The Great

THE GREAT
TRANSFORMATIONAL
PLAN
STABILITY. GROWTH. RESILIENCE. PROSPERITY.
A NEW POLICY BLUEPRINT FOR GHANA’S

TRANSFORMATION
ALAN KYEREMATEN
THE GREAT
TRANSFORMATIONAL
PLAN
Stability. Growth. Resilience. Prosperity.
A NEW POLICY BLUEPRINT FOR GHANA’S TRANSFORMATION
ALAN KYEREMATEN
FOUNDER & LEADER, MOVEMENT FOR CHANGE
01 THE ECONOMIC CLUSTER
3 GTP A NEW POLICY BLUEPRINT FOR

GHANA’S TRANSFORMATION
PRACTICAL STEPS TOWARDS
BUILDING AN ENTERPRISE
ECONOMY IN GHANA
A BRIGHTER
FUTURE FOR ALL
PREFACE
BUILDING AN ENTERPRISE ECONOMY IN GHANA
An Enterprise Economy refers to an economic system that promotes and
supports entrepreneurship, innovation, and private enterprise. It is characterized
by:
i. Private ownership and initiative

ii. Promotion of a competitive market, subject to the necessary
regulations
iii. Accumulation of indigenous private capital
iv. Promotion of a culture of entrepreneurship, innovation and risk taking
v. Limited government intervention
vi. Focus on economic growth, jobs and wealth creation
vii. Encouragement of foreign investment and trade
viii. Development of infrastructure and human capital
ix. Emphasis on research and development
x. Flexibility and adaptability to changing market conditions.
In an Enterprise Economy, individuals and businesses are empowered to

innovate, start new ventures, and grow existing ones, driving economic growth
and prosperity.
The Great Transformational Plan is designed to build an Enterprise Economy in

Ghana, and is anchored on the following core principles:
i. Stabilizing the macroeconomy

ii. Incentivizing the private sector to invest in the productive sectors of the
economy, in particular industry, agriculture, and tourism.
iii. Deepening governance to ensure inclusivity, responsility, transparency,
and accountability.
iv. Improving the quality of infrastructure to enhance economic
development.
v. Facilitating access to good health care services.
vi. Developing our human resource to feed into the requirement of our
national development agenda.
vii. Harnessing the talent and energy of the youth.
viii. Managing our environment in a sustainable manner.
ix. Optimizing the use of our natural resources for the benefit of society.
x. Inspiring a mindset and behavioural change amongst Ghanaian
citizens.
The GTP will lead to Jobs for the People and Cash for the People
JUNE, 2024
FOREWORD
For sixty-seven years since independence, our beloved nation has been confronted
with fundamental challenges hindering our development – a weak economy,
high unemployment, poor infrastructure, and inadequate social services. These
obstacles stem from shortcomings in political leadership and the prevailing
political architecture in Ghana. The dominance of the New Patriotic Party (NPP)
and the National Democratic Congress (NDC) over the past three decades has
failed to bring about sustained progress in our socioeconomic advancement.
Their manifestos have largely comprised unfulfilled promises, perpetuating a
cycle of disappointment for the citizens.
Moreover, this entrenched duopoly has given rise to detrimental practices such
as the “Winner Takes All syndrome,” leading to political appointments based on
party affiliations rather than merit. The excessive politicization between the two
major parties has fostered divisiveness within our society, impeding our collective
progress.
The lack of continuity in government projects across different administrations,

has resulted in substantial financial losses to the state. Additionally, the absence
of a competitive political environment and the arrogance of power have often
led to underperformance by government officials and political appointees.
Furthermore, the troubling trend of corruption continues to deepen its roots in
Ghana, eroding public trust and hampering our development.
In response to these pressing challenges, the Movement for Change emerges as

a new political entity with a vision for a redefined political landscape. The strategic
objectives of the Movement are clear:
i. advocate for a non-partisan approach to electing the President,

prioritizing the interests of Ghana over political affiliations.
ii. champion the establishment of a Government of National Unity, inclusive
of diverse interest groups to ensure governance that represents all
sectors of the society.
iii. seek to construct a National Development Plan that transcends individual
party manifestos, fostering a cohesive vision for our nation’s progress.
iv. aim to inspire a positive shift in the behaviour and attitudes of Ghanaians,
laying the foundation for national development.
v. stand for a culture of zero tolerance towards corruption, extending to all
levels of society, particularly the political elite.
vi. commit to achieving landmark Constitutional Reforms that will elevate
the quality of governance in Ghana.
To achieve these strategic objectives, the Movement presents the Great

Transformational Plan as a blueprint for reshaping the management and
administration of our country. The implementation of this Plan demands
exceptional leadership characterized by vision, competence, integrity, and action.
Through these qualities, Ghana will embark on a journey towards stability, growth,
resilience, and prosperity, securing a brighter future for all its citizens.
I urge all citizens of Ghana to embrace the Great Transformational Plan as a

foundational document that addresses the aspirations of our nation. Together, let
us work towards realizing the change that our country so profoundly deserves.
May God bless our homeland Ghana and guide us in our pursuit of greatness and
strength.
Baafour Dr. Ossei Hyeamann Brantuo VI, Otumfuo Manwerehene

Fmr. Board Chair, Export Development and Investment Fund (EDIF)
CONTENTS
1.0 THE ECONOMIC CLUSTER
1.1 EXPENDITURE MANAGEMENT & CONTROL�� 14

1.2 REVENUE OPTIMIZATION�� 14
1.3 LOWER TAXES AND DUTIES �� 15
1.4 STABLE CURRENCY�� 16
1.5 LOW INFLATION�� 16
1.6 LOW COMPETITIVE INTEREST RATES�� 17
1.7 DEBT SUSTAINABILITY MANAGEMENT�� 17
1.8 INCREASING FINANCING FOR SMALL & MEDIUM�� 18
ENTERPRISES (SMEs)
1.9 REFORMS IN COCOA SECTOR FINANCING �� 18
1.10 DEEPENING OF CAPITAL MARKETS & FINANCIAL �� 19
INTERMEDIATION ��
1.11 IMPROVING LABOUR PRODUCTIVITY�� 20
1.2.1 BOOSTING LOCAL PRODUCTION & PRODUCTIVITY �� 22
1.2.2 STRATEGIC ANCHOR INDUSTRIES �� 22
1.2.3 Export Promotion & DEVELOPMENT��25
1.2.4 SMALL & MEDIUM ENTERPRISE (SME) DEVELOPMENT..............................26
1.2.5 BUSINESS REGULATORY REFORM (BRR) �� 27
1.2.6 PUBLIC PRIVATE DIALOGUE (PPD)�� 28
2.0 THE GOVERNANCE CLUSTER
2.1.1 CORRUPTION��40
2.1.2 PUBLIC SECTOR REFORMS��40
2.1.3 JUDICIARY�� 41
2.1.4 EXECUTIVE�� 42
2.1.5 COUNCIL OF STATE�� 42
2.1.6 LOCAL GOVERNMENT AND DECENTRALISATION �� 42
2.1.7 CHIEFTAINCY�� 43
2.1.8 NATIONAL SECURITY AND DEFENCE OPTIMIZATION �� 43
2.1.9 MEDIA�� 43
2.1.10 PUBLIC INFORMATION MANAGEMENT �� 43
AND CONSULTATION
2.1.11 DIPLOMATIC AND INTERNATIONAL RELATIONS ��44
2.1.12 CIVIL SOCIETY ORGANISATIONS (CSOs)��44
2.1.13 ECONOMIC GOVERNANCE ��44
2.1.14 SOCIAL GOVERNANCE �� 45
2.1.15 CONSTITUTIONAL REFORMS ��46
3.0 THE INFRASTRUCTURE CLUSTER
3.1 ACCELERATED DEVELOPMENT OF TRANSPORT INFRASTRUCTURE

�� 50
3.2 ENERGY SECURITY AND DIVERSIFICATION �� 51
3.3 PUBLIC HOUSING ��52
3.4 DIGITAL MAINSTREAMING ��52
3.5 WATER, SANITATION, WASTE MANAGEMENT & SEWAGE SYSTEM
�� 54
3.6 MAINTENANCE OF PUBLIC INFRASTRUCTURE ��55
4.0 THE SOCIAL SERVICES CLUSTER
4.1. HEALTH �� 58

4.1. a HEALTH INFRASTRUCTURE �� 58
4.1. b FINANCING OF HEALTHCARE�� 58
4.1. c HEALTH SERVICE DELIVERY �� 59
4.1. d HEALTH SERVICE DELIVERY �� 59
4.1. e INSTITUTIONAL ARCHITECTURE ��60
4.1. EDUCATION �� 62
4.2. a EDUCATION INFRASTRUCTURE �� 62
4.2. b FINANCING OF EDUCATION�� 62
4.2. c SERVICE DELIVERY, CURRICULUM DEVELOPMENT AND TEACHING
�� 63
4.2. d HUMAN CAPACITY DEVELOPMENT�� 63
4.2. e INSTITUTIONAL ARCHITECTURE ��64
4.2. SPORTS �� 66
4.3. YOUTH �� 66
4.4. VULNERABLE AND MARGINALIZED GROUPS (WOMEN & CHILDREN;
THE AGED; AND PEOPLE LIVING WITH DISABILITY – PWD) �� 67
5.0 ENVIRONMENT, SCIENCE & TECHNOLOGY, AND
NATURAL RESOURCES
5.1 ENVIRONMENT AND CLIMATE CHANGE �� 70

5.2 SCIENCE, TECHNOLOGY & INNOVATION ��70
5.3 NATURAL RESOURCE MANAGEMENT �� 71
6.0 THE BEHAVIOURIAL & MINDSET CHANGE CLUSTER
6.1 RESPECT FOR LAW AND ORDER��75

6.2 PATRIOTISM ��75
6.3 ATTITUDE TO WORK�� 76
6.4 ENFORCEMENT OF DISCIPLINE�� 76
6.5 THE ARROGANCE OF POWER�� 77
INTRODUCTION
The strategic vision of the Great Transformational Plan (GTP) is to build a
prosperous, united, and peaceful Ghana that provides equal opportunities for all,
particularly young people, women, and other vulnerable groups, to realize their
full potential and improve their livelihoods and general wellbeing.
The Great Transformational Plan is proposed as the new Blueprint for Ghana’s
development. The GTP covers six (6) different but interrelated clusters, namely:
01 02
ECONOMIC GOVERNANCE
03 04
INFRASTRUCTURE SOCIAL SERVICES
05 06
ENVIRONMENT, BEHAVIOURAL &
SCIENCE & MINDSET CHANGE
TECHNOLOGY,
AND NATURAL
RESOURCES

THE
ECONOMIC
CLUSTER
1.0
The economy of Ghana has over the last sixty years, been characterized by severe
fluctuations in performance, reflecting structural vulnerabilities in the economy.
This has denied the country of the much needed stability and growth, critical for
transforming the country from poverty to prosperity.
Notwithstanding programmes and interventions by various Governments with

the support of International Multilateral and Bilateral institutions, the country
continues to witness significant decline in economic performance, which has
resulted in high levels of unemployment, high inflation, unsustainable debt
levels, high interest rates and low foreign exchange reserves.
To address these challenges, the GTP proposes under its Economic Cluster, a
number of fundamental and far-reaching policy reforms categorised under the
following pillars:
• The Macroeconomy
• Industrial Transformation
• A New Agricultural Revolution
• Tourism
Expenditure Management &

1 Control
2 Revenue Optimization
Lower Taxes and Duties

3
4 Stable Currency
5 Low Inflation
Low Competitive Interest
1.0
6 Rates
Debt Sustainability
7 Management
THE MACROECONOMY
The Macroeconomic Pillar covers Increasing Financing for
8 SMEs
eleven (11) thematic areas:
Reforms in Cocoa Sector

9 Financing
Deepening Capital Markets

10 & Financial Intermediation
Improving Labour
11 Productivity

1.1 EXPENDITURE MANAGEMENT & CONTROL

i. Achieve a Budget deficit rate not exceeding 5% within a period of two
years.
ii. Establish a lean but efficient government by reducing the current size
of Government, including but not limited to limiting the number of
Ministerial appointments to not more than 40 Ministers.
iii. Rationalize and consolidate existing Government Departments,
Agencies, and other public sector organizations with overlapping
mandates.
iv. Undertake a comprehensive review of the entire structure of
government spending and public expenditure, with a view to reducing
the ratio of public expenditure to Gross Domestic Product (GDP) to a
target of not more than 10% over a period of five years.
v. Reinforce existing mechanisms in Payroll and Employee compensation
management and administration, designed to eliminate ‘ghost names’
from the public sector.
vi. Eliminate Sole Sourcing in public procurement and contracting to
ensure value for money and avoid collusion in the award of contracts.
vii. Enforce strict regulations against public sector officials, including
those from State Owned Enterprises (SoEs), who commit government
to contractual obligations, including expenditures not budgeted for,
and without prior approval from the Ministry of Finance. Enhance
the management of earmarked/Statutory Funds by eliminating the
capping system.
viii. Develop a system to ensure that at least 50% of the revenue from
Statutory Funds is spent on Government priority and transformational
projects, and strengthen reporting on the application and use of
Statutory Funds to avoid misapplication.
ix. Introduce appropriate policies to ringfence and separate Statutory
Funds from the Consolidated Fund.
x. Apply proceeds from the Oil and Gas sector (ABFA) to finance only
designated Government transformational projects.
xi. Enhance Ministerial oversight on capital expenditure in all MDAs, to
increase transparency in the award of public contracts within sector
Ministries and Public Agencies.
xii. Design and apply innovative project financing models, such as BOT
and PPP to finance public infrastructure projects, and thereby reduce
government capital expenditure.
1.2 REVENUE OPTIMIZATION

i. Expand the tax base (tax net) to draw in other segments of economic
actors, including artisans, technicians, and self-employed individuals
in both the formal and informal sector, including professionals.

