SCCD :N.A.

AFRICAN DEVELOPMENT FUND

REF NO. : LANGUAGE : ENGLISH ORIGINAL : ENGLISH

GHANA GENDER RESPONSIVE SKILLS AND COMMUNITY DEVELOPMENT PROJECT

APPRAISAL REPORT

NB: This document contains errata or corrigenda (see Annexes)

HUMAN DEVELOPMENT DEPARTMENT November 2007

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TABLE OF CONTENTS

PROJECT INFORMATION SHEET, CURRENCY AND MEASURES, LIST OF ABBREVIATIONS, PROJECT LOGICAL FRAMEWORK, EXECUTIVE SUMMARY, PROJECT MATRIX ………………………….……………………………………(i-v)

1. PROJECT ORIGIN AND INTRODUCTION……………………… 01 2. GENDER EQUALITY AND WOMEN’S EMPOWERMENT…. 01 2.1 The Gender Dimensions of Poverty….…………………………………… 02 2.2 The Policy Framework…….............................................…………………… 02 2.3 Institutional Framework for Gender Mainstreaming… ………….………….... 02 2.4 Financing the Sector………………………………………………………… 02 2.5 Donor Interventions ………………………………………………………….. 02 2.6 Constraints in Gender Mainstreaming and Empowerment of Women………… 02 3. GENDER RESPONSIVE SKILLS & COMMUNITY DEVELOPMENT... 03 3.1 Capacity Building for Gender Mainstreaming..……………………………….. 03 3.2 Gender Equitable Skills Development and Service Delivery .…… ………….. 04 4. THE PROJECT……………………………………………………………… 05 4.1 Project Concept and Rationale……………………………………… 05 4.2 Project Area and Beneficiaries………………………………………… 06 4.3 Strategic Context……………………………………………………… 06 4.4 Project Objectives……………………………………………………. 06 4.5 Project Description…………………………………………………….. 06 4.6 Environmental Impact…………………………………………………. 09 4.7 Project Cost…………………………………………………………….. 09 4.8 Sources of Finance and Expenditure Schedules……………………… 10 5 PROJECT IMPLEMENTATION …………………………………… 12 5.1 Implementation Agency……………………………………………….. 12 5.2 Institutional Arrangements…………………..…………………………. 12 5.3 Procurement Arrangement….…..………………………………………….. 12 5.4 Disbursement Arrangement…………………………………………………… 13 5.5 Monitoring and Evaluation……..…………………………………………… 14 5.6 Financial Reporting and Auditing…………………………………………….. 14 5.7 Aid Coordination……………………………………………………………… 14 6. PROJECT SUSTAINABILITY AND RISKS………………….………… 15 6.1 Recurrent Costs …………………………………………………………. 15 6.2 Project Sustainability……………………………………………………. 15 6.3 Critical Risks and Mitigating Measures………………………………… 15 7. PROJECT BENEFITS………………………………………………… 16 7.1 Project Benefits………………………………………………………… 16 7.2 Socioeconomic Impacts………………………………………………… 16 8. CONCLUSION AND RECOMMENDATIONS……………………… 16 8.1 Conclusions……………………………………………………………….. 16 8.2. Recommendations and Conditions for Loan and Grant Approval……….. 16

This report was based on the Appraisal Mission that visited Ghana from June 22 to July 6, 2006. The report was prepared by Ms. Y. Dejene, Senior Gender Expert and Mission Leader (OSHD.0) and Mr. A. Magassouba, Procurement Expert (OSHD.0). The updating of the report was assisted by Ms. H. Dahou Sow, Micro Finance Expert (ORPC.4) and Ms. E. Dia Education Expert (OSHD.2). Enquiries relating to this report should be directed to Mr. S. Tapsoba, Manager OSHD.2 (ext. 2187) and Mr. T. Hurley, Director OSHD (ext. 2046).

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AFRICAN DEVELOPMENT FUND 01 BP, 1387 Abidjan 01 Côte d’Ivoire Tel: +225 20 20 44 44 Fax: +225 20 21 77 53

Temporary Relocation Agency, Tunis Tunisia Tel: +216 71 33 35 11 Fax: +216 71 35 19 33

PROJECT INFORMATION SHEET

Date: November 2007

1. COUNTRY : Republic of Ghana 2. NAME OF PROJECT : Gender Responsive Skills and Community

Development Project 3. LOCATION : National 4: BORROWER : Republic of Ghana 5. EXECUTING AGENCY : Ministry of Women and Children’s Affairs, P.O. Box MBO 186, Accra, Ghana 6. PROJECT DESCRIPTION : The Project will consist of the following

components: (i) Institutional Strengthening for Enhancing Gender Mainstreaming, (ii) Support to Skills Training and Entrepreneurial Development, and (iii) Project Management.

7. TOTAL COST : UA 9.40 million 8. BANK GROUP FINANCING ADF LOAN : UA 5.95 million ADF GRANT : UA 2.36 million 9. OTHER SOURCES OF FINANCE The GoG :UA 1.09 million 10. DATE OF APPROVAL : December 18, 2007 (planned) 11. ESTIMATED STARTING DATE AND DURATION: January, 2008, 4 years 12. PROCUREMENT

Works : National Competitive Bidding (NCB) procedures: rehabilitation and expansion of 25 skills training centers. Goods : National Competitive Bidding (NCB): Procurement of ICT and training related equipments for MLGRDE skills training centers. National Shopping (NS): Contracts for the Executive Agency, MOWAC accommodation, equipment and office furniture. Services: Short-Listing: for consultancy services; Direct Negotiation for training activities.

CURRENCY EQUIVALENT

(November 2007)

National Currency : Ghana Cedi (GHS) UA 1 = GHS 1.42403 UA 1 = USD 1.5566

FISCAL YEAR 1 January - 31 December

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EXECUTIVE SUMMARY 1. PROJECT BACKGROUND The Government of Ghana (GoG) adopted the National Gender and Children’s Policy, which provides an overall context for mainstreaming a gender perspective into the national development agenda. In addition, the second Growth and Poverty Reduction Strategy (GPRS) provides a framework for all poverty reduction funding activities. However, the capacity for implementing the policy and the gender priorities set in the GPRS II is lacking. 2. SECTORAL GOAL, PROJECT OBJECTIVE AND BRIEF DESCRIPTION The project goal is to promote gender equitable socio-economic development. The objectives are to (i) improve national capacities for enhanced gender mainstreaming and (ii) improve access to quality skills training for gainful employment and entrepreneurial development of women. The Project has three components: (i) Institutional Strengthening for Enhancing Gender Mainstreaming, (ii) Support to Skills Training and Entrepreneurial Development, and (iii) Project Management. 3. PROJECT COST AND SOURCE OF FINANCE The ADF loan of UA 5.95 million, representing 63.30% of the estimated total project cost of UA 9.40 million which will be used to finance 50.5 % of the foreign exchange costs (UA 2.37 million) and 73.29 % of the local currency component (UA 3.58 million). The ADF Grant of UA 2.36 million, representing 25.1% of the estimated total project cost of UA 9.40 million which will be used to finance 25.3 % of the foreign exchange costs (UA 1.09 million) and 25.00 % of the local currency component (UA 0.53 million). 4. PROJECT IMPLEMENTATION The overall responsibility for project implementation comes under the Ministry of Women and Children’s Affairs. The MOWAC’s Department of Women Affairs, the ministry’s implementing department, will be entrusted with the function of executing agency to have the day-to-day responsibility for the Project management and implementation at the national level. 5. CONCLUSIONS AND RECOMMENDATIONS The Project is in line with Ghana’s Gender and Children’s Policy, the Growth and Poverty Reduction Strategy, the Bank’s policies on gender and poverty reduction and is based on Pillar II of the ADF assistance strategy to Ghana defined under the CSP 2006-2009. The activities envisaged under this project will contribute to promoting gender equitable socio-economic development through improving national and local development management, increasing women’s access to financial and non-financial services for sustainable development that equally benefiting men and women. It is recommended that an ADF Loan not exceeding UA 5.95 million and ADF Grant not exceeding UA 2.36 million be granted to the Republic of Ghana for the purpose of implementing the Project as described in this report, subject to the conditions in the Loan Agreement.

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ACRONYMS AND ABBREVIATIONS AfDB African Development Bank ADF African Development Fund APRM African Peer Review Mechanism BAC Business Advisory Center BDS Business Development Services CBO Community Based Organizations CDTI Community Development Technical Institute CIDA Canadian International Development Agency CPAR Country Procurement Assessment Review CSOs Civil Society Organizations CSP Country Strategy Paper DA District Assembly DCD Department of Community Development DCE District Chief Executives DFID Department for International Development DISCAP District Capacity Building Project DMTDP District Medium Term Development Plans

Support Unit EA Executive Agency FGM Female Genital Mutilation GBV Gender Based Violence GDP Gross Domestic Products GEST Gender Equality Stakeholders Team GHAMFIN Ghana Micro Finance Institutions Network GHC Ghana Cedis GIMPA Ghana Institute of Management and Public

Administration GoG Government of Ghana GPN General Procurement Notice GPRS Growth and Poverty Reduction Strategy GSS Ghana Statistic Services GTZ German Agency for Technical Cooperation HIV/AIDS Human Immune Deficiency Virus ICT Information and Communication Technologies ILGS Institute of Local Government Studies LCA Local Currency Account MDA Ministries, Districts and Agencies MDG Millennium Development Goal M&E Monitoring and Evaluating MLGRDE Ministry of Local Government, Rural

Development and Environment

MMYE Ministry of Manpower, Youth and Employment MOES Ministry of Education and Sports MOFA Ministry of Food and Agriculture MOFEP Ministry of Finance and Economic Planning MOU Memorandum of Understanding MOWAC Ministry of Women and Children Affairs MSME Micro, Small and Medium Enterprises NBSSI National Board for Small Scale Industries NCB National Competitive Bidding NDPC National Development Planning Commission NGCP National Gender and Children’s Affairs NGO Non-Governmental Organizations NS National Shopping NVTI National Vocational Training Institute PID Project Implementation Document PIU Project Implementation Unit PPMED Policy, Planning, Monitoring and Evaluation Division PTC Project Technical Committee QPPR Quarterly Project Progress Report RMC Regional Member Countries SA Special Account SPN Specific Procurement Notice TVET Technical and Vocational Education and Training UA Units of Account UN United Nations UNDP United Nations development Program USD United States Dollars WTC Women’s Training Centers

LIST OF ANNEXES Annex I: Map of Project Area Annex II: Organization Chart of Project Structure Annex III: Project Implementation & Processing Schedules Annex IV: Recurrent Cost Annex V: Procurement Arrangements Annex VI: Programs of Formal Technical Vocational Education & Training Institutions

SCCD :N.A.

