Transport Management Department

 Our Vision

Our dream and aspiration is to enhance health services delivery through excellence in transport management.

 

Our Mission

Our primary mission is to ensure the availability and reliability of transport as an essential logistic for the delivery of health services; and to do this in the most cost effective and efficient manner.

 

Our Strategic Intent

Our strategic intent is not just to provide vehicles, but to ensure that high availability and reliability of transport resources translate into improved health outputs; through the corresponding utilization of vehicle availability.

 

Our Core Value

To see transport as a vital health tool for the effective delivery of health services

 

Our Strategic Objectives

The Department’s Strategic Objectives are aimed at contributing towards the general achievement of the Strategic Objectives of the Five Year Programme of Work (2002-2006), which are Access, Quality, Efficiency, Financial Resources, and Inter-sectoral Collaboration:

The following are therefore the main Strategic Objectives of the Department in the medium term (2002-2006):
1. Ensure easy geographic access and ease of spatial mobility to the population by health staff
2. Reduce the cost of operating the Service through a lower average fleet running cost for its vehicles
3. Contribute to quality and efficiency of care by the timely positioning of health logistics and human resources
4. Increase vehicular resources by ensuring high vehicle availability and reliability, thereby freeing funds for transport to support other critical areas
5. Build closer working relationships with other relevant organizations to share knowledge, learning and experience for our collective benefit

 

Our Core Competencies

The Department has an in-depth knowledge and experience in the management of vehicles for the delivery of social services such as health, education, and others. Some of the core knowledge areas are strategic transport management, motorcycle operation and management, Transport Policy formulation, maintenance management systems, designing of transport management systems.

 

Our Generic Strategy

To provide an adequate fleet of all types of vehicles, well maintained, managed and deployed particularly to the lower levels of health care to support priority health interventions.

These vehicles shall be run by highly trained and motivated personnel.

 

Strategic Role Of Transport In Health Service Delivery

The general roles of transport in the Service are outlined as follows:
• Primary health care (PHC) services (immunization, health education, disease surveillance, rural outreach services, etc)
• Patient Transportation (Transfers and Pre-Hospital Care)
• Monitoring and supervision
• Haulage of medical logistics
• Specialist Outreach Services
• General administrative assignments

 

Functions/Responsibilities 

The Department is responsible for the following:

• Formulation of GHS transport management policy and general management of transport resources
• Prepare GHS Transport Procurement Budget, including annual procurement plan
• Advise on vehicle procurement and allocation
• Develop and maintain National Inventory of all GHS fleet of vehicles
• Ensure the compliance of GHS Transport Policy and other operational documents
• Operate Planned Preventive Maintenance for all GHS fleet of vehicles
• Produce Transport Management Performance report at specified periods for management 
• Assess and determine the Human Resources needs of the Department and advise on training and recruitment of staff     
• Advise and initiate vehicle specifications, disposal and replacement
• Undertake transport monitoring and evaluation support visits to regions
• Any other transport related matters assigned

 

Human Resources And Levels Of Operation

The Department is staffed with highly trained and dedicated personnel especially, the HQ and Regional Level. It has a wide range of staff who manage transport at the HQ, Regional, District and Institutional Levels.

 

Staff No. Functions

Head of Department 1 In charge of GHS transport policy implementation and general management of transport resources
Fleet Engineer 1 Provides technical advice and oversees the repair and general maintenance of GHS transport fleet 
Transport Manager (HQ) 1 In charge of the general management of GHS HQ Transport Fleet
  
Regional Transport Managers 10 In charge of the general management of Regional Transport Fleet
District Transport Officers/Assistants 110 In charge of the general management of District Transport Fleet
Regional Mechanical Superintendents 8 In charge of the management of the Regional Mechanical Workshops
Drivers 800 Driving and proper care of official vehicles 
Mechanics 200 Servicing and maintenance of official vehicles
Administrative Staff-
Administrative Officer, Stenographer, Typists, Telephonists, Accountant, etc 10 In charge of the National Secretariat and provides support to Head of Department on administrative, personnel and financial matters

 

Relationships

 Internal Relationships:
• Directorates of the Service and other Agencies
• Department /Programme Heads

 External Relationships:
• Ministry of Transport
• Ghana Police Service
• Department of Vehicle Licensing Authority
• Motor Companies
• Insurance Companies
• Relevant NGOs 
• Public    

 

The Transport Management System Of The GHS

There are five major subsystems or components identified in the system. These are Policy, Operational Management, Management Information System, Fleet Management, and People Management.

 

Policy  

It is the adopted framework that sets out the rules within which all transport and related resources are managed in the GHS.  The transport policy covers the following main areas such as Vehicle replacement, Standard makes and models, Allocation, Vehicle safety and accident management, organizational responsibilities, etc. The Policy is dormant until it is made active by the Operational Management subsystem.

This is the sub-system that determines what should be achieved in the transport management system.

