COUNCIL FOR TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING (COTVET)

Transcription

1 COUNCIL FOR TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING (COTVET) PROJECT SUPPORT UNIT GHANA SKILLS AND TECHNOLOGY DEVELOPMENT PROJECT (GSTDP) PROJECT ID: P IDA CREDIT NO GH ANNUAL REPORT MARCH 2016 iii

2 TABLE OF CONTENTS TABLE OF CONTENTS TABLE OF CONTENTS... IV ACRONYMNS... VII EXECUTIVE SUMMARY... 9 INTRODUCTION CHAPTER INSTITUTIONAL STRENGTHENING OF SKILLS DEVELOPMENT (COMPONENT 1) A. DEVELOPMENT OF COTVET TECHNICAL CAPACITY, STRATEGIC SYSTEMS AND POLICIES B. SUPPORT TO TVET INSTITUTIONS KEY ACCOMPLISHMENTS FROM JANUARY TO DECEMBER COMPREHENSIVE REPORT ON VISION, POLICY AND SUSTAINABLE FINANCING TRAINING NEEDS ASSESSMENT (TNA)OR COTVET STAFF DESIGN AND DEVELOPMENT OF MIS FOR TVET SECTOR PREPARATION OF SECTOR STUDY REPORT COORDINATED TRAINING OF SELECTED TECHNICAL AND VOCATIONAL INSTITUTES IN THE DEVELOPMENT OF INSTITUTIONAL DEVELOPMENT PLANS (IDPS) DEVELOPMENT OF COMPREHENSIVE RPL MANUAL FOR PORTFOLIO BUILDING DEVELOPMENT OF MANUAL TO OPERATIONALIZE THE NATIONAL TVET QUALIFICATIONS FRAMEWORK MINOR RENOVATION WORKS AND EQUIPMENT FOR SELECTED TECHNICAL AND VOCATIONAL INSTITUTES CHAPTER INSTITUTIONAL STRENGTHENING OF SCIENCE AND TECHNOLOGY DEVELOPMENT (COMPONENT 2) COMPONENT COMPONENT GAEC - TECHNOLOGY TRANSFER AND MARKETING CENTER (TTMC) CENTRE FOR SCIENTIFIC AND INDUSTRIAL RESEARCH (CSIR)- TECHNOLOGY DEVELOPMENT AND TRANSFER CENTER (TDTC) GHANA TECHNOLOGY UNIVERSITY COLLEGE (GTUC)- TECHNOLOGY RESEARCH AND INNOVATION CENTER (TRIC) UNIVERSITY OF GHANA (UG) - TECHNOLOGY DEVELOPMENT AND TRANSFER CENTER (TDTC) KUMASI POLYTECHNIC - CENTER FOR RESEARCH DEVELOPMENT, TECHNOLOGY AND INNOVATIONS (CRDTI) iv

3 CHALLENGES CONCLUSION CHAPTER THE SKILLS DEVELOPMENT FUND (COMPONENT 3) SDF GRANT OPERATIONS COMMUNICATIONS AND OUTREACH ANALYSIS OF GRANT Analysis of Grant by Region Analysis of Grant by Window Analysis of Grant by Call GRANTS MONITORING SDF IMPACT SURVEY (DANIDA) CHALLENGES INADEQUATE OPERATIONAL FUNDS AND REALLOCATION OF FUNDS/ INELIGIBLE EXPENDITURE SUSPENSION OF FIELD MONITORS DELAYS IN DISBURSEMENT AND PROJECT EXECUTION DELAYS IN CLOSEOUT OF PROJECTS EXCHANGE RATE FLUCTUATIONS LESSONS LEARNT EXPERIENCE WITH STEERING COMMITTEE EXPERIENCE WITH INTERMEDIARIES EXPERIENCE WITH PROJECT MONITORS EXPERIENCE WITH EVALUATORS TIMING OF CALLS TIMING OF PROJECTS MULTI PARTY CONTRACTS AND ITS EFFECTS PRIORITY SECTORS CONCLUSION CHAPTER FOUR FINANCIAL REPORT FINANCIAL MANAGEMENT STATUS OF FINANCIAL REPORTING FINANCIAL SYSTEM SUMMARY OF KEY FINANCE ACCOMPLISHMENTS DURING THE PERIOD JANUARY TO DEC v

4 GSTDP (IDA) SPSD II (DANIDA) BUDGET OUTTURN CUMULATIVE PROJECT FINANCIAL DATA FOR THE PERIOD FROM INCEPTION TO DECEMBER BUDGET PROJECTS FOR THE PERIOD JANUARY TO JUNE PROPOSED REALLOCATION TO THE GSTDP APPROVED CATEGORY ALLOCATIONS FOREIGN EXCHANGE EFFECT ON PROJECT FUNDS SUMMARY OF KEY CHALLENGES ENCOUNTERED BY THE FINANCE TEAM ADDITIONAL INFORMATION CONCLUSION CHAPTER FIVE PROCUREMENT MANAGEMENT STATUS OF ACTIVITIES: PROCUREMENT CHAPTER SIX MONITORING AND EVALUATION AND MANAGEMENT INFORMATION SYSTEM MONITORING AND EVALUATION MAJOR ACCOMPLISHMENT MONITORING OF PROJECTS IMPLEMENTATION SPOT-CHECKS MONITORING BY M&E STAFF Baseline Data Collection: End of 2015 Assessment SAMPLING Progress in KPIs: Components 1& Progress in KPIs: Components PROGRESS IN KPIS: COMPONENTS PDO Level Indicators: Productivity of Participating Firms Productivity of Participating Firms: Results PDO Level Indicators: Investment in Skills and Technology by Participating Enterprises vi