ii. Enforce existing regulations linking access to essential public services to
the payment of taxes.
iii. Conduct a comprehensive financial and technical audit of Port operations,
to identify and block revenue leakages at the Ports, including but not
limited to mechanisms to address trade mis-invoicing and transfer
pricing.
iv. Conduct a comprehensive review of the management and operations
of the Ghana Revenue Authority (GRA), with a view to enhancing
the efficiency and effectiveness of tax administration and revenue
mobilization.
v. Enhance the application of technology, including Artificial Intelligence
(AI) and Blockchain technology in revenue mobilization, and equip
Revenue Collection Agencies with relevant tools and facilities.
vi. Review the application of the existing Windfall Tax regime as a vehicle
for revenue optimization.
vii. Enhance the collection of rent tax, property rate tax, capital gains tax,
investment income tax, and sin taxes.
viii. Review existing rates for Road Tolls, and expand its application across
various road networks.
ix. Introduce new luxury taxes to target consumption of luxury items.
x. Conduct an extensive review of the operations of SoEs, with a view to
enhancing their contribution to Government’s tax revenue.
xi. Optimize revenue mobilization from direct taxes (personal and corporate
taxes), as against over reliance on indirect taxes (import duties and
levies).
xii. Establish a Free Port Enclave at the Tema Port to enhance vessel traffic
and transshipment, which will increase revenue from Port services.
xiii. Increase tax revenue to GDP ratio to a target of 20% over a period of five
years.
1.3 LOWER TAXES AND DUTIES
i. Achieve the lowest tax rates in the ECOWAS subregion within a period
of three years.
ii. Eliminate the existing compounded calculation of VAT, by consolidating
the NHIA and GETFund levies with the VAT rate.
iii. Abolish Special Import Levy of 2%.
iv. Abolish COVID-19 Health Recovery Levy.
v. Abolish the Ghana Health Service Disinfection Fee.
vi. Abolish all taxes and other charges on the importation of spare parts
within two years of the establishment of the Government of National
Unity.

vii. Review and consolidate all statutory fees and charges on imports
imposed by Regulatory Agencies, and redistribute same under a new
Cash Waterfall mechanism, designed to reduce the burden on importers.
viii. Undertake a comprehensive assessment of the relevance of all
administrative fees, service charges, and levies imposed at the Ports,
with a view to eliminating all nuisance taxes, and thereby reducing the
tax burden on importers.
1.4 STABLE CURRENCY
i. Achieve currency stabilization within a period of one year.

ii. Review the operations of Foreign Exchange Bureaus and Commercial
Banks, with a view to eliminating speculative and unauthorized trading
of forex.
iii. Enforce existing regulations on the repatriation of foreign exchange
proceeds from exports.
iv. Review and strengthen existing legislation to limit the use of foreign
currency in domestic commercial transactions, particularly in the
services sector.
v. Introduce stringent regulations to reduce capital flight, particularly in
respect of transfer of foreign exchange by companies.
vi. Reduce panic buying of forex arising from loss of confidence in the
economy, by restoring confidence through a change of political
leadership.
vii. Increase the supply of foreign exchange in the economy, by actively
promoting exports and reducing imports through import substitution,
by providing incentives for enhanced domestic production by the private
sector.
viii. Promote aggressively the consumption of local products to reduce
imported goods, and thereby conserve foreign exchange.
ix. Reduce the use of foreign exchange to pay for shipping services for both
import and export trade, by facilitating the establishment of a National
Shipping Line, in partnership with private sector operators.
x. Reduce the demand for foreign exchange by reducing money supply in
the economy.
1.5 LOW INFLATION

i. Reduce inflation to single digit within a period of two years.
ii. Fix the foreign exchange rate for the importation of strategic commodities
e.g. petroleum products, essential medicines etc, below the prevailing
foreign exchange market rate, as a second forex window, as a short-
term policy measure, in order to reduce the pass-through effect of the
depreciation of the local currency on strategic commodity prices.
iii. Establish a fixed exchange rate for a period not exceeding six (6) months,

for the calculation of import duties in local currency, as a short-term
policy intervention to reduce the high level of imported inflation in the
economy.
iv. Reduce the Bank of Ghana policy rate progressively down to single digit,
and thereby reduce interest rates, which is a major cause for inflation.
v. Introduce measures to reduce food price inflation, by boosting food
production, and reducing costs along the food supply chain (production,
transportation, storage, preservation, and marketing).
vi. Promote the creation of a parallel system of food storage and distribution
in the private sector, outside the National Buffer Stock Scheme, to
mitigate the effects of high food prices associated with seasonal food
shortages, and excessive profiteering by middlemen.
vii. Strictly enforce the 5% ceiling on monetary financing of the budget, to
reduce excess money supply, which fuels inflation.
1.6 LOW COMPETITIVE INTEREST RATES
i. Fix the Bank of Ghana Policy Rate at levels that will progressively bring
lending rates down to single digit, within a period of three years, in order
to enhance the competitiveness of the Private Sector.
ii. Reintroduce the secondary reserve requirement for banks, and ensure
that a portion is invested in short-dated papers (91-day and 182-day), at
a BoG predetermined low rate. This will immediately release relatively
cheap funds to the Government, which will force interest rates down.
The primary and secondary reserve requirement will not exceed 15% of
the portfolio of banks.
iii. Maintain strict compliance of fiscal discipline to reduce Government
borrowing. Limited state participation in the market will improve liquidity
circulation for private sector financing at reasonable rates, which will
push interest rates down.
iv. BoG to lend 15%-20% of Banks’ Cash Reserve Ratio (CRR) at concessionary
rates to targeted businesses, with self-liquidating transactions to be
executed through banks and other vehicles.
v. Regulate (not control) banks’ interest rates and other financial charges
and levies, to check collusive and profiteering practices of banks.
vi. Allow banks to cover their Foreign Exchange deposits with Foreign
Exchange reserves rather than cedis, to avoid their exposure to exchange
risk and its passing on to borrowers.
vii. Reform the current Credit Reference Bureau system to improve bank
customer information, and thereby reduce risks associated with lending
to the private sector. This will have a positive effect on lowering interest
rates.
viii. Operationalise the Deposit Insurance Scheme to avoid the need for
high reserve requirements, as a prudential safety net, which is a critical
determinant factor for fixing interest rates.
1.7 DEBT SUSTAINABILITY MANAGEMENT
i. Enforce existing legal and regulatory regime on the capping of

government borrowing, to ensure that public debt does not exceed 5%
of Gross Domestic Product (GDP).
ii. Shift government’s focus from borrowing to finance capital expenditure,
to incentivising private sector to provide the financing of capital
expenditure for selected public infrastructure, through innovative
public-private partnership arrangements.
iii. Enhance government revenue from exports to provide resources for
budget support, and thereby reduce the over reliance on debt to finance
fiscal deficit.
iv. Align government expenditure control mechanisms with government’s
debt sustainability management strategy.
v. Refocus government’s debt management strategy from borrowing from
international capital markets, to providing incentives for the attraction
of Foreign Direct Investment (FDI).
vi. Develop a comprehensive and compelling case to support government’s
negotiations with external creditors for Debt Relief (Debt Forgiveness).
1.8 INCREASING FINANCING FOR SMALL & MEDIUM

ENTERPRISES (SMES)
i. Direct Banks to allocate the equivalent of a minimum of 10% of profit
after tax of the previous financial year, to the provision of new collateral
free concessionary lending to targeted SMEs, engaged in import-
substitution (e.g. at rates not above the CRR).
ii. Provide regulatory capital incentives to Banks to lend to SMEs at
concessionary rates, e.g. Loan loss write off, to give Banks ample time to
turnaround troubled SMEs.
iii. Facilitate the setting up of Bank Loan Recovery Courts, that will sit on
regular basis with strict delivery timelines, for closure of loan default
cases, to improve the borrowing culture of SMEs.
iv. Direct the Ghana Incentive-Based Risk-Sharing System for Agricultural
Lending (GIRSAL), Development Bank Ghana (DBG), EXIM Bank, etc., to
channel (in the short term) 50% of their support interventions, to targeted
SMEs engaged in the agriculture value chain, import substitution and
general manufacturing operations with high potential for growth.
v. Broaden Local Content legislation to support the growth of SMEs, and
thereby make them more attractive for bank financing.

1.9 REFORMS IN COCOA SECTOR FINANCING
i.
Abolish the existing Cocoa External Loans Syndication arrangements for
the purchase of cocoa, and issue domestic Securities denominated in
local currency for cocoa purchases.
ii. Deepen Private Sector participation in the Cocoa sector, by offloading
part of the shares of Cocoa Board on the Ghana Stock Exchange and
other external Exchanges, as well as introducing a Share option scheme
for Cocoa Farmers.
iii. Conduct a comprehensive review of the Cocoa sector, with a view to
introducing structural reforms in the organization and management
of the sector.
iv. Consolidate the Balance Sheet of Cocoa Board as part of Government’s
Balance Sheet.
1.10 DEEPENING OF CAPITAL MARKETS & FINANCIAL

INTERMEDIATION
i. Recapitalize all existing viable SOEs by offloading a minimum of 40%

of its share capital, on the Ghana Stock Exchange and other external
markets, to private-sector shareholders, including introducing employee
stock options.
ii. Privatize all other SOEs, and channel proceeds into the establishment of
a new Ghana Sovereign Wealth Fund.
iii. Consolidate all existing statutory investment funds e.g. the Stabilization
Fund, the Heritage Fund, Minerals Income Investment Fund (MIIF),
Ghana Infrastructure Investment Fund (GIIF), Venture Capital Trust Fund
etc, under the Ghana Sovereign Wealth Fund to be established.
iv. Offload a minimum of 40% of all shareholding in State Owned Banks
through the Ghana Stock Exchange.
v. Strengthen collaboration between banks, telcos, and fintechs to deepen
financial inclusion.
vi. Establish partnerships between Pension Funds and selected financial
institutions, to provide patient capital to support the growth and
development of specific sectors of the economy.
vii. Develop the Greater Accra Region as an Offshore Banking and
International Financial Services Center for West Africa, and establish an
appropriate legal and regulatory framework for that purpose.

1.11 IMPROVING LABOUR PRODUCTIVITY
Labour as a factor of production is one of the most critical components for

economic reform and reconstruction. Four critical challenges identified with
labour among others, relate to;
1. labour productivity in both public and private sectors

2. the cost of labour in the public sector, as a component of public sector
Labour as a factor of production is one of the most critical components for
economic reform and reconstruction. Four critical challenges identified with
labour among others, relate to;
1. labour productivity in both public and private sectors

2. the cost of labour in the public sector, as a component of public sector
expenditure
3. appropriate skills required for optimal performance, particularly in
strategic sectors of the economy
4. fair wages, compensation and pension management in both the public
and private sectors
To address these challenges, the following broad policy prescriptions are

proposed, in light of the complexity and inter-relatedness of the challenges
identified:
1. Conduct a comprehensive review of all existing labour related policies

and programmes, with a view to aligning them with the strategic
objectives of economic reforms and reconstruction, to overcome the
gaps.
2. Review and rationalize the mandates of all labour related public
agencies and institutions with overlapping mandates, with a view to
streamlining their areas of focus and operation.
3. Deepen engagement between labour related institutions and agencies,
Organized Labour and Employers.

1.2
Boosting Local Production &
1
Productivity
2 Strategic Anchor Industries
INDUSTRIAL
TRANSFORMATION 3 Promoting Export Diversification
The development history of most of

the powerful economies around the Small and Medium Enterprise
world, points clearly to the significant 4 (SME) Development
impact that industrialization has on
economic growth and development.
Business Regulatory Reforms
5 (BRR)
Industrial Transformation would not
only expand the economy, increase
potential exports, and limit the
Public-Private Dialogue (PPD)
importation of goods, but would also
6
create job opportunities, particularly
for the youth.
The Industrial Transformation pillar

provides robust policy prescriptions,
designed to develop Ghana into a
new manufacturing hub for Africa,
with the private sector playing a
leading role. The pillar covers the
following six thematic areas:

1.2.1 BOOSTING LOCAL PRODUCTION & PRODUCTIVITY
i. Review the Implementation Framework of the One District One

Factory (1D1F) Initiative, and provide additional financial resources for its
operationalization.
ii. Facilitate the establishment of youth-owned large-scale industrial
companies, for groups of unemployed young people in different districts
across the country, to be managed by experienced semi-retired and
retired management professionals, under the auspices of the Ghana
Executive Services Organization (GESO), a new management services
company to be established.
iii. Facilitate access to medium and long-term capital for manufacturing
companies, with support from the Development Bank of Ghana, and by
expanding the scope of Ghana Incentive-Based Risk Sharing System for
Agricultural Lending (GIRSAL), to cover strategic industrial sectors of the
economy.
iv. Provide tax incentives for new lending by banks for companies operating
in selected industrial sectors.
v. Provide tax relief for companies that will employ new and young graduates
up to a specified threshold.
vi. Provide training grants to support local enterprises in strategic sectors, to
cover the cost of skills training.
vii. Provide support to private business promoters to establish Industrial
Parks in different parts of the country, which will improve access to land,
utilities, and business support services for industrial development.
viii. Fast track the development of the 5,000-acre Greater Kumasi Industrial
City and Special Economic Zone, as the new Manufacturing Hub for West
Africa.
1.2.2 STRATEGIC ANCHOR INDUSTRIES
Accelerate the implementation of ten (10) strategic anchor industries, as new

growth poles to diversify the Ghanaian economy, by undertaking the following
activities:
• Conduct comprehensive industry analysis of each sector, with the view

to identifying the Strengths, Weaknesses, Opportunities and Threats
(SWOT).
• Develop Policy Guidelines to attract private investments in each sector.
• Identify critical support interventions from Government to enhance the
competitiveness of investors, seeking to operate in each sector.
• Introduce appropriate legislation and regulations for the efficient and
effective operational activities in each sector.

