|
3.
National strategies for sustainable development in Ghana
Given
the large number of strategy processes and programming approaches to implementing
Vision 2020 in effect and the time constraints of the study, the review
would only briefly describe some of the key historical and current strategic
frameworks.
3.1
Key historical processes
3.1.1
7-Year Development Plan
The
7-Year Development Plan was initiated in 1964 as first integrated and
comprehensive economic plan in Ghana’s development administration history.
The main objectives were to accelerate economic growth, start a socialist
transformation of the economy and remove all vestiges of colonial structure
of the economy. It was prepared by the Planning Commission with input
from committees of civil service, academia and business. Key stakeholders
were the Conventions Peoples Party (CPP) and government, the state sector
of the economy, cooperatives, civil service, the intelligentsia, private
business sector. Implementation of the plan was cut short by the military
intervention of 1966.
3.1.2
The Economic Recovery Programme
The
next most significant historical programmatic effort in national development
was the two-phased Economic Recovery Program involving stabilization and
rehabilitation, and liberalization and growth that was initiated in 1983
with the support of the World Bank and the IMF. The major objectives were
to arrest the severe economic decline of the 1970s and improve the social
and overall well being of Ghanaians, particularly the under-privileged,
deprived and vulnerable. The programme was prepared solely by government
teams and collaborating officials of the World Bank and the IMF, with
very little or no involvement of civil society groups. The ERP provided
the impetus for a long-term growth approach to development that laid the
basis for the development of the National Development Planning Framework
that was the pre-cursor to the Ghana Vision 2020.
These
historical strategic processes are more fully described in Annex B.
3.2
Contemporary mechanisms
3.2.1
Ghana Vision-2020
I. Year
initiated: The underlying long-term development policy framework preparation
was initiated in 1991 and completed in 1994 but the Ghana Vision-2020
nomenclature was adopted in 1996.
II.
Brief description: A national development policy framework covering
long-term (25 years) development objectives covering five basic thematic
areas of macroeocnomics, human development, rural development, urban development
and enabling environment. The achievement of these long-term objectives
is expected to transform Ghana into a nation whose material well being
and standard of living would conform to those of middle-income countries
as at 1993/94. The Ghana Vision-2020 provided a framework to guide sectoral
agencies and the District Assemblies prepare policies and programmes for
economic and social development that would enable Ghana achieve her long-term
goals. The long-term objectives were to be achieved by implementing policies
through five-year medium-term rolling plans.
III.
Key Objective: Ghana is to achieve a balanced economy and a middle-income
country status and living standard by the year 2020.
IV.
Status of preparation and implementation: Preparation of the Vision
has been completed. The First Medium Term Development Plan 1996-2000 has
been implemented. The preparation of the Second Medium Term Development
Plan 2001-2005 has been halted by the new government after the Policy
Framework had been developed.
V. Key
stakeholders: The preparation of the Vision was dominated by central
government agencies, especially the National Development Planning Commission
and ministries, departments and agencies. However, the preparation of
the medium term development plans has involved a very wide array of stakeholders,
including District Assemblies, the private sector, NGOs, academics, workers,
and traditional authorities.
VI.
Main preparation process: The preparation of the Vision was principally
the work of the National Development Planning Commission. The NDPC first
sought to inject social and spatial considerations in to the economic
policy framework underlying the structural adjustment programme in 1987.
This effort was followed by the production of a human centered development
policy framework in 1991 by the Commission. To integrate long-term perspectives
into the ERP that would ensure that Ghana achieves continuous development
at an accelerating pace through the promotion of a human-centered, comprehensive
and integrated approach to development, the National Development Policy
Framework (NDPF) was drafted by the NDPC during 1991-1994. Sectoral ministries
and agencies, and, district authorities provided comments on goals and
hierarchy of goals and strategies of the NDPF.
VII.