5 ACRONYMNS CBT COTVET CSIR DANIDA FM GAAP GAEC GIS GOG GPRTU GPS GSM ICT IDA IDP JICA KPI LED M&E MESTI MIS MOE PC PDO PSC PSDSII PSU PV RAP SDF SDR SMS SPSD STI STIP TA TI TOR TRIC TTL Competency Based Training Council for Technical and Vocational Education and Training Council for Scientific and Industrial Research Danish International Development Agency Financial Management Generally Accepted Accounting Principles Ghana Atomic Energy Commission Geographic Information System Government of Ghana Ghana Private Road Transport Union Geographical Positioning Systems Global System for Mobile Communications Information and Communication Technology International Development Association Institutional Development Plan Japan International Cooperation Agency Key Performance Indicator Light-Emitting Diode Monitoring & Evaluation Ministry of Environment, Science, Technology &Innovation Management Information System Ministry of Education Project Coordinator Project Development Objective Project Steering Committee Private Sector Development Strategy Project Support Unit Payment Voucher Resettlement Action Plan Skills Development Fund Special Drawing Rights Short Message Service Support to Private Sector Development Science, Technology and Innovation Science, technology, and innovation policy Technical Assistant Technical Institute Terms of Reference Technology Research and Innovation Centre Task Teal Leader vii

6 TVET UAV US USD XDR Technical Vocational Education and Training Unmanned Aerial Vehicles United States United States Dollars Special Drawing Rights viii

7 Executive Summary The Ghana Skills and Technology Development Project (GSTDP) is designed to stimulate skills and technology based development in key economic sectors through demand-driven improvements in the quality of formal and informal training and development and adoption of new technologies. The project is funded with an IDA facility of US$50 Million from the World Bank and a US$10 Million Grant from DANIDA in support of the Skills Development Fund, a component of the GSTDP. The five-year project ( ) is being implemented by the Council for Technical and Vocational Education and Training (COTVET). Four years of implementing the GSTDP has brought significant changes to the mode, output and quality of production and productivity improvements through skills and technology innovations and capacity enhancements of businesses, trade associations and farmer based groups, science, technology and research institutions. This report captures key gains, challenges and the way forward for improved project implementation and closure. Under the Institutional Strengthening of Skills Development component of the project, good progress was made in developing a Management Information System for COTVET as well as a TVET Sector Monitoring and Evaluation (M&E) framework. Another significant feat in the year in review was the development of manuals to operationalise the National TVET Qualification Framework. These are very vital systems and structures required to enhance COTVET s capacity to efficiently regulate the TVET sector. Considerable activity and progress was made in the development and marketing of technologies for use by industry. About 50 technologies have so far been packaged for the private sector under the Instructional Strengthening of Science and Technology component of the project. COTVET has so far disbursed US$ 1.85 Million out of the US$ 2.5 Million awarded to the institutions. The continued progress of the SDF in achieving its targets and exceeding disbursement projections was one of the most significant developments on the GSTDP. During the year in review, even though only 130 new applications were approved by the SDF Committee due to the depleting stock in the Fund, the rate of disbursement on the Fund and by extension the GSTDP increased from 47.2% in December 2014 to 80.7 % by December This achievement has been acknowledged by the World Bank, DANIDA and the Government of Ghana. As a result of the increased disbursement, and efficiency in the management of the Fund coupled with its outcomes, DANIDA approved an additional UD$ 5 Million to the SDF. This report highlights the achievements on all components of the GSTDP while capturing the key challenges and recommendations for improved programme implementation and management in the final year of the project s life. 9

8 INTRODUCTION The Ghana Skills and Technology Development Project (GSTDP) aims to achieve improved demand-driven skills development and increased adoption of new technologies in selected economic sectors with the beneficiaries of the project being industry (employers, employees, industry associations) and training & research institutions involved in the delivery of skills and technology for industry. To facilitate its efficient implementation and coordination, GSTDP is structured into four themes comprising the following components: Component 1: Institutional Strengthening of Skills Development. The objective of the component is to strengthen Government institutional capacities in planning, coordination, quality assurance and service delivery towards improved quality, relevance, accountability and effectiveness in skills development. It includes the institutional capacity building of COTVET to ensure an efficient coordination and regulation of the TVET sector in Ghana. The component also aims to support the capacity of TVET providers in the formal and informal sectors to deliver relevant training content for priority economic sectors. Component 2: Institutional Strengthening of Science and Technology Development. This entails strengthening the planning, management, and coordination of national science, technology and innovation (STI) policies and programs in order to make efficient use of resources and complement the national economic development plan; and support technology development and diffusion that is more responsive to the needs of the economy by enhancing interactions between selected research institutes, university departments, and their external clients. Component 3: Financing of Skills and Technology Development Programs through the Skills Development Fund (SDF). The objective of this component is to finance skills and technology development programs in prioritized economic sectors through a demand-driven Skills Development Fund (SDF) managed by COTVET. Component 4: Component 4 encapsulates Project Management, Monitoring and Evaluation, Procurement, Finance Management. The objective of the component is to ensure efficient, results oriented and accountable system is in place to ensure the successful implementation of GSTDP and achievement of its objectives and outcomes. This report presents key accomplishments under each component of the project for the period January to December,

