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November 2008

Leader in the Production of Official Statistics

Ghana Statistical Service 5 Year Corporate Plan, 2009 - 2013

GHANA STATISTICAL SERVICE5 YEAR CORPORATE PLAN

2009 - 2013

G AH NA

AL SCI ET RSI VT ICA ETS


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TABLE OF CONTENTS PageLIST OF ACRONYMS iiiFOREWORD vPREFACE viEXECUTIVE SUMMARY vii

CHAPTER

1. INTRODUCTION 11.1 Background to the Corporate Plan 11.2 Ghana Statistics Development Plan: Preparation Process and 2 Objectives (2006-2008)1.3 The Five-Year Corporate Plan Preparation Process 3

2. REVIEW OF RECENT PERFORMANCE 42.1 History of Ghana Statistical Service 42.2 Statutory Functions 42.3 Role of GSS within the National Statistical System 52.4 Organisational Structure of GSS 52.5 Recent Performance of the Ghana Statistical Service 8

3. ENVIRONMENTAL ANALYSIS 123.1 Politico-Administrative Factors 123.2 Socio-Economic and Demographic Factors 133.3 Technological Factors 143.4 Legal Factors 143.5 Institutional Arrangements 153.6 Organisational Structure and Conditions of Service 163.7 Operating Systems 183.8 Financing 183.9 Summary of GSS Strengths, Weaknesses, Opportunities and Threats 18

4. STRATEGIC FRAMEWORK AND FOCUS FOR THE NEXT FIVE YEARS 204.1 Organisational Vision and Mission, and Core Values 204.2 Corporate Plan Goal and Key Result Areas 214.3 Strategic Objectives, Outputs, and the Logical Framework 21

5. ANNUALISED ACTION PLAN FOR PLAN IMPLEMENTATION 38

6. IMPLEMENTATION, MONITORING AND EVALUATION PLAN 50

7. CORPORATE PLAN BUDGET AND PLAN FOR FINANCING 52



Figure 1: Ghana Statistical Service Organisational Chart 7

Annexes

1. Logical Framework 562. Administrative Statistics Expected from MDAs 63

Tables

1. Routine Censuses & Surveys Programmed by the Ghana Statistical Service 8 2. Special Survey Projects Requested by GOG and Development Partners 9 3. Ghana Statistical Service Publications Using Administrative Data 10 4. GSS Staff Strength According to Fields of Study, 2008 17 5. Ghana Statistical Services Strengths, Weaknesses, Opportunities, and Threats 19 6. Description of Census and Survey Projects Programmed in the Next 5 Years, 2009 - 2013 25 7. GSS Programme of Census and Surveys, 2009 - 2013 28 8. Training Needs of Ghana Statistical Service Staff, 2008 36 9. Annualised Action Plan, 2009 - 2013 3910. Corporate Plan Budget, 2009 - 2013: Summary 5311. Annualised, three-year and five-year unadjusted costs of activities 55

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LIST OF ACRONOYMS

ADP Accelerated Data Programme AGI Association of Ghanaian IndustriesAPRM African Peer Review MechanismAU African UnionCBS Central Bureau of StatisticsCERSGIS Centre for Remote Sensing and Geographic Information SystemCPI CSO CWIQ Core Welfare Indicators QuestionnaireDANIDA Danish International Development AgencyDHS Demographic and Health SurveyDFID Department for International Development DGS Deputy Government StatisticianDTS Distributive Trade Survey ECOWAS Economic Community of West African StatesEA Enumeration AreaEU European UnionFAGE Federation of Association of Ghanaian ExportersGDDS General Data Dissemination SystemGTZ German Technical Cooperation Agency GEPC Ghana Export Promotion CouncilGHS Ghana Health ServiceGID GhanaInfo DatabaseGIMPA Ghana Institute of Management and Public Administration GLSS Ghana Living Standards SurveyGPRS Ghana Poverty Reduction StrategyGSDP Ghana Statistical Development PlanGSS Ghana Statistical ServiceGoG Government of GhanaGS Government StatisticianHIES Household Income and Expenditure SurveyICT Information and Communication TechnologyIBES Integrated Business and Establishment Survey ICP International Comparisons ProgrammeILO International Labour OrganisationLFS Labour Force Survey MAPS Marrakech Action Plan for Statistics MDAs Ministries, Departments and AgenciesMDGs Millennium Development GoalsMLGRD Ministry of Local Government and Rural DevelopmentMMYE Ministry of Manpower, Youth and EmploymentMoC Ministry of Communication MoESS Ministry of Education, Science and Sports MoF Ministry of FisheriesMoFA Ministry of Food and AgricultureMoFEP Ministry of Finance and Economic PlanningMoH Ministry of HealthMoI Ministry of InformationMoLFM Ministry of Lands, Forestry and Mines

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MoTIPSD & PSI Ministry of Trade, Industry, Private Sector Development & President's Special Initiative MoT Ministry of TransportMoWAC Ministry of Women and Children AffairsMICS Multiple Indicators Cluster SurveyNACPUS National Advisory Committee of Producers and Users of Statistics NDPC National Development Planning CommissionNMC National Media CommissionNPC National Population CouncilNEPAD New Partnership for Africa Development NGO Non-Governmental OrganisationNCCE National Commission on Civic EducationNPC National Population CouncilNSDS National Strategy for Development of StatisticsNSS National Statistical SystemNMIMR Noguchi Memorial Institute for Medical ResearchOAU Organisation of African Unity OGS Office of Government StatisticianPHC Population and Housing CensusPNDCL Provisional National Defence Council LawPPI Producer Price IndexSSL SSWGTSASTIDSUNDPUNFAOUNFPAUNIDO USAID

Statistical Sectoral Working GroupTourism Satellite Accounts Survey Transport Indicators Database Survey

Statistical Service Law

United Nations Development ProgrammeUnited Nations Food and Agricultural OrganisationUnited Nations Population FundUnited Nations Industrial Development OrganisationUnited States Agency for International Development



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FOREWORDNational statistical organizations all over the world are undergoing reviews that seek to change not only the way their institutions are organised, but also the way they operate. This two-prong approach to statistical reform is critical to meet the changing environment for the production of statistics and diverse data requirements. In Ghana, as in many countries, in Africa and elsewhere, the demand for statistics has systematically increased. value of statistics

need for governments to devote more resources to strengthen the foundations for transparency and accountability essential ingredients for good governance.

The Ghana Statistical Service (GSS), on its part has developed this five-year Corporate Plan, setting out specific actions aimed at achieving its mandate as a coordinating agency in the production of and central repository for policy-relevant statistics. The Plan derives from four years of institutional reviews and reforms that have incrementally shaped the institution's image in both government and public spheres. It is focused on engendering a viable organizational framework and evolving operational systems and procedures that will maximize efficiencies and enhance capacities for creating, as well as productively exploiting synergies within the national statistical system.

This Corporate Plan is being released even as GSS celebrates 60 years of its existence. Having evolved from its original setup as the Office of the Government Statistician (created in 1948), to the Central Bureau of Statistics, a department of the Ministry of Finance and Economic Planning (1961), and currently to a public service, under the Office of the President, the Ghana Statistical Service is not inhibited by change. On the contrary, change is highly welcomed as a real opportunity for growth and expansion, and for demonstrating its relevance. Underlying the current organizational shift is the commitment to institutional reform, in line with the Government's public sector reform initiative.

As its Corporate Plan was being developed, GSS was also spearheading the preparation of a system-wide strategy Ghana Statistics Development Plan (GSDP), which aims to address a significant component of the statistics production, administrative records as a major data source. GSS needs its Corporate Plan to position itself in readiness for the two key challenges: to effectively direct these system-wide statistical reforms and coordinate efforts by linking up all producers of official statistics. The two plans are therefore truly complementary and mutually reinforcing, with a view to revamping the entire statistical system.

For the successful implementation of both plans, that is the GSDP and the GSS Corporate Plan, the Statistical Service will need the support and collaboration of its stakeholders, producers and users of statistics alike, in addition to providers of data and development partners. We call on all stakeholders to support these efforts and contribute their quota, according to their specific mandate and capabilities, for a successful five year programme.

This emphasises the ; It also reaffirms the

;

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PREFACEThe universal adherence to the principle of “evidence-based decision making process” has generated increased demand for statistical information and compelled official statistics agencies to build their capacities to produce timely, credible and relevant indicators to meet the growing demand. The GSS has met this challenge, by continuing to bring relevant information to the public and nurturing a culture of evidence-based decision making. At all time, we endeavour to adequately equip users with the relevant information which addresses the challenges and opportunities that exist, not only in Ghana, but in an increasingly global society. We believe that this organisation has risen to the challenge by playing a key role in the preparation of the Ghana Statistics Development Plan (GSDP). Furthermore, the organisation has embarked on a Corporate Planning exercise that will define its strategic role in the implementation of this national strategy, as well as the resources required to effectively play this role.

Preparation of the Corporate Plan benefitted from inputs from the GSDP and the international consultants.

A consolidation process took place during the period May through June 2008, during which the implementation plan and the associated budget were discussed. This part of the planning was facilitated by a local consultant and involved approximately 25 officers and staff of GSS. Subsequently, a two day-workshop was held to rationalise the goals, strategic objectives and, outputs of the Corporate Plan, as well as develop the implementation plan. Inputs from the participants and key personnel from GSS formed the basis for the preparation of the budget for the implementation of the Corporate Plan.

Throughout the process, consultancy services were provided by international consultants, mainly under the sponsorship of The World Bank and the Department for International Development (DFID).

In many of the developing countries, the implementation of programmes by public service agencies has not been made easy due to external factors such as government priorities competing with limited financial resources and demands engendered by dynamic changes in the politico-administrative and socio-economic set up. Furthermore, while rapid advances in technological developments present new opportunities, it also comes with its own constraints. Unfortunately, GSS is unable to take full advantage of these opportunities, because the organisation has not been able to build its technical and human capacity, in line with global trends. The next sections establish the impact of environmental factors on GSS operations and present areas for development.

The analyses of the external and internal environment of the GSS that clearly define the strengths, weaknesses, opportunities and threats faced by the organisation have guided the formulation of a strategic framework that highlights the interventions that need to be instituted. These interventions are planned in an effort to attain identified strategic objectives or positive changes required in order to achieve its overall goal targeted over the next 5 years.

This goal is made, taking into account the organisational vision, mission and core values observed by the pool of human resource that move the organisation.

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EXECUTIVE SUMMARY

In the midst of global efforts to accelerate movement towards the goals of economic development and poverty reduction, especially in low income countries, comes the recognition that quality statistical information is crucial to the monitoring and assessment of progress. Ghana started the implementation of its poverty reduction strategy in 2001 and now, into the second phase of implementation, it is clear that the need for relevant, accurate and timely dissemination of statistics for monitoring and evaluating achievements becomes more urgent.

Along with the Ghana Poverty Reduction Strategy (GPRS), dynamic developments in other sectors of the local socio-economic environment require more sophisticated statistical information. The Ghana Statistical Service (GSS), mandated to coordinate the National Statistics System (NSS), is thus compelled to consolidate its position and come up with a strategic plan to address the challenges of the times. The preparation of a Five Year Corporate Plan was initiated when Ghana became a party to the Marrakech Action Plan for Statistics (MAPS) that set a target for all low-income countries to design a National Strategy for the Development of Statistics (NSDS) by 2006 and start the implementation process by 2007. The main objective is to produce locally, the high quality statistical data required for the next major review (to be conducted in 2010) of the country's progress towards the achievement of the Millennium Development Goals (MDGs).

The preparation of the GSS Corporate Plan began during the last phase of the Ghana Statistics Development Plan (GSDP), when the strategic thrusts of the national plan had been clearly defined. Being the primary stakeholder in the NSS, the GSS management and personnel have committed themselves to chart an organisational direction that will effectively respond to the needs of the GSDP.

The corporate planning process has been a participatory one, engaging GSS management and senior staff to bring in, not only their specialist views, but their wealth of experience in charting the direction of the organisation. The planning process also benefited from the wider consultative processes of the GSDP, which involved staff of the statistics units of key ministries, departments and agencies (MDAs), as well as inputs from international consultants.

Just like many other developing countries, GSS continues to be challenged by a range of environmental and external factors that influence the extent to which its statutory obligations are met. GSS, being but one of the government's sub-vented public agencies, has to face the challenge derived from having to compete with many other government priorities for the limited financial resources. Dynamic changes in the local politico-administrative set-up and the trends in socio-economic development not only put pressure on the organisation to produce relevant and timely statistics, but also compel it to provide capacity building assistance to other stakeholders to enable them to effectively perform their assigned duties within the NSS arrangement. Furthermore, rapid advances in technological developments present new opportunities, as well as constraints. Unfortunately, GSS has thus far been unable to take full advantage of these opportunities because the organisation has been unable to build its technical and human capacity, in line with global trends.

The acknowledgment of strengths and weaknesses of the GSS, and identification of the existing and potential opportunities and threats, guided the formulation of the strategic framework and the corresponding strategic objectives or positive changes required for the realisation of the goal within the next 5 years.

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VISION

GSS will be the country's leader in the production of official statistics, providing stakeholders with high quality statistical data.

MISSION

The GSS is committed to effectively and efficiently collect, compile, evaluate and disseminate quality statistical data, consistent with internationally accepted methodology and standards. The relevant statistical data will be promptly made available to the broad spectrum of public and private stakeholders, for the purposes of good governance and informed decision-making on critical social developments, as well as economic growth initiatives.

GSS will provide strategic leadership and coordination in the development and use of statistics within the National Statistics System. CORE VALUES

Our core values are essential to achieving high performance levels and as a result, we are striving to create an organisation that will foster:

? Professionalism? Integrity ? Accountability? Relevance

CORPORATE PLAN GOAL

Within five years, the GSS will have the human resource and institutional capacities necessary to provide timely and reliable statistical data for the planning, monitoring and subsequent evaluation of national development. The GSS will also be able to effectively and efficiently coordinate the National Statistical System.

STRATEGIC OBJECTIVES

The Corporate Plan goal will be attained through the successful implementation of outputs and activities derived from nine specific strategic objectives or change situations, namely:

1 Consolidated Statistical Infrastructure

Objective Change:

A solid and sound Master Sampling Frame for statistical inquiries must be updated, using a manual of standardised statistical definitions and concepts.

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Outputs:

(a) Updated Master Sampling Frame for household surveys established(b) Geographical Information System strengthened (c) Statistical concepts and definitions standardised and documented

2 Diversified and Well-Disseminated GSS Products and Services

Objective Change:

GSS is able to generate and disseminate diversified products and services, responding to the needs of the planning, monitoring and evaluation of national development programmes.

Outputs:

(a) Improved accuracy and regularity in the publication of economic indicators (b) Systematised collection of baseline data for programme targeting and policy

interventions(c) Administrative data compiled and published(d) Statistics for development regularly disseminated

3 Scaled-up Statistical Literacy

Objective Change:

A larger section of the Ghanaian society has acquired the knowledge, appreciation and understanding of the appropriate use of statistical data, applying them to their respective fields and industries, in order to enhance productivity.

Outputs:

(a) Awareness campaign and training programme, targeting broad constituents of users, designed and implemented

(b) Capacity of media practitioners for statistics reporting strengthened

4 Enhanced Collaboration and Statistical Networking

Objective Change:

GSS is able to manage the collaboration and partnerships among the key agents of statistical development within the country, providing assistance to MDAs, local government units and functional networks of statistics providers and users.

Outputs:

(a) Functionality and significance of statistical networks such as NACPUS and SSWGs promoted

(b) Capacity of District Assemblies and statistical units of key MDAs strengthened to effectively manage statistics for planning and decision-making

(c) Technical Advisory Unit established within GSS to provide services on statistical processes

(d) GhanaInfo and System promoted at the Regional and district levels(e) Implementation of ADP sustained

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5 Improved Information and Communication Technology (ICT)

Objective Change:

GSS utilises ICT effectively to enhance the productivity of the national statistical system.

Outputs:

(a) ICT governance, infrastructure, systems, processes and management systems established

(b) Capacity of staff on ICT utilisation and management strengthened (c) ICT Maintenance Fund established

6 Reinforced Legal Framework

Objective Change:

The Enabling Law governing the Statistical Service is revised to empower GSS as the central statistical agency to effectively and efficiently coordinate the NSS.

Output:

The enabling law governing the Statistical Service reviewed and revised

7 Rationalised Organisational Structure and Management Systems

Objective Change:

An organisational structure that addresses key issues, such as effective communication, accountability and human capacity building, particularly the recruitment and retention of qualified and motivated staff, is put in place. The organisational structure should be flexible and reviewed periodically to ensure relevance to the strategic goals and objectives and shifting priorities.

Outputs:

(a) Organisational structure re-oriented (b) Management Information System (MIS), Staff Establishment, Scheme of Service, and

comprehensive staff performance management system established(c) Staff development and training programme implemented

8 Upgraded Physical Infrastructure

Objective Change:

GSS and collaborating statistical units have adequate physical infrastructure and equipment that enhances the productivity of staff.

Outputs:

(a) Necessary furnishings provided to current offices at national, regional and district levels

(b) Statistical Units in 170 Districts refurbished/established(c) Strategy for construction of New GSS Head Office developed

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9 Strengthened Resource Mobilisation

Objective Change:

GSS diversifies sources of funding and technical assistance, establishing partnerships within the public and private sectors, as well as providing enhanced capacity to generate funds within the organisation from products and services.

Outputs:

(a) Effective resource mobilisation programme implemented (b) Functional financial management systems established (c) Policy on internally generated funding reviewed

Based on our initial estimate, GSS will require a total investment of approximately US$ 99,727,389 to successfully implement the Corporate Plan over the next five years. Of this amount, the Government of Ghana's contribution is estimated to US$ 52,166,501. The management and Board of Directors of GSS will explore alternative ways of financing the Corporate Plan, including lobbying government to increase budget allocation to GSS for censuses and surveys, the mobilisation of

partner stakeholders within the NSS, private businesses and, local and international civil society organisations. While we intend to maintain good partnership relationships with the Government of

Ghana and traditional, as well as non-traditional development partners, we will strive to overhaul and strengthen our ability to internally generate funds to support GSS activities and sustain capabilities to be developed in IT applications.

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INTRODUCTION

1.1 Background to the Corporate Plan

Previous attempts to develop a comprehensive statistics programme in the country were not successfully completed because the initiatives were not well coordinated among the key stakeholders. The scope of these initiatives were sector focused and oriented towards the immediate needs of the institutions concerned. These earlier attempts to develop statistics were also targeted specifically to address immediate problems identified by key institutions, such as Ghana Statistical Service and the statistical units of a few ministries, notably, the Ministry of Health, Ministry of Food and Agriculture (MoFA), Ministry of Education, Science and Sports and the Ministry of Trade and Industry (MoTI).

The interventions were typically directed more towards the provision of statistical infrastructure, introduction of improved statistical methods and more importantly, training of the professional statisticians, without the necessary attention to sustained improvement in the production of statistics. Another orientation was to boost statistical development through the formation of the National Advisory Committee of Producers and Users of Statistics (NACPUS), which started in the late 1980s. The main objective of NACPUS is to provide, among others, a platform to ensure coordinated identification of statistics requirements, harmonise standards in the production of statistics and, encourage users of statistics to contribute to the high cost of producing statistics. NACPUS has however failed to take root and has therefore been unable to achieve its mandated objectives.

At the continent level, there have been several initiatives to reinforce national efforts, through awareness creation, such as the annual celebration of Africa Statistics Day, on November 18 of each year, instituted by the United Nations Economic Commission for Africa (UNECA). While the commemoration of this day has indeed helped raised the profile of statistics, the capacity deficits in GSS and other data producing institutions has persisted, and rendered the statistical system largely unresponsive to the changing needs of users. Moreover, the celebrations have been confined mainly to Accra, leaving untouched a large constituency of stakeholders whose appreciation and awareness of the value of statistics remain low.

Concomitantly, the calls on governments to develop statistics to monitor the achievements of the Millennium Development Goals (MDGs), and the requirements for monitoring the implementation, and evaluating the achievements of the Ghana Poverty Reduction Strategy (GPRS), have placed substantial demands on the limited resources of those institutions responsible for producing official statistical data in the country. The first phase of the GPRS (GPRS I) was completed in 2005, and as the second phase, which began in 2006, draws to a close in 2009, the National Development Planning Commission (NDPC) is leading the process of preparing a long-term development plan, that aims to raise the living standards of Ghanaians to a level consistent with that of a middle-income economy by the year 2015. Government's commitments to other international initiatives, such as the New Partnership for Africa Development (NEPAD) and the African Peer Review Mechanism (APRM), have further deepened the urgency of the statistical development agenda; and there are other national and sectoral programmes whose success depends, in part, on the availability of statistics for planning, monitoring and evaluation, such as priority interventions in areas such as HIV-AIDS, unemployment, limited access to education and health, and limited resources for enterprise development, among others.

Chapter 1

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The distinct likelihood that the demand for statistics will continue to increase, and pressures on national statistical system bound to rise, there is the need for a more comprehensive and coordinated set of interventions than have hitherto been ventured. In this regard, a strategic plan for system-wide development of statistics has been developed, and this Corporate Plan is consequently being developed by GSS to spur on the institutional reforms that were initiated a few years back. The Corporate Plan focuses specifically on GSS, the coordinating institution in the national statistical system, and as the institution that is responsible for executing the system-wide plan.

1.2 Ghana Statistics Development Plan: Preparation Process and Objectives

The preparation of the system-wide plan for statistics in the country, i.e., the Ghana Statistics Development Plan (GSDP), has been a multi-sectoral effort led by the GSS. The institutions involved in the preparation of this strategic plan for the first phase of statistical development in Ghana include the following Ministries and Departments:

? Ministry of Communication (MoC)? Ministry of Education, Science and Sports (MoESS)? Ministry of Food and Agriculture (MoFA)? Ministry of Health (MoH);? Births and Deaths Registry under the Ministry of Local Government, Environment and

Rural Development (MLGERD) ? Ministry of Lands, Forestry and Mines (MoLFM);? Ministry of Manpower, Youth and Employment (MMYE);? Ministry of Trade, Industry, Private Sector Development and President's Special

Initiatives (MoTI, PSD and PSI);? Ministry of Women's and Children's Affairs (MoWAC).? Ministry of Finance and Economic Planning (MoFEP); and? National Development Planning Commission (NDPC)

Beside these identified institutions, various sector representatives participated in a series of workshops that aimed at, among others:

(a) Informing stakeholders about the planning exercise, discussing their respective roles and soliciting their inputs;

(b) Sharing of methodologies and international experience in the development of a national strategic plan; and

(c) Agreeing on a uniform approach for preparation of sector plans.

During the workshops, teams were formed within and among the participating institutions with the objective of preparing strategic plans for their respective sectors. The sector strategic plans were prepared as independent documents, which formed the basis of the preparation of the GSDP.

Sensitisation workshops were also conducted before and after the GSDP preparation, with participants drawn from a wide range of sector ministries including the Office of the President, the Ministry of Finance and Economic Planning, the Bank of Ghana, and other member institutions of NACPUS.

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The key objectives of the GSDP are the following:

? Ensure orderly and sustained development of statistics in the country;? Ensure that the National Statistical System (NSS) is well placed to produce the statistics

required to monitor and evaluate the goals and outcomes of development programmes and projects;

? Ensure that the NSS is able to attract and retain professional statisticians and obtain adequate funding for statistical activities;

? Advocate for proper recognition of statistics in planning and decision-making; and? Provide adequate support for the production and dissemination of statistical data.

1.3 The GSS Five-Year Corporate Plan Preparation Process

The Five-Year Corporate Plan sets out the strategic framework and the expected outcomes during the period 2009 through 2013. It also addresses the funding requirements of GSS during this period. Basically, the Corporate Plan is a guide on how GSS intends to meet its statutory obligations and other targets.

The preparation of the Corporate Plan began during the last phase of the GSDP planning, when the strategic thrusts of the system-wide plan were clearly defined. Being a key stakeholder in the NSS, the GSS management and personnel remain committed to ensuring that the GSS is better organised and able to effectively respond to the needs of the GSDP.

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REVIEW OF RECENT PERFORMANCE

2.1 History of Ghana Statistical Service

Efforts to institutionalise the collection and dissemination of statistical information began in 1891, when the first population census in the country, then called the Gold Coast, was conducted. Several decades hence, in 1948, after the end of World War II, the Office of the Government Statistician was established. The functions of the Office continued to evolve and, in 1961, the Office of the Government Statistician was expanded and renamed as the Central Bureau of Statistics (CBS).

In 1985, the Provisional National Defence Council passed the Statistical Service Law 135, which established the Ghana Statistical Service as part of the Ghana Public Service.

2.2 Statutory Functions

Under the Statistics Service Law 1985 (Law 135), GSS is an autonomous body with a Board of Directors who report directly to the Office of the President.

The role of the Ghana Statistical Service is broadly defined as being responsible for the collection and analysis of statistical data.

The core functions of GSS remain almost identical to that of its predecessor, the CBS (section 9 of the Act). These core functions are:

? Advise Government and all stakeholders on all matters relating to statistical information;? Collect, compile, analyse, abstract and publish statistical information;? Conduct statistical surveys, including the population census in Ghana; and? Organise a coordinated scheme of economic and social statistics in Ghana.