Key documents:
| National Development
Planning Commission. Making People Matter – A Human Development Strategy
for Ghana. Publication by NDPC (IDPG\SPD). December 1, 1991.
|
| Republic of Ghana,
National Development Policy Framework. Volume I: Long Term Development
Objectives. National Development Planning Commission. February 1994.
|
| Republic of Ghana,
National Development Policy Framework. Volume I: Long Term Development
Objectives. National Development Planning Commission. Revised May
1994. |
| Republic of Ghana,
Ghana-Vision 2020 (First Step: 1996-2000), Presidential Report to
Parliament on Coordinated Programme of Economic and Social Development
Policies. December 1994. |
VIII.
Observations on outcomes and effectiveness: The Vision has provided
a guiding and overarching reference point for the formulation and implementation
of various development strategies and programmes since 1996. However,
implementation of the First Medium Term Plan (1996-2000) has lagged while
the core strategic underpinnings of the Vision are yet to be integrated
into the development psyche of the nation as the people are not generally
familiar with what it would take to achieve the Vision.
3.2.2
National Economic Forum
I. Year
initiated: September 1997
II.
Brief description: It was the first national consensus building
exercise for all stakeholders to discuss economic and development policy
measures for growth under the Ghana –Vision 2020. It was attended by the
President, Vice-President, Ministers and various other stakeholders, and
was supported by the UNDP.
III.
Key Objectives: The fundamental objective of the National Economic
Forum was achieving a national consensus on policy measures for accelerated
growth, within the framework of Ghana-Vision 2020.
IV.
Status of preparation and implementation: The outcomes and consensus
reached have been integrated into national economic and development policy
making.
V. Key
stakeholders: It was attended by the following numbers of participants,
keyed to the Syndicate Groups they represented:
- Macroeconomic stability
142
- Economic Growth:
Agriculture 83
- Economic Growth:
Manufacturing 92
- Employment and
Human Development 99
The
Post-Forum Committee to prepare Action Plans and integrate recommendations
had 52 members.
Overall,
participation in the Forum was by several interest groups including:
1) government,
2) Council
of State,
3) parliament,
4) judiciary,
5) private
sector,
6) labour,
7) NGOs,
8) political
parties,
9) traditional
authorities,
10)
donors,
11)
professional groups (such as the Ghana Bar Association, Ghana Medical
Association),
12)
farmers,
13)
the military,
14)
universities,
15)
local authorities,
16)
the CSIR,
17)
consumers association of Ghana,
18)
constitutional bodies (such as the National Commission on Civic Education,
CHRAJ),
19)
private press
VI.
Main preparation process: The NDPC invited several stakeholders,
grouped into four syndicate groups to discuss issues of macroeconomic
stability, agriculture, manufacturing and international competitiveness,
and, employment aimed at generating strategic policy recommendations for
reducing inflation and unemployment. A Post-Forum Committee synthesized
and harmonized the four Syndicate Group Reports into a comprehensive Forum
Report and a set of Action Plans
VII.Linkages
to Ghana-Vision 2020: The Forum was a mechanism for helping review
and affirm economic and development policy measures required for accelerated
growth as envisaged under the Ghana Vision 2020.
VIII.Key
documents: Republic of Ghana – National Economic Forum at Accra International
Conference Centre on 2-3 September 1997 on the Theme: Achieving National
Consensus on Policy Measures for Accelerated Growth within the Framework
of Ghana-Vision 2020.
IX.
Observations on outcomes and effectiveness: The Forum provided
the opportunity for various stakeholders to reach consensus on key economic
issues and actions needed to underpin the achievement of the goals of
the Ghana Vision 2020. The Forum was well attended and the reports were
well received by government. However, implementation of several recommendations
has lagged. The new government would likely utilize the mechanism of the
Forum
3.2.3
Comprehensive Development Framework
I. Year
initiated: 1999
II.
Brief description: A development programming approach that takes
a comprehensive view of the entire development spectrum and provides a
holistic framework for identifying and analyzing development needs, and
programming development interventions from all partners in an integrated
and consistent manner designed to strengthen development planning and
coordination across all the development partners.
III.