9 CHAPTER 1 INSTITUTIONAL STRENGTHENING OF SKILLS DEVELOPMENT (COMPONENT 1) The objective of Component 1 is to strengthen Government institutional capacities in planning, coordination, quality assurance and service delivery towards improved quality, relevance, accountability and effectiveness in skills development. The institutional capacity building of COTVET and technical capacity of TVET service providers are major focus areas of this component. The component comprises the following sub components and expected outcomes: a. Development of COTVET technical capacity, strategic systems and policies: This Subcomponent 1.1 will build Government systems and capacities towards a more demand driven, efficient and effective TVET system. 1. Vision, policy and sustainable financing to align TVET with overall Government strategy and with specific economic (i.e. productivity) and social (i.e. employment) outcomes. 2. Management information system covering all public and private TVET providers, formal and informal sectors. Develop a TVET monitoring and evaluation system, identify and monitor sector performance through indicators, including access and equity, quality, relevance, job placement, financing, efficiency and effectiveness. 3. Develop guidelines for standards, assessments and qualification/certification and other quality assurance measures for both the informal and formal sectors as well as stronger linkages with businesses to assure, among others, skills recognition, recognition of prior learning and the transferability of skills. b. Support to TVET institutions: This subcomponent will improve accountability, and institutional effectiveness of formal public and private non-profit TVET providers in priority economic sectors to deliver demand-driven training. Below are the expected outcomes: 1. Institutional Development Plans including projections for the profile, training delivery, resources, staffing and physical investments; 2. improved management including industry partnerships, diversified resources, better contracts for staff or specific services, internal quality assurance systems; 3. improvements in specific facilities or in equipment in priority training areas; and 11

10 4. Improved services including better placement of trainees, improved training programs, other services related to skills development including on-the-job programs, guidance systems, practical training solutions. Key accomplishments from January to December 2015 Comprehensive Report on Vision, Policy and Sustainable Financing As part of the assignment under the technical assistance, Cadena, was mandated to deliver a comprehensive report on vision, policy and sustainable financing to align TVET with overall Government strategy and with specific economic and social outcomes. Cadena has completed further stakeholder consultations with other sector ministries for additional input into the comprehensive report on vision, policy and sustainable TVET financing. Subsequently, the report was submitted to the Council and approved as a working document. Training Needs Assessment (TNA) or COTVET Staff Under the GSTDP, Component 1(1.1) support is to build the capacity and strengthen COTVET to play its mandated role in coordinating and overseeing skills development. TNA was conducted for the newly recruited COTVET technical and key staff. This was to identify their training needs towards the development of a comprehensive training plan for the Council. Subsequently, a training plan workshop was organized for key staff to solicit specific, group and other training needs relevant to delivery of the mandate and goals of the Council Design and Development of MIS for TVET Sector Part of the support under component 1 of the GSTDP was to design and develop a functioning MIS to enable COTVET to maintain a database of all TVET providers in order to monitor and report on skills development. Cadena has carried out a field trial of the prototype MIS on selected technical and vocational institutes in collaboration with COTVET IT Manager. Some feedback and inputs from the field have been received and were being factored into the system. Preparation of Sector Study Report As part of the process leading to the finalization of the sector study reports, a second field visit was carried out to further explore and consult key stakeholders in the identified sector. The objective was to gather additional information from other players in the sector in order to have a deeper view on each sector. Draft reports on the hospitality, agriculture and wood product sectors were submitted for COTVET s consideration. The Council made some inputs to the report for review and re-submission. Cadena is still working on the comments to resubmit the reports 12

11 Coordinated training of selected technical and vocational institutes in the development of Institutional Development Plans (IDPs). Under the Component 1 of the Ghana Skills and Technology Development Project ten technical and vocational institutes are being supported to develop IDP as part of the capacity strengthening interventions under the mandate of the Council to aid in the implementation of quality skills training and effective and efficient management of training institutes. As a first step, management of the institutes were taken through training towards the development of IDP. The training included vision, mission and institutional values crafting. Other areas of training were objective setting, application of SWOT analysis, development of strategies to realize objectives, costing and budgeting and monitoring and evaluation of results. The objective of this training was to ensure that institutes are empowered to become relevant, effective, efficient and accountable in the delivery skills in the overall skills development agenda of the Government. The schools benefiting from this capacity building are; Wa Technical Institute, Kpando Technical Institute, Kumasi Technical Institute, Kumasi Vocational Institute, AssinFosu Vocational Institute, Yamfo Vocational Institute, Community Development Vocational Technical Institute, Adidome Farm Institute, OIC Training Center Takoradi, ICCES Training Center Agormeda. In all a total of 55 management staff from the institutes and their respective supervisory agencies were part of the training There would be a series of follow-up technical support by the Council for each institute towards the completion and delivery of the IDPs by May Development of Comprehensive RPL Manual for Portfolio Building. The Council under the support of the Ghana Skills and Development Project through a technical assistance developed a draft manual and criteria towards operationalization of RPL in the TVET subsector. This intervention is to strengthen the capacity of the Council to champion the adoption and operationalization of RPL across the broad spectrum of TVET sub sector. The intervention is also to provide capacity to TVET providers and awarding bodies to be able to assess skills and related competencies acquired through informal learning, on-the-job training and self-learning for recognition and certification on the National TVET Qualifications Framework. The central objective of this intervention is to ensure that skills set that are being acquired outside formal training system are duly recognised and certified in line with best practice standards and to ensure that such competencies are relevant to the skills needs of industry. This would serve as motivation for skills development other than formal training only and also contributes to the promotion of lifelong learning within the TVET sub-sector. Development of manual to operationalize the national TVET Qualifications Framework. The National TVET Qualifications Framework (NTVETQF) was approved by the Parliament of Ghana (L.I 2195) for implementation and for the award of all TVET qualifications that are delivered in the competency base mode of TVET delivery. To ensure that all TVET institutions are rolled unto the framework and are awarding quality assured certification 13

