Notes on Administrative Instructions for Ghana Civil Service

PREAMBLE

Administrative Instructions for the Ghana Civil Service, 2020
  • Issued under the authority of Section 92 (3) and (4) of the Civil Service Law, 1993 (PNDCL 327), and Regulation 4 (1) of the Civil Service Regulations, 2020, to provide the legal basis for the directives within this document.
Purpose
  • Provide comprehensive guidelines, clear standards, and explanatory notes for the consistent and fair application of Civil Service Regulations across all government entities.
Objective
  1. Serve as the fundamental principles, rules, and authoritative directives for general application in the Civil Service, ensuring uniformity and adherence to best practices.
Scope
  1. Applies to all staff of the Civil Service, whether permanent or temporary, including:
    • Those in posts designated as Civil Service posts by legislation in:
    • Office of the President, encompassing various secretariats and advisory bodies.
    • Ministries, which are the main policy-making and implementation organs.
    • Government departments at national, regional, and district levels, ensuring decentralized application.
    • Non-decentralized departments, maintaining centralized control where appropriate.

- Includes specific Ministries, Extra Ministerial Organisations, Non-Decentralized Departments, Ghana Missions Abroad, and Special Departments or Secretariats established to fulfill particular governmental functions.

CHAPTER I: STRUCTURE OF THE CIVIL SERVICE

Part I - Organisation
  1. Definition of Civil Service
    • The Civil Service is defined as the segment of the Public Service primarily engaged in civil capacity in both central and local government, performing administrative and executive functions as provided in the Civil Service Law, 1993 (Act 327).
  2. Structure
    • Consists of a comprehensive organizational framework, including:

      a. Office of the President and its Secretariats, which provide direct support to the Presidency.

      b. Ministries and Departments, responsible for specific sectors of national development.

      c. Non-Decentralized Departments, which operate centrally without regional or district branches.

      d. Ghana Missions Abroad, representing the nation's interests internationally.

      e. Special Departments or Secretariats, established to address unique government initiatives or functions.

      f. Non-decentralized Departments of Offices of the Regional Coordinating Councils and District Assemblies, supporting local governance.

      g. Any other organisation established as a Civil Service Department by legislation to fulfill public service roles.
  3. Functions of Civil Service Entities
    • Ministries - Are primarily responsible to formulate overarching policy, plan strategic initiatives, coordinate inter-agency efforts, monitor progress, and evaluate performance related to their sectorial authority. Delegated responsibilities comprehensively cover the implementation of Government policies in their respective sectors.
    • Regional Coordinating Councils - Focus on coordinating, monitoring, and evaluating the implementation of Government policies and the functions of District Assemblies within their specific region.
    • District Assemblies - Are tasked with the effective implementation of policies and plans of Government at the local level, ensuring grassroots development.
  4. Government Machinery
    • Key roles include:
      • Office of the President ensures efficient execution of Government business and promulgation of national directives.
      • Ministers manage a ministry or portfolio, guiding policy implementation, and Regional Ministers oversee regional governance and development.
      • Head of the Civil Service coordinates all Civil Service staff and ensures the seamless execution of policies and administrative mandates.
      • Chief Directors and Regional Coordinators support ministers with administrative efficiency and resource management.
      • District Coordinating Directors aid in delivering Government policies and programs effectively in the Districts.
Part II - Classification of Civil Service Posts
  1. Classification of Posts
    • Posts are grouped into General and Departmental posts based on their occupational functions, reflecting the diverse responsibilities within the Service.
    • Categories of posts include: A (Senior Management), B (Professional), C (Technical), D (Administrative Support), and E (General Duty Support)
    • Detailed in appendices, these classifications guide career progression and remuneration.
  2. General Classes
    • Encompasses managerial and administrative staff categorized under distinct professional groups with designated Heads of Class, allowing for broad career mobility within the Service.
  3. Departmental Posts
    • Specific to the type of work performed within a particular department, these posts are not typically transferable outside their department due to specialized skill requirements.
Post Creation and Schemes of Service
  1. Creation of Posts
    • Heads of Departments submit requests for post creation, detailing job titles, specific duties, necessary qualifications, and associated salary scales, subject to budgetary approval.
  2. Scheme of Service
    • A comprehensive framework detailing human resource management for specific Classes, including objectives, responsibilities, entry conditions, progression criteria, and training requirements.

