Governance
Governance
GHANA NATIONAL GOVERNANCE PROGRAMME IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
TABLE OF CONTENTS
SECTION 1: SUMMARY OF THE NATIONAL PROGRAMME FRAMEWORK FOR GOVERNANCE
1.0 Analysis of National Development Problems
1.1 Development Problems and Constraints
1.2 Population Groups Affected
1.3 Effect on the Environment
2.0. Development Objectives
2.1 Capacity Requirements and Assessments
2.2 Strategy for the National Programme Framework on Governance
SECTION II: ACHIEVING ACCOUNTABILITY AND TRANSPARENCY IN GOVENANCE 3.0 Achieving Accountability and Transparency3.1 Achieving Good Governance in Ghana
3.2 Ghana National Governance Workshop
3.3 The Role of the Executive
3.4 The Role of Parliament
3.5 The Role of the Judiciary
3.6 Auxiliary Institutions and Groups
4.0 Funding of the National Governance Programme
5.0 Institutional Arrangements
6.0 Execution Modality
Annexes
Summary of Group Discussions at National Governance Workshop II
2. Funding of the National Governance Programme
SECTION 1: SUMMARY OF THE NATIONAL PROGRAMME FRAMEWORK FOR GOVERNANCE
1.0 Analysis of the National Development Problems1.1 Development Problems and Constraints
Ghana had an estimated total population of 16,525 million in 1994, with an estimated growth rate of 3% per annum. The country is divided into 10 regions for administrative purposes. However, districts constitute the focal points in the decentralized administration of the country. Traditional administrative areas co-exist with the modern governmental structure. These areas consist of chiefdoms and traditional councils which have important roles to play, especially in rural areas. Together with grassroots organizations, they represent vehicles for community mobilization for development.
Since Ghana's independence in 1957, the country has shifted back and forth between military and civilian governments, as a result of a series of coups. There was a transition to a democratic government in 1992 when parliamentary and presidential elections were held under the 1992 Constitution.
Development policy formulation and planning in Ghana over the last decade has been closely associated with the Economic Recovery Programme (ERP) and the associated Structural Adjustment Programmes (SAPs) being pursued by the Government of Ghana since 1983 in conjunction with the World Bank Group and the International Monetary Fund (IMF). The ERP was aimed at freeing the economy, installing a liberalized trade and investment regime in Ghana, and pursuing an export-led growth strategy. In line with this development policy, the Government adopted a 25-year (1996-2020) development framework document entitled GHANA -- VISION 2020 which represents the long-term policy direction to be followed by all sections of the society in order to achieve the long-term development agenda of Ghana. It was formulated because of the limitations of the ERP.
The main goal of Ghana -- Vision 2020 is to transform Ghana into a middle-income country within a generation. This, according to the document, implies achieving higher rates of growth of the economy, reducing poverty, ensuring sustainability in development, and achieving equitable distribution of benefits of development.
In spite of the remarkable economic growth achieved during the last decade, Ghana is still a poor country. It is classified as a low-income country in the World Bank’s World Development Report, and among the low human development countries in UNDP’s Human Development Report. The Ghana Living Standards Survey reports that some 31% of Ghanaians live in poverty. Indeed, the high incidence and depth of poverty, directly linked to livelihoods and incomes, remains the most eloquent statement of Ghana's low level of human development and limited economic growth of the past
In the years 1975 to 1983, Ghana's real GDP dropped by 10% and GDP per capita by 27%. However, with the introduction in 1983 of the ERP, Ghana has, during the decade from 1984 to 1993, achieved an increase in GDP of 52% and GDP per capita of 22%. Average annual growth rate of GDP in real terms was about 5% during the period.
Since 1983 when it started the Economic Recovery Programme, Ghana has accomplished much in liberalizing its economy. As in other developing countries, reforms have involved the decontrol of prices of domestic goods and services, interest rates, foreign exchange transactions, and trade payments liberalization which have opened the Ghanaian economy to international trade competition. The liberalization of financial markets has facilitated a phenomenal growth of the private sector. The economic decline has been halted and growth has resumed. Nevertheless, subsistence agriculture and trading activities still make up most of the economic activities and the manufacturing sector remains very small, constituting a mere 8% of GDP in recent years. Flows of direct foreign private investments have increased. However, with the exception of the mining sector, the level of investment is insufficient to spark an autonomous growth process, achieve a rapid rise in incomes and eradicate poverty in a reasonable time frame. As a result, the country remains heavily dependent on flows of foreign assistance.
Politically, there have been substantial reforms. After adopting a new constitution in 1992, elections for Parliament and the presidency were conducted in 1992 and 1996. Members from several parties now sit in Parliament. The Constitution provides for a number of Independent Commissions: the Commission on Human Rights and Administrative Justice (CHRAJ), to ensure the promotion and oversight of human rights, and to carry out the duties of an ombudsman; the National Media Commission (NMC), to promote freedom of the media and responsible practices; the Electoral Commission (EC), to prepare and ensure free and fair elections; and the National Commission on Civic Education (NCCE), for the promotion of responsible citizenship and good governance. Other bodies set up under the Constitution include a National Development Planning Commission to advise the President on development planning policy and strategy, and a Council of State to advise the President on legislation and other issues.
In order to promote greater local control of development efforts, an ambitious decentralization programme is being implemented. Assemblies representing 110 Districts were set up and elections have been conducted for two thirds of their members (one third being nominated by the President after local consultation).
The period immediately before and especially since the inauguration of the Fourth Republic has witnessed liberalization of scope for free expression. This is in keeping with the provisions of the 1992 Constitution which guarantees freedom of expression under Article 21. However, most of the restrictive laws of the past that run counter to the current Constitution have yet to be repealed. The Government, through the Attorney-General’s Department, has announced far- reaching measures to clean up the statute books.
The mass media landscape is one of the most eloquent testimonies to the gains in free expression since 1992. Freed from the requirement of licenses, there has been a proliferation of privately- owned newspapers since 1992 alongside the state-owned ones. The resurgence of privately- owned newspapers has been accompanied by the opening up of the electronic media to private ownership, which however require licenses to operate. Thus far the bulk of private radio stations allowed since 1995 have been in Accra.
