National development and sectoral plans WP2_GWP Ghana case study_maxwell boateng-gyimah_28 aug
Published on: Mar 3, 2016
Transcripts - National development and sectoral plans WP2_GWP Ghana case study_maxwell boateng-gyimah_28 aug
From 27 – 30 August 2013
Program Manager & Executive Secretary
Ghana Country Water Partnership
Linking WACDEP to Development
Planning and Decision Making Processes:
The case of Ghana
Scheme of presentation
• Level of planning and decision making
• Roles and responsibilities of key actors
• The national development context
• The Ghana Water Sector Vision
• Linking WACDEP to national development and
• Work packages 2
The history of Development planning in Ghana began with the
preparation of the first Ten-Year Development Plan (1920-
1930) by the then colonial Governor, Sir Gordon Guggisberg.
Between 1940 and 1986, over ten plans were prepared
including the 7-Year Development Plan (1963-1970) in the
All those plans were centrally prepared by Government
bureaucrats with little or no consultation and participation of the
stakeholders, beneficiaries or the public at large.
The “National Development Planning (System) Act”, 1994
(Act 480) and the accompanying “National Development
Planning Commission (NDPC) Act,” 1994 (Act 479).
These Acts sought to democratize the development planning
process by creating space for stakeholders to participate in the
In spite of the obvious benefits and advantages over central
planning, the smooth operation of the decentralized planning
system hinges on :
• Establishing conditions for plans stability and state
• Strengthening national capacities to enforce rules and
regulations as well as social discipline;
• Streamlining roles and responsibilities and relationships
among key planning and implementation actors;
• Developing communication strategy for policy
• Preparing plans and implementation through effective
stakeholder consultations and participation;
• Streamlining processes and timing of activities of planning
• Developing capacities of key actors.
Level of planning and decision making
-Coordinates the planning
-Formulates guidelines for all
planning activities undertaken
by all sectoral authorities
- Formulate National
Development Policy Framework
- Facilitates translation of
national development plans into
implementable programmes and
National level planning
(including sectoral plans)
District level planning
and District Assemblies
Development partners/ International NGOs
The key Central Management Agencies (CMAs) involved in the preparation,
budget implementation, monitoring and evaluation of Government policies
and programmes are
- The National Development Planning Commission (NDPC);
- The Ministry of Finance and Economic Planning (MOFEP); and
- The Ministry of Local Government and Rural Development (MLGRD).
Roles and responsibility of key actors
Metropolitan, Municipal and District Assemblies
• Coordinate the activities of decentralized planning
departments, development partners,
• NGOs, CBOs, and CSOs and the private sector.
• •Provide forum for participation of community
members, NGOs, CBOs, and traditional
• authorities in identifying community needs and
setting priorities for planning.
• •Provide special incentives for the private sector to
support local economic development.
• Prioritize areas in line with the policy framework.
Ministries, Departments And Agencies (MDAs)
••Act as lead and/ or collaborating agencies for
implementation of development plans.
••Determine programmes and projects in line with the policy
framework and annual budget guidelines.
••Realign on-going projects in favour of promoting growth
and poverty reduction activities.
••Prioritise and cost activities for inclusion in the annual
budget and request for release of funds for implementation
of approved activities.
••Monitor and evaluate output targets and programme
••Submit periodic reports on implementation progress and
challenges to NDPC and subsequently to MOFEP
Regional Coordinating Councils
••Coordinate preparation of district
development plans and budgets.
••Coordinate District Assembly Common
Fund and special programmes to propel
growth and respond to poverty.
••Harmonise district plans.
••Monitor the implementation of district plans
and submit reports.
Development Partners/International NGOs
••Take part in the identification of national
goals and priorities.
••Develop new programmes and projects in
support of the policy framework.
••Re-shape existing programmes of
development partners to support the priority
••Provide financial and technical support to
relevant programmes and projects.
••Take active part in reviews on spending and
discussions of findings from monitoring and
••Support independent evaluation of plan
The national development context
Policy context of national development
The current policy “Ghana Shared Growth Development Agenda (2010-2013), a development plan
recognized the macroeconomic and structural challenges that limit the capacity of the economy to
achieve sustainable improvements in the standards of living of the people. The medium-term strategy is
anchored on the continued pursuit of macroeconomic stability and the sustainable exploitation of
Ghana’s natural resource endowments in agriculture, minerals and oil and gas supported by strategic
investments in human capital, infrastructure, human settlements, science, technology and innovation to
drive industrialisation, in particular manufacturing.