Key Objectives: The objectives of the CDF process were to engender:
- improved inter-relationships,
coherence and increased integration of sector polices and programmes
- a rapid shift
by donors towards financing of development programmes, instead of individual
projects
- reduced government
effort and resources in managing different donor systems
- increased government
ownership and management of Ghana’s development programme, and stronger
partnership with donors, civil society and the private sector.
- a more comprehensive
pattern of resource allocation that reduces inter-donor competition.
IV.
Status of preparation and implementation: Preparation of the CDF
was completed in 1999 for the Tenth Consultative Group meeting in Accra
in November 1999.
V. Key
stakeholders: Government of Ghana, civil society represented by NGOs
and other stakeholders under the ambit of SAPRI, and donors
VI.
Main preparation process: This is discussed in Section 4.
VII.
Linkages to Ghana-Vision 2020: The CDF provides the framework for
development assistance required to achieve poverty reduction as envisaged
under Ghana-Vision 2020. The formulation of thematic areas covered by
the CDF are framed differently but in essence cover the same ground as
addressed by the eight thematic areas of the Second Step of the Ghana-Vision
2020. However, the CDF serves more as a more immediate development programming
tool while Ghana-Vision 2020 provides a more long-term vision of national
growth.
VIII.
Key documents: Government of Ghana- A First Draft Comprehensive
Development Framework Towards Ghana Vision 2020. Tenth Consultative Group
(CG) Meeting. November 23-21, 1999. Accra. Ministry of Finance.
IX.
Observations on outcomes and effectiveness: The CDF has yielded
favourable outcomes in terms of helping to better focus and redefine donor,
especially World Bank, development assistance to Ghana. The document provided
the framework for the World Bank’s new Country Assistance Strategy for
Ghana. The involvement of civil society in the preparation of the document
has enhanced their role in development programming.
3.2.4
Ghana Poverty Reduction Strategy (GPRS)
I. Year
initiated: Developed in 1995/96, being updated in 2000-2001
II.
Brief description: A home-grown strategic approach to poverty reduction
through emphasis on economic growth, integrated rural development, improved
access of the poor to basic economic and social services, expanded employment
for urban poor, and, family planning.
III.
Key Objectives: The overarching goal is reduction of poverty and
general improvement in the welfare of all Ghanaians. The objectives of
the GPRS include: (a) reducing the incidence and depth of both rural and
urban poverty, mainly through the acceleration of pro-poor growth, (b)
improving the income earning capabilities and opportunities for the poor
and vulnerable, (c) minimizing gender and geographical disparities, (d)
facilitating a healthier, better educated and more productive population.
IV.
Status of preparation and implementation: The development of the
GPRS was completed and has generated projectized interventions. A revision
and update of the Ghana Poverty Reduction Strategy process is under preparation.
The preparation of the GPRS is parallel to the preparation of the World
Bank-sponsored Poverty Reduction Strategy Papers (PRSP)
V. Key
stakeholders: The update of the GPRS involves participation from several
stakeholder groups, including the NDPC, sectoral ministries and agencies,
local authorities, civil society organizations, professional bodies, academic
think tanks, and trades unions.
VI.
Main preparation process: The government, with the support of the
UNDP, produced a National Action Programme for Poverty Reduction in 1995.
This engendered the need for an institutional mechanism to coordinate
development of initiatives, resulting in the formation of an Inter-Ministerial
Committee served by an inter-agency and multi-sectoral Technical Committee
on Poverty (TCOP) that produced the Policy Focus for Poverty Reduction
in 1996. Under the ambit of the NDPC’s Poverty Reduction Unit, a Ghana
PRS Task Force (now composed of the TCOP members) is coordinating the
process of updating the GPRS through the use of Core Teams to prepare
frameworks and programmes covering focus areas of the strategy.
VII.
Linkages to Ghana-Vision 2020: The overall poverty reduction process
of the Government is derived from and tied to the Ghana- Vision 2020.