GENDER RESPONSIVE SKILLS AND COMMUNITY DEVELOPMENT PROJECT

RESULTS-BASED MATRIX Hierarchy of Objectives Expected Results Reach (Target

Population) Performance Indicators Indicative Targets and Time Frame Assumptions / Risks

Sector Goal: Contribute to gender equitable socio-economic development

Longer-Term Outcomes: The living conditions of disadvantaged groups, women in particular have improved

Ghanaian population, women in particular

Reduced rate of women living in extreme poverty Source: National statistics, GPRS

1.1 By 7.5% by end of project implementation and by 10 % by 2015

Project Objectives: 1. Improve national capacities for enhanced gender mainstreaming 2. Improve Access to Quality Skills Training for Gainful Employment and Entrepreneurship for Women

Medium-Term Outcomes:

1.1 Human resources base and professional competency for increasing gender mainstreaming into development management strengthened

2.1 Women’s marketable skills enhanced through greater access to quality training

2.2 Women’s productivity and self-sufficiency improved through greater access to services in micro and small entrepreneurship

MOWAC, MOFEP, Line ministries, MDAs, MDBS, NDPC, ILGS, DAs, NBSSI, SCOs, GSS general public

CDTI, WTI, GHAMFIN, MFI, BDS, youth, female entrepreneurs

1.1.1 Percentage of MDAs budget allocated for gender related activities increased

1.1.2 Number of gender sensitive projects increased at district level

1.1.3 Number of Bank-financed gender sensitive projects

2.1.1 Percentage of skills trainees gainfully employed or self-employed 2.2.1 Percentage of women having access to MFIs 2.2.2 Volume of average loans taken by women micro and small entrepreneurs increased

Source:

National Statistics, Supervision, Mid-Term Review and Project Completion Reports

By 2012:

1.1.1.1 By 20% from current level *

1.1.2.1 By 30% from current level * 1.1.3.1 All projects 2.1.1.1 80% of skills trainees gainfully employed or self-employed 2.2.2.1 By 25% from current rate 2.2.2.1 By 25% from current rate

- Trained staff may not continue in same positions

Mitigating measure: training and sensitization of large number of people will have a multiplier effect and cascade into civil service and government machinery at large

- Government contribution to project is not sustained

Mitigating measure: Loan conditions that recurrent and operating costs generated by project implementation be included in national budget

- Limited capacity in project management and procurement which may impede project implementation

Mitigating measure: Project will support cost of required professional members with demonstrated capacity for implementing and coordinating agency

Activities (Inputs) Component 1 1. Training of MOWAC, MOFEP, Line ministries, MDAs, MDBS, NDPC, ILGS, DAs, NBSSI, SCOs, GSS staff on gender mainstreaming into development management

Short-Term Outputs:

1.1 Capacity built within MOWAC, selected line ministries, agencies, and district level administrative structures through scholarships, training programs and workshops, revision of gender training curriculum, gender analysis of key planning frameworks, and improvement of system of gender disaggregated data collection and

Staff and managers from targeted ministries and institutions, various 200 district planners, 96 senior managers and professionals, 50 staff from Bank supported project.

1.1.1 Number of staff trained at all levels 1.1.2 Number of gender training curricula revised and improved 1.1.3 Framework for gender-sensitive national planning developed

1.1.4 Ability to produce collection, analysis and dissemination of gender statistics

1.1.1.1 At least 148 persons trained and assessed by end of 2009 1.2.1.1 Curricula available in at least three new themes by end of 2009 1.3.1.1 10 regional action plans and 5 strategic action plans developed and under implementation 1.4.1.1 Data collection and analysis survey templates and instruments improved and operational

iiHierarchy of Objectives Expected Results Reach (Target

Population) Performance Indicators Indicative Targets and Time Frame Assumptions / Risks

Component 2 3. Improvement of skills

training quality

4. Increased access to business services for women micro and small entrepreneurs

Component 3: 5. Project management and coordination BUDGET: ADF loan - UA 5.95 ADF grant - UA 2.36 GOG - UA 1.09 M

analysis

3.1 Curriculum improved and more responsive to market needs

3.2 Training centers rehabilitated and equipped

3.3 Teachers trained

3.4 Enrollment increased and girls encouraged to study non-traditionally female trades

4.1 Access to internet and ICT services increased

4.2 Capacity for service delivery to women in micro and small entrepreneurship improved

5.1 Efficient management of project activities

TVET students, girls especially, teachers, female entrepreneurs and small business owners

Women in micro and small entrepreneurship, microfinance institutions

Project beneficiaries

3.1.1 Technical and vocational training skills ranked high on labor market identified 3.2.1 Number of centers improved 3.3.1 Number of teachers trained 3.4.1 Percentage of girls enrolled and graduating in technical trades 4.1.1 Number of women using business centers

4.2.1 Study to examine capacity constraints of service providers carried out 4.2.2 Database on MFIs and BDS providers available 4.2.3 Training of trainers in MFI in book-keeping, small enterprise and cash flow management

Source: Disbursement records, MIS reports and returns, Quarterly progress reports 5.1.1 Operational PIU 5.1.2 Project disbursement rate 5.1.3 Effective monitoring and evaluation of project implementation in place Source: Audit reports, implementation reports

3.1.1.1 Study report available and used to develop new curriculum 3.1.1.2 Training curricula in 4 formal and 2 informal vocational trades developed 3.2.1.1 4 CDTI, 20 WTI and 1 CDC rehabilitated and equipped 3.3.1.1 512 teachers trained on use of new curriculum 3.4.1.1 Increased intake by 2100 and girls enrollment in non-traditional female trades by 50% by 2012

4.1.1.1 40% of business center users are female entrepreneurs or small business owners 4.2.1.1 Study report available by mid 2009 4.2.2.1 Database operational by December 2010 4.2.3.1 150 of 50 MFI trained by December 2010. 4.2.3.2 100 NBSSI staff trained by December 2010. 4.2.3.3 250 DCD extension workers trained by 2010. By 2011 5.1.1.1 8 supervision missions and one mid-term review conducted, 5.1.1.2 4 audit reports drawn up 5.1.2.1 100% disbursement rate in 2012 5.1.3.1 MIS system in place 5.1.3.2 20 quarterly implementation reports drawn up and submitted to the Bank

* Basic data is not available in many cases hence the recommendation for baseline surveys, especially in micro-finance.

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SCCD :N.A.

1. INTRODUCTION AND ORIGIN OF THE PROJECT 1.1 Although Ghana has been enjoying continued economic growth for the past 5 years (GDP growth at 6.2 percent in 2006), recent evidence from the African Peer Review Mechanism Report (APRM) identified the lack of progress in gender mainstreaming as a continuous development challenge. The gender discrimination in access to and control over productive resources and limited access to social services exacerbate women’s vulnerability to poverty. To address this, the GoG in its policy frameworks recognizes the importance of women’s empowerment and equitable participation in development as a necessary process for ensuring the translation of national policies and poverty reduction strategies into gains at the household and community levels. 1.2 The GoG first requested the Bank’s support for the Gender Responsive Community Skills Development Project on February 22, 2006. The project was first appraised in July 2006. However, due to the reduction in Ghana’s allocation, the processing schedule was interrupted. The project document has been since updated using the recent Ghana Country Gender Profile developed (October, 2007) by the Bank and additional information received. The project is in line with the Ghana Growth and Poverty Reduction Strategy (GPRS II) and the Gender and Children’s Policy. It falls within the Bank’s policies on poverty reduction, gender, ADF X Policy Guidelines and the Bank’s Country Strategy Paper (2005-2009), under Pillar II. The project is consistent with the MDGs on poverty reduction and contributes to reducing gender inequality. 2. GENDER EQUALITY AND WOMEN’S EMPOWERMENT IN GHANA 2.1 The Gender Dimensions of Poverty 2.1.1 Poverty affects women and men differently in Ghana. According to the country’s MDGs report (2003), overall poverty rates have decreased (poverty fell by 12 percentage points from 51% to 39% between 1991/92 and 1998/99). Similarly, extreme poverty declined from 36.5 percent to 26.8 percent during the same period. Sixty-one percent of the urban and 53% of the rural female-headed households fall within the poorest 20% of the population. 2.1.2 The gender dimensions of poverty are directly related to the forms of employment and livelihoods in which men and women are engaged. According to the Living Standard Survey of 2000, women comprised only 6.2% of the economically active population engaged in formal employment, as compared to 22.8% participation of the economically active men. Similarly almost half (45.1%) of the economically active women are in non-agricultural informal self-employment while only 21.4% of their male counterparts were employed in this sub-sector. 2.1.3 Access to Financial Resources: Formal financial institutions reach only an estimated 5 percent of households. Some micro-finance and informal financial institutions such as susu (rotary credit associations) fill in the gap of making credit available to the poor. Comparatively, women are the dominant clients of such institutions, although the loans taken by women are relatively small. Many Micro Finance Institutions (MFIs) and their partners use the Grameen Bank group lending approach to provide micro-credit to the poor. 2.1.4 Access to Education and Vocational Skills Training: Ghana is close to reaching gender parity in primary education through reforms and various support programs. However, the gender gap in post-primary education levels remains a challenge and the share of girls is even lower in the technical vocational training and the tertiary level (girls account 15% of total enrollment in the Technical Vocational Education and Training level). This gender disparity disproportionately affects women’s employability in the formal sector and income. It is estimated that annually 150,000 Junior Secondary Graduates do not have an opportunity either for formal education or for training, the majority of these are girls. Evidence suggests that the area of skills development has been neglected for many years and many of the trainees come from needy families. 2.1.5 Employment and Income: In Ghana only 13.8 percent (23.0 percent of men and 6.2 percent of women) of the economically active population age 15 and above is wage-employed. Self-employment is the dominant type of employment accounting for 68.7 percent (71.0 percent of women and 65.9 percent of men). While men’s self-employment is concentrated in agriculture (47 percent of men), women are highly represented in the non-agricultural economic activities (39.6 percent of women). The share of unpaid family farm workers is higher among women, 21.1 percent as compared to 9.6 percent of their male counterparts. The seasonality of women’s employment is another phenomenon that affects over 30 percent of women in the agriculture sector, compared to 13 percent of those in non-farm economic activities. In wage employment, women earn 76 percent lower than men.

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2.1.6 Women’s Rights and Protection: Ghana has a dual legal framework, where both customary and modern laws are used. Some of the progress made over the years in legal reforms includes the Constitution’s provision for gender equality under the law and the revision of the Criminal Code of 1960 to criminalize harmful traditional practices such as ritual servitude and Female Genital Mutilation (FGM). The Anti-Trafficking and Domestic Violence Bills were passed in 2006 and 2007, respectively. However, despite these efforts full implementation of the laws remains a challenge. 2.2 Policy Framework 2.2.1 The overall goal of the National Gender and Children’s Policy (NGCP - 2004) is to mainstream gender concerns into the national development process and improve the social, legal/civic, political, economic and cultural conditions of the people of Ghana, particularly women and children. The policy emphasizes the cross-cutting nature of gender and seeks its fully mainstreaming into all sectoral programs. 2.2.2 The goal of the second Ghana Growth and Poverty Reduction Strategy (GPRSII 2006-2009) is to achieve accelerated and sustainable shared growth, poverty reduction, promotion of gender equity, protection and empowerment of the vulnerable and excluded within a decentralized democratic environment. It aims to increase women’s access to affordable credit and access to extension services. Furthermore, it seeks to bridge the gender equity gaps in education and skills training, health care, family planning and nutrition services. However, initial observation of its implementation suggests that gender issues have not been fully taken into account in resource allocation and monitoring progress.