12 based on industry occupation standards, the Council through the support of the Ghana Skills and Development Project (GSTDP) has developed a draft manual through the support Cadena technical assistance to operationalize the NTVETQF. The manual when finalized would guide TVET providers on the requirements to offer competency base training and certification on the NTVETQF. Minor renovation works and equipment for selected technical and vocational institutes Activity was put on hold due to the protracted internal reallocation process. With the reallocation process almost over, it is expected that the procurement process and the environmental issues required commencing the renovation works will be duly discharged for work to commence and conclude before project closure in June Key Challenge Delays in undertaking minor renovations in the ten selected technical and vocational institutes posed significant challenge to the implementation of the component. This was occasioned by the garnishee of the GSTDP project accounts coupled with the protracted reallocation process. Conclusion The removal of the garnishee order by the court coupled with the almost concluded reallocation process gives the expectation that the procurement process for undertaking the renovations will commence in earnest. COTVET is committed to completing this outstanding activity to shore up the achievements of GSTDP under component 1. 14

13 CHAPTER 2 INSTITUTIONAL STRENGTHENING OF SCIENCE AND TECHNOLOGY DEVELOPMENT (COMPONENT 2) The Ministry of Environment, Science, Technology and Innovation (MESTI) through its Science, Technology and Innovation Directorate is leading the implementation of Component 2 of the Ghana Skills and Technology Development Project. The GSTDP was initiated in 2011 and expected to end in 2016 and its Project s Development Objective (PDO) is to improve demand-driven skills development and increase adoption of new technologies in selected economic sectors. Specific indicators under the project are as follows: (i) (ii) (iii) (iv) (v) Increase in labour productivity of participating firms disaggregated by economic sector and size (small, medium and large) Increase in investment by participating enterprises in skills and technology development (disaggregated by economic sectors; size small, medium, large; skills and technology) Satisfaction with skills by trainees disaggregated by sex and region Satisfaction with skills by participating firms Direct project beneficiaries of which (%) are female as measured by the number of people trained Component 2 aims at institutional strengthening of science and technology development with allocated funds of $4 million. The objectives of this component are to (i) strengthen the planning, management, and coordination of national science, technology and innovation (STI) policies and programs in order to make efficient use of resources and complement the national economic development plan; and (ii) support technology development and diffusion that is more responsive to the needs of the economy by enhancing interactions between selected research institutes, university departments, and their external clients (e.g., private sector), thereby encouraging domestic innovation. The Component 2 of the GSTDP project is providing support to the STI Directorate under a sub-component 2.1, aimed to build it capacity, provide assistance in preparing institutional development plans, training of staff in critical technical areas, planning and supervising national STI funding programs, organizing learning exchanges with relevant STI organizations, collecting and managing national STI data, reporting on national trends for research and technology development, developing a monitoring and evaluation system for public research and technology spending, and providing technical assistances in the implementation of the technology window of the Skills Development Fund. It is expected that the assistance would result in an STI Directorate that is capable of planning, managing, and supervising the complex range of STI programs described in the national STI Policy and Development Plan documents. 15

14 The total funds being provided under this sub component is US $ 1.5 Million. Sub-component 2.1 is expected to produce the following intermediate outcomes: Develop the technical capacity of the STI Directorate staff necessary to make evidence-based STI policies, coordinate implementation of the national STI policy with other government agencies and the private sector, and monitor STI programs and policies. Develop information systems and data gathering mechanisms that can be used to provide policy makers with up to date information on the financing, performance, and impact of technology providers and the wider STI system. Ensure that the STI Directorate successfully implements selected activities under the STI Development Plan ( ). The GSTDP under sub-component 2.2 is also currently supporting five (5) research and development institutions involving two (2) public research institutes, two (2) universities, and one (1) polytechnic to implement market-oriented technology development programs. The support under this sub component is expected to produce the following outcomes: Establish private-sector oriented staff and institutional incentive schemes and capacities at selected technology providers that encourage the providers to respond effectively to technology demand from the private sector. Develop additional and effective engagements between the private sector and these selected technology providers. This report gives an overview of the key activities implemented under Component 2 in A number of activities were undertaken under the component in These activities were outlined in the 2015 workplan of the project and the status of implementation of these activities is discussed below: Component 2.1: Under this component, there were a number of major activities outlined to be carried out in 2015 including: Develop and adopt Organizational Plan for STI Directorate: This activity involved the preparation of draft STI Directorate Development Plan by a consultant, organization of 2 Stakeholder workshops to review draft STI directorate development plan and the submission of the development plan to cabinet and head of civil service and public services commission for approval and adoption. The activity could not be initiated as the 16