- Revision of Schemes occurs every five years to ensure they remain relevant to the evolving needs of the Civil Service.

CHAPTER II: STAFF RECRUITMENT, DEVELOPMENT AND PROGRESSION

Part I - Recruitment and Appointment of Staff
  1. Recruitment
    • Must strictly adhere to the Scheme of Service, involving a detailed human resource plan, approved vacancy, and financial clearance, ensuring appointments align with established standards.
    • Priority is given to current qualified officers within the Service, fostering internal growth and retention.
  2. Appointment Processes for Ghanaians Abroad
    • Recruitment of Ghanaians outside Ghana shall be initiated by the Civil Service Council with Presidential authorization, ensuring proper vetting and alignment with national needs.
    • Non-Ghanaian appointments must follow recommendations through established protocols, including governmental approval processes.
  3. Appointment Conditions
    • Chief Directors and Heads of Department initiate recruitment and meet certain criteria including advertising vacancies publicly, and securing financial and technical clearances.
  4. Advertising Vacancies
    • Both internal and external methods required to ensure a wide talent pool; efforts are made to promote inclusion of women and people with disabilities through targeted outreach and accessible application processes.
  5. Selection Interviews
    • Adherence to advertised requirements during candidate shortlisting is paramount.
    • Equality of opportunity in interviews; results reported to appointing authority for final decision-making.
  6. Other Employment Conditions
    • Citizenship reserved for Ghanaians with specific allowances for citizenship obtained through legal means, age requirements (typically 18-35 years), certified medical fitness, and thorough reference checks required.
Part II - Learning and Development
  1. Learning and Development Initiatives
    • Each staff must receive a minimum of five days' training annually to ensure continuous professional growth and skill enhancement.
    • Various forms of training opportunities detailed including induction for new recruits, professional development courses, mentorships, and e-learning programs for flexible learning.
  2. Performance Management
    • Implement a structured performance management system to ensure compliance with service standards and enhancement in service delivery, linking individual performance to organizational goals.
Training and Professional Development
  1. Funding for Training
    • Government covers costs for scheme of service training, recognizing its importance, and seeks external funding as required for specialized programs.
  2. Bonding Conditions

- Sponsored training exceeding three months entails a bond agreement determined by course duration and financial investment, ensuring the officer serves the Service for an agreed period post-training.

CHAPTER III: MOVEMENTS WITHIN THE CIVIL SERVICE

Part I - Postings
  1. Definition of Posting
    • Change of officer's location within the Service without implying increased responsibility, often for operational needs or skill development.
  2. Inter-station Postings Considerations
    • Provide reasonable notice before postings to allow officers to prepare, and emphasize regular rotations for broader experience and skill enhancement.
  3. Posting Authorities
    • The Head of the Civil Service oversees inter-sectoral postings, facilitating movement between different ministries or departments; Heads of Departments manage departmental postings within their respective units.
Part II - Service with Agencies Outside the Civil Service
  1. Transfers
    • Defined transfers require a written appointment for movement between services with proper approvals from relevant authorities, ensuring formal transitions.
  2. Secondment

- Officers maintain their Civil Service rights while temporarily serving in different organizations, subject to conditions specified by the Head of the Civil Service, often for specific projects or capacity building.

CHAPTER IV: ETHICS, VALUES AND CODE OF CONDUCT

Staff Loyalty and Ethical Values
  • Staff must demonstrate unwavering loyalty to the State and maintain strict neutrality in political matters, ensuring non-partisanship in their official duties.
  • Set procedures to declare assets, manage potential conflict of interest situations, and ensure absolute confidentiality in all official matters to uphold integrity.
  • Written policies are in place against receiving gifts, engaging in conflicts of interest, and participating in political activities that could compromise Civil Service responsibilities.
Conduct in Personal Relationships
  • An approach to workplace relationships emphasizing the clear avoidance of conflicts in reporting lines amongst relatives, preventing favoritism or perceived bias.