2.3 Institutional Framework for Gender Mainstreaming 2.3.1 Established in 2001, The Ministry of Women and Children’s Affairs (MOWAC) is responsible for (i) the formulation of gender and children specific development policies, guidelines, advocacy tools, strategies and plans for implementation by government institutions, Civil Society Organizations and the private sector, (ii) coordination of activities, and (iii) monitoring and evaluation. The Departments of Women and Children of the MOWAC are represented at the regional level and serve as implementation arms for MOWAC. However, the Ministry’s decentralized structure does not go beyond the regional administration level. 2.3.2 In addition to the MOWAC, other Ministries, Departments and Agencies (MDAs) are mandated, through their relevant departments to have the responsibility to mainstream gender into their respective work. Most line ministries and agencies have established gender desk offices, although they lack the necessary skills to support gender mainstreaming into their respective institutions. Coordination between institutions is weak. 2.4 Financing the Promotion of Skills Development and Gender Equality by the GoG 2.4.1 The current budget of the Ministry of Women and Children’s Affairs for 2006 is GHC 27,971,000,000 (approximately USD 310,788). However, sectoral budgets also include smaller allocations for gender related activities, for which there is little information available. A critical constraint is the lack of a mechanism for monitoring these allocations and expenditures. The unpredictability of resources makes planning of activities in a sustainable manner difficult. 2.5. Donor Interventions 2.5.1 The UN Gender System program supported advocacy and women’s political participation, HIV/AIDS and micro-credit. Others such as CIDA contribute through projects including food security projects in the northern regions. Donors who provide support to engender the Land Administration Project, include the World Bank, DFID, GTZ and CIDA. The Women’s Fund, which facilitates the provision of micro credit, was established with the contribution of the Japanese Government in the amount of USD 3,000,000. Donors such as DFID and others are currently organizing support towards the implementation of the Domestic Violence Act. 2.6 Constraints to Advancing Skills Development and the Mainstreaming of Gender Equality 2.6.1 Although skills development is recognized as a means to promote women’s gainful employment for reducing their vulnerability to poverty, progress has been slow. The main constraints are related to weak institutional capacity

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for taking into account women’s economic needs, the lack of quality skills training that add value to women’s employability and lack of resources for the promotion of business activities.

1) Weak institutional capacity in development planning and management at both central and district levels: Institutionalizing gender into government machinery requires building the human capacity and setting structures and mechanisms for enhanced accountability in delivering the intended results. The Ministry of Women and Children’s Affairs (MOWAC) is understaffed and lacks the necessary skills competency to influence national level policy making, budget allocation, monitoring and evaluation. Similarly, due to lack of institutional capacity districts in the current content of decentralization in Ghana are unable to translate gender policy commitments into equal benefits for women and men. These problems are exacerbated by the weak institutional coordination and lack of collaboration between key actors.

2) Limited access to marketable vocational skills training: Low economic status and vulnerability of working

women to poverty is related to the type of employment in which they are engaged. Their concentration in the, low-value added, low-paying informal sector stems largely from the lack of access to skills upgrading training, appropriate technology and financial resources. Among major constraints include weak institutional capacity of service delivery institutions such as MFIs, Business Development Service providers and women’s micro and small entrepreneurs associations. Women often have limited information on available resources such as micro-credit and business development services.

3. GENDER RESPONSIVE SKILLS AND COMMUNITY DEVELOPMENT Promoting gender responsive skills and community development requires a multi-faceted approach that addresses the bottlenecks for translating macro policy frameworks into actions that benefit poor women at the grassroots level. Experience has shown that the successful implementation of policies is dependent on the adequateness of the capacity of responsible institutions and the availability of tested approaches, tools and successful examples for replication. These various levels of approaches need to be strategically linked as the success in all areas must be achieved in order to sustain the results gained at any level. With these as guiding principles, the project’s areas of intervention focus on Institutional Capacity Building, Vocational and Skills Training, Community Development and Access to Financial and Business Development Services. 3.1 Institutional Capacity for Gender Mainstreaming The weakness in institutional capacity for advancing gender equality exists in Ghana throughout the government strata (within the line ministries, regional and district level administration and community decision-making entities). This is further affected by the lack of information sharing and mechanism for coordination among these key institutions. Limited availability of gender statistics and lack of clear strategies and action plans exacerbate the challenge of mainstreaming gender into the planning, implementation and monitoring and evaluation of national and local level development interventions. Institutional Capacity within Line Ministries 3.1.1 The Ministry of Women and Children’s Affairs was staffed by seconded staff from other line ministries who lacked the necessary expertise to effectively fulfill their tasks. In the face of these challenges, some efforts were made to fill this gap through short-term trainings. However, the gap in professional competency at the ministry remains a concern. None of the staff have benefited from medium to long-term professional training in gender and development disciplines to improve their competency and performance. 3.1.2 Similarly, the government machinery within line ministries lacks the institutional capacity to adequately advance the Government’s agenda to reduce inequalities in resources, benefits and access to social services and reduce poverty among women. There has not been adequate orientation and training provided to prepare gender desk officers to effectively assume their respective responsibilities. Appropriate training will ensure that the relevant structures are supported by professionals and decision-makers who are equipped with the necessary skills. 3.1.3 Effective planning and targeting of the poor and the marginalized poor women will require tools and guidelines to ensure the translation of gender policy mandates into specific development interventions at programs and projects levels. This will be facilitated through accurate and updated data on gender gaps and disparities, resource allocation and related impact on development. In recognition of these challenges, the MOWAC in collaboration with

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Ministry of Finance and Economic Planning (MOFEP) and the National Development Planning Commission (NDPC) with the support of UNDP is piloting the mainstreaming of gender into national statistical data collection, planning, budgeting, monitoring and evaluation at the central and district levels. The pilot includes 4 line ministries and 21 districts for a step-by-step implementation, which will be finalized in 2008. There is the need to draw on the experience of this pilot exercise to reach a larger population for greater impact. Gender Mainstreaming and the Decentralized Government System 3.1.4. The low capacity in mainstreaming gender in Ghana is even more pronounced in the decentralized system of government (regions, districts and towns). Since much of the development planning, resource allocation, monitoring and evaluation has been delegated to the district level, gender sensitizing and training in gender and development management at this level is necessary in order to ensure national level commitments and policies on gender are translated into equitable benefits to women and men at the local level. There is the need to improve gender training through updating curricula and re-orienting them to build skills in gender analysis, planning, budgeting and monitoring and evaluation. 3.2 Gender Equitable Skills Development and Entrepreneurial Service Delivery Women’s high concentration in the low-paying economic activities with low prospects for growth is influenced by a number of constraining factors. These include (i) limited access to marketable skills and (ii) limited access to financial and business development services stemming from inadequate institutional capacity in service delivery. Skills Training 3.2.1 Vocational skills training plays an important role in meeting the labor demands of a growing economy and contributes to poverty reduction through employment and income generation. Recent studies indicated that the low quality of curricula, obsolete equipment and lack of linkages with industry and employment are among the main constraints of the formal vocational skills training development in Ghana. Many of the skills training centers have poor physical facilities, and little or no investments have been made in them over several years. Formal vocational training reaches only a small segment of the youth. Another key factor that reduces the effectiveness of vocational training is the lack of equitable access by women and other marginalized groups. Girls’ enrollment in Technical Vocational Education (TVET) is very low, accounting only 15 percent of the total enrollment in 2004. The educational background, lack of mobility and resources put girls and women in a disadvantaged position to fully gain access to formal training. Where they have access, they are marginalized in the types of trades reserved for females; with little prospects for career advance and increased income. 3.2.2 Various institutions are responsible for vocational skills training in Ghana (ANNEX VI). The Department of Community Development (DCD) of the Ministry of Local Government, Rural Development and Environment (MLDRE) manages 20 Women’s Training Centers (WTC), located in all 10 regions that offer training in catering, dressmaking, hair dressing, home management, needlework and English. It also runs 4 Vocational Training Centers for young men in the areas of carpentry, masonry, auto-mechanics and English, as well as one rural development college. The centers are located in all the 10 regions. The trainees are secondary and junior secondary school graduates, literate and semi-literate young people from poor families. The training in the centers lasts two to three years. Trainees pay small contributions to meet feeding and demonstration material costs. Due to the lack of investment, the centers’ infrastructure (including limited availability of electric power and water facilities) is in poor condition. Currently, the skills training offered do not match the emerging market and labor needs. This is due to the low quality of training offered resulting from the combined effects of insufficiently in-serviced instructors. Inadequate training and demonstration materials, equipment and poor maintenance of equipments are major concerns. Improving Capacity for Financial and Business Development Service Delivery 3.2.3 The microfinance industry in Ghana does not have a well defined approach to ensuring that there is gender equitable access to credit, business development and other non-financial services necessary for engaging in productive activities for income generation. Available information suggests that the growth of women’s micro and small scale livelihoods is affected by inadequate services, lack of information and other discriminatory practices in the service delivery system. In order to increase the growth and profitability of women’s enterprises, improving access to quality of financial and non-financial service delivery is critical. This would include providing sex-disaggregated data on the performance of the industry, effective information dissemination on loans and savings products and trained staff for

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gender responsive delivery to better reach the marginalized and vulnerable groups such as women and the youth. Similarly, equipping women with the necessary business skills and information on access to raw material, improved technology and markets are necessary in growing their businesses and increasing their incomes. 4. THE PROJECT 4.1 Project Concept and Rationale 4.1.1 The project seeks to address promoting gender equitable development through a two-pronged approach. Institutional capacity will be strengthened for the MOWAC, selected line ministries and district assemblies. With the view to embedding gender responsive development planning which would further support the participation of women in defining development priorities. Capacity building of the staff of existing Bank projects will further help to accelerate the focus on gender sensitive project implementation and results orientation. The project will further focus on providing support to women and youth in developing marketable skills and enhance their access to financial and business development services inline with the emerging economic growth priorities of Ghana. 4.1.2 The project is based on the realization that women are major economic actors in Ghana. However, due to various constraints including institutional capacity for addressing the feminization of poverty at both national and local levels, women’s inadequate skills and lack of access to resources, poor women in Ghana have not been able to pull themselves out of poverty. The design of the project recognizes the policy framework put in place demonstrating the commitment of the GoG for promoting gender equality and empowerment of women. Taking these factors into account, the project proposes to address the capacity gaps at the national and district levels, coupled with targeted intervention in an area that will have direct impact in improving women’s gainful employment and entrepreneurship. Therefore, the project will address the institutional level barriers to gender responsive development planning and interventions that will address the immediate needs of women. The successful implementation of the women targeted interventions to improve women’s marketable skills and entrepreneurship will build success cases for future replication of similar projects elsewhere in Ghana. The replication and sustainability of these micro-level interventions will rely on the strengths of the institutional capacity at all levels. 4.1.3 The project has been designed based on the expressed needs of the GoG and continued discussions, dialogue and negotiations in the country. Various consultation sessions have been held between the Bank and the Government at the center and through the decentralized system, traditional leaders, and representatives of the civil society organizations and donors to determine the relevant and appropriate approach and activities to support country efforts in addressing gender issues. The project is in line with the overall goals of GPRS II and seeks to contribute to socio-economic development and poverty reduction by promoting gender-sensitive development planning, resource allocation and monitoring. The project seeks to address the constraints facing gender equitable development for accelerating the achievement of MDGs, by supporting capacity building in public service and enhancing women’s access to marketable skills and resources which will increase their income. 4.1.4 The project design draws critical lessons from similar projects initiated by the Bank and other partners. The designing of this project takes into consideration the generic issues identified by the recent Bank’s Portfolio Review, namely (i) delays in fulfilling loan effectiveness conditions; (ii) non-compliance with the Bank rules and procedures on disbursement and procurement of goods and services by the Project Implementation Units (PIUs) and (iii) weak administrative capacity of executing agencies, in particular the failure to maintain project accounting and the inadequate monitoring of project implementation. The active engagement of the Bank’s Ghana Country Office will address many of these issues. The project will do rigorous launching to give proper orientation and training of staff of the Executing Agency. 4.1.5 The lessons from the Bank’s previous Women Community Development Project (approved in 1992) include paying closer attention in the selection of executing agencies and avoid situations where conflict of interest could damage project performance. Furthermore, lessons from the Poverty Reduction Project indicated the need to strengthen outreach and work closely with communities in order to increase women’s participation in skills training and access to micro-credits. Similarly some of the lessons learned from CIDA’s District Capacity Building Project (DISCAP) include: (a) generic gender training does not improve skills competency, (b) mainstreaming gender into existing structure is important, (c) high political and bureaucratic leadership has to demonstrate ownership and commitment to gender equality objectives.