The objectives of the 1995 poverty reduction strategy informed the goals
and approach adopted for poverty alleviation in the Vision 2020. The update
of the GPRS and the preparation of the Ghana Vision 2020 - Second Step
framework are linked in several ways:
(a)
the six priority areas of the GPRS are covered by the Vision 2020 framework
explicitly,
(b)
the GPRS is linked to the existing planning process with the GPRS deriving
its focus from the Vision 2020 Second Step policy framework,
(c)
the timetables for the two processes were synchronized,
(d)
the outputs of the Second Step process would be factored into the GPRS
update,
(e)
planning guidelines for use by District Assemblies and sectoral agencies
would reflect the focus on poverty reduction as emerging from both the
Vision 2020 and the updated GPRS.
VIII.
Key documents:
| Republic of Ghana,
Reducing Poverty through Improved Agriculture. Main Report Prepared
by the Government of Ghana for the Tenth Meeting of the Consultative
Group for Ghana. Accra November 23-24, 1999. |
| The World Bank,
Republic of Ghana – Development Strategy for Poverty Reduction. Report
No. 20186-GH. March 8, 2000. |
| Republic of Ghana,
Policy Focus for Poverty Reduction. Technical Committee on Poverty
(TCOP), Technical Secretariat, NDPC. Accra. September 1996.
|
| World Bank, Ghana
– Poverty Past, Present and Future. Report No. 14504-GH. Population
and Human Resources Division, Africa Region. June 29, 1995.
|
| Government of
Ghana, National Action Programme for Poverty Reduction. Ministry of
local Government and Rural Development, with assistance of UNDP. February
1995. |
IX.
Observations on outcomes and effectiveness: The GPRS has spawned
three major interventions: (a) the National Poverty Reduction Programme
with support from the UNDP, (b) The Social Investment Fund aimed at enhancing
access of the poor to basic services and local-level capacity-strengthening
with support from the UNDP, African Development Bank, (c) Community-based
Poverty Reduction Approaches initiative. Effectiveness of these projectized
interventions is hampered by several factors including lack of micro-credit
and implementation capacity weaknesses at the local level. Other initiatives
that have taken on board the poverty reduction objective include the Village
Infrastructure Project (VIP) and the Agricultural Services Sector Investment
Programme (AgSSIP).
3.2.5
Common Country Assessment (CCA)
II.
Year initiated: 1997
III.
Brief description: A participatory process for reviewing and analyzing
progress in national development goals and programmes and as foundation
for programming and advocating development assistance under the UN system.
Under the United Nations Development Assistance Framework (UNDAF), the
UN Mission has since 1997 undertaken the Common Country Assessment (CCA)
of the national development situation to provide standard reference for
the government and UN system organizations in terms of the status human
development, analysis of progress and problems in meeting common development
targets, and, basis for development programming.
IX.
Key Objectives:
- Provide an integrated
and cross-sectoral assessment of the status, problems and challenges
in achieving human development goals.
- Provide an instrument
for programming and advocacy of development assistance from the UN system
in-country through the UNDAF mechanism.
- Provide common
framework for monitoring the efficacy of UN development assistance
- Provide a tool
for improving development planning and coordination between the government,
development partners, civil society and the private sector.
V. Status
of preparation and implementation: The first CCA was prepared in 1997
and used as an input into the preparation of Ghana’s first UNDAF for the
period 1998-2000. The 1999 CCA formed the basis for the formulation of
Ghana’s UNDAF 2001-2005 which prescribes the country programmes of the
UN agencies.
VI.
Key stakeholders: The Government of Ghana, all UN system agencies,
other development partners, representatives of civil society organizations
and the private sector.
VII.