Citizen participation in the formulation of state policies is encouraged. Under the Constitution and a number of laws, various types of civil society organizations have mandatory representation on a number of statutory supervisory and policy-making bodies. The tripartite committee made up of the government, employers, and representatives of the labour movement, which meets periodically to discuss wages and related industrial relations matters, is an obvious example.
The civil society organizations given institutional recognition in state-civil society relations represent some of the better organized and politically most important of the many civil society organizations which in diverse ways serve as vehicles for political participation by citizens. Beyond these, however, are numerous community-based organizations and trade associations that exist and operate as representatives and interlocutors for their membership.
Private-sector development is an important goal of Government. In the last several years, Ghana has been making tremendous efforts in trying to transform the economy from a state-controlled economy towards an economy based on private-sector initiative in a market-oriented environment. The reforms have been extensive, encompassing a wide range of policies, some of which are adjusted over time in reaction to their observed effects on the economy.
Under the privatization programme, a number of state-owned enterprises have also been divested to private investors, with the latest being the sale of government's 60% share holding in Ghana Commercial Bank, the largest bank in the country. At the same time, the Government is making use of the Private Enterprise Foundation (PEF) -- a coordinating body of private-sector, business, commercial and industrial organizations -- to champion private-sector development and improvement in performance.
A critical assessment of human development in Ghana paints a picture of notable progress over the long term, and the persistence of fundamental shortcomings which need to be overcome very quickly if Ghana is to rise out of the ranks of those countries classified as exhibiting ‘low levels of human development’.
While the estimated average life expectancy of 57 years, an 11-year increase over three decades, is higher than the average in sub-Saharan Africa of 45 years, it is still well below the 73 years in countries of high human development. Significantly, some other African countries, such as neighbouring Togo, which had lagged far behind Ghana in life expectancy 35 years ago have now either caught up or considerably narrowed the gap. Estimated per capita GDP is still within the range of the least developed of the developing countries.
The marked expansion in primary-school enrolment (88% in 1992) is one of the more visible achievements of the post-colonial period. However, the 12% who are not in school, the strong gender and regional disparities hidden within the gross enrolment figures, as well as contemporary concerns about the quality of education underline how much ground still remains to be covered. Indeed, as implied above, the scale of Ghana's progress must be qualified by the fact that other African countries which lagged behind Ghana three decades ago, including some with substantially lower economic potential, have done better.
The restoration of economic growth after 1984, followed by the longest period of sustained economic growth since independence, has highlighted the fact that growth does not necessarily translate into human development. The relative longevity of the Fourth Republic and its indication of political stability and a new culture of governance are set against the background of military rule and the authoritarian use of power.
There are other development problems associated with the economy. While the structure of production cannot be said to have undergone fundamental change since Independence, some structural change has taken place since 1983. From about 1987 the services sector has recorded the highest growth rates, replacing agriculture as the largest sector. The performance of agriculture has been mediocre. This has implications for the poor, since poverty in Ghana is largely a rural phenomenon, and most of the rural dwellers are involved in agriculture.
Participation in state policy-making and decision-making is yet another development problem to be addressed. The pace of implementation of the decentralization programme has not been as fast as desired. This implies that local governance and local development initiatives are yet to be fully integrated into the national development process. In this connection, it is worthy of note that some groups are marginalized in the structures of policy making. For example, even though women form a majority in the population, their participation in the policy-making process, both at the local and national levels, remains low. As of March 1994, women comprised 2 out of 19 Cabinet members, 3 out of 35 ministerial appointments. They constituted less than 8% of parliamentarians, 3% of District Assembly membership and 11 % of the judiciary. Finally, public confidence in the newly established constitutional organs is yet to be fully established.
1.2 Population Groups Affected
All groups in the Ghanaian society are affected by the slow progress in human development and poverty. However, poverty is overwhelmingly a rural phenomenon, with 80% of those persons classified as poor residing in the rural areas, and the rural savannah topping the list as the poorest zone. Studies show that the key characteristics of the destitute poor are disability, old age combined with lack of adult children, widowhood, and childlessness.
Data from studies carried out under the Ghana Living Standards Survey (1987 to 1992) imply that a significant proportion of the rural poor live in remote areas which are far from publicly-owned development and service institutions such as extension services, schools and hospitals. This isolation in terms of geographical location is compounded by a lack of transport and adequate infrastructure (roads) and speedy and efficient communication links (radio and telephone). Furthermore, high rates of illiteracy among the rural poor limits their access to information and interaction with the political process, the latter resulting in their lacking in sufficient clout to substantially influence political decision-making. The interplay between these factors result in almost endemic social and political marginalization of poor households, especially those in rural areas, despite efforts to empower them.
The Participatory Poverty Assessment study (1995) findings revealed quite clearly that, in severely degraded environments in Ghana, women carried extra labour burdens and disproportionately bore the pressures of food insecurity, particularly during the lean season. Women also have a greater likelihood of being plunged into poverty following life-cycle changes. Women with limited access to labour, including widows, aged women, childless women and those with young children, for example, are less able to produce enough for their needs, compared to men and other women. In addition, cultural biases restrict women's access to land, credit and education, thus limiting their capacity to be productive.
1.3 Effect on the Environment
Ghana's principal environmental problems are pollution, deforestation, soil and coastal erosion and inefficient waste management. These problems have been aggravated by the increase in mining and other economic activities which have taken place under the ERP. It has been estimated that environmental degradation involves a cost of around 4% of GDP, almost equivalent to the annual economic growth rate. The general economic decline has led to the neglect of the environment.
The degradation of the environment has led to many physical, economic and energy crisis situations which cause major prolems and difficulties for many vulnerable groups. Deforestation has caused many rivers to dry and turned previously fertile areas into wastelands. Rainfall is affected and is the bane of the current energy crisis. This is causing major shifts in the population distribution. The most vulnerable groups affected are women, children and the elderly. Within the cities, environmental protection has been a major concern. Rivers and streams overflow their banks during major rainfall seasons and pose physical and health hazards.
2.0 Development Objectives
Government's development objectives are to:
Attain a middle-income country status within a generation;
Achieve higher rates of growth of the economy;
Reduce poverty;
Ensure sustainability in development;
Achieve equitable distribution of the benefits of development; and
Achieve improvement in the management of the environment.
