REPUBLIC OF GHANA
eGhana Project
Report No. 108359
NOVEMBER 17, 2016
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Report No.: 108359
PROJECT PERFORMANCE ASSESSMENT REPORT
REPUBLIC OF GHANA
EGHANA PROJECT
(CREDIT NO. IDA-42260, IDA-47730)
November 17, 2016
IEG Human Development and Economic Management Department
Independent Evaluation Group
ii
Currency Equivalents (annual averages)
Currency Unit = Ghanaian Cedi (GH₵)
2005 US$1.00 ₵0.90
2006 US$1.00 ₵0.91
2007 US$1.00 ₵0.93
2008 US$1.00 ₵1.05
2009 US$1.00 ₵1.40
2010 US$1.00 ₵1.43
2011 US$1.00 ₵1.51
2012 US$1.00 ₵1.79
2013 US$1.00 ₵1.95
2014 US$1.00 ₵3.21
ABBREVIATIONS AND ACRONYMS
BPO Business Process Offshoring
CAGD Controller and Accountant General Department
DANIDA Danish International Development Agency
DFID United Kingdom Department for International Development
EU European Union
GASSCOM Ghana Association of Software and IT Companies
GDP Gross Domestic Product
GFS Government Finance Statistics
GhC Ghanaian Cedi
GIFMIS Ghana Integrated Financial Management Information System
GoG Government of Ghana
GovNet Government-wide Network
GRA Ghana Revenue Authority
HRMIS Human Resources Management Information System
ICR Implementation Completion and Results Report
ICT Information and Communication Technology
IDA International Development Association
IEG Independent Evaluation Group
IGF Internally Generated Fund
IPPD Integrated Personnel Payroll Database
ITES Information Technology Enabled Services
ITU Information Technology Union
KBI Kumasi Business Incubator
KNUST Kwame Nkrumah University for Science and Technology
M&E Monitoring and Evaluation
MDAs Ministries, Departments and Agencies
MMDAs Metropolitan, Municipal, District Assemblies
iii
MoC Ministry of Communications
MoF Ministry of Finance
NCA National Communications Authority
NITA National Information Technology Agency
OBI Open Budget Index
P2P Procure to pay
PAD Project Appraisal Document
PEFA Public Expenditure Financial Accountability
PDO Project Development Objective
PFM Public Financial Management
PIU Project Implementation Unit
PPAR Project Performance Assessment Report
PPP Public Private Partnership
RGD Registrar General’s Department
RICs Regional Innovation Centers
TIN Tax Identification Number
TSA Treasury Single Account
TTL Task Team Leader
TRIPS Total Revenue Integrated Processing System
WAN Wide Area Network
Fiscal Year Government January 1 – December 31
Director-General, Independent Evaluation : Ms. Caroline Heider
Director, Human Development and Economic Management : Mr. Nick York
Manager, Country Program and Economic Management : Mr. Mark Sundberg
Task Manager : Mr. Arun Arya
iv
Contents
Principal Ratings ............................................................................................................... vii
Key Staff Responsible....................................................................................................... vii
Preface................................................................................................................................ ix
Summary ............................................................................................................................. x
1. Background and Context................................................................................................. 1
Country Context .............................................................................................................. 1
Project Context................................................................................................................ 1
2. Objectives, Design, and their Relevance ........................................................................ 2
Objectives ....................................................................................................................... 2
Relevance of Objectives ................................................................................................. 2
Design ............................................................................................................................. 3
Components ................................................................................................................ 3
Implementation Arrangements.................................................................................... 3
Monitoring and Evaluation Design ............................................................................. 4
Relevance of Design ....................................................................................................... 4
3. Implementation ............................................................................................................... 6
Planned versus Actual Expenditure by Component........................................................ 6
Implementation Experience ............................................................................................ 6
Implementation of Monitoring and Evaluation........................................................... 7
Safeguards Compliance .............................................................................................. 7
Financial Management and Procurement.................................................................... 7
4. Achievement of the Objectives ....................................................................................... 8
Outputs: ....................................................................................................................... 8
Outcomes .................................................................................................................... 9
Outputs: ..................................................................................................................... 12
Outcomes: ................................................................................................................. 12
5. Efficiency ...................................................................................................................... 17
6. Ratings .......................................................................................................................... 17
Outcome: ....................................................................................................................... 17
Risk to Development Outcome: .................................................................................... 18
Bank Performance ......................................................................................................... 19
Quality at entry: ........................................................................................................ 19
Quality of supervision: .............................................................................................. 20
v
Borrower Performance .................................................................................................. 22
Government Performance: ........................................................................................ 22
Implementing Agency Performance: ........................................................................ 22
Monitoring and Evaluation ........................................................................................... 23
Design: ...................................................................................................................... 23
Implementation: ........................................................................................................ 23
Utilization: ................................................................................................................ 24
7. Lessons .......................................................................................................................... 24
References ......................................................................................................................... 26
Appendix A. Basic Data Sheet.......................................................................................... 29
Appendix B: Project Costs ................................................................................................ 33
Appendix C: Internet Usage and Broadband Data ............................................................ 35
Appendix D: Project Design ............................................................................................. 37
Appendix E. Details on Achievement of Objectives ........................................................ 39
Appendix F: Data Related With Outcomes ...................................................................... 55
Appendix G. List of Persons Met ..................................................................................... 69
Appendix H. Borrower Comments ................................................................................... 71
vii
Principal Ratings
eGhana Project
ICR* ICR Review* PPAR
Outcome Satisfactory Satisfactory Moderately
Satisfactory
Risk to Development Moderate Moderate Significant
Outcome
Bank Performance Satisfactory Satisfactory Moderately
Satisfactory
Borrower Performance Satisfactory Satisfactory Moderately
Satisfactory
* The Implementation Completion Report (ICR) is a self-evaluation by the responsible Bank department.
The ICR Review is an intermediate IEGWB product that seeks to independently verify the findings of the
ICR.
Key Staff Responsible
eGhana Project
Task Manager/ Division Chief/
Project Leader Sector Director Country Director
Appraisal Mavis A. Ampah Philippe Dongier Mats Karlsson
Completion Mavis A. Ampah Randeep Sudan Yusupha B. Crookes
viii
IEG Mission: Improving World Bank Group development results through excellence in evaluation.
About this Report
The Independent Evaluation Group assesses the programs and activities of the World Bank for two purposes: first,
to ensure the integrity of the Bank’s self-evaluation process and to verify that the Bank’s work is producing the expected
results, and second, to help develop improved directions, policies, and procedures through the dissemination of lessons
drawn from experience. As part of this work, IEG annually assesses 20-25 percent of the Bank’s lending operations
through field work. In selecting operations for assessment, preference is given to those that are innovative, large, or
complex; those that are relevant to upcoming studies or country evaluations; those for which Executive Directors or
Bank management have requested assessments; and those that are likely to generate important lessons.
To prepare a Project Performance Assessment Report (PPAR), IEG staff examine project files and other
documents, visit the borrowing country to discuss the operation with the government, and other in-country
stakeholders, and interview Bank staff and other donor agency staff both at headquarters and in local offices as
appropriate.
Each PPAR is subject to internal IEG peer review, Panel review, and management approval. Once cleared
internally, the PPAR is commented on by the responsible Bank department. The PPAR is also sent to the borrower
for review. IEG incorporates both Bank and borrower comments as appropriate, and the borrowers' comments are
attached to the document that is sent to the Bank's Board of Executive Directors. After an assessment report has
been sent to the Board, it is disclosed to the public.
About the IEG Rating System for Public Sector Evaluations
IEG’s use of multiple evaluation methods offers both rigor and a necessary level of flexibility to adapt to lending
instrument, project design, or sectoral approach. IEG evaluators all apply the same basic method to arrive at their
project ratings. Following is the definition and rating scale used for each evaluation criterion (additional information
is available on the IEG website: http://worldbank.org/ieg).
Outcome: The extent to which the operation’s major relevant objectives were achieved, or are expected to be
achieved, efficiently. The rating has three dimensions: relevance, efficacy, and efficiency. Relevance includes
relevance of objectives and relevance of design. Relevance of objectives is the extent to which the project’s
objectives are consistent with the country’s current development priorities and with current Bank country and sectoral
assistance strategies and corporate goals (expressed in Poverty Reduction Strategy Papers, Country Assistance
Strategies, Sector Strategy Papers, Operational Policies). Relevance of design is the extent to which the project’s
design is consistent with the stated objectives. Efficacy is the extent to which the project’s objectives were achieved,
or are expected to be achieved, taking into account their relative importance. Efficiency is the extent to which the
project achieved, or is expected to achieve, a return higher than the opportunity cost of capital and benefits at least
cost compared to alternatives. The efficiency dimension generally is not applied to adjustment operations. Possible
ratings for Outcome: Highly Satisfactory, Satisfactory, Moderately Satisfactory, Moderately Unsatisfactory,
Unsatisfactory, Highly Unsatisfactory.
Risk to Development Outcome: The risk, at the time of evaluation, that development outcomes (or expected
outcomes) will not be maintained (or realized). Possible ratings for Risk to Development Outcome: High, Significant,
Moderate, Negligible to Low, Not Evaluable.
Bank Performance: The extent to which services provided by the Bank ensured quality at entry of the operation
and supported effective implementation through appropriate supervision (including ensuring adequate transition
arrangements for regular operation of supported activities after loan/credit closing, toward the achievement of
development outcomes. The rating has two dimensions: quality at entry and quality of supervision. Possible ratings
for Bank Performance: Highly Satisfactory, Satisfactory, Moderately Satisfactory, Moderately Unsatisfactory,
Unsatisfactory, Highly Unsatisfactory.
Borrower Performance: The extent to which the borrower (including the government and implementing
agency or agencies) ensured quality of preparation and implementation, and complied with covenants and
agreements, toward the achievement of development outcomes. The rating has two dimensions: government
performance and implementing agency(ies) performance. Possible ratings for Borrower Performance: Highly
Satisfactory, Satisfactory, Moderately Satisfactory, Moderately Unsatisfactory, Unsatisfactory, Highly Unsatisfactory.
ix
Preface
This Project Performance Assessment Report (PPAR) covers an operation implemented over the
period FY07-FY15. The eGhana Project was approved by the Board on August 1, 2006, became
effective on November 21, 2006 and closed on December 30, 2014. The project’s development
objectives were to: to generate growth and employment by leveraging information and
communication technologies and public-private partnerships to: i) develop the information
technology enabled services industry, and ii) contribute to improved efficiency and transparency
of selected government functions through electronic government applications.
The Report presents findings based on the review of the Project Appraisal Document (PAD), the
Implementation Completion and Results Report (ICR), Implementation Status and Results
Reports (ISRs) and other relevant materials. In addition to project documents, information for
this assessment was obtained from interviews conducted during an IEG mission in Ghana in June
2016 with officials of the Project Management Team, Ministry of Communication, Ministry of
Finance, Ministry of Education, Ministry of Health, and Ministry of Agriculture; National
Information Technology Agency, Ghana Revenue Authority, Registrar General’s Department,
Auditor General’s Office, and Public Service Commission; members of the private sector,
industry association and academia; and Bank staff. Interviews were also conducted in
Washington with Bank staff.
The author would like to acknowledge the cooperation and support provided by staff of Project
Implementation Unit, Bank staff in the country office and in Washington, and to all interviewees.
Special thanks to Mr. Nelson Osae, Project Coordinator, Mr. Victor Adadjie, Monitoring and
Evaluation (M&E) Coordinator, Ms. Veronica Boeteng, ICT Specialist of National Informational
Technology Agency (NITA), and Dr. Baah-Adade, Ghana Integrated Financial Management
Information System (GIFMIS) Coordinator from the Republic of Ghana for providing valuable
information necessary to conduct this assessment. Special thanks also to Mr. Moritz Piatti (IEG)
for providing extensive inputs and technical support in evaluating the design and implementation
of Integrated Financial Management Information System.
The assessment aims first to serve an accountability purpose by verifying whether the operation
achieved its intended outcomes. Second, the report draws lessons that are intended to inform the
design and implementation of future operations on eGovernance and public financial
management in Ghana and other countries in Sub-Saharan Africa and elsewhere. These lessons
are intended to contribute to ongoing Bank efforts to innovate approaches to good governance.
Following standard IEG procedures, the report was sent to the government officials and agencies
in the Republic of Ghana for review and comments. Their comments have been received and
incorporated in this PPAR.
x
Summary
This Project Performance Assessment Report (PPAR) reviews the World Bank’s eGhana Project,
which was approved on August 1, 2006 at an original cost of XDR 26.90 million (US$40.0
million) from International Development Association (IDA) resources. Recipient’s expected
contribution was US$ 2.00 million. The Project became effective on November 21, 2006 and its
expected closing date was March 31, 2012. The Project was restructured on May 27, 2010 for
extending the project’s closing date to June 30, 2014, and for providing additional financing of
US$44.70 million for adding a new component on Ghana Integrated Financial Management
Information System (GIFMIS) and to financing the additional needs of other components. The
revised cost of the project became XDR 56.50 million (US$84.70 million). Development Partners,
notably European Union (EU) and United Kingdom Department for International Development
(DFID) also agreed to contribute co-financing of US$27.32 million for the GIFMIS component.
The overall project cost, including donor contributions accordingly increased to US$ 113.73
million. There was a second restructuring of the Project done on May 7, 2014 for extending the
project closing date to December 31, 2014 for completing unfinished activities. The Project closed
on December 30, 2014, while disbursing XDR56.43 million (US$80.25 million) from IDA
resources.
The eGhana project responded to the Government’s request for support in implementing its agenda
for Information and Communication Technology (ICT)-led growth. This project was based on
sound analytical work and the Bank’s experience in Ghana and elsewhere (including the ICT
development project in Sri Lanka). The project development objective (PDO) was to assist the
Government of Ghana (GoG) to generate growth and employment by leveraging ICT and public-
private partnerships (PPPs) to: i) develop the IT Enabled Services (ITES) industry, and ii)
contribute to improved efficiency and transparency of selected government functions through e-
government applications. The Project had 4 components, namely: (1) Enabling Environment, (2)
Support to Local ICT Businesses and ITES, and (3) e-Government Applications and Government
Communications, and (4) GIFMIS.
The review finds that the PDO was highly relevant at the time of both appraisal and closing. At the
time of project closing, the Ghana Shared Prosperity and Development Agenda 2014-2017 was in
operation, one of the transformative objective of which was to create a significant number of
quality jobs including that in ICT services. Under the Country Partnership Strategy (CPS) for fiscal
years 2013-2016, one of the CPS outcomes under the pillar of improving economic institutions
was to strengthen public financial management and improve eGovernance. The eGhana project
objectives continue to be relevant in the preparation and implementation of the follow-on
eTransform project and public financial management (PFM) reforms project.
The project’s design is rated Modest. In the Project’s result-chain, while the development of the
ITES industry could have been expected to directly contribute to the objective of growth and
employment, the contribution of improved efficiency and transparency of government operations
to these objectives could not be expected to be direct and immediate. The results framework did
not adequately capture the efficiency and transparency outcomes of funding eGovernment
applications in the Ghana Revenue Authority (GRA), Registrar General Department (RGD) and
eServices.
The efficacy of the first objective of generating growth and employment by leveraging ICT and
PPP's to develop the ITES industry is rated Modest. All planned outputs for creating an enabling
xi
environment for the development of the ICT sector and supporting investments in the ITES by
local enterprises were achieved. The ‘growth’ outcome objective was also achieved. There was 8.1
% average annual growth rate of the Gross Domestic Product (GDP) during the project period in
comparison to the 5.8 % baseline, and the average annual growth rate of ICT sector during the
same period was 23.3 %. As regards the ‘employment’ objective, the ICR reported that the revised
target value of 7,000 jobs was exceeded, with 8,700 jobs created in the ICT/ITES sector. However,
the source of this employment data, Ghana Association of Software and Services Companies
(GASSCOM), could not confirm this data.
The efficacy of the second objective of contributing to improved efficiency and transparency of
selected government functions through electronic government applications was rated Substantial.
The following outcomes were achieved for the selected government functions:
• Ghana Revenue Authority (GRA): The project automated the business processes of the GRA. As a
consequence, transparency improved by a substantial increase in automated business registrations
(87,900) and Tax-payers Identification Number (TIN) registrations (425,305). As an outcome,
there was an increase in new taxpayers (estimated at 400,000) and Revenue collected through the
Total Revenue Integrated Processing System (TRIPS) increased from 0 percent of the total tax
collection in 2012 to 61.7 percent in 2015. The amount collected in taxes tripled between 2010 and
2015.
• Registrar General Department (RGD): The RGD automation system was established from
December 2011 to November 2014 for the management and processing of company registration,
Marriage Registration and Estate Administration. There was a quantum 55 % increase in company
registration in 2012-13, which signified an increased efficiency of the RGD.
• eServices: The project provided support to the government in setting up different eServices –
certified true copy of birth certificate, online marriage registration, company registration, criminal
background check, finger print analysis, background check for visa and job applications, and
marriage licenses. However, the percentage of beneficiaries using these eServices is very low at
below 10 %. This is primarily because of low internet penetration, poor connectivity and lack of
awareness among citizens.
• GIFMIS: The Project was successful in implementing GIFMIS covering the GoG funds, which
accounts for about 66 % of total public expenditure. It comprehensively covers budget preparation,
accounting and reporting of all GoG funds. However, its control feature is limited to expenditure
on goods and services, external debt servicing, capital expenditure and other salary expenditure. It
does not covers expenditure on wages and salaries (which are covered by the Integrated Personnel
Payroll Database [IPPD]) and domestic debt servicing. GIFMIS also does not covers the Internal
Generated Funds (IGFs), Statutory Funds, Extra Budgetary Funds and the Donor Funds. GIFMIS
has contributed to the improved efficiency of the public financial management (PFM) systems as
observed in the timely preparation of monthly financial reports and annual financial statements,
effectiveness of expenditure commitment controls, reduction of audit observations, regularity of
account reconciliation, effectiveness of payroll controls, and removal of arithmetic errors. On the
objective of improving transparency, the Project didn’t keep any benchmarks or targets. The
review of Open Budget Index (OBI) as well as Public Expenditure Financial Accountability
Assessment (PEFA) indicator no. 10 revealed that there was no significant change in transparency
of PFM.
xii
The project’s efficiency is rated Modest. At appraisal, the project was expected to yield significant
economic, social and financial benefits to Ghana. However, a calculation of financial rate of return
and economic rate of return was not done at the appraisal stage. The GIFMIS component was
added in project restructuring in 2010 but the additional financing paper did not estimate a
financial and economic rate of return. There was no economic analysis done in the Implementation
Completion and Results Report as well.
The quality of monitoring and evaluation (M&E) is rated Modest. There were significant design
gaps. There was no PDO level indicator designed to measure improvement in efficiency and
transparency of selected government applications. Internet and broadband penetration was one the
binding constraints for the use of eGovernment applications, but it was not included in the Results
Framework.
The risk to development outcomes is rated Significant. There is highly inadequate funding for the
operation and maintenance of the Government Wide Network (GovNet 1) and arrears have risen to
a very high level. In absence of proper funding, there is a big risk of the GovNet collapsing which
will impact all the e-Government applications and the GIFMIS.
The Bank’s performance at entry is rated Moderately Satisfactory. The Bank adopted a
consultative approach, which was particularly effective in establishing the legal framework for ICT
and for charting the course for further development of the legal framework and implementation of
e-government applications. The implementation arrangements were well designed and were
integrated into the government structure. The deployment of PPPs in e-government was a major
strategic decision, which led to efficiency and sustainability of eGovernment applications, besides
being able to mobilize additional private sector investments. The Bank did not hold consultations
with the private sector in finding out how the project could have helped them in generating higher
production and jobs. The project was designed to develop eGovernment applications for the GRA,
RGD and other eServices, but there were no PDO indicators to measure their impact on the PDO
of improving efficiency and transparency. The M&E design was fraught with errors.
The Bank’s performance at supervision is rated Moderately Satisfactory. The Bank supervised the
project closely and after the mid-term review and the expansion of the project scale and scope,
located the supervision team in Accra. The relocation of the supervision to Accra helped accelerate
implementation during a challenging time for the project, in particular after the global crisis and
during the contracting for the PPP. The project was successful in leveraging limited IDA resources
to mobilize substantial additional resources for the National Data Center; GovNet; PPP for ICT
applications; and GIFMIS. However, the supervision did not carefully monitor the development
impact of the project. Donors, in particular the EU, were not happy with the implementation of
GIFMIS and the Bank’s task team. They felt left out by the Bank supervision team while they were
the funding and managing partners of GIFMIS.
The Government Performance is rated Moderately Satisfactory. The Government was committed
to the project throughout design and implementation. The government mobilized additional funds
from other donors such as the Rockefeller Foundation and Google for complementary ICT sector
activities. However, there are questions about the sustainability of the GovNet because the
Government did not provision funds for its operation and maintenance. The Government also did
1
GovNet is a Government-wide network covering all Ministries, Departments and Agencies (MDAs)
xiii
not consult with the private sector at the design stage and with donors at the implementation stage
leading to their dissatisfaction.
The Implementing Agency Performance is rated Satisfactory. There were three implementing
agencies, namely the Ministry of Communication (MoC), the Ministry of Finance (MoF) and the
Controller and Accountant General Department (CAGD), all of which, were proactive in making
course corrections and dealing with day-to-day implementation issues. The continuity of the team,
with the key members remaining throughout the project aided in the implementation of the project.
The financial management of the implementing agency was deemed to be adequate.
There were following major lessons from this project:
• It is important to include those activities in the project, upfront, which can directly and most
effectively contribute to the achievement of project objectives. In the case of this Project,
establishing Business Process Offshoring (BPO) centers and Business Incubation activities could
have directly contributed to the PDO of growth and employment, and could have been included in
the project design at appraisal.