Main preparation process: The preparation of the Assessment was
managed by Ghana UN Country Team, under the leadership of The Resident
Coordinator, with the government playing a leading role. The report was
prepared by six thematic groups as indicated below:
|
CCA
thematic work group
|
Government
Lead Agency
|
Coordinating/Lead
agencies
|
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|
Food
security and nutrition
|
Ministry
of Food and Agriculture
|
FAO/WFP/UNU
|
<#0>idth1idth3idth2256idth3idth2477idth3idth3403
|
Health
|
Ministry
of Health
|
WHO/UNFPA/UNICEF
|
<#0>idth1idth3idth2256idth3idth2477idth3idth3403
|
Water,
sanitation and housing
|
Ministry
of Works and Housing
|
World
Bank/UNICEF/HABITAT/UNU
|
<#0>idth1idth3idth2256idth3idth2477idth3idth3403
|
Education
|
Ministry
of Education
|
UNICEF/UNESCO/WB
|
<#0>idth1idth3idth2256idth3idth2477idth3idth3403
|
Income
and employment
|
Ministry
of Employment and Social Welfare
|
UNIDO/UNDP/FAO/WB
|
<#0>idth1idth3idth2256idth3idth2477idth3idth3403
|
Protection
and participation
|
Parliament/National
Institutional Renewal Programme
|
UNDP/UNHCR
|
<#0>idth1idth3idth2256idth3idth2477idth3idth3403
|
Macroeconomic
framework
|
Ministry
of Finance/NDPC
|
IMF/WB/UNDP
|
idth1idth3idth2256idth3idth2477idth3idth3403
VIII.
Linkages to Ghana-Vision 2020: By helping to engender common understanding
and consensus of Ghana’s development needs across themes, sectors and
donors, the CCA was to support the formulation of the Second Step of the
Ghana Vision 2020.
VII.
Key documents: Ghana – Common Country Assessment. United Nations,
Joint Consultative Group on Policy. March 1997.
Ghana
Common Country Assessment 1999. Accra. August 18, 2000
X. Observations
on outcomes and effectiveness: The CCA has been effective in joint
programming of UN development resources by the government and the UN system.
The 1999 CCA was complementary to the CDF as it provided a cross-cutting
assessment of human development, in contrast to the CDF process that was
underpinned by sector and thematic group work. However, the CCA has not
received publicity as a development-planning document and is not referred
to outside the UN system. Consequently, it was not widely used in preparing
the Second Step Policy Framework of Ghana Vision 2020 partly due to its
low visibility and because its areas of thematic classification did not
closely match those of the Second Step formulation.
3.2.6.
Renewable Natural Resources Sector Strategy (1996-2000)
I. Year
initiated: 1995, completed in 1996.
II.
Brief description: An integrated strategic approach to the management
of renewable natural resources (RNR) that ensures that various programmes
aimed at enhancing the contribution of sustainable natural resource management
to the accelerated social and economic development of Ghana are well-coordinated.
This is to improve the efficiency, impact and sustainability of sector
programmes. The strategy consists of a set of prioritized interventions
that could be implemented within the current development environment and
those that required significant reforms to overcome structural constraints
in the sector.
III.
Key Objectives: The overall objective is that RNR is sustainably
managed for the benefit of present and future society. Specific aims are
to:
- establish effective
institutional and legislative arrangements for the effective and efficient
management of renewable natural resources
- enhance regeneration
of RNR, including biodiversity
- increase the level
of values-added to RNR products
- make regulations
in the RNR sector more enforceable
- adopt appropriate
technical options for resource utilization and management
- reduce economic
over-dependence on RNR
IV.
Status of preparation and implementation: The preparation of the
strategy was completed. However, implementation has not been effective.
V. Key
stakeholders: Different stakeholders participated in the development
of the strategy, but their scope could not make their involvement very
participatory. A full presentation of stakeholder participation in the
formulation of the RNRSS is presented in Section 5 of this report.
VI.
Main preparation process: The government fashioned a process of
consultations, consensus building and planning to ensure sustainable development
of RNR through the Consultative Group on Renewable Natural Resources beginning
with a Consensus Building workshop in September 1995. This was followed
by a Goal Oriented Project Planning (GOPP) workshop in November 1995,
a series of consultations, and, a Strategy Formulation workshop in March
1996 that resulted in the draft RNRSS. The draft Strategy was reviewed
at a Stakeholder Forum in July 1996.