Strategic Direction and Priorities
The Government recognizes that the overall growth strategy will have implications for the environment.
Special attention shall therefore be paid to environmental sustainability as well as determine the impact
pathways of climate change and the areas of national vulnerability for appropriate policy
In this regard, expenditure will be prioritized in favour of policies, programmes and projects
in the following areas:
2. Infrastructure (including transport, energy, housing, etc)
3. Water and sanitation
5. Education (including ICT, Science, Technology and Innovation)
The Ghana Water Sector Vision (1/2)
Vision: The vision of the water sector is “sustainable water and basic
sanitation for all by 2025” which means ensuring that “all people living in
Ghana have access to adequate, safe, affordable and reliable water service,
practice safe sanitation and hygiene and that water resources are sustainably
Goal: The goal of the sector is “to contribute to improvement in the living
standards of Ghanaians through increased access and use of safe water,
sanitation and hygiene and sustainable management of water resources.”
The objectives of the sector are as follows:
i) To achieve universal coverage for water and sanitation services by 2025:
1. increase the national water coverage rate from 59% in 2009 to 80% by 2015
and 100% by 2025;
a) increase rural and small towns water coverage from 59% in 2009 to 76% by 2015
and 100% by 2025;
b) increase urban water coverage from 59% in 2009 to 85% by 2015 and 100% by
2). To contribute to increasing the national sanitation coverage from 13% in 2008 to
53% by 2015 and 100% by 2025;
ii). To ensure sustainable financing for investments, operation and maintenance of
1. increase sector investment to US$ 350 million annually for water and sanitation
services, 0.5% of GDP for sanitation and hygiene education from 2011 to 2015;
2. increase GoG contribution to investment in the rural water sector through
budgetary allocations and concessionary loans from about 5% in 2009 to at least
30% by 2015, 50% by 2020 and 100% by 2025;
3. ensure full recovery of rehabilitation, operation and maintenance costs of urban
water service by 2015;
4. ensure at least 95% functionality of rural and small towns’ water systems via
effective community operation and maintenance of existing facilities throughout
the plan period (2012- 2025);
5. secure at least 5% of the water and sanitation sector investment financing from
other sources including private sector financing and internally generated funds
for investments by 2020.
Ghana Water Sector Vision (2/2)
Work Package 2
Objective: To support countries to integrate water
security and climate resilience into national
development planning, decision-making processes
Key output: National development plans and/or
sectoral plans that include Water Security and Climate
Indicator: Number of institutions and strategies,
sectoral and development plans- integrating water
security and climate resilience
Activities, tasks, outputs and method
Activity Tasks Output Method for
Identify the Sector Policies, and the Sector Strategic
Development Programmes (long and medium term)
and the water and water related projects in water
and sanitation, food, energy, environment, etc.
submitted to the NDPC.
the SSDPs of the
agencies, the water
to NDPC under
GSGDA, the ones
screened for WS &
CR and the method
and processes used.
PSC will appoint
Consultant/ Partner to
work with the WRC and
the NDPC to carry out
the tasks in
collaboration with the
Will include staff to be
trained WP 6
Identify which projects have been screened for a)
water security b) for climate resilience by the WRC
and c) the processes and methods used to get them
admitted into the national development plan.
Carry out a
Convene workshop of stakeholders NDPC,
MOFEP, MWRWH, MOFA, MOE, MOTC, MEST,
MLNR, MLGRD, WRC, CWSA, GWCL, FC, EPA,
MMDAs etc. to discuss and comment on findings
particularly with regard to screening methods and
the procedures for submission to NDPC taking
into account those to be made available through
the Capacity Building of WP 6.
Workshop to be
organised by the PSC
for Consultant /
Partner to present
findings of the
Activities, tasks and outputs
Activity Tasks Output Method for
Identify water related development in
sectors like highways, forestry, mining,
housing, environment etc.
projects in water
methods used for
climate change and
use of the methods
they do not exist
PSC will appoint
Partner to work
with WRC and
NDPC to carry out
include staff to be
trained WP 6
Identify water components in their
development assess how they can be
adapted to withstand the disasters due
to water security and climate change.
Prepare guidelines for screening such
projects for investment analysis using
outputs of WP 6