Ghana: Volta River Authority

In August 2011, our partner, Felix Tamattey led a team of professionals under the auspices of PwC to conduct a Business Process Re-engineering (BPR) of the Finance, Procurement and Planning functions of the Volta River Authority (VRA). The purpose of the BPR was to: streamline VRA's core financial, administrative and procurement processes; and to identify appropriate computer solution(s) to drive the re-engineered processes.

Upon the successful completion of this assignment, a phase II of the project was awarded for implementation. At this stage of the project, the consultants were expected to provide implementation support for the successful transition of the newly developed and re-engineered processes into an Oracle E-Business suite (an enterprise resource planning - ERP solution), which VRA had procured from Oracle Consulting, Egypt. To meet this objective, Consultants in collaboration with the VRA's relevant counterpart staff, carried out a quality assurance review to ascertain whether the recommended processes and structures had been efficiently implemented and that they are operating as approved by management. The project successfully completed in February 2013.

Ghana: Ghana Oil Company (GOIL)

Management of the Ghana Oil Company Ltd (GOIL) in September 2014 launched the business transformation SAGE 300 ERP Implementation Project that consists of three main work streams as follows:
• Management Information Systems (MIS) transformation.
• Re-engineered business processes implementation support
• SAGE 300 ERP software implementation.

GOIL contracted CFY Partners to provide support in implementing their processes, which were re-engineered prior to the commencement of the all-encompassing SAGE 300 ERP Implementation Project. CFY Partners are the project managers of the SAGE 300 ERP Implementation Project with the following discrete workstreams:
• MIS Transformation.
• SAGE 300 ERP Solution implementation.
• GOIL Process Improvement implementation.

Ghana: Fully Costed Subvented Agencies Reform Programme

As part of the National Institutional Renewal Programme (NIRP), the Government of Ghana engaged our partners and managers (who were by then working with PwC Ghana) to undertake a review of more than 300 subvented agencies with the view to determining their continuing relevance to the national socio-economic and cultural agenda and priorities. The agencies, which are located all over the country, had been established during various periods in the country's history and were partly or fully funded by the Treasury.

This entailed gathering and reviewing information about the legal and regulatory structures, human resource issues, internal structures and financial management procedures of all subvented agencies. The consultants team interviewed the agencies’ top management teams and reviewed a wide range of relevant documentation including their enabling laws and strategic plans. We also reviewed their achievements within the context of their mandates and the prospects of them becoming financially self-sustaining. Finally, we developed a model to be used to determine the cost of restructuring individual subvented agencies.

Ghana: Categorization Of Subvented Agencies

Again, our partners and staff working for PwC Ghana, assisted the Public Sector Reform Secretariat to establish two broad categories of Subvented Agencies (SAs), namely those that will continue on full government subvention and those that will be closed down or subvention withdrawn, partially subvented or fully commercialised. Subvented Agencies (SAs) are largely involved in service delivery. They are implementing agencies set up by the Government to provide a wide range of services and receive budgetary support from the Government.
This assignment entailed the following:

• Carrying out an initial exercise to ascertain the existing number of SAs.
• Conducting a review of selected SAs to determine whether scope exists for any of them to generate commercial revenue from their activities.
• Commenting on the ease and speed with which identified SAs can be closed down or subvention withdrawn, whilst highlighting any key policy, legal, financial and labour issues.

Ministry of Local Government and Rural Development (MLGRD), Ghana

Our partners working with PwC at the time were responsible for the assessment of the above GoG/Royal Netherlands Government funded programme in Ghana.
The scope of the assignment involved an assessment of the institutional, financial management, procurement and Monitoring and Evaluation capacity of the Ghana School Feeding Secretariat. This was to enable the Royal Netherlands Government to assess the Secretariat ability to manage the programme in these four functional areas. The Development Partners (DPs) were particularly interested in value for money procurement for which Charles managed the entire process to provide opinion to the DPs.