VII.
Linkages to Ghana-Vision 2020: The strategy was developed in parallel
to the First Medium Term Plan of the Ghana Vision 2020. However, the strategic
framework for RNR management was in line with the First Step.
VIII.
Key documents:
| Government of
the Republic of Ghana, National Development Planning Commission. Report
on Goal Oriented Project Planning Workshop to Formulate a Strategic
Programme for the Renewable Natural Resource Sector in Ghana. November
8-11, 1995. |
| Government of
the Republic of Ghana, National Development Planning Commission. Workshop
Report on Strategy Formulation for the Renewable Natural Resource
Sector in Ghana. March 28, 1996. |
| Government of
the Republic of Ghana, National Development Planning Commission. Report
Stakeholder Forum on the Draft Renewable Natural Resources Strategy
(1996-2000). September 12-13, 1996. |
| Participatory
Approaches Learning Study of the Process of Formulating Renewable
Natural Resources Sector in Ghana. Prepared by George Botchie, George
Ortsin, F. D. Tay, G. Laryea-Adjei for International NGO Training
and Research Centre (INTRAC), Oxford and UK Department for International
Department under the supervision of NDPC, Accra. |
IX.
Observations on outcomes and effectiveness: It is not clear whether
the government ever approved the RNRSS since the proposed institutional
structure for managing the strategy, including the establishment of an
inter-ministerial committee to issue policy guidelines and the expansion
of the District Environmental Management Committees (DEMCs) to embrace
other aspects of RNR management, was not set up. Furthermore, most of
the projectized interventions in the sector during the period arose from
sub-sectoral strategic plans, such as the National Biodiversity Strategy
(1998), Forest and Wildlife Policy (1994), the Forestry Development Master
Plan (1996-2000), and, the Forest Protection Strategy (1995). However,
these initiatives and subsequent ones, such as the Environmental Sanitation
Policy (May 1999) of the Ministry of Local Government and Rural Development,
National Land Policy (June 1999) of the Ministry of Lands and Forestry,
and the Strategic Plan (1999-2003) of the Environmental Protection Agency
were in congruence with the objectives and components of the Renewable
Natural Resources Sector Strategy.
3.2.7.
National Economic Dialogue (NED)
I. Year
initiated: May 2001
II.
Brief description: The first national consensus building exercise
for stakeholders to discuss the new government’s economic policies, including
its approach to poverty alleviation within the context of its new vision
for long term economic growth and the decision to participate in the HIPC
programme. The Dialogue was attended by the President, Vice President,
Ministers, donors and all types of stakeholders.
III.
Key Objectives: The major objective was to reach consensus on the
economic policies required to move Ghana forward from the present economic
difficulties, including the large debt overhang and high inflation and
unemployment.
IV.
Status of preparation and implementation: Some outcomes of the
NED are being factored into the new government’s economic policies, especially
measures to regain fiscal balance, while the bulk of recommendations will
inform future economic policies.
V. Key
stakeholders: The interest groups that participated mirrored those
that attended the 1997 National economic Forum.
VI.
Main preparation process: Consultants prepared position papers
to be discussed by Thematic Groups that set the agenda. An earlier workshop
of thematic groups of stakeholders to discuss the new poverty reduction
strategy in April provided a vital input into the preparations towards
the NED. A further preparatory seminar was held for representatives of
the stakeholder groups at the Ghana Institute of Management and Public
Administration (GIMPA) prior to the main event. The NED was conducted
around six themes: poverty reduction strategy; golden age of business;
education, labour market and human resource development; resources for
growth; economic policy; financial sector.
VII.
Linkages to Ghana-Vision 2020: The new government explicitly rejected
the Vision 2020 as the framework within which it will formulate its economic
policies because it has evident that the goal of the Vision could not
be achieved within the planned timeframe, given the major slippages in
achieving targets under the First Plan 1995-2000. Hence, the new government
has proclaimed its vision of Ghana developing into a major agro-industrial
nation by 2015, propelled by a golden age of business. However, several
of the thematic thrusts of the newly evolving economic policy framework
cover the same ground as under the Vision 2000.
