Too often, government leaders fail to adopt and implement policies that they know are necessary for sustained economic development. Political constraints can prevent leaders from following sound technical advice, even when leaders have the best of intentions. Making Politics Work for Development: Harnessing Transparency and Citizen Engagement focuses on two forces—citizen engagement and transparency—that hold the key to solving government failures by shaping how political markets function.

Planning has failed to exert effective influence on the growth of human settlements in Ghana. As a result, the growth of cities has been chaotic. The district assemblies, which are the designated planning authorities, are commonly blamed for this failure, yet little attention has been given to district assemblies’ perspectives of what factors lead to failures in planning. This paper attempts to fill this gap. Drawing on fieldwork in Ghana, it argues that, from the perspective of district assemblies, five major challenges inhibit planning, namely: an inflexible land ownership system, an unresponsive legislative framework, undue political interference, an acute human resource shortage, and the lack of a sustainable funding strategy. The paper concludes with proposals for reforming the planning system in Ghana.

Prepared for the USAID/DRG Centre Volume Decentralized Governance and Accountability: Academic Research and the Future of Donor Programming

Decentralisation and local governance aim at local economic development, but collaboration among key actors at the local level is essential in realising this objective. However, at district assembly level Ghana exhibits problematic conflicts between district chief executives (DCEs), who head the executive committee, and presiding members (PMs) who convene and preside over assembly deliberations, acting as speaker. This study aims to unpack the main causes of such unsavoury conflicts by using 13 case studies from the Ashanti Region. Both primary and secondary data were collected for the study. Primary data was gathered from a selection of 40 key informants drawn from three main groups including DCEs, PMs, and other stakeholders such as regional coordinating council members, assembly members and chiefs. The main research instrument was one-on-one in-depth interviews with participants. The study found deep-seated conflicts between DCEs and PMs, in some cases even transcending these two actors to involve a greater section of actors within the local government administration. The study noted that professional bureaucrats within the local government service are affected when allegations of affiliation are levelled against them. The study also found that the legal status of DCEs and PMs appears to be the main driver of potential conflict, although other context-specific issues were also prevalent.

This report was prepared by the International Labour Office as the basis for discussions at the Joint Meeting on the Impact of Decentralization and Privatization on Municipal Services to be held from 15 to 19 October 2001 in Geneva.