15 Ministry initiated a discussion of establishing an STI Council/Agency to replace the STI directorate and which will be established by an Act of parliament. Thus the interim Organogram of the STI Directorate adopted by the Ministry has been submitted to the Head of Civil Service for their attention. Recruit five (5) technical staff for the STI Directorate: The current staff strength of the STI Directorate is made up Eight (8) involving a Director, a Deputy Director, 3 Programme Officers, a Secretary and 2 National Service Personnel. Four (4) of the Directorate Staff (Director, Deputy Director and 2 Programme Officers) are on secondment from the Agencies of the Ministry, namely, CSIR and GAEC. In 2015 no new staff was recruited or seconded to the Directorate. Provide short-term training in STI policy technical areas: - This activity involves the training of a staff at the Directorate on STI Policy. Activity is yet to be undertaken. Carry out renovation of office space: The decision to construct a 3-storey building instead of renovation of an existing building for use as STI offices was made by the MESTI in consultation with the COTVET-PSU on May Subsequently FAS Consult was engaged to design, prepare Bill of Quantities and Supervision the Construction of the STI Building. In 2015, the procurement process for engaging a contractor for the construction of the building was initiated. However, the contract could not have been awarded until an Abbreviated Resettlement Action Plan was presented to the World Bank, since there were settlers on the proposed site. MESTI indicated that due to the limited time to project completion, it could not guarantee the completion of the construction works on the proposed new STI building by May Procure office equipment and furniture: This activity could not take place as the Ministry did not have a storage facility to store the equipment if procured. Equipment and furniture was meant for use in the new STI directorate offices. Conduct a National STI baseline survey: The Survey was not initiated. Terms of reference for engaging a consultant was however prepared. Develop a Management Information System (MIS) for STI: This activity was not initiated. Component 2.2: The implementation of the 2015 activities carried out under component 2 is based on the individual reports of the STIs who received support from GSTDP to develop, refine and market technologies. About US$ 1.85 million has since been disbursed under this sub component. In March, the institutions organized a Technology Fair to showcase the technologies and 17

16 innovations developed by their researchers. The technologies showcased were intended to solicit the interest of private sector and entrepreneurs for further transfer and mass productions. A list of showcased technologies is attached as an annex to this report. GAEC - Technology Transfer and Marketing Center (TTMC) a. Awarding of grants to researchers: Ten (10) scientists benefited from the commercialization reward scheme developed in The grants awarded were to further develop and transfer the technologies to industry including; 1. Nutrient recovery from solid waste management for agricultural soil amendments. TTMC was currently producing compost from fraction solid waste and saw dust for use by farmers (30 tones per cycle). They had established collaboration between waste collection firms (Asadu Royal Waste Management Limited and Jakora Waste Management Company), collaboration with waste recycling firms (International Water Management Institute, Safisana Ghana Limited, Global Communities and Agro Eco- Louise Bulk) and also collaboration between Nsawan Pineapple Growers Association (Out-growers scheme). GAEC and Dzorwulu Vegetable Growers Association have lifted 10 tons of compost to amend their soils. Irrigation facilities have been installed as demonstration farm for organic vegetable production. Training Materials have been prepared for training farmers on the application of the compost. The training will take place in the first quarter of Non Destructive Testing (NDT) and welding training: Under NDT Training, Non Destructive Testing & Quality assurance training had been arranged for artisans from Kumasi magazin, Kokonpe, Valco and a number of road-side welders. There is also collaboration between South Africa and Ghana to train and certify the trainees (participants). Training curriculum had also been designed for Fire Safety & Prevention Management. The National Petroleum Authority has given GAEC the mandate to inspect fuel tanks and fuel trucks for possible leakages. Welding machines have been acquired and arrangements are far advanced for the first training. The training would be conducted regionally for artisans. 3. Geophysical technology transfer: Under geophysics technology, there is a current collaboration between Ghana Space Science and Geophysics department to undertake a geophysical at the Satellite Station at Kuntunse. This project is part of the efforts being made to ensure that the stability of the ground is adequate for the installation of the satellite in Ghana. 18

17 The overall best scientist at GAEC for 2015 is a beneficiary of TTMC grant. b. Project sustainability plan developed: TTMC has developed its sustainability plan which is to ensure that the Center is self-sustaining after the end of the funding from the GSTDP. A revolving fund has therefore been established to ensure sustainability of grant disbursement. c. The Promotional Guideline developed by TTMC in 2014 was adopted by the board and made a policy in Thus GAEC s previous promotional policy of publish or perish has been changed to publish, commercialize or perish. From this, 15 staffs have been selected and being evaluated for promotion using the document developed. d. Training of staff: Marketing and leadership training was organized for about 80 staff (including managers and TTMC staff). TTMC staffs also participated in the International Atomic Energy Agency training for income generating activities in nuclear environment at Madagascar as well as Training for STI women in leadership in Malaysia, organized by the International Centre for South-South Cooperation in Science and Technology and Innovation. e. Outreach Activities: TTMC developed documentaries on selected innovative technologies. They included two seminars which were organized to create a platform for the discussion of GAEC s commercial technologies and issues on funding opportunities f. Signing of MOU: Through the leadership of the Center MoUs has been signed with Agona Swedru Municipality for the establishment of Gamma Irradiation facility and with the Federation of Association of Ghanaian Exporters and Selasi foods Co. Ltd. to irradiating their food stuff for export. g. Management of GAEC Mechanical Engineering and Fabrication Unit: TTMC currently manages this highly equipped unit of GAEC and thus has secured a contract of GHC 12 million from GOIL for fabrication of fuel storage tanks which uses NDT technology. GAEC- Technology Transfer and Marketing Centre received a total amount of $125, in The total amount spent within the period was $112, Thus, the balance as at 31st December 2015 was $12,