Government recognizes that the achievement of these objectives requires good governance and participation by all sectors of society. The First Step emphasizes that, as a coordinated programme, it is "the first of its kind in that it is human-centred, comprehensive and based on the coordinated endeavours of government agencies -- national, sectoral, regional and district -- as well as the private sector, including NGOs". In the First Step, the provision of an enabling environment to ensure sustainability in development encompasses: (a) ensuring good governance, (b) improving public administration at the national and local levels within the context of decentralization, (c) providing appropriate legal, regulatory and institutional framework, (d) progressively increasing national self-reliance through capacity building, and (e) enhancing social integration and national cohesion through appropriate cultural policies.
2.1 Capacity Requirements and Assessments
Given the scope of the National Development Objectives, it is apparent that a wide range of capacities are required to ensure success. Attempts have been made by the Government and development partners to assess national capacities for programme implementation.
A three-day national workshop was organized on 19-21 April 1994 to "produce a Ghanaian consensus on the appropriate strategy to be followed in building a self-reliant economic and social development". Participants worked in five groups, namely: Public Sector Management, Private Sector Development, Public Policy Development, Decentralization, and Human Resource Development. They identified the priority issues listed below. These indicate the capacity requirements and assessment for a national governance programme
Public Sector Management
Ineffectiveness caused by the lack of awareness or appreciation of value for money in the provision and/or delivery of services;
The lack of relevant skills in the critical areas, i.e. public policy formulation, salary administration, financial management, management information, statistical analysis, training measurement, performance measurement, human resource planning;
Poor and uncompetitive remuneration and unsatisfactory conditions of service and working environment;
Insufficient middle-level management particularly professional and technical grades;
Poor organization structure and inappropriate mandates and regulatory framework.
Private Sector Development
Relatively low investor response;
Inadequate infrastructure;
Inadequate finance and weak financial system;
Inadequate research and development and technology transfer;
Low managerial and technical skills.
Public Policy Development
Failure to adhere to and lack of awareness of delineated roles in policy formulation;
Lack of willingness and ability to implement, monitor, evaluate and coordinate public policies;
Weak capacities for sustainability of policy-making process;
Deficiencies in creating, developing and sustaining capacities in policy-making and formulation;
Inability to fully explore the environment for policy-making.
Decentralization
Lack of clearly-defined roles for Central, Regional and Local Governments;
Slow implementation of fiscal decentralization;
Weak local capacity to organize and manage "bottom-up"community-based planning and development;
Weak revenue generation and management at all levels.
Human Resources Development
Skill shortages at all organizational levels in both private and public sectors;
Deficiencies in availability and utilization of human and material resources for education and training;
Low performance levels and productivity;
Inappropriate management practices;
Minimal representation of women in skilled occupations at top and middle levels of organizations.
Similar concerns apply to the components of civil society, the media, and governing institutions.
2.2 Strategy for the National Governance Programme Framework
The National Governance Programme Framework (NGPF) is being designed to ensure good governance by improving public administration at the national and local levels, strengthening key constitutional organs, and empowering civil society organizations to engage in constructive dialogue with state institutions.
The overall strategy of the National Governance Programme is to support, strengthen and empower governance institutions by building their capacity to contribute to the attainment of national development objectives stated above. Specifically, the following strategies will be pursued:
Strengthening the capacity of the public service to formulate, analyse, implement and evaluate national development policies; promote private sector development; manage relations between security services and institutions and the civil society; and assure accountability of its actions;
Strengthening the capacity of the private sector to generate economic growth and employment opportunities;
Strengthening the capacity of District Assemblies to ensure local participation in local governance and in development processes;
Strengthening the capacity of Parliament, Judiciary, and the Independent Constitutional Commissions to fulfil their respective mandates under the Constitution;
Supporting programmes of civil society organizations aimed at ensuring full participation of all Ghanaians in state policy and decision-making.
The main capacities to be developed under the National Governance Programme are: training in programme monitoring and evaluation; resource mobilization; development strategy formulation and implementation; policy formulation, analysis and implementation; and programme formulation, implementation, monitoring and evaluation; leadership and management of change; and conflict management and negotiation. In addition, material and logistical support will be provided for selected participating institutions. These capacity shortfalls are among a number of constraints identified at the national workshop.
SECTION II: ACHIEVING ACCOUNTABILITY AND TRANSPARENCY IN GOVENANCE 3.0 Achieving Accountability and Transparency3.1 Achieving Good Governance in Ghana
The 1992 Constitution provides the basic framework for governance. The Directive Principles of State Policy as enshrined in the Constitution include political, economic, social, educational, and cultural objectives "which shall guide all citizens, Parliament, the President, the Judiciary, the Council of State, the Cabinet, political parties and other bodies and persons in interpreting the Constitution." Alongside the traditional constitutional concern with civil, political and private property rights, the 1992 Constitution explicitly recognizes "Economic Rights", "Educational Rights", "Women’s Rights", "Children’s Rights", "Rights of the Disabled", and the "Rights of the Sick". The President, in whom executive authority in Ghana is vested, is specifically enjoined to report "at least once a year all the steps taken to ensure the realization of the policy objectives, and in particular, the realization of basic human rights, a healthy economy, the right to work, the right to health care and the right to education."
Under the provisions of the Constitution the State "shall take all necessary action to ensure that the national economy is managed in such a manner as to maximize the rate of economic development and to secure the maximum welfare, freedom and happiness of every person in Ghana and to provide adequate means of livelihood and suitable employment and public assistance to the needy."
3.2 Ghana National Governance Workshops
The Parliament of Ghana, in collaboration with UNDP, organized a National Governance Workshop in Accra in June 1997. The Workshop, with about 310 participants, had two main objectives. It was to give as many of the key Ghanaian stakeholders an opportunity to review progress on national governance and to recommend priority actions for the strengthening of national governance as outlined in Ghana Vision 2020. At the First Africa Governance Forum (AGF I) organized in Addis Ababa in July of 1997, Ghana presented the outcome of its First National Governance Workshop. The Report of this Workshop is published and widely distributed as "National Workshop on Governance in Ghana".
This document is Ghana’s contribution to AGF I. The First National Governance Workshop was conducted within the framework of the United Nations system-wide Special Initiative on Africa (UNSIA). Governance issues discussed at AGF I included: Leadership building, Accountability and transparency, Civil Society Empowerment, and Initiation of political transition and peace and stability. The Forum agreed that the focus of AGF II should be on accountability and transparency. Accordingly, the second National Workshop on Governance in Ghana followed the United Nations Guidelines and chose as its theme, TRANSPARENCY AND ACCOUNTABILITY.