In the course of performing its core functions, the following conditions, which existed prior to the establishment of GSS, are still in force:

? Legal powers for the collection of information for statistical purposes;? Penalty application to any one (individual / institution) refusing to cooperate with GSS in

the performance of its functions;? Limitation on the GSS to disclose unauthorised statistical information; and? Some statistical works, which continue to be carried out within other MDAs, will continue

to be managed by the GSS, as coordinating authority.

Landmarks of Statistics Development in Ghana

1891 - The first population census organised 1948 - Office of the Government Statistician (OGS) established as a service agency under the Ministry of Finance 1961 - Office of the Government Statistician expanded and renamed Central Bureau of Statistics under the Ministry of Finance (Statistics Act, 1961 Act 37); 1985 - The Ghana Statistical Service (GSS) was set up as part of the public services of Ghana (PNDC Law 135) replacing the Central Bureau of Statistics.

Chapter 2

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The GSS has been consistent in performing its functions as required by law, and over the years, it has demonstrated its ability to provide a wide range of official statistics that serve the needs of individuals, organisations, development partners and the government.

2.3 Role of Ghana Statistical Service within the National Statistical System

Unlike in some countries where the National Statistical System (NSS) is defined by a legal framework and institutional arrangements for the collection, compilation, dissemination and use of official statistics, the NSS in Ghana is not explicitly mentioned as an institution in any legislative document but merely implied. In the legislative instruments that established and gave legal backing to the successive central statistical agencies in the country to produce official statistics the central statistical agency, i.e., the Central Bureau of Statistics (CBS) and subsequently GSS is not only given the mandate for the production and dissemination of official statistics in Ghana, but is also required to coordinate and collaborate with MDAs and other organisations that produce official statistic. Hence, the NSS in Ghana includes all MDAs responsible for gathering statistical data through surveys or administrative action as well as suppliers of information, users and researchers.

The GSS is the key public agency responsible for producing official statistics in the country. It is also tasked to provide the coordinating mechanism within the NSS to ensure that data and resources can be shared between development sectors effectively and efficiently. The GSS and the MDAs, either independently or collaboratively, have been producing statistics and indicators in several broad areas. The MDAs produce statistical data mainly in the areas that are in line with their mandates; while the GSS, independently or in collaboration with MDAs, is required to produce statistical data in all the broad areas. The mandate of GSS also extends to dissemination of other critical statistics as defined under the Ghana Statistical Service Law of 1985. The outcome of the coordination is thus to ensure effective working relationships among the constituent stakeholders, namely the producers of statistics on the one hand, and the other, groups of users, suppliers and providers of statistics, as well as the research and training institutions.

Coordinating the NSS within the current arrangement has presented practical difficulties for GSS. The statistical data that is independently produced, either by the GSS or the MDA’s are packaged and released independently, resulting in duplications, and often inconsistencies, in some of the data. The GSS takes particular exception to these problems, as coordinator of the NSS.

Finally, the effective and efficient operation of the NSS will not be achieved if investments in human, technical and capital are not made as soon as possible by to support the operations of the system. The Corporate Plan, thus, seeks to address the particular needs of GSS for such investments to be effected.

2.4 Organisational Structure of the Ghana Statistical Service

The head of the GSS is the Government Statistician, with two deputies. The organisation is comprised of 11 Divisions, 35 Sections and 4 specialised units. In addition, the GSS has 10 regional offices headed by Regional Statisticians. Currently, GSS has offices in 94 districts, and there are plans to establish offices in the remaining districts over the next five years, in line with the Ghana Government's decentralisation process.

GSS

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The organisational structure of the GSS is described below.

Economic Statistics Division has three sections -- the National Accounts Statistics, Price Statistics, and Financial Statistics sections.

Industry and Trade Division has four sections -- Trade, Industrial, Agricultural and Transport and Communication Statistics sections.

Social Statistics Division has five sections, Culture and Tourism, Education, Crime and Judicial, Labour, and Health, Environment and Nutrition.

Demographic Statistics Division has two Sections and a specialised Unit -- Vital Statistics, Population Statistics and Population Projection and Estimates Unit.

Analytical Studies and Development Division is made up of three sections -- Economic and Social Analytical Studies, Welfare Measurement and Monitoring, and Statistical Standards, Methods and Sample Design sections.

Statistical Coordination and Capacity Building Division has two sections -- the Statistical Policy Planning and Coordination and Capacity Building and Regional Offices sections.

Information Technology Division has four sections -- the Data Processing, Data Systems and Application Development, Data Storage Archival and Retrieval, and Electronic Office Equipment and Maintenance sections.

Publicity and Dissemination Division has three sections -- Information and Public Relations, Library and Documentation, and Printing and Publications sections.

General Administration Division consists of three Sections -- Administration, Estate and Maintenance, and Transport sections. The Division provides support services to facilitate mainstream activities of the Service.

Finance and Property Division is a support division made up of two sections -- Stores and Accounts.

The Specialised Units are GhanaInfo, Project Monitoring, Audit, Procurement and Protocol. These Specialised Units are under the Office of the Government Statistician. Figure 1 shows the current GSS Organisational Chart.

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STATISTICAL SERVICE

BOARD

GOVERNMENT STATISTICIAN

DEPUTY GOVERNMENT STATISTICIAN (OPERATION)

DEPUTY GOVERNMENT STATISTICIAN (CO -ORD., DEV. &

INFORMATION)

Economic Statistics Division

General AdminIs-tration. Division

Finance &

Property Division

Information Technology Division

Publicity & Dissemination

Division

Analytical Studies & Developm-

ent Div

Demographic

Statistics Division

Social Statistics Division

Industry & Trade

Statistics Division

Field Operation & G. I. S

DIvision

Accounts

Stores

G. S. OFFICE

1.

Internal Audit

2.

Protocol

3.

Procurement

4.

Projects Monitoring

Figure 1: Ghana Statistical Service Organisational Chart

Industrial Statistics

External Trade Statistics

Transport & Communic-ation Statistics

Agric. Statistics

Population

Vital

Statistics

Pop. Proj. & Estimates

Economic & Social AnalyticalStudies

-GhanaInfo

Welfare Measuremen and

t

Monitoring

Statistical Methods And Standards

Data Processing

Data Systems & Application Development

Equipment (Hardware) Maintenance

Data Storage, Archiving & Retrieval SECTION

Information & Public Relations,

Printing & Publications

Library And Documentati-on

Administratio(Board

n

Secretariat, )

Transport

Maintenance and Estate

Skills And Man-Power Development

Geographic Info. Sys

Geographic Planning & Field Operations

Master Sampling Frame

Drawing Office & Map Reproduction

Coord. & Capacity

Building

Division

Capacity Building & Regional Offices

Statistical Policy Planning & Coordination

National Accounts Statistics

Price Statistics

Financial Statistics

Labour Statistics

Education Statistics

Crime Statistics

Health, Nutrition and Environ-mental Statistics

Culture & Tourism Statistics

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2.5 Recent Performance of the Ghana Statistical Service

Production of statistical information by the GSS is guided by the schedule of routine censuses and surveys, including requests for surveys from international organisations and development partners who provide the funding for such surveys. However, there are numerous adhoc requests for statistical information. Table 1 presents the programmed surveys and censuses with information on their actual production.

Table 1. Censuses & Surveys Programmed by the Ghana Statistical Service

Source: GSS, Table Prepared for the Corporate Plan, 2008** The NIC is planned to be replaced by an annual Integrated Business and Establishment Survey

Census / Survey Target Cycle

(Years)

Years Conducted Agencies Involved

1. Consumer Price Index Survey

Monthly 1957 to date GSS

2. Population and Housing Census

10

1960, 1970, 1984, 2000 (first time with Housing Census)

GSS

3. Industrial (Sample) Census**

10

1962, 1987, 2003

GSS/MoTI

4. Agricultural (Sample) Census

10

1970, 1985

GSS/MoFA

5. Ghana Living Standards Survey

5

1987/88, 1988/89, 1991/92, 1998/99, 2005/06

GSS

6. Ghana Demographic and Health Survey

5

1988, 1993, 1998, 2003, 2008

GSS, MOH/NMIMR/NDPC

7. Core Welfare Indicators

Questionnaire Survey

5

1997, 2003

GSS

8. Situation Analysis Study of Health Delivery Services in Ghana

3

1993, 1996, 2003

GSS/MoH

9. Consumer Price Index

Monthly

10. Producer Price Survey

Monthly

2007 (Year Started)

GSS

11. Household Budget Survey

1974

GSS

12. Distributive Trade and Services Survey

2006

GSS/MoTI

13 Transport Indicators Database

Survey

2007

GSS, MoT

14. Multiple Indicators

Cluster Survey

2006

GSS/MOH/ GAC

15. Maternal Mortality Survey

2007

GSS/MOH

8



As indicated in Table 1, implementation of the target cycle for the majority of the surveys has not been met. For example, the first two surveys for the Ghana Living Standards (GLSS) were delayed by a year, the third survey was conducted at an interval of two years, the fourth after six years and, the fifth and latest survey was conducted seven years later.

The three types of censuses-population census, agriculture sample census and industrial census-- thathave been organised in the country have similarly had scheduling problems. The first population

census was held in the Gold Coast (pre-colonial Ghana) in 1891. Since then, nine population censuses have been carried out at 10-year intervals, except the sixth (1948), due to the Second

World War), the ninth (1984) instead of in 1980, and 2000, which was at 16 years interval. Over a period of 30 years two instead of three censuses were conducted. The agricultural sample census, also to be conducted at ten-year intervals, is to take place within one year of the population census. Hence, the agricultural sample census held in 1970 followed the population census in the same year, and the population census that was held in 1984 was followed by the 1985 agricultural census. However, no agricultural census has so far followed the 2000 Population and Housing census. The first industrial census took place in 1962 and the second was organised 25 years later, in 1987. The third and latest industrial census was organised in 2003, 16 years later.

A number of the surveys were initiated at the request of the Government and international organisations. These surveys, shown in Table 2, were done essentially to provide the basis for a more effective formulation and implementation of policies and to produce indicators required to monitor and evaluate the performance of developmental programmes and projects, such as those relating to living standards and poverty levels and, the progress made on the MDGs.

Table 2. Special Survey Projects Requested by GoG and Development Partners

Source: GSS, Table prepared for the Corporate Plan, 2008

The Statistical Service Law mandates the GSS to produce official statistics covering 25 broad areas, with data from administrative records of sector ministries, public departments and agencies, as well as records kept by private sector organisations. The GSS is also mandated to compile these administrative data and disseminate them as official statistics, either through printed or electronic copies.

Census /Survey Year of Survey Collaborating Agencies

Funding Source

1. Public Expenditure Tracking Survey

2007

GSS/MoFEP

World Bank/DFID/GoG

2. Financial Services Survey 2007 GSS World Bank

3. Job Tracking Survey 2006, 2007

GSS/MMYE/MoFEP

GoG

4. International Comparisons Programme (ICP)

2006-2007 GSS

AfDB/GoG

5. Ghana Education Impact Evaluation Survey

2003

GSS/MoESS

World Bank/GoG

6. Child Labour Survey

2001

GSS/MMYE

ILO / UNICEF / GoG

7. Migration Research Survey

1991

GSS

GoG

9

The Service does not currently have publication that is released at regular intervals, with the most regular publications, the Quarterly Digest and the Economic Survey having been discontinued for some time, or only recently having been reintroduced (Table 3).. Table 3. Ghana Statistical Service Publications Using Administrative Data

Source: GSS, Table Prepared for the Corporate Plan, 2008

Other statistical publications (using both GSS outputs and administrative data) available to the public include:

(a) 2000 Population and Housing Census(b) Summary Report of Final Results(c) Special Report on 20 Largest-Localities(d) Special Report on Urban localities(e) Gazetteer Vols. I-V.(f) Socio-economic and Demographic Trends Analysis. Vol. I(g) Analysis of District Data and Implication for Planning (all regions)

Each Section in the operations component of the GSS produces reports based on surveys conducted. For example, the Labour Statistics Section produced the following three reports in 2006:

(a) Trends and Dynamics of the Ghanaian Labour Market: 1960 - 2000, Evidence from Censuses and Surveys

(b) Ghana: Advertised Job Vacancy Report for 2006.(c) Trends in Apprenticeship: Indicators from the Ghanaian labour market

The GSS has collaborated with other MDAs on special research projects and has contributed to those publications in a significant manner. For instance, the Labour Statistics Section of GSS provided a substantial contribution to the publication of the “Report of Task Force on Incentives for On the Job Training and Apprenticeship in the Informal Sector,” as well as the report on “Policy Initiative and Implementation Challenges;” published by the MoFEP in May 2006 and October 2006, respectively. Job statistics information was also provided for the preparation of the 2006 National Budget Statement.

Publication Target Cycle (Years)

Years Conducted

1. Quarterly Digest of Statistics

Every 3 Months Last Publication was in December 2000

2. Economic Survey

Yearly Publication stopped after 1982 and resumed in 2007

3. Ghana in Figures

Yearly Irregular (1987, 1992, 2006)

4. Women and Men in Ghana

Every two years 2006

6. Health, Nutrition, Environment Statistics Report

Every two years 2006

7. Tourism Market Trend in Ghana

2006


10

The Education Statistics Section contributed to the publication of the “Statistical Digest of Polytechnics”. It provided statistical information to the National Council for Tertiary Education on public universities and the Institute of Professional Studies (IPS) for the 2005/2006 academic year; and to the MoESS, which was used to publish basic school statistics for the period 1999 through 2005.

Dissemination of official statistics has been through various channels, including publication, electronic media (CD-Rom), computer printout, radio broadcast, press conferences, and the print media. Specific modes used include sale of statistics publication, free basic information such as leaflets, fact sheets, press releases and general statistical data supply on the internet.

The GSS organises press conferences monthly to release the Consumer Price Indices (CPI) and the Producer Price Indices (PPI) to the general public. Monthly press conferences for the CPI and PPI started in June 2006 and March 2007, respectively. The series of CPI and PPI are also published in the monthly Newsletters for sale to the public.

Inherent in these modest accomplishments are apparent problems in statistics production, compilation, and dissemination and these problems have been highlighted in earlier assessments of the Service. In May 2006, an independent body, commissioned by the Board of the GSS, conducted a performance assessment. The study observed that the human resource capacity must be strengthened to enable the organisation to play its central, coordinating role in a national statistical system. In addition, the study suggested that efforts have to be made to assist the GSS to:

? Provide effective leadership and direction in statistical activities in the country, in particular supporting monitoring and evaluation components of developmental initiatives, such as the MDGs, GPRS and NEPAD;

?Harmonise and rationalise statistics production and dissemination in the country, including adopting standardised definitions and classifications;

?Operate efficiently and effectively in the provision of statistical services;?Be more client-oriented in its approach, including diversifying its services, and providing access

to timely, reliable and relevant statistics;?Establish a strong dissemination component to its data collection activities; ?Build strong and fruitful partnerships with stakeholder groups, such as donors, MDAs,

researchers, private sector, NGOs, etc. to expand the statistical base; and ?Develop the potential for generating funds internally to fund some of their activities.

This Corporate Plan is management's effort to address the multi-faceted constraints in a systematic manner and to give strategic direction to the production of official statistics in the country.



11

ENVIRONMENTAL ANALYSIS

3.1 Politico-Administrative Factors

The decentralisation policy of the government, implemented in 1988, has placed the responsibility of development planning and management on the local government units or districts, which currently number 170. The District Assembly, the governing body of a district, thus, would require adequate statistical information for the planning, implementation, monitoring and evaluation of their development programmes.

The decentralisation system also requires that the local governments be accountable to the citizenry; it also provides citizens with the opportunity to participate in the development process of their own communities. Relevant and reliable statistical information will improve the transparency and accountability of decision-making at this lowest level of administration, thus, enabling the electorate to assess the success of government interventions and hold the government accountable for those interventions.

This paradigm shift has also compelled the GSS to realign its operations to make its services and products available at the lowest unit of planning. GSS is also expected to support these processes as follows:

(a) Provide disaggregated socio-economic data at the district and local levels;(b) Provide technical assistance in data collection at the district and local levels;(c) Coordinate the statistical and data collection activities at the district level;(d) Assist the district assemblies to analyse, store and disseminate data;(e) Facilitate the training of the district administrative and technical officers in data collection;(f ) Advise the district assemblies on matters relating to statistics and data;(g) Assist the district assemblies to set up data-centre based system like the GhanaInfo;(h) Use statistical information available to educate the people of the communities about

development issues in their respective districts; and(i) Assist the individual district assemblies to set up and manage their information and internet

system.

The expectation that the GSS will make district-specific socio-economic data available while at the same time facilitating the capacity-building of the district assemblies to manage their own statistical requirements, poses a big challenge because of the following constraints:

(a) There is a serious gap in the human resource requirements (i.e., trained personnel such as professional statisticians, economists, demographers, etc.) within the national statistical system. Filling these gaps at the district level is proving to be more difficult, considering that the motivational factors for employment are much more limited at these levels;

(b) Inadequate requisite equipment and technology, both at the national and district levels;(c) Inadequate district funding to sustain the level of statistics production and management

required for development planning; and(d) Limited appreciation of the significance of statistics to district development by district

politicians and administrators.

Currently, statistical units have been established in only 94 of the 170 districts in the country. These statistical units are generally established in districts with large industrial and commercial establishments, where the statistics function is managed by a District Statistician. District Statistical Units are the responsibility of Regional Offices of the GSS, which are present in all of the 10 administrative regions of the country. These offices are headed by Regional Statisticians.

Chapter 3


12



3.2 Socio-Economic and Demographic Factors

The goal of doubling the size of the Ghanaian economy within the next decade, and bringing the per capita income of the average Ghanaian to that of middle income status by 2015, has engendered increased demand for statistical information and indicators. The medium term GPRS I and II, the MDGs, and other development agenda, require adequate statistical information and indicators to monitor their progress.

The issues specific to urban poverty and the need to assess the living conditions in urban slums, and recognising the obligation to redevelop these slum areas, have put pressure on the statistics generating institutions in providing the associated statistical requirements. These issues include:

? Provision of basic services and support to acquire and develop income generating skills;?Goal of halving the number of people living in abject poverty and who are suffering from

hunger; ?Reduce the number of malnourished children;?Reduce the number of children, especially girl children, who do not attend school;?Decrease the rates of child and maternal mortality; and?Reverse the spread of HIV/AIDS.

The result of the 2000 census indicates the expansion of the country's population, rising from 12.2 million in 1984 to 18.9 million in the year 2000; with an annual growth rate of 2.7 per cent. The dynamics of this expanding population and the sex and age composition, as well as the issues of urbanisation and growth of towns and cities, are of serious concern to government, policy makers and development practitioners. More than ever, statistical information and indicators are sought to aid in policy making, planning and implementation, and monitoring and evaluation.

In the past decade, Ghana has been one of the preferred countries for development partnership in the continent, largely due to the country's exemplary socio-economic performance and relative political stability. Consequently, many development partners have provided funds and technical assistance to the GSS to implement statutory census and surveys. Some aid agencies have also supported GSS with capacity building projects to boost its human and technical expertise. The development partners include The World Bank, DFID, USAID, EU, GTZ, DANIDA, Government of China, Government of Japan, Royal Netherlands Embassy, UNFPA, UNFAO, UNIDO, UNICEF, UNDP, UNESCO and ILO.

Benefits from the support received by GSS from its development partners have overall been limited, due to the following circumstances:

(a) Funding from partners tended to be “piecemeal;” that is, tackling specific component of the production of statistics or time-bound projects that do not support sustainability of overall GSS operations;

(b) Absence of coordination among development partners leading to inefficiencies; and Varying reporting requirements by partners that are not harmonised with the national reporting schedule.

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3.3 Technological Factors

Technological revolution in data and information management is one of the greatest opportunities for a central statistical agency, such as GSS, to deliver effective and efficient service in line with its mandate. The GoG has also prepared an ICT policy framework that can guide infrastructural and technical investments.

The GSS recognised the potential of ICT to support the organisation's mission, and as such, created an Information Technology (IT) division in 2000. Prior to that, there were two Sections within the then GSS structure, which were responsible for all ICT-related activities, namely Data Processing Section and Microcomputer Applications Section. Within the newly-created IT Division, the numbers of Sections were increased to four, namely Data Processing, Data Systems and Applications Development, Data Storage Archival and Retrieval, and Electronic and Office Equipment Maintenance.

An ICT Strategic Plan, drafted in early 2008, described the following needs of GSS:

(a) Sound telecommunications infrastructure (Intranet portal) to facilitate electronic communication, information sharing and collaboration between offices within the Service;

(b) ICT standards, state-of-the-art applications to assist all Sections in their core functions to increase productivity;

(c) ICT environment for collection, processing, compilation, publications and dissemination of relevant and timely official statistics; and

(d) ICT environment (Extranet portal) for information sharing with all Ministries, Departments and Agencies (MDAs), as well as development partners.

Development of an ICT Strategic Plan has been a major milestone for the GSS and a first step towards meeting the current challenges, including inadequate IT infrastructure and staff capability to utilise state-of-the-art data management techniques. It has also positioned itself well to handle future challenges.

3.4 Legal Factors

The Statistics Service Law of 1985 already provides for autonomous status for the GSS and covers the most essential aspects of its organisational existence and operations. However, there are some aspects of this Law that need updating or reviewing, with the goal of providing the GSS with a comprehensive legal framework that will enable it not only to fulfil its mandate, but also most critically, to better manage and technically support the National Statistical System (NSS).

A review of the Statistical Service Law would consider, among others, the following:

(a) Revising the functions of the Board to clearly differentiate them from those of the Government Statistician.

(b) Clearly defining the composition of the Board to ensure that the most vital statistical interests and required mix of qualifications are properly represented on the Board.

(c) Reflecting significant roles, such as the promotion of statistical standards, concepts and definitions, and the creation of statistical data banks, as additional functions of the GSS or as duties of the Government Statistician.

14



(d) Reviewing and bringing up-to-date the First Schedule, that lists broad areas of statistics, to take account of present day realities.

(e) Outlining the powers of the Service in relation to its role as the central coordinating agency in the National Statistics System, carefully balancing between the level of authority the Service would need to efficiently run the coordinated system on the one hand, and the degree of autonomy for other departments and agencies to play their rightful role in the system, on the other hand.

(f) A critical assessment of how GSS can generate funds not just from “proceeds accruing from the sale of Statistical Service publications”, but more broadly from other forms of products and services, such as the provision of data on computer media and the design of samples and surveys, to keep pace with technological advancements.

3.5 Institutional Arrangements

The PNDC Law 135 of 1985 not only provided a mandate to the central statistical agency for the production and dissemination of official statistics in Ghana, but also tasked the GSS to coordinate and collaborate with MDAs and other organisations which, by the nature of their work, are required to produce official statistics. For instance:

? Section 9 (1) (d) mandates the GSS “to organise a coordinated scheme of economic and social statistics relating to Ghana.”

? Section 10 states that “Public services and other official or quasi-official organisations or any other organisation shall collaborate with the Government Statistician in the collection, compilation, analysis and publication of statistical records of or connected with those organisations.”

? Section 15 also recognises suppliers of raw data for official statistics production and, specified punitive measures if they failed to supply the needed raw data upon request.

Despite the legal provisions, collaboration has been plagued with cases of unsatisfactory data quality and delays in data dissemination. Aside from joint implementation of survey projects, the collaboration between GSS and the MDAs is mainly manifested in the submission of administrative data to GSS who processes and makes this routine data available in regular publications, such as the Quarterly Digest of Statistics (QDS). At times, the relevance of data collected from MDAs does not meet the requirements of the GSS, because the latter has not made adequate inputs in determining the types of information to be recorded by the MDAs. There is also no feedback from GSS to show how the administrative data have been used; what statistics have been produced from them; the mode of publication; and channels of dissemination. Consequently, some MDAs have stopped supplying administrative data to GSS. In some cases, administrative data are not made available until GSS persists in the collection. There are no binding agreements for the administrative data to be submitted to the GSS at specified times. The unsatisfactory collaboration environment has been further aggravated by constraints within the NSS as outlined below.

15


Inadequate legal and policy framework

(a) There is no policy or legislation to provide a national framework for data management and development in the country;

(b) There are no guidelines for overall coordination under the current laws; and(c) The laws which set out the various MDAs were not harmonised, leading to duplication or

unclear delineation of responsibilities.

Inadequate institutional capacities for statistical development

(d) The data collection and statistical units of MDAs lack capacity, making it difficult for them to generate the needed statistics and indicators;

(e) Budget level and actual funds made available for data and statistical activities of MDAs are too low to support any meaningful statistical work; and,

(f) Many of the MDAs do not have access to more efficient ICT, including adequate computer units or internet access, which limits communication among the MDAs and with the GSS.

Unclear implementation mechanisms

(g) There are no comprehensive and harmonised guidelines for data collection, analysis and dissemination; and

(h) The organisational structure and the reporting lines of the MDAs vary, making coordination more complex and demanding.

Low recognition of the importance of statistics and lack of instruments to promote statistics as a profession

(i) There is low appreciation and knowledge of use of statistics for development among MDA leadership resulting in their low commitment to support statistical activities;

(j) The general public does not have the knowledge and skill to appreciate the relevance of statistics to their regular activities, thus, manifesting in low demand for reliable statistics;

(k) There is no professional association for statisticians in the country, where issues could be discussed and resolved; and

(l) There is no statistical ethics to guide the conduct of statisticians and researchers.