The ten new sectors are outlined below:
i. VEHICLE ASSEMBLY AND COMPONENTS MANUFACTURING

This sector has significant economic potential and is one of the leading
manufacturing sectors globally, with a market value of $2.52 Trillion.
Aside from the assembling operations in the sector, the manufacturing
operations will provide significant opportunities for employment and
skills development. It is envisaged that the raw materials required for the
manufacturing of components in the sector, including aluminum, steel,
and plastics, will be produced in Ghana from some of the country’s natural
resources such as bauxite, iron, and oil and gas.
ii. GARMENTS & TEXTILES

The global market for garments and textiles is estimated at US$1.5 Trillion.
Ghana has comparative advantage in this sector, due to the availability
of skilled but relatively cheap labour, as well as significant opportunity in
producing high grade cotton, which is the basic raw material for the sector.
In addition, Ghana can take advantage of export market opportunities in
this sector under the United State African Growth and Opportunity Act
(AGOA), as well as the EU-Ghana Economic Partnership Agreement.
iii. PHARMACEUTICALS
The global market for pharmaceuticals is estimated at $1.48 trillion. Ghana
currently imports about 70% of its pharmaceutical requirements. There are
therefore significant opportunities for both import substitution and exports
in this sector. There is currently a significant number of small and medium-
sized pharmaceutical manufacturing companies, that produce both for the
domestic and export markets, particularly ECOWAS. There are also three
WHO Certified GMP standard companies that have the capacity to produce
high quality specialized pharmaceutical products.
iv. PETROCHEMICALS
The global market for petrochemical products is estimated at $623 billion.
Ghana currently produces crude oil and gas in commercial quantities, and
exports same with no value addition. The development of the petrochemical
industry will therefore provide an opportunity to add value to our oil and gas
resource, which will lead to the manufacturing of products such as plastics,
fertilizer, bitumen, and petroleum jelly, one of the base materials for the
cosmetic industry.
v. INTEGRATED BAUXITE & ALUMINUM

The global market for aluminum products is estimated at $300 billion. A
comprehensive program is currently being implemented to develop the
aluminum and bauxite industry, under the auspices of the Ghana Integrated
Aluminum Development Corporation (GIADEC).

vi. IRON & STEEL

The global market for iron and steel is estimated at $1.5 trillion. Currently,
there is a comprehensive plan to develop the vast deposit of high-grade
iron ore in Ghana, under the auspices of the Ghana Integrated Iron and
Steel Development Corporation (GIISDEC). This sector provides significant
opportunities to lead the industrial transformation of Ghana, as a result of
its multiplier effect and linkages to other sectors. The iron and steel industry
will provide the raw material base for the many downstream iron and steel
fabrication companies already existing in Ghana.
vii. INDUSTRIAL SALT

The global market for Industrial Salt is estimated at $15 billion. Ghana is one
of the few African countries with industrial salt deposits. The development
of the industry will lead to the production of critical products such as caustic
soda and chlorine alkaline products for water treatment and other industrial
processes. It is also used extensively in the petroleum industry.
viii. INDUSTRIAL ASSEMBLY OF ELECTRICAL AND ELECTRONIC

APPLIANCES & COMPONENTS
The global market for Electrical and Electronic Appliances and Components
is estimated at $3.4 Trillion. This industry is currently one of the leading
sources of imports to Ghana, and is therefore critical for import substitution.
The local assembly of these appliances will provide an opportunity for high-
quality technical jobs. It also has a significant role for promoting exports,
mainly to the ECOWAS and African markets under the African Continental
Free Trade Area (AfCFTA).
ix. VEGETABLE OIL AND FATS AND INDUSTRIAL STARCH

The global market for Vegetable Oil & Fats and Industrial Starch is estimated
at $540 billion. These products are very important raw materials for a variety
of industrial manufacturing processes, including but not limited to the
food processing sector, cosmetics, pharmaceuticals, garments and textiles,
and adhesives. The growth of these industries will provide significant
employment opportunities, and enhance agricultural production and
productivity, thereby improving rural incomes.
x. MANUFACTURING OF MACHINERY, PLANT & EQUIPMENT

The global market value for Machinery, Plant and Equipment is estimated
at $5 Trillion. The development of this sector will provide a significant
component of the plant and machinery requirements for the industrial
transformation of Ghana. It is envisaged that a world-class Industrial Design
Center will be established to support the development of this sector. The
sector will also benefit from the use of raw materials produced in Ghana,
including iron, steel, aluminum and plastics.

1.2.3 EXPORT PROMOTION & DEVELOPMENT
Increase revenue from Non-Traditional Exports to $25 billion by the year 2029
by implementing policy interventions outlined in the National Export Strategy
(NES) of Ghana. The policy prescriptions cover the production of the following
export commodities:
• Cocoa Products (i.e. Paste, Butter, and Confectionery)

• Wood products (Veneers, Plywood, Builders’ Woodwork and Fibre board)
• Fresh/chilled and processed fish
• Articles of Plastic
• Vegetable oil seeds and oils
• Natural rubber and rubber products
• Aluminum products
• High-value horticultural products
• Cashew nuts and processed cashews
• Textiles and garments
• Pharmaceuticals
• Arts and Crafts
There are five main categories of interventions to be applied to each of the export
commodities, namely.
1.2.3.a CATEGORY ONE: PRODUCTION AND SUPPLY BASE EXPANSION
The policy prescriptions outlined in the National Export Strategy under this
category, cover the following areas:
• Energy and Water

• Technology and Innovation
• Supply Chain Infrastructure
• Transporters and Carriers
• Access to Land
1.2.3.b CATEGORY TWO: EXPORT MARKET DEVELOPMENT
• Market Access
• Quality and Standards
• Packaging
• Trade Facilitation
• Export Trade Centres
• Export Round Table
• Trade and Investment Promotion Events
• Market Entry and Penetration

1.2.3.c CATEGORY THREE: MANPOWER DEVELOPMENT AND TRAINING
• Managerial and Technical Skills Development

• Attitudinal and Cultural Change
• Institutional Capacity Building
1.2.3.d CATEGORY FOUR: INCENTIVES AND REGULATORY FRAMEWORK
• Trade Finance and Access to Capital

• Regulatory Framework
• Strategic Government Interventions in Export Development
1.2.3.e CATEGORY FIVE: CROSS-CUTTING ISSUES
• Gender and Vulnerable Groups in Exports

• Environment
• Stratified Spatial Distribution of Export Oriented Production
• Trade Information
1.2.4 SMALL & MEDIUM ENTERPRISE (SME)

DEVELOPMENT
SMEs are the engine of growth for the Ghanaian economy. Nearly ninety percent
(90%) of enterprises fall into the category of SMEs, and account for almost eighty
percent of all employment.
In order to enhance the growth and development of the SME sector, the following
policy prescriptions are proposed:
i. Conduct a comprehensive sector and industry analysis of all SMEs, with

a view to documenting the number, type, nature, spatial distribution
and performance of SMEs.
ii. Facilitate access to affordable credit to SMEs including providing loan
guarantee support.
iii. Enhance access to other forms of financing for SMEs, including Grant
Funding, Venture Capital, Leasing and Angel Investments.

iv. Facilitate access to physical infrastructure to support the development
of SMEs, including but not limited to industrial sites, access to utilities
and retail market infrastructure.
v. Expand market opportunities for SME products and services, including
but not limited to facilitating access to shelf-space in commercial
retail outlets, public procurement contracts targeting SME products,
E-commerce platforms, domestic retail and export markets.
vi. Facilitate access to technology and innovation to improve productivity
and quality standards.
vii. Provide extension services to support the operations of SMEs, using the
expertise of semi-retired and retired professionals, under the auspices
of the Ghana Executive Service Organization (GESO), a management
services company to be established.
viii. Establish an Industrial Subcontracting scheme that directly links SMEs
to the supply chain of large-scale enterprises through a structured
process of subcontracting arrangements.
ix. Support the management and operations of Business Resource Centers
(BRCs) and Technology Solution Centers (TSCs) at the District level
throughout the country, to provide a comprehensive range of business
development services to SMEs.
1.2.5 BUSINESS REGULATORY REFORM (BRR)
With the current economic crisis confronting the nation, Ghana has very limited
capacity in the short and medium term to borrow from the international capital
market to finance development expenditure.
In this regard, there is a critical need for Ghana to implement measures that will
attract private capital, both domestic and foreign, by introducing a conducive
business environment that will support private sector investments.
To promote an investment friendly policy environment, the implementation of
the existing Business Regulatory Reform (BRR) Programme will be enhanced.
The BRR programme covers the following policy prescriptions:
a. IMPLEMENT TARGETED REFORM INITIATIVES TO FACILITATE THE

EASE OF DOING BUSINESS
Establish a comprehensive programme to improve Ease of Doing Business in
Ghana, covering the following areas: starting a business, securing permits
and licences, getting access to utilities, enforcing contracts, resolving
insolvency, protecting investors, paying taxes and trading across borders.
b. E-REGISTER OF BUSINESS REGULATIONS

Enhance the existing online inventory that provides businesses with an easily

accessible, one-stop repository of up-to-date information on all business

regulations (laws, directives, procedures, forms and fees) in force in Ghana.
c. PUBLIC CONSULTATION PORTAL

Review and improve the web portal for centralized public consultation with
government institutions, on government policies, legal and regulatory
reforms.
d. REGULATORY IMPACT ASSESSMENT (RIA)
i. Develop new mechanisms to improve the Ex-Ante or Ex-Post
assessment of the impacts of proposed or existing policies or
regulations.
ii. Expand the network of Regulatory Reform Units (RRUs) in relevant
MDAs, as an institutional mechanism for conducting regulatory
reforms and impact assessment.
e. ROLLING REGULATORY REVIEW
i. Design a robust mechanism to systematically carry out Rolling Reviews
of regulations developed by RRUs to eliminate, revise and simplify
business regulations and reduce cost of compliance.
b. TARGETED REGULATORY RELIEFS
i. Grant targeted regulatory reliefs for SMEs and gradually phase-in
standard rules as the firms begin to grow.
ii. Extend Regulatory Reliefs to other target groups or investments in
specific strategic initiatives.
1.2.6 PUBLIC PRIVATE DIALOGUE (PPD)
In order to deepen collaboration between the public and private sector in

economic development, the implementation of the existing PPD mechanism
will be enhanced as follows:
i. PPD COORDINATING COMMITTEE: The Permanent Joint Government-
Private Sector Committee, made up of Ministers and nominated
Representatives of the Private Sector, will meet bi-annually.
ii. ALL-INCLUSIVE DIALOGUE ON PRIVATE SECTOR DEVELOPMENT:
The platform for continuous dialogue between government and major
economic operators in the private sector, including other non-state
actors and important stakeholders, will be strengthened.
iii. THE PRESIDENTIAL BUSINESS SUMMIT (PBS): The organization of an
Annual Presidential Business Summit hosted by the President of the
Republic, to climax the dialogue between Government and the Private
Sector, will be revived. The outcome of the Presidential Business Summit,
will be the signing of the Ghana Business Compact. The Compact will
be a matrix of objectives, specific recommendations, key performance
indicators and timelines negotiated and agreed annually between
Government and the Private sector.

1.3
THE NEW
AGRICULTURAL
REVOLUTION
The agricultural policy environment
in Ghana has been characterised
by short-term interventions,
with no mechanisms to Enhancing Agricultural
1 Production & Productivity
achieve sustained growth. Poor
management of investments,
ineffective harmonization and
alignment of donors’ interventions 2 Improving Agricultural
to Government’s priorities, weak Marketing and Distribution
leveraging of private sector
investments, and poor public sector
accountability, have all contributed
to the stagnation in the agricultural
sector.
In order to address the above

challenges, there is the need for
aggressive policy interventions in the
sector, synchronized with Industry
and Finance that will break the long-
standing cycle of poor performance
in agriculture.

