15

48 Judgement and Order, JS/RS-SP048-15

49 Control of Records, JS/RS-SP049-15

50 Document Identification and Traceability, JS/RS-SP050-15

51 Access to Courts, JS/RS-SP051-15

52 Standard Operating Procedures Application/Usage Auditing, JS/RS-SP052-15

53 Conditions of Service for Senior and Junior Employees

54 Human Resource Manual

55 Business Continuity Plan Template



56 Record Management and Retention Policies and Procedures

57 IT Equipment Inventory-Related, Maintenance, Repair and Replacement Policies and Procedures

58 Data Management Policies and Procedures

59 Report: Restructuring of Clerkships and Internships within the Judicial Service of Ghana

60 Report: Establishment of New Courts

61 Judicial Service Act, 1960 C.A. 10


ANNEX E – LAS POLICIES AND PROCEDURES REVIEWED

NUMBER LAS DOCUMENT REVIEWED

1 Service Charter, LAS-SP001-15

2 Legal Aid and Alternative Dispute Resolution, LAS-SP002-15

3 Responsibility of Beneficiaries, LAS-SP003-15

4 General Practice Standards, LAS-SP004-15

5 Relations with Beneficiaries, LAS-SP005-15

6 Conducting a Trial, LAS-SP006-15

7 Conflict of Interest, LAS-SP007-15

8 Dealing with Other Stakeholders, LAS-SP008-15

9 File/Document Maintenance, LAS-SP009-15

10 Criminal Practice Standards, LAS-SP010-15

11 Criminal Appeals, LAS-SP011-15

12 Family Practice Standards, LAS-SP012-15

13 Domestic Violence, LAS-SP013-15

14 Alternative Dispute Resolution, LAS-SP014-15

15 Human Resource and Customer Service, LAS-SP015-15

16 Monitoring and Evaluation, LAS-SP016-15

17 Complaint Management, LAS-SP017-15

18 Civil Engagement and Client Outreach, LAS-SP018-15

19 Application Process, LAS-SP019-15

20 Applicants Eligibility/Selection Criteria, LAS-SP020-15

21 Assignment of Cases, LAS-SP021-15

22 Management of Logistics, LAS-SP022-15

23 Research and Monitoring, LAS-SP023-15

24 Communication, LAS-SP024-15

25 Training, LAS-SP025-15

26 District LAS Offices, LAS-SP026-15

27 Control of Records, LAS-SP027-15


NUMBER LAS DOCUMENT REVIEWED

28 Document Identification and Traceability, LAS-SP028-15

29 Access to Courts, LAS-SP029-15

30 Standard Operating Procedure Application/Usage Auditing, LAS-SP030-15

31 The Legal Services Act, 1993 (PNDCL 320)

32 The Legal Services Regulations, 2014 (LI 2210)

33 Legal Aid Scheme – Training Manual

34 Legal Aid Scheme – Training Needs Assessment


ANNEX F – GHANA PRISONS SERVICE POLICIES AND PROCEDURES REVIEWED

NUMBER GHANA PRISONS SERVICE DOCUMENT REVIEWED

1 Receiving Remand Prisoners, PS/R/L-PS001-15

2 Preparing Remand Prisoners for Court, PS/R/L-PS002-15

3 Preparing Remand Prisoners to Attend Justice for All Programmes, PS/R/L-PS003-15

4 Receiving Convicts, PS/R/L-PS004-15

5 Preparing Convicts to Appeal against Sentence of Conviction, PS/R/L-PS005-15

6 Preparing Convict Prisoner for Discharge, PS/R/L-PS006-15

7 Foreign Prisoners, PS/R/L-PS007-15

8 Searches, PS/R/L-PS008-15

9 Prisoner Right and Responsibilities, Good Order and Prisons Security, PS/R/L-PS009-15

10 Discipline of Prisoners, PS/R/L-PS010-15

11 Religious Activities, PS/R/L-PS011-15

12 Provision of Basic Necessities for Prisoners, PS/R/L-PS012-15

13 Prisoners with Special Needs (Prisoners with Physical Disability), PS/R/L-PS013-15

14 Prisoners with Special Needs (Juvenile Offenders), PS/R/L-PS014-15

15 Prisoners with Special Needs (Female Prisoners), PS/R/L-PS015-15

16 Control of Records, PS/R/L-PS016-15

17 Control of Prisoner Records, PS/R/L-PS017-15

18 Document Identification and Traceability, PS/R/L-PS018-15

19 Prison Sexual Abuse and Rape, PS/R/L-PS019-15

20 Addressing Offender Grievances, PS/R/L-PS020-15

21 External Oversight Mechanism/External Monitoring Inspection and Redressing Grievances, PS/R/L-PS021-15

22 Death of an Offender in Prison Custody, PS/R/L-PS022-15

23 Standard Operating Procedure Application/Usage Auditing, PS/R/L-PS023-15

24 Prisons Service (Staff Discipline) Regulations, 2016 (C.I. 93)

25 Ranks and Job Descriptions of the Ghana Prisons Service

26 Ghana Prisons IT Disaster Recovery Plan

27 Ghana Prisons Standing Orders

U.S. Agency for International Development 1300 Pennsylvania Avenue, NW

Washington, D.C. 20523 Tel.: (202) 712-0000 Fax: (202) 216-3524

www.usaid.gov