3.6 Organisational Structure and Conditions of Service

For the past five years, a series of organisational assessments have been conducted hinting at the need to update the structure of GSS and re-orient its approaches to management. These assessments include a stakeholder needs assessment in 2004, a DFID sponsored assessment in 2006, an assessment of salary structure by the Ghana Institute of Management and Public Administration (GIMPA), also in 2006, and a Statistical Audit in 2007. The assessment exercises were meant to address the challenges of managing available human resources and the limitations of the conditions of service.

The resulting recommendations for restructuring, expected to take effect in 2009, were based on guiding principles that include the following:

(a) Streamline the organisational structure to rationalise control functions over subject-matter responsibilities as contrasted to support services;

16



(b) Rationalise Divisions to reflect evolving responsibilities over the regional and district operations; and

© Rationalise Divisions and Sections to:

(i) Achieve greater efficiency(ii) Reflect the changing nature of statistical operations and the mode of data collection

and dissemination(iii) Differentiate clearly national, regional and district statistical responsibilities(iv) Reflect greater statistics-user orientation.

As of 2008, GSS staff strength is at 587, consisting of professional, technical, and other support service staff. Table 4 below shows that a significant number of the staff of GSS do not have the requisite qualifications to enable the organisation to effectively implement its mandated obligations.

Table 4: GSS Staff Strength According to Fields of Study, July 2008

Source: GSS, Administration *Others include: Drivers 48; Labourers 19; Watchmen/Security 35; Charwomen 27; Not defined - 1

Recently, a statistical audit of GSS was conducted which aimed at reviewing and identifying ways of increasing efficiency in work, and recommending the optimum number of permanent posts required in every Section within the organisation. As part of the internal administrative arrangements, staff can be assigned to any section, without the range of duties being defined, and without consideration of the optimum staffing needs for efficient operation of the Section.

The lack of adequate Job Descriptions for staff has led to the inability of management to conduct a regular performance review that can hold people accountable for their outputs, validate good performance and expose the deficiencies of poor performers.

GIMPA's salary review exercise recommended an appropriate salary structure for the GSS staff. However the recommendations are yet to be acted on.

Subject Area No. of Staff Subject Area No. of Staff Statistics 85 Administration 27 Economics 23 Accounting 35 Demography 23 Printing/City & Guilds 8 Mathematics 16 GCE ‘A’ Level 33 Geography 18 GCE ‘O’ Level 82 Physics 3 SSCE 16 Planning 3 RSA III 10 Agriculture 1 NACVET/NVT/MUT 6 Sociology 14 Stenography/Typist 22 Computer Science 11 MSLC 17 Psychology 3 Others* 130

Political Science 1 Subtotal 386 Subtotal 201 TOTAL 587

17


Staff capacity building has not been treated as a pro-active policy in the organisation over the past years. The quality of staff has been affected by the lack of training opportunities, lack of access to modern work facilities, and absence of clear career advancement path (staff progression has been

essentially based on length of service, rather than merit). These conditions, coupled with an

unsatisfactory pay structure, have contributed to the loss of substantial numbers of qualified staff over the last ten years. The staff attrition rate has greatly affected the efficiency and performance of

the GSS staff.

3.7 Operating Systems

A well-defined organisational structure will have to be complemented by an operating system that allows the flow of work and information with minimum bottlenecks. Gaps in the administrative and financial systems have been acknowledged by GSS management and measures to address them have been instituted. Some of these gaps include:

(a) Absence of Operational Manual to guide systems of work;(b) Absence of a clear management information system; (c) Inadequate programme monitoring and evaluation system; and(d) Inadequate information and implementation of financial management system.

3.8 Financing

The GSS has been plagued with inadequate financial resources over the years and, as such, has been struggling to obtain funds to conduct routine surveys and researches. Although GSS is one of the sub-vented government agencies in the country, on a regular basis, the proposed yearly budget receives government approval for only slightly more than half of the requested amount. Even then, the reduced budget is not funded on time, thus further compromising some of the planned activities.

The budget related problems frustrate GSS management, since the institution's performance is assessed on the regular generation of statistical outputs, which requires significant funding. The budget crunch has compelled GSS to increasingly depend on foreign donor funding to be able to conduct statutory census and surveys. However, the levels of foreign donor funding are generally short-term and designated to only a few selected survey projects, thus, not adequate and comprehensive enough to fulfil obligatory statistical activities. This situation has resulted in serious operational problems for the organisation and data gaps in the NSS.

3.9 Summary of GSS Strengths, Weaknesses, Opportunities and Threats

The preceding environmental analysis can be summarised under Strengths, Weaknesses, Opportunities and Threats confronting the GSS as presented in Table 5, shown on the next page.

18



Table 5: Ghana Statistical Services Strength, Weaknesses, Opportunities, and Threats

Source: GSS, Table prepared for the Corporate Plan, 2008

Strengths ? Organisational independence and autonomy as provided by Statistical Service Law 135 ? A Management team and leadership with clear vision and enthusiasm to work towards this vision with the

core dedicated and hard working staff ? Offices in all 10 regions and 94 key Municipal and District Assemblies

? Basic field Infrastructure including ICT equipment, office accommodation, etc.

? Technical skills in different areas of Statistics

? ICT Strategy Plan

? Sole authorship of enumeration area maps (EAs)

Weaknesses

? Inability to release timely data due to limited funding

? Inability to effectively coordinate producers of data, especially the MDAs

? Low level of statistical advocacy

? Inadequate ICT infrastructure

? Lack of dissemination and strategic publicity policy

? Absence of evaluation and monitoring strategies for the programmes

? Weak organisational culture leading to administrative and technical bottlenecks

? High staff attrition rate

? Unsatisfactory remuneration and conditions of service

? Absence of guiding ethics and principles of statistical activities

? Lack of human resources strategic development policy

? Dependence on piecemeal donor funding

Opportunities

? Increased local and international demand for data in supp ort of evidence-based decision and policy making process within Ghana’s development agenda

? Continuing cooperation and support from key data suppliers

? Ghana’s participation in the United Nations (UN) and other international statistical frameworks? Increasing international partnerships for statistical development with development partners, including those

within the UN system

? Goodwill with partners; Ghana being one of the pacesetters in Africa for good governance, in general, and statistical development in particular

? Universal advances in ICT for centralised database and improved data dissemination

? Training facilities within the country’s universities and research institutions

?

Collective Bargain Agreement for Workers that spells out the working conditi ons of workers

?

Government of Ghana ICT development policy and programmes

Threats

?

Poor awareness by policy makers and the general public about the importance of statistical data in national development

?

Inadequate funding by Government and untimely release of funds for approved budget

?

Lack of guidelines and principles in data production and distribution in the country

?

Lack of harmonisation and standardisation of statistical methodologies among data producing agencies, at times, leading to inconsistencies and redundancies in data produced in the country

?

Lack of commitment to collaboration among users and producers of data

?

New global initiatives and goals/targets imposed on countries, requiring extra data collection and more finances to be mobilised from the country, despite the pre -determined GoG budget ceiling

?

Uncoordinated donors and development partners

?

Varying reporting requirements by donors that are not harmonised with the national reporting schedule

19


STRATEGIC FRAMEWORK AND FOCUS FOR THE NEXT 5 YEARS

4.1 Organisational Vision, Mission and Core Values

VISION

GSS will be the country's leader in the production of official statistical data, providing stakeholders with high quality statistical data

MISSION

The GSS is committed to effectively and efficiently collecting and compiling quality data that are consistent with internationally accepted methodology and standards. The relevant statistical data will be made available promptly to the broad spectrum of stakeholders, public and private, nationally and internationally, for engendering good governance, informing decision-making and public debate on critical social development, as well as growth initiatives, and monitoring and evaluating progress in all spheres of life.

GSS will provide strategic leadership and coordination in the development and use of statistics within the national statistical system.

CORE VALUES

In the implementation of its Mission, the GSS observes the following basic philosophy and core values:

Professionalism: GSS is committed to the pursuit of excellence and the highest professional standards in all aspects of statistics management. It maintains a pool of knowledgeable and highly competent experts whose continued professional and personal development are ensured through challenging operational assignments, training, opportunities, and reward of creativity and initiative. The organisation leverages collective talents through teams and partnerships, with effective cooperation and communication, thereby stimulating leadership capabilities.

Integrity: GSS conducts business in an open, candid and ethical manner. It ensures that data collection, analyses and interpretations are independent and objective. Publications based on surveys and censuses are made regularly, based on publicly-disseminated dates for release. Early access to GSS statistics is strictly controlled under publicly known arrangements. Staff members are trained to be honest about mistakes and take prompt action to correct them.

Relevance: GSS works towards meeting Ghana's information needs. It collaborates with various stakeholders to identify and address the most important data needs to inform policy and research. GSS Work Planning is done to respond effectively to the evolving statistical requirements of a dynamic, growing society. GSS constantly strives for harmonisation and standardisation. It adheres to updated scientific statistical standards on principles, sources, methods and procedures. Support is given to intermediaries to expand the coverage of data dissemination.

Accountability: GSS is acutely conscious of its responsibility to all stakeholders, and resources are used most effectively and benefits maximised. Methodologies and approaches adopted by the GSS are open to scrutiny. GSS respects the contribution made by data providers to help us achieve the GSS mission. The organisation safeguards the welfare of the data provider by maintaining the confidentiality of information provided and minimising their burden through appropriate methodologies. It is responsive to all its clients ensuring that statistical data are available to all in convenient formats, user-friendly, that is, easily understood, and users are able to apply them to promote productivity. The GSS strives for accurate and widespread media coverage, and discussion of information.

Chapter 4

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4.2 Corporate Plan Goal and Key Result Areas

Goal: In five years time, the GSS will have the human resource and institutional capacity to provide timely and reliable data for planning, monitoring and evaluation of national development, as well as the ability to effectively and efficiently coordinate the national statistical system (NSS).

Attainment of the corporate goal requires positive development in nine key result areas:

1. Statistical Infrastructure2. Statistical Products and Services3. Statistical Literacy 4. Collaboration and Networking5. ICT Infrastructure6. Legal Framework7. Organisational Structure and Management Systems8. Physical Infrastructure9. Resource Mobilisation

4.3 Strategic Objectives, Outputs, and the Logical Framework

The Corporate Plan goal shall be attained through the deliberate implementation of outputs and activities that will produce the following nine strategic objectives or change situations:

1. Consolidated statistical infrastructure2. Diversified and well-disseminated GSS products and services3. Scaled-up statistical literacy4. Enhanced collaboration and networking5. Improved ICT6. Reinforced legal framework7. Rationalised organisational structure and management systems8. Upgraded physical infrastructure9. Strengthened resource mobilisation

A Logical Framework (LogFrame) for the GSS Five-Year Corporate Plan is presented in Annex A. The LogFrame describes the indicators of achievement at every level of objective, that is, the Corporate Plan Goal and Strategic Objectives through the identified Outputs. Aside from providing a concise picture of what the Corporate Plan seeks to achieve in the next 5 years, the LogFrame also provides a sound basis for monitoring and evaluating the achievements of Plan implementation.

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The strategic objectives to meet the Corporate Plan Goal are described individually and the respective outputs listed.

1 Consolidated Statistical Infrastructure

Objective Change:

A solid and sound set of sampling frames and master samples, supported by a well-developed geographic information system with full complement of statistical manuals is developed and updated

Master Sample Frame

A complete and up-to-date national sampling frame is a pre-requisite to the successful conduct of any statistical enquiry. Three types of sample frames are needed to support the programme of data collection envisaged in the Corporate Plan: household-based, establishment-based and agricultural-based frames. These different frames should be linked through a GIS system to provide a coherent framework for data collection. A sample frame of Enumeration Areas (EAs) and household units will be developed based on the forthcoming (2010) Population and Housing Census. It will update existing sample frame which was derived from the 2000 Population and Housing Census. The new frame will reflect the changes in both population dynamics, such as fertility and mortality rates, and migration, and administrative arrangements in governance, i.e., increased number of districts, from 110 to 170. Work is currently underway to update the household-based sample frame, an exercise GSS is undertaking in collaboration with the Survey Department, Town and Country Planning Department, CERSGIS, and the Ministry of Local Government and Rural Development.

Aside from the household sampling frame, the GSS will also have a system of updating the Business Register that will pave the way for more efficient and effective economic surveys. The conduct of the proposed annual Integrated Business and Establishment Survey (IBES) will require a sample frame that covers all non-agricultural branches of economic activity. The 2003 Industrial Census covered only selected sectors of the economy manufacturing, construction, mining and quarrying, and serves as a starting point of a business register. Other MDAs, namely the Registrar General's Department, VAT, SSNIT, Internal Revenue Services, and MOTI, have administrative procedures covering varying subsets of business establishments. Lists from these agencies would be integrated and rationalised to eliminate duplications and complementary sources, used to assess and fill gaps in the register.

An updated frame is also needed for the annual agricultural surveys that MoFA conducts. Since the last Agricultural Census was conducted, in 1985, the same sample from the current frame has been used, though the landscape of farming has continued to evolve. The 2010 Population and Housing Census presents an opportunity to collect some relevant information that will serve as a basis for sampling for the Agricultural Census in 2011, which will in turn generate the requisite data for developing a GIS supported frame. Geographical Information System

The implementation of the development of a Master Sampling Frame from the 2010 PHC will be done in conjunction with the establishment of a Geographical Information System (GIS), which is being used for capturing, storing, analysing and managing data and associated attributes that are spatially referenced to the earth.

22



GSS created GIS as a Division in 2007, to cater for the growing needs of statistical information in the country and also to be used extensively in the 2010 Population and Housing Census. A comprehensive satellite imagery of the entire country will be acquired and referenced appropriately, working in collaboration with CERSGIS, EPA, and other relevant MDAs.

Standards Manual

The lack of unified and consistent definitions of concepts and methods used for the collection and compilation of data and the use of a variety of indicator specifications and classifications of variables used in the compilation of official statistics and indicators have contributed to inconsistency of statistical data within the NSS. GSS needs to resolve this by overseeing the development of a comprehensive manual that will include a standard definition of concepts and methods of

conducting statistical research and data collection in Ghana, as envisaged in the GSDP. As a member of the regional and global statistical community, the GSS has adopted the key recommendations of international classifications and methods of collecting, compiling and disseminating statistical information. GSS has also adopted recent international initiatives aimed at enhancing data development through harmonisation and standardisation of methods. These statistical standards of concepts, definitions, methods and classifications will be adapted to suit local conditions and disseminated through seminars, conferences, training, etc.

Outputs:

1.1 Updated set of sampling frames and corresponding master samples, for surveys on households, establishments and agriculture established

1.2 Geographical Information System strengthened 1.3 Standardised statistical concepts and definitions are well documented

2 Diversified and Well-Disseminated GSS Products and Services

Objective Change:

GSS is able to generate and disseminate diversified products and services, responding to the needs of the planning, monitoring and evaluation of national development programmes and its broad constituents of stakeholders.

A. GSS Statistical Inquiries

The establishment of a good statistical infrastructure will facilitate the conduct of censuses and surveys that will produce the statistical data and indicators required by stakeholders, both public and private.

Activities under this strategic objective represent the core of GSS programming. The censuses and sample surveys to be undertaken in the next five years form the critical basis for data development at the national, regional and district levels. Table 6 presents the 16 exercises in statistical inquiries, (harmonised in table 7 with some of the surveys integrated), with a brief description of each. The programme includes traditional censuses and sample surveys, as well as new projects that seek to generate the necessary statistical information and indicators required to track progress being made in the current local and international initiatives, such as poverty reduction, economic growth, environmental conservation and good governance.

23


The implementation of these programmes is crucial to Ghana's quest to upscale from the 1968 System of National Accounts (SNA) to the 1993 SNA, and subsequently to the upgraded SNA. The SNA consists of a coherent, consistent and integrated set of macroeconomic accounts; balance sheets and tables based on a set of internationally agreed concepts, definitions, classifications and accounting rules, and provides information not only about economic activities, but also about the levels of an economy's productive assets and the wealth of its inhabitants at particular points of time, implemented at various levels of aggregation individual economic agents, or institutional units; groups of such units, or institutional sectors; or at the level of the total economy.

GSS will aim to produce national accounts that are timely, reliable and in line with internationally accepted methodologies and standards, such as GDDS as an instrument for monitoring macro-economic trends and shot-term movements. The objective of this subcomponent will be achieved through the following:

?Master the techniques involved in preparing quarterly national accounts, compile initial estimates through production approach, and subsequently extend to expenditure approach as more data sources become available.

?Implement fully the 93 SNA and study and introduce, in Ghana, the revised SNA methodology due to be available in 2009.

?Compile Social Accounting Matrix (SAM) containing key social and poverty monitoring indicators and concise analysis on the development of indicators, publish and revise them annually. The purpose of this action is to give tools for monitoring social indicators through time but they will also allow GSS to determine data needs and weaknesses that would in turn help determine a data collection program.

?Create input-output tables and compile Supply-Use Tables for a benchmark year to investigate and analyze discrepancies in it and document methodology and findings in its balancing.

?Study the methods for estimating the size of non-observed economy as used in other pioneering countries and prepare improved estimates of the size of non-observed economy in Ghana.

The survey data will also provide the basic indicators on the wide range of social, economic and demographic issues that will be investigated. In addition to two censuses, the population and housing census and agricultural census, four types of sample surveys are to be conducted: household-based, agricultural activity-based, establishment based, and service institution based. Each type of survey will be conducted each year, except during the years when a census is to be conducted; then only one or two of the other surveys will be conducted.

Within the first phase of the GSS Corporate Plan implementation, the Service will integrate some of the survey programmes in order to maximise the available scarce financial resources that will be committed by the Government and Development Partners to the Plan implementation. To this end,

surveys such as the GDHS, MICS and Situational Analysis, which seek to generate almost the same

statistics and indicators, will be integrated under GDHS. The National Industrial Census and the

Distributive Trade Survey will also be integrated into the Integrated Business Establishment Survey, which will generate all the statistics and indicators required. Labour Force Survey will also be integrated into the Household Income and Expenditure Survey, while indicators for Tourism Satelite Accounts Survey and Transport Indicators Survey, among others, will be captured under appropriate surveys.

24



Table 6: Description of Census and Survey Projects Programmed for 2009 - 2013

An annual survey to replace existing data collection forms from establishments would be designed to collect relevant data for compilation of the National Accounts, estimation of the Balance of Payments, private capital flows and investment indicators. The survey would cover all enterprises, irrespective of sector of operations, and would be modular in structure, covering the full set of financial accounts appropriately disaggregated to support the national accounts compilations. Other appropriate modules to obtain output information, employment and wage data, would accompany the main form. The survey would also be multi-sectoral and, therefore, capture activities that are currently not covered by on-going sector specific surveys. Specific focus will be given each year to selected sectors, following a modular approach. In additional to the main industrial sectors, i.e., manufacturing, construction, mining and quarrying that were covered in the 2003 industrial census, distributive trade, tourism, financial services and transport, will be covered. The goal is to cover all sectors over the five-year period.

(a) The Distributive Trade Survey: (DTS) is intended to be a full scale the main objectives of which are to determine the contribution that distributive trade makes to the national economy; determine the number of people engaged in this sector; obtain benchmark data that will be used as a basis for updating of distributive trade data; obtain data on the activities within this sector that will be internationally comparable; build a database on shopping centres and their physical locations within the country. Household survey of domestic and outbound tourism; Survey on international visitor profiles (residents and non-residents);

(b) Survey of accommodation units and tourism supply establishments and the monthly accommodation unit occupancy survey: The project would provide benchmark information for inbound, domestic and outbound tourism, as well as accommodation units and tourism intermediaries. It would also provide a frame for future surveys and ensure that periodic surveys would be conducted to update the benchmark data. Statistical tables to be produced would include Inbound tourism consumption, Domestic tourism consumption, Outbound tourism consumption, Internal tourism consumption; all by-products and categories of visitors. Employment in the tourism industry by products, Production accounts of tourism industries and other industries, Tourism Gross Fixed Capital, and Non-monetary indicators would also be produced.

(c) The Transport Sector Survey, part of the Transport Indicators and Database Project, is a nationwide survey, and will be conducted every three years. The institutional data collection for the project is continuous and indefinite. Key indicators produced by the Survey include average household spending on transport, and travel time to formal and informal places of work.

(d) The price surveys at the production and consumer levels are special type of surveys that the GSS has been conducting over the years, the producer price survey being a recent addition, since October 2006. The Consumer Price Survey (CPS) will pursue various technical and methodological issues involving the calculation of a CPI. Further, the development and testing of new commodity specifications, more efficient sampling of market outlets and the calculation of weights based on the Ghana Living Standard Survey where patterns of expenditure, taking account of imputations for own account consumption, would be used. The unit of investigation of this survey is the trading store (covering the commodities, i.e. consumer items that were identified through the GLSS 4. The base period for consumer price idex which is derived from the survey, September 1997, needs to be revised, the basket of goods updated, and composition of markets and their distribution reviewed to reflect current realities. The revision exercise will take into account guidelines for the regional integration and requirements of the common monetary unit

(e) The Producer Price Survey (PPS) generates information for the monthly release of the producer price index (PPI). The survey currently covers the manufacturing, mining, quarrying and the utilities sub-sectors of industry. Under the plan, the GSS will review the methodologies and expand data collection on the basket of items, as well as extending coverage to the construction sub-sector. The scope and the nature of the PPI would also be revised with a view to developing a regional-level PPI. The expanded indices will measure price trends more comprehensively and contribute to improved deflation of the national accounts.

1. Population and Housing Census (PHC)

Provides benchmark data to the lowest geographical details required to plan for socio-economic development and to calculate a number of development rates, e.g., economic activity rates, school enrolment rates, etc.; housing status of households with regard to tenure, type and availability of housing facilities; lists and supplementary data for inter-censal surveys; a complete list of all places and persons, villages and households, and enumeration areas (EAs) for the whole country; and contributes to the enhancement of national data collection capabilities.

2. National Agricultural Census (NAC)

Aims to obtain benchmark agricultural data, disaggregated at the district level, and cross-tabulated across farm structural attributes. It will also provide a sampling frame of holdings for multiple-purpose agricultural sample surveys, and annual production estimates by MOFA. The questionnaire will cover items such as legal status of holders or operators; land tenure arrangements; socio-economic and demographic characteristics of holders or operators and their households; inventory of key production factors; integration of agricultural activities with other economic activities, in which farmers are engaged; production practices; data on crops, livestock, poultry, aquaculture and forestry; etc.

3. Integrated Business and Establishment Survey (IBES)

25


GSS will adopt an integrated household survey approach to investigating social and demographic issues of interest. The main modules to be used will cover those from the Ghana Living Standards Survey (GLSS) which has been maintained over a period of 20 odd years and on its fifth round. The topics include demographic characteristics of the population, education, health, employment and time use, migration, housing conditions, The integrated household survey should also provide information on patterns of household consumption and expenditure at a lower levels of disaggregation, provide an in-depth enquiry into the structure and distribution of wages and conditions of work of the country's labour force and to provide comprehensive benchmark data for use in the compilation of current statistics on average earnings, hours of work, and time/rates of wages and salaries so as to indicate wage/salary differentials between branches of industry, geographic regions, occupations and the sexes.

(a) Demographic and Health Surveys (DHS) A nationally-representative household survey that seeks to monitor the population and health situation in the country by generating monitoring and impact evaluation indicators in the areas of population, health and nutrition. The survey specifically provides current data on fertility and family planning behaviour, infant and child mortality, breastfeeding, antenatal care, children's immunisations and childhood diseases, nutritional status of mothers and children, use of maternal and child health services, and awareness and behaviour regarding HIV/AIDS and other STIs. Other features of the Ghana DHS include the collection of information on female and male circumcision, information on malaria and ownership and use of insecticide-treated bed nets, and haemoglobin and HIV testing.

(b) Household Income and Expenditure Survey (HIES) An annual nationwide survey of households that would be the main source of data on household income and expenditure, levels of consumption by item of expenditure, as well as sources of income in cash and in kind. The results of HIES would provide information on the levels of living and disparities in income of Ghanaian households, as well as their spending patterns. It will provide estimates of family income and family expenditure at the regional/district and different socio-economic levels. It is particularly useful for the revision of the base year of the consumer price index, levels of living of different sections (regional, socio-economic) of people and inter-temporal comparisons, measurement of absolute and relative poverty, basic data on the distributive effects of taxes/social benefits, effect of socio-economic programmes, welfare policies, compilation of SNA in ”Use of Income Account,” data needed for statistical demand analysis and revision of minimum wage levels for wage earners, among others.

(c) Labour Force Survey (LFS) An annual sample survey of households living at private addresses in Ghana. Its purpose is to provide information on the Ghanaian labour market that can then be used to develop, manage, evaluate and report on labour market policies. The survey seeks information on respondents' personal circumstances and their labour market status during a specific reference period, normally a period of one week up to four weeks (depending on the topic) immediately prior to the interview. Data from the survey will specifically provide information on major labour market trends such as shifts in employment across industrial sectors, hours worked, labour force participation and unemployment rates. The LFS will have a Child Labour module which will form part of ILO's Statistical Information and Monitoring Programme on Child Labour (SIMPOC) within the framework of the International Programme on the Elimination of Child Labour, aimed at promoting conditions which will enable participating countries to progressively regulate, restrict and prohibit child labour.