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4.2 Project Area and Beneficiaries 4.2.1 The Project will benefit poor women in Ghana and will be implemented nationally. The institutions responsible for gender related policies and strategies will benefit from capacity building activities of the project. A total of 4 professionals from the MOWAC will benefit from up to one year training abroad. Moreover, 16 directors and chief directors 80 staff from Policy, Planning, Monitoring and Evaluation Departments of the central government structure, 250 planners and sector experts from the district administration level will be trained. The 50 districts will be selected based on criteria agreed upon with MOWAC and MLGRDE. It is estimated that close to 3.5 million women living in the selected 50 out of 130 districts will benefit from the institutionalization of gender into district planning, budgeting and monitoring and evaluation practices. 4.2.2 Close to 10,000 youth and women will benefit from improved vocational skills training services. In addition, 500 girls from poor families will receive scholarships to enroll in vocational training programs traditionally dominated by boys. Communities in the vicinity of the 25 training centers will be direct beneficiaries from the increased access to improved quality skills training. Similarly 512 vocational and skills trainers will benefit from the in-service training. Staff of business development service providers, NBSSI, MFIs and Department of Community Development will benefit from training activities. It is estimated that close to 4 million women will benefit from improved service delivery in financial and BDS services. 4.3 Strategic Context 4.3.1 The Project proposes to support priorities related to reducing gender-based inequalities as one of the important means to reduce poverty within the context of GPRS II and based on the need to increase women’s access to and control over productive assets and improved access to social service and protection. The Project is in line with the third pillar of GPRS II, namely ‘vigorous human resource development’ which seeks to promote skills and entrepreneurial development. The Project adopts a multi-sectoral approach and works alongside the existing structures, while supporting their institutional capacity building and promoting cross-sectoral information sharing, joint and collaborative planning and monitoring practices. 4.3.2 The proposed project complies with the Bank’s Country Strategic Paper (2005-2009) and falls under the second pillar “support pro-poor and pro-gender-equity policies”. The Project proposes a multi-sectoral approach to increasing gender mainstreaming that combines capacity building for engendering national and local development planning, resource allocation, M&E, improved service delivery for increasing women’s access to financial and non-financial services, skills training, and coordination among key actors. The Project will contribute to the MDGs related to reducing extreme poverty and hunger and gender equality. 4.4 Project Objectives 4.4.1 The project goal is to promote gender equitable socio-economic development. The objectives are to (i) improve national capacities for enhanced gender mainstreaming and (ii) improve access to quality skills training for gainful employment and entrepreneurial development of women. 4.5 Project Description The Project comprises three components, namely i) Institutional Strengthening for Enhancing Gender Mainstreaming, (ii) Support to Skills Training and Entrepreneurial Development and (iii) Project Management. The project components will require the implementation of activities that will involve a mix of inputs from the following categories: (a) Goods, (b) Works, (c) Services, and (d) Operating Cost. Component I: Institutional Strengthening for Enhancing Gender Mainstreaming 4.5.1 This component aims to strengthen the institutional capacity for effective gender mainstreaming at two government machinery levels, namely (i) central government structure and (ii) district administration. At the central level, the project will target the following: the MOWAC, Ministry of Finance and Economic Planning (MOFEP), Ministry of Manpower, Youth and Employment (MMYE), Ministry of Food and Agriculture (MOFA), Ministry of Education and Sports (MOES), Ghana Statistical Services (GSS), National Development Planning Commission (NDPC), HIV/AIDS Secretariat, and MLGRDE. At the district level, it will target 50 District Assemblies. It also seeks to develop gender sensitive planning, monitoring and evaluation tools that support gender sensitive national and

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local development management and enhance coordination among key actors. The results to be achieved under this component are improved mainstreaming of gender into economic growth and poverty reduction interventions with increased allocation of resources and gender inclusive targeting benefiting poor women. Sub-component 1 Institutionalizing Gender into National Planning, Monitoring and Evaluation 4.5.2 Improved Professional Capacity: The Project will provide professional and skills development scholarships and training for 4 key serving MOWAC officers. Since there is no in-country capacity for such long-term (up to one year) trainings, the project will seek other options outside of the country. Candidates will be selected in accordance with the guidelines of the Office of the Head of the Public Service ensuring gender balance in the selection. 4.5.3 Human Resources Capacity Strengthened: With the view to strengthen the central government structure, the project will strengthen the Policy, Planning, Monitoring and Evaluation Departments of selected line ministries and train key staff. It will support revision and updating of existing gender training curricula in selected areas (i) gender and poverty analysis, (ii) gender statistical data collection (iii) gender planning and budgeting and (iv) monitoring and evaluation. Cross-cutting themes such as HIV/AIDS, Gender Based Violence (GBV) and reproductive health will be integrated into the training modules. The Institute of Local Government Studies (ILGS) and the Ghana Institute of Management and Public Administration (GIMPA) in Legon have the experience in providing gender training and will be responsible for this activity. This sub-component will train 80 professionals and 16 chief directors. The training modules will be eventually integrated into the regular training programs of the two institutions. A total of 18 person month will be needed to upgrade the curricula, pilot test, training of trainers and integrating into training program of ILGS and GIMPA. 4.5.4 Gender, Monitoring and Evaluation Framework Operational: This sub-component will assist expanding pilot work on the development of the National Monitoring and Evaluation Framework , which is the collaborative initiative of the MOWAC with the Ghana Statistical Services, the MOFEP and the NDPC. The project will finance the activities for adopting the MDGs global indicators into the situation in Ghana and based on the identified needs, develop new gender indicators. It will also support the capacity building of the Ghana Statistical Services in the production and analysis of gender-related statistics. The project will assist in revising and finalizing the data collection survey templates and instruments and develop guidelines for collecting gender statistics, field testing and operationalizing the tool. A 12 person month technical assistance will be needed for this activity. 4.5.5 Improved Coordination Among Key Actors. With the view to strengthen MOWAC’s institutional capacity, the project will provide 10 computers and 3 laptops and 2 LCD projectors and furniture. To enhance the use of Information Communication Technology (ICT) for information sharing, advocacy, and networking, 15 professionals will receive ICT training for 6 months each. To strengthen coordination, the MOWAC will be supported to hold three-day bi-annual coordination meetings bringing together chief directors and gender focal persons, regional and district representatives, Civil Society Organizations (CSOs) and key opinion leaders to discuss on-going sector-specific plans of line ministries and agencies and results of previous interventions. Sub-Component 2: Strengthening Gender Mainstreaming at the Decentralized Government Structure 4.5.6 In order to institutionalize gender mainstreaming into district and local level development management practices, based on the good practices gained from the piloting exercise (as indicated in 3.1.3), this project will select 50 District Assemblies and sensitize and train 200 district planners and sector experts (4 per district). The project will also include those districts benefiting from the Bank’s on-going Urban Poverty Reduction Project in order to maximize impact. Specially designed training on gender mainstreaming will be provided to senior government officials including 50 district chief executives at GIMPA. Similarly, the project will train 50 key staff (consisting of coordinators, sector specialists, and monitoring and evaluation staff) from executing agencies of Bank supported projects in gender mainstreaming. 4.5.7 The Project will assist in conducting gender analysis of district level planning, monitoring and evaluation frameworks and development of one planning template (guidelines) and checklists in four areas (local economic development and poverty reduction, agriculture and infrastructure) for introducing gender focus into district development planning process and outcomes. A total of a 6 person-month of consultancy will be needed for this activity. The tools will be introduced at gender training sessions to ensure hands-on practical learning on gender mainstreaming.

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Component 2: Support to Skills Training and Entrepreneurial Development This component aims to enhance women’s access to quality vocational and skills training and improve the quality of financial and business development service delivery by improving the capacity of the institutions that provide such services. The ultimate result of this component is to improve the economic status of women by increasing their access to marketable skills and entrepreneurial development services. . Sub-component 1: Improving the Quality of Skills Training 4.5.8 Improved Infrastructure for Skills Training : Under this sub-component the Project will finance the improvement of the quality of skills training in all 25 Community Skills Training Centers (as indicated in para 3.2.2), namely 4 Community Development Training Institutes (CDTI), 20 Women’s Training Centers (WTC) and 1 Community Development College. It will support the rehabilitation of the centers to increase intakes by 2,100 (at least 50 percent girls) trainees. The centers will be furnished with appropriate tools, generators, water facility and fencing. The DCD will establish the list of facilities to be rehabilitated. In addition, each centre will have a business center for displaying their products and services. 4.5.9 Improved Quality of Skills Training: The Project will finance: (i) an assessment of technical and vocational skills that rank high in the labor market; (ii) the development of competency-based training materials for 4 highly rated vocational trades for formal training and two trades for non-formal training; entrepreneurial and business development training will be introduced, and (iii) the training and retraining of 512 teachers on the use of the new curriculum by the National Vocational Training Institute (NVTI) in collaboration with DCD 4.5.10 Improved Linkage with the Job Market: To facilitate greater linkages between the schools and the potential employers, the project will finance (i) the development of a strategy to better prepare graduates for the job markets and link them with other supporting initiatives such as the micro-credit schemes and (ii) the development of annual business plans for the centers and database of potential employers.

