Revitalising Ghana’s Civil Service

The Civil Service of Ghana, as mandated by the Civil Service Law, 1993 (PNDC Law 327), is to assist the government in the formulation and implementation of policies that drive national development.

With its constitutional recognition under Article 190(1) of the 1992 Constitution, the Civil Service remains central to governance, providing continuity, policy coordination and administrative leadership.

Yet, for decades, the institution has been critiqued for inefficiency, politicisation, weak accountability mechanisms and a general resistance to reform.

It is, therefore, refreshing that the Head of Civil Service, Dr Evans Aggrey-Darkoh, has reiterated the Service’s renewed commitment to digital transformation, productivity enhancement and customer satisfaction. His statements, made during this year’s Civil Service Week, indicated a bold and necessary pivot towards systemic reform.

Among the steps taken are the introduction of electronic platforms for recruitment, promotion and performance appraisal, and the linkage of payroll systems to the Ghana Card to eliminate ghost names—an initiative already yielding significant results.

These interventions are commendable, not just for their ambition, but for their relevance in addressing long-standing inefficiencies. Digitalisation, if pursued comprehensively, can minimise human interface—a conduit for delays and corrupt practices—and significantly improve service delivery.

But it must be stressed that technology is only as effective as the people who deploy and manage it.

A digital revolution without a parallel transformation of the human element—attitudes, ethics, skills and motivation—will yield only superficial results.

Across the globe, countries with high-performing civil services offer clear lessons.

In the United Kingdom, the civil service operates with impressive neutrality, institutional memory and operational readiness, even during governmental transitions.

Civil servants there are deeply professionalised, guided by performance-based advancement, robust internal audits and continuous capacity development. UK’s Civil Service College and its fast-stream programme offer a model of cultivating excellence and commitment to national objectives.

Ghana would do well to adapt—not merely admire—these practices.

The 2024 Blavatnik School of Government’s Index of Public Administration, which did not feature Ghana, emphasises that public administration systems must be people-centred, well-managed and efficient, if governments are to achieve desired development outcomes.

The report underscores a vital truth that governments do not deliver results, people do. Hence, the quality, integrity and motivation of civil servants determine the extent to which policies fashion real improvements in the life of citizens.

That is why reforms must be comprehensive. Beyond digital platforms, Ghana’s civil service needs urgent attention in several key areas.

Training must go beyond entry-level orientation. Continuous learning, skills enhancement and leadership development should become core tenets of civil service life.

Again performance management must have a central place in our civil service.

A restructured performance appraisal system that is transparent, tied to deliverables and enforced rigorously is essential.

We should ensure that non-performance have consequences while excellence is rewarded.

The head of civil service must make sure to strengthen internal monitoring units and set up ethics offices and empower them with real authority to detect, prevent and sanction misconduct.

What has worked against the civil service over the years is politicisation.

To do away with the problem we must ensure that appointments and promotions are based strictly on merit, competence and experience.

A politically neutral service is key to consistency and public trust.

Citizens are not passive recipients but stakeholders, as such a customer-focused service must measure satisfaction and adjust services accordingly.

Indeed, the Civil Service is the bedrock upon which effective governance rests. It is the engine room of public policy.

Without its transformation, no government—regardless of vision or popularity—can deliver lasting development.

The current efforts to digitalise operations, increase compliance and rebrand the service are steps in the right direction but much remains to be done.

The Daily Graphic calls on all stakeholders—government, civil servants, development partners and the public—to rally behind this reform agenda.

The opportunity to rebuild a world-class, responsive and efficient civil service is here.

Let us seize it with resolve, commitment and collective will to drive our development aspirations.