The National Governance Workshop on Accountability and Transparency was held at the Accra International Conference Centre on 14 and 15 May 1998. Among the participants were representatives from the districts and the District Administration, civil and public institutions, security agencies, the Executive, Parliament, Judiciary, independent commissions, the private sector, NGOs, women’s groups, civil society, diplomatic missions and the donor community.
Topics discussed were: a) The Accountability and Transparency Survey; b) The Role of the Executive in Ensuring Accountability and Transparency; c) The Role of Parliament in Ensuring Accountability and Transparency for Good Governance; c) The Role of the Judiciary in Ensuring Accountability and Transparency for Good Governance; d) The Role of Independent Commissions in Ensuring Accountability and Transparency for Good Governance; e) The Role of the Auditor-General in Sustaining Financial Accountability and Transparency for Good Governance; f) The Gender Dimension of Accountability and Transparency in Good Governance; g) Operational Realities of Accountability and Transparency at the District Level; h) The Role of Civil Society and NGO’s in Sustaining Accountability and Transparency for Good Governance.
The background documentation for this workshop was provided in an Accountability And Transparency Survey which was especially commissioned for the workshop. Twenty out of Ghana’s 110 districts were selected for the survey on accountability and transparency. The selection of the sample respondents was purposefully structured to have more women than men since the general population consists of more women than men. The sample consisted of 55% women, 80% from the "grassroots" population, and not more than 20% coming from opinion leaders, and with two rural districts in each of the 10 regions included.
Findings
This comprehensive survey showed that:
In general, the transparency and accountability levels of the elected/appointed officials, executive institutions, the independent commissions and the judiciary to civil society were relatively low; so was the level of awareness of the civil society of the name/existence, functions, etc. of these governance entities;
It was necessary to concentrate available resources in order to raise the level of awareness of certain entities – especially Parliamentarians;
It was necessary to raise the level of awareness of civil society with regard to the functions and activities of certain of the Constitutional Commissions such as the Commission for Human Rights and Administrative Justice, and the National Commission on Civic Education;
Most executive institutions and the District Assembly Core Staff do not have adequate staff in terms of numbers and skills to honour their technical assistance and monitoring roles to the District Assembly effectively;
Although women constituted 58% of the sample, they were the least in relation to their size in the sample to be satisfied with political, performance and financial accountability as compared to men. In a society such as Ghana’s, where tradition tends to limit the access to basic rights of women in the home and at the work place, the Commission for Human Rights and Administrative Justice – the ultimate cheaper court of last resort for redress on civil rights and administrative abuses should have been popular with, or well known, to women. The case was the opposite.
Good governance requires that all the above limitations and shortcomings be addressed satisfactorily and with adequate resources. The Government of Ghana itself is concerned with the implementation of exhortations and demands of the Constitution to promote and sustain good governance as have successive governments since independence. Since 1957, however, in spite of all good intentions, the various constitutions and governments, good governance seems to have eluded Ghana. The 1992 Constitution offers the best promise so far, and there appears to be good will on all sides to ensure that this time the country has got the right means to achieve good governance. It is to this end that the 1997 National Workshop on Governance in Ghana and the 1998 National Governance Workshop on Accountability and Transparency hold promise.
The UNDP definition of accountability and transparency for Africa Governance Forum II succinctly defines accountability as "the obligation to render an account for a conferred responsibility". It means those individual and organizations charged with the performance of particular actions or activities are held responsible, and responsibility is judged or measured in terms of clearly articulated codes of conduct. It defines transparency as "the ready and unfettered access to, and availability of accurate, timely, reliable, comprehensive, verifiable, usable and relevant data and information from public as well as private sources; and tolerance for public debate, public scrutiny and public contestability over political, economic and social policy choices made on behalf of, and/or impacting on the welfare of individuals, groups and organizations". There are key players in this shared responsibility and the major ones as defined by the 1997 and 1998 National Governance Workshops are 1) the Executive (Presidency), 2) Parliament (representatives of the people), 3) Judiciary (the arbitrators and interpreters), 4) Civil Society (the people themselves and their associations, including the media as disseminator of information).
3.3 The Role of the Executive
For 40 years Ghana searched for a suitable form of government and institutions to promote rapid social and economic development. Although Ghanaians have always demanded openness in governance and government institutions, this demand or search has not produced the desired result and impact. The Fourth Republic, though young and fragile, has however begun to show some positive traits of good governance.
The 1992 Constitution of the Republic of Ghana itself lays down objective measures for assessing good governance and provides measures for the attainment of the objective. The Executive power of the State is vested in the President who has sworn to protect and defend the Constitution. The President, therefore, has the chief role in ensuring good governance through accountability and transparency or probity as it is generally known. Although the Constitution established other public offices and organs to assist in maintaining transparency and accountability, the crucial role belongs to the President.
No one single office or individual is better placed to promote the ideals of accountability and transparency than the Presidency or the President of the Republic himself. Since independence, however, the exercise of this initiative has been hampered by a) the avoidance of action when boldly called for, b) political-party considerations which have not always made it possible to place blame squarely where it should be in order to forestall future abuses of power, c) the need to secure funds and resources to support the party in power and which has often made accountability and transparency difficult, d) buck passing from the Executive to Parliament and to wherever appropriate decisions could not be taken readily or appropriately.
In order to take action in strengthening the leadership role of the Executive, it was generally felt that the perceptions of lack of accountability, wherever it may occur, should be taken seriously and dealt with expeditiously. Although it may be difficult to maintain transparency and accountability, especially in a multi-party democracy, the Executive is better placed to lead the way and accord them high priority. Reports of Commissions of Enquiry must be disposed of with dispatch and thoroughness – especially those emanating from sources such as the Accountant-General, Auditor-General and the Serious Fraud Office. Public institutions should be required to publish annual or bi-annual reports of their activities. Improved public perception of the functions of the Executive would itself indicate that transparency and accountability have been enhanced.
Most importantly, a President may have been elected to office on a partisan basis. But once in office he represents the interests of all. The President is therefore "father of the nation", not head of a political party.