The Agriculture pillar proposes a New Agricultural Revolution with the following
two broad thematic areas:
1.3.1 ENHANCING AGRICULTURAL PRODUCTION

& PRODUCTIVITY
i. Establish Agroparks and Processing Clusters for Enhanced Agricultural
Production
• Transform all existing large-scale irrigation schemes to Agroparks, by

privatizing the required services such as irrigation, inputs credit scheme,
and comprehensive mechanization services (land preparation to post-
harvest services). Each Agropark will include services for production,
processing, and packaging facilities for crops, poultry & livestock, and
aquaculture that will be linked to well-organized out growers and their
ancillary farmer groups.
• Tailor the establishment of Agroparks to specific agro-ecological zones.
• Provide incentives for land development and other services as well as
for the acquisition of machinery, equipment and agro inputs, for the
establishment of Agroparks.
• Establish a framework for investors who will locate in the agroparks, to
pay for facilities annually in kind or cash.
ii. Develop the five (5) Northern regions (namely Northern, North-East, Savannah,
Upper East and Upper West) as the Hub for the establishment of Agroparks,
and promote the five Northern regions as the Food Basket for West Africa.
iii. Fast track the development of the Pwalugu Multi-Purpose Dam to support
the establishment of Agroparks, by introducing a comprehensive programme
for private sector participation, particularly in the area of financing.
iv. Develop the Middle Belt regions (Bono, Bono East, Ahafo and Western North)
as the new Tree Crops production, processing and export Hub for West Africa.
v. Develop the Oti region as the new Inland Fishing, Aquaculture and Fish
Processing Hub for West Africa.
vi. Strengthen Mass Participation in Agricultural Activities (‘Operation Own a
Farm’ and ‘Farm for Life’ Campaigns)
• Encourage mass citizen participation in farming as a business (‘Operation
Own a Farm’ and ‘Farm for Life’).
• Foster partnerships with Faith-Based Organizations to drive mass
agricultural production.
• Collaborate with Security Services to engage in large-scale agricultural
production to become food self-sufficient.
• Initiate and support Educational Institutions to engage in medium to
large-scale agricultural production.
• Provide incentives and support services for youth to participate in
agricultural value chains.
vii. Introduce a Differentiated Agricultural Credit and Financing Scheme to
support the New Agricultural Revolution.

• Structure and target single-digit interest credit facilities to meet the

financing needs of all the actors along the value chain.
• Refocus the Development Bank of Ghana (DBG), ADB Bank, EXIM Bank
and NIB Bank to fund and invest in the modernization, production,
processing, and industrialization of agri-food systems in Ghana.
viii. Establish a Coordinated and Integrated Agricultural Research Company
(CIARC).
• Facilitate the establishment of a public-private joint venture company
to promote and coordinate all agricultural research and innovations, to
enhance the commercialization and dissemination of new technologies.
ix. Promote Climate Smart Technologies to Mitigate Climate Change effects
on Agricultural Production.
• Build partnerships with technology-based institutions to develop and
transfer appropriate climate smart technologies.
• Create research centers in the ecological zones to optimize gains from
carbon sequestration.
• Provide concessionary credit facilities for the dissemination and adoption
of these climate-smart technologies.
• Introduce a new cutting-edge and innovative technology for inducing
and harvesting rain to support all year-round agricultural production.
x. Promote local Assembling and Manufacturing of Agricultural Machinery
and Equipment.
• Operationalize with the support of the private sector, the existing
Technology Solution Centers (TSCs) for component assembling of
agricultural machinery and equipment.
• Provide tax exemptions for the importation of components and parts for
the assembling of agricultural machinery and equipment.
• Support the Technical and Vocational Institutes to train the youth and
farmers in the assembling and usage of agricultural machinery.
xi. Strengthen Agricultural Institutions and their Governance Systems.
• Strengthen value chain associations and service providers, to provide
technical and management services for productivity enhancement and
competitiveness in the agricultural sector.
• Initiate policies that strengthen agricultural governance systems based
on global best practices.

1.3.2 AGRICULTURAL MARKETING & DISTRIBUTION
i. Increase Investment in Marketing and Post-harvest systems.

• Operationalize with the support of the private sector, existing government
warehouses and post-harvest facilities.
• Promote the establishment of Aggregation Centers to facilitate market
access and reduce transaction cost.
• Support the private sector with medium-term credit facilities, to build
appropriate market infrastructure and modern post-harvest management
facilities, for agricultural commodities.
• Identify market opportunities under the African Continental Free Trade
Area (AfCFTA) for agricultural commodities and products, and link
producers and aggregators to take advantage of the AfCFTA.
• Strengthen the operations of the Ghana Commodity Exchange.
ii. Build Efficient and Cost-effective Transportation Systems.
• Increase investment in and expand the network of feeder roads linking
farming communities to marketing centers.
• Increase investment in railway networks around the Agroparks, and link
the railways to the waterways to provide an integrated rail-water link.
• Revamp and restructure the Volta Lake Transport Company (VLTC) with an
expanded mandate and functions to deliver efficient waterways services.
• Provide incentives and coordinate private sector investments for the
development of competitive transportation systems for goods and people
on waterways.

Tourism Infrastructure & Facilities

1
1.4 Facilitation Support for the

2 promotion of Tourism
TOURISM
3 Funding & Financing of Tourism
Tourism is one of the fastest
growing industries in the services
sector in Ghana. It contributes Branding & Marketing of Ghana as a
significantly to the country’s 4 Tourist Destination
GDP, generates export revenue
and provides employment
opportunities, particularly for Air carrier services as an instrument
5 for promoting Tourism
young people.
In order to develop Ghana as a

leading tourist destination in Africa, Developing Human Resource and
the following policy prescriptions 6 Skills Training for the Tourism sector
covering seven thematic areas, are
proposed:
Developing the Creative Arts
7
Industry

1.4.1 TOURISM INFRASTRUCTURE & FACILITIES

i. Promote Public-Private Partnership (PPP) investments to redevelop
Forts and Castles in Ghana. Ghana has the world’s largest number of
Forts and Castles (colonial relics) (32 out of 42 globally). Three of these
are UNESCO World Heritage sites.
ii. Develop beach-front properties and tourist enclaves in all leading coastal
cities and towns in Ghana.
iii. Incentivize private sector actors to develop motels and other lower-
tier hospitality options, homestays, and other rental opportunities to
promote domestic tourism across the country.
iv. Establish a tourism desk at the district level to provide information on
and promote tourism opportunities in the districts.
v. Reduce taxes, levies, and surcharges on hotels and tourism installations
to enhance their competitiveness.
vi. Introduce fiscal and non-fiscal incentives to attract foreign and domestic
private investments into the tourism sector, including but not limited to
incentivizing major international hotel chains and investors to establish
hotel and hospitality facilities in selected major cities across Ghana.
vii. Increase public investment in the development of infrastructure to
facilitate and improve access to tourism sites, installations, and facilities.
viii. Establish a world-class Convention Center, in partnership with the
private sector, to promote Ghana as a prime tourist destination.
1.4.2 FACILITATION SUPPORT FOR THE PROMOTION

OF TOURISM
i. Transition the existing Visa Regime for tourist entry into Ghana, to an
electronic authorization entry permit system.
ii. Identify new strategic countries that will be accorded visa waivers, to
promote Ghana as a leading tourist destination.
iii. Strengthen government and public sector institutions that promote
and support tourism.
iv. Provide support to private sector groups and organizations that promote
and facilitate tourism.
v. Harmonize and coordinate institutional support across entities working
directly and indirectly on various aspects of tourism, such as the Ghana
Tourist Authority and the Ghana Immigration Service.
vi. Digitize and introduce technology innovation in promoting and
delivering tourism services.
vii. Integrate local communities in the development and management of
tourism activities, including but not limited to promoting locally owned
business enterprises around tourist sites.

1.4.3 FUNDING & FINANCING OF TOURISM
i. Establish regulations that will require banks to reserve specific portions of

their credit and investment portfolios, for the financing and development
of the tourism sector.
ii. Leverage the proceeds from the Tourism Development Levy, as a source
of funding to support private sector investments in the tourism sector,
and channel such funds through existing financial institutions.
1.4.4 BRANDING & MARKETING GHANA AS

A TOURIST DESTINATION
i. Recalibrate and realign the responsibilities of the various tourism
organizations, to ensure that a single organization focuses on the
branding and marketing of Ghana as a tourist destination.
ii. Leverage Ghana’s foreign Missions and Embassies as vehicles for
branding and promoting Ghana.
iii. Engage Ghanaians living abroad and in the Diaspora, as Brand
Ambassadors to promote Ghana as a first-class tourist destination.
iv. Identify and support private sector actors involved in the branding and
marketing of Ghana as a tourist destination.
v. Revamp and recapitalize the operations of the Brand Ghana Office as
one of the key institutions promoting tourism in Ghana.
vi. Promote Ghana as the ‘Tourism Mecca’ for peoples of African descent
around the world.
vii. Develop the Central Region as the Tourism and Hospitality Hub for West
Africa.
1.4.5 AIR CARRIER SERVICES AS AN INSTRUMENT

FOR PROMOTING TOURISM
i. Support private sector investments for the establishment of a National
Airline or a Home-Based Carrier.
ii. Establish Accra as a Regional Airline Hub.
iii. Develop domestic airport infrastructure and facilities in selected regions,
to enhance access to tourist attractions across the country.

1.4.6 DEVELOPING HUMAN RESOURCES & SKILLS TRAINING

FOR THE TOURISM SECTOR
i.
Establish a world-class tourism and hospitality training school, with
a focus on managerial, supervisory, and base-level skills training,
particularly for hotels and other hospitality installations.
ii. Identify existing tertiary institutions offering hospitality training and
provide curriculum development support, as well as facilitate industry
linkages for trainees.
iii. Develop targeted training and support programs for staff of restaurants,
chop bars, and other domestic eateries.
iv. Establish linkages with other world-class hotels and tourism
organizations, to promote professional exchange programs, and the
cross fertilization of industry experience.
1.4.7 DEVELOPING THE CREATIVE INDUSTRY
i. Develop new regulations to tighten loopholes in copyright administration,

and enforce existing regulations to prevent the piracy of intellectual
property rights of artistes.
ii. Reintroduce creative arts (dance, drama and theatre arts, music, and
visual arts) in the basic education curriculum.
iii. Enhance and support the capacity development of young people
seeking to embark on careers in the creative industry.
iv. Prioritize processes to enlist Highlife as an “Intangible Cultural Heritage”
and promote Ghana as the ‘Highlife’ Capital of the world.
v. Develop our traditional festivals as a major international event in
collaboration with the creative industry.
vi. Create incentives for domestic and international private sector
investments in the creative industry.
vii. Promote the branding of Ghana as a leading creative arts event location
in Africa and around the world, including the organization of the World
Jazz Festival.


THE
GOVERNANCE
CLUSTER
2.0
Governance is a critical and integral part of the policy reform agenda underpinning
the Great Transformational Plan.
Since the advent of the 4th Republic in 1992, the political landscape has been
characterized by fundamental and structural deficiencies in our governance
regime, with severe negative impacts on the socio-economic fortunes of Ghana.
Amongst many other factors, corruption has been a key destabilizing factor for
the country’s economic development, and has led to the loss of trust, confidence
and hope by the general population in multiparty democracy.
The GTP proposes far reaching and fundamental policy prescriptions to address
many of the key challenges in the leadership and political governance architecture
of Ghana.
The focal areas addressed in the Governance Cluster are as follows:
The focal areas addressed in the Governance Cluster are as follows:


02 THE GOVERNANCE CLUSTER
2.1.1 CORRUPTION
• Demonstrate a leadership of personal integrity and political will to fight
corruption, and take decisive action against politically exposed persons
involved in corruption-related activities.
• Isolate all corruption-related provisions in existing legislation and
consolidate them in one enabling legislation with a clear definition of
corruption, including severe sanctions to serve as a deterrent against
corruption.
• Amend the Constitution to establish and appoint an Anti-Corruption
Czar with independent prosecutorial authority, separate from that of
the Attorney General. The Anti-Corruption Czar will replace the Special
Prosecutor.
• Review the Procurement Act to improve inclusive and transparent
access to public economic and commercial opportunity, whilst reducing
collusion.
• Introduce an Anti-Corruption ‘Citizens Charter’ requiring every person
as provided under Article 41 (f) of the 1992 Constitution, to “protect and
preserve public property and expose and combat misuse and waste of
public funds and property”.
• Establish an ‘Anti-Corruption Award Scheme’ to reward and incentivise
key public sector officials and appointees for demonstrating zero
tolerance for corruption in the course of their duties.
• Amend existing asset declaration rules to strengthen disclosure, and
introduce new forms of asset tracking and recovery, including but not
limited to instruments such as lifestyle audit for tracking unexplained
wealth, and recovery of proceeds of corruption.
• Empower civil society Anti-Corruption organisations, and strengthen
partnerships between civil society and related public agencies, by
providing direct and indirect support, including but not limited to
access to public funds.
2.1.2 PUBLIC SECTOR REFORMS

Reduce the size of government including appointing not more than forty
(40) Ministers, composed of the following:
1. Attorney-General (Statutory requirement)

2. Finance, Economy, Trade & Industry
• Minister of State for Trade & Industry
• Minister of State for Finance & Economy
3. Food, Agriculture & Fisheries
4. Foreign Affairs & Regional Cooperation
5. Defence
6. Education