• Although IFMIS is usually implemented as part of larger PFM Reforms Program in a standalone
project under the Ministry of Finance, implementing it within an umbrella of an ICT project has
distinct advantages of utilizing government’s wide area network and technical manpower to
initiate the digitization process.
• With projects involving creation of large infrastructure, there must be a commitment taken from
the government to provide necessary funding and institutional support for their operation and
maintenance. In the absence of this, the sustainability of project investments can be put to high
risk. In the case of this Project, a Wide area Network (WAN) was created on which the eServices
and GIFMIS operate, but the government did not make adequate budget provisions for its
operation and maintenance. This has put on risk the entire WAN, which can collapse in a period of
2-3 years if the funding is not provided.
• The Project design must include activities to address the binding constraints to development
objectives and indicators to measure them. In the case of this Project, eServices like birth
registration, marriage registration, police verification, and company registration were started but
they are being used by less than 10 % of all citizens for lack of internet penetration, connectivity
and awareness among citizens.
1
1. Background and Context
Country Context
1.1 At the time of appraisal, Ghana had just emerged from an economic crisis and was beginning
to register an impressive growth rate of 5.8 percent compared to a twenty year average of 4.4
percent. The GoG understood the urgent need to diversify its sources of growth in order to sustain
this growth, as well as to reach its goal of middle income status by 2015. The Government’s Second
Growth and Poverty Reduction Strategy identified three strategic sectors that could transform the
country, improve its competitiveness, and further expand its economic base. These included
Information and Communication Technologies (ICT)-related services, agri-processing and tourism.
The GoG emphasized the importance of ICT in achieving the country’s objectives of diversified
export-led economic growth, increased competitiveness and transparent, accountable and efficient
government.
Project Context
1.2 To support this new growth agenda, the GoG adopted the Ghana ICT for Accelerated
Development Policy as well as a pro-investment National Telecommunications Policy, and prepared
laws to strengthen the regulatory body and environment, all of which were intended to make the
telecommunications sector more competitive and provide a foundation for a robust knowledge
economy. The GoG had got engaged in revamping its telecommunications legislations and had
initiated work with the telecom/ICT industry on an e-legislation package with active private sector
participation. The GoG recognized that ITES could include services like call centers, data entry
operations, medical transcription, claim processing, etc., which could be provided domestically as
well as overseas. Since the main opportunity for revenue and employment generation in the long
term was in attracting offshore activities, the GoG had set a high aim of making Ghana the most
preferred destination for BPO in African continent.
1.3 Despite the positive developments in the telecom/ICT sector, the following constraints held
back the development of an IT Industry and prevented the deployment of IT enabled systems in key
government services: (i) only 2.7 % of individuals were using internet; (ii) there was only one fixed
broadband connection for every 10,000 inhabitants; (iii) the cost of international connectivity was
high with an average price of $10,000 for a full circuit to the US or UK; (iv) there was lack of robust
fiber network backbone infrastructure with national coverage; (v) the legal and regulatory
framework was inadequate to provide confidence for private sector investment in national backbone
infrastructure; vi) the country lacked the requisite human and physical infrastructure to promote
ITES sector growth which in turn could generate employment; and, v) the government itself lacked
technical skills, standards and infrastructure to drive the reform agenda. The GoG had requested
support from the World Bank in implementing its agenda for the ICT-led growth.
1.4 The Bank had earlier provided significant technical assistance to the GoG for reforming the
telecommunications sector prior to the eGhana project. The Bank’s earlier support included: (i)
privatizing the incumbent operator and introducing competition into the fixed market; (ii) creating
the Regulatory Authority; and (iii) streamlining the licensing framework/validate licenses of
operators. The Bank had also worked with GoG to undertake extensive analysis of the
telecommunications and ICT sector potential, and identified remaining binding constraints to
leveraging ICTs and ITES as potent sources of sustainable growth and transformational service
2
delivery in Ghana. The eGhana project had responded to the Government’s request for support. This
project was based on sound analytical work and the Bank’s experience in Ghana and elsewhere
(including the ICT development project in Sri Lanka).
2. Objectives, Design, and their Relevance
Objectives
2.1 The project development objectives (PDO) according to the Loan Agreement (Schedule 1,
page 6) and the PAD, page 8, was “to assist the GoG to generate growth and employment by
leveraging ICT and public-private partnerships to: i) develop the Information Technology Enabled
Services industry2, and ii) contribute to improved efficiency and transparency of selected
government functions through e-government applications”.
Relevance of Objectives
2.2 This objective was consistent with country’s current conditions, Government’s development
plans, and the World Bank Group’s country partnership strategy, both at the time of appraisal and at
the time of closing. At the time of appraisal, the government's specific priorities regarding the ICT
sector, as articulated in the Ghana Information and Communications Technology for Accelerated
Development and the National Telecommunications Policy, had identified the need for making the
telecommunications sector more competitive, and thereby providing the foundation for a robust
knowledge economy. The objectives were consistent with the Country Assistance Strategy for 2004-
2007 contributing to increasing income through developing knowledge intensive sectors and the
Ghana Joint Assistance Strategy for the 2007-2011 working to create a conducive environment for a
competitive ICT sector and lower cost for ICT services.
2.3 At the time of project closing, the Ghana Shared Prosperity and Development Agenda (2014-
2017) was in operation. One of its objectives was to create a significant number of quality jobs,
including in financial, technical and ICT services. The medium term priorities were set around seven
thematic areas including: (i) ensuring and sustaining macro-economic stability, (ii) transparent,
responsive and accountable governance. For ensuring and maintaining macro-economic
sustainability, strengthening PFM policy was set out as an important action plan. The growth agenda
continued and the policy interventions for the development of infrastructure was prioritized, among
others, on ICT development. For transparent, responsive and accountable governance, the plan has
set out two objectives: strengthen public sector management and oversight and improve the
responsiveness of the public sector in service delivery. It envisages establishing a reliable public
service-wide Human Resource Management Information System (HRMIS).
2.4 Under the CPS for fiscal years 2013-2016, the WBG supported GoG’s efforts to: (1) improve
economic institutions; (2) improve competitiveness and job creation; and (3) protect the poor and
vulnerable. One of the CPS outcomes under the pillar of improving economic institutions was to
strengthen public financial management and improve eGovernance.
2.5 The eGhana project objectives continue to be relevant in the implementation of the follow-on
eTransform project and PFM reforms project. The eTransform project supports the next stage for a
2
IT Enabled Services (ITES) defines that sector of the Information Technology industry which aims at providing
various services, through the use of IT (including call centers, data entry operations, medical transcription, claim
processing, etc.).
3
number of eGhana initiatives, including: i) the building of enabling environment for electronic
government and business; and ii) scaling up of ICT applications to improve services in priority
sectors like e-procurement, e-justice, e-parliament and e-immigration. MoC continues to be the lead
GoG agency for the project and the same Project Implementation Unit (PIU) has the responsibility of
project management. The PFM reform project is being implemented to follow up GIFMIS
achievement and continue to support PFM reform agenda in Ghana. The project will contribute to
enhancing fiscal discipline, strategic allocation of resources and service delivery efficiency, through
strengthened systems and procedures and targeted capacity building.
2.6 The relevance of objectives is rated high.
Design
COMPONENTS
2.7 The Project had the following four components:
• Component 1: Enabling Environment: (estimated cost at appraisal: US$9.65 million,
estimated additional financing cost US$1.35 million; actual cost at closure US$19.09
million). Activities in this component were planned at creating an enabling environment for
the development of the ICT sector.
• Component 2: Support to local business ICT Businesses and ITES (estimated cost at
appraisal US$9.46 million, estimated additional financing cost US$5.25 million; actual cost
at closure US$4.96 million). Activities in this component were planned at encouraging the
local IT enterprises to invest in the ITES Industry.
• Component 3: E- Government Applications and Government Communications
(estimated cost at appraisal US$20.89 million; estimated additional financing cost US$9.66
million; actual cost at closure US$26.38 million). Activities in this component were planned
to support the development of ICT in government operations and applications.
• Component 4: Ghana Integrated Financial Management System (GIFMIS) – This
component was added following the additional financing (estimated cost at appraisal
US$0.00 million, estimated additional financing cost US$28.44 million; actual cost at closure
US$26.32 million. Estimated co-financing of US$32.14 million by donors; actual cost of co-
financing at closure US$25.45 million. Estimated total financing of US$ 60.58 million;
actual total cost at closure US$ 51.77 million. Activities in this component were aimed at
improving the efficiency and transparency of government financial management functions
using ICT based tools.
2.8 The cost allocation among different components changed during implementation, with the
GFMIS receiving more than half the funds after the 2010 restructuring (see Appendix B, Table B.1).
IMPLEMENTATION ARRANGEMENTS
2.9 The MoC served as the project executing agency with overall responsibility for project
management. The responsible implementing agency for the GIFMIS component, however, was the
Ministry of Finance and Economic Planning. The MoC was supported by a PIU, which was led by a
4
Project Coordinator and comprised of selected MoC officers who were part of the eGhana
Management Team. The eGhana Management Team covered functions of monitoring and
evaluation, procurement management, financial management, disbursement, progress reporting and
communication. For the day-to-day management of the GIFMIS component, a project component
management unit was established in the CAGD, which worked under the direction and guidance of
the PFM Reforms Steering Committee under the Ministry of Finance (MoF). The component
management unit was led by a Component Coordinator and comprised of specialist teams related
with Budget, Finance and Accounting, Treasury and Cash Management, Payroll, Technical, M&E,
and Legal. The component management unit was supported by an outsourced team of technical and
PFM specific consultants, on contractual basis.
MONITORING AND EVALUATION DESIGN
2.10 The PDO indicators at the Appraisal stage and at the Restructuring/ Additional Financing
stage are presented in Appendix D, Table D.1.
2.11 At the time of Appraisal, PDO indicator no. 1 and 2 were designed to measure the impact on
the objective of ‘employment’. PDO indicator no. 3, 4, 5 and 7 were designed to measure the
objective of ‘growth’. PDO indicator no. 6 measured the satisfaction of users of eGovernment
services; however, it could not have been a measure of either growth or employment, or of ITES
industry. Indicators selected in the Results Framework to measure efficiency and transparency were
not adequate to describe the objective of improving efficiency and transparency. . The indicators
added for GIFMIS component measured processes and inputs, but not the project outcomes.
Relevance of Design
(a) Relevance of project design to the objectives:
2.12 The Results Chain between components and objectives are presented in Appendix D, Figure
D.1. It can be seen from this that Growth and Employment were the higher order objectives. These
were to be attained by developing the ITES industry and improving efficiency and transparency of
government operations. The development of ITES industry was sought to be achieved by creating
enabling environment (Component 1) and support to local of ICT Businesses and ITES (Component
2). An improvement in efficiency and transparency of government operations was sought to be
achieved through the eGovernment application and government communications (Component 3) and
the implementation of GIFMIS (Component 4).
2.13 In the Project’s result-chain, while the development of ITES industry could have been
expected to directly contribute to the objective of growth and employment, the impact of improved
efficiency and transparency of government operations on growth and employment could not be
expected to be direct. Although it is expected that with improved efficiency and transparency of
government operations, there would be an improvement in public service delivery and reduction in
leakages from the system, the impact on growth and employment would not be immediate. It would
require sustained increase in efficiency and transparency over a period 4-5 years to have any
significant impact.
2.14 If the growth and employment objectives were important, it was not reflected in the design of
project activities at appraisal. While the impact of creating an enabling environment and support to
local ICT businesses and ITES through capacity building could not have been expected to be direct
and quick, one activity that could have had a direct and quick impact on growth and employment
5
was establishing BPO units and providing adequate ICT infrastructure and space to budding
ICT/ITES companies for enabling generation of jobs and growth of ITES. One of the major
constraints to the development of the ICT/ITES sector in Ghana identified during initial project
preparation was the high cost and varying quality of communications and real estate infrastructure.
This could have been addressed by setting up of a BPO unit. This could have also provided a
forward linkage to business incubation, regional innovation centers (RICs) and capacity building
activities that the project was engaged in. However, this was not included in the project design at the
appraisal stage and was added only after the mid-term review. This delay costed the project of its
potential impact on the growth and employment.
2.15 The relative prioritization among project components changed during project restructuring
and the size of Component 2 on providing support to local businesses and ITES shrank from 24 % of
the total project cost to 13 %. The actual expenditure on this component was only 5 %. This
component was demand-driven and was to directly contribute to the growth and employment
objective. With his change, the project ended up becoming a supply-driven and Government-led
project.
2.16 One of the major issue ignored in the project design was the percentage of individuals having
internet connections and the high speed broadband connections. This was crucial for enhancing
transparency and efficiency through eGovernment applications. The trend in the percentage of
individuals having internet connections is placed at Appendix B, which shows that at the time of
appraisal, only 1.8 % of individuals were using the internet in Ghana 3. This was lower than the
Africa Region’s average of 2.8 % and developing countries’ average of 7.8 %. The fixed broadband
connections were only 0.01 per 100 inhabitants. For the use of eServices, active mobile broadband
subscriptions was an important factor affecting coverage and there were only 13.44 mobile
connections per 100 inhabitants at the start of the project. Limited internet penetration also acted as a
constraint to a true domestic ICT market development. These were the binding constraints for the
use of eServices, but the project design did not capture this and activities were not designed to
address this constraint.
2.17 GIFMIS was added as the fourth component in the project, instead of an independent PFM
project, and was designed to contribute to the objective of improving efficiency and transparency of
government functions. The design of GIFMIS was consistent with international best practice of
sequencing the core treasury systems first, starting with government’s consolidated funds. However,
there was no comprehensive PFM Reforms Strategy within which GIFMIS could be placed.
(b) Quality of the Results Framework:
2.18 The Results Framework had a clear statement of objectives, linked to intermediate and final
outcomes. The causal chain between funding and outcomes was broadly clear and convincing;
however, the results framework did not capture the efficiency and transparency outcomes of funding
eGovernment applications in the GRA, RGD and eServices. While the price of bandwidth was an
important exogenous factor and was well covered within the Results Framework, two of the major
exogenous factors - the percentage of individuals having internet and high speed broadband
3
ICT Facts and Figures 2016, published by International Telecommunications Union (ITU), a specialized agency of
the United Nations (UN) that is responsible for issues that concern information and communication technologies.
6
connections – were ignored in the Results Framework, while they were crucial for the objective of
enhancing transparency and efficiency through eGovernment applications.
2.19 The relevance of Design is rated Modest.
3. Implementation
Planned versus Actual Expenditure by Component
3.1 The planned cost of the project by component is presented Appendix B, Table B.2. It would
be evident from this Table that the project cost was $40.0 million at appraisal from IDA resources
alone. After the project restructuring and additional financing in 2010, the IDA allocation was
increased to $84.7 million. The addition of new GIFMIS component attracted other donors – DFID,
EU and Danish International Development Agency (DANIDA) – who together contributed $32.14
million in co-financing to the GIFMIS component. The total project cost was accordingly increased to
$116.84 million.
3.2 The component-wise planned and actual estimates are presented in Appendix B, Table B.3. It
would be evident from this Table that actual expenditure on Component 2 was much below (34%)
the appraisal estimate, whereas the actual expenditure on Component 1 was much higher (174%)
than the appraisal estimate. The actual expenditure on Components 3 and 4 was around 85 % of the
appraisal estimate. The pattern of actual expenditure shows relatively low importance accorded to
Component 2 during implementation. Considering this component was primarily designed to serve
the growth and employment objectives of the project, this relatively low importance in reference to
the appraisal estimate is not explained. It may be recalled that an additional financing of $4.96
million was allocated to this component during restructuring in 2010 implying that the project
wanted to accord higher importance. However, the actual expenditure was lower even to the original
appraisal estimate of $9.46 million. The actual expenditure on Component 2 was only 5 % of the
Total Expenditure, whereas 13 % of Total Allocation was assigned to it. Component 2 was really the
private sector “voice’ in the project, the only demand driven component.
3.3 The source-wise planned and actual estimates of the project cost are presented Appendix B,
Table B.4. It would be evident from this Table that Borrower did not contribute to the project costs.
All Development Partners made contributions close to their appraisal estimates in the range of 77-
91%.
Implementation Experience
3.4 The project was implemented well for most of its long life during 2007-2015 and had
adapted to changing circumstances. The project required two extensions totaling two years and nine
months, which was reasonable given the doubling of the project’s resources and the addition of a
major component in the middle of project implementation. The project was never at risk. The MoC
made good use of PIU experts in developing and updating the legal framework for the ICT and other
procurements. Physically locating the PIU at the MoC facilitated implementation.
3.5 The project implementation was ably supported by a provision of ICT technical expertise. In
addition to the ITES secretariat, the project provided expertise in the form of the Ghana ICT
Directorate, which was later renamed the NITA. This technical expertise combined international and
7
local experts to support the MoC in preparing terms of reference (TORs) and technical specifications
for bidding documents for all activities.
3.6 The project engaged extensively with local and international stakeholders, particularly in
reviews of draft policies, legislation and regulatory instruments. This consultative process, supported
by technical assistance and steady Bank supervision, helped achieve a broad range of legislation
within an impressive time period.
3.7 The project timely adapted to changing technology trends. The project team capitalized on
opportunities and avoided redundant expenditures. The universities were able to negotiate with
Google and other private service providers to provide content and applications. Similarly, emerging
cloud technologies made it cheaper to test software without the expensive investments in
establishing a quality assurance program and therefore a decision was made to refocus more on
general capacity building.
3.8 The deployment of PPPs in e-government was a major strategic decision, which, after some
complications, paid off. The type of PPP proposed for the project was similar to a deferred payment
arrangement with an interest rate assigned to the deferred period and deferred amount, but with all
the risks associated with originating such deferred payments supported ultimately by the private
partner.
IMPLEMENTATION OF MONITORING AND EVALUATION
3.9 The MoC hired an international consultant to develop the methodology for satisfaction
surveys and set up data collection and survey rollout. The additional financing paper contained a
detailed review of the framework along with the new indicators that were required for the GIFMIS
component. Project reporting was detailed and was crucial to project management, as well as to help
the Bank be more effective in supervision. The regular project progress reports eGhana and GIFMIS
allowed both PIUs and the Bank to target efforts in implementation.
SAFEGUARDS COMPLIANCE
3.10 The project was classified as Category ‘C’ under OP/BP 4.01 Environmental Assessment at
the appraisal stage and no other safeguard policies were triggered. The category was later changed to
Category 'B' with the addition of the project component which entailed construction of ten regional
innovative centers and refurbishment of government facilities for the BPO Center. Involuntary
Resettlement (OP 4.12) was also triggered. An Environment and Social Management Framework
and a Resettlement Policy Framework and Action Plan were prepared to address potential impacts.
An environmental safeguard issue relating to a gas facility being placed at the BPO Center during
the rehabilitation work also cropped up. This Center is not yet functional and this safeguard issue is
expected to be resolved when the BPO Center is formally launched.
FINANCIAL MANAGEMENT AND PROCUREMENT
3.11 The FM performance was rated as Satisfactory throughout the project and the risk was rated
as Moderate. The project consistently complied with the financial covenants for the submission of
quarterly reports and audit reports. The Financial Management of the project also effectively
managed the transition of several ongoing contracts to the follow-up eTransform project. Some
8
ineligible expenditures were identified through audit, which were resolved with a reimbursement to
the project account. External audits were in full compliance and not qualified.
3.12 All procurements were from approved procurement plans which were regularly updated
when a procurement milestone was reached. A Post Procurement Review was carried out in April
2014 and gave the project a risk rating of moderate, while the Contract Administration and
performance was rated substantial because of a number of delays in contract execution. There were
no reported cases of mis-procurement.
3.13 EU had conducted performance audit of GIFMIS component which identified some financial
irregularities leading to a withdrawal of about 5 million Ghanaian Cedis disbursed by them for the
Project. EU has also referred this matter to their Anti-Fraud Office for investigation, the report of
which is awaited.
4. Achievement of the Objectives
4.1 In the PDO, generating growth and employment were the two overarching objectives and
development of ITES industry and improved efficiency and transparency of selected government
functions the project level objectives. For the purpose of this evaluation, the PDO is being bundled
up as follows:
• Objective 1: To generate growth and employment by leveraging ICT and PPP's to develop
the ITES industry; and
• Objective 2: To contribute to improved efficiency and transparency of selected government
functions through electronic government applications.
4.2 The achievement of these two objectives is discussed below. The details on Achievement of
Objectives is presented in Appendix E. Project outcomes benefited significantly by the independent
contributions from the Chinese government, the Rockefeller Foundation and Google. The exact
attribution of outcomes to the various sector participants, including the Bank, is difficult to
determine.
Objective 1: Growth and Employment
4.3 This was to be achieved by creating an enabling environment for the development of the ICT
sector and providing support to the local ICT businesses and ITES.
OUTPUTS:
4.4 The following outputs were achieved:
(a) Creating an enabling environment for the development of the ICT sector
• Under the auspices of the project, eight laws and three regulations were passed to facilitate
the development of the ICT sector. This exceeded the original target of four laws.
• The ITES Secretariat and the NITA was established as targeted, and the agency was
functioning at the project closure stage.
9
• Models and frameworks for developing ITES and BPO policies were completed as targeted,
and the framework provided key recommendations in the areas of talent development, quality
infrastructure and cost competitiveness.
• The strategic plan for the NCA was completed, with recommendations for the short, medium
and long term.
• One PPP contract covering five applications was completed as compared to the original
target of three applications.
• Ten RICs were completed (including the construction of building infrastructure and
providing Local Area Network Connectivity to these centers) to encourage the use of ICT's in
the regions as targeted.