VIII.
Key documents: Background papers by consultants.
IX.
Observations on outcomes and effectiveness: The forum was well
attended and the outcomes are very relevant to the nation’s progress.
Most of the outcomes emphasized past recommendations or were variations
on the major themes as there were few very significant ground-breaking
recommendations. Nonetheless, vigorous and full implementation of the
agreements reached by the stakeholders should place Ghana on the path
to true sustainable growth and poverty reduction.
3.3
Identifying national strategies for sustainable development in Ghana
The
DAC High Level Meeting in May 1999 defined a national strategy for sustainable
development (NSSD) as “ a strategic and participatory process of
analysis, debate, capacity strengthening, planning and action towards
sustainable development”. The imperative is the integration of social
and environmental concerns into economic development objectives.
However,
the 2000-2001 OECD-DAC-developing country dialogues have engendered a
modification of that definition as follows: “a coordinated set of
participatory and continuously processes of analysis, debate, capacity-strengthening,
planning and investment, which integrates the economic, social and environmental
objectives of society, seeking trade-offs where this is not possible”.
Given
the dynamics of development administration various development instruments
seek to address diverse development imperatives. Hence, there are several
strategies that seek to fulfill various development needs.
As a
first step in identifying a national strategy for sustainable development
in Ghana, it is essential to determine the extent to which various development
administration processes meet conditions for sustainability and strategic
orientation. This requires determining the parameters that make a planning
process achieve sustainable development.
Consensus
is only now emerging on the parameters of strategic frameworks for sustainable
national development. The draft OECD/DAC Policy guidance for country-level
strategies for sustainable development recognizes the following elements
as necessary for a strategy process to achieve sustainable development:
(a)
Goals and Principles: A coherent vision, commitment, policies and strategies
to integrate economic, social and environmental objectives
(b)
Mechanisms: The following set of mechanisms are required to implement
the process of strategy development:
- Intelligence gathering
- Research and analysis
- Strategic environmental,
economic and social assessment
- Participation
- Communication
- Experimentation
and innovation
- Planning and decision-making
- Finance
- Monitoring and
accountability
Assessed
against the above parameters, there are several areas of weaknesses of
the Ghana Vision 2020. These include the following:
- There is no overall
and integrative model that integrates macroeconomic, sectoral, spatial/physical,
and, financial aspects of planning.
- It does not specify
and agree on trade-offs in integrating the various pillars of the framework,
such as environment, social and economic issues.
- There was no scenario
analysis to form the basis for strategy formulation and there has been
no analysis of external linkages. Hence, the exercise is less than strategic.
- The framework does
not provide ways of dealing with constant change on the path to achieving
the goals of the vision.
- Long-term policy
objective priorities are not necessarily reflected in public resource
allocation and incentive structures.
Despite
these defects, compared with the CDF, CCA, and the RNRS, the Vision 2020
meets most of the criteria above. The Vision framework:
- is the most comprehensive
development programming exercise;
- is more of a strategic
mechanism than most of the other;
- defines the programmatic
strategies required to achieve long-term goals;
- takes the long-term
view;
- has provisions
for strategic steps to achieve the vision (First Step, Second Step,
etc);
- has provisions
for periodic review;
- covers all the
sectors needed to make a vision sustainable (economic, social, NRM,
governance, gender, etc);
- utilizes a participatory
process of preparation.
In effect,
the Vision 2020 is akin to an umbrella process that provides a broad vision
of long term development goals, the big picture within which complementary
strategies (such as GPRS and RNRS) can be identified as tools towards
achieving the broad picture of the Vision, and the overall setting for
the evolution of the institutional framework within which sector strategies
and programmes are developed and integrated. It provided a guide for the
way forward and to the various strategic approaches required to reach
overall national development goals.
|