- Policies on sexual harassment, duty to report such incidents, and clear procedural guidelines to handle grievances fairly and transparently are established for a safe work environment.

CHAPTER V: LABOUR RELATIONS AND DISCIPLINE

Objectives and Grievance Policy
  1. Establishing respectful interactions and minimizing disputes between staff and management while providing accessible grievance mechanisms.
  2. Procedures detailed for grievance resolution emphasizing fairness and transparency, typically involving informal resolution, formal complaint, investigation, and appeal stages.
Disciplinary Matters
  • A structured framework for maintaining discipline is articulated with specific acts categorized under misconduct guidelines, distinguishing between minor infractions (e.g., lateness) and major offenses (e.g., fraud).

- Disciplinary actions including written warnings, suspension, demotion, or possible dismissal are structured systematically under performance issues and accountability outlined systematically.

CHAPTER VI: OFFICE ADMINISTRATION

Communication and Records
  1. Regulations on official communication in all formats, covering types (e.g., memos, formal letters), quality standards (e.g., clarity, accuracy), and record-keeping expectations for transparency and accountability.
  2. Main registry and dispatch processes are detailed for managing all incoming and outgoing office correspondence effectively along with guidelines for telecommunications utilization.

3. Guidelines on maintaining inventory and control of all records, including personal staff files and operational documentation, ensuring data security and accessibility.

CHAPTER VII: GENERAL SERVICES

Service Description and Duties
  • General services encompass essential support functions such as messenger services, reception, transport, and office security, underlying the operational structure of Civil Service engagements.

- Establishing duties for various roles, primarily focused on efficient handling of communications within offices and maintaining office infrastructure.

CHAPTER VIII: REMUNERATION

Salary Management
  1. Structure for determining salaries based on detailed job classifications, with eligibility for increments typically detailed concerning satisfactory performance appraisals.

2. Procedures described for withholding increments for unsatisfactory performance, directly linking remuneration to the staff's performance management results, along with appropriate processing of promotions.

CHAPTER IX: STAFF WELFARE

Accommodation and Health Services

- Clear frameworks detailing accommodation allocations, maintenance responsibilities, entitlement definitions for maternity, paternity, compassionate leaves, and comprehensive procedures for leave management, ensuring staff well-being.

CHAPTER X: MONTHLY-RATED EMPLOYEE

  1. Special conditions of service for monthly-rated employees defined, which may include different terms regarding leave, benefits, or contract duration compared to permanent staff.

2. Guidelines for casual, maternity, paternity, and exam leave articulated distinctly for this category of employees.

CHAPTER XI: EXIT FROM THE CIVIL SERVICE

1. Conditions under which a staff can leave are comprehensively outlined, with processes specified for resignation, termination, and retirement, determining eligibility for various benefits post-exit.

CHAPTER XII: MISCELLANEOUS

Financial Administration and Regulations
  1. Staff roles defined concerning adherence to public financial regulations and policies affecting their operation efficiency, emphasizing integrity and proper fund management.
  2. Procedure for seeking foreign aid and technical assistance with the expectation of full compliance with established laws and governmental approval processes.
Appendices
  • Organizational Structures for Ministries and Schedule classifications for Civil Service posts detailed across various categories, providing a visual and structural overview.

- Guidelines on disciplinary awards sketched for managing misconduct and performance-related actions against staff, ensuring a fair and consistent approach.

Appendices Concluded:
  • Appendix I: Model Organisational Structure for a Ministry, serving as a template for efficiency.
  • Appendix II: Schedules (Categories A-E) of Posts, further elaborating on the classification of roles.

- Appendix III: Guidelines on Disciplinary Awards, detailing the range of punitive actions for infractions.

This administrative instruction document serves as a comprehensive guide for managing personnel and operational processes within the Ghana Civil Service while fostering ethical conduct and established protocols for staff interactions, ensuring effective governance.