(b) Creating an environment conducive for supporting investments in ITES by local
enterprises.
• An ICT industry Association was established for recruiting technical service providers as
targeted.
• Standards were developed for building ITES Skills and the training curriculum for ITES
industry and BPO was developed as targeted
• 532 BPO agents were trained, of which, 427 trainees took the certification exams and 361
passed.
• 28% of managerial positions were held by women as compared to 5% at the baseline and as
compared to the target of 20%.
• 41 new companies were incubated each year as compared to the original and revised targets
of 25 and 30 respectively.
• A BPO center was established at project closure through the refurbishment of warehouses in
Accra.
• The cost of bandwidth for a full circuit E1 4 line (between Accra and Portugal reduced from
US$10,000 (pre project 2005 for non-Ghana Internet Service Providers Association members)
to less than US$1,200 for all internet and data service providers.
• The revised Telecom Act opened the sector to further competition and the number of mobile
operators increased from four to six during the project period.
OUTCOMES
Growth Objective
4.5 For measuring this objective, the following two PDO indicators were used:
(i) % increase in ITES contribution to the GDP: From the Results Framework and M&E
reports, it is clear that this indicator actually meant ‘increase in ITES contribution to the GDP
(%)’. The ITES contribution to GDP at the end of the project in 2014 had reached 2.44 %,
exceeding the target of 1.5%.
4
E1 is a European digital transformation format which carries data at a rate of 2.048 million bits per second and can
carry 32 channels of 64 Kbps each.
10
(ii) Increase in export-led revenues generated by ICT/ITES industry: At project
closing an achievement of $72 million was reported, exceeding the target of $70 million.
4.6 In addition, data related with GDP at Market Prices (Appendix F, Table F.1), GDP at
constant 2006 Prices (Appendix F, Table F.2), Growth Rate in GDP (Appendix F, Table F.3), and
Distribution of GDP by Economic Activity (Appendix F, Table F.4) present the status of GDP
growth and contribution of ICT sector in the GDP growth during the project period. A summary of
that information is presented Appendix F, Table F.6. Following facts emerge from this Table:
(i) GDP at the constant 2006 prices consistently grew within the project period. The average
annual growth rate during 2007-2014 was 8.1 %, which was a substantial increase from the
baseline of 5.8 % annual growth rate.
(ii) The ICT sector GDP grew at a faster pace than the overall GDP The average annual growth
rate of ICT sector GDP during 2007-2014 was as high as 23.3 %.
(iii) Contribution of ICT sector to GDP at the baseline was 2.7 %, not 0.5 % as stated in the
PAD. It was not verified at the time of preparing the ICR. The contribution of ICT sector to
the GDP never reached above the baseline of 2.7 %. It was 2.3 % at the end of project.
4.7 However, the growth objective seems to have been achieved considering that 23.3 % average
annual growth rate of ICT sector was higher than the 8.1 % average annual growth rate of the GDP.
Employment Objective
4.8 For measuring outcomes on the ‘Employment’ objective, the following PDO indicators were
used:
(i) Number of jobs created in the ICT/ITES sector: The ICR reported that the revised target
value of 7,000 jobs was exceeded, with 8,700 jobs created in the ICT/ITES sector by 46
companies by the project end. The ICR states that Baseline represented total ‘offshore’
employment 5. However, it is not clear how the baseline relates to the target and final achievement
value, which include all IT/ITES employment. The source of employment data reported by the
project was GASSCOM. However, in the field mission conducted in June 2016, a senior
representative of GASSCOM could not confirm this data and the concerned 46 private sector
companies invited for a focus group discussion didn’t turn-up for that discussion 6. Hence, the
achievement of 8,700 jobs cannot be relied upon. Data from Census, 2010 and Quality of Life
Survey, 2012, were also considered, but they correspond to only one specific year of the survey
and do not provide information on jobs at the start and end of project.
5
Offshore employment is employment based on the practice of ‘offshore outsourcing’ under which external
organizations are hired to perform some business functions in a country other than the one where the products or
services are actually being developed or manufactured. Since the main opportunity for revenue generation and
employment creation in the ITES sector in the long term was in attracting offshore activities, the project targeted
jobs in the Business Process Offshoring (BPO).
6
It is noteworthy, however, that while in a meeting with the IEG Mission, a senior representative of GASSCOM
had indicated that he had not seen the industry employment number compilation of the Ministry of Communications,
but he informed that the Ministry contacted the industry players from time to time through phone calls and face to
face interviews for information on industry employment numbers and revenues. He also indicated that with his
knowledge of the industry, employee figure in the industry was above 10,000, even though he had not seen the
compiled figure of 8,700 from the Ministry.
11
(ii) At least half of the new jobs created in the ICT/ITES sector are held by women: Actual
achievement of 54.3%, did not meet the revised target of 66%. It is noteworthy, however, that
28% of managerial positions were held by women at project closing, up from a baseline of 5%
and exceeding the intermediate outcome target of 20%.
4.9 The ITU’s published statistical data in 2015 has a time series for Full-Time
Telecommunication Employees 7 (including females) from 2006-2012, but the information is blank
for 2013-2015. The ITU’s information on jobs is placed at Appendix F, Table F.8, from which, it
would be clear that in 2012, only 4,975 full-time telecommunication employees worked in Ghana,
out of which only 1,543 (31 %) were females. Although IT/ITES sector jobs would cover some
additional jobs than the telecommunication employees, the available data signifies that project-end
target for jobs were not achieved until 2012 and that the end of project achievement could not be
verified from this or any other independent source.
4.10 Had the BPO center become operational, there could have been a direct attribution
established with whatever jobs were created therein. But that could not be made operational until
now.
4.11 There was a weak causal chain between project activities/outputs and growth and
employment - both offshore and domestic. There are two major causal links: one direct through firm
level support and one indirect through improved policy environment and availability of better trained
workforce. Firm level support was barely accessed and underspent.
4.12 Although growth objective was achieved, the achievement of employment objective is not
determinable in absence of evidence. Accordingly, overall, the efficacy of the project in contributing
to achievement of the Objective 1 on Growth and Employment is rated Modest.
Objective 2: Efficiency and Transparency
4.13 An enhancement in Efficiency and Transparency was to be achieved by development of ICT
in government operations and applications. It included development of IT architecture and
interoperability standards for government applications and networks. An investment support was to
be provided to the government under a PPP for setting a high speed government wide
communications network connecting the key Ministries, Departments and Agencies (MDAs) for
sharing information and applications and securing government databases. Specialized training was to
be provided to chief information officers, technical staff of key MDA's, legislators and magistrates.
A feasibility study was to be carried out for establishing PPP's for developing electronic applications
of the Internal Revenue Service and other e-government applications.
4.14 The GIFMIS was to be established connecting the Ministry of Finance with MDAs,
Treasuries and Metropolitan Municipalities District Agencies (MMDAs) for improving the
efficiency and transparency of government financial management functions using ICT based tools at
the central, regional and district levels. Businesses processes and control systems were to be
established for developing budget planning tools for more effective macro-fiscal management and
7
Full-time telecommunication employees refers to the total number of persons; in full-time equivalent (FTE)
units; employed by telecommunication operators in the country for the provision of telecommunication
services; including fixed-telephone; mobile-cellular; Internet and data services. This indicator excludes staff
working in broadcasting businesses that offer only traditional broadcasting services.
12
control of the budget. Public Financial Management rules and regulations were to be reviewed for
supporting changes in businesses processes as part of the ICT platform. Treasury and Cash
Management system were to be developed for establishing a Treasury Single Account. MDA's
internal management was to be strengthened and the capacity-building support was provided for
implementing this component.
OUTPUTS:
4.15 Following outputs were achieved:
(a) Support the development of ICT in government applications and communications.
Enterprise architecture was completed, a government wide network (GovNet) was established, 283
MDA's used program based budget classifications in the preparation of their 2015 budget, portal
infrastructure was integrated with the Government e-payment platform, online filing of, inter alia,
tax returns and business registrations was implemented, and staff were trained.
(b) Support to development of ICT services in public financial management systems. GIFMIS
was rolled out, all ministries and regional treasuries were connected to central budget, production of
systems based Ghana Government Finance Statistics and public sector accounting standards were
ongoing, and training completed. Although a review of the Financial Management legislation was
completed, the legislative updates were not completed at the project closure stage, as per the revised
target.
OUTCOMES:
4.16 The following will consider whether planned outcomes of efficiency and transparency were
achieved for the selected government functions through electronic government applications.
1. Ghana Revenue Authority (GRA)
4.17 Prior to the automation of the GRA, taxpayers were subjected to manual systems of multiple
tax agencies and offices, with files often getting lost, tax assessments done subjectively, and a
number of businesses able to evade taxes. The project supported the new Taxpayer Identification
Numbering System (TIN). A unique identification number was issued to taxpayers for official
transactions with: (a) The Domestic Tax Revenue Division of the GRA, (b) The Customs Division of
the GRA, (c) The CAGD, (d) The RGD, (e) District Assemblies, and (f) Any Public Institution
which the Minister may by legislative instrument prescribe. The transformation in business
processes of the GRA from before to after the automation is depicted in Appendix F, Figure F.1.
4.18 Transparency was improved by the substantial increase in automated business registrations
(87,900) and TIN registrations (425,305), which indicated that the e-government registration
application was functioning. The TINs were particularly important to improving transparency
because individuals would now be identified by a unique number and transactions would be
associated with that number.
4.19 Tax collection was done under the structured of a PPP contract, under which, contract
compensation was linked to performance. Revenue collected through the TRIPS - a new tax
collection system implemented by the project - increased from 0 percent of the total tax collection in
2012 to 61.7 percent in 2015.
13
4.20 Enhanced efficiency in collection of taxes was clearly visible in a consistent increase in the
collection of tax revenues, between 2010 and 2015. See Appendix F, Table F.9.The collection of
tax revenues rose by 3 times in this period. As a percentage of the GDP too, the Tax Revenue
increased from 12 % in 2009 to 16.9 % in 2015. However, this increase was not coupled with any
significant increase in revenue staff/expenditure.
2. RGD
4.21 The RGD automation system has been established in RGD Headquarters and Regional
offices nation-wide. The RGD citizen and business online eRegistrar portal was launched in
November 2014 for submission of online application/request for 65 different services online by
citizens and businesses.
4.22 The status of registered companies from December, 2011 to May, 2016 in Appendix F,
Table F.10. It can be seen that there has been consistent increase in the number of companies
registered since automation of services in December 2011. There was a quantum 55 % increase in
company registration in 2012-13, which signified an increased efficiency of the RGD. This was
followed by a 6% increase in 2013-14 and 3 % increase in 2014-15.
4.23 The status of Revenue generated through registration is given in Appendix F, Table F.11.
The yearly pattern of revenues also show a consistent increase from December, 2011 to December,
2016. For registration of a new company, a TIN is first required. The RGD Portal was fully
integrated with GRA e-tax portal. The companies were asked to re-register themselves with TIN
after the automation of RGD and GRA. The status of re-registered companies is presented in
Appendix F, Table F.12.
4.24 Online Registration of Companies started in January, 2015. Since then and until May, 2016,
total number of online company registration has been only 500. Online applications were 0.6% of
the total registered companies between January, 2015 and May, 2016. Total number of online
payments have also been a minimal 192. The reason for slow take-off are lack of awareness about
the online portal, people’s preference to the manual system, poor internet connectivity, and
continued problems with the e-payment system.
4.25 In registration of companies and businesses, efficiency has improved, but not to its potential.
In the current automated system, the application form is still filled manually, and there are a number
of manual steps to approval. Despite this, the whole process in the automated system takes about 15
days, compared to two months under the previous system – with two weeks to only see if the newly
proposed company name already existed or was available for registration. So, there is indeed a
significant improvement in efficiency of company registration, but there could be further
improvements with additions in technical staffing, better workflow management, and resolution of
76 outstanding issues identified with software.
4.26 The RGD portal also allows scheduling of appointments with officers of the department. The
project had planned to include online registration of marriages and estates as well, but these services
have not become online yet. The status of Registered Marriages is presented in Appendix F, Table
F.13. The number of booking approved during November, 2014 and May 2016 is very small, with a
huge pendency.
14
3. eServices
4.27 The project provided support to the government in setting up different eServices. Citizens
can access them at http://eservices.gov.gh. The performance of different eServices is presented in
Appendix F, Table F.14. There are two major conclusions from the review of their performance.
First, the efficiency has increased in selected government applications. Second, the percent of
beneficiaries using these eServices is very low at below 10 %. Unless this percentage is enhanced,
the impact of efficiency gains will not be felt by citizens at large. With PC density of 67 %, and 36
million subscribers of smart phones against a population of 27 million, the potential reach of
eServices is huge. However, the percentage of individuals using internet is very low. In 2015, there
were only 23.5 % of individuals using internet at home in Ghana (it rose to 29.6 % in 2016), in
comparison to neighboring middle income countries like Nigeria having 47.4 % and Kenya having
45.6 % individuals using internet.
4.28 The mobile broadband 8 subscriptions is seeing a phenomenal increase since 2010. This
provides potential platform at which citizens can access eServices. The number of mobile broad
subscriptions are presented in Appendix C, Table C.4. It is evident though it was very low in 2010 at
1.6 million (6.89 mobile broadband subscriptions per 100 inhabitants), it has now increased to 18
million subscriptions (67 subscriptions per 100 inhabitants) in 2015. The eServices can be accessed
on mobile phones with broadband connections, but still there is poor connectivity9 and citizens face
difficulty in using eServices. Ghana is ranked 47th out of 50 countries in the Huawei’s Global
Connectivity Index 10, in 2016. This index measures how nations are progressing with digital
transformation using ICT.
4.29 It is also important to note that the internet cost relative to GDP per capita was too high. In
such a situation, people would prefer SMS to broadband. The government could have designed
payment systems (m-Banking) for SMS users, and they could have done the same for e-government
services but a deliberate effort was not made in this respect.
4.30 There are also several technical snags in the ePayment system which the service providers
need to address. A survey was conducted at the project closure stage to gauge user perception of
services that were provided through the automation process. 76% of the beneficiaries (which
included consumers, government agencies and other stakeholders such as the private sector
representatives) were satisfied with the electronic delivery of services – this exceeded the original
target of 68%. However, considering that users are very few in number (less than 10 % of targeted
beneficiaries), these satisfaction ratings cannot be a reflection on the overall satisfaction of
consumers. The purpose of conducting a satisfaction survey is also questionable considering a very
low percentage of individuals using an internet to start with.
8
Broadband is defined as high-speed network that connects users at Speeds above 256 Kb/s (usually 1 – 2 Mb/s).
India has > 2Mb/s, Swiss has > 1.5 Mb/s.
9
Poor connectivity exists despite a high download speed of 4.13 Mbps, because of low upload speed of 0.51 Mbps
and poor average latency of 706 microseconds. Latency is the time taken for a message to travel from a user’s
desktop to an internet server and is considered good if it is less than 100 microseconds.
10
The Global Connectivity Index is a barometer of ICT development and resultant value. It measures investment in
ICT infrastructure and the intensity of its use to illustrate how nations and industries benefit from the resultant value
- a useful reference for future investment.
15
4. Ghana Integrated Financial Management Information System (GIFMIS)
4.31 The GIFMIS was made operational in all the 33 Ministries, Departments and Agencies
located in Accra and 250 Spending Units located across the country, including 10 Regional
Treasuries. Following are some of the major tangible illustrations of increased efficiency based on
the findings of the PPAR mission in June 2016:
(i) Timely preparation of Monthly Financial Reports (PEFA Indicator P1-24): The monthly
financial reports are now finalized by the 15th day of the following month; previously, reports
were produced two to three months after the end of the month.
(ii) Timely preparation of Annual Financial Statements (PEFA Indicator PI-25): The
performance of CAGD has been satisfactory in this regard even before the implementation of
GIFMIS. It had submitted its annual statements to Ghana Audit Office within 3-4 months of
close of fiscal year, compared to a legal requirement of 6 months. After implementation of
GIFMIS, it has been submitting the same by within 3 months of the close of fiscal year.
(iii)Effectiveness of expenditure commitment controls (PEFA Indicator PI-20 (i): After
implementation of GIFMIS, better expenditure control is observed as budget ceilings are
strictly adhered to. Virements within items of expenditure can be done by MDAs and those
between items are approved by the Director Budget in the MoF. GIFMIS does not allow
exceptions to the rules.
(iv) Reduction of Audit Observations (PEFA Indicator PI-26): Due to better financial controls,
the number of audit objections by the external audit agency on the use of GoG funds have
reduced after implementation of GIFMIS. Most audit objections now pertain to the expenditure
by IGFs.
(v) Regularity of Account Reconciliation (PEFA Indicator PI-22): Prior to the implementation
of GIFMIS, the account reconciliation on the consolidated fund generally used to be three
months late. However, after implementation of GIFMIS, account reconciliation is done
regularly every month.
(vi) Effectiveness of Payroll Controls (PEFA Indicator PI-18): Public Service Commission is in
charge of the implementation of HRMIS. They are implementing 3 Human Resources modules
in 9 pilot agencies covering 65-70 % of all employees. Personnel database and payroll are
directly linked to ensure data consistency and monthly reconciliation. The result has been
many improvements; for example, before implementation of GIFMIS, it used to take 6 months
to 1 year to make the first payment after an employee was appointed. Now it takes only 1
month.
(vii) Removal of Arithmetic Errors: There has been removal of mathematical errors in
compilation of data from different MDAs. The GIFMIS does the aggregation at different levels
with accuracy.
4.32 It may be noted, however, the GIFMIS covers only the GoG funds, which are about 66% 11 of
total public expenditure. The efficiency and transparency gains pertain to GoG funds covered under
GIFMIS only, which comprehensively covers budget preparation, accounting and reporting of all
GoG funds. However, its control feature is limited to expenditure on goods and services, external
debt servicing, capital expenditure and other salary expenditure. It does not cover expenditure on
wages and salaries and domestic debt servicing. All goods and services and capital expenditure
11
GoG funds correspond to approximately 66% of total public expenditure, but as will be observed below, not all
GoG funds are controlled by GIFMIS.
16
going through the consolidated fund are subject to the entire procurement to purchase (P2P) 12 cycle,
which is a very good practice that eliminates the possibilities of arrears. The actual expenditure has
largely remained under the revised budget in Fiscal Year 2015, which shows better control. The
efficiency and transparency gains, however, have not occurred in the Internally Generated Funds,
Donor Funds, Statutory Funds and Extra Budgetary Funds which are not covered under GIFMIS.
The Government and the Bank had rightly prioritized to cover the GoG funds first under this project.
The remaining funds are being covered by GIFMIS under the ongoing PFM Reforms project.
4.33 Independent Evaluation Group (IEG) is carrying out research on a Diagnostic Framework to
Assess the Capacity of a Government’s Financial Management Information System as a Budget
Management Tool, which seeks to assess the strength of the FMIS in terms of its effectiveness for
budget management and control as they exist in 21 countries and to highlight areas of weaknesses
where further reform efforts should focus. This paper has identified following set of features that are
critical for determining the effectiveness of FMIS as a budget management tool: (i) Treasury single
account (TSA), (ii) FMIS coverage, (iii) Core system functionality, (iv) Ancillary features, and (v)
Technical aspects. It provides scores to different countries to arrive at an overall score for the system
strength for each pilot country as presented in Appendix F, Table F.15. The diagnostic finds that
Ghana’s system is top of the line and scores an overall score of 51 out of 100 on the system strength.
The areas of improvement largely relate to the TSA structure and FMIS coverage.
4.34 On the objective of improving transparency of PFM, the Project didn’t kept any benchmarks
and targets. Transparency of PFM could be measured by the OBI as well as PEFA indicator no. 10.
The trend in the OBI score since 2006 is presented in Appendix F, Figure F.2 and Figure F.3.
GIFMIS implementation was started in 2010 and was completed in 2013. However, no significant
change is visible in the OBI score. It had reached the maximum of 54 in 2010, after which, there has
been a marginal decline. The OBI Score of 51 denotes that the Government of Ghana provides the
public with limited budget information.
4.35 The Government of Ghana has been inconsistent regarding which documents are made
publicly available in a given year. Since 2012, the Government of Ghana has increased the
availability of budget information by publishing the Citizens Budget and Year-End Report and
improving the comprehensiveness of the Enacted Budget. However, the Government of Ghana has
decreased the availability of budget information by failing to produce a Mid-Year Review report.
Moreover, the Government of Ghana has failed to make progress by not producing a Pre-Budget
Statement. Figure reflects availability of budget documents to public over time.
4.36 On PEFA Indicator PI-10 regarding ‘Public access to key fiscal information’, the trends in
Ghana’s scores is presented in Appendix F, Table F.16. It is evident that Ghana is at the same level
of fiscal transparency as it was in 2006 and has declined in comparison to 2009. As per the latest
PEFA report of 2013, while the GoG provides public access to: (i) the annual budget documentation
when it is submitted to the legislature, (ii) in-year budget execution reports within one month of their
completion, (iii) year-end financial statements within 6 months of completed audit, and (iv) all
external audit reports on consolidated operations within 6 months of completed audit, there is no
information on resources available to the primary service units and not comprehensive access to
contract awards. While there is fairly good access to information on central government operations,
accountability for the use of public resources is undermined by the delays in the publication of the
12
P2P cycle is the ‘Procure to Pay’ cycle embedded within a ‘Commitment Control System’, which ensures that all
procurements are within the approved and released budget and all purchases are within approved procurements.
17
in-year budget execution reports in respect to the period they cover; lack of information on in-year
execution of individual MDAs and lack of public access to their financial statements. With the
implementation of GIFMIS, the government can strive to improve transparency of its fiscal
operations on the identified gaps as per OBI and PEFA Assessments.