Since 1992 when the Fourth Republic came into power, the Executive has shown a clear commitment to championing the cause of good governance and has put in place various measures that clearly indicate its increasing concern for accountability and transparency. The benefits of democracy to Governance in Ghana have been many. The public has played its part by voting two governments into power; citizen participation in elections and development has been on the increase at the district, institutional and central levels; institutions have been established and are working to protect human rights; Parliament is asserting itself in the choice of alternatives; the Judiciary is utilizing its autonomy and championing a sustaining course of independence; the private press and electronic media are helping voice issues that might once have been swept under the carpet, and civil society empowerment is making progress.
All these are positive influences on the Executive to be more responsive to the needs of the citizenry; to popular demands for accountability and transparency. Some of the initiatives launched by the Executive (Government) include the launching of 1) a Civil Service Performance Improvement Programme (CSPIP) to correct the ineffectiveness, lack of professionalism and development orientation that characterized government machinery; and 2) the National Institutional Renewal Programme (NIRP) to improve efficiency, effectiveness and good governance and also to promote enhanced strategic partnership between the public and private sector.
Government’s comprehensive strategy to improve governance manifests itself in the continuous improvement and expansion of social and economic infrastructure, institution building, education, and capacity building and Utilization. The Unit Committee elections slated for June 1998 are intended to provide further improvements in political and administrative accountability at the local level. The relationship between Government and the media appears to be gaining acceptability insofar as the latter have managed to acquire confidence and can be supported to achieve aims compatible with fairness, competence and freedom of expression; and in spite of laws on the statute books which were not clearly meant for democratic governance.
3.4 The Role of Parliament
Parliament is conceived as an assembly of qualified men and women of some repute in the community, elected freely by members of the community (constituency) they represent. The choice of candidate, if done on partisan basis, is seen to be patently open and free from peer influences. The people being represented at all levels in all factions play a paramount role in the choice of their representatives. Its functions are to make laws; review or amend existing laws; examine, criticize, review, approve, monitor Executive plans, programmes and proposals and actions for their viability and acceptance for the general good of the population; propose for consideration and adoption projects suitable for socio-economic development of the people; approve, monitor and review Executive financial programmes.
The influence of political party policy on the members of Parliament has sometimes been so strong that their rights and freedom of speech are rendered meaningless – for example when it comes to speaking for or against or voting on issues of great concern to the Party. The partisan influence often overrides the convictions and beliefs of the MP or constituents.
Parliament has a strong role to play in financial accountability. The Constitution of Ghana makes adequate provisions in various articles for the people’s representatives to perform these functions adequately so that there will be not only transparency and accountability but also probity.
Articles 174-189 prescribe the mode of raising and accounting for funds from all sources, taxes, levies, loans and grants. They also outline the roles of the various institutions of government – Executive, Parliament, Accountant-General, the Bank of Ghana, and the Auditor-General. It is particularly in the discharge of its duties in the financial management of the economy – Articles 174-184 – that the place of Parliament in ensuring transparency and accountability is most crucial and paramount.
Parliament has a primary duty to ensure adequate and unfettered accountability in all matters where the public interest is concerned. This duty of Parliament is not limited to the public sector under the Executive only. It extends to activities of the private sector, where the nature of the activity might jeopardize the larger public interest, e.g. environmental issues, depletion of natural resources, human rights violations. In order for Parliament to carry out its duties effectively, such as overseeing the activities of the Executive and other institutions in the interest of accountability and transparency for the good of the society whose interests parliament serves, it must be provided with the necessary facilities and resources to perform creditably. These include qualified professional investigators, researchers, adequate library with complimentary and access facilities, adequate office accommodation, secretariat, communication systems. Unfortunately these facilities are woefully lacking and pitifully inadequate where they exist at all.
3.5 The Role of the Judiciary
Under the preamble to the 1992 Constitution the people of Ghana for the first time declared and affirmed their commitment to "probity and accountability" in addition to the other principles that had appeared in the previous constitutions such as freedom, justice, sovereignty of the people, and rule of law, etc. Since 31 December 1981, the words "probity and accountability" have taken on such an indelible dimension that they are now household words. They have also become part of the political language which is now enshrined in the Constitution in the following words in Article 37:
The state shall endeavour to secure and protect a social order founded on the ideals and principles of freedom, equality, justice, probity and accountability as enshrined in Chapter 5 of this Constitution; and in particular, the State shall direct its policy towards ensuring that every citizen has equality of rights, obligation and opportunities before the law.
Probity and accountability are literally the same as transparency and accountability, to which the UNDP Special Initiative refers, and which the Workshop had adopted. What is now important is how the average citizen can avail himself or herself of the services of the Judiciary to seek redress or interpretation when confronted with the need to do so, and how the courts can uphold challenges to acts which go against probity and accountability when called for or are exposed by the media.
The impact of any court on the lives of the people subject to its jurisdiction depends to a large extent on the nature and scope of the jurisdiction of the said xourt. In Ghana only the High Court has original jurisdiction in all matters; the jurisdiction of the Community Tribunals is limited in terms of the value of the subject matter of the claim, and to the geographical area indicated in the legislative instrument setting it up. The courts within the Judiciary in the order of superiority are the Supreme Court, the Appeal Court, the High Court, the Regional Tribunals, the Circuit Courts/Tribunals and the Community Tribunals. Every district in Ghana falls within the jurisdiction of a High Court or Regional Tribunal; and all Districts fall within the jurisdiction of the Court of Appeal and the Supreme Court. In other words each District of Ghana falls within the jurisdiction of Community Tribunal, Circuit Court and Circuit Tribunal, the High Court and Regional Tribunal, the Court of Appeal and the Supreme Court.
The ability of the Community Tribunal to enhance its own transparency and accountability is closely controlled by the superior courts. It was found by the Accountability and Transparency Survey that 64% of those who use the services of the Community Tribunals are satisfied, which suggests a reasonably high level of transparency and accountability. That 36% who use the service are dissatisfied, which suggests that there is a vast room for improvement. One of the reasons for dissatisfaction and lack of use of the legal system in Ghana is the high cost of access. In this connection it has been suggested that the maximum writ fees that should be charged by the Court should not exceed the minimum annual wage of a Ghanaian worker. This would render the constitutional right to equality before the law more meaningful.