4.5.11 Increased Girls’ Enrolment in Non-Traditional Professional Trades: To promote girls’ enrollment in professional trades including technical, electrical and mechanical trades, the Project will: (i) sensitize female pupils, parents and communities to the benefits of female participation in technical programs and (ii) introduce in the 20 women’s training centers subjects traditionally avoided by girls. In addition, a 30% enrollment of girls will be required in the 4 Community Development Technical Institutes and one Community Development College. Separate wash and changing rooms for boys and girls will be built. In addition, the sub-component will provide scholarship to 500 girls from poor families to be enrolled in technical and mechanical trades. The selection criteria for the scholarship will be (i) extreme economic and social hardships including orphan hood and disability and (ii) above average school performance. Local committees will be responsible for the selection process using the guidelines developed by the Ministry of Social Development Services.

Sub-Component 2: Improving Service Delivery to Women Micro and Small Entrepreneurs 4.5.12 Baseline Data on MFIs & BDS Providers Performance Developed: The Project will support the Ghana Micro-finance Institutions Network (GHAMFIN), which is the largest network of MFIs in the country, to work with its members to strengthen institutional capacity to improve service delivery to women in micro and small entrepreneurship. The first step will be to assess the achievements of the Ghanaian MFIs in serving women clients and identify challenges and bottlenecks in both the demand and supply sides of financial and non-financial service delivery to women and the youth. The study will also examine the capacity constraints of the service providers and those of the women micro and small entrepreneurs associations and recommend actions for building their capacity. One validation workshop will be held bringing key stakeholders to discuss the result of the study. The project will support the development of a data-base of existing service providers both financial service providers (MFIs) and BDS providers which will be used to link women entrepreneurs with the appropriate services. The database will be produced as a repertory of MFIs and BDS with details on products and conditions of access to the services and contacts. The products will be sold at its production cost in order to allow its annual update. A 9-month person technical assistance will be needed to accomplish the above task. 4.5.13 Strengthened Capacity in Gender Sensitive Financial and Business Development Service Delivery: With the view to address the constraints on the demand side by linking women to MFIs, and BDS providers, GHAMFIN will

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facilitate the organization of training of trainers of 150 staff of 50 Micro Finance Institutions (which have 60 percent women clients), 100 staff of the National Board of Small Scale Industries (NBSSI) which has Business Advisory Centers (BACs) through out the country and 200 extension workers of DCD in specialized training for enhancing women’s financial literacy such as basic bookkeeping, small enterprise management and cash flow management. The trainers will also be trained in providing business development related information and skills to micro and small women entrepreneurs. A weekly radio program will be supported to broadcast the information and skills to a larger group of beneficiaries. A specialized firm will be contracted to assist in the delivery of the training modules in local languages. In order to help the credit agents identify the needs and demand of the women clients, the MFIs will be also be supported to train their staff in participatory approaches and negotiation skills. In addition, the project will support GHAMFIN to develop a cost sharing approach in order to have the training fees supported by the MFIS and by the trainees. A Memorandum of Understanding (MOU) will be signed between the executing agency and GHAMFIN for the implementation of these activities to improve the delivery of services to women by the MFIs and business development services providers. Component 3: Project Management 4.5.14 The project management component will support the strengthening of the MOWAC’s Department of Women Affairs in its role as the ministry’s implementing department, as well as its regional offices. It will also support the Department of Community Development at the Ministry of Local Government to perform the role of coordinator of the Skills Training and Entrepreneurial Development component of the project. It will involve logistical support for adequate field supervision, equipment support for project administration, as well as the provision for operational costs. MOWAC will provide adequate office space and furniture. 4.6 Environmental Impact The Project has a Category III classification according to the Bank’s environmental guidelines. The Civil Works for the Training Institutions constitute some upgrades and expansion. However, any negative aspects of de-vegetation, soil erosion, formation of gullies, dust and noise will be mitigated by re-vegetation after completion of the works and construction of appropriate drainage systems. During construction, contractors will observe mitigating measures to preserve natural elements on the site and minimize dust and noise disturbances by fencing off work areas. All measures for protection and preservation of the environment will be included in the construction tender documents and supervised during Project implementation. The Project is also not expected to be detrimental to the lives of poor and vulnerable groups. 4.7 Project Cost 4.7.1 The total Project cost, net of taxes and customs duties, is estimated at UA 9.40 million (GHC 12.84 million), of which UA 4.19 million is in foreign exchange and the equivalent of UA 5.20 million is in local currency. A summary of Project cost estimates is given below in Table 4.1 by component and in Table 4.2 by category of expenditure. 4.7.2 Cost estimates are based on data obtained from MLGRDE, MOWAC, MOFEP, ILGS and GIMPA, during the Preparation and Appraisal missions. They are in line with similar, concurrent Bank Projects, and with the Joint Donor Approach to Allowances and Local Travel Per Diems agreed in June 2006. Construction estimates are based on information from the Department of Community Development; training and technical assistance estimates are based on the August 2005 annual training plan for MOWAC’s Department of Women, and documents from MLGRDE’s Department of Community Development and Institute of Local Government Studies (ILGS), and Ghana Institute of Management and Public Administration (GIMPA). Physical contingencies are set at 10% for works and 5% for all other categories. Price contingencies are estimated at 3.5% inflation per year internationally.

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Table 4.1: Summary of Project Costs by Component*

GHC million UA million % T. Cost COMPONENT F.E. L.C. Total F.E. L.C. Total I –Institutional Capacity Building for Enhancing Gender Mainstreaming 1.56 1.58 3.14 1.10 1.11 2.21 23.51 II – Skills Training and Entrepreneurial Development

2.92 3.77 6.69 2.05 2.65 4.70 50.00 III – Project Management 0.96 0.46 1.42 0.67 0.32 0.99 10.53 Base Costs 5.44 5.81 11.25 3.82 4.08 7.90 84.04 Physical Contingencies 0.44 0.51 0.95 0.31 0.36 0.67 7.13 Price Contingencies 0.10 1.08 1.18 0.07 0.76 0.83 8.83 Total Contingencies 0.54 1.59 2.13 0.38 1.12 1.50 15.96 TOTAL COSTS 5.98 7.40 13.38 4.20 5.20 9.40 100.00

Table 4.2: Summary of Project Costs by Category of Expenditure (UA million) Category GoG ADF Total % of Total F E (UA). LC (UA). Total ADF % A. Goods Vehicles 0.09 0.09 0.96 0.09 0.09 100 Equipment 0.85 0.85 9.04 0.49 0.36 0.85 100 Subtotal goods 0.94 0.94 10.00 0.58 0.36 0.94 100 B. Works 2.51 2.51 26.70 0.98 1.53 2.51 100 C. Services Training 0.41 3.61 4.02 42.77 1.83 2.19 4.02 89.80 Tech. Assist. 0.42 0.42 4.47 0.42 0.42 100 Consultancies 0.69 0.69 7.34 0.25 0.44 0.69 100 Audit 0.02 0.02 0.21 0.02 0.02 100 Subtotal services 0.41 4.74 5.15 54.79 2.52 2.63 5.15 92.04 D. Miscellaneous 0.68 0.12 0.80 8.51 0.12 0.68 0.80 15.00 Total 1.09 8.31 9.40 100.00 4.20 5.20 9.40 88.40

4.8 Sources of Finance and Expenditure Schedules 4.8.1 The Project will be financed jointly by an ADF Loan (UA 5.95 million), ADF Grant (UA 2.36 million) and the Government of the Republic of Ghana as shown in Table 4.3 (a). Table 4.3 (b) shows sources of finance in relation to ADF and GoG by category of expenditure. ADF’s loan contribution of UA 5.95 million (UA 2.37 million foreign exchange costs and UA 3.58 million local costs) will cover 63.3% of the total Project costs and will finance rehabilitation of skills training centres, equipment, training, curriculum development, studies and project management. ADF Grant contribution of UA 2.36 million (UA 1.83 million foreign exchange costs and UA 0.53 million local costs) will cover 25.1% of the total Project costs and will finance consultancy services for curriculum development, training, finalizing the M&E framework and coordination. 4.8.2 Government will contribute a total of UA 1.09 million to local costs, mainly new teacher salary and some Operating Costs (transportation for trainees, allowances and sundries).

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Table 4.3 (a): Sources of Finance (UA) Source of Finance F.E. L.C. Total % Total F.E % of Total Cost

ADF Loan 2.37 3.58 5.95 56.43 63.30 ADF Grant 1.83 0.53 2.36 43.57 25.11 GoG 1.09 1.09 0 11.60 Total 4.20 5.20 9.40 100.00 100.00 Percentage of Total 44.68 55.32 100.00

Table 4.3 (b): Sources of Finance and Categories of Expenditure (UA million)

Category ADF Loan GOG Total Loan ADF Grant

GOG (LC)

F E LC Total F E LC Total

ADF % of Total F E LC Total

Total Grant

ADF % of Total

Total Cost

A. Goods Vehicles 0.09 0.09 0.09 1.3 0.09 Equipment 0.49 0.36 0.85 0.85 12.3 0.85 Subtotal goods 0.58 0.36 0.94 0.94 13.6 0.94 B. Works 0.98 1.53 2.51 2.51 36.3 2.51 C. Services 0.0 Training 1.25 1.25 0.28 0.28 1.53 18.1 1.83 0.53 2.36 0.13 2.49 94.78 4.02 Tech.Assist. 0.42 0.42 0.42 6.1 0.42 Consultancies 0.25 0.44 0.69 0.69 10.0 0.69 Audit 0.02 0.02 0.02 0.3 0.02 Subtotal services 0.69 1.69 2.38 0.28 0.28 2.66 34.4 1.83 0.53 2.36 0.13 2.49 94.78 5.15 D. Miscellaneous 0.12 0.12 0.68 0.68 0.80 1.7 0.80 Total 2.37 3.58 5.95 0.00 0.96 0.96 6.91 86.11 1.83 0.53 2.36 0.13 2.49 94.78 9.40

Table 4.4: Expenditure Schedule by Expenditure (UA million) 2008 2009 2010 2011 Total A. Goods Vehicles 0.09 0.09 Equipment 0.21 0.31 0.33 0.85 Subtotal goods 0.3 0.31 0.33 0.94 B. Works 0.46 0.99 1.06 2.51 C. Services Training (Loan) 0.50 0.45 0.42 0.16 1.53 Training (Grant) 0.90 0.80 0.55 0.24 2.49 Total Training 1.40 1.25 0.97 0.40 4.02 Technical Assistance/Consultancies/Audit 0.3 0.35 0.38 0.10 1.13 Subtotal services 1.70 1.60 1.35 0.50 9.17 D. Miscellaneous 0.19 0.18 0.21 0.22 0.80 Total 2.65 3.08 2.95 0.72 9.40

Table 4.5: Expenditure Schedule by Category and Source of Finance (UA million) 2008 2009 2010 2011 Total ADF Loan 1.50 2.04 2.15 0.26 5.95 ADF Grant 0.85 0.76 0.52 0.23 2.36 The Government 0.30 0.28 0.28 0.23 1.09 Total 2.65 3.08 2.95 0.72 9.40