4.37 Overall, there is adequate evidence of improved efficiency of selected government
applications through e-Government applications, but its coverage is less than 10 % of citizens. There
is less evidence of increased transparency. Overall, the efficacy of the project in contributing to
achievement of Objective 2 is rated Substantial.
5. Efficiency
5.1 At appraisal, the Project was expected to yield significant economic, social and financial
benefits to Ghana. However, a calculation of financial rate of return and economic rate of return was
not done at the appraisal stage. The GIFMIS component was added in project restructuring in 2010
but the additional financing paper did not estimate a financial and economic rate of return. There
was no economic analysis done in the Implementation Completion and Results Report as well.
5.2 Henceforth, in this report, an assessment was made as to how economically resources and
inputs in the project were converted to results and whether costs involved in achieving project
objectives were reasonable in comparison with benefits and with recognized norms.
5.3 The following factors reflect on how economically the resources were used in the project:
(i) The project time was increased by two years and nine months reflecting a 50 % increase over
the original project time. This was coupled with an increase in the project’s IDA resources from
$38.53 million to $76.75 million, reflecting a 100 % increase. The project was able to deliver
twice the value for money in less than proportionate increase in project time, reflecting efficiency.
(ii) This Project has produced major benefits in tax administration, business registration and
licensing. Revenues collected through the new TRIPS now accounts for 61.7 percent of total tax
receipts (from a baseline of zero), which is a reflection of enhanced value of money.
(iii) An investment of $123 million on Virginia (United States) tax reform process under a PPP
contract has resulted in collection of over $300 million tax arrears and additional revenues of over
$72 million annually.
(iv) The project also created value for money by emphasizing relatively low-cost staff training in
the project. More than 16,000 people were trained in the project.
5.4 The project efficiency was adversely affected because of the delay in completion of some
activities beyond project closure, like the construction of the RICs and the BPO Center.
5.5 The efficiency of the project is rated Modest.
6. Ratings
Outcome:
6.1 Relevance of Objectives has been rated high. Relevance of Design has been rated Modest.
Overall, relevance is considered a strong Substantial. Efficacy of the project in contributing to
achievement of Objective 1 is rated Modest and that to the achievement of Objective 2 is rated
18
Substantial. Overall, Efficacy is considered Substantial, although a weak one, because of lack of
evidence on achievement of employment and transparency objectives. Efficiency of the project has
been rated Modest. There are serious issues related with M&E design and lack of indicators to
measure transparency and efficiency objective.
6.2 Considering all these factors, together, this lead to an overall outcome rating of Moderately
Satisfactory.
Risk to Development Outcome:
6.3 The legislative gains in the IT sector are gradually becoming engrained in the ICT sector.
The institutional framework is developing and is benefiting from a strong GoG commitment. For e-
government applications, the automation of GoG functions including the GoG budget is highly
unlikely to revert to the previous paper-based system. Staff have been involved in the design of the
applications, have been trained and are gaining experience with the automated processes, which are
expected to expand in the coming years. Likewise, citizens are getting used to the new e-services and
the risk of reversal declines with time. The next step is to connect the revenue and expenditure sides
of the GoG budget, and use the automated platform for cash management, which is planned under
the new GIFMIS project. The eTransform project continues support and enlarges the gains under
eGhana project in key areas. PPPs support sustainability because they provide capital to pay for
system expansion, maintenance and upgrade and technical capacity to operate and run the
applications.
6.4 One area where there are still some questions is the sustainability of RICs, the BPO center,
and Kumasi Business Incubator (KBI), all of which have not found continued support from the new
eTransform Project. It is noted, however, that as part of the eTransform project one mLabs and two
iHubs are to be established to further deepen ICT entrepreneurial development in the country. One of
the innovation centers is to be located in Kumasi to complement the efforts of the KBI. It is also
intended to use one of the 12 units of the BPO Centre in Ghana, under the eGhana project, as an
anchor unit for the mlab, where applications development and testing would take place to augment
the operations of the BPO Industry.
6.5 Secondly, there are questions about the sustainability of the GovNet. There is a countrywide
internet connectivity problem which needs to be addressed. MDAs are affected by poor connectivity
primarily because of a low band-width (2 MBPS) connection. The requirement is for about 5 MBPS
bandwidth, but the agencies do not opt for it due to budget constraints. Even the required amount for
2 MBPS connectivity is not provisioned and/or released leading to non-payment of internet bills by
government agencies to NITA. There are arrears of 18 million Ghanaian Cedis and an annual
requirement of 7 million Ghanaian Cedis for the use of GovNet by the MDAs. NITA has to pay this
amount to Main One, the internet service provider. Similarly, GIFMIS is adversely hit by poor
connectivity and requires an annual budget of 12 million Ghanaian Cedis for its proper operations
and maintenance. Its arrears were once cleared by granting tax credits to the internet service
provider, Vodaphone, but that was one time solution. The system requires regular flow of funds for
the operations and maintenance.
6.6 In absence of provision of these funds to NITA, the operation and maintenance of GovNet is
adversely affected, leading to poor connectivity and a very high risk to sustainability. A good IT
infrastructure has been created, but it can fall flat in a period of 2-3 years if it is not maintained
properly. There could be a national emergency if the GovNet gets suddenly disrupted for lack of
maintenance as the entire government budget is executed on this network and so are eServices. For
19
this to happen, NITA must be regularly paid by government agencies for their internet usage and the
MoF must provide adequate budget to MDAs to enable them to do so.
6.7 Thirdly, there are questions about the sustainability of eServices. The eServices are being
used by less than 10 % of the target population, despite a very high smart phone density. In light of
low coverage, eServices are not financially viable. The low coverage is due to the low internet
penetration and lack of citizen’s awareness. Although the broadband subscriptions is 67 per 100
inhabitants, the subscribers complain of poor connectivity. The internet penetration at home is not
likely to increase substantially in the short term. Hence, the percentage of users of eServices (and
also GRA and RGD) are not likely to increase significantly in the short term, leading to financial
unviability of these services. There are also issues pertaining to the ePayment software which require
government to assess additional options for ePayments like mobile phone, credit card and scratch
cards. Currently, users find it extremely difficult to make payments through the network which leads
to low usage. There is low citizen’s awareness which needs to be addressed by a communication
plan of the government. In absence of this, the usage of eServices is not likely to be enhanced and
hence lower financial viability.
6.8 GIFMIS implementation is continued in the new PFM Reform Project, under which, it is
targeted that GIFMIS expenditure management functionality is implemented in 150 MMDAs
including Consolidated Funds, Statutory Funds, IGFs and Donor Fund corresponding to 90 % of
total public expenditure by 2019. However, the progress has been slow, and, notwithstanding
Ghana’s good democratic tenets, the impact of the electoral cycle (with elections due later this year)
may have a weakening effect on the maintenance of PFM reform momentum, which may impact the
implementation of GIFMIS.
6.9 The risk to development outcome is rated Significant.
Bank Performance
QUALITY AT ENTRY:
6.10 The Bank applied its experience of preparing ICT projects in other countries, including
infoDev experiences with ITES and the eLanka project and worked closely with the government to
develop this project that addressed main constraints to the sector. The project interventions were
largely well conceived and designed. However, not taking into consideration low internet penetration
and broadband coverage was a design flaw for eGovernment applications, which adversely affected
their impact on PDO.
6.11 The consultative approach was particularly effective in establishing the legal framework for
ICT and for charting the course for further development of the legal framework and implementation
of e-government applications. The private sector was consulted extensively by the Bank as part of the
broad stakeholder consultative process where binding constraints that required redress were discussed
and the intervention areas prioritized in collaboration with the Government of Ghana
6.12 However, the Bank did not hold specific consultations with the private sector to find out how
the project could have helped them in generating higher growth in the ICT/ITES sector and jobs.
Consultations with the ICT sector/software professionals in the business process outsourcing at the
point of entry could have led to a better project design and positively contributed to the achievement
of development outcomes.
20
6.13 The implementation arrangements were well designed and integrated into the government
structure. The MoC served as the Project executing agency with responsibility of implementing
different components given to expert government agencies. The deployment of PPPs in e-
government was a constructive strategic decision, which led to efficiency and sustainability of
eGovernment applications, besides being able to mobilize additional private sector investments. The
Project was so design that all 5 major ICT/ eServices applications were implemented under a PPP
arrangement. IDA’s contribution was $20 million out of a total $60 million contract with the private
sector contributing the remaining funds. The revenues were collected in an escrow account with
transfers to the accounts of private partner and government automatically.
6.14 The causal chain between funding and outcomes was broadly clear and convincing, though
some effects could be delayed. For example, the impact of creating an enabling environment and
support to local ICT businesses and ITES on growth and employment is expected to be positive, but
the impact won’t be direct and quick. One activity that could have had a direct and quick impact on
growth and employment was establishing BPO units, where adequate IT infrastructure and space
could have been provided to budding ICT/ITES companies. This was not conceived in the initial
design, and was only brought in at the mid-term review stage through restructuring. This delay led to
completion of BPO center only by the end of the project, so there wasn’t time to impact the project
objective before completion.
6.15 The M&E Framework was fraught with errors. The project was designed to develop
eGovernment applications for the GRA, RGD and other eServices, but indicators selected in the
Results Framework to measure efficiency and transparency were not adequate to describe the objective
of improving efficiency and transparency. Contribution of ICT sector to GDP at the baseline was 2.7
%, not 0.5 % as stated in the PAD. It was not verified at the time of preparing the project. If it was
2.7 % at the baseline, the project-end target of 1.5 % was not justifiable.
6.16 The project design underestimated the risk associated with donor coordination. Lack of
provisions for harmonized reporting ex-ante and the multiple reporting requirements of different
partners created burdens for the project implementing unit and the government.
6.17 Quality at entry is rated Moderately Satisfactory.
QUALITY OF SUPERVISION:
6.18 The Bank supervised the project closely and after the mid-term review, located the
supervision team in Accra, which helped accelerate implementation. The Bank experience in ICT
projects was applied successfully during supervision, in particular, by adding expertise at key
junctures to support implementation. Implementation issues were greatly facilitated by the fact that
there was continuity of an ICT Policy Specialist as the Task Team Leader (TTL) for the entire life of
the project.
6.19 The supervision team was responsive to the new government’s changed priorities. The
addition of the GIFMIS component was a key decision point where Bank management took
advantage of the fact that there was an ongoing ICT project, which could shorten processing time by
launching the new GIFMIS component as an additional financing, rather than as a standalone
project. This decision was appropriate as it saved an estimated 12 months of processing time. The
advantage of keeping it in the eGhana project managed by the MoC was that the latter had the
technical experts who could lead the digitization of financial accounts at early stages. Their
21
engagement with establishing and managing the GovNet, which was the communication backbone
for GIFMIS, was also helpful in timely implementation of this component.
6.20 The supervision team was responsive to the rapidly changing technology trends in the sector
and pro-actively capitalized on the opportunities that arose for avoiding redundant expenditures by
incorporating additional project activities, For instance, while the project planned to provide
capacity-building at selected universities, the Bank and the government team took advantage of the
offer from Google to provide this activity in collaboration with the Bank. Likewise, while emerging
cloud technologies made it cheaper to test software without incurring the expensive investments
associated with establishing a quality assurance program, the supervision team adapted existing
financing to focus more on general capacity-building.
6.21 The Bank was also able to convene support from other development partners for project
implementation, with 28 % of the project cost being funded by development partners. The following
are examples of how the project leveraged limited IDA resources to mobilize additional resources
towards contributing to project objectives:
(i) Donors’ contribution for GIFMIS: The Project was able to mobilize additional resources
from Donors for the implementation of GIFMIS component. Against the appraisal estimate of
$84.7 million for IDA resources, the Donors’ pledged their contribution of $32.14 million. Donors’
actual contribution was $25.45 million against IDA’s actual estimate of $76.75 million.
(ii) National Data Center: The Project designed and constructed a National Data Center in
2008-09 at an estimated cost of $1.40 million. Based on the same design and concept, the
government upgraded that to a larger National Data Center and a Disaster Recovery Site at an
expense of $30 million with financial support from the China Exim Bank.
(iii) Wide Area Network: The Project conducted a feasibility study and designed the country-
wide Wide Area Network at an expense of $30 million. The government mobilized $127 million
from the China Exim Bank to construct 1,135 Kilometers national WAN in the eastern, western,
southern and northern corridors covering all the 10 regions, 138 districts and established 2 sub-
marine cables.
6.22 However, the supervision did not carefully monitor the development impact of the project.
One of key development objectives was generation of employment in the ICT/ITES sector. As stated
in Section 4, a senior representative of GASSCOM feigned ignorance about M&E reports on jobs
created. The PPAR mission invited the concerned companies in a private sector focus group
discussion, but none of them turned up. Hence, the mission could not verify the data. If the
supervision team was doing careful monitoring, this could have been detected by them and necessary
course correction done to capture the correct data. Similarly, the development impact of project’s
efforts to increase efficiency and transparency of selected government applications like the GRA,
RGD and eServices was not measured. While this was a defect in the design, it could have been
rectified during supervision or at the mid-term review level.
6.23 Donors, in particular the European Union, have not been very happy with the implementation
of GIFMIS and the Bank’s task team. They felt left out by the Bank supervision team while they
were the funding and managing partners of GIFMIS. They allege that key reports were not shared by
the Bank with them. They conducted a performance audit leading to withdrawal of about 5 million
Ghanaian Cedis disbursed by them for the GIFMIS component. They have also referred the matter to
their Anti-Fraud Office for investigation. The report is awaited. The relation between the Bank and
donors in the management of GIFMIS was not satisfactory.
22
6.24 The quality of Bank supervision is rated Moderately Satisfactory. Together, these lead to an
overall rating of Bank performance of Moderately Satisfactory.
Borrower Performance
GOVERNMENT PERFORMANCE:
6.25 The Government was committed to the project throughout design and implementation. The
government initiated major changes to the project design, such as adding the GIFMIS component to
automate the budget; freeing-up resources from other activities to fund other activities; and
facilitating use the additional funds that became available from other donors such as the Rockefeller
Foundation and Google for complementary ICT sector activities. The Government's decision to use
Bank procurement rules as a basis for the national procurement law and working with the
stakeholders from the beginning helped in speeding up the procurement process.
6.26 However, as discussed in Section 5 on Risks to Development Outcomes, there are questions
about the sustainability of the GovNet because the Government did not provision funds for its
operation and maintenance. There are arrears of 18 million Ghanaian Cedis and an annual
requirement of 7 million Ghanaian Cedis for its use by the MDAs. Similarly, GIFMIS requires an
annual budget of 12 million Ghanaian Cedis for its proper operations and maintenance. A good IT
infrastructure has been created, but it can fall flat in a period of 2-3 years if it is not maintained
properly. There could be a national emergency if the GovNet gets suddenly disrupted for lack of
maintenance as the entire government budget is executed on this network and so are eServices.
6.27 The coordination with Donors in implementation of GIFMIS was inadequate leading to them
feeling left out in the project implementation.
6.28 Even though the dimensions of efficiency and transparency were not adequately captured in
the Project Results Framework, the Government, as part of routine reporting had been capturing
information on efficiency and transparency of relevant government services taken up for electronic
delivery.
6.29 Government Performance is rated Moderately Satisfactory.
IMPLEMENTING AGENCY PERFORMANCE:
6.30 There were three implementing agencies: The MoC, the MoF and the CAGD. While the
MoC was responsible for implementing the bulk of the activities in Component one, two and three
activities, and the MoF was responsible for Component four activities and CAGD was responsible
for some component three activities (automation of government applications in CAGD). The project
implementation unit was located at the MoC headquarters and the project implementation unit for
GIFMIS was also located at the MoF headquarters. The three implementing agencies were proactive
in making course corrections and dealing with day-to-day implementation issues. The continuity of
the team, with the key members remaining throughout the project aided in the implementation of the
project. The financial management of the implementing agency was deemed to be adequate.
However, the MoF found it challenging to fulfill the multiple reporting requirements of the different
donor agencies for the GIFMIS activity. Some activities were not completed at project closure and
there were delays associated with procurement.
23
6.31 Implementing Agency Performance is rated Satisfactory. This leads to Overall Borrower
Performance rating as Moderately Satisfactory
Monitoring and Evaluation
DESIGN:
6.32 There were weaknesses in the M&E design like indicators selected in the Results Framework
to measure efficiency and transparency were not adequate to describe the objective of improving
efficiency and transparency of selected eGovernment applications like the GRA, RGD and eServices.
One of the binding constraint for the second objective of enhancing efficiency and transparency of
eGovernment applications through eServices was the internet and broadband penetration. However,
the M&E design did not include indicators measuring them. In addition, affordability was one of the
factor for low use of the internet, but there was no indicator included in the design to measure that.
PDO indicator no. 6 measured the satisfaction of users of eGovernment services; however, it could
not have been a measure of either growth or employment of the ITES industry.
6.33 During Restructuring for Additional Financing, the Results Framework was revised. PDO
indicators on % increase in contribution of ITES to the GDP, on increase in number of ICT SMEs
reporting increased revenues, and on increase in number of PPPs in eGovernment infrastructure and
applications were removed, without any explanation. Removal of these PDO indicators at the time of
restructuring diluted the strength of the M&E Framework to monitor the results at the PDO level.
6.34 Considering GIFMIS was added as a new component in the project at the time of
Restructuring/Additional Financing in 2010, three new PDO indicators were added to measure its
impact. The new PDO indicators measured control over commitments and payments, efficiency of
Ministry of Finance in preparing Fiscal Operations Report within one month, and compliance of
government financial statements to international standards. The project could have used the well-
established PEFA indicators and the Open Budget Index to measure efficiency and transparency of
public financial management. However, this was not done.
6.35 The baseline information on ICT contribution to GDP was incorrect. That led to setting up a
target lower than the baseline. In addition, there was an inappropriate data collection instrument for
the PDO indicator on job creation; and, wrong baseline for the PDO indicator on contribution of ICT
sector to GDP.
6.36 As per the M&E design, for monitoring the PDO indicator of jobs created in the ICT/ITES
sector, the data was to be collected annually from the Government Statistics (Ministry of Labor).
However, the Ministry of Labor does not publishes employment data by sector. It is Ghana
Statistical Services that publishes those data. However, that data are based on the Census conducted
every 10 years. The census conducted before the project appraisal was in 2000 but that was not
considered in the project design. There was a Census and a Quality of Life Survey conducted in
2010, but those were considered in the midterm review.
IMPLEMENTATION:
6.37 Efforts were made to streamline M&E within the MoC by building capacity vertically across
project implementing units as well as horizontally across ministerial units. To ensure independence
of the M&E functions, the Policy Planning and Monitoring and Evaluation unit of the MoC assumed
24
a coordinating role in monitoring and evaluation by assigning a fully designated M&E Coordinator
to the eGhana project. While being part of the eGhana Project Management Team, the M&E
Coordinator worked closely with the staff in the ITES Department and Ghana Information
Communications and Technology Directorate under supervision of the Project Coordinator.
However, he reported to the Director of Policy Planning and Monitoring and Evaluation to ensure
accountability of the M&E function.
6.38 All baseline data was collected at the appraisal stage itself and most PAD enumerated
indicators were measured. However, during Restructuring in 2010, the Results Framework was
revised and PDO indicators no. 3, 5 and 7 were removed, without any explanation. Removal of these
PDO indicators at the time of restructuring diluted the strength of the Results Framework to monitor
the results at the PDO level.
6.39 It is noteworthy, however, that even though Indicator No.3 % - increase in ICT/ ITES
contribution to GDP - was removed at restructuring, the indicator value continued to be measured
throughout the life of the project using data from the Ghana Statistical Service. Similarly, Indicator no. 7
continued to be reported in the Results Framework
6.40 The project design stated the Data Collection Instrument for the Employment Objective as
Government Statistics (Ministry of Labour), but actually the Project used information based upon
unverifiable and unpublished reports of a few ICT companies. There was no efforts to verify those
reports.
UTILIZATION:
6.41 The Project’s outcome indicators continue to be monitored and the National Development
Planning Commission has adopted some of the key project indicators, such as the reduction in
bandwidth prices and revenue generated by the ITES companies, to guide the planning process of the
Commission. Project reporting was detailed and was crucial to project management, as well as to help
the Bank be more effective in supervision. The regular project progress reports allowed both PIUs
and the Bank to target efforts in implementation. For example, the M&E outputs helped the GoG
determine areas, particularly on the eGhana side, where the additional financing would be most
effective in scaling up activities. Regular project progress reports allowed both PIUs and the Bank to
target efforts in implementation.
6.42 Overall, project M&E is rated as Modest.
7. Lessons
7.1 Following are the major lessons learnt from this project:
• It is important to include those activities in the project, upfront, which can directly and most
effectively contribute to the achievement of project objectives. In the case of this Project,
establishing BPO centers and Business Incubation activities could have directly contributed to the
PDO of growth and employment, but these were not included in the project design at appraisal. They
were included after the mid-term review of the project in 2010, and since these started late, they
could not be completed by project end and therefore could not contribute to the PDO.
• Financing by multiple development partners can be challenging when different partners have
different reporting requirements. It would be useful to consider alternatives such as allowing for a
consolidated report that satisfies all donors.
25
• Implementing IFMIS under a partnership between the Ministry of Finance and a ministry in-
charge of establishing government wide-area network, with the former taking the lead on taking all
decisions on PFM functionality and the latter leading and managing the IT infrastructure, produces
effective results. A successful implementation of IFMIS requires a combination of both skills, and in
this particular project, complete ownership of, and partnership between, both ministries, with an
overall lead by the Ministry of Finance, ensured success.