Another form of dissatisfaction with the legal system is the inordinate delay that attends cases brought before the courts – especially the higher courts. Some cases last as long as ten years before or without judgement. Because of this, aggrieved persons prefer to leave matters alone rather than seek legal redress; or abandon the quest as not worthy of pursuit and too costly in the long run. The system of court reporting requiring sitting judges to write down by hand and with pen every word uttered in the course of proceedings in order to keep a record of the trial, lack of secretarial, recording and reproducing equipment, the nearly masochistic attitude of law officers to preserve antiquated legal systems and habit account for this anachronistic behaviour and practice.
The widespread perception of lack of independence of the Judiciary that was articulated during the first Workshop on Governance in 1997 was not apparent in 1998 due to bold initiatives and judgements given within the system during the course of the year. However, the priority issues outlined during the 1997 Workshop appear to still be acute. These are:
Promotion of judiciary authority
Promotion of new methods in support of public confidence and credibility
Fostering efficiency through removal of delays and bottlenecks
Putting into place sufficient logistical support and resources, and
Enhancing high professionalism in the judiciary
3.6 Auxiliary Institutions and Groups
Although the Constitution enjoins the Executive, Parliament and Judiciary to uphold and promote accountability and transparency or probity, it is elsewhere that it looks for action. Article 125 of the Constitution provides:
Justice emanates from the people and shall be administered in the name of the Republic by the Judiciary which shall be independent and subject only to the Constitution.
Citizens may exercise popular participation in the administration of justice through the institution of public customary tribunal and the jury and areas or systems.
Public participation in the administration of justice might help and contribute to transparency and accountability in the mass media, which is constitutional, charged with promoting those two principles in the governance of this country.
The major players in the quest of transparency and accountability are therefore the civil society, other traditional groups and institutions, the independent commissions, and the media. Although, strictly speaking, not part of the "independent commissions", the role of two agencies stand out as equally important and, in so far as accountability and transparency are concerned, crucial. The major one of these is office of the Auditor-General.
The Auditor-General
The office of the Auditor-General which includes the Audit Service, the Supreme Audit Institution of Ghana, has existed since colonial times. The 1969 Constitution strengthened the legal basis of audit independence by creating the Audit Service out of the then Auditor-General’s Department and established for the first time the Audit Service Board to safeguard the financial and administrative autonomy of the Audit Service. It also expanded the scope of audit beyond central government to the whole of the public sector. The 1969 constitutional provisions on the Auditor-General, the Audit Service and the Audit Service Board have largely remained unchanged in succeeding constitutions and legislation. These are currently reflected in Articles 187 to 189 of the 1992 Constitution.
Under the 1992 Constitution, the Auditor-General has been mandated to audit the public accounts of Ghana and of all public offices including the courts, the central and local government administrations, of the universities and public institutions of like nature, of any public corporation or other body or organization established by an Act of Parliament and to present his report to Parliament within six months after the end of each financial year, drawing attention not only to irregularities but to any other matter which in his opinion should be notified to Parliament.
In the performance of this function the Auditor-General and staff of the Audit Service constitute a continuing charge on the Consolidated Fund and are therefore "not subject like most government expenditure to annual appropriation."
The legal framework within which the office of the Auditor-General is required to function is therefore consistent with the external audit component of the Public Financial Management Reform Programme (PUFMARP) of government (within the Executive) and aimed at improving efficiency, accountability and transparency in the public financial management system being funded by external agencies. The external audit component of PUFMARP calls for "a posterior external audit independent of the executive branch and reports to an elected legislative body representing citizens in general".
A major object of external audit function by most supreme audit institutions worldwide is to ensure that revenues and other public funds are raised and disbursed by government under legislative or parliamentary authority towards the achievement of programmes of government. This type of audit known as regularity, legislative, compliance and financial audit is geared towards establishing, among other things, whether taxes, fees, income, loans and other inflows raised or received by government are used in accordance with existing laws, including the Appropriation Act and issuing and audit opinion on the state of financial health of government at the end of the financial year.
The office of the Auditor-General has within the past few years been reviewed and assessed by consultants and external agencies all aimed at strengthening the capacity of the Audit Service. A recent survey carried out by the United Nations indicated the following: "Although independent in law it is less independent in practice. Its budget is submitted through the Minister of Finance who has on occasion cut the requested budget. Also approval from the Ministry of Finance is required for every activity. The Audit Office is understaffed given its broad responsibilities. It is not only a question of the quality of staff but also the quality of the staff…"
Various other reasons account for the existing state of affairs and these can be traced to the fact that notwithstanding constitutional and legal provisions dating back to 1969, agencies of the executive branch of government notably the Ministry of Finance and Office of the Head of the Civil Service have to date continued their annual ritual of subjecting the budgetary requirements of the Audit Service to review and downward revisions before submitting the estimates to Parliament. The result of the continued interference with the budgetary estimates of the Service by the Ministry of Finance is that while the responsibilities of the Service have over the years been increasing in scope and complexity, human and other resources keep on diminishing without any qualitative improvement in human resource capacity and provision of adequate logistical support to the Service.
Civil society
Civil society refers to the ensemble of intermediate organizations that lie between the State and the household, that are formed voluntarily by members of society to protect and advance their interests and values, that are separate from the State and largely autonomous. It includes civic associations, religious bodies, professional bodies, independent think tanks, trade unions, community-based organizations, private voluntary associations, non-governmental organizations, etc.
Civil society and NGOs can help ensure the success of the election process through voter education and registration. They can help enhance electoral credibility and promote broad acceptability of electoral outcomes by monitoring elections. Accountability and transparency can also be fostered through petition drives and active societal participation in and support for the work of Parliament. By playing a watchdog role in society and by providing outlets for citizens to air their opinions and voice complaints, the media serves as a major agency of transparency and accountability. They can liaise with independent commissions, provide public bodies with evidence and other relevant information, testify at the hearings of such bodies. Civil society organizations with specialized skills such as the Institution of Accountants, Engineers/Architects/Valuers, Bar Association, etc. can help make the expertise of their members available to keep an eye on public agencies.
In order to carry out the above effectively, Constitutional Rule and, especially, the political space and associated freedoms guaranteed by the 1992 Constitution must be respected. The decentralization process must be sustained and expanded to give local-level civil societies and NGOs more opportunities and confidence to demand accountability from their officials.