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5. PROJECT IMPLEMENTATION 5.1 The Executing Agency 5.1.1 The MOWAC will be the executing agency for the project. The Department of Women’s Affairs, headed by its Director, will be responsible for the overall management and coordination of the project. The Director will be assisted by the MOWAC’s Policy Planning, Budgeting, and Evaluation Division (PPME) and a core team consisting of the following: Gender Expert/Planner, an M&E Officer, a Financial Management Officer, an Accountant and a Logistics/Procurement Officer. Three (3) Technical Assistants (project management specialist, a capacity building specialist/training manager, and a procurement specialist) will be recruited to provide additional technical support. The counterpart staff qualifications and experience will be reviewed and approved by the Bank prior to their appointment. An annual evaluation of the performance of all technical experts will be carried out and submitted for Bank approval prior to the renewal of their contracts. 5.2 Institutional Arrangements

5.2.1 A Project Technical Committee (PTC) will be instituted to strengthen the coordination, planning and monitoring by MOWAC of the activities undertaken by project stakeholders. It will consist of 12 members (heads of departments) Department of Community Development of MLGRDE, NBSSI, MMYE, Ministry of Trade, Industry and Private Sector, MOWAC’s Women Affairs Department, the Ministry of Finance and Economic Planning, the NDPC, ILGS, GIMPA, GHAMFIN, NVTI, the Civil Service in Charge of the Project’s implementation. The PTC will be chaired by the representative of MOFEP and the Project Manager serves as the PTC’s secretary. 5.2.2 The MOWAC as Executing Agency, will collaborate and coordinate with the different sector ministries that will be involved in the Project’s implementation for their interventions. In this regard, the major technical partners that will be involved are the DCD, NVTI, GHAMFIN, Institute of Local Government Studies (ILGS) and the Ghana Institute of Management and Public Administration (GIMPA), which will be delegated the services for the gender training. They have the operational experience, the qualification, conceptual, administrative and financial competences, as well as professional working methods, which are needed for the efficient implementation of the training activities of the Project. The ILGS will be responsible for overseeing the development of the gender curricula and training of civil servants. The GIMPA will train chief directors and district assembly coordinators. The DCD is responsible for infrastructure upgrading of the training centers, but will collaborate with NVTI for the study, curriculum development and in-service training. The GHAMFIN will coordinate the study on micro-finance and business development services and will collaborate with NBSSI and DCD. 5.3. Procurement Arrangements

5.3.1 Procurement arrangements are summarized in Annex V. All procurement of goods, works and acquisition of consulting services financed by the Bank will be in accordance with the Bank's Rules of Procedure for Procurement of Goods and Works or, as appropriate, Rules of Procedure for the Use of Consultants, using the relevant Bank Standard Bidding Documents. Civil Works 5.3.2 Procurement of civil works for the upgrading of the 25 MLGRD Technical Training Institutions under the loan and value of UA 2.51 million will be carried out under National Competitive Bidding (NCB) procedures. Five (5) such contracts will be awarded, per a group of 5 schools. Goods 5.3.3 Procurement of ICT and training related equipment for the 25 MLGRD Training Institutions under the loan and valued in aggregate at UA 0.85 million, will be carried out under National Competitive Bidding. Two (2) contracts for all the ICT equipment at a total value of approximately UA 0.56 million and two (2) other contracts for the training related equipment of the MLGRD Training Institutions, estimated at a total cost of UA0.29 million will be awarded.

5.3.4 One contract for vehicles and motorbikes valued in aggregate at UA0.09 million which is required at the initial project’s implementation stage, would be procured through National Shopping (NSH) procedures.

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Consulting Services and Training 5.3.5 Procurement of consultancy services including the project audit services, and Technical Assistance, valued in aggregate at UA0.71 million and UA 0.42 million respectively,will be carried out through Short Listing of firms. Also, trainings totaling of UA 2.78 million will be procured through Short Listing for either consultant firms or individuals. All procurement of firms shall be undertaken in accordance with the Bank's "Rules of Procedure for the Use of Consultants". The selection procedure will be based on technical quality with price consideration. However, individual consultants will be procured through shortlist in accordance with the Bank’s procedure for the selection of individual consultants. 5.3.6 A contract valued at UA 0.43 million for organizing and managing the institutional support and training activities for improving the services delivery of the MFIs to the women would be awarded through direct negotiation to GHAMFIN, the microfinance professional association of the country; while another direct negotiation contract amounting to UA 0.06 million for the development of curricula would be awarded to the DCD and National Vocational Training Institute (NVTI). Finally two contracts valued at UA 0.034 million would be awarded to GIMPA, and 0.62 million to ILGS for curriculum revision and training. These institutions are selected, because they are the only institutions in their areas of expertise and experience. 5.3.7 Scholarships totaling UA0.10 million funded under the ADF grant will be directly provided to civil servants to undergo Gender training abroad. The selection of the applicants will be done in accordance with standard Government Procedures for placement of civil servants define in the Civil Service Training Policy.

Operating Costs

5.3.8 Procurements necessary for the operation of the Project amounted to a total of UA0.80 million and are in relation to insurance and maintenance of equipments and offices will be conducted through National shopping, while general operating costs, recurrent expenditure and operation, and travel expenses as well as transportation of staff and meeting allowances for monitoring and evaluation that are also accounted for in the operating costs will be procured through the GOG national system.

National Procedures and Regulations

5.3.9 Tender Procedures and Regulations from the Government of Ghana described in the Public Procurement Act, 2003 have been reviewed and determined to be acceptable. A Country Procurement Assessment Review (CPAR) approved by GoG insisted on the lack of procurement capacities and the absence of standard bidding documents and Tender Committees at local level. Bank should consider building GoG capacity in order to take care of this issue.

Executing Agency

5.3.10 MOWAC as Executing Agency and with its Procurement Specialist will have overall responsibility for all procurement activities. The resources, capacity, expertise and of the Executing Agency will be augmented to meet the adequacy of these tasks. There will be a launching workshop prior to project take-off during which the staffs involved with project activities will be familiarized with the Bank’s Rules and Procedures for Procurement and Disbursement. General Procurement Notice 5.3.11 The text of the General Procurement Notice shall be discussed and finalized with the Executing Agency and shall be published in the United Nations Development Business, upon approval by the Bank’s Boards of Directors of the Loan and Grant proposals. Review Procedures

5.3.12 The following documents will be submitted for Bank review and approval before promulgation: (i) Specific Procurement Notices (SPNs); (ii) Lists, designs, specifications, tender documents with draft contract agreements for civil works; (iii) Lists, designs, specifications, tender documents with draft contract agreements for equipment and furniture provided under the Project; (iv) Letter of invitation to consultants or Request for Proposals and the terms of reference; (v) Tender evaluation reports including recommendations for contracts award; and (vi) the draft contracts in the event of modification of those included in the bidding documents.

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5.4 Disbursement Arrangement The loan and grant resources would be disbursed using the Special Account (SA) and direct payment methods. To ensure easy access of loan and grant resources and accountability of resources utilization, MOWAC will open special accounts in foreign currency at a bank acceptable to the Fund. The accounts will be used to deposit the loan and grant proceeds. Upon request by the borrower, Direct Payment method will be used to make payments directly to third parties in respect of goods, works or services already delivered to the Borrower or goods expected to be delivered. The Borrower will also open local currency accounts in a Bank acceptable to the Fund. Funds will be withdrawn from the SA to be deposited in the local currency accounts to meet project-operating expenditures. Expenditures should be committed to the items eligible under the loan and grant and should cover a previously approved program of work and activities for a period of 6 months. The funds advanced under the special accounts shall be fully justified within a maximum of 12 months. The special accounts will be replenished from time to time on the condition that the immediately preceding advance has been utilized and justified up to at least 50 percent and the other older advances have been fully justified. The last replenishment shall take place not later than six months before the deadline for last disbursement. The national and community level activities will be coded differently to facilitate the process of replenishment. 5.5 Monitoring and Evaluation 5.5.1 The Project logical framework will be the basis for overall project monitoring and evaluation. A Monitoring and Evaluation Specialist will be recruited as a staff member to prepare through a participatory process a monitoring and evaluation framework, define appropriate performance indicators and prepare regular project progress reports. The studies which will be carried out by the project provide baseline data for measuring progress in women’s access to financial and business development services. The MOWAC’s PPMED will coordinate monitoring efforts with the main GPRSII Monitoring and Evaluation team at the NDPC. The PTC will hold Quarterly Review Meetings and the minutes will regularly be sent to AfDB. The Executing Agency shall, within thirty (30) days following the end of each quarter, submit to the Bank a Quarterly Project Progress Report (QPPR), in accordance with the established format. The QPPRs will cover progress measured against indicators in the Project matrix. As part of the preparation of the QPPR, the Project Manager will ensure the development of a Project Progress Chart, indicating percentage of disbursement against implementation status of each project component. The Executing Agency will also collate and submit a Project Completion Report in accordance with the format recommended by the Bank. A mid-term review based on terms agreed between the Bank and the MOWAC will be undertaken 5.6 Financial Reporting and Auditing In order to ensure efficient monitoring of project expenditures, the Executing Agency will maintain separate project accounts corresponding to the budget. Detailed accounts on Bank and Government expenditures will facilitate the identification of expenditure by component, category of expenditure and source of finance. The accounts should clearly document Bank and Government disbursements by category of expenditure and the status of any revolving funds. The accounts and ledgers will be kept separately from any other project. Given the volume of work envisaged and the existing weaknesses in public accounting systems, the project is financing two accountants in the Executing Agency to be responsible for this critical function that will cover over twelve ministries and agencies. 5.7 Aid Coordination A Gender Equality and Stakeholders Team (GEST), which includes donors and other partners meets monthly to share information, strategize and harmonize training activities. Through the participation of the Bank Country Office at the GEST, the project will be informed on the on-going plans and activities of donors. Accordingly, the Project will link up with some of the activities. The project will exchange information on similar activities of other donors. It is envisaged that the collaboration between the Bank and other technical and financial partners will be maintained through the implementation of the project which will be executed in a context of geographical complementarities and mutual strengthening of certain on-going actions.