(d) Time-use Survey Gender statistics shows the status of women compared to men, which serves as tools for measuring progress towards gender equality and the empowerment of women. Strategies to improve the production, presentation and dissemination of statistics reflecting the realities of females and males have been developed and implemented in many parts of the world. There is considerable variation, however, in timing and strategies among countries; some countries, for example, have progressed to the extent of establishing gender-based statistics programmes. Gender statistics and indicators are still absent from the national policy-making agenda and macro-economic policies of this country. With the considerable progress that has been achieved in some European countries, it is argued that data should be regularly produced and disseminated by gender at all levels. The need to invest in gender statistics is thus very important in our part of the world and initiatives that promote developing instruments for gender analysis that go beyond the traditional aspects of female and male participation in the society will be encouraged and promoted.

(e) Migration and Remittances Survey The growth and spatial distribution of the population are determined, among others, by the international and internal migrations flows. In parallel with developing administrative records on movement of population across the borders, a survey on migration will be conducted following a modular approach. A module on migration will be developed and tested, drawing from the section of te GLSS on migration and remittances.

(f) Crime and Victimisation Survey. The GLSS and CWIQ surveys have sections in the questionnaires that dealt with these topics. These sections will be further developed in stand-alone and modular-type questionnaires that can be adopted for the annual integrated household survey. The initial study will be conducted as a standalone survey covering four metropolitan areas. The survey will then be extended to the whole country within the context of the integrated household survey programme, forming part of the basic socio-economic survey.

4. Integrated Household Survey

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Table 7, following on the next page, programs the implementation of the censuses and survey projects and lists the key indicators that will be generated by each of the projects.

In addition to these statistics and indicators that shall be derived from the various surveys, there is need to actively promote the use of these data for policy relevant research and analytical studies. GSS will initiate collaborative arrangements with local and external academic/research institutions to promote such use of the survey data. Students will be encouraged to use the survey data for their research papers, thesis and dissertations, through a variety of means, including facilitating access, instituting competitive research, national convocation of researchers where survey-based research papers are to be presented.


(g) District-level Socio-economic Survey (DSES) The GLSS was used to develop poverty statistics and income aggregates, but at the national and regional levels. With the use of small area estimation techniques poverty estimates were done for the district level combining the GLSS with the Population census results. Given the critical need for district level indicators, but also noting the high cost of conducting surveys at the district level, the use of small area estimation techniques will be promoted. Three large scale surveys will serve as the basis for these estimations: the population and housing census, the agricultural census, and the proposed district level socio-economic survey.

5. Annual Agricultural Surveys

The agricultural survey has been conducted by the Ministry of Food and Agriculture (MoFA) annually. Given the outdated frame that is currently being used, and the fact that extension workers double as enumerators, it will be necessary to revisit the annual survey. It is proposed as a joint MoFA and GSS activity, and will be completely reorganised following the Agricultural Census of 2011. In the interim, an agricultural study will be conducted following a stakeholders' consultation to assess needs and priority data requirements for this field. The food production module of the survey will consider not only the volume and value of production, but will also explore issues on vulnerability and food security. The GSS has recently collaborated with the World Food Programme Projection Food Security and Vulnerability Assessment Survey and relevant sections of the questionnaire for this survey will be adapted for the Annual Agricultural Survey.

6. Service Institution Surveys

The health and education sectors deliver critical services that are fundamental to the achievement of the MDGs, Ghana's growth and poverty reduction goals, and the vision towards attaining middle-income status, among others. Over the five year period of the plan two service delivery surveys, one for education and the other for health will be conducted. The proposed surveys will investigate several components of service delivery, aiming to describe the availability, functioning and quality of such service activities.

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Table 7: Ghana Statistical Service Programme of Censuses and Survey, 2009-2013

Item Thematic Areas Statistics and indicators to be produced

Na

tio

na

l A

gric

. C

en

su

s 2

011

An

nu

al A

gric

S

urv

ey

IBE

S 2

00

9-2

01

3

Inte

gra

ted

HH

S

urv

20

09

-2

01

3

Se

rv

ice

In

st.

S

urv

ey

20

11

/13

1.

National accounts estimates and aggregates

x x x x

Po

p.&

Ho

us

ing

Ce

ns

us

20

10

2.

Consumer price index and inflation rates

x x

3.

Government Income and Expenditure

4.

Balance of payment

5.

Interest rates

6.

Domestic investment

x x

7.

Foreign Aid Statistics

x

8.

Microfinance statistics

x x

9.

Trade statistics

x x

10.

Remittances

x

11.

Capacity utilization

x x

12.

Poverty Statistics

x x x

13.

Prime Building Cost Index

1 Economics

14.

Foreign Tourist Arrivals and Departures

x x

1.

Value /Volume of Imports and Exports

2.

Distributive Trade statistics

x x

3.

Input-output of Industry-

x

4.

Employment in Industry

x

x x x x

2 Industry and Trade

5.

Producer Price Index

x

1.

Net and Gross Enrolment rates

x

x

2.

Literacy rates

x

x

3.

Pupil-Teacher ratio-

x

x

4.

Pupil-Classroom ratio-

x

5.

Category of teachers statistics

x

x

6.

Ratio of girls to boys at all levels

x

x

7.

Employment and Unemployment rates

x

x x

8.

Economic Activity rates

x

x

9.

Child Labour

x

x x x

10.

Infant mortality rate

x

x

11.

Child mortality rate

x

x

12.

Maternal mortality rate

x

x

13.

Proportion of births attended by skilled health personnel

x

14.

Life Expectancy

x

x

15.

Diseases Prevalence

x

16.

Rates of HIV/AIDS infection

x

17.

Incidence of Malaria

x

18.

Migration statistics

x

x x

19.

Population projections & Estimates

x

x

20.

HIV/AIDS prevalence

x

21.

Malaria prevalence

x

22.

Proportion of population using insecticide treated mosquito nets

x

23.

Proportion of tuberculosis cases detected and cured under directly observed treatment short course (DOTS)

x

3 Social and Demography

24.

Proportion of underweight children under five years of age x

x

x

25.

Proportion of under five immunised

26.

Cultural Statistics

28




1. Area under cultivation and yield

2. Proportion of land area covered by forest

3. Proportion of population using solid fuels

4.

Proportion of population using improved water source

5.

Proportion of population with access to improved sanitation

x

6.

Access to electricity

7.

Access to health facilities

8.

Pro portion of Land Area Degraded by Surface Mining

9.

Proportion of Population Living in Slums

4 Agriculture and Environment

10.

Arable land

11.

Yield per acre

12.

No. of Livestock by Type

x x

13.

Fish Catch

1.

Housing statistics

2.

Transportation and road statistics

5 Infrastructure

3.

ICT Indicators

x x

x x

x x x x

x x

x

x x x

x x x

x x

x x

x x

x x x

x

x x x

x x x

x x x x

x x x x

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B. Administrative Data

In order to ensure that GSS is able to compile and effectively disseminate the necessary official statistical information received from the MDAs, several issues have to be addressed, including building the capacity of the respective statistical units within the MDAs, and establishing and promoting a common framework for data collection, storage, sharing and dissemination. These issues have been addressed under Strategic Objective 4 of the Corporate Plan

Annex 2 lists the data and statistical information expected to be produced by the MDAs and the delivery period. The deliverables listed will be discussed periodically with the respective MDAs for validation and confirmation of an agreed time schedule for data collection and submission. Adherence to the time schedule will be monitored by GSS and a regular review of its implementation, with the accompanying assessment of issues and constraints, will be discussed during SSWG meetings. It is expected that an effective overhaul of the coordination system will lead to a more regular dissemination of reports such as Quarterly Digest, Economic Survey Report, Ghana in Figures, and Women and Men in Ghana.

C. Dissemination of Statistical Products

A dissemination strategy will be formulated from the onset of the Corporate Plan covering the national, regional and district levels, and will utilise the following medium:

(a) Series of fora that will not only introduce the various census and survey results, but also will educate NSS stakeholders and the public on the value of the statistical data generated;

(b) Websites and computer network links within GSS and outside, with MDAs and other research institutions;

(c) Data dissemination centres in regional offices of GSS to provide direct technical support to a wide range of users for easier access to available data bases;

(d) System of publication and marketing that includes simplified formats that are more user-friendly; and

(e) System of media presentation that target specific sectors.

Outputs:

2.1 Improved accuracy and regularity in the publication of economic indicators a. Consumer and producer price indices disseminated monthly b. National accounts aggregates disseminated c. New indices launched

2.2 Systematised collection of baseline data for programme targeting and policy interventions(a) Population and housing census implemented (b) Agricultural census undertaken(c) Annual business/establishment survey conducted on different segments of the

economy(d) Annual household-based survey undertaken with special modules(e) Annual agricultural survey implemented(f ) Service distribution surveys conducted.

2.3 Administrative data compiled and published2.4 Variety of analytical studies conducted based on survey results2.5 Statistics for development regularly disseminated for different target audiences

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3 Scaled-up Statistical Literacy

Objective Change:

A larger section of the Ghanaian society has acquired the knowledge, appreciation, and awareness of the appropriate use of statistical data, and is applying them to their respective field to enhance productivity.

Statistical advocacy is about proactively creating statistical awareness and promoting numeracy, at different levels of the society, from the grassroots to the national leadership, improving demand for and use of statistical data and promoting investment in the production of statistical information. Statistical awareness campaigns will be implemented continuously over the next five years, reaching out to as many members of the public as possible by developing user-friendly formats and making use of the various means of communication. The celebration of Statistics Day will be extended to other regions with more popular themes to encourage a larger cross section of the public to be aware of the importance of statistical data. Equally important is the need to enhance the capacity of the media in order to conduct more regular, accurate and effective reporting on statistical information, thus, contributing to statistical literacy in the country.

The focus on the statistical advocacy will no doubt lead to important outcomes and benefits which are essential to the building of official statistical system. In order to achieve that, GSS must:

? Ensure active involvement of key stakeholders in the activities of the National Statistical System, in general, and GSS, in particular.

?Highlight the value of statistical data in measuring progress towards achievement of Ghana's Growth and Poverty Reduction Strategy, the Millennium Development Goals, African Peer Review Mechanism and other strategic frameworks.

?Promote utilisation of data by encouraging data users to be familiar with relevant statistics and use them to carry out analytical and methodological studies and investigations.

?Ensure common identification of problems and remedies to problems encountered by data suppliers and producers, including those created by technical deficiencies, coverage and lack of capacity.

?Ascertain the reasons for the serious under-utilisation and poor dissemination of data at the national, regional and district levels, and appropriate strategies identified to resolve these problems.

?Documented and share lessons, particularly on the use of new technology and statistical methods.

Outputs:

3.1 Awareness campaign designed and implemented to target public officials and civil servants, business operators, leaders of NGOs and civil society organisations, and the general public.

3.2 Capacity of media practitioners for statistics reporting strengthened.

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4 Enhanced Collaboration and Statistical Networking

Objective Change:

GSS is able to manage collaboration in the development and management of statistical information between the MDAs, local government units and functional networks of statistics providers and users.

Coordination of the activities of the NSS by the GSS will be enhanced if collaboration among the stakeholders is promoted by emphasizing cooperation and teamwork. Thus, the active participation of stakeholders in the NSS project is crucial for the successful development and management of the system in order to produce quality statistics. To achieve this, the GSS must first ensure the harmonization of definition of concepts, classification and codes.

Effective communication amongst the stakeholders, as well as commitment to their individual roles in the production of statistical information, will be enhanced through regular meetings and systematic discussion of statistical issues of mutual concern. Consequently, the established networks such as NACPUS/SSWG, and other association of stakeholders, will be strengthened.

It is important to stress that effective collaboration means that the GSS must assist in improving capacities of the MDAs and district level statistical units, in order for them to effectively perform their function and obligation within the NSS. To ascertain whether or not the MDAs meet their obligations, they will be assessed against the schedule of Administrative Statistics expected from them, as shown in Annex 2. These outcomes will be reported to the head of Civil Service and the Committee of Chief Directors on a quarterly basis to enhance transparency and accountability. Against the backdrop of low political commitment to promote statistical information development among the MDAs, GSS will embark on training the leadership and the key staff of the MDAs and district administration. The need to streamline statistical activities within the overall MDAs and District Assembly budget will also be discussed. The coordination of statistical production and dissemination will be facilitated with the recent recommendation of the Public Administration Restructuring and Decentralization Implementation Committee. It was recommended that sector ministries maintain a Research, Statistics, Information and Public Relations (RSIPR) directorate, with individual statistics units established to undertake statistical activities.

A training programme for statistical staff of MDAs and the districts will be implemented during the Corporate Plan period and will cover the following modules:

(a) Statistical methods, including standard concepts and definitions(b) Computer applications for statistical work(c) Geographical Information Systems (GIS)

Continuous capacity building within the system will be maintained through the establishment and support of a Technical Advisory Unit within the Analytical Division of GSS. The services of this Advisory Unit, which include survey design, methodology, and implementation, will be made available to the larger NSS stakeholders, including the private and civil society sectors.

Effective networking in which data collection activities of MDAs are synchronised to avoid the duplication of efforts will be established. Coordination and effective information sharing will be promoted through the expansion of activities within current programmes in data development and management, GID and the GDDS.

32



GhanaInfo Database (GID) has evolved from the DevInfo package which is being used by the U.N. Development Group to track the achievements of the MDGs. In 2005, the GSS and the National Development Planning Commission (NDPC) launched Ghana's version of DevInfo to serve as the monitoring tool for the MDGs and to also serve as the repository of all quantitative data coming out of the Poverty Monitoring System, which was established in the context of the GPRS. GID was initiated in collaboration with donor agencies, ministries and government institutions and supported by the U.N. Country Team. The database contains data on 60 indicators, up to four levels of geography, for seventeen time periods. It allows for the input of data from different sources for one single indicator, thus making it possible to compare data from different sources and methodologies.

Establishment of GID work stations in the 10 regional capitals will be completed soon and users will be trained. The website will be updated at the same time that the GhanaInfo User Module is rolled out and aligned with capacity building efforts of the statistical units of MDAs and donor agencies.

General Data Dissemination System (GDDS) is a data development and dissemination framework that was initially implemented for monitoring and sharing of information on public debt. However, it has being expanded to cover other statistics, especially those relevant to poverty reduction. This project is funded by the World Bank and GSS plans to continue maintaining this project, especially for purposes of capacity building in the NSS.

Accelerated Data Programme (ADP), which was initiated in 2005 with Ghana as one of the countries under the pilot phase, will be continued under the Corporate Plan. ADP was implemented under the Paris21 Satellite Programme and funded by the World Bank, Development Grant Facility. The ADP is designed to produce rapid improvements in the management of micro data through the implementation of the following three tasks:

Task 1: Document and disseminate existing micro datasets Task 2: Assess survey quality and analyze data Task 3: Improve survey design and data collection methods

Ghana has received support in implementing Task 1, which essentially uses tools and guidelines developed by the International Household Survey Network to develop a national micro data archive. After completing and inventorying existing micro data, datasets are documented in accordance with international metadata standards and best practices. A transparent micro data dissemination policy needs to be defined and supported by a national legislation. Included in Task 1 are the anonymization of micro data and the creation of a website for wider dissemination of data and metadata. The continuing build up of GSS capacity under this Programme will be pursued.

Outputs:

4.1 Functionality of statistical networks such as NACPUS/SSWGs promoted.4.2 Capacity of District Assemblies strengthened to effectively manage statistics for planning

and decision-making.4.3 Capacity of the statistical units of key MDAs strengthened to effectively manage their

statistics requirements.4.4. Technical Advisory Unit established to provide services on statistical processes.4.5 GhanaInfo promoted at the regional and district levels.4.6 GDDS promoted at the regional and district levels.4.7 Implementation of ADP sustained

33


5 Improved Information and Communication Technology (ICT)

Objective Change:

GSS utilises ICT effectively to enhance the productivity of the national statistical system.

Strengthening of ICT infrastructure will not be limited to the GSS, but will progressively be extended to cover the collaboration and linkage requirements with the MDAs, as well as the statistical units at the regional and district levels. The ICT aspect of the Corporate Plan focuses more on the investment requirements, which is crucial to the successful implementation of the ICT Strategy Plan of GSS. A Maintenance Fund scheme will be established to ensure that the equipment is well maintained to increase its life span.

Outputs:

5.1 IT governance system established 5.2 ICT Infrastructure set up 5.3 ICT Systems set up 5.4 Capacity of staff on ICT utilisation & management strengthened 5.5 ICT Processes and Management Systems designed & implemented 5.6 ICT Maintenance Fund set up 5.7 Logistics for ICT operations available

6 Reinforced Legal Framework

Objective Change:

The Statistical Service Law is updated to empower GSS as the central statistical agency, mandated to effectively and efficiently coordinate the NSS.

If Ghana is to develop a credible statistical system, it needs to first put in place a legal framework that meets international standards. The Ghana Statistics Service Law again provides for autonomous status for the GSS, but certain elements of the Law must be updated or revised to reflect current trends in the production and dissemination of statistical information. To facilitate the work with the law-making authorities, a Legal Committee will be formally set up and given the mandate to seek the services of a legal professional who will assist GSS during consultations with all relevant stakeholders.

An effective review and improvement of the legal framework of GSS will lead to a number of outcomes:

? Legitimise GSS and make it more professional in terms of its mandate and the premium placed on its products and services.

?Determine what GSS, as a public institution, could do or otherwise.?Improve the coordination within GSS and the National Statistical System.?Define the specific roles of all interested parties: Government, CSO, International

Organisation, among others.?Define and facilitate the establishment of internal administrative structures of GSS.?GSS core products and its value system would become more meaningful.?Create a basis for regulating the National Statistical System and the statistical agencies,

including the research institutions. ?Set out a definite frame for compliance and sanctions for those who would contravene any

terms or conditions.

34



Output:

6.1 Statistical Service Law reviewed and revised to reflect current trends in the production and dissemination of statistical information.

7 Rationalised Organisational Structure and Management Systems

Objective Change:

An organisational structure that addresses key issues, such as effective communication, accountability and human capacity building, especially the recruitment and retention of qualified and motivated staff is put in place. The organisational structure must be flexible enough for the future, as well as fit for the present. It must be reviewed periodically to ensure that the strategic goals and objectives are in line with shifting priorities.

Ineffective and inadequate management policies and procedures, poor conditions of service, and poor communication systems have been identified as major drawbacks, which have adversely affected the “esprit de corps,” and resulted in low morale and productivity. This strategic objective is, therefore, aimed at developing and implementing motivating management policies, programmes and procedures that will provide an enabling and conducive environment for the staff of GSS to perform efficiently and effectively.

The recommendations relating to the restructuring of the organisation, improving staff establishment and schemes of service, will all be vigorously implemented during the first year of the Corporate Plan. The Statistical Audit proposed a reform in the Head Office staff structure that includes increasing the number of Professional staff from the current 101 to106 and “other” staff from 50 to 51, whilst proposing a reduction in the number of Technical staff from 108 to 77.

An effective communication and information flow system will be put in place to ensure that decisions and feedback are communicated at all levels, and timely actions are taken to address any potential problems. In addition, a performance-oriented culture, human resource development systems, and programme monitoring and evaluation systems, will be established and promoted.

The finalisation and implementation of a Staff Training Programme will be a major target during the first year of the implementation of the Corporate Plan period. Table 8 presents the outcome of an initial training needs assessment within GSS, which will be taken into account when designing the training programme.

35


Table 8: Training Needs for Ghana Statistical Service Staff, 2008

Source: GSS, Needs Assessment, 2008

Outputs:

7.1 Organisational structure re-oriented 7.2 Management Information System (MIS) established 7.3 Staff Establishment updated 7.4 Scheme of service finalised 7.5 Comprehensive staff performance management system established7.6 Staff Development & training implemented

8 Upgraded Physical Infrastructure

Objective Change:

GSS and collaborating statistical units have adequate physical infrastructure and equipment that enhances the productivity of staff.

Physical infrastructure development is a prerequisite to institutional development of any establishment. The current site of the GSS Headquarters makes physical expansion difficult. There is, therefore, the need to make the existing office accommodation conducive and congenial enough for institutional development and enhanced productivity in the five-year period, and progressively, in the long term, to acquire new offices to house the substantial technical infrastructural investments envisaged after the five-year period. An appropriate office accommodation with the requisite structures will not only effectively enhance communication, but also promote the data collection capabilities of the Service.

Training to be received

Location

Type of training

Courses No. of benefic-iaries

Duration (weeks)

Ghana External. Short Long

Statistical methods

Survey methodology & Sampling design

Computer applications for statistical work

Organisational management

Geographical Information Systems (GIS)

Report writing

Presentational skills

Software acquisition and training (in MIS) Total

300

60

300

65

12

65

65

15 882

10

10

36

8

6

10

10

10

300

56

290

50

12

50

50

13

-

4

10

15

-

15

15

2

300

58

297

65

12

65

65

15

-

2

3

-

-

-

-

-

36



The Regional Offices would be renovated, refurbished and linked to the computer system network of the Head Office. This will not only enable them to effectively communicate with the Head Office, but also meet the data collection requirements. The GSS has offices in 94 districts and all these offices will be refurbished. Arrangements will also be made with the District Administrations to established offices in the remaining 76 districts.

Outputs:

8.1 Necessary logistics and furnishings provided to current offices at national and regional levels

8.2 Statistical Units in 170 Districts refurbished/established 8.3 Strategy for new GSS Head Office developed

9 Strengthened Resource Mobilisation

Objective Change:

GSS has diversified sources of funding and technical assistance, focusing more on partnership with the public and private sector as well as the enhanced capacity to generate funds from products and services.

GSS intends to position itself to ensure that it is able to cover its current operational costs and planned projects, not only in the immediate future, but also in the longer term. To do this, the GSS will explore every opportunity to identify and mobilise the most appropriate and sustainable means of resources and funding to undertake its programmes, projects and activities.

Proposals will be developed to secure funds and grants from local or international donor agencies and development partners, either directly or via the national government. It will also secure contracts from local and international organisations or provide technical services for a fee. There will be a deliberate attempt to package proposals in a way that long-term funding is generated to ensure continuity in meeting the cycle of implementation of key censuses and surveys. The GSS will conduct training in project proposal preparation for a fee. Other non-financial support from agencies, which may include the donation of free publicity (e.g. air time, space in publications), and free expertise (e.g. technical expertise, public relations skills, legal advice, managerial skills, the secondment of staff, etc.) will be explored.

The GSS will also identify and partake in survey programmes piloted by international agencies such as the Economic Commission for Africa and International Labour Organisation, among others. It will also participate in regional projects with counterpart funding and partner with the MDAs in the country to implement joint funding projects. The planned Technical Advisory Unit will also be designed so that their services are not only competitive, but, also generate additional income for GSS.

Finally, efforts will be made to obtain approval from the government to allow the GSS to sell some of its publications at fair market prices and retain the funds to meet some of its operational cost.

Outputs:

9.1 Effective Resource Mobilisation Programme implemented 9.2 Functional financial management systems established 9.3 Policy on internally generated fund reviewed

37

ANNUALISED ACTION PLAN FOR PLAN IMPLEMENTATION

Chapter 5 covers the annualised action plan of the Corporate Plan over the 2009 - 2013 period. The action planning, as detailed here, involves development of activities to produce identified outputs under each strategic objective; namely, the milestone at the end of each activity, the time frame, the responsible GSS unit that will ensure that activities are accomplished as planned; and collaborating agency that will support the implementation of each activity. Table 9 presents the Annualised Action Plan.