• Minister of State for Basic and Secondary Education
7. Health
• Minister of State for Traditional Medicine & Mental Health
8. Interior
9. Infrastructure
• Minister of State for Transport Infrastructure (Roads, Highways,
Railways, Aviation, Public Transit Systems, and Ports & Harbours)
• Minister of State for Communications & Digitalization
• Minister of State for Public Housing, Water Systems, Sanitation, Waste
Management & Sewage Systems
10. Energy & Natural Resources (Lands, Water Bodies, Mining, Oil & Gas,
Renewable Energy)
• Minister of State for Lands & Mineral Resources
11. Youth & Sports
12. Local Government & Decentralization
13. Environment, Science, Technology & Innovation
14. Tourism & Culture (Chieftaincy, Religious, Creative Arts)
15. Labour (Manpower Development & Employment Relations)
16. Women, Children & Social Welfare (PWDs, Aged & Vulnerable Groups)
i. Merge and consolidate statutory departments and agencies with similar
functions and overlapping mandates.
ii. Institute mechanisms to promote meritocracy including awards,
recognition and rewards for exceptional contributions to the formulation
and execution of public policy.
iii. Provide appropriate incentives that enhance personal wellbeing for public
servants and other professionals, including emolument review, progressive
access to capacity building, career progression, self-owned housing, public
transport, and a strengthening of pension administration.
iv. Review existing legislation and regulations on Public Private Partnerships
(PPPs), to create a strong and intentional culture of public/private sector
collaboration, cooperation, coordination, mutual responsibility and
accountability, that will enhance private sector wealth creation, and fair and
equitable access to economic opportunities.
v. Revise and implement a new model of privatisation of State-Owned Enterprises
(SoEs), involving listing of viable SoEs on the Ghana Stock Exchange, including
management and employee shareholding schemes.
vi. Enhance executive management capability and oversight in the Civil Service,
through a comprehensive programme of capacity building, to improve service
delivery and performance.
2.1.3 JUDICIARY
i. Enhance the administration of justice with the necessary infrastructure
and logistical support, and improvements in work environment.
ii. Introduce legislation to cap the number of Supreme Court Justices.

2.1.4 EXECUTIVE
i. Amend Articles 70, 190, 195, 202, 207, 212, 232(2) related to the
appointment of Heads of Independent Constitutional Bodies (ICBs)
and other Public Sector Entities, and the Heads of Security Services, to
make the appointment of the said Officers by the President, subject
to approval by the Second Chamber (to be established in place of the
Council of State).
ii. Amend Articles 144 (1) and (2) in the case of the appointment of the
Chief Justice and other Justices of the Supreme Court, to require the
President to make the said appointments in consultation with the
Second Chamber (to be established in place of the Council of State)
and with the approval of Parliament.
iii. Enforce the Constitutional provision to develop and publish rules and
guidelines for the exercise of discretionary power under Article 296
(c).
iv. Revise and strengthen the rules and guidelines governing public
contracting, procurement, loan acquisition and asset management,
to ensure transparency, accountability and value for money.
v. Develop an objective and resilient mechanism for regular, transparent
engagement amongst the ICBs, the Arms of State and other relevant
Institutions.
vi. Amend Article 66 (1) to extend the term of office of the President of
the Republic, from four (4) to five (5) years, eligible for re-election for
a second term.
vii. A person shall not be elected as President for more than two (2) terms.
2.1.5 COUNCIL OF STATE

i. Abolish the Council of State and establish a new Second Chamber of
Parliament, with representation from key stakeholder groups including
Faith Based Organisations, Traditional Authorities, Professional Bodies,
Artisanal Associations, Gender based Organisations, the Private Sector,
Labour Unions, Academia, the Diaspora and PWDs.
ii. The Second Chamber will be vested with powers of oversight over
Executive actions, participate in the approval process of appointments
to Independent Constitutional Bodies (ICBs), and review budgets of
ICBs, and the Arms of State, for approval by Parliament.
2.1.6 LOCAL GOVERNMENT AND DECENTRALISATION

i. Undertake a comprehensive review of local government structures
and functions, with a view to deepening Political and Administrative
Decentralization.
ii. Accelerate Fiscal Decentralisation including a review of the role and
accountabilities of the District Assemblies Common Fund.
iii. Amend Article 243(1) to elect MMDCEs and review the role of Regional
Coordinating Councils in Local Government.
2.1.7 CHIEFTAINCY
i. Deepen the participation of Chiefs and Queenmothers in local
government administration, by creating specific roles for Chiefs and
Queenmothers within local governance structures.
ii. Amend Article 257 (6) to enable Traditional Authorities to participate in
the approval and exploitation of natural resources found within their
traditional areas.
2.1.8 NATIONAL SECURITY AND DEFENCE OPTIMIZATION

i. Deploy resources to strengthen National Security and Defence
Mechanisms and Infrastructure, in order to deal substantively with
emerging security threats and challenges, particularly in the Sahelian
region.
ii. Establish a National Reserve Force to be composed of graduates from
tertiary institutions, who opt for a six-month period of training in the
Security Services, upon graduation.
iii. Deepen collaboration between the Security Services and other external
and international Services, including but not limited to professional
training, and capacity building.
2.1.9 MEDIA
i. Introduce Public-Private Partnerships (PPP) in the ownership and
management of all State Media Organizations.
ii. Provide fiscal and other incentives to private sector media organizations,
to enhance and modernize their operations, including but not limited
to improvements in work environments, staff compensation and
welfare, capacity building and mentoring, and logistics support.
iii. Deepen access to information on public sector and government
activities to enhance public information dissemination.
2.1.10 PUBLIC INFORMATION MANAGEMENT

AND CONSULTATION
i. Amend the Public Records and Archives Administration Act, 1997 (Act
535) to improve the collection, collation, processing, storage, retrieval
and dissemination of public information, and align relevant parts to
the Right to Information Act 2019 (Act 989).
ii. Enhance existing public consultation processes to afford interested
stakeholders, ample opportunity to contribute to the formulation of
policy and execution of government programmes.
iii. Strengthen the capacity of the Ghana Statistical Services to deliver
accurate and well-structured national economic and social data, in a
timely manner.

2.1.11 DIPLOMATIC AND INTERNATIONAL RELATIONS

i. Adopt the principle of ‘positive neutrality’, anchored on the strategic
interests of Ghana, as well as the shared values for the preservation of
peace and respect for humanity, as the basis for Ghana’s diplomatic
and economic relations with the International Community, including
Multilateral and Bilateral Development institutions.
ii. Reinforce Ghana’s commitment to the principles, programmes and
activities of the African Union (AU), Economic Community of West
Africa States (ECOWAS), and other Regional Organizations.
iii. Actively utilize Ghana’s Diplomatic Missions abroad, as strategic
vehicles for economic and commercial diplomacy, including but not
limited to attracting inward and outbound investments, as well as
promoting exports from Ghana.
2.1.12 CIVIL SOCIETY ORGANISATIONS (CSOs)

i. Provide structured avenues for effective participation of Civil Society
Organisations in public policy formulation, analysis, and the monitoring
and evaluation of development outcomes.
ii. Advocate for the recognition of CSOs as the “5th Estate” of the realm in
Ghana, and ensure access to financial and other resources to support
their operations.
2.1.13 ECONOMIC GOVERNANCE

i. Build an Enterprise Economy in Ghana that provides opportunities for
private sector-led growth.
ii. Ensure inclusivity for all Ghanaians in respect of access to economic
opportunities.
iii. Enforce value for money audit requirements in public contract
management.
iv. Introduce local content provisions in all relevant legislation, that
provide opportunities for local economic operators, in the ownership
and supply chain operations of foreign controlled businesses.
v. Review the structure and operations of all public investment
vehicles, including Minerals Income Investment Fund (MIIF), Ghana
Infrastructure Investment Fund (GIIF), Development Bank of Ghana
(DBG), the Stabilisation Fund, the Heritage Fund, and State Interests
and Governance Authority (SIGA), and consolidate same to establish a
Ghana Sovereign Wealth Fund, with a view to ensuring a sustainable
accumulation of wealth for the long-term prosperity of the nation.
vi. Offload 40% of the Ghana Sovereign Wealth Fund onto the Ghana
Stock Exchange, to be traded as the Ghana Prosperity Bond/Share.
vii. Introduce appropriate legislation and regulations to protect public

assets and resources.

viii. Revamp the operations of State Institutions responsible for public
accounting, to ensure optimal transparency and accountability for the
use of Government financial resources, e.g. Auditor-General, Internal
Audit Agency, and Controller and Accountant General’s Department.
ix. Rationalize the operations of selected regulatory agencies with
overlapping mandates, such as in the energy sector, to ensure fair and
equitable regulatory regime and operating environment in the relevant
sectors.
x. Establish a regulatory regime to ensure fair pricing, quality assurance
and environmental sustainability standards, in all Public-Private
commercial projects.
xi. Review all existing fees and charges under current legislation, in respect
of the delivery of public services, to ensure transparency, accountability
and value for money.
xii. Fast track the enactment of the Consumer Protection Bill, to provide
a robust legislative framework to protect the interest of consumers, in
respect of access to social services, including but not limited to the use
of public infrastructure.
xiii. Strengthen existing regulatory agencies to ensure reliability,
affordability and sustainability of the delivery of public services.
xiv. Review the operations of the existing Client Service Units established
within MDAs and other public sector institutions and organizations,
and ensure significant improvement in the efficiency and effectiveness
of the operations of the said units.
xv. Deepen engagement with international development financing
institutions to attract financing for critical infrastructure projects, and
thereby reduce Government’s current exposure for the financing of
such projects.
xvi. Explore innovative bilateral financing and other commercial
arrangements for the development of large-scale public infrastructure,
including barter arrangements.
2.1.14 SOCIAL GOVERNANCE

i. Protect vulnerable groups through provision of safety net programmes
and activities, and other specialized assistance programmes for People
with Disabilities (PWDs).
ii. Legislate specific rights for vulnerable groups.
iii. Provide opportunities for inclusive participation by all vulnerable
groups, in all State sponsored programmes and activities.
iv. Define the nature and character of the society we want, through
educational and other social systems, that are built on national values,
patriotic attitudes and behaviour.

2.1.15 CONSTITUTIONAL REFORMS

i. Abolish Article 71 (entrenched provision), which identifies specific public
sector officials, in separate categories for purposes of determining
emoluments.
ii. Empower the Fair Wages and Salaries Commission to determine the
salaries of public service officials previously categorised under Article
71.
iii. Amend Article 190 (1) to empower Fair Wages and Salaries Commission
to determine salaries of all public service officers defined under the said
article.
iv. Amend Article 78 (entrenched provision), to enable the President
appoint Ministers without limitation from any source.
v. Abolish Articles 89 to 92 under Chapter Nine of the Constitution, which
establish the Council of State and provide for its functions.
vi. Legislate the establishment of a Second Chamber of Parliament, made
up of nominated Representatives of stakeholder entities, including
but not limited to Faith Based Organisations, Traditional Authorities,
Professional Bodies, Artisanal Associations, Gender based organisations,
the Private Sector, Labour Unions, Academia, the Diaspora and PWDs.
vii. Amend Article 70 (entrenched provision), on the appointment of Heads
of Independent Constitutional Bodies (ICBs), and align same to the new
legislation on the establishment of the Second Chamber of Parliament.
viii. Amend Articles 190, 195, 202, 207, 212, and 232 (2) (non-entrenched),
relating to the appointment and tenure of specified Heads of
Independent Constitutional Bodies (ICBs), to conform to the provisions
in the legislation establishing the Second Chamber of Parliament.
ix. Amend Article 257 (6) to establish Traditional Authorities as co-trustees
with the President in respect of all mineral rights in Ghana.
x. Amend Article 243 to enable the election of MMDCEs and also amend
all other consequential provisions related to Article 243.
xi. Amend Article 218 (a) and (e) (entrenched provision) to remove the
mandate of the Commission for Human Rights and Administrative
Justice (CHRAJ) to investigate allegations of corruption.
xii. Amend Article 88 (3) and (4) to limit the authority and mandate of the
Attorney-General in respect of the prosecution of all criminal offences.
xiii. Legislate the establishment of the Office of an Anti-Corruption Czar,
as an independent Constitutional Body, to be responsible for the
investigation, initiation and prosecution of all corruption and corruption
related offences.