18 Centre for Scientific and Industrial Research (CSIR) - Technology Development and Transfer Center (TDTC) The key activities undertaken by the TDTC: a. Awarding of grants: Eighteen grants were awarded to Scientists within CSIR for technology development and transfer. Some of the technologies includes; b. Pozollana cement technology: Funds were used to expand sales outlets through partnership with an entrepreneur in Kumasi. This has led to increased production and revenue levels as well as heightened the awareness level of the construction sector on Pozzo-Mix cement, especially its potential to reduce by 20%, cement usage, compared to the regular cement. c. Tilapia farming technology: A new technology in tilapia production known as improved Akosombo Strain Tilapia which enables tilapia to grow 30% faster than the traditional cage culture, thereby reducing maturity from 8 to 5 months has been developed. Also, the Center is partnering with Asuogyaman Fish Farmers Association for technology transfer in local feed production thereby increasing incomes of the fish farmers. d. Mushroom technology: A total of 184 mushroom growers were trained in Accra and Kumasi to acquire skills and techniques in oil palm mushroom cultivation. e. Tomatoes Integrated Pest Management Technology: The Center is partnering with a group of tomato farmers who will thereafter produce on a large scale using the Integrated Pest Management Technology. This technology ensures increased yield and regular supply of tomatoes to factories in the Ashanti Region. This has a potential to increase farmer incomes through regular assurance of demand from the tomato factories. f. Research-Industry Interaction: In 2015, the TDTC in collaboration with the Ghana Export Promotion Council and the Association of Ghana Industries created an interactive platform to discuss technology innovation and business. The activity created a basis for further discussions on the adoption of notable technologies that were presented by CSIR during the dialogue. Outcomes of the engagement will be documented and shared accordingly. g. Capacity building workshops: Five (5) training/capacity building workshops were organized by the TDTC. The training areas included collaboration agreements and technology licensing, technology dissemination and methodologies, technology 20

19 marketing and technology partnerships, success factors for technology transfer, opportunities in the TDTC for technology transfer to entrepreneurs and CSIR- Commercialization which included the experiences, challenges and lessons learnt. Through these workshops, 64 research staffs were trained. h. Website: The TDTC launched its website in 2015 which key information such as 165 profiled technologies of CSIR uploaded for enhanced access by industry. The TDTC received US$125,000 (GHC 456,250.00) in The total amount spent within the period was GHC 390, and the balance as at 31 st December 2015 was GHC 65, Ghana Technology University College (GTUC)- Technology Research and Innovation Center (TRIC) The update on activities carried out by the TRIC includes: a. Business and technology development and transfer seminar: A seminar was held in May, 2015 for twenty-seven industry practitioners and technology developers. The aim was to create a platform for a formal engagement between industry and GTUC in the areas of research and technology transfer. b. Establishment of a private sector led Research Board: The Center established a private sector led Research Board made up of representatives of Faculty of Informatics led by Dr. Ezer Yeboah-Boateng from GTUC, Faculty of Engineering led by Mr. Kwaku Sakyi Addo from Chamber of Telecoms and Faculty of Information Technology Business led by Mrs. Yvette Adounvo Atekpe from Internet Solutions Ghana. The Board will spearhead private sector researches into innovative productivity enhancement technologies. c. Establishment of GTUC Career Info Shop: TRIC collaborated with GTUC student affairs organized a one-day career fair on March 18, The aim of the fair was to provide students with career options and opportunities in research. TRIC also showcased to the students the possibility of turning their research work into products that could be adopted by industry. 21

20 d. The Center also organized a private sector oriented research seminar to build the capacity of faculty members in developing industry oriented research proposals. The Workshop equipped faculty members with the skills necessary in writing good grant proposals to seek funding to support research activities at GTUC. e. Product testing and technology transfer: In 2014, TRIC selected 9 prototype technologies to be funded for product development, testing and technology transfer. Two (2) review workshops were organized in 2015 to present and discuss the progress of the project. Visits were also organized to project sites in Kumasi and Tamale. f. Dissemination of TRIC activities: Information materials on available technologies and a television documentary are being finalized to enhance visibility and disseminate the work of TRIC to the business community. In addition, TRIC presented a research paper on Student Records Management System using Smart Cards and Biometric Technology at the International Conference on Systems and Software Engineering (ICSSE) held in March, 2015 at ICSSE in Miami Florida, USA. During the year in review, GTUC-TRIC received USD 125,000 (GHC 456,250.00) as payment for their 3 rd Tranche of funds. The total amount spent within the period was GHC 113, Thus, the balance as at 31st December 2015 was GHC 342, University of Ghana (UG) - Technology Development and Transfer Center (TDTC) Activities carried out by the TDTC include: a. Conduct baseline survey: TDTC initiated a survey on UG industry engagement, technology development and transfer activities. b. TDTC policy and strategic plan: The Center designed a policy and a strategic aimed at guiding operations of the Center and the University. c. Incentive Grants: The center initiated an incentive package through grants for developing technologies and for training workshops, conferences, and seminars on proposal writing, intellectual property, innovation, technology transfer, entrepreneurship and other related training. A grant has since been awarded for technology development and transfer and ten (10) others awarded for conference participation. d. Capacity building programme: The center organized 2 training programmes on Technology Commercialisation-Virtual Classroom Lesson which was organized by the 22