Chapter 5


38

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

39

TIM

E F

RA

ME

RE

SP

ON

SIB

LE

CO

LL

AB

OR

AT

ING

OU

TP

UT

AC

TIV

ITIE

SM

ILE

ST

ON

E

08

09

10

11

12

13

PE

RS

ON

/UN

ITU

NIT

/AG

EN

CIE

S

ST

RA

TE

GIC

OB

JE

CT

IVE

1:

CO

NS

OL

IDA

TE

D S

TA

TIS

TIC

AL

IN

FR

AS

TR

UC

TU

RE

1.1

Upda

ted m

aste

r sa

mp

ling

fra

me

fo

r h

ou

se

hold

surv

eys e

sta

blis

hed

1.1

.1

Revie

w 2

00

4 s

am

plin

g

fram

e

- R

eco

mm

endation

s f

or

impro

ve

me

nt

GIS

Div

Surv

ey D

ep't

1.1

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roduce

form

s a

nd

man

ua

l

- F

ina

lise

d F

orm

s &

Man

ual

Dem

ogra

ph

y D

iv

CE

RS

GIS

, N

PC

1.1

.3

Recru

it a

nd

tra

in

map

pe

rs

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rain

ed

map

pers

MLG

ER

D

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.4

Imple

me

nt

field

work

- 10

0%

of

Form

s E

dite

d &

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ple

ted

MoE

SS

1.1

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Data

en

try

-

100%

of

raw

data

en

tere

d d

igitally

1.1

.6

Pre

pare

EA

& S

A

map

s

- D

igitis

ed

EA

& S

A m

aps

1.2

Ge

og

raphic

al

str

ength

ened

Info

rmation

Syste

m

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ip G

IS U

nit

1.2

.1

- P

lann

ed e

quip

me

nt

& p

ers

onn

el

GIS

Div

in p

lace

1.2

.2

Recru

it a

nd

tra

in s

taff

- T

rain

ed

GIS

ma

pp

ers

and

use

rs

1.3

S

tandard

ise

d

&

definitio

ns c

om

pile

d in a

man

ua

lsta

tistical conce

pts

1.3

.1

Revie

w lo

ca

l &

In

tern

ational

cla

ssific

atio

ns,

an

d

codes,

-

Dra

ft p

ropo

sa

l fo

r sta

nd

ard

ised

&

de

fin

itio

ns

con

cepts

An

aly

tical S

tud

ies

Div

M

DA

s

m

an

ua

ls

M

MD

As

1.3

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Condu

ct

revie

w a

nd

Con

su

ltatio

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ork

sho

p

- F

ina

lise

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an

ual o

f S

tanda

rdis

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WG

S

tatistical C

oncepts

& D

efinitio

ns

-

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pula

tion

/ H

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ple

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ted

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sus

2.1

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Pro

duce q

ue

stio

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& m

an

uals

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inalis

ed

que

stion.&

man

uals

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r tr

ails

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ogra

ph

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iv

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um

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r T

ria

l C

ensus

2.1

.3 I

mp

lem

ent

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ensus

- R

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ed q

uestio

nn

aires &

Ma

nua

ls

2.1

.4 R

ecru

it &

tra

in

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um

era

tors

fo

r m

ain

- T

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ed

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ain

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ld W

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field

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ES

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of qu

estion

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ple

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-

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ecru

it &

tra

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enu

me

rato

rs for

PE

S

2.1

.7 Im

ple

me

nt P

ES

2.1

.8 E

nte

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ta, a

naly

ze,

In

dic

ato

rs for

develo

pm

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t p

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ram

mes

ge

nera

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and

write

re

port

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RA

TE

GIC

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JE

CT

IVE

2:

DIV

ER

SIF

IED

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D W

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L D

ISS

EM

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SS

PR

OD

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TS

& S

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ES

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in t

he

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of

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tati

stic

s

40

fie

ld w

ork

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.5 I

mp

lem

en

t m

ain

fie

ld

wo

rk

- 1

00

% o

f q

ue

stio

nn

aire

s c

om

ple

ted

2.2

.6 E

nte

r d

ata

, a

na

lyze

, a

nd

write

re

po

rt

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dic

ato

rs f

or

de

ve

lop

me

nt

pro

gra

mm

es

ge

ne

rate

d

2.3

In

teg

rate

d B

usin

ess

E

sta

blis

hm

en

t S

urv

ey (

IBE

S)

c

ondu

cte

d

&

2.3

.1 P

rod

uce

qu

estio

nn

aire

&

ma

nu

als

- F

ina

lise

d q

ue

stio

n., m

an

ua

ls f

or

Pre

-te

st

Tra

de

& In

du

s D

ivM

oFA

, M

oT

I

2.3

.2 R

ecru

it,

tra

in

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um

era

tors

fo

r P

rete

st

- T

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ed

En

um

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r P

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est

MoC

T, A

GI

2.3

.3 I

mp

lem

en

t P

rete

st

- F

ina

lise

d q

ue

stio

nn

aire

s,

ma

nu

als

GN

CC

I, N

CA

2.3

.4 R

ecru

it &

tra

in

En

um

era

tors

fo

r m

ain

- T

rain

ed

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in F

ield

Wo

rk E

nu

me

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rs

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ankers

fie

ld w

ork

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fessio

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mp

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ld

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rk

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00

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f q

ue

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nn

aire

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nte

r d

ata

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, a

nd

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rs g

en

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ple

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n

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rove

d s

am

ple

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n

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phic

&

Socia

l D

iv.

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eve

lop

su

rve

y

instr

um

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ts

- S

urv

ey instr

um

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ts fin

alis

ed

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in f

or

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g

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it a

nd tra

in f

or

pre

test

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rain

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pre

-te

st

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um

era

tors

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.7 Im

ple

ment pre

-test

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lise

d s

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ey in

str

um

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ts2.4

.8 R

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it a

nd tra

in f

or

main

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ork

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ork

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um

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ple

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ain

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00

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nn

aire

s c

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ted

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nte

r data

, analy

ze &

w

rite

report

- Indic

ato

rs f

or

develo

pm

ent pro

gra

mm

es

genera

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IME

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ME

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ES

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LL

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ING

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SM

ILE

ST

ON

E

08

09

10

11

12

13

P

ER

SO

N/U

NIT

UN

IT/A

GE

NC

IES

2.1

.9

Imp

lem

en

t p

ost

ca

rto

gra

ph

ic a

ctivity

ce

nsu

s

-Fin

alis

ed

sa

mp

le fra

me

2

.2 A

gricu

ltu

re C

en

su

s im

ple

me

nte

d

2.2

.1 P

rod

uce

qu

estio

nn

aire

&

ma

nu

als

- F

ina

lise

d q

ue

stio

nn

aire

s &

, m

an

ua

ls fo

r P

rete

st

T

rad

e &

In

du

str

y

2.2

.2 R

ecru

it,

tra

in

En

um

era

tors

fo

r P

rete

st

- T

rain

ed

En

um

era

tors

fo

r P

rete

st

D

iv

2.2

.3 I

mp

lem

en

t P

re-t

est

- R

evis

ed

qu

estio

nn

air

es,

ma

nu

als

2.2

.4 R

ecru

it &

tra

in

En

um

era

tors

fo

r m

ain

- T

rain

ed

En

um

era

tor

for

.Ma

in F

ield

Wo

rk

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

TIM

E F

RA

ME

RE

SP

ON

SIB

LE

CO

LL

AB

OR

AT

ING

OU

TP

UT

AC

TIV

ITIE

SM

ILE

ST

ON

E

08

09

10

11

12

13

PE

RS

ON

/UN

ITU

NIT

/AG

EN

CIE

S2.5

Serv

ice Institu

tio

n s

urv

ey

co

nd

ucte

dA

ctivitie

s 2

.5.1

to 2

.5.1

0 the

sam

e a

s 2

.4.1

to

2.4

.10

Mile

sto

nes for A

ctivitie

s 2

.5.1

to

2.5

.10

Socia

l S

tatistics

the s

am

e a

s M

ilesto

nes fo

r 2.4

.1 to 2

.4.1

0 D

iv

2.1

3 A

nnual A

griculture

C

onducte

dS

urv

ey

2.1

3.1

Pro

du

ce

&

manu

als

questionnaire

- F

inalis

ed q

uestion., m

an

uals

for

Pre

test

Tra

de &

Indu

s D

ivM

oFA

, F

AO

2.3

.2 R

ecru

it, tr

ain

E

num

era

tors

for

Pre

test

- T

rain

ed

Enu

mera

tors

fo

r P

rete

st

IFP

RI, W

FP

2.1

3.3

Im

ple

ment P

re-t

est

- F

inalis

ed q

uestio

nna

ires, m

anuals

2.1

3.4

Recru

it &

tra

in

Enum

era

tors

for

main

- T

rain

ed

Ma

in F

ield

Wo

rk E

num

era

tors

fie

ld w

ork

2.1

3.5

Im

ple

ment m

ain

fie

ld

work

- 100%

of questionnaires c

om

ple

ted

2.1

3.6

Ente

r data

, ana

lyze,

and w

rite

report

- In

dic

ato

rs g

en

era

ted

ST

RA

TE

GIC

OB

JE

CT

IVE

3:

SC

AL

ED

-UP

STA

TIS

TIC

AL

LIT

ER

AC

Y

3.1

Aw

are

ness

&

im

ple

men

ted to

targ

et public

offic

ials

/serv

ants

, busin

ess

opera

tors

, le

aders

of N

GO

s &

civ

il so

cie

ty o

rganiz

ations

cam

paig

n desig

ned

3.1

.1 D

evelo

p s

implif

ied &

U

ser-

frie

ndly

form

ats

fo

r pu

blic

pre

senta

tion

of sta

tistics

- A

dvocacy C

mttee c

on

sis

tsin

g

of in

div

iduals

fro

m w

ithin

the

GS

S form

ed w

ith

pro

pe

r T

OR

& W

ork

Pla

n

Public

ity D

iv

Coord

ina

tion

Div

.

Advocacy C

mttee

NC

CE

, N

at'l

Me

dia

C

om

mis

sio

n

- S

implif

ied fo

rma

ts (

bro

chure

, poste

rs,

manuals

) agre

ed

with s

takehold

ers

& p

roduced

MO

I

3.1

.2 T

rain

fa

cili

tato

rs fro

m

G

SS

& M

DA

s

Advocacy C

mttee

N

CC

E, N

at'l

Me

dia

Com

mis

sio

n

MoI

3.1

.4 Im

ple

men

t S

tatistica

l

S

erv

ice W

eek a

nd

A

fric

a S

tatistics D

ay

P

ub

licity

Div

M

OI

3.1

.3 Im

ple

me

nt, m

on

itor

&

sta

tistica

l lit

era

cy

ca

mp

aig

n e

valu

ate

-

Feedback o

n p

rogra

mm

e o

bta

ined

A

dvocacy C

mttee

N

CC

E, N

MC

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

41

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

L

eade

r in

th

e P

rodu

ctio

n o

f O

ffic

ial

Sta

tist

ics

42

4.1

F

unctio

na

lity

of

n

etw

ork

s s

uch a

s N

AC

PU

S a

nd

S

SW

Gs p

rom

ote

d

sta

tistical

4.1

.1. F

acilitate

assessm

ent

o

f netw

ork

& a

ction

p

lannin

g to a

ddre

ss

issues

- A

ction P

lan to a

ddre

ss m

anagem

ent

Coo

rdin

ation D

iv

MD

As

gaps &

issues d

evelo

ped

- T

OR

and m

andate

of m

em

bers

of

netw

ork

cla

rified

4.1

.2 C

oord

inate

meetings o

f n

etw

ork

- M

inute

s o

f N

AC

PU

S Q

uart

erly M

eet.

- M

inute

s o

f S

SW

G B

i-annual M

eet.

4.2

C

apa

city o

f D

istr

ict

s

trength

en

ed to e

ffectively

m

ana

ge

sta

tistics for

pla

nnin

g

a

nd d

ecis

ion-m

akin

gAssem

blies

4.2

.1 T

rain

Dis

tric

t le

aders

and

adm

inis

trato

rs o

n

princip

les a

nd

m

anage

ment of

sta

tistics for

dis

tric

t develo

pm

entA

ssem

bly

- T

rain

ing n

eeds a

ssessm

ent of all

Coo

rdin

ation D

iv

Adm

inis

tration

DA

leaders

All D

iv. in

GS

S

- A

ssessm

ent of T

rain

ing P

rogra

mm

e

MD

As

4.2

.2. S

up

po

rt th

e

m

ob

iliza

tion

of S

tatistica

l U

nit p

ers

on

ne

l

-

300 s

tatistical offic

ers

recru

ited

with D

As

togeth

er

Adm

inis

tration

MD

As

Pro

cure

ment

4.2

.3 T

rain

Sta

tistical U

nits

im

ple

ment th

e s

tatistical

functions o

f th

e D

As

to

- A

ssessm

ent of T

rain

ing P

rogra

mm

e

Coo

rdin

ation D

iv

MLG

RD

E

4.2

.4 Lobby for

the

in

corp

ora

tion o

f sta

tistica

l budget in

the

D

A b

udg

et

- A

llocation o

f 1

0%

of D

AG

S a

nd D

GS

ND

PC

4.2

.5 S

upp

ort

th

e

esta

blish

me

nt /

str

en

gth

en

ing

of sta

tistics

offic

e

Refe

r to

SO

5 a

nd S

O 8

4.3

C

apacity o

f th

e

o

f key M

DA

s s

trength

ened to

e

ffe

ctive

ly m

ana

ge

th

eir s

tatistics

r

eq

uire

me

nt

sta

tistical units

4.3

.1 T

rain

MD

A leaders

and

a

dm

inis

trato

rs o

n the

p

rincip

les a

nd m

’gm

t. o

f S

tatistics w

ith

in their

r

espe

ctive o

rga

niz

ationa

l m

and

ate

s

- T

rain

ing n

eeds a

ssessm

ent of

key

Coord

ination

Div

All D

iv. in

GS

S

MD

A leaders

-MD

As

- A

ssessm

ent of T

rain

ing P

rogra

mm

e

T

IME

F

RA

ME

RE

SP

ON

SIB

LE

CO

LL

AB

OR

AT

ING

OU

TP

UT

A

CT

IVIT

IES

M

ILE

ST

ON

E

08

09

10

11

12

13

PE

RS

ON

/UN

IT

UN

IT/A

GE

NC

IES

3.2

Capacity o

f m

edia

for

sta

tistics r

eport

ing

str

ength

ened

pra

ctitioners

3.2

.1 O

rganiz

e w

ork

shop for

m

edia

pers

onnel

- A

gre

ed g

uid

elines for

sta

tistics

A

dvoca

cy C

mttee

National M

edia

Com

mis

sio

n

report

ing

3.2

.2 T

rain

media

pers

onnel

o

n s

tatistical re

port

ing

-M

edia

pers

onnel equip

ped w

ith

Advoca

cy C

mttee

NC

CE

, N

at'l

know

ledge &

skills

to r

eport

on

Media

Com

mis

sio

n

Sta

tistics

MO

I

ST

RA

TE

GIC

OB

JE

CT

IVE

4:

EN

HA

NC

ED

CO

LL

AB

OR

AT

ION

AN

D N

ET

WO

RK

ING

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

43

4.3

.2 T

rain

pe

rso

nn

el o

f

sta

tistica

l u

nits o

f

MD

As

- A

sse

ssm

en

t o

f T

rain

ing

Pro

gra

mm

e

Coo

rdin

atio

n D

iv-M

DA

sta

tistical

units

4.3

.3 L

ob

by f

or

the

m

ain

str

ea

min

g o

f

sta

tistica

l b

ud

ge

t in

M

DA

bu

dg

et

- In

cre

ase

in

MD

A b

ud

ge

t fo

r

GS

and D

GS

MD

As

sta

tistica

l a

ctivitie

s

4.3

.4 L

ink M

DA

da

tab

an

ks t

o

th

e c

en

tra

l S

S d

ata

ba

nk

Re

fer

to S

O 5

4.4

. Te

ch

nic

al A

dvis

ory

E

sta

blish

ed

to

pro

vid

e s

erv

ice

s

o

n s

tatistica

l p

roce

sse

s

Un

it

4.4

.1 F

orm

Te

ch

nic

al

Un

itu

nd

er

the

An

aly

tica

l

Div

isio

n

Ad

vis

ory

- Te

rms o

f R

efe

ren

ce

fo

r th

e U

nit

An

aly

tical D

ivA

ll D

iv o

f G

SS

- N

o. o

f p

ers

on

ne

l id

en

tifie

d

4.4

.2 R

ecru

it p

ers

on

ne

l to

p

erf

orm

co

ord

ina

tio

n r

ole

u

nd

er

the

Un

it

- R

eq

uire

d p

ers

on

ne

l re

cru

ite

d

4.4

.3 T

rain

pe

rso

nn

el o

n

re

qu

isite

co

ord

ina

tio

n

an

d s

kills

in

ad

vis

ory

se

rvic

es m

an

ag

em

en

t

- T

rain

ed

pe

rso

nn

el

4.4

.4 D

eve

lop

Te

ch

nic

al

Ad

vis

ory

Se

rvic

es

Pro

gra

mm

e a

nd

Ad

min

istr

atio

nS

ch

em

e

- A

sse

ssm

en

t o

f d

em

an

d fo

r

GS

S a

dvis

ory

se

rvic

es

- Te

ch

nic

al A

dvis

ory

Se

rvic

es

Pro

gra

mm

e

4.5

Gh

an

aIn

fo p

rom

ote

d a

t

re

gio

na

l a

nd

dis

tric

t le

ve

ls4

.5.1

Esta

blish

10

w

ork

sta

tio

ns re

gio

na

l - W

ork

sta

tio

ns fu

nctio

na

l in

10

Re

gio

ns

Gh

an

aIn

fo4

.5.2

Tra

in W

ork

sta

tio

n

u

se

rs- S

taff t

rain

to

ma

inta

in G

ha

na

Info

Se

cre

taria

t4

.5.3

Ro

llo

ut o

f

u

se

r m

od

uleG

ha

na

Info

- G

ha

na

Info

use

d b

y m

ore

sta

ke

ho

lde

rs4

.5.4

Up

da

te G

ha

na

Info

w

eb

site

- G

ha

na

Info

we

bsite

up

da

ted

4.5

.5 P

rod

uce

an

d

dis

se

min

ate

da

ta

- D

ata

prin

ted

or

in d

igita

l fo

rma

t fo

r

d

istr

ibu

tio

n

4.6

GD

DS

pro

mo

ted

a

nd

dis

tric

t le

ve

ls at re

gio

na

l 4

.6.1

Im

ple

me

nt

Co

mm

itte

e f

un

ctio

ns

Te

ch

nic

al

- T

ech

nic

al C

om

mitte

e W

ork

Pla

ns

GD

DS

Te

ch

nic

al

Co

mm

itte

e4

.6.3

Im

ple

me

nt

tasks a

s

In

dic

ate

d in

agre

ed

p

rogra

mm

e

- R

eq

uire

d d

ata

co

mp

ile

d

T

IME

F

RA

ME

RE

SP

ON

SIB

LE

CO

LL

AB

OR

AT

ING

OU

TP

UT

A

CT

IVIT

IES

M

ILE

ST

ON

E

08

09

10

11

12

13

PE

RS

ON

/UN

IT

UN

IT/A

GE

NC

IES

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

44

4.7

.2 I

mple

men

t ta

sks a

s

Indic

ate

d

pro

gra

mm

e o

f A

ctio

nin

ag

reed

- M

icro

Data

sets

do

cum

en

ted a

nd

dis

sem

inate

d

5.1

.1 S

et up s

yste

ms f

or

IT

govern

ance

- C

learly d

efined IT

govern

ance s

yste

m

GS

& D

GS

5.2

IC

T I

nfr

astr

uctu

re s

et

up

5.2

.1 R

ehabili

tate

/refu

rbis

h

Data

Centr

e

- R

ehabili

tate

d &

fully

-equip

ped d

ata

IT D

iv

IT G

overn

ance

centr

e

5.2

.2 S

et up L

AN

- F

ully

functionin

g L

AN

5.2

.3 S

et up Intr

anet

- F

ully

functionin

g I

ntr

anet

5.2

.4 S

et up Inte

rnet

- S

usta

ined Inte

rnet access

5.2

.5 S

et up W

AN

- F

ully

functionin

g W

AN

5.2

.6 P

rocure

IC

T

equip

ment,

accessories

-N

eeded h

ard

ware

acquired, in

sta

lled

5.2

.7 E

sta

blis

h G

SS

website

- G

SS

website m

anaged s

usta

inably

&

enjo

y s

atisfa

cto

ry a

ccess

5.3

IC

T S

yste

ms s

et

up

5.3

.1 S

et up c

orp

ora

te e

mail

syste

m

-E

-mail

syste

m insta

lled &

configure

d

IT D

iv

IT G

overn

ance

5.3

.2 S

et up A

ssets

M

anagem

ent

Syste

m-

Assets

ma

nag

em

ent syste

m

C

om

mitte

e

5.3

.4 S

et up H

um

an R

esouce

&

Fin

ancia

l M

anagem

ent

S

yste

m

- H

uman

Res

ouce

& F

inan

cial

Sys

tem

inst

alle

d &

con

figur

edM

anag

emen

t

ST

RA

TE

GIC

OB

JE

CT

IVE

5:

Imp

rov

ed

In

form

ati

on

an

d C

om

mu

nic

ati

on

Tec

hn

olo

gy

4.7

Im

ple

me

nta

tio

n o

f A

cce

lera

ted

De

v’t.

Pro

gra

mm

e s

usta

ine

dd

isse

min

ation

appro

ache

s

T

IME

F

RA

ME

R

ES

PO

NS

IBL

E

CO

LL

AB

OR

AT

ING

O

UT

PU

T

A

CT

IVIT

IES

M

ILE

ST

ON

E

08

09

10

11

12

13

PE

RS

ON

/UN

ITU

NIT

/AG

EN

CIE

S

4.6

.4 R

ollo

ut G

DD

S

mo

dule

s

- G

DD

S u

se

d b

y m

ore

sta

keho

lders

4.6

.5 C

on

duct

aw

are

ness

sessio

ns

- R

equ

ests

fo

r in

form

ation

4.7

.1 T

rain

sta

ff o

n A

DP

m

odule

s

- S

taff tra

ined in a

rch

ivin

g a

nd

A

DP

Te

ch

nic

al

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

TIM

E F

RA

ME

RE

SP

ON

SIB

LE

CO

LL

AB

OR

AT

ING

OU

TP

UT

AC

TIV

ITIE

SM

ILE

ST

ON

E

08

09

10

11

12

13

PE

RS

ON

/UN

ITU

NIT

/AG

EN

CIE

S

5.3

.5 S

et up

D

ocum

ent M

anagem

ent

S

yste

m

Work

Flo

w &

- W

ork

flo

w &

do

cu

me

nt m

ana

ge

syste

m insta

lled

& c

onfigure

dm

ent

5.3

.6 S

et up IT

Help

Desk

Syste

m

- IT

He

lp D

esk s

yste

m

configure

din

sta

lled &

5.3

.7 S

et up B

ack-u

p &

A

rchiv

ing S

yste

m

- B

ack-u

p &

Arc

hiv

ing s

yste

m

insta

lled &

configure

d

5.4

C

apacity o

f sta

ff

u

tiliz

ation &

managem

ent

s

trength

ened

on IC

T

5.4

.1 T

rain

GS

S d

ata

pro

cessin

g s

taff

- G

SS

data

pro

ce

ssin

g s

taff tra

ined

on:

SP

SS

, S

TA

TA

, S

AS

, G

IS, scannin

g

technolo

gy,

sto

rage,a

rchiv

al, &

r

etr

ieval syste

ms

CS

PR

O,

IT D

iv

IT G

overn

ance

5.4

.2 T

rain

GS

S IT

sta

ff

- IT

sta

ff o

bta

in c

ert

ific

ate

s, B

achelo

r

ate

are

as in IC

TA

nd M

aste

r degre

es in a

ppro

pri

5.4

.3 T

rain

GS

S N

on

-IT

sta

ff -

GS

S N

on

-IT

sta

ff tr

ain

ed o

n b

asic

-C

om

pute

r lit

era

cy &

softw

are

that

will

enhance their p

roductivity

5.4

.4 T

rain

key M

DA

&

MM

DA

sta

ff

- S

ele

cte

d s

tatistics s

taff fro

m k

ey

MD

As &

MM

DA

s a

re tra

ined in

sta

tistical m

anagem

ent

5.4

.5 S

et up IT

Tra

inin

g

Centr

e

- IT

Tra

inin

g C

entr

e s

etu

p, fu

rnis

hed

5.5

IC

T P

rocesses &

S

yste

msdesig

ned &

im

ple

mente

d

Managem

ent

Desig

n &

im

ple

ment

- W

ork

pla

n im

ple

mente

d &

regula

rIT

Div

IT G

overn

ance

5.5

.1 IT

Assets

Managem

ent

Pla

nre

port

s p

roduced

5.5

.2 IT

User

Polic

y

5.5

.3 IT

Security

Polic

y

5.5

.4 IT

Change

Managem

ent P

lan

5.5

.5 I

T A

ud

it P

lan

5.5

.6 I

T D

isaste

r

& R

eco

ve

ry P

lan

Man

age

men

t

5.5

.7 B

usin

ess C

ontinuity,

A

rch

ivin

g P

lan

45

T

IME

F

RA

ME

R

ES

PO

NS

IBL

E

CO

LL

AB

OR

AT

ING

O

UT

PU

T

AC

TIV

ITIE

S

MIL

E S

TO

NE

08

09

1

0

11

1

2

13

P

ER

SO

N/U

NIT

UN

IT/A

GE

NC

IES

5.5

.8 R

isk A

naly

sis

, C

on

trol

&

Assessm

en

t P

lan

5.5

.9 IT

Pro

cesses,

Docum

enta

tion P

lan

5.5

.10 I

T G

ove

rna

nce

5.6

IC

T M

ain

tenan

ce F

und s

et

up

5.6

.1 D

esig

n c

oncept

opera

tional pla

nfo

r an

IC

T M

ain

ten

ance F

und

&

- IC

T M

ain

tenance F

und s

et up

with

IT G

overn

ance

GoG

, M

DA

s,

NS

S s

takeh

old

ers

NG

Os, P

riva

te

5.6

.2 Im

ple

ment

pla

n

- M

anag

em

ent syste

m f

or

Fund in p

lace

Main

tenan

ce

Secto

r, D

evelo

p-

ment

Pa

rtners

5.7

Log

istics

a

va

ila

ble

for

ICT

op

era

tio

ns

5.7

.1 P

rocure

necessary

logis

tics t

o s

upport

IC

T

o

pera

tions

- Logis

tics fo

r IC

T o

pera

tions

IT D

iv

IT G

overn

ance

reg

ula

rly a

vailable

A

dm

inis

tration

6.1

S

tatistical S

erv

ice

a

nd im

pro

ved

Law

re

vie

we

d

6.1

.1 L

egal R

evie

w

C

om

mitte

e f

orm

ed a

nd

m

andate

pro

vid

ed

S

erv

ice L

aw

- Legal R

evie

w C

mtte

co

nsis

ts in

div

iduals

fro

m G

SS

fo

rmed w

ith

pro

pe

r T

OR

& W

ork

pla

n

’e

of

Coord

ination D

iv

- Is

sue

s f

or

revis

ion identifie

d

6.1

.2 E

ngage a

legal

c

onsultant to

incorp

ora

te

the issues into

a r

evis

ed

L

aw

- D

raft R

evis

ed

La

w c

om

ple

ted

Le

gal C

om

tte

e

6.1

.3

Dis

cu

ss r

evis

ed L

aw

w

ith c

olla

bora

ting

MD

As

an

d o

ther

sta

ke

hold

ers

- A

gre

em

ents

on the D

raft

Revis

ed

Law

Le

gal C

om

tte

e

NS

S n

etw

ork

6.1

.4 S

ub

mit r

la

w t

o S

tatistica

l S

erv

ice

B

oa

rd

evie

wed

dra

ft

- F

eedback obta

ined

Legal C

om

ttee

6.1

.5 S

tatistical S

erv

ice

s

ubm

its d

raft

docum

ent

to A

ttorn

ey G

enera

l's

D

epart

ment

Board

Legal C

om

ttee

- R

evis

ed

La

w a

pp

rove

d b

y A

tto

rne

y

Gene

ral's

Dep't

6.1

.6 S

ubm

it d

raft S

tatistical

S

erv

ice L

aw

to

P

arlia

ment

- R

evis

ed S

tatistical Law

passed b

y

Attorn

ey G

enera

l'sP

arlia

ment

Dep't

6.1

.7 E

ngage a

legal

a

nt to

overs

ee G

SS

inputs

in the p

repara

tion

o

f th

e L

egal in

str

um

ent

o

f th

e r

evis

ed L

aw

consult-

- Legal In

str

um

ent accepta

GS

S s

tandard

s

ble

by

Legal C

om

ttee

NS

S n

etw

ork

ST

RA

TE

GIC

OB

JE

CT

IVE

6:

RE

INF

OR

CE

D L

EG

AL

FR

AM

EW

OR

K

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

46

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

TIM

E

FR

AM

ER

ES

PO

NS

IBL

EC

OL

LA

BO

RA

TIN

GO

UT

PU

T

AC

TIV

ITIE

S

MIL

E S

TO

NE

08

09

10

11

12

13

PE

RS

ON

/UN

IT

UN

IT/A

GE

NC

IES

ST

RA

TE

GIC

OB

JE

CT

IVE

7:

RA

TIO

NA

LIS

ED

OR

GA

NIZ

AT

ION

AL

ST

RU

CT

UR

E A

ND

MA

NA

GE

ME

NT

SY

ST

EM

S

7.1

O

rganiz

atio

nal

r

e-o

riente

d

stru

cture

7.1

.1. F

aci

litate

the r

evi

ew

and a

ppro

val o

f re

com

mendatio

ns

on o

rganiz

atio

nal

re

-str

uct

uring

- N

ew

Org

aniz

atio

nal C

hart

GS

and D

GS

,

stru

cture

Adm

inis

tratio

n

7.1

.2 Im

ple

menta

tion o

f a

ppro

ved s

truct

ure

, m

onito

ring &

eva

luatio

n

-

Feedback

on the r

e-s

truct

uring

7.2

Managem

ent In

for

(M

IS)

est

ablis

hed -S

yste

m

7.2

.1 A

ssess

ment of

Info

rmatio

n a

nd

c

om

munic

atio

n flo

w

- A

sse

sed gap

ss

and is

sues

Coord

inatio

n D

iv

All

Div

. in

GS

S

IC

T

7.2

.2. D

esi

gn a

n im

pro

ved

M

IS

-

Reco

mm

endatio

n for

an M

IS

Coord

inatio

n D

iv

7.2

.3 S

et up M

IS u

nit

-

MIS

Unit

form

ed u

nder

Coord

Div

7.2

.4 T

rain

ing o

f pers

onnel

o

n M

IS -

Pers

onnel e

quip

ped to o

vers

ee

Coord

inatio

n D

iv

MIS

funct

ion

7.2

.5 Im

ple

menta

tion o

f a

ppro

ved M

IS

- M

IS form

at and r

eport

s

MIS

Unit

All

Div

. in

GS

S

7.3

Sta

ff E

stablis

hm

ent update

d

7.3

.1 U

pdate

of exi

stin

g s

taff

e

stablis

hm

ent and

d

eci

de o

n n

um

ber

to

o

pera

te w

ith

- R

evi

sed n

um

ber

of st

aff

Ad

min

istr

atio

nA

ll D

ivis

ions

(G

S &

DG

S)

7.3

.2 D

esi

gn a

pro

gre

ssiv

e

s

taff e

stablis

hm

ent

- U

pdate

d s

taff E

stablis

hm

ent

A

dm

inis

tratio

n

7.3

.3. Im

ple

menta

tion o

f appro

ved s

taff

est

ablis

hm

ent

- P

rog

ress

ive

sta

ffA

dm

inis

tratio

nest

ab

lishm

ent

7.4

Sch

em

e o

f se

rvic

e fin

alis

ed

7.4

.1 F

aci

litate

th

o

f sc

hem

e o

f se

rvic

ee a

ppro

val

- A

ppro

ved S

chem

e o

f S

erv

ice

Adm

inis

tratio

n

All

Div

isio

ns

7.4

.2 I

mp

lem

enta

tion o

f

S

chem

e,

mon

itorin

g a

nd

eva

luatio

n

- F

ee

dback

on im

ple

men

tatio

n

Adm

inis

tratio

n

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

47

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

L

eade

r in

th

e P

rodu

ctio

n o

f O

ffic

ial

Sta

tist

ics

48

7.6

.5 A

naly

sis

of

d

evelo

pm

ent and

s

uccessio

n p

lannin

g

Managem

ent

7.6

.6 A

doption o

f d

evelo

pm

ent and

s

uccessio

n p

lan,

m

onitoring a

nd

e

valu

ation

managem

ent

- F

eedback o

n im

ple

menta

tion

Adm

inis

tration

8.1

S

tatistical O

ffic

es

d

istr

icts

negotiate

din

170

8.1

.1 C

onduct lo

bby v

isits to

dis

tric

ts

- O

ffic

e s

pace d

esig

nate

d for

sta

tistics

Com

mitte

e

Sta

tistical B

oard

8.1

.2 P

lan for

requirem

ents

of sta

tistical offic

es

- S

chedule

for

refu

rbis

hm

ent of offic

es

Com

mitte

e

agre

ed

8.2

N

ecessary

logis

tics

furn

ishin

gs p

rovid

edto

curr

ent

o

ffic

es a

t N

ational, R

egio

nal &

D

istr

ict levels

&

8.2

.1 A

ssess o

vera

ll

r

equirem

ents

of all

o

ffic

es

- P

roposal fo

r acquis

itio

n o

f new

Adm

inis

tration

Accounts

furn

ishin

gs &

logis

tics

Pro

cure

ment U

nit

8.2

.2 R

ais

e funds for

fu

rnis

hin

gsand logis

tics

required

- A

gre

em

ent secure

d w

ith fundin

g

part

ner(

s)

Adm

inis

tration

8.2

.3 F

acilitate

ac

log

istics&

fu

rnis

hin

gs

quis

itio

n o

f -

12

Necessary

log

istics

acq

uired

&

Ad

min

istr

atio

nA

cco

un

tsse

t o

f fu

rnis

hin

gs in

sta

lle

dP

rocu

rem

en

t U

nit

8.3

Str

ate

gy f

or

ne

w

d

eve

lop

ed

GS

S o

ffic

e

8.3

.1 C

on

du

ct

fea

sib

ility

stu

die

s-

Re

po

rt o

n f

ea

sib

ility s

tud

ies p

rep

are

d

8.3

.2 P

rep

are

str

ate

gie

s

for

ne

w o

ffic

e-

Go

ve

rnm

en

t co

mm

itm

en

t to

su

pp

ort

Ne

w o

ffic

e c

om

ple

x s

ecu

red

8.3

.3 I

nco

rpo

rate

tio

n o

f n

ew

Offic

e

c

om

ple

x in

to s

eco

nd

p

ha

se

of

Co

rpo

rate

Pla

n

con

str

uc-

- C

on

str

uctio

n o

f n

ew

offic

e c

om

ple

x

Re

fle

cte

d in

ne

w c

orp

ora

te p

lan

7.6

.3. D

evelo

p tra

inin

g

Pro

gra

mm

es

- T

rain

ing P

rogra

mm

es

Coord

Div

7.6

.4 Im

ple

ment tr

ain

ing

pro

gra

mm

e-

Pers

onnel tr

ain

ed b

ased o

n P

lan

Coord

Div

Adm

inis

tration

-S

uccessio

n p

lannin

g

Adm

inis

tration

All D

ivis

ions

7.5

.2 R

e-d

esig

n o

f P

MS

7.5

.3 A

doption o

f P

MS

- R

ecom

mendations for

PM

S

- A

ppro

ved P

MS

7.5

.1 R

evie

w o

f exis

ting P

MS

- A

ssessed g

aps a

nd issues

Adm

inis

tration

All D

ivis

ions

T

IME

F

RA

ME

R

ES

PO

NS

IBL

E C

OL

LA

BO

RA

TIN

G O

UT

PU

T

AC

TIV

ITIE

S

MIL

E S

TO

NE

08

09

10

11

12

13

PE

RS

ON

/UN

IT

UN

IT

/AG

EN

CIE

S

7.6

S

taff D

evelo

pm

ent &

im

ple

mente

dT

rain

ing

7.6

.1 D

esig

n a

tra

inin

g a

nd

- T

rain

ing a

nd d

evelo

pm

ent

Coord

ination D

iv

develo

pm

ent policy

Policy d

ocum

ent

7.6

.2 T

rain

ing n

eeds

assessm

ent

- Id

entified tra

inin

g n

eeds

Adm

inis

tration

7.5

C

om

pre

hensiv

e

m

anagem

ent syste

m

e

sta

blished

Sta

ff p

erf

orm

ance

ST

RA

TE

GIC

OB

JE

CT

IVE

8:

UP

GR

AD

ED

PH

YS

ICA

L IN

FR

AS

TR

UC

TU

RE

TIM

E F

RA

ME

RE

SP

ON

SIB

LE

CO

LL

AB

OR

AT

ING

OU

TP

UT

A

CT

IVIT

IES

M

ILE

ST

ON

E

08

09

10

11

12

13

P

ER

SO

N/U

NIT

U

NIT

/AG

EN

CIE

S

S

TR

AT

EG

IC O

BJE

CT

IVE

9:

ST

RE

NG

TH

EN

ED

RE

SO

UR

CE

MO

BIL

IZA

TIO

N

9.1

Effe

ctiv

e R

esou

rce

9.

1.1.

Iden

tify

new

sou

rces

of

fund

ing

-

Mat

rix o

f pot

entia

l fin

anci

ers

per

proj

ect

GS

and

GD

S

GS

S B

oard

Mob

iliza

tion

Pro

gram

me

Adm

inis

trat

ion

impl

emen

ted

9.1.

2 D

evel

op In

stitu

tiona

l br

ochu

re

- M

arke

tabl

e in

stitu

tiona

l bro

chur

e

Pub

licity

& D

isse

m

9.

1.3.

Con

duct

trai

ning

on

p

ropo

sal W

ritin

g

-

Per

sonn

el tr

aine

d in

pro

posa

l

writ

ing

9.

1.4

Dev

elop

pro

posa

ls fo

r

spec

ific

proj

ects

-

Pro

ject

Pro

posa

ls, B

riefs

C

oord

inat

ion

Div

A

ll D

iv o

f GS

S

ND

PC

, MO

FE

P

9.

1.5

Lob

by f

unde

rs to

sup

port

Pro

posa

ls

- D

iver

sifie

d so

urce

s of

fund

s

GS

and

GD

S

All

Div

of G

SS

- A

gree

men

ts o

n pr

ojec

t fun

ding

GS

S B

oard

9.2

Fun

ctio

nal f

inan

cial

9.

2.1

Rev

iew

and

str

eam

line

fin

anci

al c

ontr

ol s

yste

m

an

d bu

dget

pro

cedu

res

- Ass

esse

d ga

ps a

nd is

sues

F

inan

cial

Con

tr

All

Div

of G

SS

man

agem

ent s

yste

ms

(GS

and

GD

S)

esta

blis

hed

9.

2.2

Trai

n m

anag

emen

t

in fi

nanc

ial m

anag

emen

tS

taff

-

Per

sonn

el tr

aine

d on

effe

ctiv

e fin

anci

al m

anag

emen

t C

apac

ity B

uild

ing

9.2.

3 E

nfor

cem

ent o

f

man

agem

ent s

yste

mfin

anci

al

- Ass

essm

ent R

epor

ts

Adm

in

Impr

oved

fina

ncia

l man

agem

ent s

yste

m

GS

, DG

S, F

C

-

9.

3 R

evie

w p

olic

y on

ge

nera

ted

fund

inte

rnal

ly

9.

3.1

Iden

tify

cons

ulta

nt

-

GS

, DG

S, D

A

All

Div

isio

ns

9.

3.2

Set

out

TO

R a

nd

C

ontr

act

awar

d

Q

ualif

ied

cons

ulta

nt a

war

ded

cont

ract

9.

3.3.

Impl

emen

t pol

icy

-N

ew IG

F p

olic

y

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

49


IMPLEMENTATION, MONITORING AND EVALUATION PLAN

The strategic direction reflected in this Corporate Plan emanated from the management and staff of GSS, thus, its content has a high degree of relevance and acceptance. For that matter, the success of the Implementation Plan is critical and requires the absolute commitment of all staff, including top management. Since there is no unit within GSS that is responsible for strategic planning a new Division or Unit to be called Programme Development and Management will be established and charged with the responsibility for programme development, planning, management as well as monitoring and evaluation of the corporate plan. In addition, an Implementation Plan Steering Committee will be constituted, comprising representatives from Development Partners, Government of Ghana, steering committee of the GSDP and Head of the Programme Development and Management Division/Unit. It will however be necessary to develop the capacity of GSS in strategic planning and management, during this first phase, to ensure that this function is fully institutionalised by the end of this plan period. The services of a technical advisor will be employed for this purpose, for a period of two to three years.

The mandate of the Corporate Implementation Plan Coordinating Committee is to:

1. Facilitate the systematic initiation of Implementation Plan;2. Assess the requirements and resources available for implementing components of the Plan

together with the responsible Units;3. Ensure that responsible Units are able to implement their assigned Plan components;4. Ensure that available budget is managed within the approved GSS financial system;5. Ensure the proper monitoring and evaluation of the Implementation Plan; and6. Facilitate re-planning, based on emerging needs.

Once the NSS Coordinating Secretariat is in place and a Coordinator has been designated, he or she will be selected as a member of the Committee and will be able to provide the link to the broader based institutional framework.

Monitoring and Evaluation

Monitoring and evaluation of the Corporate Plan will be conducted at two levels:

(a) Monitoring of the implementation of Annual Action Plans

This will involve ensuring that an Annual Action Plan is consolidated from individual project submissions. A quarterly monitoring of this Annual Plan will be conducted with the focus on whether or not planned activities have been implemented and to ascertain the results of their implementation and any issues or problems with regards to timeliness of delivery, fund availability, or other management related issues. The outcome of this level of monitoring will impact on decisions to be made in subsequent quarters or periods. Outcomes of the monitoring will also be consolidated for discussion in an Annual Review of the Corporate Implementation Plan.

(b) Monitoring and Evaluation of Outcomes and Effects

The basic frame for this second level of monitoring and evaluation is the Logical Framework. In its current form, the LogFrame makes available measures of achievement at every level of objectives. Basically, monitoring and evaluation will require some in-depth investigation that may include surveys and rapid assessments. At every stage, the realistic targets of the LogFrame should be assessed.

Chapter 6

50

The responsibility for monitoring and evaluation will be vested with the Programme Development and Management Division/Unit. The Division's/Unit's capacity for monitoring and evaluation will be strengthened with the technical support from a specialist in Strategic Planning and M&E. The unit will report on a quarterly basis to the GSS Board, Chief Directors Forum and the Ministerial Group of the GSDP, and present a final annual report to the Board at its first meeting in the succeeding year.A status of implementation of the Corporate Plan will also be published in the GSS Annual Report.



51

CORPORATE PLAN BUDGET AND PLAN FOR FINANCING

Since the Corporate Plan is based on a logical framework of planning, it produces a budget structure that assigns costs to inputs of each of the activities listed in Table 9. The Budget for the Action Plan is summarised in Table 10 and a more detailed budget description is in a separate document.

The total budget requirement for the five year period is a nominal US$ 99,727,389, not including a US$ 12,500,000 of non-salary administrative support expected from government over the five-year period (not covered in the Plan cost). The largest requirement, 89.04% of the total budget, derives from the diversification and dissemination of GSS products and services. This strategic objective, naturally, consists of the bulk of programmed census and surveys.

In fact, prospective funding for the next 5 years is yet to be secured. Despite support for on-going projects, such as the Statistical Literacy Campaign, the GLSS, Population and Housing Census, the ADP, GhanaInfo, and GDDS, etc., the continuous financing of these initiatives through 2009, and subsequent years, would need to be firmly negotiated and secured. As far as the Government of Ghana budget commitment is concerned, only the budget for PPI and CPI surveys and outputs are being fully funded on a continued basis. These two surveys represent 1.13% of the total budget requirements of the Corporate Plan. Some activities covered under dissemination and advocacy are partially funded .

The Government of Ghana currently funds only half the costs of censuses and a third of the cost of survey programmes, which equates to US$ 31,057,444 and US$ 8,609,057 of the budgets for censuses and surveys, respectively. Government also provides GSS non-salary administrative support of US$ 12,500,000, over the five-year plan period. This amounts to a total of US$ 52,166,501 being Government of Ghana's commitment to the budget, leaving a shortfall of US$ 47,560,888 to be mobilised from other sources.

Consequently, the management of GSS and the Board are keen to explore alternative ways of financing the five year plan. The Government Statistician, in consultation with the GSS Board, has set up an interim committee at GSS to develop strategies for mobilising resources to support the implementation of the Corporate Plan. These alternative means will include the mobilisation of

partner stakeholders within the NSS, especially those who assume the same statistical targets as

GSS, the private businesses, and local and international civil society organisations. As indicated in the Plan, the system of internally-generated funding will be overhauled and strengthened to make significant contribution towards sustaining GSS activities, in particular the effective application of ICT.

The GSS will continue to maintain a good partnership with the Government of Ghana and traditional,

as well as non-traditional, development partners. Already, a series of consultative meetings were held between GSS and the Government of Ghana, development partners, etc., and are expected to continue throughout the Plan period. This has included dialogue with the Office of the President, Ministry of Finance and Economic Planning, National Development Planning Commission, DFID,

World Bank, GTZ, ILO, IFPRI, UNDP, and UNFPA, among others, to solicit their support and inputs for the Plan. Table 11 is the annualised, three-year and five-year unadjusted costs of activities

Chapter 7


52

Table 10: Corporate Plan Budget (In US Dollars), 2009-2013: Summary By Strategic Objectives & Outputs



SO1: CONSOLIDATED STATISTICAL INFRASTRUCTURE1.1 Sampling Frame for Household Surveys

506,990

1.2 Business Register 238,413

1.3 Geographic Information System 325,016

1.4 Statistical Standards & Methods Manual 493,286

Sub-Total

1,563,705

SO2: DIVERSIFIED AND WELL-DISSEMINATED GSS PRODUCTS & SERVICES

2.1 Population and Housing Census

48,491,526

2.2 National Agriculture Census 13,623,352

2.3 Integrated Business & Establishment Survey 9,017,532

2.4 Integrated Household Survey 12,268,522

2.5 Annual Agriculture Survey 4,541,117

2.6 Service Institutions Survey 100,050

2.7 Dissemination 757,091

Sub-Total

88,799,200

SO3: SCALED-UP STATISTICAL LITERACY

3.1 Design and implement Statistical Literacy programme 688,750

3.2 Strengthening Capacity of Media Practitioners 41,500

Sub-Total

730,250

SO4: ENHANCED COLLABORATION AND NETWORKING

4.1 Functionality of Networks 71,900

4.2 Capacity of District Assemblies 314,970

4.3 Capacity of MDA Statistical Units 104,598

4.4 Technical Advisory Unit Established 2,350

4.5 GhanaInfo & IMIS 835,270

4.6 Strengthen GDDS 26,200

4.7 Accelerated Data Programme 261,150

Sub-Total

1,616,438

SO5: IMPROVED INFORMATION & COMMUNICATION TECHNOLOGY

5.1 Set up ICT Infrastructure 2,580,230

5.2 Set up ICT Applications 353,782

5.3 Strengthen Capacity of Staff in ICT 555,012

5.4 Design & Implement ICT Management System 45,645

5.5 Set up ICT Maintenance Fund 175,321

Sub-Total

3,709,990

53

SO6: REINFORCED LEGAL FRAMEWORK

6.1 Review and Improve GSS Law 21,000

Sub-Total

21,000

SO7: RATIONALISED ORGANISATIONAL STRUCTURE & MANAGEMENT SYSTEM

7.1 Establish Management Information System(MIS) 4,875

7.2 Staff Performance Management System 54,370

7.3 Implement staff training programme 2,168,095

Sub-Total

2,227,340

SO8: UPGRADED PYSICAL INFRASTRUCTURE

8.1 Renovating newly acquired office space 70,000 8.2 Procurement of office furnishings for current and newly acquired

district offices 810,000

8.3 Strategies for constructing new Head Office complex 30,000

Sub-Total 910,000

SO9: STRENGTHENED RESOURCE MOBILISATION

9.1 Effective Resource Mobilisation 68,644

9.2 Functional Financial Management System 33,800

9.3 Review Policy on Internally Generated Funds 4,812

Sub-Total

107,256

SO10: MONITORING AND EVALUATION

10.1 Workshops & Seminars on M&E 26,560

10.2 Preparation of Technical and Financial Report 15,650

Sub-Total 42,210

GRAND TOTAL

99,727,389


54

Tab

le 1

1:

An

nu

ali

sed

, T

hree-Y

ear a

nd

Fiv

e-Y

ear U

nad

just

ed

Cost

s of

Acti

vit

ies

(US

$’0

00

)

AC

TIV

ITY

Yea

r 1

Y

ear

2

Yea

r 3

Y

ear

4

Yea

r 5

3-Y

ear

Tot

al

5-Y

ear

Tot

al %

5-

year

T

otal

SO

1:

CO

NS

OL

IDA

TE

D S

TA

TIS

TIC

AL

IN

FR

AS

TR

UC

TU

RE

93

8,22

3.00

31

2,74

1.00

31

2,74

1.00

0.

00

0.00

1,

563,

705.

00

1,56

3,70

5.00

1.

6

SO

2:

DIV

ER

SIF

IED

AN

D W

EL

L-D

ISS

EM

INA

TE

D G

SS

P

RO

DU

CT

S A

ND

SE

RV

ICE

S

0.0

Cen

suse

s 19

,069

,270

.62

40

,747

,366

.53

2,

298,

250.

86

0.00

0.

00

62,1

14,8

88.0

0

62,1

14,8

88.0

0 62

.3

S

urv

eys

676,

247.

40

226,

247.

40

8,35

8,25

0.51

8,

308,

225.

51

8,35

8,25

0.51

9,

260,

745.

31

25,9

27,2

21.3

3 26

.0

Dis

sem

inat

ion

151,

418.

20

151,

418.

20

151,

418.

20

151,

418.

20

151,

418.

20

454,

254.

60

757,

091.

00

0.8

SO

3:

SC

AL

ED

-UP

ST

AT

IST

ICA

L L

ITE

RA

CY

35

5,63

1.75

89,8

20.7

5

94,9

32.5

0

94,9

32.5

0

94,9

32.5

0

540,

385.

00

730,

250.

00

0.7

SO

4:

EN

HA

NC

E C

OL

LA

BO

RA

TIO

N A

ND

NE

TW

OR

KIN

G

330,

067.

60

333,

217.

60

317,

717.

60

317,

717.

60

317,

717.

60

981,

002.

80

1,61

6,43

8.00

1.6

SO

5:

IMP

RO

VE

D I

NF

OR

MA

TIO

N A

ND

CO

MM

UN

ICA

TIO

N

TE

CH

NO

LO

GY

2,22

2,95

4.80

571,

758.

80

526,

758.

80

216,

758.

80

171,

758.

80

2,79

4,71

3.60

3,70

9,99

0.00

3.7

SO

6:

RE

INF

OR

CE

D L

EG

AL

FR

AM

EW

OR

K

14,0

00.0

0

7,00

0.00

0.00

0.00

0.00

21,0

00.0

0

21,0

00.0

0

0.0

SO

7:

RA

TIO

NA

LIS

ED

OR

GA

NIS

AT

ION

AL

ST

RU

CT

UR

E

AN

D M

AN

AG

EM

EN

T S

YS

TE

M

492,

242.

14

447,

695.

34

432,

103.

96

429,

876.

62

425,

421.

94

1,37

2,04

1.44

2,22

7,34

0.00

2.2

SO

8:

UP

GR

AD

ED

PH

YS

ICA

L I

NF

RA

ST

RU

CT

UR

E

220,

000.

00

440,

000.

00

110,

000.

00

110,

000.

00

30,0

00.0

0

770,

000.

00

910,

000.

00

0.9

SO

9:

ST

RE

NG

TH

EN

ED

RE

SO

UR

CE

MO

BIL

ISA

TIO

N

96,5

30.4

0

10,7

25.6

0

0.00

0.00

0.00

107,

256.

00

107,

256.

00

0.1

SO

10:

MO

NIT

OR

ING

AN

D E

VA

LU

AT

ION

14,0

70.0

0

7,03

5.00

7,03

5.00

7,03

5.00

7,03

5.00

28,1

40.0

0

42,2

10.0

0

0.0

TO

TA

L

24

,58

0,6

55

.91

43,3

45,0

26.2

2

12,6

09,2

08.4

3

9,63

5,96

4.23

9,55

6,53

4.55

79,2

38,1

31.7

5

99,7

27,3

89.3

3

100.