• With projects involving creation of large infrastructure, there must be a commitment taken
from the government to provide necessary funding and institutional support for their operation and
maintenance. In the absence of this, the sustainability of project investments can be put to high risk.
In the case of this Project, a country WAN was created on which the eServices and GIFMIS operate,
but the government did not make adequate budget provisions for its operation and maintenance. This
has put on risk GovNet, which can collapse in a period of 2-3 years if the funding is not provided.
• The Project design must include activities to address the binding constraints to development
objectives and indicators to measure them. In the case of this Project, eServices like birth
registration, marriage registration, police verification, company registration were started but they are
being used by less than 10 % of targeted citizens for lack of internet and broadband penetration and
awareness among citizens.
26
References
Government of Ghana. 2013. a: Public Expenditure & Financial Accountability (PEFA) Performance
Review, Final Report, June 2013
World Bank. 2006. Project Appraisal Document on a Proposed Credit in the amount of SDR 26.9
Million (US$40 million equivalent) to the Republic of Ghana for an eGhana Project, July 7,
2006.
World Bank. 2010. Project Paper on a Additional Financing Credit in the amount of SDR 29.60 million
(US$44.70 million equivalent) to the Republic of Ghana for the eGhana Project, May 27, 2010
World Bank. 2006. Financing Agreement (eGhana Project) between Republic of Ghana and
International Development Association, August 25, 2006
World Bank. 2015. “Implementation Completion and Results Report (IDA-42260 IDA-47730) on a
Credit in the amount of SDR 26.90 million (US$40.0 Million equivalent) and Additional
Financing of SDR 29.6 Million (US$ 44.7 Million equivalent) to the Republic of Ghana for an
eGhana Project,” Report No ICR00003288. Washington D.C.
International Development Association, International Finance Corporation, Multilateral Investment
Guarantee Agency Country Partnership Strategy for the Republic of Ghana for the period of
FY13-FY16, August 20, 2013
Medium Term National Development Framework – Ghana Shared Growth and Development Agenda
(GSGDA) II 2014-2017, Government Of Ghana, National Development Planning Commission
(NDPC), December 2014
Ghana Living Standards Survey Round 6 (GLSS 6) Labour Force Report, Ghana Statistical Service,
August 2014
2010 Population and Housing Census Summary Report of Final Results, Ghana Statistical Service, May
2012
Revised 2014 Annual Gross Domestic Product, Ghana Statistical Service, June 2015 edition
Digest of International Merchandise Trade Statistics (2009-2013), Ghana Statistical Service, December
2014
Open Budget Survey, 2015, Ghana
Revised Gross Domestic Product 2010, Ghana Statistical Service, May 2011
Independent Evaluation Group (IEG) ICR Review Report Number ICRR14845 for the eGhana Project
Revised 2015 Annual Gross Domestic Product, April 2016 edition, Ghana Statistical Service
Ghana Public Finance Management Performance Report and Performance Indicators, Volume II – 2006
External Review of Public Financial Management, June 2006, PREM 4, Africa Region
GOG Performance Report by Item and MDA Including Reallocations and Supplementary As At Dec-15
for Central GoG & CF
Republic of Ghana Guidelines for the preparation of 2016-2018 Budget, June 26, 2015
2015 Budget Implementation Instructions, Republic of Ghana
Composite Budget Manual for Metropolitan/Municipal/District Assemblies, Ministry of Finance,
Republic of Ghana, November 2012
IEG Draft Working Paper on “A Diagnostic Framework to Assess the Capacity of a Government’s
Financial Management Information System as a Budget Management Tool”
International Telecommunications Union (ITU),
ICT Facts and Figures 2016
The Alliance for Affordable Internet (A4AI) on “Affordable Internet in Ghana: The Status Quo and the
Path Ahead”
27
Research ICT Africa (2012), Evidence of ICT Policy Action, Policy Paper 4, What is happening in ICT
in Ghana, A Supply and Demand Analysis of the Sector.
Global Connectivity Index, 2016, Whitepaper
29
Appendix A. Basic Data Sheet
eGHANA PROJECT (IDA-42260, IDA-47730, P093610)
Key Project Data (amounts in US$ million)
Appraisal Actual or Actual as % of
estimate current estimate appraisal estimate
Total project costs 116.84 102.20 87.47
Loan amount 40.00 38.53 96.32
Additional Financing 44.70 38.22 85.50
Co-financing (DFID, EU, DANIDA) 32.14 25.45 79.18
Cancellation 0.00 0.06 0.00
Cumulative Estimated and Actual Disbursements
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15
Appraisal estimate (US$M) 6.00 13.50 21.00 29.00 35.00 40.00 40.00 40.00 40.00
Actual (US$M) 0.00 1.27 1.71 3.22 6.50 12.98 23.04 37.04 38.53
Actual as % of appraisal 0.00 9.40 8.14 11.10 18.57 31.42 57.60 92.60 96.32
Date of final disbursement: May 4, 2015
Project Dates
Original Actual
Initiating memorandum 06/08/2005 06/08/2005
Negotiations 05/30/2006 05/30/2006
Board approval 08/01/2006 08/01/2006
Signing 08/25/2006 08/25/2006
Effectiveness 11/21/2006 11/21/2006
Closing date 03/31/2012 12/30/2014
APPENDIX A 30
Task Team Members
Name Title Unit Responsibility/specialty
Lending
Mavis Ampah TTL GTI11 Lead ICT Specialist
Kofi-Boateng Agyen Senior Private Sector Develop. GTC07
Ferdinand Tsri Apronti Procurement Specialist AFTPE-HIS
Seth Ayers Sr. Partnership Specialist DFDPR
Laurent Besancon Manager HRDLS
Christine E. Kimes Operations Adviser SACBD
Smile Kwawukume Senior Public Sector Specialist GGODR
Cecile Thioro Niang Program Leader LCC3C
Oleg V. Petrov Senior Program Officer GTI09
Michele Ralisoa Noro Operations Analyst GTI11
Lydia Sam Procurement Assistant AFCW1 Procurement
Sandra Sargent Senior Operations Officer GTI09
Randeep Sudan Practice Manager GTIIC
Kafu Kofi Tsikata Senior Communications Officer AFREC
Salli Wondergem Senior Executive Assistant AFCW1
Ismaila B. Ceesay Lead Financial Management GGO25 Co TTL for GIFMIS
Specialist component
Robert Wallace DeGraft- Sr. Financial Management GGO31 FM
Hanson Specialist
Winston Percy Onipede Sr. Financial Management GGO24
Cole Specialist
Nyaneba E. Nkrumah Sr. Natural Resources Mgmt. GEN04
Specialist
Beatrix Allah-Mensah Senior Operations Officer AFCWI
Ali Hashim Consultant GGODR Treasury Systems
William A. Allan Consultant GGODR Fiscal reporting and M&E
Supervision
Mavis Ampah TTL GTI11 IT
Adu-Gyamfi Abunyewa Senior Procurement Specialist GGO08 Procurement
Ferdinand Tsri Apronti Procurement Specialist AFTPE Procurement
- HIS
Laurent Besancon Manager HRDLS
Samuel Bruce-Smith Consultant AFTDE
- HIS
Kashmira Daruwalla Senior Procurement Specialist GGOGI Procurement
Robert Wallace DeGraft- Sr. Financial Management GGO31
Hanson Specialist
Jessica Dodoo CAFW2
31 APPENDIX A
Mohan Kharbanda Consultant TWICT-HIS
Gareth Locksley Sr. Telecom. Spec. TWICT-HIS Telecom
Oleg V. Petrov Senior Program Officer GTI09
Rajesh B. Pradhan Consultant GTCID
Michele Ralisoa Noro Operations Analyst GTI11
Sandra Sargent Senior Operations Officer GTI09 Co-TTL
Randeep Sudan Practice Manager GTIIC IT Expert
Ayishetu Terewina Program Assistant AFCW1
Kafy Tofi Tsikata Senior Communications Officer AFREC
Elizabeth Alluah Vaah ET Consultant AFTME-HIS
FrederickYankey Sr. FM Specialist GGODR FM
Kaoru Kimura ICT Policy Specialist GTI11
Zaid Safdar Senior Operations Officer GTI11
Naomi Halewood ICT Policy Specialist GTI11
Gabriel Dedu Governance Specialist GGO13
Gurcharan Singh Senior Procurement Specialist GTI11
Stephen Tettevie Team Assistant AFCW1
Ismaila B. Ceesay Lead Financial Management GGO25 Co TTL for GIFMIS
Specialist component
Khuram Farooq Sr. Financial Management GGO25
Specialist
Smile Kwawukume Senior Public Sector Specialist GGO19
Aleksandar Kocevski Operations Officer GGO27
Ali Hashim Consultant GGODR Treasury Systems
William A. Allan Consultant GGODR Fiscal reporting and M&E
Stephen Gur Consultant GGODR Budget reforms
Charlotte Hayfron Program Assistant AFCW1
32
Staff Inputs (staff weeks)
Staff Time and Cost (Bank Budget Only)
Stage of Project Cycle
No. of staff weeks USD Thousands (including travel and
consultant costs)
Lending
FY05 29.70 117,295.72
FY06 48.26 234,287.60
FY07 8.82 32,956.63
Total: 86.78 384,539.95
Supervision
FY07 23.77 150,623.51
FY08 41.60 236,779.23
FY09 32.31 166,650.97
FY10 16.87 116,650.97
FY11 31.25 192,473.75
FY12 37.46 211,498.37
FY13 26.50 150,828.23
FY14 27.03 149,084.87
FY15 17.70 118,569.97
Total: 254.49 1,492,563.49
33
Appendix B: Project Costs
Table B.1 Project-Cost by Component
Component Original % Additional Total IDA Donor Co- Total % of Total
Allocation Allocation Financing Allocation Financing Allocation Allocation
(US$ (US$ (US$ (US$
Million) Million) Million) Million)
1. Enabling 9.65 24 1.35 11 11 9
Environment
2. Local ICT and 9.46 24 5.25 14.71 14.71 13
ITES
3. e-Government 20.89 52 9.66 30.55 30.55 26
4. GIFMIS 0 0 28.44 28.44 32.14 60.58 52
Total 40 100 44.7 84.7 32.14 116.84 100
Source: Project Appraisal Document and Additional Financing Project Paper
Table B.2 Cost Allocation by Component and Source of Finance (Figures in US $
Million)
IDA Allocation DFID EU DANIDA
Component Original Additional Revised Original Original Original Total
Allocation Financing Allocation Allocation Allocation Allocation Allocation
1. Enabling 9.65 1.35 11 - - - 11
Environment
2. Local ICT Businesses 9.46 5.25 14.71 - - - 14.71
and ITES
3. e-Government 20.89 9.66 30.55 - - - 30.55
Program
4. GIFMIS 0 28.44 28.44 15.05 12.27 4.82 60.58
Total 40.0 44.7 84.7 15.05 12.27 4.82 116.84
Source: Project Appraisal Document and Additional Financing Project Paper
34
Table B3 Component-wise Appraisal and Actual Estimates (Amount in $ Million)
IDA Allocation Donor Co-financing Total
COMPONENT Planned Actual Planned Actual Planned Actual % of % of
Estimate Estimate Estimate Estimate Estimate Estimate Planne Total
d
1. Enabling Environment 11 19.09 11 19.09 174 19
2. Local ICT Businesses 14.71 4.96 14.71 4.96 34 5
and ITES
3. e-Government Program 30.55 26.38 30.55 26.38 86 26
4. GIFMIS 28.44 26.32 32.14 25.45 60.58 51.77 85 51
Total 84.7 76.75 32.14 25.45 116.84 102.2 87 100
Source: Project Appraisal Document and Additional Financing Project Paper
Table B4 Source-wise Appraisal and Actual Estimates (Amount in $ Million)
Source of Finance Type of Co- Planned Actual % of Planned
Financing Estimate Estimate
Borrower 0 0 0
United Kingdom Department of Joint 15.05 11.52 77
International Development
European Union Joint 12.27 9.96 81
Danish International Development Joint 4.82 3.97 82
Agency
International Development Association IDA 84.7 76.75 91
TOTAL 116.84 102.2 87
Source: Project Appraisal Document and Additional Financing Project Paper
35
Appendix C: Internet Usage and Broadband Data
Table C.1 Percentage of Individuals using the internet
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Ghana 1.8 2.7 3.9 4.3 5.4 7.8 9.0 10.6 12.3 18.9 23.5
Nigeria 3.5 5.5 6.8 15.9 20.0 24.0 28.4 32.8 38.0 42.7 47.4
Kenya 3.1 7.5 8.0 8.7 10.0 14.0 28.0 32.1 39.0 43.4 45.6
Africa 2.4 3.3 3.9 5.9 7.3 9.6 11.9 14.0 16.7 19.6 22.5
Region
Developing 7.8 9.4 11.9 14.6 17.4 21.0 23.9 26.8 29.4 33.1 36.7
Countries
Developed 50.9 53.5 59.0 61.3 62.9 66.5 67.7 72.0 73.8 76.1 78.1
Countries
World 15.8 17.6 20.6 23.1 25.6 29.2 31.7 34.8 37.2 40.5 43.8
Table C.2 Fixed Broadband connections per 100 inhabitants
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Ghana 0.01 0.06 0.07 0.10 0.12 0.21 0.26 0.27 0.27 0.27 0.28
Kenya 0.02 0.05 0.05 0.01 0.05 0.02 0.13 0.13 0.17 0.22 0.28
Nigeria 0.00 0.04 0.04 0.05 0.06 0.01 0.01 0.01 0.01
Africa 0.0 0.1 0.1 0.1 0.1 0.2 0.2 0.2 0.3 0.4 0.5
Region
Table C.3 Mobile Cellular connections per 100 inhabitants
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Ghana 13.44 23.73 33.76 50.07 63.77 71.87 85.27 100.99 108.19 114.82 129.74
Kenya 12.89 19.97 30.06 42.05 48.62 61.03 66.81 71.17 71.76 73.84 80.68
Nigeria 13.32 22.55 27.45 41.66 47.96 54.66 57.96 66.80 73.29 77.84 82.19
Africa 12.4 17.8 23.5 32.2 38.0 45.4 52.3 58.9 65.6 71.0 76.2
Region
APPENDIX F 36
Table C.4 Mobile Broadband subscriptions
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Mobile Broadband - - - - - 1,673 5,748 8,507 10,324 15,806 18,031
Subscriptions (‘000)
Mobile Broadband - - - - - 6.89 23.16 33.54 39.85 59.78 66.82
subscriptions per
100 inhabitants
37
Appendix D: Project Design
Annex Table D.1 Outcome Indicators at Appraisal and Restructuring Stages
Outcome Indicators as per Results Framework in Outcome Indicators as per Updated Results Framework in
PAD, on July 7, 2006 Project Paper for Additional Financing on May 27, 2010
1. New jobs created in the ICT/ITES sector No Change
2. At least half of the new jobs created in the No Change
ICT/ITES sector are held by women
3. % increase in ITES contribution to GDP Removed
4. Increase in export led revenues generated by No Change
ICT/ITES industry
5. Increase in number of ICT SMEs reporting Removed
increased revenues
6. Increase over the baseline in satisfaction of users 6. Increase over the baseline in satisfaction of users with
with government services taken up for electronic government services taken up for electronic delivery (specific
delivery (specific services will identify as the result services will identify as the result of eGovernment study). (User
of eGovernment study). perception of quality of public services (%)
7. Increase in number of PPPs in eGovernment Removed
infrastructure and applications
8. MDAs applying commitment controls using GIFMIS
(number) [NEW]
9. Production through GIFMIS of systems-based quarterly GoG
Government Finance Statistics (GFS)-compliant Ghana Fiscal
Operations Report by MoF within one month of quarter-end
[NEW]
10. Production of International Public Sector Accounting
Standards compliant GoG annual financial statements by
CAGD for the CFA [NEW]
11. Number of manpower trained (number of people)- CORE
[NEW]
12. Number of direct project beneficiaries (of which females)
[NEW]
Source: Project Appraisal Document and Additional Financing Project Paper
APPENDIX E 38
Annex Figure D.1 Results Chain
Source: Graphic depiction based on Project Appraisal Document and Additional Financing Project Paper
39
Appendix E. Details on Achievement of Objectives
1. In the PDO, generating growth and employment were the two overarching objectives
and development of ITES industry and improved efficiency and transparency of
selected government functions the project level objectives. For the purpose of this
evaluation, the PDO is being bundled up as follows:
• Objective 1: To generate growth and employment by leveraging ICT and PPP's to
develop the ITES industry; and
• Objective 2: To contribute to improved efficiency and transparency of selected
government functions through electronic government applications.
2. The achievement of these two objectives is discussed below. Project outcomes
benefited significantly by the parallel financed activities by other donors like EU, DFID and
DANIDA; and, also independent contributions from the Chinese government, the Rockefeller
Foundation and Google. The exact attribution of outcomes to the various sector participants,
including the Bank, is difficult to determine.
Objective 1: Growth and Employment
3. This was to be achieved by creating an enabling environment for the development of
the ICT sector and providing support to the local ICT businesses and ITES.
OUTPUTS:
4. Following outputs were achieved:
(a) Creating an enabling environment for the development of the ICT sector
• Under the auspices of the project, eight laws and three regulations were passed to
facilitate the development of the ICT sector. This exceeded the original target of four
laws. These laws were:
(i) The National Communications Act of 2008 which established the National
Communications Authority as the central body for licensing and regulating
telecommunication activities and services.
(ii) The Electronic Communications Act, 2008 for regulating electronic
communication broadcasting, electronic communications, broadcasting service
providers and their networks.
(iii) The National Information Technology Agency Act of 2008 for regulating
information communication technology.
(iv) The Electronic Transactions Act, 2008 for facilitating electronic communications
and related transactions in the public interest.
(v) Electronic Communications Regulations, 2011, provided subsidiary legislation
for strengthening the provision of the Electronic Communications Regulation.
APPENDIX E 40
(vi) The Mobile Number Portability Regulations, 2011 aimed at removing the
obstacles for customers who wished to change networks but were reluctant to do
so due to the inconvenience associated with changing their phone numbers.
(vii) Electronic Communications (Amendment) Act, 2009 to address challenges
associated with international incoming call termination.
(viii) Subscriber Identity Module Regulations, 2011 to address challenges associated
with the use of mobile phones to commit various crimes in the country.
(ix) Companies (Amendment) Act 2012 to facilitate the electronic registration
process of companies at the registrar general's department.
(x) The Electronic Transactions (Amendment) Act, 2012, for facilitating the
electronic registration process of companies at the Registrar General's
department.
(xi) Data Protection Act, 2012, to protect the privacy of the individual and personal
data.
• The ITES Secretariat and the NITA was established as targeted, and the agency was
functioning at the project closure stage.
• Models and frameworks for developing ITES and BPO policies were completed as
targeted, and the framework provided key recommendations in the areas of talent
development, quality infrastructure and cost competitiveness.
• The strategic plan for the NCA was completed, with recommendations for the short,
medium and long term.
• One PPP contract covering five applications (Internal Revenue Service, Revenue
Agencies Governing Board, and Large Tax office, Small and Medium Enterprises
(SME's) Tax Office and the Registrar General's Department) were completed as
compared to the original target of three applications. At closure, investments in the
ICT/ ITES under PPP arrangements were around US$60 million.
• Ten RICs were completed (including the construction of building infrastructure and
providing Local Area Network Connectivity to these centers) to encourage the use of
ICT's in the regions as targeted.
(b) Creating an environment conducive for supporting investments in ITES by local
enterprises.
• An ICT industry Association was established for recruiting technical service
providers as targeted.
• Standards were developed for building ITES Skills and the training curriculum for
ITES industry and BPO was developed as targeted. The curriculum which was
designed to generate job creation focused on six areas: Customer Interaction, Data
entry and Processing, IT technical support, Data Conversion, Finance and Accounting
and Medical Transcription. This curriculum was subsequently adopted by the
Governing Council of the ITES and the BPO industry.
• 532 BPO agents were trained, of which, 427 trainees took the certification exams and
361 passed.
• 28% of managerial positions were held by women as compared to 5% at the baseline
and as compared to the target of 20%.
41 APPENDIX E
• 41 new companies were incubated each year as compared to the original and revised
targets of 25 and 30 respectively.
• A BPO center was established at project closure through the refurbishment of
warehouses in Accra. The activity included upgrading of the existing facilities and
installation of technical equipment at the center. Investment promotion events were
conducted for attracting investors in Ghana as targeted.
• The cost of bandwidth for a full circuit E1 line (between Accra and Portugal reduced
from US$10,000 (pre project 2005 for non-Ghana Internet Service Providers
Association members) to less than US$1,200 for all internet and data service
providers.
• The revised Telecom Act opened the sector to further competition and the number of
mobile operators increased from four to six during the project period.
OUTCOMES
Growth Objective
5. For measuring outcomes on the ‘Growth’ objective, following two PDO indicators
were used:
(i) % increase in ITES contribution to the GDP: From the Results Framework
and M&E reports, it is clear that this indicator actually meant ‘increase in ITES
contribution to the GDP (%)’, not ‘% increase in ITES contribution to the GDP’. The
ICR states that the contribution of ITES to the GDP was 0.5 % at the Baseline in 2006.
The project target was to increase to 1.5 % by the project-end. The ITES contribution to
the end of GDP at the end of the project in 2014 had reached 2.44 %. ICR concludes
that this outcome indicator was more than achieved.
(ii) Increase in export-led revenues generated by ICT/ITES industry: There
was no baseline available for this indicator. The targets for year 1 and 2 were not fixed.
