IMANI Africa has urged a “radical root and branch transformation” of Ghana’s public sector compensation management, citing persistent challenges with the Single Spine Salary Structure (SSSS) and fiscal pressures that threaten sustainability. In a reflection note following the engagement between the President of Ghana, John Dramani Mahama, and organised labour on March 17, 2026, the think-tank outlined practical steps to support the government’s plan to establish an Independent Emoluments Commission.
The analysis by Mr. Casely Ato Coleman, Senior Fellow at IMANI, highlights a “culture of failed public sector compensation management reforms”, noting that previous attempts to implement the Single Spine Pay Policy were hampered by political and institutional pressures, rather than purely technical shortcomings. IMANI draws attention to studies showing widespread dissatisfaction among civil and public servants, with concerns about industrial strikes and fiscal implications. In 2024, 22 strikes reportedly caused losses of GH₵1.7 billion, while eight strikes in 2025 resulted in GH₵635 million in disruptions, uncovering the system’s non-sustainability.
IMANI recommends four critical components to guide the transformation. The first is a clearly defined compensation philosophy, intended to link pay structures to both qualitative and quantitative constructs, benchmarking against peer organisations and aligning pay decisions with affordability and fiscal discipline. The reflection note stresses that arbitrary percentage-based salary increases should be replaced with transparent, data-driven approaches to pay adjustments.
The second component is a comprehensive compensation design, integrating job evaluation methodologies such as the Patterson, Peromnes, and Hay grading systems to ensure equitable placement of all public sector roles, from watchmen to political appointees. The note emphasises linking pay to performance, cost of living, and market positioning, moving away from long-service-based increments.
The third area focuses on headcount planning and legislative reforms. IMANI stressed that public sector staffing must have a strong connection to Ghana’s short, medium, and long-term development plans, while current legislative instruments that allow some boards to determine conditions of service independently are inconsistent with the Public Financial Management Act 2016 and the Constitution. The reflection calls for a unified legal framework to regulate headcount planning in line with the Independent Emoluments Commission.
Finally, IMANI emphasizes the importance of courageous leadership, urging the President and senior officials to engage stakeholders firmly and respectfully while relying on transparent data and insights. The note argues that such leadership is essential to implement a sustainable compensation framework that balances fiscal discipline with fair treatment of public sector employees.
Referencing Rwanda’s public sector reforms, the reflection highlights the benefits of connecting compensation with development objectives, clear implementation mechanisms, and performance-aligned remuneration. IMANI argues that Ghana’s path to sustainable transformation depends on a coherent compensation philosophy, data-driven pay design, disciplined headcount planning, and courageous leadership.