21 European Patent Academy and a training workshop on protection and promotion of patents, utility models, industrial designs, trademarks and geographical indication which was delivered by Africa Regional Intellectual Property.The training was for core and supporting staff of the TDTC. e. Development of information materials on existing and ongoing technologies as well as services provided by TDTC. UG-TDTC received their second tranche of STI grant in January, 2015 totaling GHC 429, The expenditure made in the year was GHC 34, Thus, the balance as at 31st December 2015 was GHC 346, The University is yet to receive its 3rd and 4th tranche of their grant. Kumasi Polytechnic - Center for Research Development, Technology and Innovations (CRDTI) In 2015, K-Poly s CRDTI under took the following activities: Establishment of CRDTI: The Center was fully established in 2015 by restructuring the existing Business Development Unit. The Business Development Unit and CRDTI have been merged into a single strategic unit for private sector oriented research and products transfer Awarding of Grants: The Center awarded grants to nine (9) researchers to develop and transfer the following technologies: Production of standardized and shelf-stable sobolo beverage. Modification and fabrication of an improved fish smoker. Production of improved attrition discs for reducing milling related metal contamination in processed food. Production of a stand-alone solar system for small businesses. Design and production of an electric/solar cooking and storage flask. Product and process enhancement for soap and detergent production. Design and development of an electronic (no fuel) automobile magnetic drive using a four stroke engine. Development of identification and easy access to student hotels within a spatial system. Fuel oil production from mixed plastic waste in pyrolysis reactor. Training/Capacity building: The Center trained 15 focal persons of the Polytechnic on technology design, marketing and transfers. 23

22 Kumasi Polytechnic received a total of GHC 614, in the year 2015 representing their 2nd and 3rd tranche of fund. The total amount spent within the period was GHC 480, The balance as at 31st December, 2015 was GHC 133, Challenges The following constituted the key implementation challenges under Component 2 of GSTDP in 2015: The lack of adequate capacity at the STI Directorate of MESTI to lead in the implementation of some key activities like the conduct of STI surveys, development of the STI MIS and the monitoring the implementation of activities by the 5 beneficiary institutions hampered the quality of project implementation. The inadequate monitoring of the activities of the 5 beneficiary institutions led to low output by UG and Kumasi Polytechnic. Conclusion In conclusion, the implementation of the 2015 activities of Component 2 of the GSTDP is critical to the development of the STI system in Ghana. It is also critical to achieving increased industrial productivity in Ghana. Though there were some challenges in the implementation of the Component, the strong commitment of the MESTI to ensure that there is adequate capacity at the STI directorate, coupled with effective project coordination by the PSU serves as bases for an anticipated successful implementation of the activities outlined in the 2016 work plan. There is also a strong commitment by the most of the beneficiary institutions to ensure that the funding provided is utilized effectively to promote strong industry-research linkages. 24

23 CHAPTER 3 THE SKILLS DEVELOPMENT FUND (COMPONENT 3) Introduction: Skills Development Fund (SDF) is an initiative of the Government of Ghana with funding from the DANIDA and the World Bank and aims at improving demand-driven skills development and increased adoption of new technologies in selected economic sectors of Ghana. The Fund is a demand driven one targeting private and public sector production units, training institutions, science and technology institutions and the informal sector. The number of approvals recorded in 2015 was fewer compared to that recorded in So far, only 130 applications have been approved, although there is one more committee meeting for approval of applications. The reason for the decrease in approved applications is due to a number of challenges encountered in The foremost reason was the insufficient SDF funding to fully support the Fifth Call for proposals. Almost all the funds allocated from both DANIDA and the World Bank have been fully committed. The remaining funds were not sufficient to complete the Fifth Call. The Fifth Call was put on hold due to the lack of sufficient funds. In anticipation of the additional support from DANIDA, all suspended applications were reviewed and high quality projects recommended for the SDF Committee s consideration. Although SDF received additional funding of US$ 5 Million from DANIDA, the funding could only finance a further twenty-two high quality projects. Due to the delay in receiving the additional funds, there is the likelihood that some projects could go beyond the June 2016 deadline, by which time all projects are expected to be completed. In spite of the challenges, project targets set for 2016 have been exceeded. This is highlighted in the table below. Table 3.1: Targeted Vs Achieved Number of Grants Source: Compiled from the SDF Grants database 25