For year 3, a target of $60 million was fixed, and for the project-end, in year 5, a target
of $90 million was fixed. The project-end target was reduced to $70 million on June 30,
2014 citing the reasons of low international demand and economic crises. At the end of
the project, on December 31, 2014, an achievement of $72 million was reported. Thus,
this target was declared to have been achieved. The substantial 22 % reduction of target
just 6 months before the project closure clouds the achievement of this target.
6. Moreover, the increase in export led revenues by ITES as presented in the Project
ISRs and ICR is not consistent with data on International Trade published by Ghana
Statistical Service. As can be seen from Annex F, Table F.5 on ‘Exports by Section (2009-
2013), export-led revenues from ITES were not included in government publication. The
sections with less than 15 Million Ghana Cedis were summed up in ‘Others’ category. The
ISRs and ICR report that export-led revenue from ITES was $32 Million (47 million GhC) in
2010 and $72 million (231 million GhC) in 2014. Had that been the case, it would have been
included in above tabulation by Ghana Statistical Service.
APPENDIX E 42
7. Moreover, while these two indicators would measure project contribution to growth,
but not growth itself. The data related with GDP at Market Prices (Appendix F, Table F.1),
GDP at constant 2006 Prices (Appendix F, Table F.2), Growth Rate in GDP (Appendix F,
Table F.3), and Distribution of GDP by Economic Activity (Appendix F, Table F.4) present
the status of GDP growth and contribution of ICT sector in the GDP growth during the
project period. A summary of that information is presented Appendix F, Table F.6.
Following facts emerge from this Table:
(i) GDP at the constant 2006 prices consistently grew within the project period, with annual
growth rate reaching even 14 % in 2011 and 9.3 % in 2012. The average annual growth
rate during 2007-2014 was 8.1 %, which was a substantial increase from the baseline of
5.8 % annual growth rate.
(ii) The ICT sector GDP grew at a faster pace than the overall GDP. The growth rate of ICT
sector reached a whopping high of 41.5 % in 2012. Even at the project end in 2014, it
was astronomically high at 38.5 %. The average annual growth rate of ICT sector GDP
during 2007-2014 was as high as 23.3 %.
(iii) Contribution of ICT sector to GDP at the baseline was 2.7 %, not 0.5 % as stated in the
PAD. It was not verified at the time of preparing the ICR. If it was 2.7 % at the baseline,
the target of 1.5 % by the project-end was not justifiable. The contribution of ICT sector
to the GDP never reached above the baseline of 2.7 %. It was 2.3 % at the end of project.
8. However, the growth objective seems to have been achieved considering that 23.3 %
average annual growth rate of ICT sector was higher than the 8.1 % average annual growth
rate of the GDP.
Employment Objective
9. For measuring outcomes on the ‘Employment’ objective, following PDO indicators
were used:
(i) Number of jobs created in the ICT/ITES sector: At the baseline on December 31,
2005, the number of jobs in the ICT/ITES sector were reported to be 2,200 created by 5
companies. The original target value was 6,000 by end of March 31, 2012. This was revised
to 7,000 on June 30, 2014 to be achieved by the project-end. The Project reported that 8,700
jobs were created in the ICT/ITES sector by 46 companies by the project end of December
31, 2014. Hence, the achievement exceeded the target. The ICR states that Baseline
represented total ‘offshore’ employment 13. This was reformulated to core indicator – IT/ITES
employment (number of people) – on September 8, 2010. It is not clear, however, that if the
indicator was changed why not the baseline. If the objective was increase in the jobs in the
‘offshore’ employment only, the achievements should have been reported in respect of
13
Offshore employment is employment based on the practice of ‘offshore outsourcing’ under which external
organizations are hired to perform some business functions in a country other than the one where the products
or services are actually being developed or manufactured. Since the main opportunity for revenue generation
and employment creation in the ITES sector in the long term was in attracting offshore activities, the project
targeted jobs in the Business Process Offshoring (BPO).
43 APPENDIX E
offshore employment alone. Considering that there was a corresponding PDO indicator of
increase in export-led revenues from ICT/ITES sector, the intention of this indicator was to
measure the off-shore employment.
(ii) At least half of jobs created in the ICT/ITES sector are held by women: At the
baseline on December 31, 2005, 70 % of the jobs in the ICT/ITES sector were held by
women. The end of project target was fixed at 50 %. This was lower than the baseline and
not justifiable. It is reported that at the baseline, most of the staff working in the ICT/ITES
sector was women, and that proportion was not possible to carry on a sustainable basis. If
that was the case, this outcome indicator should not have been kept in first place. The end of
the project target was increased to 66 % on June 30, 2014, just 6 months before project
closure, because the new BPO center was about to become operational and it was specifically
targeting women employees. However, the BPO could not become operational and the
achievement at the end of the project was 54.3 %, much below the target of 66 %.
10. The source of employment data reported by the project was GASSCOM. The Project
Completion Report (PCR) prepared by the PIU included a Matrix at its Annex 2 displaying a
list of ITS-BPO companies with number of jobs created. That matrix is presented in Annex
F, Table F.7 to this report.
11. In the field mission conducted in June 2016, the mission team met a senior
representative of GASSCOM and enquired about the veracity of this data. The Chairman
feigned ignorance about this data. The mission than invited all these companies in a private
sector focus group discussion. None of these companies turned up. Hence, the mission could
not verify this data and cannot say with certainty that it is correct.
12. The PPAR team tried to verify the employment data from the Ghana Statistical
Service. They publish employment data on the basis of Census that is conducted every 10
years. The last census was conducted in 2010. The census prior to that was conducted in
2000, and the next one will be conducted in 2020. The baseline and end of project
information cannot, therefore, be derived from the Census data. There was a Quality of Life
Survey conducted in 2012 which covered how many number of hours the people employed in
various sectors, including the Information and Communication sector, worked during a week.
This, however, did not reflect on the overarching employment objective of this project. From
the available information, it is, therefore, not possible to conclude on the achievement of the
overarching objective of employment.
13. The ITU’s published statistical data in 2015 has a time series for Full-Time
Telecommunication Employees (including females) from 2006-2012, but the information is
blank for 2013-2015. The ITU’s information on jobs is placed at Appendix F, Table F.8,
from which, it would be clear that in 2012, only 4,975 full-time telecommunication
employees worked in Ghana, out of which only 1,543 (31 %) were females. Although
IT/ITES jobs might cover more than telecommunication employees, the available
information signifies that project-end target for jobs were not achieved until 2012 and that
the end of project achievement could not be verified from this or any other independent
source.
APPENDIX E 44
14. Had the BPO center become operational, there could have been a direct attribution
established with whatever jobs were created therein. But that could not be made operational
until now.
15. There was a weak causal chain between project activities/outputs and growth and
employment - both offshore and domestic. There are two major causal links: one direct
through firm level support and one indirect through improved policy environment and
availability of better trained workforce. Firm level support was barely accessed and
underspent. It is hard to say that all that growth in employment was due to grants provided
under the project.
16. Overall, the efficacy of the project in contributing to achievement of this objective is
rated Modest.
Objective 2: Efficiency and Transparency
17. This was to be achieved by development of ICT in government operations and
applications. It included development of ICT architecture and interoperability standards for
government applications and networks. An investment support was to be provided to the
government under a PPP for setting a high speed government wide communications network
connecting the key MDAs for sharing information and applications and securing government
databases. Specialized training was to be provided to chief information officers, technical
staff of key MDA's, legislators and magistrates. A feasibility study was to be carried out for
establishing PPP's for developing electronic applications of the Internal Revenue Service and
other e-government applications.
18. The Ghana Integrated Financial Management System (GIFMIS) was to be established
connecting the Ministry of Finance with MDAs, Treasuries and MMDAs for improving the
efficiency and transparency of government financial management functions using ICT based
tools at the central, regional and district levels. Businesses processes and control systems
were to be established for developing budget planning tools for more effective macro-fiscal
management and control of the budget. Public Financial Management rules and regulations
were to be reviewed for supporting changes in businesses processes as part of the ICT
platform. Treasury and Cash Management system were to be developed for establishing a
Treasury Single Account. MDA's internal management was to be strengthened and the
capacity-building support was provided for implementing this component.
OUTPUTS:
19. Following outputs were achieved:
(a) Support the development of ICT in government applications and communications
(i) Enterprise Architecture designed to use IT information for government operations and
Inter-operability framework for facilitating Intra-government communications was
completed as targeted.
(ii) GovNet - a communication infrastructure connecting all government agencies onto a
single shared and secured communication platform - was established and deployed in
45 APPENDIX E
all regional capitals and 15 districts across the country. The project developed the
concept for the GovNet with a smaller scope (Metro Network in Accra and Tema),
and the government expanded the system nationwide with additional funding from
the Chinese government. With this, the GovNet was deployed in over 300
government organizations in the country by project closure.
(iii) At project closure, 283 MDA's (including 33 ministries and 250 spending units) used
program based budget classifications in the preparation of their 2015 budget.
(iv) The Portal infrastructure consisting of data center, payment gateway, security and
authentication systems were developed and this portal infrastructure was integrated
with the Government e-payment platform for collection of revenue online for
government services such as for licenses, taxes, fee payments, fixed fees and other
service payments (such as passport fees).
(v) E-government software applications were operational for the Ghana Revenue
Authority because of which, Tax returns could be filed online.
(vi) E-government software applications were also operational for the Registrar General's
Department whose portal provided online registration for transactions such as
business/company registration, e-payments, and scheduling appointments with
officers of the department.
(vii) 856 Chief Information officers were trained as compared to the target of 100. This
included training to 96 legal and judicial staff. 2,623 technical staff were trained as
compared to the original target of 100.
(b) Support to development of ICT services in public financial management systems
(i) The new Ghana Financial System was finalized as per the target and the full Ghana
Integrated Financial Management Information System (GIFMIS) was rolled out after a
pilot at the CAGD and the Ministry of Finance.
(ii) All the ministries (33) and regional treasuries were connected to the central budget as
targeted.
(iii) Training programs were delivered as targeted. This included Oracle University
Training to all end users of the MDA's at the national and regional level, training to the
IT staff for MDA's in Accra and 22 regional MDA's to provide first line support to end
users, and 12 staff members were trained in Oracle Certification Training.
(iv) The project secretariat was established as targeted. Consultants were recruited to
provide technical assistance in the fields of procurement management, finance and
accounting, and communication.
(v) Activities such as production of systems based Ghana Government Finance Statistics
and public sector accounting standards were ongoing at the project closure stage.
(vi) Although a review of the Financial Management legislation was completed, the
legislative updates were not completed at the project closure stage, as per the revised
target.
OUTCOMES:
20. Let us look at whether planned outcomes of efficiency and transparency were
achieved for the selected government functions through electronic government applications.
APPENDIX E 46
1. Ghana Revenue Authority (GRA)
21. Prior to the automation of the GRA, tax payers were subjected to manual systems of
multiple tax agencies and offices, with files often getting lost, tax assessments done
subjectively, and a number of businesses able to evade taxes. GRA’s work was being done
by several revenue agencies in different computing environments: Internal Revenue Service
was manual, VAT’s back office was computerized but front-end was manual, Large Tax
Office (LTO) had a silo sever. There was a need for business process re-engineering. All
these activities were merged in the GRA in December 2009. The GRA developed systems to
provide integrated solutions. It reviewed different tax laws and conducted self-assessment.
22. In December 2011, it started the new Taxpayer Identification Numbering System
(TIN). A unique identification number was issued to taxpayers for official transactions with:
(a) The Domestic Tax Revenue Division of the GRA, (b) The Customs Division of the GRA,
(c) The CAGD, (d) The RGD, (e) District Assemblies, and (f) Any Public Institution which
the Minister may by legislative instrument prescribe.
23. All persons liable to pay tax, or from whom taxes were withheld at source by
employers or agents through payroll deductions and /or other business transactions under any
enactment, were required to register. A person transacting a business with any of the listed
public institutions had to quote their TIN for purposes of identification. The streamlined
automated process at the GRA provided a shared platform with real time data, and a link
between business registration and Revenue Authorities through the TIN. The transformation
in business processes of the GRA from before to after the automation is depicted in
Appendix F, Figure F.1.
24. Transparency was improved by the substantial increase in automated business
registrations (87,900) and TIN registrations (425,305), which indicated that the e-government
registration application was functioning. The TINs were particularly important to improving
transparency because individuals would now be identified by a unique number and
transactions would be associated with that number. This new process thereby increased
visibility to the public and reduced opportunities for corruption. It also made it easier to
avoid and correct mistakes that were more common in the paper-based system. TINs have
also improved GRA’s operational efficiency significantly in defining and calculating the
correct tax obligations of tax payers. The use of TIN improved the quality of business data
remarkably at the RGD as well, as TINs can uniquely identify each employee of a company.
All data changes are updated in real time, and the Business Certificates are electronically
generated in a centralized printer. As an outcome, there was an increase in new taxpayers
(estimated at 400,000) following the provision of the TIN registrations that enabled people to
file their taxes online.
25. Tax collection was done under the structured of a PPP contract, under which, contract
compensation was linked to performance. Revenue collected through the TRIPS - a new tax
collection system implemented by the project - increased from 0 percent of the total tax
collection in 2012 to 61.7 percent in 2015.
47 APPENDIX E
26. Enhanced efficiency in collection of taxes was clearly visible in a consistent increase
in the collection of tax revenues, between 2010 and 2015. See Appendix F, Table F.9.The
collection of tax revenues rose by 3 times in this period. However, this increase was not
coupled with any significant increase in revenue staff/expenditure.
2. RGD
27. The RGD automation system has been established in RGD Headquarters and
Regional offices nation-wide from December 2011 to November 2014 for the management
and processing of company registration, Marriage Registration and Estate Administration.
Most services of the RGD were manual earlier. The RGD citizen and business online
eRegistrar portal was launched in November 2014 for submission of online
application/request for 65 different services online by citizens and businesses.
28. The status of registered companies from December, 2011 to May, 2016 in Appendix
F, Table F.10. It can be seen that there has been consistent increase in the number of
companies registered since automation of services in December 2011. There was a quantum
55 % increase in company registration in 2012-13, which signified an increased efficiency of
the RGD. This was followed by a 6% increase in 2013-14 and 3 % increase in 2014-15.
29. The status of Revenue generated through registration Appendix F, Table F.11. The
yearly pattern of revenues also show a consistent increase from December, 2011 to
December, 2016. For registration of a new company, a TIN is first required. The RGD Portal
was fully integrated with GRA e-tax portal. The companies were asked to re-register
themselves with TIN after the automation of RGD and GRA. The status of re-registered
companies is presented in Appendix F, Table F.12.
30. Online Registration of Companies started in January, 2015. Since then and until May,
2016, total number of online company registration has been only 500. Online applications
were 0.6% of the total registered companies between January, 2015 and May, 2016. Total
number of online payments have also been a minimal 192. The reason for slow take-off are
lack of awareness about the online portal, people’s preference to the manual system, poor
internet connectivity, and continued problems with the e-payment system.
31. In registration of companies and businesses, efficiency has improved, but not to its
potential. In the current automated system, the application form is still filled manually. It is
scanned by a data entry operator and uploaded on the system. It is then reviewed and cleared
by the Company Inspector. It is thereafter submitted to the lawyer for approval. After
lawyer’s approval, a certificate of registration is automatically printed by the system and is
put up for signature of the lawyer. The whole process in the automated system takes about 15
days. In the manual system earlier, it used to take about 2 months to register a company –
with two weeks to only see if the newly proposed company name already existed or was
available for registration. So, there is indeed a significant improvement in efficiency of
company registration.
32. However, ideally, a business company can be registered in 30 minutes, but there are
delays due to human factors and a parallel manual system. The application form could be
APPENDIX E 48
directly filled by applicants on the system. That way the data pertaining to their applications
could be directly uploaded on the company’s database. A scanned copy of the application can
only serve the purpose of record keeping, but not for doing database management. The Data-
entry operators have to enter data for each application separately, which consumes a huge
amount of their time. If it is done by applicants in a decentralized manner, lot of time can be
saved.
33. Secondly, RGD has 25 data entry operators, 12 company inspectors and only 6
lawyers. There is a bottleneck at the level of lawyers due to their shortage. The current
Registrar General informed the PPAR mission that, as per current workload, at least 12
additional lawyers are required by the RGD to clear the applications for company registration
in less than a week. The human factors come into play as there is no queuing system.
Applications received first are not disposed-off first. The applications received at a later date
with external influences can be cleared first. There is no work flow management system to
track delays at different levels. Lastly, the certificates can be digitally signed instead coming
to the lawyers for signature. In addition, there are some 101 issues identified related with
software, but only 25 have been resolved. All of these steps can considerably enhance
efficiency up to its optimal level.
34. The RGD portal also allows scheduling of appointments with officers of the
department. The project had planned to include online registration of marriages and estates as
well, but these services have not become online yet. The status of Registered Marriages is
presented in Appendix F, Table F.13. The number of booking approved during November,
2014 and May 2016 is very small, with a huge pendency.
3. eServices
35. The project provided support to the government in setting up different eServices.
Citizens can access them at http://eservices.gov.gh. The performance of different eServices is
presented in Appendix F, Table F.14. There are two major conclusions from the review of
their performance. First the % of beneficiaries using these eServices is very low at below 10
%. Unless this percentage is enhanced, the impact of efficiency gains will not be felt by
citizens at large. With PC density of 67 %, and 36 million subscribers of smart phones
against a population of 27 million, the potential reach of eServices would apparently appear
huge. However, the percentage of individuals using internet is very low. In 2015, there were
only 23.5 % of individuals using internet in Ghana, in comparison to neighboring middle
income countries like Nigeria having 47.4 % and Kenya having 45.6 % individuals using
internet. Broadband penetration is crucial for the development of a domestic ICT market and
to make e-government meaningful for the population. In 2015, the Fixed Broad Band
Connections in Ghana were only 0.28 per 100 inhabitants (see Appendix C for detailed
information). As per analysis done by ‘Alliance for Affordable Internet’14, using industry
data for the number of mobile broadband subscribers, the actual penetration figure for mobile
broadband is only 9%. It is not possible to access eServices at low bandwidth. Thus, despite
14
The Alliance for Affordable Internet (A4AI) is a broad coalition working to enable everyone, everywhere to
access the life-changing power of the Internet. Details can be found at http://a4ai.org/
49 APPENDIX E
high PC density and high smart phone subscribers, the eServices users remain low. In
addition, internet penetration is affected due to certain additional barriers15.
36. However, the mobile broadband16 subscriptions is seeing a phenomenal increase
since 2010. This provides potential platform at which citizens can access eServices. The
number mobile broad subscriptions are presented in Appendix C, Table C.4. It is evident
though it was very low in 2010 at 1.6 million (6.89 mobile broadband subscriptions per 100
inhabitants), it has now increased to 18 million subscriptions (67 subscriptions per 100
inhabitants) in 2015. eServices can be accessed on mobile phones with broadband
connections, but still the subscribers complain of poor connectivity and citizens face
difficulty in using eServices.
37. It is also important to note that the internet cost relative to GDP per capita was too
high. In such a situation, people would prefer SMS to broadband. The government could
have designed payment systems (m-Banking) for SMS users, and they could have done the
same for e-gov services but a deliberate effort was not made in this respect. eServices design
for browser access require broadband (fixed or mobile), which were affected by the
constraint of low broadband penetration and high costs. The government could have, but did
not foresee SMS or low bandwidth services.
38. The overarching binding constraint for both coverage and efficiency are low internet
usage, poor internet connectivity, high prices and problems with the ePayment system. Less
than a quarter of citizens have access to internet and those who have it are not able to access
good 24X7 internet connectivity. Also, while the eServices platform is on the GovNet, the
ePayment system operates on the internet. The poor connectivity affects the ePayment
system to function efficiently. There are also several technical snags in the ePayment system
which the service providers need to address.
39. There is also a lack of awareness among citizens. The government needs to launch a
massive awareness campaign to motivate citizens to use eServices highlighting its benefits.
Secondly, while the service standards have significantly improved, they have not reached the
optimum level. It would require business process reengineering at the back-end.
40. A survey was conducted at the project closure stage to gauge user perception of
services that were provided through the automation process. 76% of the beneficiaries (which
included consumers, government agencies and other stakeholders such as the private sector
representatives) were satisfied with the electronic delivery of services – this exceeded the
original target of 68%. However, considering that users are very few in number (less than 10
% of targeted beneficiaries), these satisfaction ratings cannot be a reflection on the overall
15
Research ICT Africa (2012), Evidence for ICT Policy Action, Policy Paper 4, What is Happening in ICT in
Ghana, A Supply and Demand-Side Analysis of the Sector identifies the barriers as: (i) no interesting, (ii) lack
of local language content, (iii) slow internet, few people to communicate with via the internet, (v) expensive to
use.
16
Broadband is defined as high-speed network that connects users at Speeds above 256 Kb/s (usually 1 – 2
Mb/s). India has > 2Mb/s, Swiss has > 1.5 Mb/s.
APPENDIX E 50
satisfaction of consumers. The purpose of conducting a satisfaction survey is also
questionable considering a very low percentage of individuals using an internet to start with.
4. Ghana Integrated Financial Management Information System (GIFMIS)
41. The government’s budget is classified into 4 categories: (i) Government of Ghana
(GoG) Funds, (ii) Internally Generated Funds, (iii) Donor Funds, and (iv) Statutory Funds.
The GIFMIS covered only category (i) of GoG funds, which are covered under a TSA
structure and represents about 66 % of the Total Budget.
42. The GIFMIS component is designed to support the following objectives: (i)
Improving financial management, accounting and reporting of the government, including
payroll management; (ii) Establishing HRMIS; and (iii) Improved Budget Preparation.
43. There are two major components of the GIFMIS Project. The Director of Budget is in
charge of planning and implementing the budget management function using the budget
module of the GIFMIS, and the Controller and Accountant-General is in charge of planning
and implementing the budget execution, financial accounting, financial reporting, and cash
management functions.