THE
INFRASTRUCTURE
CLUSTER
3.0
Infrastructure is a critical component for the socioeconomic development of any
country. In Ghana, the infrastructure deficit in terms of availability, quality, diversity,
and access has been a distinctive characteristic of our national development
efforts since independence. This phenomenon is evident in both urban and rural
communities.
The primary reason for this deficit has been the lack of financial, technical and
other resources in the delivery of infrastructure facilities and services. The business
model adopted over the years, which is predicated on government being the
principal funding source for the development of infrastructure, has clearly failed
to deliver tangible results.
The experience in the advanced economies in addressing the challenges

associated with infrastructure development as outlined above, has been to
promote private ownership and, or public-private partnership in the planning,
execution and management of public infrastructural projects.
03 THE INFRASTRUCTURE CLUSTER
The GTP seeks to achieve a complete overhaul of infrastructure delivery in

Ghana, by introducing innovative policy prescriptions, covering a variety of
infrastructure facilities including roads and highways, railways, aviation, ports
and harbours, public transit systems, energy, telecommunications, public
housing, water systems, sanitation, waste management and sewage systems.
There are six (6) pillars under the Infrastructure Cluster, namely:
ACCELERATED ENERGY SECURITY AND

1 DEVELOPMENT 2 DIVERSIFICATION
OF TRANSPORT
INFRASTRUCTURE
PUBLIC DIGITAL
3 HOUSING 4 MAINSTREAMING
WATER, SANITATION, MAINTENANCE

5 WASTE MANAGEMENT 6 OF PUBLIC
AND SEWAGE SYSTEM INFRASTRUCTURE

3.1 ACCELERATED DEVELOPMENT OF TRANSPORT

INFRASTRUCTURE
i. Undertake a comprehensive assessment of the state of all existing
public transport infrastructure projects and facilities across the country.
ii. Based on the findings of the assessment exercise, prepare and
implement detailed proposals for the reconstruction, rehabilitation,
expansion, completion, or commissioning of existing public transport
infrastructure projects and facilities.
iii. Establish a National Shipping Line as a strategic transport infrastructure
initiative, with the support of the private sector, to enhance the
maritime services sector as a vehicle for facilitating import-export trade,
particularly under the African Continental Free Trade Area (AfCFTA),
and boosting government revenue from shipping services.
iv. Revamp the operations of the Volta Lake Transport Company to provide
cost effective inland water shipping services on the Volta Lake.
v. Support private sector investments for the establishment of a National
Airline or a Home-Based Carrier.
vi. Provide fiscal and non-fiscal incentives to the private sector to invest in
the provision of transport infrastructure, under a variety of ownership
and management arrangements, including but not limited to Private
Sector Concessions; Build Operate and Transfer (BOT); Build Own and
Operate (BOO); Engineering, Procurement, Construction and Financing
(EPCF); Engineering, Procurement, Construction, with Debt Financing;
Engineering, Procurement, Construction, with Suppliers Credit.
vii. Provide medium to long term financing to local private sector
Contractors (two in every district), to acquire construction equipment
and other facilities on a work and pay contractual basis, for the
construction and maintenance of all urban and feeder roads in every
district.
viii. Establish a road tolling regime that will provide a fair and competitive
return for investment in the construction and maintenance of road
infrastructure, in particular highways and trunk roads.
ix. Amend existing regulations on modalities and charges associated with
Road Tolls, in line with the new Road Tolling Regime to be established.
x. Deploy proceeds from the Ghana Road Fund, exclusively to cover the
cost of the maintenance of public road infrastructure, in locations
where Road Tolls are not viable e.g. rural feeder roads and town roads
in urban and peri-urban communities.
xi. Liaise with the Bank of Ghana to issue Infrastructure Bonds with
attractive yields, to support the financing of strategic transport
infrastructural projects, with high income generating potential.
xii. Review and rationalize the mandates of all statutory agencies and
public institutions associated with the development of transport
infrastructure, and consolidate those with overlapping functions.
xiii. Strengthen existing research institutions engaged in the transport

infrastructure sector, and support research into the use of local raw
materials and technologies.
xiv. Develop strategic partnerships with foreign countries to build local
capacity for the delivery of transport infrastructure projects.
xv. Improve construction design of public transport infrastructure to
respond to the specific demands of client usage and cost considerations.
3.2 ENERGY SECURITY AND DIVERSIFICATION
i. Eliminate ‘Dumsor’ and achieve sustained and reliable supply of power

within a period of six months.
ii. Negotiate special credit lines for the supply of Gas and Crude from
existing supply sources, to optimize the use of existing thermal
generation infrastructure.
iii. Review the existing contractual agreements with Independent Power
Producers (IPPs), with the view to reducing the burden on government
in respect of financial commitments for the utilization of power
generated by the IPPs.
iv. Review and rationalize the mandates of all statutory agencies and
public institutions associated with the development of the energy
sector, and consolidate those with overlapping functions.
v. Review the Energy Sector Strategy and Transition Plan to respond
to current and emerging challenges of the sector, including but not
limited to prioritizing the introduction and use of low cost, efficient,
and green energy sources, such as Nuclear and Hydrogen power.
vi. Introduce Private Sector participation into the power distribution
sector, and create regional power distribution enclaves, managed by
the Private sector.
vii. Enhance revenue collection by ECG through the use of modern
technologies including but not limited to Artificial Intelligence (AI) and
Block Chain technology.
viii. Outsource the Retail and Commercial aspects of ECG operations
(Metering, Billing and Collection) from the Distribution function.
ix. Ensure the effective implementation of the Cash Waterfall mechanism
among the energy sector players, to promote efficiency in power
Generation, Transmission and Distribution.
x. Aggressively implement a programme of action to upgrade existing
infrastructure, including transmission lines, substations, and
distribution systems, to reduce technical losses.
xi. Introduce Mini-hydro systems with accompanying Transmission
infrastructure, as a means of decentralizing power generation and
transmission, and to reduce transmission losses and cost of power.

xii. Decouple thermal energy infrastructure from VRA, and introduce

Public Private Partnership (PPP) into the ownership and management
of all existing Government owned and controlled thermal energy
systems, to compete with IPPs.
xiii. Expand investment in Liquified Natural Gas (LNG) production
infrastructure and extend supply pipelines across the country to power
regional thermal systems.
xiv. Improve the business and investment environment to attract greater
investments into the upstream and downstream oil and gas sector.
xv. Reduce direct and indirect political interference in the management
of the energy sector, and promote transparency and accountability in
the sector.
xvi. Enforce the application of local content provisions in existing
legislations and regulations in respect of the energy sector.
xvii. Enhance the provision of good quality petroleum infrastructure,
including but not limited to storage facilities and distribution pipelines.
xviii. Develop the Western region as the new Oil and Gas Processing Hub
for West Africa.
3.3 PUBLIC HOUSING
i. Reduce significantly the public housing deficit, and achieve self-

sufficiency within a period of five years.
ii. Conduct a comprehensive review of all existing public housing projects,
and prepare and implement detailed proposals for the reconstruction,
rehabilitation, expansion, completion, or commissioning of such
projects.
iii. Establish a Mortgage Financing institution under a Public-Private
Partnership (PPP) arrangement, to promote public housing, in
particular affordable and low-income housing.
iv. Liaise with Traditional Authorities to facilitate access to large tracts of
land for construction of affordable housing by private sector developers.
v. Introduce fiscal and non-fiscal incentives to support private sector
estate development, as a means of reducing the cost of housing
delivery.
vi. Strengthen existing research institutions engaged in the development
and use of local raw materials and technologies for the building
construction industry.
vii. Review existing legislation and regulations on rent and rent control,
with a view to protecting the interest of citizens.

3.4 DIGITAL MAINSTREAMING
Digital mainstreaming in all government and public sector activities as well

as within the private sector, can only be achieved with a strong and robust
national digital infrastructure platform.
In this regard, the development of digital infrastructure will be aggressively

pursued, in respect of Network Infrastructure, Data Centers, Internet of Things
Devices, Artificial Intelligence and Machine Learning Platforms, Cybersecurity

Systems, Data Analytics and Visualization Tools, and Cloud Computing Support
Infrastructure.
High quality and efficient digital infrastructure as outlined above, will enable
digital services including but not limited to Virtual learning, E-commerce
and online shopping, digital healthcare and telemedicine, Digital payments
and transactions, Industrial automation and Remote work and offsite service
provision.
The following policy prescriptions are proposed to support the development of

the sector:
i. Undertake a comprehensive assessment of the state of all existing

public digital infrastructure and facilities across the country.
implement detailed proposals for the reconstruction, rehabilitation,
expansion, completion, or commissioning of existing public digital
infrastructure and facilities.
iii. Review and rationalize the mandates of all statutory agencies and public
institutions associated with the development of the telecommunication
sector, and consolidate those with overlapping functions.
iv. Conduct a comprehensive review of policies, programmes and projects
in the telecommunications and digital space, with a view to aligning
the structure and content with emerging global dynamics.
v. Provide fiscal and non-fiscal incentives to the private sector to invest in
the development of telecommunications and digital sector.
vi. Promote research and innovation in the application of digital technology
and services, including but not limited to developing curriculum for
basic, secondary and tertiary institutions, as well as adult learning
centers.
vii. Deepen penetration of digital technology usage in the public service
and across all sectors of the economy.
viii. Enhance the management and operations of existing technology and

innovation centers in districts across the country.

ix. Review existing legislation and regulations in respect of cyber security,
and ensure maximum enforcement and compliance with such
regulations.
x. Mainstream the application of digital technologies in the development
of new urban and peri-urban communities as part of government’s
urban renewal strategy.
3.5 WATER, SANITATION, WASTE MANAGEMENT &

SEWAGE SYSTEM
There is a plethora of laws, regulations, institutions, policies and programmes
in the area of Water, Sanitation, Waste management and Sewage systems. The
challenge has been the enforcement of the laws and regulations, and the lack
of connectivity in the execution of the policies and programmes in the sector.
Against this background, the focus of the policy prescriptions in this sector,
is restricted to new institutional arrangements that will coordinate current
efforts in the sector in an efficient and effective manner. The following policy
prescriptions are therefore proposed:
i. Conduct a comprehensive review of existing policies and programmes

in water, sanitation, waste management and sewage systems, with
a view to identifying critical challenges and obstacles in respect
of infrastructure, service delivery, coordination, financing and
maintenance.
ii. Review and rationalize the mandates of all public agencies and
institutions engaged in the sector with overlapping mandates, as well
as private sector economic operators within the sector.
iii. Undertake a massive investment programme, with the support of
the private sector, in the modernization of existing water treatment
systems, distribution networks and storage facilities accros the country.
iv. Embark on a comprehensive advocacy programme on efficient water
use and promote water-saving practices.
v. Assess turbidity levels in all major water bodies, particularly those
affected by illegal mining activities and implement concrete measures
to clean and clarify such water bodies.
vi. Introduce new legislation and regulations to protect water bodies in
Ghana.
vii. Decouple sanitation management from Community Water and
Sanitation Agency, and establish an omnibus National Sanitation,
Waste Management and Sewage Systems Authority.

viii. Develop a new Public-Private sector participation framework for

collaboration between the new Authority and private sector economic
operators in the sanitation and waste management sector.
ix. Conduct a comprehensive review of all existing projects across the
country, in respect of drains and waterways for flood and sewage
control, with a view to identifying gaps in the provision of infrastructure,
maintenance regimes, flood risk mapping, wetlands conservation and
early warning systems.
x. Develop and implement targeted projects designed to address the
deficiencies and gaps identified in the review exercise.
3.6 MAINTENANCE OF PUBLIC INFRASTRUCTURE
i. Introduce legislation and appropriate regulations to compel the

provision of a maintenance budget in all publicly funded infrastructure
development projects.
ii. Establish, equip and provide qualified personnel for Maintenance
Units in all MDAs and public sector organizations and companies,
to be responsible for the efficient and regular maintenance of all
physical infrastructure under the management and control of the said
institutions and organisations.
iii. Create robust mechanisms for the outsourcing of specialized
maintenance services to the private sector by MDAs and public sector
organizations and companies.
iv. Establish a decentralized national audit mechanism for tracking the
maintenance of all public infrastructure, and develop a comprehensive
programme to compel public institutions and agencies to comply with
audit outcomes.
v. Promote a complete mindset change among citizens on developing
a culture of maintenance and asset preservation, through aggressive
public education and advocacy.


