[{"bbox": [93, 154, 254, 177], "category": "Section-header", "text": "Lessons Learnt:"}, {"bbox": [93, 181, 660, 209], "category": "Text", "text": "Below are lessons learnt from past development programmes:"}, {"bbox": [93, 212, 1163, 291], "category": "List-item", "text": "* Low absorption capacity of government institutions mainly because of bureaucracies within the government sector, making it difficult to meet strict development partner compliance measures in financing agreements – this is mitigated by developing simple programmes/actions."}, {"bbox": [93, 292, 1163, 399], "category": "List-item", "text": "* Ownership of programmes by government institutions is a major concern – this is mitigated by involving government officials during the initial design phase to ensure complete government buy-in. Also, avoid the imposition of programmes, as this has a high tendency of failure. Further, programme should be simple and without complexities."}, {"bbox": [93, 400, 1163, 480], "category": "List-item", "text": "* Retaining of staff remains a big challenge. In most cases trained staffs are either transferred or resign in search for better opportunities – this is reduced by ensuring that programme has a lot of train-the-trainer components to ensure sustainability."}, {"bbox": [93, 481, 1163, 561], "category": "List-item", "text": "* There is low desire for trained staff to learn and adapt to changes within a short time – this can be reduced by including mainstreaming change management into programme design. Also, public sector reform is a good way to accompany change management for staff."}, {"bbox": [93, 563, 1163, 642], "category": "List-item", "text": "* Government institutions, even within the same environment and sector, work in silos; they are best at protecting their own. This can be mitigated by ensuring that programme design includes linkages among multiple institutions as a way of encouraging coordination especially during preparation and implementation of annual activity plans."}, {"bbox": [93, 643, 1163, 697], "category": "List-item", "text": "* Development partner funding to Ghana is facing significant decline; therefore, programme design should ensure the inclusion of activities that can be sustained and consolidated when donor funding comes to an end."}, {"bbox": [86, 711, 400, 741], "category": "Section-header", "text": "3.5 The Intervention Logic"}, {"bbox": [96, 758, 1163, 838], "category": "Text", "text": "For the Public Finance Management activities which aims to strengthen and consolidate Ghana's accountability, transparency and oversight framework of public institutions, in addition to mainstreaming gender into the national budget and reporting systems, the underlying intervention logic is the following:"}, {"bbox": [96, 862, 1163, 945], "category": "Text", "text": "If the management and oversight functions of Public Procurement Authority (PPA) is enhanced, consolidated and sustained, **then** the public procurement systems will be more competitive, transparent, accountable, and climate responsive."}, {"bbox": [96, 969, 1163, 1024], "category": "Text", "text": "If the technical capacities of Ghana Audit Service in strengthened and consolidated, **then** the external audit mandate of GAS will deliver a more robust system to improve public accountability and reduce corruption."}, {"bbox": [96, 1049, 1163, 1104], "category": "Text", "text": "If the management and operational capacities of Internal Audit Agency/Service are enhanced, **then** public accountability will be improved, leading to corruption preventive measures."}, {"bbox": [96, 1128, 1163, 1183], "category": "Text", "text": "If gender responsive budgeting is introduced into public sector budgeting and reporting framework, **then** a well-structured accountability mechanism will be created to support gender equality."}, {"bbox": [96, 1208, 1163, 1286], "category": "Text", "text": "If civil society organisations representing all the segments of the society are strengthened through citizens' engagement and advocacy, **then** demand-side accountability will be enhanced to force government to be transparent and accountable."}, {"bbox": [96, 1314, 1163, 1368], "category": "Text", "text": "As far as concerns the **Private Sector Development activities** which aim to green and digitalise the Ghanaian private sector, as well as to make it more inclusive of women and youth, the underlying intervention logic is the following:"}, {"bbox": [96, 1393, 1163, 1448], "category": "Text", "text": "If the Ghanaian private sector's access to finance is increased, **then** the economic growth will be supported through positive impacts on entrepreneurship and employment."}, {"bbox": [96, 1473, 1163, 1528], "category": "Text", "text": "If the Ghanaian business regulatory environment and ecosystem is strengthened, **then** private sector will find it easier to get started and scale up."}, {"bbox": [96, 1552, 1163, 1608], "category": "Text", "text": "If the Ghanaian private sector is inclusive of women and youth, **then** the economic growth will be increased as more people will find economic opportunities."}, {"bbox": [1027, 1680, 1144, 1705], "category": "Page-footer", "text": "Page 19 of 30"}]