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6. PROJECT SUSTAINABILITY AND RISKS 6.1 Recurrent Costs 6.1.1 The completion of the 25 skills training centers is scheduled for the end of PY4. The Project shall contribute to these costs at the rate of 50% the first year (PY3) and 25% the second year (PY4). Thereafter, Government shall finance the operations (including the salaries of the staffs and new teachers to be recruited for the 25 centres) in full. It is expected that GOG will include an annual operating expenditure of USD 0.07 million in the recurrent budget and a further USD 0.01 to cater for maintenance of the new structures. The salaries of all the staff positions earmarked for attachment to the Project have already their salaries included in the government payroll and some are part of recruitment planned and budgeted for within the four year implementation plan. Thus this is not going to put any significant additional strain on Government resources. The MOWAC is currently receiving less than 1 percent of GOG’s total budget. As the Project is building MOWAC’s capacity to fulfill its mandate, it is anticipated that the Ministry will receive a greater share of the national budget in line with improved performance. 6.1.2 The field allowances and operating expenses for the Government staff to be attached to work on the Project are all due to the incremental responsibilities they will assume only during the Project’s life. In-service training of civil servants and professional trainers and educators will help improve the quality of service delivery and thus bring about economic efficiencies and increased productivity. 6.2 Project Sustainability 6.2.1 The critical mass of staff and senior management trained by the project will enable further sensitization of government officials and staff in enhanced gender analysis and gender inclusive development management skills. A strengthened MOWAC will enable a renewed commitment to gender equality in the development process. At the local level the use of enhanced monitoring tools and gender mainstreaming guidelines will strengthen local ownership and commitment to gender equality objectives. 6.2.2 The support to the skills development training centers will promote women and the youth in non-traditional economic areas which will contribute to greater income generation opportunities. Moreover, the increased engagement of newly trained entrepreneurs will create greater demand for the skills training offered by the two leading training institutions which would in turn contribute to the sustainability of the institutions. This coupled with the contribution of beneficiaries will allow the centres to meet their recurrent cost and expand their activities in the long term. Also, the improved quality of training will generate more demand for skilled employees within selected industries. 6.3 Critical Risks and Mitigating Measures 6.3.1 Given the fact that the MOWAC was recently created as a ministry, there may be limitations in implementation capacity leading to slow disbursements. There are also risks associated with the relative unfamiliarity with tender procedures, timely project implementation, good performance of suppliers and service providers, and availability of goods on schedule and according to budgetary provisions. In order to mitigate all these risks, the Project will support the cost of the professional members of the Executing Agency, recruited through Bank procedures, as detailed in paragraph 5.1.5. The Project also includes activities to increase the capacity of staff at MOWAC. Furthermore, close supervision and implementation support from the Bank’s Field Office will further reduce risks related to implementation delays. 6.3.2 It is assumed that Government contribution to the project will be sustained, and that Government will also meet all recurrent cost requirements. One of the risks with regards to the returns on training investment is that trained staff may not continue in the same positions. However, it is assumed that the platform of trained civil servants will be such that all the gender training skills, awareness and sensitivity will be retained within the public development work of the country. It is also expected that the capacity building and training activities shall have a multiplier effect and cascade into the civil service and government machinery at large.

7. PROJECT BENEFITS

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7.1 Project Benefits 7.1.1 The comprehensive and multi-sectoral approach to build institutional capacity in the areas of (i) gender sensitive development management, service delivery, (ii) development of tools, guidelines, sectoral gender checklists and (iii) increased access to quality vocational skills training in micro-credit for girls and women entrepreneurs will contribute to the improvement of the status of women. 7.2 Socioeconomic Impacts 7.2.1 The Project will contribute to attitudinal change among the public at large, national and local authorities and professionals leading to enhanced mainstream of gender into national and local development priorities. The line ministries and districts will have improved capacity for targeting the marginalized groups, in particular women. 7.2.2 Improved quality of vocational and skills training piloted in 25 centers will directly benefit 10,000 youth and women leading them to gainful employment and enterprise development. Five hundred girls in particular will have new opportunities to be employed in trades that have been reserved for men. The success of improved quality vocational and skills training will serve as a model for replication. With improved and more gender sensitive capacity for service delivery, close to 4 million women micro and small entrepreneurs will have enhanced access to quality financial and non-financial services. The skills training centers will serve as community centers for demonstrating new technological creations for advancing women’s economic productivity and reducing the drudgery of labor. The centers will also generate resources for themselves and cover some of their operating costs. Furthermore, through the increased access to ICT through the centers, women will have the exposure to its use and application. 8. CONCLUSIONS AND RECOMMENDATIONS 8.1 Conclusions 8.1.1 Promoting gender equitable socio-economic development is an essential element in Ghana’s effort to accelerate growth and reduce poverty. In this regard, building the institutional capacity of the government machinery combined with targeted interventions in skills training and entrepreneurial development will be instrumental for translating policy commitments into equal benefits to poor women and men at the grassroots level. 8.2 Recommendations and Conditions for Loan and Grant Approval 8.2.1 It is recommended that an ADF Loan not exceeding UA 5.95 million and a Grant not exceeding UA 2.36 million be granted to the Government of Ghana for the purpose of implementing the Project as described in this report. The loan and the grant are subject to the following particular conditions:

A. Conditions Precedent to Entry into Force The effectiveness of the loan and grant agreement will be subject to the satisfaction of clauses indicated under Section 5.01 of the General Conditions Applicable to ADF Loan and Guarantee Agreements.

B. Conditions Precedent to First Disbursement The obligations of the Fund to make the first disbursement shall be conditional upon the entry into force of the Loan Agreement and the fulfilment by the Borrower of the following conditions. The Borrower shall have to the satisfaction of the Fund:

(i) Provided evidence to the Fund of the opening with the Bank of Ghana of two special accounts in foreign currency into which the proceeds of the loan and the grant shall be deposited.

(ii) Submit to the Fund, within one month, a list of MOWAC staff, including the Procurement Specialist that will be seconded for Project implementation.

C. Other conditions The Borrower shall, to the satisfaction of the Fund:

(i) Submit, within the first two months of each financial year, detailed annual work plans for the institutional strengthening and training activities throughout the implementation of the project; and

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(ii) Establish, no later than one month after first disbursement, a Project Technical Committee (PTC) comprising head of DCD of MLGRDE, NBSSI, NVTI, MOWAC’s Women’s Affairs Department, Ministry of Trade Industry Private Sector and President’s Special Initiative, MOFEP, NDPC, GHAMFIN, ILGS, GIMPA and the Public Service Commission and the Project Manager. (para. 5.2.1).

SCCD :N.A.

ANNEX I MAP OF GHANA SHOWING PROJECT

AREA

ANNEX II

ORGANISATIONAL STRUCTURE OF PROJECT MANAGEMENT

Project Technical Committee

- Department of Women Affairs (Component 1 (Implementing Unit)

DCD GAMFIN ILGS GIMPA MMYE NBSSI NVTI

Ministry of Women and Children Affairs

Policy, Planning, Monitoring &

Evaluation Division (PPMED)

ANNEX III PROJECT IMPLEMENTATION SCHEDULE

Activities Dates (Tentative) Implementer Board Presentation December 2007 ADF Loan Effectiveness December 2007 ADF/GoG Component 1 Institutional Strengthening of Enhancing Gender Mainstreaming

Assessment of Training Needs and Existing Curricula and Revision of Curricula and field testing and training of trainers

June- December 2008 ILGS/Consultants

Training of professionals January 2009 – 2011 ILGS/Consultants Training of Decision Makers June 2009 - 2011 GIMPA Staff selection for long term and training June 2008- 2011 Executing Agency Study on Gender and Culture & Validation Workshop

January – June 2009 Consultants

Component II Support To Skills Training and Entrepreneurial Development

Study on Vocational Skills conducted, field tested September 2008-June 2009

DCD/NVTI

Teachers in new curricula trained July 2009 - 2011 DCD/NVTI Construction and Upgrading of Centers July 2008 – 2011 DCD/ A committee for scholarship selection and award established

July 2008 PTC

Scholarship to girls awarded September 2008-2009 Committee Study on training needs of women entrepreneurs carried out

January – June 2009 GHAMFIN/consultants

Study on women’s access to micro-credit and the capacity of MFI conducted and validated,

September 2008 – March 2009

GHAMFIN/consultants

Training of staff of MFI, BDS, GHAMFIN, NBSSI, DCD extension workers

April 2009- 2010 GHAMFIN/consultants

Data base of service providers operational April –June, 2009 GHAMFIN/consultants Component III Midterm-Review January 2010 ADF/GoG PCR December 2010 GOG/ADF

PROJECT PROCESSING SCHEDULE ACTIVITY DATE 1. Project Identification Dec 2005 2. Project Preparation Mission 30 Mar-14 Apr 2006 4. Project Appraisal Mission June 22 to July 6 2006 5. Internal Working Group (IWG) Meeting August 4, 2006 6. Inter-Departmental Working Group Meeting (IDWG) September 7th, 2006 7 Peer Review Meeting of Revised Document October 31, 2007 8 Inter-Departmental Working Group Meeting November 2, 2007 9 SMC November 9, 2007 8. Loan Negotiations November 22, 2007 9. Submission of Document for Translation November 20, 2007 10. Distribution to the Board December 04, 2007 12. Board Presentation December 18, 2007

SCCD :N.A.

ANNEX IV

PROJECT RECURRENT COSTS UAMaintenance of buildings (New facilities) 174,520 2% of the capital investment cost (UA million) Maintenance of non-medical equipment 8% of the capital investment cost (UA million) Operating costs Supplies, consumables and accessories for equipment and furniture 3% of the capital investment cost (UA million) GHC TOTAL RECURRENT COST PER YEAR MOWAC total budget for 2006 27,971,000,000 MOWAC recurrent budget for 2006 Increase in MOWAC Budget due to Project Increase in recurrent budget requirement due to Project

ANNEX V Table 5.1: Procurement Arrangement (UA)

Category

National Competitive

Bidding

National Shopping Short

Listing Other* N.B.F. Total A. Goods Vehicles (0.09) (0.09) 0.09 0,09 Equipment (0.85 ) (0.85) 0.85 0.85 B. Works Rehabilitations (2.51) (2.51) 2,51 2,51 C. Services Training (2.78) (0.83) (3.61) 2.78 1.24 4.02 Consultancies (0.69) (0.69) 0.69 0.69 Tech. Assist. (0.42) (0.42) 0.42 0.42 Audit (0.02) (0.02) 0.02 0.02 D. Miscellaneous Operating Costs (0.12) (0.12) 0.12 0.68 0.80 Total (3.36) (0.21) (3.91) (0.83) (8.31) 3.36 0.21 3.91 1.92 9.40

*Others Direct Negotiations and the Government System Figures in brackets ( ) are amounts financed by ADF.

ANNEX VI

PROGRAMS AND ESTIMATED ANNUAL CAPACITY OF FORMAL TVET INSTITUTIONS

Number Institution Program offered No of Trainees Enrolled Ministry of Education and Youth and Sports 30 Technical Instituttes Technical and crafts 4,500 12 GES technical Teacher Training Technical and Vocational

Subjects 700

10 Polytechnics Diploma/Technician 2,500 110 Functional Literacy Centres Functional Literacy 3,200 1 University of Cape Coast Undergraduate courses in

technology 250

3 University of Winneba Undergraduate courses in technology

470

7 Youth leadership Training Centre

Vocational/Technical 985

Ministry of Manpower Development and Employment 32 NVTI centre Tradesman/artisan courses 3,700 66 ICESS Centres Vocational/Technical Courses 4,500 8 Vocational Training Vocational/Technical 560 14 Rehabilitation Centers Vocationa/Technical 125 Ministry of Local Government and Rural Development 1 School of Horticulture Horticulture 35 20 Women’s Training Centers Vocational Skills 235 2 School of Local Government

Studies Local Government Studies 420

4 Boys Technical Training Vocational/Technical 110 Ministry of Food and Agriculture 3 Farm Institutes Vocational Agriculture 105 5 Agricultural Colleges Vocational Agricultural 175 Ministry of Environment, Lands and Forestry 15 Regional Technology Transfer

Units Technical Artisan courses 1,200

1 School for Forestry Forestry 25 Ministry of Tourism 1 Hotel Catering & Hospitality

Training School Pre-service Hospitality Studies 20

Ministry of Health 16 Nurses Training Colleges Special courses 800 10 Midwifery Training School Special Courses 200 1 Public Health Nurses School Special courses 60 4 Community Health NTS Special courses 35 1 Health Training Institute Special course 35 2 School of Hygiene Special courses 40 1 School of Medical Lab

Technicians Special courses 18

1 Radiology school Special courses 12 1 Ophthalmic Nursing School Special courses 25 1 Critical Care Nursing Special courses 7 Private Institutions 450 Private for Profit Institutions Vocational/Technical 10,000 Total 35,162

Source: Botchie, G. & W. Ahadscie: Poverty Reduction Efforts in Ghana: The Skills Development Option

GHANA: PROPOSAL FOR AN ADF LOAN OF UA 5.95 MILLION AND AN ADF GRANT OF UA 2.36 MILLION TO FINANCE THE GHANA GENDER RESPONSIVE

SKILLS AND COMMUNITY DEVELOPMENT PROJECT.