THE
SOCIAL SERVICES
CLUSTER
4.0
The Social Services Cluster seeks to enhance the quality of life of the citizenry,
and provide the human capital resource for national development. In addition,
it ensures that vulnerable groups are not disadvantaged in terms of access to
services delivered by public sector institutions and organizations, as well as the
private sector and other economic actors.
There are five pillars under the Social Services Cluster, namely:
1 HEALTH 2 EDUCATION 3 SPORTS
4
VULNERABLE AND MARGINALIZED
YOUTH 5 GROUPS (WOMEN & CHILDREN;
THE AGED; PEOPLE LIVING WITH
DISABILITY - PWD)
04 THE SOCIAL SERVICES CLUSTER
4.1. HEALTH
The strategic objective under the Health sector is to progressively achieve

Universal Health Coverage in Ghana. To realize this objective, the GTP proposes
policy prescriptions that would generate transformational outcomes in health
delivery. The policies are grouped under the following broad thematic areas:
a. Health Infrastructure
b. Financing of Healthcare
c. Health Service Delivery
d. Human Capacity Development
e. Institutional Architecture
4.1. a HEALTH INFRASTRUCTURE
i. Undertake a comprehensive assessment of the state of all existing public
health infrastructure and facilities across the country.
ii. Based on the findings of the assessment exercise, prepare and implement
detailed proposals for the renovation, rehabilitation, retrofitting,
expansion, completion, or commissioning and operationalization of the
identified public health infrastructure and facilities.
iii. Establish new health infrastructure and facilities in specific locations
where required, based on the assessment exercise.
iv. Reconstruct incrementally in phases, the two leading specialist tertiary
Teaching Hospitals, namely Korle Bu and Komfo Anokye Hospitals on
their existing sites, using private capital on a BOT basis or other public-
private contractual arrangements.
v. Provide appropriate healthcare equipment and logistics to ensure
effective and efficient operationalization of all healthcare installations.
vi. Provide incentives to the Private Sector to build, own and operate
standardized Community Hospitals in all peri-urban centers and towns
across the country, on Work- and-Pay basis.
4.1. b FINANCING OF HEALTHCARE
i. Strengthen the operations of the National Health Insurance Authority

(NHIA), by introducing new transformative policy measures, including
but not limited to: i) increasing the National Health Insurance Premium
ii) extending the benefit package and coverage under the Scheme
iii) granting special dispensation for the non-payment of Premium to
citizens who are verified to be unemployed.
ii. Provide catalytic working capital funding at subsidized interest rates,
to support the efficient and effective operations and management of
privately owned healthcare facilities, based on an agreed criteria.
iii. Ringfence proceeds from the National Health Insurance Levy and
channel same directly and exclusively to support the operations of NHIA.

iv. Introduce a comprehensive digitalized audit system to eliminate the

incidence of collusion and fraud in the operationalisation of the National
Health Insurance Scheme.
v. Establish a Special Fund under the NHIA to subsidize the cost of
managing complex chronic diseases.
4.1. c HEALTH SERVICE DELIVERY
i. Restructure the operations of Community-based Health Planning and

Services (CHPS) Compounds to significantly improve access to quality
health services in rural communities.
ii. Introduce a General Practitioners (GPs) system based on the primary
care model, by deepening private sector participation in the delivery of
healthcare, and enhancing access of citizens to basic quality healthcare
services within a catchment area.
iii. Install 100,000 Health Screening Booths at vantage points in all
communities around the country, to provide screening for early
detection of lifestyle diseases (e.g. Hypertension, Diabetes, Heart
diseases, Cholesterol, Cancer) and other common ailments (e.g. Malaria,
Flu, Typhoid, Cholera) for a token fee. The Booths will be owned and
managed by SHS Graduates or Graduates from tertiary institutions, who
will be trained to provide the screening services on a Work and Pay basis.
iv. Upgrade existing Regional Hospitals to the status of specialist referral
hospitals across the country.
v. Provide funding at subsidized interest rates, to support the establishment,
operations and management of privately owned diagnostic and
laboratory facilities.
vi. Integrate fully Herbal and Traditional Medicine practice in all public
healthcare institutions across the country.
vii. Mainstream the establishment of Mental Health Units within all public
healthcare institutions across the country.
4.1. D HUMAN CAPACITY DEVELOPMENT
i. Provide fiscal and non-fiscal incentives to the corporate private sector,

to contribute to the establishment of a Special Fund, dedicated to
improving the work environment for health workers in the public sector.
ii. Undertake a comprehensive assessment of the human resource and
skills requirements for the health sector, and compare the findings with
an audit of the current staffing capacity within the sector.
iii. Recruit new staff to fill the skills gap identified from the assessment
exercise.
iv. Enhance opportunities for deployment and placement of qualified
health workers, particularly within government facilitated privately
owned health facilities.

v. Undertake a special human resource capacity building programme for

health personnel, specifically for purposes of meeting the high demand
for health professionals in foreign countries.
4.1. e INSTITUTIONAL ARCHITECTURE
i. Review and rationalize the mandates of all public institutions and

agencies in the health sector, and consolidate those with overlapping
functions.
ii. Establish a new Authority for Herbal and Traditional Medicine separate
from the Ghana Health Service.
iii. Strengthen the oversight responsibilities of the Ghana Medical and
Dental Council to regulate the practice of medicine in both the public
and private sector.


4.1. EDUCATION
The strategic objective under the Education sector is to provide free compulsory
early child, basic, secondary and tertiary education for all Ghanaians of school
going age, and to equip them with knowledge and skills, that will make them
employable or position them for self employment.
To realize this objective, the GTP proposes policy prescriptions that are grouped
under the following broad thematic areas:
a. Education Infrastructure
b. Financing of Education
c. Curriculum Development and Teaching
d. Human Capacity Development
e. Institutional Architecture
4.2. a EDUCATION INFRASTRUCTURE

i. Undertake a comprehensive assessment of the state of all existing public
education infrastructure and facilities across the country.
implement detailed proposals for the renovation, rehabilitation,
retrofitting, expansion, completion, or commissioning of the identified
public education infrastructure and facilities.
iii. Establish new education infrastructure and facilities in specific locations,
where required, particularly at the basic level, based on the assessment
exercise.
iv. Expand STEM school infrastructure as well as Technical and Vocational
Training infrastructure.
4.2. b FINANCING OF EDUCATION
i. Review the operations of the Ghana Education Trust Fund (GET Fund)
with particular emphasis on auditing the disbursement of funds for the
construction of educational infrastructure.
ii. Ringfence proceeds from the GET Fund Levy, and channel same directly
and exclusively to support the development and maintenance of
educational infrastructure and facilities.
iii. Create a Special Window within the GET Fund, with an independent
Board of Trustees composed of private individuals of high integrity, to
which development partner institutions, non-governmental entities,
corporate bodies and individuals could contribute funds to support the
financing of education.

iv. Provide catalytic working capital funding at subsidized interest rates,

to support the efficient and effective operations and management of
privately owned educational institutions, particularly at the pre-basic,
basic and secondary school levels, based on agreed criteria.
v. Review the operations of the Ghana Scholarship Secretariat and ensure
transparency and accountability in its operations. In addition, reposition
the Secretariat from the Office of the President to the Ministry of
Education, and ensure that its activities are aligned to the strategic
human resource requirements for national development.
vi. Conduct a comprehensive review of the Free SHS programme, with a
view to improving its operationalization, particularly in respect of:
• Financial Sustainability
• Infrastructural Requirements
• Curriculum Development
• Capacity Building for Teachers and Non-Teaching Staff
• Transitioning Free SHS Graduates to tertiary education and the world
of work.
4.2. c SERVICE DELIVERY, CURRICULUM DEVELOPMENT

AND TEACHING
i. Institute a compulsory Certificated Programme of Apprenticeship and

Internship for all Senior High School (SHS) and Technical & Vocational
School graduates.
ii. Conduct a comprehensive review of Curriculum from Basic through
to Senior High School, with a view to reorienting it to critical thinking,
innovation and mindset development, including civic education.
iii. Conduct a comprehensive review of conditions of service and
teaching environment at all levels in the educational sector, in order
to motivate and attract high level human resource into the teaching
profession.
iv. Improve early childhood and basic education in all its forms and
nature, including but not limited to physical infrastructure, learning
facilities, and teacher and curriculum development.
v. Review and revamp the concept and operationalization of Community
Day Schools.

4.2. d HUMAN CAPACITY DEVELOPMENT
i. Institutionalize the link between industry, academia and educational

institutions, reinforcing the importance of apprenticeship, internship
and mentoring, in preparing young people for the world of work.
ii. Institute a compulsory programme for professional attachment
in relevant institutions, organisations or companies for all tertiary
students, before completion of their academic studies.
iii. Establish regulations that require all technical professionals to
undertake extensive programs in management before placement
into key administrative positions.
iv. Develop a special initiative to build human resource capacity,
specifically to take advantage of global opportunities for employment,
under a new National Skills Export Programme (NSEP), which will
foster ‘Brain Gain’.
v. Develop a special initiative for the return and deployment of highly
skilled Ghanaian professionals from the Diaspora, under a new National
Skills Bank Programme (NSBP), to reverse the ‘ Brain Drain’.
vi. Develop the Volta region as the new Technical Skills Development
and Training Hub for West Africa.
4.2. e INSTITUTIONAL ARCHITECTURE

i. Review and rationalize the mandates of all public institutions and
agencies in the education sector, and consolidate those with
overlapping functions.
ii. Strengthen public and private sector institutions including the Ghana
Education Service (GES), National Schools Inspectorate Authority
(NaSIA), and the Ghana National Council of Private Schools (GNACOPS)
in the exercise of their oversight responsibilities for private secondary
education in Ghana.


4.2. SPORTS
i. Invest in world-class new-generation sports facilities, in selected
competitive sporting disciplines, including the establishment of
Sport Academies.
ii. Provide special funding through GET Fund to revamp school sporting
activities across the country.
iii.Facilitate private sector investments into sports infrastructure
development around the country, by providing fiscal and non-fiscal
incentives to leverage corporate funding for sports.
iv. Facilitate investments to attract long term funding in selected strategic
sporting disciplines, particularly football and boxing.
v. Promote Community-based and grassroots sports development
across the country to identify talents.
vi. Design and implement a comprehensive programme for managing
existing public funded sporting infrastructure across the country.
4.3. YOUTH
i. Undertake a comprehensive assessment of the state of infrastructure
of all existing Youth Leadership Institutes and Resource Centers
across the country.
implement detailed proposals for the renovation, rehabilitation,
retrofitting, expansion, completion, or commissioning of the identified
youth resource centers.
iii. Review and rationalize the mandates, management and operations
of all existing Youth Leadership institutions and organizations, and
consolidate those with overlapping functions.
iv. Strengthen mentorship and counselling programmes in existing
Youth Leadership institutions to support personal and professional
growth of young people.
v. Facilitate the establishment of youth-owned large-scale industrial
companies and commercial enterprises, for groups of young people in
different districts across the country, to be managed by experienced
semi-retired and retired professionals, under the auspices of the
Ghana Executive Service Organization (GESO), a management
services company to be established.
vi. Aggressively promote and mainstream entrepreneurship and
economic empowerment initiatives through all the existing Youth
Resource Centers.
vii. Design and implement a comprehensive national programme for
graduates of all tertiary institutions to start a small business, under

a new programme ‘Start Your Own Business’ (SYB), with financing

from a Youth Entrepreneurship Development Fund.
viii. Implement a program to support the establishment of medium to
large scale youth owned commercial companies for groups of young
people, by providing seed capital at concessionary interest rates with
loan guarantees, channelled through commercial banks.
ix. Revamp, recapitalize and refocus the National Service Scheme,
including but not limited to providing entry into the Military and
other Security Services.
x. Develop a comprehensive programme for certificated artisanal training
and craftsmanship for the unskilled youth, to be implemented through
existing Youth Resource Centers, Technical Training Institutions and
other informal Artisanal entities and groupings.
xi. Review and revamp the operations of existing Job Centers and other
recruitment entities, to enhance opportunities for job placement for
the youth.
xii. Establish and operationalise a Youth Employment Digital Platform,
which will create employment and internship opportunities for at
least 3,000,000 (three million) youth, within a period of two years.
xiii. Facilitate access to affordable and low-income housing for the youth.
4.4. VULNERABLE AND MARGINALIZED GROUPS (WOMEN

& CHILDREN; THE AGED; AND PEOPLE LIVING WITH
DISABILITY – PWD)
i. Review and strengthen existing social safety net programmes e.g.

School Feeding, Livelihood Empowerment Against Poverty (LEAP),
etc.
ii. Enforce existing regulations for the payment of a specified percentage
of the District Assembly Common Fund (DACF) to People Living with
Disability.
iii. Enforce regulations providing access to PWDs in both public and
private buildings and facilities.
iv. Provide incentives to the private sector for the construction and
operations of Retirement Homes for the benefit of the aged.
v. Facilitate the establishment of a Ghana Executive Service Organization
(GESO) for retirees and semi retired professionals, and harness their
expertise to support youth-led private sector initiatives, and small
and medium enterprises.


THE ENVIRONMENT,
SCIENCE,
TECHNOLOGY &
INNOVATION AND
NATURAL RESOURCE
CLUSTER
5.0
05 THE ENVIRONMENT, SCIENCE, TECHNOLOGY & INNOVATION
AND NATURAL RESOURCE CLUSTER
5.1 ENVIRONMENT AND CLIMATE CHANGE

One of the development imperatives for Ghana is the responsible management of
our environment, and how we deal with climate change. Scaling up Government’s
current efforts at reducing Ghana’s carbon footprints and facilitating access to
the carbon trading markets, as well as establishing mechanisms to strengthen
the country’s preparedness against the negative effects of climate change, is a
major strategic objective of this cluster.
The following policy prescriptions are designed to address some of the critical
issues in respect of the Environment and Climate Change:
i. Undertake a comprehensive review of the management and operations of the

Environmental Protection Agency (EPA), and identify key interventions that
will strengthen EPA as a Regulatory Institution, and enhance its programmes
and service delivery.
ii. Establish EPA as an independent Authority under a new Act of Parliament,
with a renewed mandate to coordinate the inter-sectoral activities required
under the National Climate Change Policy.
5.2 SCIENCE, TECHNOLOGY & INNOVATION
The strategic objective under the Science, Technology and Innovation thematic
pillar, is to promote policies and initiatives that will mainstream scientific research,
innovation and technological advancement in our national development
agenda.
In order to achieve this strategic objective, the following policy prescriptions are
proposed:
i. Appoint a high-level Policy Advisor on Science, Technology and Innovation to

the President.
ii. Undertake a comprehensive review of the mandate, management and
operations of the Council for Scientific and Industrial Research (CSIR), with a
view to realigning its operations with current and emerging challenges and
dynamics.
iii. Upscale research and innovation funding activities under the Ghana National
Research Fund (GNRF), and refocus its application to advance the use of
science and technology in national development.
iv. Establish the Eastern Region as the Science, Research and Innovation Hub for
West Africa.