0

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

55

AN

NE

X:

GH

AN

A S

TA

TIS

TIC

AL

SE

RV

ICE

CO

RP

OR

AT

E P

LA

N, 2009 -

2013:

LO

GIC

AL

FR

AM

EW

OR

K

S

tra

teg

ic O

bje

cti

ve

1 (

SO

1):

C

on

so

lid

ate

d S

tati

sti

ca

l In

fra

str

uc

ture

A

so

lid

an

d s

ou

nd

ma

ste

r s

am

plin

g f

ra

me

up

da

ted

us

ing

a m

an

ua

l o

f s

tan

da

rd

ise

d s

tati

sti

ca

l d

efi

nit

ion

s a

nd

co

nc

ep

ts

SO

1 / O

utp

ut

1:

Up

da

ted

Ma

ste

r S

am

plin

g F

ram

e fo

r h

ou

se

ho

ld s

urv

eys e

sta

blish

ed

By th

e e

nd

of 2

00

9, a

n u

pd

ate

d c

om

pre

he

nsiv

e

En

um

era

tio

n A

rea

(E

A)

Ma

ps a

re r

ea

dily a

cce

ssib

le

to u

se

rs in

dig

ita

l a

nd

ma

nu

al fo

rma

ts

- G

SS

EA

Ma

ps

- M

DA

Su

rve

y R

ep

ort

s

Fo

r a

ll O

utp

uts

:

Co

mm

itte

d p

roje

ct fu

nd

ing

le

ve

ls

rem

ain

co

nsis

ten

t

S

O1

/ O

utp

ut

2:

Ge

og

rap

hic

al In

form

atio

n s

yste

m

str

en

gth

en

ed

By th

e e

nd

of 2

00

9, E

nu

me

ratio

n A

rea

ma

ps a

nd

g

eo

gra

ph

ica

lly r

efe

ren

ce

d in

form

atio

n a

re a

cce

ssib

le

for

pu

rpo

se

s o

f re

se

arc

h a

nd

pla

nn

ing

- G

SS

EA

Ma

ps

- G

IS U

nit R

eco

rds

So

un

d p

olicy e

nviro

nm

en

t re

ma

in

su

pp

ort

ive

of q

ua

lity

sta

tistics

de

ve

lop

me

nt

S

O1

/ O

utp

ut

3:

Sta

nd

ard

ise

d s

tatistica

l co

nce

pts

&

de

fin

itio

ns m

an

ua

lise

d

By th

e e

nd

of 2

00

9, a

Ma

nu

al o

f S

tan

da

rdis

ed

Sta

tistica

l C

on

ce

pts

& D

efin

itio

ns is b

ein

g u

se

d a

s a

b

asis

fo

r sta

tistica

l m

an

ag

em

en

t b

y n

atio

na

l, r

eg

ion

al,

an

d d

istr

ict sta

ke

ho

lde

rs w

ith

in th

e N

atio

na

l S

tatistics

Syste

m

- M

an

ua

l o

f S

tan

da

rdis

ed

Sta

tistica

l C

on

ce

pts

& D

efin

itio

ns

- M

DA

Su

rve

y R

ep

ort

s

Attritio

n r

ate

with

in G

SS

re

ma

ins

low

S

tra

teg

ic O

bje

cti

ve

2 (

SO

2):

D

ive

rs

ifie

d a

nd

We

ll-D

iss

em

ina

ted

P

ro

du

cts

an

d S

erv

ice

s

GS

S is

ab

le t

o e

ffe

cti

ve

ly d

iss

em

ina

te d

ive

rs

ifie

d p

ro

du

cts

& s

erv

ice

s, re

sp

on

din

g t

o t

he

ne

ed

s o

f p

lan

nin

g, m

on

ito

rin

g &

ev

alu

ati

on

of

na

tio

na

l d

ev

elo

pm

en

t p

ro

gra

mm

es

.

SO

2 / O

utp

ut

1:

Po

pu

latio

n / H

ou

sin

g C

en

su

s

imp

lem

en

ted

By th

e e

nd

of 2

01

0, u

pd

ate

d d

em

og

rap

hic

an

d s

ocia

l d

ata

is a

cce

ssib

le to

use

rs in

dig

ita

l a

nd

ma

nu

al

form

ats

- C

en

su

s R

ep

ort

- 5

Ye

ar

Ce

nsu

s a

nd

Su

rve

y

Pro

gra

mm

e

- K

ey S

tatistics &

In

dic

ato

rs L

ist

- G

SS

Ro

ste

r o

f P

ub

lica

tio

ns

ca

pa

city to

pro

vid

e tim

ely

an

d

da

ta fo

r p

lan

nin

g, m

on

ito

rin

g a

nd

e

va

lua

tio

n o

f n

atio

na

l d

eve

lop

me

nt a

sw

ell a

s e

ffe

ctive

ly c

oo

rdin

ate

th

e

Na

tio

na

l S

tatistica

l S

yste

m.

relia

ble

Ob

jec

tiv

es

O

bje

cti

ve

ly V

erif

iab

le In

dic

ato

rs

M

ea

ns

of

V

erif

ica

tio

n

Imp

orta

nt

As

su

mp

tio

ns

Go

al:

In 5

ye

ars

tim

e, th

e G

SS

ha

s th

e

hu

ma

n r

eso

urc

e a

nd

in

stitu

tio

na

l

Ma

jor

po

licy a

nd

str

ate

gy d

ecis

ion

s m

ad

e w

ith

in th

e

fra

me

wo

rk o

f th

e G

PR

S, M

DG

. N

EP

AD

, A

PR

M a

nd

th

e v

ario

us G

OG

Min

istr

ies h

ave

su

bsta

ntia

lly u

tilise

d

da

ta a

nd

in

form

atio

n g

en

era

ted

fro

m w

ith

in th

e

Na

tio

na

l S

tatistica

l S

yste

m

- G

PR

S D

ocu

me

nt

- M

DG

Re

po

rts

-

NE

PA

D P

roje

ct R

ep

ort

s

- G

OG

Min

istr

y R

ep

ort

s

- M

DB

S R

eco

rds o

f D

iscu

ssio

ns

So

un

d p

olicy e

nviro

nm

en

t re

ma

in

su

pp

ort

ive

of q

ua

lity

sta

tistics

de

ve

lop

me

nt

SO

2 / O

utp

ut

2:

Ag

ricu

ltu

re C

en

su

s im

ple

me

nte

d

By th

e e

nd

of 2

011

, a

n u

pd

ate

d d

ata

on

ag

ricu

ltu

re

an

d fis

he

rie

s is a

cce

ssib

le to

use

rs in

dig

ita

l a

nd

m

an

ua

l fo

rma

ts

- C

en

su

s R

ep

ort

- 5

Ye

ar

Ce

nsu

s&

Su

rve

y P

rog

ram

me

- K

ey S

tatistics &

In

dic

ato

rs L

ist

- G

SS

Ro

ste

r o

f P

ub

lica

tio

ns

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

56

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

O

bje

cti

ve

s O

bje

cti

ve

ly V

eri

fia

ble

In

dic

ato

rsM

ea

ns

of

Ve

rifi

ca

tio

nIm

po

rta

nt

As

su

mp

tio

ns

SO

2 / O

utp

ut

3:

Inte

gra

ted

Bu

sin

ess a

nd

E

sta

blis

hm

en

t S

urv

ey

imp

lem

en

ted

Sta

rtin

g th

e

info

rma

tio

n r

ela

tin

g to

bu

sin

ess a

nd

en

terp

rise

o

pe

ratio

ns a

re a

cce

ssib

le to

use

rs in

dig

ita

l a

nd

m

an

ua

l fo

rma

ts

20

09

, a

n u

pd

ate

d b

usin

ess r

eg

istr

y,

- C

en

su

s R

ep

ort

-

5 Y

ea

r C

en

su

s a

nd

Su

rve

y

Pro

gra

mm

e -

Ke

y S

tatistics &

In

dic

ato

rs L

ist

-

GS

S R

oste

r o

f P

ub

lica

tio

ns

SO

2 / O

utp

ut

4:

GL

SS

co

nd

ucte

d

By 2

01

0, u

pd

ate

d d

ata

on

ho

use

ho

ld e

xp

en

ditu

re

an

d in

co

me

pa

tte

rns is a

cce

ssib

le to

use

rs in

dig

ita

l a

nd

ma

nu

al fo

rma

ts

- S

urv

ey R

ep

ort

-

5 Y

ea

r C

en

su

s a

nd

Su

rve

y

Pro

gra

mm

e -

Ke

y S

tatistics &

In

dic

ato

rs L

ist

-

GS

S R

oste

r o

f P

ub

lica

tio

ns

SO

2 / O

utp

ut

5:

CW

IQ s

urv

ey c

on

du

cte

d

By th

e e

nd

of 2

01

3, u

pd

ate

d d

ata

on

acce

ss,

utiliz

atio

n a

nd

sa

tisfa

ctio

n w

ith

co

re s

ocia

l a

nd

e

co

no

mic

se

rvic

es is a

cce

ssib

le to

use

rs in

dig

ita

l a

nd

ma

nu

al fo

rma

ts

- S

urv

ey R

ep

ort

-

5 Y

ea

r C

en

su

s a

nd

Su

rve

y

Pro

gra

mm

e -

Ke

y S

tatistics &

In

dic

ato

rs L

ist

-

GS

S R

oste

r o

f P

ub

lica

tio

ns

SO

2 / O

utp

ut

6:

DH

S c

on

du

cte

d

By th

e e

nd

of 2

01

3, u

pd

ate

d d

ata

de

scrib

ing

th

e

po

pu

latio

n a

nd

he

alth

situ

atio

n is a

cce

ssib

le to

u

se

rs in

dig

ita

l a

nd

ma

nu

al fo

rma

ts

- S

urv

ey R

ep

ort

-

5 Y

ea

r C

en

su

s a

nd

Su

rve

y

Pro

gra

mm

e -

Ke

y S

tatistics &

In

dic

ato

rs L

ist

-

GS

S R

oste

r o

f P

ub

lica

tio

ns

SO

2 / O

utp

ut

7:

Ho

use

ho

ld In

co

me

& E

xp

en

ditu

re

Su

rve

y c

on

du

cte

d

S

tart

ing

20

11

, h

ou

se

ho

ld le

ve

ls o

f co

nsu

mp

tio

n

by ite

m o

f e

xp

en

ditu

re a

s w

ell

as s

ou

rce

s o

f in

co

me

in c

ash

an

d in

kin

d a

re a

cce

ssib

le to

use

rs in

dig

ita

l a

nd

ma

nu

al fo

rma

ts

- S

urv

ey R

ep

ort

-

5 Y

ea

r C

en

su

s a

nd

Su

rve

y

Pro

gra

mm

e -

Ke

y S

tatistics &

In

dic

ato

rs L

ist

-

GS

S R

oste

r o

f P

ub

lica

tio

ns

SO

2 / O

utp

ut

8:

PP

I su

rve

y c

on

du

cte

d

S

tart

ing

20

09

, a

n u

pd

ate

d p

rod

uce

r p

rice

is

acce

ssib

le to

use

rs m

on

thly

in

dig

ita

l a

nd

ma

nu

al

form

ats

sta

tistics

- S

urv

ey R

ep

ort

-

5 Y

ea

r C

en

su

s a

nd

Su

rve

y P

rog

ram

me

-

Ke

y S

tatistics &

In

dic

ato

rs L

ist

- G

SS

Ro

ste

r o

f P

ub

lica

tio

ns

SO

2 / O

utp

ut

10

:

CP

I S

urv

ey c

on

du

cte

d

Sta

rtin

g 2

00

9, a

n u

pd

ate

d c

on

su

me

r p

rice

sta

tistics is a

cce

ssib

le to

use

rs m

on

thly

in

dig

ita

l a

nd

ma

nu

al fo

rma

ts

- S

urv

ey R

ep

ort

- 5

Ye

ar

Ce

nsu

s a

nd

Su

rve

y

Pro

gra

mm

e

- K

ey S

tatistics &

In

dic

ato

rs L

ist

- G

SS

Ro

ste

r o

f P

ub

lica

tio

ns

57

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

SO

2 / O

utp

ut

11

:

Sta

tistics fo

r d

eve

lop

me

nt

reg

ula

rly d

isse

min

ate

d

Le

ve

l o

f u

se

r sa

tisfa

ctio

n a

cro

ss th

e 1

0 R

eg

ion

s

tow

ard

s G

SS

pro

du

cts

an

d s

erv

ice

s in

cre

ase

d

fro

m 2

00

5 to

20

11

R

eq

ue

sts

fo

r th

e m

ain

pu

blica

tio

ns o

f G

SS

in

cre

ase

d fro

m Y

ea

r 2

to

Ye

ar

5

- 2

00

5 U

se

r S

atisfa

ctio

n S

urv

ey

Re

po

rt

- 2

011

Use

r S

atisfa

ctio

n S

urv

ey

Re

po

rt

- G

SS

Lis

t o

f P

ub

lica

tio

ns

- P

ub

lica

tio

ns F

low

Mo

n R

ep

ort

ito

rin

g

SO

2 / O

utp

ut

12

:

Ad

min

istr

ative

Da

ta C

om

pile

d a

nd

P

ub

lish

ed

Le

ve

l o

f u

se

r sa

tisfa

ctio

n a

cro

ss th

e 1

0 R

eg

ion

s

tow

ard

s G

SS

pro

du

cts

co

nta

inin

g a

dm

inis

tra

tive

d

ata

in

cre

ase

d fro

m 2

00

5 to

20

11

R

eq

ue

sts

fo

r th

e a

dm

inis

tra

tive

da

ta p

ub

lica

GS

S in

cre

ase

d fro

m Y

ea

r 2

to

Ye

ar

5tio

ns o

f

- 2

00

5 U

se

r S

atisfa

ctio

n S

urv

ey

Re

po

rt

- 2

011

Use

r S

atisfa

ctio

n S

urv

ey

Re

po

rt

-

GS

S L

ist o

f P

ub

lica

tio

ns

- P

ub

lica

tio

ns F

low

Mo

nito

rin

g

Re

po

rt

SO

2 / O

utp

ut

13

:

Ge

nd

er

Sta

tistics S

tud

ies

Co

nd

ucte

d

By th

e e

na

cce

ssib

le to

use

rs in

dig

ita

l a

nd

ma

nu

al fo

rma

ts

d o

f 2

01

0, u

pd

ate

d d

ata

on

ge

nd

er

issu

es is

- S

tud

y R

ep

ort

- In

terv

iew

s -

Ke

y S

tatistics &

In

dic

ato

rs L

ist

- G

SS

Ro

ste

r o

f P

ub

lica

tio

ns

Str

ate

gic

Ob

jec

tiv

e 3

(S

O3

):

Sc

ale

d-u

p S

tati

sti

ca

l L

ite

rac

y

A la

rge

r s

ec

tio

n o

f th

e G

ha

na

ian

so

cie

ty h

as

ob

tain

ed

th

e k

no

wle

dg

e, p

rop

er

att

itu

de

, a

nd

ob

se

rve

s a

pp

rop

ria

te u

se

of

GS

S s

tati

sti

cs

, a

pp

lyin

g t

he

m t

o t

he

ir

res

pe

cti

ve

fie

lds

to

en

ha

nc

e p

rod

uc

tiv

ity.

SO

3 / O

utp

ut

1:

Aw

are

ne

ss c

am

pa

ign

d

esig

ne

d &

im

ple

me

nte

d to

ta

rge

t p

ub

lic

offic

ials

/se

rva

nts

, b

usin

ess o

pe

rato

rs,

lea

de

rs o

f N

GO

s &

civ

il so

cie

ty

org

an

isa

tio

ns

Ap

plica

tio

n o

f G

SS

sta

tistics h

as in

cr

tra

ditio

na

l a

nd

no

n-t

rad

itio

na

l u

se

rs a

cro

ss th

e

10

Re

gio

ns fro

m 2

00

5 to

20

11

ea

se

d a

mo

ng

P

art

icip

atio

n in

fo

ra o

n im

po

rta

nce

of sta

tistics fro

m

va

rio

us s

ectio

ns o

f th

e s

ocie

ty (

in te

rms o

f se

x,

ge

nd

er, s

ocio

-eco

no

mic

gro

up

ing

) fo

llo

we

d a

n

incre

asin

g tre

nd

fr

om

Ye

ar

1 to

Ye

ar

5 Q

ua

lity

of q

ue

stio

ns a

nd

issu

es d

iscu

sse

d d

urin

g

eve

ry fo

rum

im

pro

ve

d fro

m Y

ea

r 2

to

Ye

ar

5 b

ase

d

on

sta

nd

ard

s p

rep

are

d b

y G

SS

Ad

vo

ca

cy

Co

mm

itte

e

- 2

00

5 U

se

r S

atisfa

ctio

n S

urv

ey

Re

po

rt

- 2

011

Use

r S

atisfa

ctio

n S

urv

ey

Re

po

rt

- R

eco

rd o

f P

roce

ed

ing

s fro

m

Sta

tistica

l L

ite

racy fo

ra

- R

eco

rd o

f P

roce

ed

ing

s fro

m S

tatistica

l L

ite

racy fo

ra

Ob

jec

tiv

es

Ob

jec

tiv

ely

Ve

rifi

ab

le In

dic

ato

rsM

ea

ns

of

Ve

rifi

ca

tio

nIm

po

rta

nt

As

su

mp

tio

ns

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

58

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

59

Ob

jec

tiv

es

Ob

jec

tiv

ely

Ve

rifi

ab

le In

dic

ato

rsM

ea

ns

of

Ve

rifi

ca

tio

nIm

po

rta

nt

As

su

mp

tio

ns

SO

3 / O

utp

ut

2:

Ca

pa

city o

f m

ed

ia p

ractitio

ne

rs fo

r sta

tistics r

ep

ort

ing

str

en

gth

en

ed

Nu

mb

er

of a

rtic

les o

n G

SS

pro

du

cts

an

d s

erv

ice

s

incre

ase

d fro

m Y

ea

r 2

to

Ye

ar

5

Qu

ality

of sta

tistics r

ep

ort

ing

by s

ele

cte

d m

ed

ia

imp

rove

d fro

m Y

ea

r 2

to

Ye

ar

5 b

ase

d o

n s

tan

da

rds

pre

pa

red

by G

SS

Ad

vo

ca

cy C

om

mitte

e

-

GS

S M

on

ito

rin

g a

nd

Eva

lua

tio

n

Re

po

rt

- S

ele

cte

d m

ed

ia o

rga

nis

atio

ns

Str

ate

gic

Ob

jec

tiv

e 4

(S

O4

): E

nh

an

ce

d C

olla

bo

rati

on

an

d N

etw

ork

ing

GS

S is

ab

le t

o m

an

ag

e c

olla

bo

rati

on

in

sta

tis

tic

al d

ev

elo

pm

en

t a

nd

ma

na

ge

me

nt

tog

eth

er

wit

h w

ell

-eq

uip

pe

d M

DA

s a

nd

lo

ca

l g

ov

ern

me

nt

un

its

an

d f

un

cti

on

al

ne

two

rks

of

sta

tis

tic

s p

rov

ide

rs a

nd

us

ers

.

SO

4 /

Ou

tpu

t 1

:

Fu

nctio

na

lity

of s

tatistica

l n

etw

ork

s

su

ch

as N

AC

PU

S a

nd

SS

WG

s

pro

mo

ted

By 2

011

, re

co

mm

en

da

tio

ns a

nd

de

cis

ion

s o

n m

ajo

r sta

tistica

l d

eve

lop

me

nt is

su

es a

re g

en

era

ted

th

rou

gh

th

e N

AC

PU

S a

nd

SS

WG

pro

ce

sse

s

- M

inu

tes o

f N

AC

PU

S Q

ua

rte

rly

Me

etin

gs

- M

inu

tes o

f S

SW

G B

i M

ee

tin

gs

-An

nu

al

Fo

r a

ll O

utp

uts

:

Attritio

n r

ate

am

on

g tra

ine

d M

DA

a

nd

DA

sta

ff r

em

ain

s lo

w

SO

4/ O

utp

ut

2:

C

ap

acity o

f D

istr

ict A

sse

mb

lie

s

str

en

gth

en

ed

to

effe

ctive

ly

ma

na

ge

sta

tistics fo

r p

lan

nin

g a

nd

d

ecis

ion

-ma

kin

g

B

y 2

01

3, d

istr

ict d

em

og

rap

hic

, so

cia

l, a

nd

eco

no

mic

in

dic

ato

rs a

re a

va

ila

ble

at ke

y D

istr

ict A

sse

mb

lie

s fo

r m

on

ito

rin

g a

nd

eva

lua

tin

g m

ajo

r p

ove

rty a

nd

d

eve

lopm

en

t p

rog

ram

me

in

terv

en

tio

ns

-

Dis

tric

t S

tatistics R

ep

ort

SO

4 / O

utp

ut

3:

Ca

pa

city o

f th

e s

tatistica

l u

nits o

f ke

y

M

DA

s s

tre

ng

the

ne

d to

effe

ctive

ly

ma

na

ge

th

eir s

tatistics r

eq

uire

me

nt

Sta

rtin

g 2

011

, b

asic

ad

min

istr

ative

da

ta a

nd

d

eve

lopm

en

t d

ata

are

ma

de

pro

mp

tly a

va

ila

ble

to

G

SS

by k

ey M

DA

s b

ase

d o

n a

gre

ed

sch

ed

ule

s

- S

ch

ed

ule

of R

ele

ase

of S

tatistics

fro

m M

DA

s

- M

inu

tes o

f N

AC

PU

S a

nd

SS

WG

M

ee

tin

gs

SO

4 / O

utp

ut

4:

Te

ch

nic

al A

dvis

ory

Un

it E

sta

blish

ed

to

pro

vid

e s

erv

ice

s o

n s

tatistica

l p

roce

sse

s

Sta

rtin

g 2

011

, th

e T

ech

nic

al A

dvis

ory

Un

it h

as

facilita

ted

de

live

ry o

f sta

tistica

l a

dvis

ory

se

rvic

es to

at

lea

st 5

clie

nts

(p

ub

lic a

nd

pri

va

te in

stitu

tio

ns)

an

nu

ally

- C

on

tra

cts

an

d T

erm

s o

f R

efe

ren

ce

w

ith

clie

nt in

stitu

tio

ns

SO

4 / O

utp

ut

5:

Gh

an

aIn

fo p

rom

ote

d a

t th

e R

eg

ion

al

an

d d

istr

ict le

ve

ls

By 2

01

3, G

ha

na

Info

is b

uilt a

nd

ma

inta

ine

d w

ith

fu

ll p

art

icip

atio

n b

y th

e k

ey N

SS

sta

ke

ho

lde

rs fro

m

the

na

tio

na

l, r

eg

ion

al, a

nd

dis

tric

t le

ve

ls

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

SO

4 / O

utp

ut

6:

By 2

01

3, G

DD

S is u

tilise

d a

s a

fra

me

wo

rk fo

r d

ata

D

eve

lS

ecto

r b

y th

e k

ey M

DA

s a

cro

ss th

e N

atio

na

l R

eg

ion

al a

nd

Dis

tric

t le

ve

ls

op

me

nt a

nd

dis

se

min

atio

n in

ke

y d

eve

lop

me

nt:

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

Asse

ssm

en

t R

ep

ort

s

Ge

ne

ral D

ata

Dis

se

min

atio

n S

yste

m(G

DD

S)

pro

mo

ted

at th

e R

eg

ion

al

an

d th

e D

istr

ict L

eve

ls

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

60

SO

4 / O

utp

ut

7:

Imp

lem

en

tatio

n o

f A

DP

su

sta

ine

d

By th

e e

nd

of 2

01

3, G

SS

ha

s a

fu

nctio

na

l m

eta

an

d

mic

ro d

ata

arc

hiv

ing

an

d d

isse

min

atio

n s

yste

m

acce

ssib

le to

all

sta

ke

ho

lde

rs w

ith

in th

e N

SS

- M

o A

sse

ssm

en

t R

ep

ort

sn

ito

rin

g, E

va

lua

tio

n, a

nd

Str

ate

gic

Ob

jec

tiv

e 5

(S

O5

): Im

pro

ve

d In

form

ati

on

an

d C

om

mu

nic

ati

on

Te

ch

no

log

y

GS

S u

tilis

es

IC

T e

ffe

cti

ve

ly t

o e

nh

an

ce

th

e p

rod

uc

tiv

ity

of

the

na

tio

na

l s

tati

sti

ca

l s

ys

tem

S

O5

/ O

utp

ut

1:

IT g

ove

rna

nce

syste

m e

sta

blis

he

d

B

y 2

00

9, G

SS

de

cis

ion

-ma

kin

g o

n IC

T is g

uid

ed

by a

ne

sta

blis

he

d g

ove

rna

nce

str

uctu

re -

Min

ute

s o

f M

an

ag

em

en

t M

ee

tin

gs

F

or

all O

utp

uts

:

Co

mm

itte

d p

roje

ct fu

nd

ing

le

ve

ls

rem

ain

co

nsis

ten

t

SO

5/ O

utp

ut

2:

ICT

In

fra

str

uctu

re s

et u

p

By 2

01

0, G

SS

wo

rk p

roce

sse

s u

tilis

e a

de

qu

ate

IC

T P

rod

uctio

n tim

e o

f sta

tistica

l o

utp

uts

re

du

ce

d to

a

cce

pta

ble

le

ve

l fr

om

20

08

to

20

10

-

Attritio

n r

ate

with

in G

SS

re

ma

ins

low

SO

5 / O

utp

ut

3:

ICT

Syste

ms s

et u

p

Pe

rio

d fo

r te

ch

nic

al a

nd

ad

min

istr

ative

de

cis

ion

-m

akin

g is r

ed

uce

d to

acce

pta

ble

le

ve

l fr

om

20

08

to

2

01

0

- M

inu

tes o

f M

an

ag

em

en

t M

ee

tin

gs

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

Ob

jec

tiv

es

Ob

jec

tiv

ely

Ve

rifi

ab

le In

dic

ato

rs

Me

an

s o

f V

eri

fic

ati

on

Imp

ort

an

t A

ss

um

pti

on

s

SO

5 / O

utp

ut

4:

Ca

pa

city o

f sta

ff o

n IC

T u

tilis

atio

n &

ma

na

ge

me

nt str

en

gth

en

ed

Sa

tisfa

ctio

n o

ve

r th

e a

dvis

ory

se

rvic

es o

f th

e IT

Un

it

incre

ase

d fro

m 2

00

8 to

20

11

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

SO

5 / O

utp

ut

5:

ICT

Pro

ce

sse

s &

Ma

na

ge

me

nt

Syste

ms d

esig

ne

d &

im

ple

me

nte

d

By 2

011

, th

e M

ain

ten

an

ce

Co

st o

f IC

T in

fra

str

uctu

re

is k

ep

t a

t a

cce

pta

ble

le

ve

ls d

ue

to

effic

ien

t m

an

ag

em

en

t

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

- F

ina

ncia

l R

eco

rds

SO

5 / O

utp

ut

6:

ICT

Ma

inte

na

nce

Fu

nd

se

t u

p

Sta

rtin

g 2

00

9, d

on

atio

ns to

th

e IC

T M

ain

ten

an

ce

F

un

d a

re in

cre

asin

g a

nd

co

min

g fro

m v

ario

us

sta

ke

ho

lde

rs w

ith

in th

e N

atio

na

l S

tatistica

l S

yste

m

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

- F

ina

ncia

l R

eco

rds

SO

5 / O

utp

ut

7:

Ve

hic

le lo

gis

tics fo

r IC

T o

pe

ratio

ns

ava

ilab

le

Sta

ff s

atisfa

ctio

n o

ve

r lo

gis

tic s

up

po

rt in

cre

ase

d fro

m

20

08

to

20

10

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

Mo

Asse

ssm

en

t R

ep

ort

sn

ito

rin

g, E

va

lua

tio

n, a

nd

Str

ate

gic

Ob

jec

tiv

e 6

(S

O6

): R

ein

forc

ed L

eg

al F

ram

ew

ork

Sta

tis

tic

al S

erv

ice

La

w is

up

da

ted

to

em

po

we

r G

SS

as

ce

ntr

al s

tati

sti

ca

l a

ge

nc

y t

o e

ffe

cti

ve

ly a

nd

eff

icie

ntl

y c

oo

rdin

ate

th

e N

SS

SO

6 / O

utp

ut

1:

Sta

tistica

l S

erv

ice

La

w r

evie

we

d a

nd

imp

rove

d

By 2

011

, th

e le

ve

l o

f u

nd

ers

tan

din

g a

nd

sa

tisfa

ctio

n

ove

r th

e S

tatistica

l S

erv

ice

La

w in

cre

ase

d a

mo

ng

N

AC

PU

S a

nd

SS

WG

me

mb

ers

fro

m 2

00

8

- M

inu

tes o

f N

AC

PU

S a

nd

SS

WG

Me

etin

gs

Str

ate

gic

Ob

jec

tiv

e 7

(S

O7

):

Ra

tio

na

lis

ed

Org

an

isa

tio

na

l S

tru

ctu

re a

nd

Ma

na

ge

me

nt

Sy

ste

ms

An

org

an

isa

tio

na

l s

tru

ctu

re is

in

pla

ce

th

at

allo

ws

fo

r e

ffe

cti

ve

co

mm

un

ica

tio

n a

nd

op

era

ted

wit

hin

an

in

tera

cti

ve

ma

na

ge

me

nt

sy

ste

m t

ha

t a

lso

en

su

res

th

e

rete

nti

on

of

we

ll-m

oti

va

ted

sta

ff w

ith

in G

SS

as

we

ll a

s t

he

na

tio

na

l s

tati

sti

ca

l s

ys

tem

SO

7 / O

utp

ut

1:

Org

an

isa

tio

na

l str

uctu

re r

e-o

rie

nte

d

By 2

00

9, p

lan

nin

g a

nd

de

cis

ion-m

akin

g a

re

co

nd

ucte

d a

lon

g c

lea

r su

bje

ct m

atte

r a

nd

se

rvic

e-

rela

ted

are

as o

f o

pe

ratio

ns

- M

inu

tes o

f M

an

ag

em

en

t M

ee

tin

gs

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

SO

7/ O

utp

ut

2:

Ma

na

ge

me

nt In

form

atio

n S

yste

m

(MIS

) e

sta

blish

ed

Sta

rtin

g 2

00

9, re

vie

w a

nd

de

cis

ion

-ma

kin

g o

n G

SS

o

pe

ratio

ns is b

ase

d o

n q

ua

rte

rly p

lan

of o

pe

ratio

ns

Sta

rtin

g 2

01

0, th

e le

ve

l o

f sta

ff s

atisfa

ctio

n o

n

co

mm

un

ica

tio

n flo

w w

ith

in th

e o

rga

nis

atio

nin

cre

ase

d fro

m 2

00

8

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

Ob

jec

tiv

es

Ob

jec

tiv

ely

Ve

rifi

ab

le In

dic

ato

rs

Me

an

s o

f V

eri

fic

ati

on

Imp

ort

an

t A

ss

um

pti

on

s

SO

7 / O

utp

ut

3:

Sta

ff E

sta

blish

me

nt u

pd

ate

d

S

tart

ing

20

09

, re

cru

itm

en

t o

f p

erm

an

en

t a

nd

no

n-

pe

rma

ne

nt sta

ff is

ma

de

on

th

e b

asis

of th

e

pro

vis

ion

s o

f a

n o

ffic

ial S

taff E

sta

blish

me

nt

- S

taff E

sta

blish

me

nt

SO

7/ O

utp

ut

4:

Sch

em

e o

f se

rvic

e fin

alise

d

T

he

le

ve

l o

f sta

ff s

atisfa

ctio

n o

n th

e s

ch

em

e o

f se

rvic

e incre

ase

d fro

m 2

00

8 to

20

10

- S

ch

em

e o

f S

erv

ice

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

SO

7 / O

utp

ut

5:

Co

mp

reh

en

siv

e s

taff p

erf

orm

an

ce

m

an

ag

em

en

t syste

m e

sta

blish

ed

S

tart

ing

20

09

, re

gu

lar

sta

ff a

pp

rais

al is

co

nd

ucte

d o

n

the

ba

sis

of cle

ar

term

s o

f re

fere

nce

fo

r e

ve

ry

pe

rma

ne

nt a

nd

no

n-p

erm

an

en

t sta

ff in

eve

ry U

nit/

Se

ctio

n

- Sta

ff A

pp

rais

al R

ep

ort

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

SO

7/ O

utp

ut

6:

Sta

ff D

eve

lop

me

nt &

tra

inin

g

imp

lem

en

ted

Sta

rtin

g 2

00

9, a

pp

rais

al o

f th

e p

erf

orm

an

ce

of tr

ain

ed

sta

ff in

dic

ate

s in

cre

ase

in

qu

an

tity

an

d q

ua

lity

of

ou

tpu

ts

- Sta

ff A

pp

rais

al R

ep

ort

- G

SS

Tra

inin

g P

lan

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

61

Str

ate

gic

Ob

jec

tiv

e 8

(S

O8

):

Up

gra

de

d P

hy

sic

al In

fra

str

uc

ture

GS

S h

as

ad

eq

ua

te p

hy

sic

al in

fra

str

uc

ture

an

d e

qu

ipm

en

t th

at

en

ha

nc

es

th

e p

rod

uc

tiv

ity

of

sta

ff

SO

8 / O

utp

ut

1:

Dis

tric

t S

tatistics O

ffic

es

E

sta

blish

ed

By 2

01

3, sta

tistica

l fu

nctio

ns a

t th

e d

istr

ict le

ve

ls

ha

ve

allo

ca

ted

sp

ace

in

at le

ast 7

5%

of th

e 1

70

d

istr

icts

- M

inu

tes o

f M

an

ag

em

en

t M

ee

tin

gs

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

Fo

r a

ll O

utp

uts

: C

om

mitte

d p

roje

ct fu

nd

ing

le

ve

ls

rem

ain

co

nsis

ten

t

SO

8 / O

utp

ut

2:

Ne

ce

ssa

ry lo

gis

tics &

fu

rnis

hin

gs

pro

vid

ed

to

cu

rre

nt o

ffic

es a

t

N

atio

na

l &

Re

gio

na

l le

ve

ls

B

y 2

01

2, p

rob

lem

s e

nco

un

tere

d in

th

e

imp

lem

en

tatio

n o

f p

lan

of o

pe

ratio

ns a

re n

ot

sig

nific

an

tly r

ela

ted

to

ava

ila

bility o

f lo

gis

tics

- L

og

istics a

ud

it R

eco

rds

- M

inu

tes o

f M

an

ag

em

en

t M

ee

tin

gs

- M

on

ito

rin

g, E

va

lua

tio

n, a

nd

A

sse

ssm

en

t R

ep

ort

s

SO

8 / O

utp

ut

3:

Str

ate

gy fo

r n

ew

GS

S H

ea

d

Offic

e d

eve

lop

ed

By 2

01

5, co

nstr

uctio

n o

f n

ew

GS

S o

ffic

e c

om

ple

x

wo

uld

ha

ve

sta

rte

d

- C

on

tra

ct a

wa

rde

d

-

Bu

ild

ing

pe

rmit

-

Insp

ectio

n

Go

ve

rnm

en

t a

pp

rov

es

p

rop

os

als

F

un

din

g is

ma

de

av

aila

ble

O

bje

cti

ve

s O

bje

cti

ve

ly V

eri

fia

ble

In

dic

ato

rs

Me

an

s o

f V

eri

fic

ati

on

Im

po

rta

nt

As

su

mp

tio

ns

Str

ate

gic

Ob

jec

tiv

e 9

(S

O9

): S

tre

ng

the

ne

d R

es

ou

rce

Mo

bilis

ati

on

G

SS

ha

s d

ive

rsif

ied

so

urc

es

of

fun

din

g a

nd

te

ch

nic

al a

ss

ista

nc

e f

oc

us

ing

mo

re o

n p

art

ne

rsh

ip w

ith

th

e p

ub

lic

an

d p

riv

ate

se

cto

r a

s w

ell a

s t

he

en

ha

nc

ed

c

ap

ac

ity

to

gen

era

te f

un

ds

fro

m p

rod

uc

ts a

nd

se

rvic

es

.

SO

9 / O

utp

ut

1:

Effe

ctive

Re

so

urc

e M

obilis

atio

n

Pro

gra

mm

e im

ple

me

nte

d

By 2

01

0, fu

nd

ing

le

ve

ls fo

r id

en

tifie

d G

SS

pro

jects

in

cre

ase

d fro

m 2

00

8

- F

ina

ncia

l R

eco

rds

- C

orp

ora

te P

lan

Bu

dg

et

SO

9/ O

utp

ut

2:

Fu

nctio

na

l fin

an

cia

l m

an

ag

em

en

t syste

ms e

sta

blish

ed

By 2

01

0, th

e le

ve

l o

f u

tilisa

tio

n o

f a

llo

ca

ted

pro

ject

fun

ds in

cre

ase

d fro

m 2

00

8

- F

ina

ncia

l R

eco

rds

- C

orp

ora

te P

lan

Bu

dg

et

SO

9 / O

utp

ut

3:

Re

vie

w p

olicy o

n in

tern

ally

ge

ne

rate

d fu

nd

By 2

01

0, in

tern

ally-g

en

era

ted

fu

nd

s in

cre

ase

d fro

m

20

08

le

ve

ls -

Fin

an

cia

l R

eco

rds

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

62

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

AN

NE

X 2

: A

DM

INIS

TR

AT

IVE

ST

AT

IST

ICS

EX

PE

CT

ED

FR

OM

MD

AS

Bro

ad

Are

a o

f S

tati

sti

ca

l P

rod

uc

tio

nA

dm

inis

tra

tiv

e S

tati

sti

cs

Pro

du

ce

dM

DA

In

vo

lve

dP

eri

od

(C

yc

le)

to F

orw

ard

to

G

SS

1. V

ita

l e

ve

nts

Birth

s, d

ea

ths

Ma

rria

ge

s, d

ivo

rce

s

B&

D R

eg

istr

y,

Re

gis

tra

r G

en

era

l,

Dis

tric

t A

sse

mb

lie

s

An

nu

al

An

nu

al

2. Im

mig

ratio

n &

Em

igra

tio

n

Tou

rism

: N

um

be

r o

f h

ote

ls, ro

om

s a

nd

be

ds;

Lic

en

sed

tra

vel a

nd

to

ur

Su

mm

ary

of lic

en

sed

acc

om

mo

da

tion

est

ab

lish

me

nts

; In

tern

atio

na

l to

urist

s a

rriv

als

a

nd

re

ceip

ts;

op

era

tors

;

G

IS/T

ou

rist B

oa

rd

An

nu

al

3. E

xte

rna

l T

rad

e

Ext

ern

al t

rad

e v

alu

e o

f im

po

rts

an

d e

xpo

rts;

Typ

e, va

lue

an

d v

olu

me

of

an

d p

ou

ltry

imp

ort

ed

an

d b

y co

un

try

of o

rig

in; O

rig

in, va

lue

an

d v

olu

me

of m

ea

t im

po

rts;

V

alu

e o

f Im

po

rts,

exp

ort

s a

nd

tra

de

ba

lan

ce; Im

po

rts

by

bro

ad

eco

no

mic

cla

ssifi

catio

n;

Imp

ort

s b

y st

an

da

rd in

tern

atio

na

l tra

de

cla

ssifi

catio

n; E

xpo

rts

of se

lect

ed

no

n-t

rad

itio

na

l

live

sto

ck s

pe

cie

s

MO

TI/ G

EP

C/C

EP

S

Mo

nth

ly

4. A

gricu

ltu

re, L

ive

sto

ck,

Ho

rtic

ultu

re a

nd

Allie

d In

du

str

ies

Vo

lum

e, a

rea

cu

ltiva

ted

& a

vera

ge

yie

ld o

f m

ajo

r fo

od

cro

ps,

La

nd

use

, cl

ima

te, fa

rm p

op

ula

tion

, liv

est

ock

po

pu

latio

n, m

ea

t im

po

rts,

fe

rtili

zer

imp

ort

s a

nd

price

s,

cert

ifie

d s

ee

d, a

rea

an

d v

olu

me

, im

po

rts

of o

the

r a

gro

-ch

em

ica

ls a

nd

price

s, w

ho

lesa

le a

nd

veg

eta

tion

, so

ils a

nd

MO

FA

A

nn

ua

l

5. F

ore

str

y fo

restr

y in

ve

nto

ry,

fore

st

rese

rve

s,

Co

nce

ssio

n a

lloca

tio

n/e

xp

loita

tio

n,

fore

st

Lo

g P

rod

uctio

n, T

ree

sp

ecie

s, T

ree

dia

me

ter/

gir

th C

on

ce

ssio

n,

Qu

alit

y/g

rad

e/V

olu

me

of

log

, L

og

pri

ce

s,

Sh

ipp

ers

, d

estin

atio

n,

Ve

sse

l a

nd

po

rt o

f sh

ipm

en

t, C

urr

en

cy

an

d p

aym

en

t,

Ma

na

ge

me

nt,

ML

FM

A

nn

ua

l

6. F

ish

erie

s M

arin

e fis

h p

rod

uct

ion

by

sou

rce

an

d typ

op

era

tion

s; C

old

sto

rag

e fa

cilit

ies;

Fis

h s

tock

in c

old

sto

res;

Fis

h e

xpo

rts

an

d im

po

rts;

N

atio

na

l fis

h r

eq

uire

me

nt a

nd

co

nsu

mp

tion

; N

um

be

r o

f fis

h p

on

ds

an

d fa

rme

rs;

e; In

lan

d fis

h c

atc

h; N

um

be

r o

f v

ess

el i

n

MO

F

A

nn

ua

l

7. F

acto

rie

s, M

ine

s a

nd

In

du

str

ies G

en

era

lly

Pro

du

ctive

Go

ld p

rod

uct

ion

; D

iam

on

d p

rod

uct

ion

; B

au

xite

an

d m

an

ga

ne

se p

rod

uct

ion

; n

um

be

rs o

f m

ine

ral p

rod

uct

ion

; D

istr

ibu

tion

of e

sta

blis

hm

en

ts a

nd

pe

rso

ns

en

ga

ge

d

an

d b

y le

ga

l org

an

isa

tion

; D

istr

ibu

tion

of e

sta

blis

hm

en

ts b

y si

ze, sk

ill w

ork

ers

,

Ind

ex

Min

era

ls

Co

mm

issio

n/M

OT

I

An

nu

al

8. E

mp

loym

en

t a

nd

Un

em

plo

ym

en

t

Typ

e o

f a

ctiv

ity, e

con

om

ica

lly a

ctiv

e a

nd

no

t a

ctiv

e p

op

ula

tion

, o

ccu

pa

tion

, in

du

stry

, e

mp

loym

en

t st

atu

s, e

mp

loym

en

t se

cto

r, R

eco

rde

d e

mp

loym

en

t in

e

sta

blis

hm

en

ts irr

esp

ect

ive

of si

ze, P

ers

on

s e

ng

ag

ed

by

reg

ion

in m

an

ufa

ctu

rin

g;

min

ing

an

d q

ua

rryi

ng

, e

lectr

icity

an

d w

ate

r, si

ze a

nd

ind

ust

ry m

ajo

r d

ivis

ion

/ c

lass

/ ty

pe

of le

ga

l org

an

isa

tion

, le

vel o

f sk

ills,

typ

e o

f o

wn

ers

hip

Typ

e o

f

MM

YE

/la

bo

ur

De

pa

rtm

en

t

Qu

art

erly

9. S

ala

rie

s, W

ag

es, B

on

use

s, F

ee

s,

A

llo

wa

nce

s a

nd

an

y o

the

r P

aym

en

ts a

nd

Ho

no

raria

fo

r S

erv

ice

s R

en

de

red

Wa

ge

s a

nd

sa

larie

s in

in

du

str

ial e

sta

blish

me

nts

MM

YE

Qu

art

erly

63

Gh

an

a S

tatis

tica

l Se

rvic

e 5

Ye

ar

Co

rpo

rate

Pla

n, 2

00

9 -

20

13

10

. S

oci

al,

Ed

uca

tion

al,

La

bo

ur

Ind

ust

ria

l Ma

tte

rs, In

clu

din

g

Ass

oci

atio

ns

of E

mp

loye

rs,

Em

plo

yee

s a

nd

Oth

er

Pe

rso

ns

Ge

ne

rally

an

d

Ed

uca

tion

al i

nst

itutio

ns

/ b

y re

gio

n; E

nro

lme

nt in

prim

ary

sch

oo

ls, ju

nio

r sc

ho

ols

, se

nio

r se

con

da

ry s

cho

ols

, p

oly

tech

nic

s, u

niv

ers

itie

s; E

nro

lme

nts

at th

e U

niv

ers

ity

of G

ha

na

/ S

cie

nce

an

d T

ech

. /C

ap

e C

oa

st / c

olle

ge

of E

du

catio

n/ D

eve

lop

me

nt st

ud

ies

by

Fa

culty

, g

en

de

r a

nd

leve

l of st

ud

y; E

nro

lme

nt in

sp

eci

alis

ed

inst

itutio

ns;

Te

ach

ers

–

prim

ary

sch

oo

ls, JS

S, S

SS

, p

oly

tech

nic

s a

nd

un

ive

rsiti

es;

seco

nd

ary

MM

YE

/

MO

ES

S

11

. In

du

str

ial D

istu

rba

nce

s a

nd

D

isp

ute

s

Nu

mb

er

of la

bo

ur

dis

pu

tes

M

MY

E

An

nu

al

12

. B

an

kin

g, In

su

ran

ce

, a

nd

F

ina

nce

Ge

ne

rally

C

he

qu

e c

lea

rin

g a

nd

de

bits

to

cu

rre

nt a

cco

un

ts o

f co

mm

erc

ial b

an

ks; M

on

ey

mo

ne

y su

pp

ly; A

sse

ts a

nd

lia

bili

ties

of co

mm

erc

ial b

an

ks; N

um

be

r o

f co

mm

erc

ial b

an

ks’

bra

nch

es;

Ass

ets

an

d li

ab

ilitie

s o

f co

mm

erc

ial a

nd

se

con

da

ry b

an

ks; L

oa

ns

an

d a

dva

nce

s o

f co

mm

erc

ial a

nd

se

con

da

ry b

an

ks; In

tere

st r

ate

s; E

xch

an

ge

ra

tes;

Ce

ntr

al g

ove

rnm

en

t a

cco

un

ts; su

mm

ary

of ce

ntr

al g

ove

rnm

en

t fin

an

ces;

Eco

no

mic

cla

ssifi

catio

n o

f re

ven

ue

; to

tal r

ecu

rre

nt a

nd

de

velo

pm

en

t e

xpe

nd

iture

– fu

nct

ion

al c

lass

ifica

tion

; C

ust

om

s a

nd

e

xcis

e r

eve

nu

e; im

po

rt d

utie

s co

llect

ed

by

sect

ion

s; R

eve

nu

e c

olle

cte

d b

y In

tern

al

Re

ven

ue

Se

rvic

e;

an

d q

ua

si-

BO

G

Qu

art

erly

13

. H

ea

lth

He

alth

fa

cil

pa

ram

ed

ica

l pe

rso

nn

el i

n p

ub

lic s

erv

ice

; D

oct

or

to p

op

ula

tion

ra

tio (

pu

blic

se

cto

r); N

urs

e to

p

op

ula

tion

ra

tion

(p

ub

lic s

ect

or)

; P

reva

len

ce o

f d

ise

ase

s (m

ala

ria

, tu

be

rcu

losi

s, e

tc.; G

uin

ea

w

orm

ca

ses r

ep

ort

ed

by

reg

ion

; Im

mu

nis

atio

n b

y re

gio

n; S

up

erv

ise

d d

eliv

erie

s b

y re

gio

n,

Nu

triti

on

al s

tatu

s o

f ch

ildre

n; N

um

be

r o

f b

ed

s in

pu

blic

he

alth

fa

cilit

ies;

itie

s b

y ty

pe

an

d r

eg

ion

; P

op

ula

tion

pe

r b

ed

ind

ice

s b

y re

gio

n; m

ed

ica

l an

d

MO

H

An

nu

al

14

. T

ran

spo

rt &

Co

mm

un

ica

tion

fo

rms

By

La

nd

, W

ate

r O

r A

ira

nd

All

Ca

sea

po

rts

by

typ

e; S

hip

ca

lls b

y ty

pe

; A

ir tra

ffic

– In

tern

atio

na

l arr

iva

ls / d

ep

art

ure

s; A

irlin

e p

ass

en

ge

r d

istr

ibu

tio

n b

y o

rig

in a

nd

de

stin

atio

n; R

ailw

ay

fre

igh

t tr

affic

by

prin

cip

al c

om

mo

ditie

s;

Ra

ilwa

y C

orp

. re

ven

ue

an

d e

xpe

nd

iture

; G

ha

na

Po

rts

Au

tho

rity

re

ven

ue

an

d

exp

en

ditu

re; N

ew

re

gis

tra

tion

of m

oto

r ve

hic

les;

Dis

trib

utio

n o

f te

lep

ho

ne

lin

es

by

typ

e

of se

rvic

e a

nd

pro

vid

er;

Ra

dio

an

d te

levi

sio

n s

tatio

ns;

Da

ily a

nd

we

ekl

y n

ew

spa

pe

rsci

rcu

latin

g in

Gh

an

a;

rgo

un

loa

de

d a

nd

loa

de

d a

t se

ap

ort

s; C

arg

o u

nlo

ad

ed

an

d lo

ad

ed

at

MO

C/M

OT

/M

PH

An

nu

al

15

. In

jurie

s/A

ccid

en

ts/C

om

pe

nsa

tio

nM

MY

EA

nn

ua

l

16

. L

an

d T

en

ure

/Occu

pa

tio

n/U

se

Pro

po

rtio

n o

f h

ou

se

ho

lds w

ith

acce

ss to

se

cu

re te

nu

reM

OFA

/ML

FM

An

nu

al

Bro

ad

Are

a o

f S

tatistica

l P

rod

uctio

n

Ad

min

istr

ative

Sta

tistics P

rod

uce

d

M

DA

In

vo

lve

dP

erio

d (

Cycle

)to

Fo

rwa

rd to

GS

S

So

urce

: G

SS

, P

re

pa

re

d fo

r th

e C

orp

ora

te P

lan

, 2

00

8

Lea

der

in t

he

Pro

duct

ion

of

Off

icia

l S

tati

stic

s

64

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