44. GIFMIS was implemented as per following sequencing: (i) Budget Financials,
Accounting and Reports; (ii) Payroll Management; (iii) HRMIS, and (iv) Budget Preparation.
45. The GIFMIS system utilizes a new harmonized chart of accounts for all financial
transactions throughout the country. The Controller and Accountant-General has enhanced
commitment control through the widespread use of the procure-to-pay (P2P) module at all
levels of government, under which, only those purchase orders that are entered, edited and
approved in GIFMIS are processed through to payment status by GIFMIS. P2P system acts
as an ex-ante control over expenditure.
46. A modern technical infrastructure has been established / upgraded to implement the
new system. This infrastructure includes electronic data transmission systems (WAN/LAN)
as well as environments for servers and desktop computers and related storage and disaster
recovery systems. Change management activities are programmed as part of implementation.
Salient features of the systems functionality and architecture under the new project are given
below:
47. Budget Preparation : The GFMIS covers the Budget Preparation phase of the PFM
cycle which, inter-alia, includes calculation of program and project costs; compilation of
budget proposals from spending agencies; and printing Budget Documents. In Ghana, the
budgeting process is centered at the office of the Director Budget (MOF), who receives
budget submissions from Line ministries in response to the budget circular sent out to them.
The offices of the main vote controllers, who are responsible for distribution of the budget to
their subordinate units are provided access.
48. Budget Execution: This component includes the following:
51 APPENDIX E
• Budget Management–including Budget Apportionment, Budget Allotment, Budget
Releases, and Budget Transfers
• Commitment Management – Recording all commitments relating to intended
government expenditures
• Payments management- Processing all government expenditures relating to:
Procurement of goods and services, Salary Payments, Debt servicing
• Receipts Management - Recording revenues and receipts
• Accounting (posting all transactions as they occur)
• Cash Management, and
• Fiscal Reporting
49. As per economic classifications, the public expenditure is divided into following 4
broad categories:
(i) Expenditure on Wages and Salaries: The Budget for wages and salaries is prepared
using the Hyperion module in the GIFMIS; however, the expenditure on wages and salaries
is controlled by the IPPD System and the HRMIS. Currently, payroll expenditure from the
IPPD system are posted ex-post on the General Ledger against the appropriate budget lines of
MDAs. Every expenditure on wages and salaries is approved by the CAGD. It is, however,
not clear whether and how the budget provision for wages and salaries and the warrants of
budget release issued during the year are used as a control in the IPPD system. Other salary
related expenditure for MDAs, on the other hand, goes through the P2P budgetary controls
on the GIFMIS and well controlled. The full budgetary control, including positions and
establishment control, will be achieved once the HRMIS is fully implemented and integrated
into the budget, financial and payroll systems. This is at an advanced stage of
implementation. In either case, the total expenditure on wages and salaries is largely within
the revised budget of Fiscal Year 2015.
(ii) Goods and Services: The entire set of expenditure on goods and services is
government by the P2P system which is embedded in a Commitment Control System. The
P2P system ensures ex-ante control over all expenditure on goods and services. For
expenditure on goods and services, there is a quarterly release of the budget warrants to
MDAs, which act as a limit on expenditure for that quarter.
(iii) Capital expenditure: Every capital expenditure is approved by the Director Budget
at the Ministry of Finance and follows the P2P feature of GIFMIS to incur expenditure. All
GoG funded capital expenditure, including advance payments, counterpart funds, and ABFA
funds are released through the IFMIS on ex-ante basis, and are subjected to all necessary
budgetary controls. The exception is donor funded projects. Payment for mobilizations
(advance payment) by MDAs on capital projects are done through the GIFMIS. The amounts
are treated as prepayments which are reported in the public accounts.
(iv) Debt Servicing: The budget for debt servicing, as approved by the parliament, is
loaded on the GIFMIS as part of the annual appropriation. Servicing of external debts
(interest and principal) go through the P2P process and are subjected to the relevant ex-ante
budgetary controls. Warrants are issued and invoices raised at MoF before payment on
APPENDIX E 52
GIFMIS by the CAGD Treasury. Servicing of domestic debts (mostly T-Bills), which are
done directly by the Bank of Ghana (BoG) on behalf of Government, are posted to the
General Ledger ex-post, but not before warrants are issued to that effect from the approved
budget on the GIFMIS. On the basis of the above, expenditure on debt servicing (whether
recorded ex-anti or ex-post on the GIFMIS) cannot exceed the approved budget recorded on
the system. In either case, the total expenditure on wages and salaries is largely within the
revised budget of Fiscal Year 2015.
50. The GIFMIS was made operational in all the 33 Ministries, Departments and
Agencies located in Accra and 250 Spending Units and 10 Regional Treasuries located
across the country. They have all implemented the P2P/ Commitment Control System.
GIFMIS now covers the GoG only, which accounts for about 66 % of total public
expenditure. It comprehensively covers budget preparation, accounting and reporting of all
GoG funds. However, its control feature is limited to expenditure on goods and services,
external debt servicing, capital expenditure and other salary expenditure. It does not covers
expenditure on wages and salaries and domestic debt servicing.
51. The Ministry of Finance now produces systems-based quarterly GFS-compliant
Ghana Fiscal Operations (GFO) Report for the GoG funds within one month of quarter end.
The Government has adopted International Public Accounting Standards, and the GoG
annual financial statements are being prepared by Controller and Accountant General
Department for the consolidated fund.
52. GIFMIS has contributed to the improved efficiency of the public financial
management systems. It has enhanced the speed and accuracy of financial transactions.
Following are some of the major tangible illustrations of increased efficiency as observed
during the PPAR mission in Ghana in June 2016:
(i) Timely preparation of Monthly Financial Reports (PEFA Indicator P1-24):
Before the implementation of GIFMIS, in 2011, monthly and quarterly financial reports from
CAGD were generally finalized within two months from the end of the month. This practice
was deteriorated in 2012 with the introduction of the new Chart of Accounts when
finalization of financial reports took longer than three months. After implementation of
GIFMIS in 2013, the monthly financial reports are finalized by the 15th day of the following
month.
(ii) Timely preparation of Annual Financial Statements (PEFA Indicator PI-25):
Section 41 of the Financial Administration Act 2003 (Act 654) provides the legal and
regulatory framework for the preparation and submission of annual financial statement by
CAGD for external audit by the Auditor General, as per which, CAGD must submit annual
financial statements for external audit within 6 months of closer of fiscal year. Ghana’s fiscal
year is between January 1 and December 31. The Annual Financial Statements are required
to be submitted to the Auditor General Office by June 30th of the following fiscal year. The
performance of CAGD has been satisfactory in this regard even before the implementation of
GIFMIS. It had submitted its annual statements to Ghana Audit Office within 3-4 months of
close of fiscal year. After implementation of GIFMIS, it has been submitting the same by
within 3 months of the close of fiscal year.
53 APPENDIX E
(iii) Effectiveness of expenditure commitment controls (PEFA Indicator PI-20 (i):
After implementation of GIFMIS, better expenditure control is observed as budget ceilings
are strictly adhered to. Virements within items of expenditure can be done by MDAs and
those between items are approved by the Director Budget in the MoF. GIFMIS does not
allow exceptions to the rules. There is no expenditure which can be made outside the scope
of GIFMIS controls. No new commitment can be created unless there is adequate budget
provision and released virements for that. The vendor registration is linked with the GRA and
RGD portals and the vendors must be registered with a TIN. No purchase order can be issued
to a vendor who is not registered with the RGD and/or does not have a TIN. Similarly, no
payments can be issued unless a commitment was created in the system.
(iv) Reduction of Audit Observations (PEFA Indicator PI-26): Due to better financial
controls, the number of audit objections by the external audit agency on the use of GoG
funds have reduced after implementation of GIFMIS. Most audit objections now pertain to
the expenditure by IGFs.
(v) Regularity of Account Reconciliation (PEFA Indicator PI-22): Prior to the
implementation of GIFMIS, the account reconciliation on the consolidated fund generally
used to be three months late. However, after implementation of GIFMIS, account
reconciliation is done regularly every month.
(vi) Effectiveness of Payroll Controls (PEFA Indicator PI-18): Public Service
Commission (PSC) is in charge of the implementation of HRMIS. They are implementing 3
HR modules in 9 pilot agencies covering 65-70 % of all employees. Personnel database and
payroll are directly linked to ensure data consistency and monthly reconciliation. Before
implementation of GIFMIS, it used to take 6 months to 1 year to make the first payment after
an employee was appointed. Now it takes only 1 month. After payroll audit of 9 pilot
agencies, 5,000 Ghost names have been identified in the payroll and suspended till further
probe and verification. CAGD gives MDAs a schedule of only 10 days to update HR record
between 12th and 27th of every month in situations of appointment, promotion or transfer.
New names cannot be added in the payroll without the approval of the PSC on HRMIS. This
prevents further addition of ghost employees. Authority to change records and payroll is thus
restricted and results in an audit trail. A strong system of annual payroll audits exists to
identify control weaknesses and/or ghost workers.
(vii) Removal of Arithmetic Errors: There has been removal of mathematical
errors in compilation of data from different MDAs. The GIFMIS does the aggregation at
different levels with accuracy.
53. It may be noted, however, the GIFMIS covers only the GoG funds, which are about
66 % of total public expenditure, barring the expenditure on wages and salaries and domestic
debt servicing. The Internally Generated Funds, Donor Funds, and Statutory Funds are not
yet covered under GIFMIS, and are being covered under the ongoing PFM Reforms project.
Hence, the efficiency and transparency of public expenditure could not be impacted
comprehensively.
54. IEG is carrying out research on a Diagnostic Framework to Assess the Capacity of a
Government’s Financial Management Information System as a Budget Management Tool,
which seeks to assess the strength of the FMIS in terms of its effectiveness for budget
management and control as they exist in 21 countries and to highlight areas of weaknesses
where further reform efforts should focus. This paper identifies following set of features that
APPENDIX E 54
are critical for determining the effectiveness of FMIS as a budget management tool: (i)
Treasury single account (TSA), (ii) FMIS coverage, (iii) Core system functionality, (iv)
Ancillary features, and (v) Technical aspects. It provides scores to different countries to
arrive at an overall score for the system strength for each pilot country as presented in
Appendix F, Table F.15. Ghana scores an overall score of 51 out of 100 on the system
strength and the areas of improvement largely relate to the TSA structure and FMIS
coverage.
55. On the objective of improving transparency of public financial management, the
Project didn’t kept any benchmarks and targets. Transparency of PFM could be measured by
the OBI as well as PEFA indicator no. 10. The trend in the OBI score since 2006 is presented
in Appendix F, Figure F.2 and Figure F.3. GIFMIS implementation was started in 2010 and
was completed in 2013. However, no significant change is visible in the OBI score. It had
reached the maximum of 54 in 2010, after which, there has been a marginal decline. The OBI
Score of 51 denotes that the Government of Ghana provides the public with limited budget
information.
56. The Government of Ghana has been inconsistent in which documents are made
publicly available in a given year. Since 2012, the Government of Ghana has increased the
availability of budget information by publishing the Citizens Budget and Year-End Report
and improving the comprehensiveness of the Enacted Budget. However, the Government of
Ghana has decreased the availability of budget information by failing to produce a Mid-Year
Review. Moreover, the Government of Ghana has failed to make progress by not producing a
Pre-Budget Statement. Figure reflects availability of budget documents to public over time.
57. On PEFA Indicator PI-10 regarding ‘Public access to key fiscal information’, the
trends in Ghana’s scores is presented in Appendix F, Table F.16. It is evident that Ghana is at
the same level of fiscal transparency as it was in 2006 and has declined in comparison to
2009. As per the latest PEFA report of 2013, while the Government of Ghana provides public
access to: (i) the annual budget documentation when it is submitted to the legislature, (ii) in-
year budget execution reports within one month of their completion, (iii) year-end financial
statements within 6 months of completed audit, and (iv) all external audit reports on
consolidated operations within 6 months of completed audit, there is no information on
resources available to the primary service units and not comprehensive access to contract
awards. While there is fairly good access to information on central government operations,
accountability for the use of public resources is undermined by the delays in the publication
of the in-year budget execution reports in respect to the period they cover; lack of
information on in-year execution of individual MDAs and lack of public access to their
financial statements. With implementation of GIFMIS, the government can strive to improve
transparency of its fiscal operations on the identified gaps as per OBI and PEFA
Assessments.
58. Overall, there is adequate evidence of improved efficiency of selected government
applications through e-Government applications, there is less evidence of increased
transparency. Accordingly, the efficacy of the project in contributing to achievement of this
objective is rated Substantial.
55
Appendix F: Data Related With Outcomes
Table F.1 GDP at Current Market Prices by Economic Activity (Amount in Million
Ghanaian Cedi)
APPENDIX F 56
Table F.2 GDP at 2006 Prices by Economic Activity (Amount in Million Ghanaian
Cedi)
57 APPENDIX F
Table F.3 Growth Rates of GDP at 2006 Constant Prices (%)
APPENDIX F 58
Table F.4 Distribution of GDP (at Basic Prices) by Economic Activity (%)
APPENDIX F 59
Table F.5 Export by Section (2009-2013)
(Source: Ghana Statistical Service)
APPENDIX F 60
Table F.6 Growth of GDP of ICT sector during 2006-2014 (Amount in Million Ghana
Cedi)
2006 2007 2008 2009 2010 2011 2012 2013 2014
GDP at Constant 2006
Prices 18,705 19,518 21,304 22,336 24,101 27,486 30,040 32,237 33,522
Growth Rate of GDP at
Constant 2006 Prices (%) 4.3 9.1 4.8 7.9 14 9.3 7.3 4
ICT sector GDP at
Constant 2006 Prices 483 503 601 624 777 909 1,286 1,599 2,213
Growth Rate of ICT
sector GDP at Constant
2006 Prices (%) 4.1 9.5 3.9 24.5 17 41.5 24.3 38.4
Contribution of ICT
sector to GDP at Constant
2006 Prices (%) 2.7 2.4 2.2 1.8 1.9 1.8 2.2 1.7 2.3
Source: Ghana Statistical Service
Table F.7 Jobs created in ICT/ITES sector as on December 31, 2014
Name of Company ICT/ITES- Jobs held by % Women
BPO Women
Total Jobs
ABM Systems Ghana 41 14 34.1
ACS-BPS Ghana
Bsystems Ghana 45 7 15.6
Cyberspace Technologies 0
Equinox Intercom 13 3 23.1
eServices Ghana 160 30 18.8
EXPO Promotions 5 0 0.0
Ghana Community Network (GCNet) 170 45 26.5
12000 LTD (NIIT) 115 18 15.7
InsurebyNet IBN-PO GHA 25 20 80.0
IPMC 450 193 42.9
Masai Computer Service 19 9 47.4
Micro warehouse Ghana 35 19 54.3
Novel Solutions Inc (NSL) 29 18 62.1
OstecIT 29 10 34.5
Persol Systems 25 8 32.0
Platinum Technologies Co. (In-charge) 7 1 14.3
Rancard Solutions 35 6 17.1
Rhema Systems and Associates 25 4 16.0
Rising Data Solutions Ghana 0
SISCO - Somuah Info System 17 5 29.4
Socket Works Global 244 92 37.7
Tino Solutions 2 0.0
CWG Ghana Ltd 13 1 7.7
Danash Ltd
Dream Oval Ltd 7 0 0.0
Evolution Ghana Lltd 20 4 20.0
Fairgreen Ltd 22 8 36.4
61 APPENDIX F
Ghana. Com
Infonaligy Ltd 23 2 8.7
Internet Ghana Ltd 30 6 20.0
Metrocoms 10 10 100.0
NCBC
NetAfrique Ltd 25 10 40.0
Novell Africa 8 2 25.0
Open Consult Group 5 0.0
Raycom Technologies 15 2 13.3
Sawtel Ghana Ltd 30 5 16.7
Softtribe Ltd
Teletech 460 248 53.9
MTN contact and data 834 580 69.5
Explainer DC 42 18 42.9
4 sight Micro system 55 32 58.2
Incharge service 184 119 64.7
Vodafone 225 154 68.4
Tigo Contact and Data 180 105 58.3
Banks 1,720 1,240 72.1
Insurance Data , IT support and contact centre 300 145 48.3
TechMahindra 420 125 29.8
Nestle Share Centre 150 72 48.0
Ghana Revenue Authority 60 38 63.3
Registrar General's Department 45 25 55.6
Nyansah Group 67 43 64.2
IDG Group 62 38 61.3
Data Systems 52 20 38.5
Directory services for MTN 55 32 58.2
Other ICT companies (Eaton Towers etc.) 2,090 1,140 54.5
World Vision Call Center
Grand Total 8700 4725 54.3
APPENDIX F 62
Table F.8 Number of full-time telecommunication employees
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Full-time - 6,328 6,581 4,904 4,707 4,779 4,975 - - -
telecommunications
employees
-Of which females - 1,404 1,552 1,145 1,046 1,106 1,543 - - -
% of females - 22 24 23 22 23 31 - - -
Source: ITU Telecommunications Database, 2015
Table F.9 Collection of Tax Revenue (Million GhC)
Year Target Collection Collection as % of Target
2010 3251 3499 108
2011 4426 5111 115
2012 7466 7661 103
2013 9621 7732 80
2014 10803 10025 93
2015 12358 12444 101
Source: Ghana Revenue Authority
63 APPENDIX F
Figure F.1 Transformation in Automation in GRA
Source: Implementation Completion and Results Report
APPENDIX F 64
Table F.10 Summary of Registered Businesses /Companies (05-Dec-2011-31-May-2016)
Entity Type Number Number Number Number Number Number Total No.
Registere Registered Registered Registered Registered Registered Registered
d during during during during during between
between Jan-Dec Jan-Dec Jan-Dec Jan-Dec Jan-May Dec 2011-
5 Dec 2012 2013 2014 2015 2016 May 2016
2011- 30
Dec 2011
Subsidiary 1 41 327 471 506 239 1,585
Business
Name
Company 18 2,500 4,001 4,918 4,663 2,159 18,259
Limited by
Guarantee
Partnership 1 109 274 241 152 71 848
Company 117 9,866 17,566 17,797 13,744 5,565 64,655
Limited by
Shares
Sole 301 21,155 30,128 32,170 38,477 17,710 139,941
Proprietor
Total 2 81 143 153 115 44 538
External
Company
Total 440 33,752 52,439 55,750 57,657 25,788 225,822
Source: Registrar General Department
Table F.11 Revenue Summary by Entity Type (05-Dec-2011-31-May-2016)
Entity Type Revenue-GhC Revenue-USD
Subsidiary Business Name 528,069.50 10,117.50
Company Limited by Guarantee 76,033,308.34 976,243.60
Partnership 185,416.50
Company Limited by Shares 2,432,588,358.68 1,662,960.49
Sole Proprietor 355,433,416.54 912,915.92
Total External Company 1,449,927.90 141,550.00
Total 3,866,218,497.46 3,703,787.51
Source: Registrar General Department
Table F.12 Re-Registered Businesses / Companies Summary (05-Dec-2011-31-May-
2016)
Entity Type No. Registered
Subsidiary Business Name 92
Company Limited by Guarantee 765
Partnership 122
Company Limited by Shares 7,431
Sole Proprietor 20,078
Total External Company 85
Total 28,573
Source: Registrar General Department
65 APPENDIX F
Table F.13 Registered marriage Summary (03-Nov-2014 -31-May-2016)
Entity Type No. Registered
Booking Approved 221
Booking Pending Approval 3,126
Total 3,347
Source: Registrar General Department
Table F.14 Performance of eServices
eService Citizen Time Time % of % of Comments
Services taken taken to beneficiaries Online
provided to provide using online Processing
provide service system by Agency
service in
in manual
online system
system
1. Births and Certified true 2 days 15 days 10 % 100.00% The birth
Deaths copy of Birth registration service
Registry Certificate can be accessed by
any citizen world-
wide. Module of
death registration
not developed yet.
2. Registrar Online - - 0.00% 100.00% Citizen submit
Generals Ordinance paper applications
Department Marriage for automated
Registration processing at RGD.
This eService is not
online yet.
3. Registrar Online Estates - - 0% 100.00% Citizen submit
Generals paper applications
Department for auto processing
by RGD. This
eService is not
online yet.
4. Registrar Company 15 days 60 days < 1% 100.00% Efficiency Service
Generals registration standards can
Department improve by
business process
reengineering and
additional staffing
of lawyers.
5. Police Criminal 1 day 10 days 6% 6.00% The police
Criminal background verification pertains
Investigation check, Finger to sentences above
Department print analysis, 2 years only. Hiring
background companies can also
check for visa seek police
and job verifications for
applications their job applicants.
APPENDIX F 66
6. Visa on Arrival - 7days This eService is yet
Ghana other visas, to be launched.
Immigration Work permit
Service etc.