 

Operational Management

This sub-system refers to the day-to-day management of all transport resources. The major operational architecture established are the operational management structure, operational procedures, authorization, documentation, planning and scheduling and control measures.


The operational management ensures the achievement and measurement of the key performance indicators.

Management Information  


It is therefore an evaluative tool, which defines and measures inputs against outputs. This is an information intelligence sub-system. The main information intelligence facets are designing of data collection instruments, sourcing of data, data analysis, information use, reporting on, storage and retrieval management. It has been identified to be a pivotal sub-system, which has facilitated the integration of transport into health management and the overall sustainability of the TMI. It is the nerve-wire of the whole system, receiving operational shocks and providing feedback to other sub-systems. It is operationally pervasive and diffused throughout the entire system.

It must be noted that the success of the Transport Management Initiative is anchored in the strong management information intelligence system established during the Project Implementation.

 

People Management

This is another vital component of the system, which is central to the survival of the other sub-systems. It is the only animated sub-system, which helps animate the other inanimate ones. This sub-system ensures that adequate capacity is built for all key stakeholders involved in transport. The main stakeholders in the model are all managers, T.Os, drivers, mechanics, partners and other ancillary users. People Management involves all activities such as recruitment, training (technical and managerial), deployment, progression and exit of human resources. Senior Management commitment and understanding of transport management issues are vital.

 

Fleet Management 

This broadly relates to the selection and procurement, maintenance and repairs, disposal and replacement of the vehicle fleet. Effective Fleet Management is a basic requirement for operational efficiency, availability and reliability.

All the components work to ensure vehicle availability and reliability.

 

Transport Portfolio Of The Service

No. Type Of Vehicle  Purpose
1 Motorcycle Used by Sub-districts for rural outreach programmes
2 Saloon Used by Directors for their administrative rounds
3 Pick-Up Used by districts, hospitals and institutions for general service delivery (e.g. Stores, administration, outreach services, monitoring etc.)
4 Bus (Small & Medium) Used primarily by training schools for field studies
5 Ambulance Used by hospitals for the conveyance of critically ill patients on transfer
6 Station Wagon Used by HQ, RHA, Teaching Hospitals and other Institutions for monitoring and trekking
7 Bicycle Used by commdepartmenty volunteers for disease surveillance
8 Haulage Truck Used by Stores to convey stores and supplies
9 Water Tanker Used for the supply of water to health institutions lacking water
10 Forklift Used for on-loading, off-loading, conveyance and proper handling of stores and supplies
11 Cold Van Used for the distribution of vaccines and medicine needing transport under specific/prescribed temperatures
12 Bleeding Van To be used for the bleeding of blood donors
13 Hearse Used by hospitals for the conveyance of corpses
14 Tractor Used for service 
delivery to commdepartmenties cut off by river bodies
15 Boat To be used for service delivery in hard-to-reach areas  (e.g. Afram Plains)

 

 

Deputy Director

Mr. Ebo Hammond is a logistics and transport management professional with over 20 years of experience in the health sector. He is currently the Deputy Director in charge of Transport Management Department of the Ghana Health Service (GHS). He was the Head of Transport for the entire Ministry of Health when it used to be one single ministry. He has been one of the key officers who have helped to build the enviable transport management system of the Health Sector; in the areas of transport policy development, operational and maintenance systems. He was instrumental in the piloting of an ambulance service which offered useful lessons for the role out a National Ambulance Service for the country. He was also very instrumental in the establishment of the MOH Staff Vehicle Revolving Scheme (a fund of over GHC90 million capitalization). He has served on a number of committees notable among them was the Ghana Health Service Launching Committee (which he was the Chair of its Marketing Sub-Committee responsible for planning, branding and launching of the Service as a corporate body; Hospital Strategy Group, among others. He was a World Bank Consultative Expert on Clean Air Project for Africa Region (2001-2007) which advocated for elimination of lead from fuels in Africa and reduction of vehicle-generated urban air pollution. Mr Hammond is a Governing Council Member of the Chartered Institute of Logistics and Transport (Ghana); where he holds the office of Executive Secretary.

Among his key academic qualifications, He holds an Edinburgh MBA from the University of Edinburgh (2000), UK; a Bachelor of Science in Business Administration from the University of Ghana (1993) and a Postgraduate Diploma from the Chartered Institute of Marketing, UK (2003).  He has several postgraduate programmes in Physical Distribution, Humanitarian Logistics, Logistics and Supply Chain, Project Management, Inland Water Transport Management and Operations, etc. He is a Chartered Fellow of the Chartered Institute of Logistics and Transport, International (UK).

 

Mr Hammond has core competence in strategic transport policy development and management; and a research interest in the role transport plays in reducing poverty, enhancing and re-engineering social capital formation, logistics packaging and reverse logistics systems, humanitarian logistics and marketing of transport services.