OUTCOME OF NEGOTIATIONS

The Negotiations were held on November 22, 2007. All terms and conditions of the ADF Loan and Grant, as stated in the Appraisal Report, were accepted by the Ghanaian Representatives.

AFRICAN DEVELOPMENT FUND

BOARD OF DIRECTORS

Resolution N° F/GHAB/2007/49

Adopted on a lapse-of-time basis on 19 December, 2007

Loan to the Republic of Ghana to finance part of the foreign currency cost and part of the local currency cost of the Gender Responsive Skills and Community Development Project

THE BOARD OF DIRECTORS, HAVING REGARD to Articles 1, 2, 11, 12, 14, 15, 16, 19 and 26 of the Agreement Establishing the African Development Fund (the "Fund"), the ADF-X Financing Policy Guidelines, the currently applicable ADF-X Country Resource Allocation and the Appraisal Report contained in document ADF/BD/WP/2007/110/Approval (the "Appraisal Report"); DECIDES as follows:

1. To grant to the Republic of Ghana, from the resources of the Fund, a Loan of an amount not exceeding the equivalent of Five Million Nine Hundred and Fifty Thousand Units of Account (UA 5,950,000) to finance part of the foreign currency cost and part of the local currency cost of the Gender Responsive Skills and Community Development Project ;

2. To authorize the President to conclude with the Republic of Ghana, a Loan Agreement on the terms and conditions specified in the General Conditions Applicable to Loan Agreements and Guarantee Agreements of the Fund, in the Appraisal Report and in particular, the terms and conditions specified herein below, but not before he shall have certified to the Board in writing that there are available to the Fund sufficient resources to enable the Fund to commit the amount of the Loan:

(i) The duration of the Loan shall be fifty (50) years including a grace period of ten (10) years commencing the date of signature of the Loan Agreement, and during the grace period, only the service charge and the commitment charge shall be payable;

(ii) The Loan shall be amortized over a period of forty (40) years after the expiration of the grace period, at the rate of one percent (1%) per annum from the 11th to the 20th year inclusive and at the rate of three percent (3%) per annum thereafter, in equal and consecutive semi-annual installments payable on 15 January and 15 July of each year, and the first of such installments shall be paid on the 15 January or 15 July immediately following the expiration of the grace period;

(iii) A service charge at the rate of three-quarters of one percent (0.75%) per annum on the principal amount disbursed and outstanding shall be paid semi-annually on 15 January and 15 July of each year; and

(iv) A commitment charge at the rate of one-half of one percent (0.50%) per annum on the undisbursed portion of the Loan shall begin to accrue one hundred and twenty (120) days after the date of signature of the Loan Agreement and shall be paid on the same dates specified for the payment of the service charge;

3. The President may cancel the Loan if the Loan Agreement is not signed within one hundred and eighty (180) days from the date of approval of the Loan;

4. This Resolution shall become effective on the date above-mentioned.

AFRICAN DEVELOPMENT FUND

BOARD OF DIRECTORS

Resolution No. F/GHAB/2007/50

Adopted on a lapse-of-time basis on 19 December 2007

Grant to the Republic of Ghana to finance part of the foreign currency cost and part of the local currency cost of the Gender Responsive Skills and Community

Development Project

THE BOARD OF DIRECTORS,

HAVING REGARD to Articles 1, 2, 11, 12, 14, 15, 16, 19 and 26 of the Agreement Establishing the African Development Fund (the "Fund"), the ADF-X Financing Policy Guidelines, the currently applicable ADF-X Country Resource Allocation and the Grant Proposal contained in Document ADF/BD/WP/2007/110/Approval (the "Appraisal Report");

DECIDES as follows:

1. To award to the Republic of Ghana, a Grant of an amount not exceeding the equivalent of

Two Million Three Hundred and Sixty Thousand Units of Account (UA 2,360,000) to finance part of the foreign currency cost and part of the local currency cost of the Gender Responsive Skills and Community Development Project;

2. To authorize the President of the Fund to conclude with the Republic of Ghana, a Protocol of

Agreement on the terms and conditions specified in the General Conditions Applicable to Protocols of Agreement, and in the Appraisal Report, but not before he shall have certified to the Board in writing that there are available to the Fund sufficient resources to enable the Fund to commit the amount of the Grant;

3. The President may cancel the Grant if the Protocol of Agreement is not signed within one

hundred and eighty (180) days from the date of approval of the Grant;

4. This Resolution shall become effective on the date above-mentioned.

Annex

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1. Background 1.1 The Ghana Gender Responsive Skills and Community Development Project was approved by the Board on December 19, 2007 on a lapse of time basis. Upon approval, the Board requested the Human Development Department (OSHD) to field a mission to (i) assess the capacity of the Ministry of Women and Children’s Affairs (MOWAC) as implementing agency of the aforementioned project and (ii) consult with the sector group – The Gender Equality Sector Team (GEST) -- to avoid possible areas of duplication. In this regard the Bank mission visited Ghana from March 31st to April 4th 2008. The mission held a series of meetings with government officials and representatives of key development partners. The mission also attended GEST’s monthly meeting held on April 2nd, 2008. This Information Note provides a summary of the outcome of the assessment and consultations carried out by the mission. 2. Institutional Capacity of the Ministry of Women and Children’s Affairs 2.1 Introduction 2.1.1 The MOWAC was created in 2001 as a ministry with cabinet status; mandated to ensure the creation of an enabling environment to achieve gender equality and empowerment of women as well as to ensure the well-being of children. In this regard, the Ministry is expected to initiate/formulate and coordinate policy development, programs and projects. In collaboration with line ministries and other institutions in the decentralized government system, the Ministry plays a key role in mainstreaming a gender perspective into the country’s development initiatives. 2.1.2 Since its establishment, MOWAC has been instrumental in the country’s achievements in policy development and legal reform including: (i) the Gender and Children’s Policy (2004); (ii) the Anti-Trafficking in Person Law (2005); (iii) the Domestic Violence Act (2007; and (iv) the adoption of the Gender Responsive Budgets by Cabinet (2007). In 2007, the Ministry developed the Domestic Violence Act Implementation Plan and galvanized support from the Government and the development partners which resulted in a substantial financial contribution. Currently, the Ministry is in the process of auditing the Gender Policy Implementation Plan (2005 -2008) and developing a follow-up four-year plan for 2008-2011 which will be finalized in June, 2008. 2.2 Institutional Capacity of MOWAC Structure of MOWAC and Staffing 2.2.1 The Ministry has four divisions (46 staff) namely: (i) Finance and Administration; (ii) Human Resources Development; (iii) Projects Programs Monitoring and Evaluation; and (iv) Research. In addition, the Ministry has two departments: the Departments of Women and Children, which are headed by national directors and serve as the Ministry’s executing agencies. The Department of Women has offices in all 10 regions and has a staff strength of 83 professionals and support staff, of which 33 are senior professional

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staff. In recognition of the need to strengthen the capacity of MOWAC, additional staff was recruited at its regional offices in 2007. Moreover, the offices were provided with vehicles to enhance their supervisory and monitoring capacity within respective regions. However, given the Ministry’s key role in coordinating project design and implementation, the mission recommended to the Government to strengthen MOWAC’s Projects Programs Monitoring and Evaluation (PPME) unit. In this regard, the Bank was informed that the recruitment of a gender planning expert is being finalized. The Department has sufficient office space to accommodate the project implementation unit. In addition, it has the required infrastructure of information technology facilities that are adequate for project implementation. Project Implementation Experience 2.3 Since its establishment, MOWAC has been implementing a number of projects funded by other development partners, including: The Human Trafficking and Forced Labor Project (ILO); Domestic Violence Consultations Program (DANIDA); Women in Local Governance Capacity Building Program (UNDP); the Women Development Fund Project (The Japanese Government); and others. With the financial support of the development partners and in collaboration with key government institutions, the Ministry is currently implementing the Gender Responsive Budgeting Initiative and the Domestic Violence Act Implementation Plan. It therefore has adequate capacity to implement the proposed project. 3. Consultations with the Gender Equality Sector Team (GEST) 3.1 The mission discussed the major focus areas of the mentioned project at the GEST monthly meeting. The discussions were centered on improved harmonization and the avoidance of duplication of efforts. In this regard, it was decided that the Bank share the project implementation plan with the GEST. Furthermore, it was agreed that the project assess the existing gender training modules developed with the support of other partners and update their contents. The mission recommended that the Ghana Country Office attend the GEST monthly meeting. Since then the Office has been regularly attending the meeting. The mission learned that the Royal Netherlands Embassy has committed 1.2 million Euro to support the implementation of the Domestic Violence Act in 2008. Similarly, UNDP has provided US$ 420,000 to support various activities. Other partners such as DFID provide direct budget support. 4. Conclusions 4.1 Taking MOWAC’s human resources, infrastructure, project implementation experience and the project implementation arrangement as articulated in the appraisal report, the mission believes that the Ministry has the required institutional capacity for executing the mentioned project. Moreover, the project’s capacity building component will further strengthen the institutional capacity of MOWAC, key line ministries and selected districts. Discussions with key development partners and GEST concluded that the Bank’s continued communication with the GEST will support project implementation

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and strengthen the harmonization of activities for maximum impact. The Bank’s Field Office will remain key in this process.

SCCD :N.A.

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AFRICAN DEVELOPMENT FUND ADF/BD/WP/2007/110/Add.1 25 June 2008 Prepared by: OSHD Original: English

Probable Date of Board Presentation :

Not Applicable FOR INFORMATION

MEMORANDUM

TO : THE BOARD OF DIRECTORS FROM : Kordjé BEDOUMRA Secretary General SUBJECT : GHANA : THE GENDER RESPONSIVE SKILLS AND COMMUNITY

DEVELOPMENT PROJECT - CONSULTATION MISSION INFORMATION NOTE TO THE BOARD ADDENDUM * Please find attached as Addendum, the information note relating to the above-

mentioned document. The document had been approved on a Lapse-of-Time Basis on 19 December

2007, but the Board had requested for some additional information. This Addendum provides the information requested.

Attach: cc: The President

* Questions on this document should be referred to:

Mr. T. HURLEY Director OSHD Extension 2046 Mr. S. TAPSOBA Manager OSHD.2 Extension 3120 Mrs. Y. DEJENE Senior Gender Expert OSHD.0 Extension 3454

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