7.Passport Online Passport 2days 5- <1% 100% Publicity yet to be
Office application 14days conducted. This
eService is yet to be
launched
8. Accra Marriage 21days 21 days <10% 10% By law all marriage
Metropolitan Licenses licenses has a
Assembly waiting period of
21days. Applicants
do not have to be
physically present
to submit
application
9. Ghana Accommodation Publicity yet to be
Tourism and Catering conducted. This
Authority Establishment eService is yet to be
launched
10. Food and Food and drugs Publicity yet to be
Drugs importer conducted. This
Authority eService is yet to be
launched
11. National Downloadable This eService is yet
Identification forms for to be launched
Authority National ID
forms
67 APPENDIX F
Table F.15 Diagnostic Framework to measure performance of IFMIS
Overall Assessment of FMIS in Sample Countries
TSA FMIS Core Ancillary Technical Total system
Country
status coverage functionality features aspects strength
Max score 10 25 40 15 10 100
Afghanistan 10 25 22 8 8 73
Bangladesh 6 15 9 5 3 38
Cambodia 5 10 25 4 7 51
Ghana 2 9 34 5 9 59
Indonesia 7 23 35 13 10 88
Kazakhstan 9 25 29 4 8 75
Lao PDR 6 11 18 3 7 45
Liberia 2 9 26 7 8 52
Malawi 10 11 16 4 5 46
Malaysia 9 23 39 14 9 94
Maldives 3 17 26 3 8 57
Mozambique 2 15 26 6 8 57
Myanmar 9 2 8 1 3 23
Nepal 7 19 18 5 6 55
Pakistan 7 15 26 9 9 66
Philippines 6 2 10 0 0 18
Russian Fed. 9 25 29 4 9 76
Sierra Leone 2 9 24 5 7 47
Thailand 7 23 39 11 10 90
Vietnam 8 23 34 3 8 76
Zambia 3 14 22 7 8 54
Zimbabwe 2 13 26 8 9 58
Source: A Diagnostic Framework to Assess the Capacity of a Government’s Financial Management Information System as
a Budget Management Tool
APPENDIX F 68
Figure F.2 Measuring Budget Transparency through Open Budget Index
Source: Open Budget Survey 2015
Figure F.3 Availability of Budget Documents over Time
Source: Open Budget Survey, 2015
Table F.16 Trends in Public Access to Key Fiscal Information
PEFA PI-10 Scores
2006 2009 2013
B A B
Source: PEFA Assessment Reports in 2006, 2009 and 2013
69
Appendix G. List of Persons Met
Name Title/ Organization
Government Staff
Isaah Yahaya Chief Director, Ministry of Communications
Michael Ayesu Director, External Resource Mobilization, Ministry of
Finance
Sauda Ahmed Seinu Principal Economics Officer, Ministry of Finance
Teki Akuetteh Falconer Executive Director, Data Protection Commission, Ministry
of Communication
Paul Kwakye Ghana Revenue Authority
Seidu Kotomah Acting Controller and Accountant General
Emelia Derkyi Director Accounts, Ministry of Education
Thomas Appiagyei Acting Director-Budget Implementation, Ministry of
Finance
Sherif Mohammed Schedule Officer-Budget Technical Assistance Support,
GIFMIS, Ministry of Finance
Wisdom K. Messan Department Controller, Payroll, Controller and Accountant
General Office
Asare Fianko Acting DCAG (F&A), Controller and Accountant General
Office
David Annam-Bonny Acting DCAG (ICTM), Controller and Accountant
General Office
Kwasi Qurism DCAG (FMS), Controller and Accountant General Office
Ps. Sam Boateng Head, Financial Reporting and Monitoring Unit Ministry of
Health
Ms. Roberta Quarshie Deputy Auditor General, Commercial Audit Department
Kwesi Ohemeng-Agyei Director, Research Information and M&E, Public Service
Commission
Nana Defie Badu Director, Consumer and Corporate Affairs National
Communications Authority
Kenneth Adu-Amanfo Deputy Director, IT, National Communications Authority
Edward Asuo-Afram Director Economic Statistics
Albert E. Enninful Deputy Director General National Communications
Authority
Ms. Mary Ninson Deputy Financial Controller, Ministry of Health
Project Staff
Osae Nelson Project Coordinator, eGhana Project
Victor Adadjie M&E Coordinator, eGhana Project
Hayford Adade Project Coordinator, GIFMIS
Veronica Boateng ICT Specialist, NITA
Clara Pinkrah-Sam ITES Specialist, NITA
Beck Yokai Procurement Specialist, eGhana Project
Samuel Yaw Akomea Esq. Manager, Kumasi Business Incubator
Senah Ocloo-Sewor Data Centre Engineer, NITA
Haruna Mohammed Electro Mechanical Engineer, Data Center, NITA
World Bank
Mavis A. Ampah Task Team Leader, eGhana Project
Kaoru Kimura ICR Team Leader
Ismaila B. Ceesay Lead Financial Management Specialist, Co-TTL for
GIFMIS Component
1. Stephen Tettewie Program Assistant, World Bank Country Office in Accra
Donors
APPENDIX G 70
Ignacio Burrull Head of Cooperation, European Union
Private Sector/ Banks/Academia/Young Entrepreneurs
Kojo Hayford Chairman, GASSCOM, eServices Africa Ltd.
Halidu Issah Director, H. Point Enterprise
GiftY Koomson Director, Gaidykibel Com. Ltd
Ansah Felix Jerome Director, Ansatek Solutions Ltd
Andrew Boakye CEO, JSL
Michael Briandt Head, Projects, ECOBANK
Solomon Tettey Finance, ECOBANK
Quarshie, Sammy Financial Control, First Atlantic Bank
Roselyn Dadzie Financial Control, First Atlantic Bank
Francis Timore Tax Manager, MTN
Daniel Oppong Nyinah Finance, Scancom Ltd
John Baptist Senior Accountant, Nestle Ghana Ltd
William Quaynor Finance Manager, GCNeT Ltd
Emmanuel Kpani Asst. Finance Manager, SGS Ghana
Cyril Eric Barnor Head of Cash and Bank, Ghacem Ltd
Michael Tagoe Exec. Director, St. Michael Infotech Consult
Samuel Dodoo Training Manager, St. Michael Infotech Consult
Anita Bosumtwi Training Supervisor, Formerly with eServices Africa Ltd
Abena Gyampo L&D Consultant, Talenhia
Michael Charway Service Manager, Fidelity Bank
Max Ayeebo Accounts Supervisor, GPHA
James Monney Accounts Supervisor, GTBank Accra
Gabriel Kudiabor GTBank Accra
Araba Akanji Training Provider, GTUC
Louis Akorh Training Provider, GTUC
C. Holden GeGov Manager, GCNet
Shooter Francis Project Officer, ECOBANK
Edward Wosey ePayment Officer, GTBANK
K. Appiah -Bedu Management Team Member, KBI
Chris Bimpong Trainee, KBI
Fred Kwadwo Aazore Trainee, KBI
Amankwah Stylish Trainee, KBI
Adu Francis Amoh Administrator, Kwame Nkrumah University for Science and
Technology (KNUST)-KBI
Samuel Akomea Head, KNUST-KBI
Isaac Mensah Trainee, KNUST-KBI
Daniel Obeng Mensah Trainee, KNUST-KBI
Isaac Duodu Trainee, KNUST-KBI
Alfred Owusu Trainee, KBI-KNUST
Akanko Peter Paul Trainee, KBI-KNUST
Raphael Opare-Larbi Trainee, KBI-KNUST
Edward Osei Trainee, KBI-KNUST
John Kofi Dogbey Trainee, KBI-KNUST
Makafui Kumahor Trainee, KBI-KNUST
71
Appendix H. Borrower Comments
Please find comments on the Draft Project Performance Assessment Report of the IEG Mission
of June 2016.
1) Consultation of Government with Private Sector: In Section 6.26 the report indicated
that the Government did not hold consultations with private sector/software professionals in
BPO at the time of appraisal. This statement does not reflect the reality. The implementation
of the eGhana project followed up closely on the heels of the development of the Ghana
ICT4AD Policy. The policy development process was a highly consultative one involving both
the private and public sectors. Relevant identifiable groups from both the private and public
sectors were actively engaged in the ICT policy cycle – through the problem recognition stage
to the policy adoption stage. Similar consultations were broadly held with relevant private and
public sector institutions during eGhana project formulation and appraisal. Almost at the same
time that the eGhana project was being formulated and appraised, a parallel World Bank-
funded project, the Medium, Micro and Small Enterprises Project, (MSME Project) under the
auspices of the Ministry of Trade and Industries, became effective on May 3, 2006. This project
had a component for the development of a mini ICT Park in the Tema Industrial enclave, with
MoC as the lead implementing institution. This component was meant to meet the real estate
needs of the ICT/ITES BPO industry and was implemented as a collaborative effort between
the Ministry of Communications (MoC) and the Ministry of Trade, in consultation with the
private sector with MoC playing the lead role in the establishment of the mini ICT Park. The
design, procurement and implementation of the ICT Park took a longer time than anticipated.
Subsequently, the private sector in 2010 approached the Ministry of Communications to look
for a quick-fix solution to the problem of real estate availability for the industry. The Ministry
subsequently identified some disused warehouses of the Public Works Department and made
a case with the Bank for the development of the BPO Centre during the restructuring in 2010.
Thus, the non-inclusion of the BPO Centre at project design was not because of lack of
consultation of Government and the World Bank team with the private sector, but rather
a concerted action of Government, in partnership with relevant stakeholders (private
sector included), to harmonise interventions and better leverage resources for
coordinated development of the private sector.
2) Consultation of Bank with Private sector: In Section 6.11 the report indicated that the
Bank did not consult with the Private Sector at Appraisal: This assertion requires some
modification. Ministry of Communications is aware that during eGhana project formulation
and appraisal stages, the private sector was consulted extensively by the Bank as part of the
broad stakeholder consultative process where binding constraints that required redress were
discussed and the intervention areas prioritized in collaboration with the Government of
Ghana.
3) Non selection of Indicators to measure efficiency and Transparency Outcomes: (Refer
Section 2.11, 6.14 and 6.30). While Indicator 6 may not be fully adequate to measure
transparency and efficiency of government services taken up for electronic delivery, the
statement that there was no indicator to measure the objective of improving efficiency and
transparency is not a full reflection of the situation since satisfaction of users with government
APPENDIX H 72
services was selected as a direct measure of transparency. The statement should be modified
to read: Indicators selected in the Results Framework to measure efficiency and transparency
were not adequate to describe the objective of improving efficiency and transparency.
4) Even though the dimensions of efficiency and transparency were not adequately
captured in the Project Results Framework, the Borrower, as part of routine reporting had been
capturing information on efficiency and transparency of relevant government services taken
up for electronic delivery. Reference to Borrower‟s ICR Chapter 5.5.9 – 5.5.10, from pages
83- 85 under the headings Outcomes of Ghana Revenue Authority Automation, Outcomes of
Registrar General’s Department Automation and Benefits/Outcomes of eServices Deployment,
shows that the Borrower considered these outcomes as important and therefore tracked them,
even though they were not explicitly captured in the results framework.
(For ease of reference please find attached as Attachment 1, the transparency and efficiency
dimensions of egovernment services as described in the Borrowers‟ ICR.)
5) Removal of some Indicators at Restructuring: The report touched on Removal of
Indicators 3, 5 and 7 at Restructuring without explanation: (a) Even though Indicator No.3 %
increase in ICT/ ITES contribution to GDP was removed at restructuring, the indicator value
continued to be measured throughout the life of the project using data from the Ghana
Statistical Service. (Please refer to Borrower’s ICR chapter 5.5.7). (b) Indicator No. 5 “
Increase in number of ICT SMEs reporting increased revenues” was removed because the
quantum of revenues generated, which was captured by Indicator 4, “Increase in export led
revenues generated by the ICT/ITES industry,” was considered to be a stronger indicator of
growth than the number of companies reporting increased revenues. In order to keep indicator
numbers to a manageable minimum, the stronger indicator of growth (Indicator 4) was settled
on. (c) Indicator 7, Increase in number of PPPs in eGovernment infrastructure applications
was removed because at the time of restructuring One (1) PPP covering 5 applications had
been accomplished. Knowing that no other PPP had been planned under the project, and
applying the principle that any indicator that does not vary over time should not be the focus
of measurement, this indicator was removed. It is however noteworthy that the Borrower
continued to report on this indicator as depicted in the Results Framework of the Borrower‟s
ICR (page 75) and also the Bank‟s ICR.
6) ITES/BPO Employment numbers (Section 7.12): While in a meeting with the IEG
Evaluator, during the IEG Mission, the Chairman of GASSCO indicated that he had not seen
the industry employment number compilation of the Ministry of Communications. He however
confirmed that the Ministry contacted the Industry players periodically through phone calls
and face to face interviews for information on industry employment numbers and revenues. He
also indicated that with his knowledge of the industry, employee figure in the industry was
above 10,000, even though he had not seen the compiled figure (8700) from the Ministry. From
the discussion with GASSCOM CEO, the issue that came to the fore had to do more with
communication of results to the Industry rather than the veracity of the industry employment
situation. It is also noteworthy that the International M&E Consultants hired under the project
developed the framework and instruments for data collection on industry employment which
had been used for information gathering during the project period.
73 APPENDIX H
7) Quality of Supervision by Bank Team: In section 6.21, the report stated in reference to
GASSCOM chairman’s “feigned ignorance” of employment numbers that “if the Bank
supervision team was doing careful monitoring” the situation could have been avoided.
Ministry of Communications wishes to state that the quality of supervision and monitoring
provided by the Bank team during the implementation of the eGhana project was very
satisfactory. The records will show that the Bank team regularly interacted with the private
sector during Supervision missions and other scheduled meetings. Note is taken of the fact that
after project restructuring, the Task Team Leader was re-located from Washington DC to
Accra, Ghana which further aided in regular interaction with industry players. During most of
these meetings, a discussion of the state of the industry was thoroughly discussed, including
the industry size, employment numbers, discussion of the ICT ecosystem, challenges and
constraints of the industry among others. It is our considered view that the lack of
communication of the results of the surveys on employment situation to the industry
members, rather than the low quality of supervision is the core issue. As noted earlier,
GASSCOM Chairman who was reported to “feign ignorance” of the employment figures as
compiled in the ICR (8700) indicated to the IEG team that the employment figure was over
10000 without looking at the numbers that were presented in the ICR.
8) No continued support for BPO Centre and Incubation in eTransform project (Section
6.4): The report indicated that there are no follow up activities in the follow-up eTransform
project to drive sustainable development of these initiated actions. As part of the eTransform
project one mLabs and two iHubs are to be established to further deepen ICT entrepreneurial
development in the country. One of the innovation centres is to be located in Kumasi to
complement the efforts of the Kumasi Business Incubator which was created with eGhana
project support. It is also intended to use one of the 12 units of the BPO Centre in Ghana, under
the eGhana project, as an anchor unit for the mlab, where applications development and testing
would take place to augment the operations of the BPO Industry.
9) Indebtedness to NITA by MDAs for use of GovNet The report raises concerns about the
non-payment to NITA for GovNet services and flags this as a significant risk (Refer section
6.5.-6.6). During the IEG Mission, the Evaluation team held meetings with the Deputy
Director of Budget and other officials of the Ministry of Finance who emphasised that
successful GIFMIS implementation was critical to the national development effort and would
therefore take requisite measures to ensure that payment for GovNet use was effected by
relevant user agencies from their respective budget allocations,. The Ministry of Finance
team further revealed that they did not have any indication from NITA that departments
owed them, and urged NITA to compile a list of defaulting institutions and the corresponding
amounts owed to enable payments from the respective departmental allocations.
Representatives of the Ministry of Finance also stated that as a matter of policy, payment for
services would not be centralized to ensure effective financial management across
government.
10) Page xi: The name should read “Victor Adadjie” and not “Victor Adadji”
11) On cover page Credit No. should read IDA-42260 and not IAD -42260.
APPENDIX H 74
ATTACHMENT 1: (EXTRACT FROM BORROWER’S ICR)
TRANSPARENCY AND EFFICIENCY OF GOVERMNENT SERVICES TAKEN UP
FOR ELECTRONIC DELIVERY
5.5.9. Outcomes of Ghana Revenue Authority (GRA) Automation
a) Issuance of New Identification Numbers to Tax payers: New TIN numbers and certificates
were generated for tax payers. 425,305 new tax identification numbers (TIN) have been
generated for tax related operations under GRA. The numbers have enhanced and improved
GRA‟s operations in defining and calculating the rightful tax obligations of tax payers.
b) Registration of Taxpayer Master List and Tax Type registration: The registration and re-
registration of taxpayers on the system has enabled GRA to establish an updated Master list
for Taxpayers (Individual and Companies), allocated Tax Payers to a single Tax Office,
determined the number of taxpayers liable for various taxes and moved taxpayers tax files to a
single office eliminating issues on processing of Tax under multiple Tax offices as was
manifested in the old system.
c) Business Process Re-Engineering and Documentation of Procedure Manual: Business
process and procedure Manuals for implementation developed for TRIPs has enhanced the
delivery of services to taxpayers. Manuals developed for the various modules in TRIPs
software include Registration, Revenue Collection, Returns Processing, Tax payer
Accounting, Revenue Accounting, Risk, Audit, Debt Management, Compliance and
Enforcement, Case Management, Objections and Appeals, Refunds.
d) Tax Compliance: The Compliance model developed in the system automatically imposes
penalties and interest on returns and payments that are not submitted after due date. The
automatic application has enhanced compliance resulting in taxpayers meeting their
obligations for filing returns and making payments before due date, thus reducing
administrative cost of pursuing taxpayers for meeting their tax obligations
e) Access to Information based on Centralized system: Data is available by authorized users in
timely manner. Management, HQ Staff and Branch Office Managers are able to access
information in the system based on access granted instead of requesting for information from
the various offices which takes time. This ensures availability of information for Management
decision making.
f) Electronic methods for administration of taxes – Case management: Introduction of e-Case
Management has allowed officers in most cases to electronically use the system to document
issues relating to refunds, audits, objections and appeals, Debt Management and any special
cases that may be created. The information is electronically accessed by staff with rights for
review and monitoring of issues.
75 APPENDIX H
g) Electronic Communication Platforms: Introduction of SMS, e-Mail, Appointments and
scheduling enables taxpayers to communicate with GRA and vice-versa ensuring ease of
interaction and communication with taxpayers.
h) Infrastructure & Equipment: Availability of shared Data Centre facility and disaster
recovery sites with Database Servers and storage ensures continuity and availability of
automated services to taxpayers.
i) Availability of Desktop PCs (1342), Scanners (24), Printers (88), Laptops (206), UPS (12),
200 KVA UPS (2), 80 KVA Generators (12), 500 KVA Generators (2), thin client (100),
Agency servers (12), AVRs (12) has enabled GRA users to process taxes electronically and
faster.
j) Expanding the Tax net: Access to Registrar General’s Department data and information on
registered businesses or updated business data is readily available to GRA ensuring that GRA
has access to information on all new potential tax payers. Development of New Tax Forms and
simplified tax forms for ease of use and collection of information is also ensuring expansion
of tax net.
k) ICT Training and Capacity Building: Over 2400 GRA staff trained on basic ICT skills and
TRIPs has empowered GRA staff to use electronic platforms in operational processes.
Tax Revenue Collection under TRIPS is as follows:
5.5.10. Outcomes of Registrar General’s Department (RGD) Automation
Registration and Re-registration of Companies
Over 87990 Companies and Businesses have been registered and re-registered through the
GEREG System from December 2011 to August 2014.
a) Integration and Collaboration with Ghana Revenue Authority for data sharing
Through the RGD-GRA integration and Issuance of unique TIN to employees of Businesses,
RGD is able to share data with GRA and track movements of employees of businesses. At a
touch of a button, accurate reports are generated on these individuals and businesses for faster
internal processing of data.
b) Improvement in service delivery
RGD staff reported improvement in service delivery as follows:
APPENDIX H 76
• “Completed Forms are now typed and scanned into the system by Data Entry staff and are
easily retrievable.
• Business Names are now processed for the public within 3 working days and Companies
within 5 working days under normal conditions.
• It is easier to do business in Ghana now due to a more efficient business registration process
and faster response time for registration of businesses and updates.
• The time however needs to be worked on to enable businesses to be registered in a day which
is the ultimate goal of the Department. It is envisaged that introduction of the online business
registration will assist in achieving this ultimate aim.
• The system has improved the confidence in Ghanaian companies/ businesses as the
information is updated and easily available upon request which was not the case prior to the
automation.
• Management decision making processes have also improved as statistical and comparative
Reports are easily generated to support national and management planning.
• Interactions with investors and interested parties like the Banks and other public bodies have
improved as information is now easily accessible at the click of a button.”
c) Increase in Revenue Generation
The new GIPC Laws have favoured RGD since the minimum equity requirements that are paid
by foreigners have increased the stamp duty paid for these businesses. These have invariably
increased RGD revenues considerably. Users are now getting used to the business processes
and are registering more businesses now than before. Details of revenue generated are as
follows:
d) Improving quality of Business Data: Data quality has improved remarkably because of the
use of TIN which uniquely identifies each employee of a Company. Changes carried out on
Business are also updated instantly and a profile printed which makes the data credible and
markedly improved. The Business Certificates are not typed with type writers anymore but
electronically generated in a centralized printer.
e) ICT Training and Capacity Building: As a result of training received by staff in ICT basic
IT skills staffs are now able scan documents and file all processes through the system.
Benefit/Outcomes of the eServices deployment
Web Content page views
Over 390,000 total aggregated no. of pages viewed and an average of 90,000 pages viewed per
month on portal home page since June 2012. This gives an indication that information is
accessed on portal frequently as expected.
77 APPENDIX H
Business Process Re-Engineering and Documentation of Procedure Manual
Availability of business process and procedure Manuals and workflows for implementation of
Agencies online services have enhanced service delivery to customers.
Access to Information based on Centralized system
Transactional data is available for access by authorized users in timely manner. Management,
HQ Staff and Branch Office Managers are able to access information in the system based on
access granted instead of requesting for information from officers which takes time. This
ensures availability of information for Management decision making.
Transparency in Revenue Collection Details
Total number of transactions applied and processed is readily available for reconciliation of
financial statement.
Customer Satisfaction
Customers are able to track status of application submitted online without having to join long
queues for processing application. Citizens are therefore having a more convenient way of
accessing Government services