It was agreed that there is need for civil society and NGOs, individually and collectively; as institutions and/or organizations to behave or operate openly, transparently and accountably. Their financial and business dealings should be within the bounds of probity and accountability.
Awareness levels among underprivileged women in the Accountability and Transparency Survey may not be too surprising when considered within the context of the general participation of women in politics at both the national and local levels. According to a recent report on "Women in Public Life", women are not proportionately represented in the field of politics. There are currently two female Cabinet Ministers out of 18, four female members of the Council of State out of 24, six female Ministers out of a total of 37, four female Deputy Ministers out of a total of 34, and 18 members of Parliament out of a total of 200. At the district level, there are only two female Regional Ministers out of a total of 10, two Deputy Regional Ministers out of 10, ten female District Chief Executives out of a total of 110, and a total of under 500 Assembly Women by contrast to a total membership of 6,448.
From the foregoing, it is clear that the attempt to mainstream women into the good governance process can not materialize unless it is linked to the total liberation of all women. Women need to be empowered first of all, through access to productive resources, education, through equity and equality in domestic relations and through proportional representation at all decision-making levels. Transparency and accountability are important aspects of good governance to women because women make immense contributions to the economies of their various localities. The need for them to be informed of how resources are allocated and utilized is therefore a basic human right. Local-level officials must be given appropriate training on the special needs of women as a vulnerable group, so as to enable them to take and implement decisions in a gender-sensitive manner. Their poor patronage of institutions of justice as revealed in the Transparency and Accountability Survey, must be addressed as a serious concern in terms of their potential to protect the human rights of women. A national commitment and desire to increase the participation of women at all levels of decision-making must complement these efforts.
Summary Ghana has come a long way since 1992, when the new Constitution was adopted and the Fourth Republic Journey began. Since then the benefits of democracy to Ghana have been many. The public has played its part by creating governments through voting; citizen participation in elections and development have increased at the district, institutional and central levels; institutions have been established and are working to protect human rights; Parliament is asserting itself in the choice of alternatives; the Judiciary is utilizing its autonomy and championing a sustaining course of independence; and civil society empowerment is making progress. The mass media are finding their voice and articulating issues, and doing so with increasing sophistication and panache.All these exert tremendous pressure on the Executive to provide quality leadership to guide the national transformation process. Resources are limited all around. But needs are being articulated for support from various sources to champion good governance and promote accountability and transparency. The march towards the 21st century has begun for Ghana. The Ghanaian parent can well and truly say to the child, "Come along with me; the best is yet to be".
4.0 Funding of the National Governance Programme
Much support for governance in Ghana comes from the regular budget of the Government (and of some civil society organizations). The budget allocations for Parliament, the Judiciary and the Independent Commissions, for example, are all support for good governance, as are funds for the National Institutional Renewal Programme, the Civil Service Performance Improvement Programme and others. Funding for the National Governance Programme itself will come from the Government of Ghana and Ghana’s development partners, including Non-Governmental Organizations. It is expected that any substantial funds from development partners will be channelled through the Ministry of Finance. However, some activities, seminars or visits, for example, may be supported more directly but nevertheless be recognized, in consultation with NIRP, as part of the National Governance Programme.
The Programme builds on continuing governance activities financed by the Government of Ghana and on the increasing support given to governance in recent years by development partners. A major task for the National Governance Programme will be to identify that support more clearly and to mobilize it more effectively. Annex II shows the funding of the National Governance Programme.
5.0 Institutional Arrangements
Governance is a shared responsibility of Parliament, the Judiciary and the Independent Commissions set up by the Constitution, and of the Ministries, Departments and agencies of Central Government, the different levels of local government, and many parts of civil society. Policy for the National Governance Programme will be guided by a Steering Committee with representatives from Parliament (Chair), participating organizations, and development partners. The Steering Committee will report through the National Institutional Renewal Programme (NIRP) Secretariat, located in the Office of the President, to the National Overview Committee, which is chaired by the Vice-President.
6.0 Execution Modality
Responsibility for the financial management of the National Governance Programme rests with the Ministry of Finance. The programme will be nationally executed by the Ministry of Finance (MOF) through the National Institutional Renewal Programme (NIRP). The Programme implementation machinery will be in accordance with the existing structure of the NIRP of the Office of the President of Ghana. In accordance with this structure, a national overview committee (NOC) chaired by the Vice-President provides oversight supervision, leadership and direction. Membership of the NOC is drawn from the Executive, Parliament, Judiciary, the larger public sector and the private sector. For monitoring and evaluation, NIRP shall seek the cooperation of development partners where appropriate.
ANNEX I
Summary of Group Discussions
NATIONAL GOVERNANCE WORKSHOP II
GROUP WORK: IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION : EXECUTIVE
| CONSTRAINTS/PROBLEMS | ACTION REQUIRED TO IMPROVE THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATORS FOR MONITORING PROGRESS |
| 1. Failure of bureaucrats to carry out directives of
executive. 2.Pleading of public on behalf of those in malfeasance. 3.Bureaucratic and other adulteration of information that gets to the executive 4. Political consideration in taking harsh but necessary decision. |
1. Executive must ensure monitoring 2. Education of the public 3. Information available to the Executive must be duly processed 4. Political will |
1. Executive. 2. N. C. C. E. 3. Executive 4. Executive |
1. Quick implementation of decisions 2. Less pleading 3. Flow of correct information 4. More effective and immediate decision |
NATIONAL GOVERNANCE WORKSHOP II
GROUP WORK: IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION: EXECUTIVE
| CONSTRAINTS/PROBLEMS | ACTION REQUIRED TO IMPROVE THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATORS FOR MONITORING PROGRESS |
| 5. Name dropping (i.e misuse of names of executive for
wrong-doing) 6. Weakness of monitoring the implementation of decisions
7. Wrong public perception of powers and authority of President.
|
5. Prosecution of those caught (sanctions) 6. (I) Putting in place proper systems for monitoring 7. Education of public on limitations of President under Constitution
|
5. Security agencies
6. Executive
7. (i) NCCE (ii) Other media |
5. Less name dropping
6. Better monitoring
7. Improved perception of powers of President
|
NATIONAL GOVERNANCE WORKSHOP II
GROUP WORK: IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION: PARLIAMENT
| CONSTRAINTS/PROBLEMS | ACTION REQUIRED TO IMPROVE THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATORS FOR MONITORING PROGRESS |
| 1. Perception of status of MPs by the MPs themselves and
the public.