5.3 NATURAL RESOURCE MANAGEMENT
The efficient and effective management and control of Ghana’s natural resources,
has the greatest prospect of transforming the country’s socioeconomic
development. The business model of the exploitation of these resources has
since independence, been controlled by foreign commercial interests, with very
little impact on Ghana’s development.
The following policy prescriptions under this thematic pillar are designed to add
value to our natural resources, optimize the benefits to be accrued, ensure that
the resources are managed in a sustainable way, and enhance the participation
of local economic operators in their exploitation:
i. Eliminate Galamsey within a period of two years.

ii. Aggressively enforce existing legislation and regulations against mining
in water-bodies and forest reserves, in order to avoid the pollution of
water-bodies and degradation of forest reserves.
iii. Develop and implement a new business model for dealing substantively
with illegal mining (Galamsey), by facilitating the establishment of
small-scale mining companies to be owned by groups of young people
currently engaged in Galamsey.
iv. Grant the small-scale mining companies licensing rights, appropriate
equipment and other facilities, technical and managerial assistance, as
well as access to organized marketing and distribution channels.
v. Undertake a comprehensive review of all legislation and regulations in
respect of the mandate, management and operations of institutions in
the natural resource sector.
vi. Based on the review exercise, consolidate institutions with overlapping
mandates, clarify regulatory functions and establish a new regime for
optimizing benefits from our natural resources.
vii. Review all existing contracts in the natural resource sector, with a view
to optimizing benefits to the country and enhancing local content.
Introduce new legislation and regulations that will significantly reduce
the export of raw materials from Ghana in any form, without a minimum
of 60% value addition by the year 2030.
viii. Enforce existing legislation and regulations in respect of land use in
Ghana.
ix. Amend Article 257(6) to establish Traditional Authorities as co-trustees
with the President, in respect of all mineral rights in Ghana.
x. Develop the Western region as the new Minerals Resource Processing
Hub for West Africa.


THE BEHAVIOURIAL
& MINDSET CHANGE
CLUSTER
6.0
06 THE BEHAVIOURIAL & MINDSET
CHANGE CLUSTER
The success of the GTP will depend among other things, on behaviourial and
mindset change in the conduct of citizens. This includes the following:
1 RESPECT FOR LAW PATRIOTISM

2
AND ORDER
3 ATTITUDE TO ENFORCEMENT OF
WORK 4
DISCIPLINE
THE ARROGANCE OF
5
POWER

CHANGE CLUSTER
6.1 RESPECT FOR LAW AND ORDER

All thriving democracies and matured economies are anchored on respect
for law and order. This is a fundamental requirement for social cohesion, the
conduct of business and execution of commercial transactions.
To promote respect for law and order among the citizens, the following policy
prescriptions are proposed:
i. Provide extensive support including but not limited to financial, logistics and
technical resources, to all institutions mandated to maintain law and order in
Ghana.
ii. Eliminate government interference in the management and operations of
institutions charged with the responsibility of maintaining law and order.
iii. Enforce compliance with provisions in existing legislation and regulations
designed to preserve public peace and order.
iv. Enhance citizens advocacy against lawlessness and irresponsible behaviour
and conduct in society.
v. Foster a sense of respect for social norms and national values among the
citizenry.
6.2 PATRIOTISM
Patriotism is a fundamental value enshrined in the Constitution of Ghana. It can

inspire Ghanaian citizens to work towards the betterment of the nation, foster a
sense of belonging and commitment to the national cause and also cultivate a
shared identity and promote unity. To enhance patriotism, the following policy
prescriptions are proposed:
i. Rebrand and revamp the operations of the National Commission for Civic
Education (NCCE), in order to ensure effectiveness and efficiency in programme
and service delivery.
ii. Mainstream civic education in the curriculum of educational institutions at
all levels, particularly at the pre-basic, basic and secondary levels, including
but not limited to maintaining familiarity and respect for national Symbols,
Anthem and Pledge.
iii. Strengthen Non-Governmental Bodies, Civil Society and Non-State Actors in
their advocacy and public outreach activities, in respect of promoting citizens
values, rights and responsibilities.

CHANGE CLUSTER
6.3 ATTITUDE TO WORK
A positive attitude to work is a prerequisite for achieving efficiency and

productivity, in both the public and private sector. To promote a culture of
commitment and dedication to work, the following policy prescriptions are
proposed:
i. Promote meritocracy, creativity and innovation, and reward diligence

and commitment to excellence.
ii. Enhance the quality of work environment with emphasis on team
building, mutual respect, inclusivity and collective responsibility.
iii. Strengthen supervision and institute monitoring and evaluation
mechanisms at all levels, particularly in the public sector.
iv. Provide training, mentorship and opportunities for growth and
advancement among workers.
v. Promote a culture of timeous execution and implementation of
responsibilities in any field of endeavour.
6.4 ENFORCEMENT OF DISCIPLINE
Maintaining discipline in all spheres of our national life, is a prerequisite for

progress and prosperity. A lack of discipline would undermine the success of
any transformational agenda.
To address this challenge, the following policy prescriptions are proposed:
i. Fast track the enactment of the Public Officers Code of Conduct

Bill, which prescribes standards of behaviour and consequences for
misconduct, in respect of public officers.
ii. Ensure fair and firm application and enforcement of rules, regulations
and other administrative guidelines in all spheres of national life.
iii. Enhance citizens advocacy on the need for maintaining discipline in the
conduct of everyday activities.

CHANGE CLUSTER
6.5 THE ARROGANCE OF POWER
This is a major obstruction to progress in our country. Positions of authority

must not be used capriciously. Leadership is an opportunity to serve the people,
and not to lord over them.
To address this challenge, the following policy prescriptions are proposed:
i. Promote a culture of servant leadership and humility in the exercise of power

and authority, particularly in the public sector.
ii. Enhance citizens advocacy against abuse of power by people in authority.
iii. Empower independent bodies mandated with oversight responsibilities for
public accountability and transparency, to monitor the conduct of people in
authority.
iv. Enforce provisions in existing legislation and regulations, designed to expose
and punish misconduct by public officers.

PROFILE
HON. ALAN KYEREMATEN

MOVEMENT FOR CHANGE
Alan Kyerematen is a Presidential Candidate for the

2024 General Elections in Ghana, and a former Minister
for Trade and Industry. He is the founder and leader
of the Movement for Change, a political organization
established to inspire and lead the process to change and transform Ghana into
a prosperous, united and peaceful nation. He is also the Leader of Alliance for
Revolutionary Change.
He was appointed in January 2017 by President Akufo-Addo as Minister for Trade
and Industry and resigned honourably in January 2023, after six years of service
to pursue his Presidential ambition. Mr. Kyerematen had previously served in a
similar capacity as Minister for Trade, Industry and President Special Initiatives
(PSI) under former President John Agyekum Kufuor, between 2003 and 2007.
Prior to that, he served as Ghana’s Ambassador to the United States of America
from 2001 to 2003.
Alan has had an extensive and distinguished record in international trade, public
policy, enterprise development, politics, diplomacy and law. He was a Senior
Trade Policy Advisor for the United Nations Economic Commission for Africa.
He was also Regional Director for UNDP’s flagship programme for enterprise
development in Africa, Enterprise Africa, establishing Enterprise Support
Programmes in 13 African countries.
As Minister for Trade and Industry, he led the implementation of the Government
of Ghana’s Industrial Transformation Agenda which is anchored on a Ten Point
Plan, including the One District One Factory (1D1F) Initiative, the establishment
of Strategic Anchor Industries, including the Automobile Industry, the
development of Small and Medium Scale Enterprises (SMEs), the establishment
of Industrial Parks and SEZs including the Greater Kumasi Industrial City, and
enhancing Export Development in Ghana.
Mr. Kyerematen was the leading architect for the African Continental Free Trade
Area (AfCFTA) project between 2011 and 2012, and successfully led Ghana’s bid in
2018 to host the Headquarters Secretariat of the AfCFTA in Accra.
Prior to his role in politics, Alan Kyerematen was responsible for establishing
and managing the EMPRETEC Programme in Ghana, a leading business
development institution sponsored by the United Nations. He led the
transformation of EMPRETEC from a UN project into an independent
Foundation, which is recognized as a world-class institution and best practice
model for entrepreneurship development in Africa.
Between 1984 and 1990, he managed a number of major private and public
sector consulting assignments in Ghana, as a Principal Consultant and Head
of Public Systems Management with the Management Development and
Productivity Institute (MDPI), a leading management development institution
in Ghana. Prior to this, he was a senior corporate executive with UAC Ghana Ltd,
a subsidiary of Unilever International, where he worked in various managerial
positions with distinction between 1977-1984.
Alan Kyerematen is a graduate in Economics from the University of Ghana and

is also a qualified Barrister-at-Law from the Ghana Law School. In addition, he
is a Hubert Humphrey Fellow of the School of Public Affairs and the School
of Management of the University of Minnesota, USA under the US Fulbright
Fellowship Programme. His secondary school alma maters are Adisadel College
and Achimota School of Cape Coast and Accra respectively.
In 1994, Mr. Kyerematen was listed as one of the top 100 Global Leaders for
the New Millennium by the Time International Magazine together with other
personalities such as Bill Gates and John F Kennedy Jnr. of the United States of
America. In 2013, he was nominated by the Heads of States of the African Union
to contest as Africa’s Candidate for the position of Director General of the World
Trade Organization (WTO).
Alan was born on 3rd October 1955 in Kumasi in the Ashanti Region of Ghana.
He is married to Patricia Christabel Kyerematen. They are blessed with two sons,
Alexander and Victor.
MOVEMENT
FOR CHANGE
GHANA WILL RISE AGAIN
SCAN ME
FOR GTP
A NEW POLICY BLUEPRINT FOR


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A NEW POLICY BLUEPRINT FOR GHANA’S

A NEW POLICY BLUEPRINT FOR GHANA’S TRANSFORMATION

3 GTP A NEW POLICY BLUEPRINT FOR

i. Private ownership and initiative

In an Enterprise Economy, individuals and businesses are empowered to

The Great Transformational Plan is designed to build an Enterprise Economy in

i. Stabilizing the macroeconomy

The lack of continuity in government projects across different administrations,

In response to these pressing challenges, the Movement for Change emerges as

i. advocate for a non-partisan approach to electing the President,

To achieve these strategic objectives, the Movement presents the Great

I urge all citizens of Ghana to embrace the Great Transformational Plan as a

Baafour Dr. Ossei Hyeamann Brantuo VI, Otumfuo Manwerehene

1.1 EXPENDITURE MANAGEMENT & CONTROL�������������������������������������������������������������� 14

3.1 ACCELERATED DEVELOPMENT OF TRANSPORT INFRASTRUCTURE

5.1 ENVIRONMENT AND CLIMATE CHANGE ������������������������������������������������������ 70

6.0 THE BEHAVIOURIAL & MINDSET CHANGE CLUSTER

6.1 RESPECT FOR LAW AND ORDER�������������������������������������������������������������������������������������75

12 GTP A NEW POLICY BLUEPRINT FOR

Notwithstanding programmes and interventions by various Governments with

Expenditure Management &

Lower Taxes and Duties

Low Competitive Interest

Reforms in Cocoa Sector

Deepening Capital Markets

14 GTP A NEW POLICY BLUEPRINT FOR

1.1 EXPENDITURE MANAGEMENT & CONTROL

1.2 REVENUE OPTIMIZATION

15 GTP A NEW POLICY BLUEPRINT FOR

1.3 LOWER TAXES AND DUTIES

16 GTP A NEW POLICY BLUEPRINT FOR

1.4 STABLE CURRENCY

i. Achieve currency stabilization within a period of one year.

1.5 LOW INFLATION

17 GTP A NEW POLICY BLUEPRINT FOR

1.6 LOW COMPETITIVE INTEREST RATES

1.7 DEBT SUSTAINABILITY MANAGEMENT

i. Enforce existing legal and regulatory regime on the capping of

1.8 INCREASING FINANCING FOR SMALL & MEDIUM

19 GTP A NEW POLICY BLUEPRINT FOR

1.9 REFORMS IN COCOA SECTOR FINANCING

1.10 DEEPENING OF CAPITAL MARKETS & FINANCIAL

i. Recapitalize all existing viable SOEs by offloading a minimum of 40%

20 GTP A NEW POLICY BLUEPRINT FOR

1.11 IMPROVING LABOUR PRODUCTIVITY

Labour as a factor of production is one of the most critical components for

1. labour productivity in both public and private sectors

1. labour productivity in both public and private sectors

To address these challenges, the following broad policy prescriptions are

1. Conduct a comprehensive review of all existing labour related policies

21 GTP A NEW POLICY BLUEPRINT FOR

2 Strategic Anchor Industries

The development history of most of

The Industrial Transformation pillar

22 GTP A NEW POLICY BLUEPRINT FOR

1.2.1 BOOSTING LOCAL PRODUCTION & PRODUCTIVITY

i. Review the Implementation Framework of the One District One

1.2.2 STRATEGIC ANCHOR INDUSTRIES

1.1 EXPENDITURE MANAGEMENT & CONTROL�� 14

5.1 ENVIRONMENT AND CLIMATE CHANGE �� 70

6.1 RESPECT FOR LAW AND ORDER��75