24 For the Formal and Informal Sector Training Grants, the number approved increased by 62% and 88% respectively of what was planned. This is due, in part, to the interest of the private sector in improving the skills set of employees. Training Innovations increased by 35% in the number of grants. Technology Partnerships and Technology Centres both fell short of targets by 73% and 22% respectively in the number of grants approved, suggesting the average of both funding windows were lower than expected. Table 3.2: Target Vs Actual Number of Firms Trained Source: Compiled from the SDF Grants database In terms of number of firms and workers to be trained, targets were exceeded for the Formal and Informal Sectors. Table 3.3: Targeted Vs Actual Number of Workers Trained Window Targeted No. of Workers Trained Actual No. of Workers Trained Window 1 4,000 6,296 Window 2 10,000 71,712 Window 3 10,000 2,338 Window 4a - 2,101 Window 4b - 1,466 Total 24,000 83,913 Source: Compiled from the SDF Grants database SDF GRANT OPERATIONS Communications and Outreach Communicating and reaching out on SDF had been a process yielding positive dividends. Since the setting up of the PSU, the implementation of the SDF Communications and Outreach plan did not only provide a strategic focus to reaching project targets but also, 26

25 adding value to the quality of outputs, results and largely, their impact. Our communication and Outreach strategy has been shaped by the following lessons: a. It is costly but necessary to reach out to excluded and economically vulnerable peasants with productive capacities but little or no support for skills development and technology adoption. It is costly because of their peculiar circumstances which includes low level of education, limited capacity to appreciate the stringent and elitist processes for assessing funding, remote geographical location perpetuated by the absence of know how or any internet infrastructure and limited engagement with elite media. Reaching out to such groups required innovative public engagement approaches based on affirmative action and not necessarily, cost efficiency, as they would be disqualified on grounds of cost considerations. b. The informal sector is key to Ghana s economy. The agriculture sector plays a highly significant role in Ghana s economy and happens to be one of SDF s priority sectors. Guided by the fact that the informal sector is the driver of agric in Ghana and pivotal role the informal sector (especially agriculture and artisanal sectors) plays in job creation, livelihoods and economic growth, it was a justified enterprise to have invested so much in reaching out to thousands of peasant farmers across the nation through our regional outreach workshops. Of similar characteristics and relevance is the informal sector dominated artisanal sector, which is in providing skills training and jobs the youth, especially in vocations like beauty and cosmetics, textiles and garments, automotive repairs and electronics, garages etc., provided equal justification for reaching out through regional workshops. The outcome of over 469 informal sector beneficiaries (Calls 1-5) receiving grants with some 75,656 of their staff/members receiving training to enhance productivity speaks volumes. That is not to mention the fact that the target of 288 grantees under the informal sector has since been exceed by 188, six months to project completion. c. The need to adopt multimedia outreach to reach all nationwide is cost efficient than any direct engagement strategy: Flowing from the above, it is evident that holding regional outreach workshops alone could not have been a successful strategy to reach out to peasants at the district and community level. The multimedia approach to outreach augmented the direct engagement through outreach workshops. Targets were engaged through multi lingual audio and audio visual adverts, drama, and interviews on community radio to not only disseminate the SDF information but also engage targets through interactive radio in all regions and districts. Adverts did not come cheap but were impactful evidenced in the high numbers of applications i.e. 2,723 from Call 1 to 5. d. The need to have an interface with selected institutions that are strategic towards achieving targets under the Science & Technology windows was a necessity, inspite of the demand driven nature of SDF. Institutions needed to appreciate the SDF 27

26 framework in order to submit quality applications. The tailor made engagements which were held with key Science and Technology Institutions to deepen their appreciation of the SDF framework in order to encourage quality applications under the Window 4B (Technology Centre Grants) and window 3 (Training Innovation) was relevant to achieving targets under those windows, six months before project completion. e. We got it right by adopting transparent processes for grants processing by setting up an SDF website and hosting every stage of the application process on line to enable applicants track the progress of their applications. This was also meant to, and eventually succeeded in mobilizing confidence in SDF and its transparent and objective processes. However, when the mix of strategies adopted began yielding results in Calls 2 and 3, the outreach strategy changed its focus to major on documenting success stories of implemented sub projects with results to share. This turned out to be the most efficient outreach strategy-telling the SDF success story through the lenses and voices of the beneficiaries. f. Perhaps the greatest lesson to the SDF outreach strategy has been how effective story telling has been a marketing tool. Prior to the setting up of the PSU, national workshops and outreach attracted only 160 applications with no approval. Initial outreach strategies for Call 2 had no story to write about SDF. There were no success stories as Call 1 was unsuccessful. This made it very difficult to convince the formal and informal sector to appreciate the genuineness of SDF. Changing prejudiced minds required more than mere media adverts. It took interface engagement with industry giants and emerging businesses, previous failures at Call 1 (who failed mostly based on a misconceived supply driven SDF framework), and the decision to engage intermediaries to provide the handholding required to bridge the gap between peoples understanding of SDF and its requirements and what SDF really stood for. g. It is noteworthy that, in all the above, multimedia has been a prominent platform. Apart from adverts, drama, sponsored interviews, the most expansive of our multimedia strategy had been the SDF Diaries documentary series which afforded about 50 grantees an opportunity of testifying about the positive changes SDF has visited onto their skills, technology, production processes, production efficiency, and in the long run, jobs. This serial documentary programme succeeded in making SDF a household name among the business community, policy makers and general public. It is the outcomes of the strategic investments in SDF outreach from Calls 2 to 4 which virtually drove 130 approvals under Call 5, as there was no deliberate outreach for that Call. 28