2. Lack of adequate support for Parliamentarians a) funds b) research assistants c) logistics 3. Questions of Ranking of allegiance of MPs i.e. according to: (i) conscience (ii) party (iii) constituency 4. Social demands on MPs by public (material demands) 5. Lack of research Assistants at constituencies to convey problems of public to MPs. |
1. a) Education of public b) Confidence or self-assertiveness of MPs.
2. Full effect must be given to (talks about support for Parliament)
3. MPs and their parties must appropriate decisions on these.
4. Education of citizens of MPs civic responsibilities 5. Support to be given to MPs at the constituency level e.g. Research Assistant |
1. a) MPs b) NCCE
2. President (Executive)
3. (i) MPs (ii) Parties
4. (i) NCCE (ii) MPs 5. Executive (President) |
1. Position accorded to MPs at functions etc. (Protocol) 2. Availability of resources, e.g. Research Assistants in place.
3. (i) The use of the party whip (ii) Voting across party lines
4. Reduction of demands on MPs by public 5. Availability of the resource at the constituencies |
NATIONAL GOVERNANCE WORKSHOP II
GROUP WORK: IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION: INDEPENDENT COMMISSIONS
| CONSTRAINTS/PROBLEMS | ACTION REQUIRED TO IMPROVE THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATORS FOR MONITORING PROGRESS |
|
Increase in funds
Improvement in service condition
Improved service condition More funds for logistics Review Review |
Min. of Finance & Parliament
Parliament
Parliament Min. of Finance Parliament Parliament |
Increased education by CHRAJ Increased research
Low rate of turnover Increased logistics eg. Computers, Removal of all restrictive laws, More freedom for operation |
NATIONAL GOVERNANCE WORKSHOP II
GROUP WORK: IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION: JUDICIARY
| CONSTRAINTS/PROBLEMS | ACTION REQUIRED TO IMPROVE THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATORS FOR MONITORING PROGRESS |
1. Delays in carrying out justice
3. Poor remuneration and poor service condition 4. Perception that Judiciary is politicized
|
Provision of modern equipment at the courts, e.g. computers and recorders Provision of logistics
Improved remuneration
More education |
Min. of Finance, Parliament Judicial Service, General Legal Council
Chief Justice, General Legal Council and Chief Justice Chief Justice and Judicial Council
|
Fast and improved delivery of justice Increased number of computers, vehicles
Improved service conditions Improved image of the Judiciary
|
NATIONAL GOVERNANCE WORKSHOP
GROUP WORK: IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION: AUDITOR GENERAL
| CONSTRAINTS / PROBLEMS | ACTION REQUIRED TO IMPROVE THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATORS FOR MONITORING PROGRESS |
2. Lack of skilled personnel
3. Lack of equipment
|
Law to be passed by Parliament
Authority for hiring staff Supply of equipment |
Public Service Commission
Ministry of Finance
Audit Service Board |
Passage of law
Well-staffed District Assemblies Sufficient equipment |
NATIONAL GOVERNANCE WORKSHOP II
GROUP WORK: IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION : GENDER
| CONSTRAINTS/PROBLEMS | ACTION REQUIRED TO IMPROVE THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATION FOR MONITORING PROGRESS |
- Rejection of affirmative action by Policy maker |
Education through the media Training
Advocacy roles by women groups |
- Parliament |
- A 5% reduction of the evils against women by 1999 |
NATIONAL GOVERNANCE WORKSHOP II
GROUP WORK : IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION: CIVIL SOCIETY
| CONSTRAINTS / PROBLEMS | ACTION REQUIRED TO IMPROVEMENT THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATORS FOR MONITORING PROGRESS |
| Credibility Financial
Proliferation of NGO’S |
Rules and laws (codes of ethics)
2. Government subvention 3. Donor Support
Comprehensive registration of NGOs |
Parliament, NGOs, Ministry of Social Welfare NGOs Government Donors
Ministry of Employment And Social Welfare |
Availability of code of ethics Improvement of cash flow and reduction in dependence on Government donors
Availability of comprehensive NGO Directory Monitoring of NGO activities |
NATIONAL GOVERNANCE WORKSHOP II
GROUP WORK : IMPROVEMENT OF ACCOUNTABILITY AND TRANSPARENCY FOR GOOD GOVERNANCE
INSTITUTION: DISTRICT ASSEMBLY
| CONSTRAINTS / PROBLEMS | ACTION REQUIRED TO IMPROVEMENT THE SITUATION | INSTITUTION RESPONSIBLE FOR ACTION | INDICATORS FOR MONITORING PROGRESS |
- Inadequate equipment
|
- Purchase or requisite equipment |
- Regional Coordinating Council
|
- New equipment Acquired
|
ANNEX II: Funding of the national programme framework6 ($000)
| Sub-programmes components items | 1997 | 1998 | 1999- |
2000 | TOTAL | |||||||||||||||||||
| FR | RE | SOF | GAP | FR | RE | SOF | GAP | FR | RE | SOF | GAP | FR | RE | SOF | GAP | |||||||||
| Sub-programme 1 Public Sector Management |
200 |
2000 |
4600 |
6,800 |
GoG World Bank ODA UNDP |
|||||||||||||||||||
| Sub-Programme 2 Decentralization |
180 |
2500 |
6000 |
8,680 |
GoG USAID GTZ Canada Denmark EU UNDP |
|||||||||||||||||||
| Sub-programme 3 Governing institutions Parliament Judiciary Ind. Commissions Sub-total |
300 100 100 500 |
2500 1000 1000 4500 |
4800 1800 1800 8400 |
7,600 2,900 2,900 13,400 |
GoG USAID UK Denmark Netherlands Germany Canada Sweden |
|||||||||||||||||||
| Sub-programme 4 Civil society |
100 |
1800 |
3400 |
5,300 |
GoG Sweden Canada Germany* USAID |
|||||||||||||||||||
| Sub-programme 5 Private sector development Total National programme framework |
50
1030 |
100
10,900 |
300
22,700 |
450
34,630 |
GoG USAID UNDP GTZ |
|||||||||||||||||||
*
Through Foundations
