An Analysis of Medium Term Plans on the Activities of...

AFRICA DEVELOPMENT AND RESOURCES RESEARCH INSTITUTE (ADRRI) JOURNAL

ISSN: 2343-6662 ISSN-L: 2343-6662

VOL. 25, No. 2 (3), November, 2015

Published by Africa Development and Resources Research Institute

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ADRRI JOURNALS (www.adrri.org)

ISSN: 2343-6662 ISSN-L: 2343-6662 VOL. 25, No. 2(3), November, 2015

An Analysis of Medium Term Plans on the Activities of District Assemblies in Ghana: a

case study of Tarkwa Nsuaem Municipal Assembly.

James Acheampong Nguah

Lecturer, Department of Secretaryship and Management studies, Takoradi Polytechnic

P.O Box 256, Takoradi, Ghana.

Email: [email protected]

Received: 16TH October, 2015 Revised: 11TH November, 2015 Published Online: 30THNovember, 2015

URL: http://www.journals.adrri.org/ http://www.journals.adrri.com

[To Cite this Article: Nguah, J. A. (2015).An analysis of Medium Term Plans on the Activities of District Assemblies in

Ghana: a case of Tarkwa Nsuaem Municipal Assembly. Africa Development and Resources Research Institute Journal,

Ghana: Vol. 25, No. 2 (3). Pp. 1-22, ISSN: 2343-6662, 30TH November, 2015.]

Abstract

The investigated implementation of medium-term plans of Tarkwa Nsueam Municipal

Assembly, bringing into focus the level of efficiency in the implementation, challenges as well as its effect on

Socioeconomic Development. The study was descriptive, using both primary and secondary sources of data. The

study gathered data with the aid of the questionnaire and analysed data using the SPSS. The study revealed that

the Assembly had no effective compliance to all the requirements, including inability to strictly comply with time

lines for preparations and implementations. It was found that there is statistically positive relationship between

implementation of the District Medium- Term Development Plans (DMTDPs) and Socioeconomic Development.

A significant relationship was found between medium-term plan implementation and two key variables being

infrastructural development and poverty reduction. Analysing the findings on the challenges facing the assembly

in its effective implementation of DMTDPs, the study established that there is inadequate resource to support

implementation in addition to budgetary constraints, while effective coordination is also lacking. Key

recommendations therefore included the need for the various assemblies to be supported with the needed

development at the local level. It was recommended that the assemblies should put in place the necessary

transparency and accountability systems to engender the local-wide interest and support of its various

development agendas.

Keywords: Tarkwa Nsuaem, district medium term, development, socioeconomic, metropolitan, municipal,

assembly

mailto:[email protected]


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INTRODUCTION

The concept of decentralization has been recognized since the 19th century by both the colonial and all post

independent governments in Ghana as a major tool for the accelerated political, social and economic development

of our country. Decentralisation in Ghana had different structural and functional focus with varied degrees of

implementation successes and failures. Decentralisation describes the transfer of authority on a geographic basis

to local government units or special statutory bodies. This could either be by de-concentration (delegation) of

authority to field units of the same department, or level of government or by devolution of authority to local

government units or special statutory bodies (Walker, 2002).

Decentralisation is a mechanism for bringing government closer to the governed and helps improve public

administration by empowering local authorities to be the planning and decision making bodies and thereby

enhancing the capacity of government to achieve local participation. The concept of the local government was

introduced in the Gold Coast (now Ghana) during the colonial era with native authorities, centred on chiefs,

which were not democratic because the chiefs were handpicked. Their main interest was to help the British

Colonial Government, with limited involvement in local administration, to administer law and order (Adamu,

2004). The Municipal Ordinance of 1959 established municipalities in the coastal towns of the Gold Coast, and in

1943, a new Ordinance set up elected town councils for Accra, Kumasi, Sekondi-Takoradi and Cape Coast. In

1953, the Municipal Councils Ordinance was passed and this was followed by Local Government Act of 1961, Act

54. In all of these pieces of legislation, the distinction between Central and Local Government institutions was

maintained (Adamu, 2004). Over the years, the concept has been refined to its present status.

Overcoming the challenge to reconcile broad national policy framework with locally generated needs is

fundamental to decentralised development. Unless this is done with a commitment to implementation, attempts

at meeting the goals and aspirations of the National Development Planning Commission has developed

guidelines to enable the MMDAs draw their own medium-term plans that feeds into the national development

agenda. (Adamu, 2004). For example, the Growth and Poverty Reduction Policy Framework (GPRS I & II) has

always established broad development agenda. The reason for this is generally to avoid the imposition of a

uniform solution to highly diverse issues of the districts. Districts are therefore expected to analyse their specific

context and circumstances in line with the national frameworks. This brings to the fore institutional and

governance mechanisms (decentralised structures) to address the needs of the citizenry, particularly of the local

level. Section 1(3,4), 2 to 11 of the National Development Planning Commission (NDPC) to issue from time to

time, legislative Instruments and Guidelines to regulate the Decentralised Planning System and to guide District

Assemblies (Das) and Sector Ministries, Departments and Agencies (MDAs) in the preparation of Development

Plans. (Adamu, 2004). Given the interest brought about by these development blueprints, this study is focused on

examining the effect of the medium-term development plans on the activities of the MMDAs, using the Tarkwa

Nsueam Municipal Assembly in the Western Region as a case study. This is an attempt to assess the effectiveness

of these medium-term plans on the basis of their expectations.


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A cursory observation of Ghana’s growth strategies reveals several development frameworks and policies

originating from both national and district levels. Most of these development frameworks are either requirement

from development partners as part of the requirements for assistance, or emerging national directions to attain

some growth. MMDAs are generally required to develop their own development programmes that feed

ultimately into the national development programmes.

One such requirement is for MMDAs to develop medium-term plans. The assemblies are enjoined to develop

medium-term plans based on guidelines provided by the NDPC. The NDPC guidelines require that the District

Planning Coordinating Unit (DPCU) prepare the District Medium Term Development Plan (DMTDP) in

consultation with all relevant stakeholders such as Private Sector institutions, Civil Society Organisations (CBOs),

Faith- based Organisations, Research Institutions, etc.), Traditional Authorities, Informal vibrant groups, The

Academia, and Other relevant Departments (NDPC, 2006).

Year on year, these medium-term plans have been stuck to religiously by the assemblies. The basic development

challenges that confront these assemblies have however not shown signs of abating. An assessment of the level of

achievement set out in this medium –term plans will underscore their success or otherwise. It will also be a

communication ofthe effect of the medium-term plans on the activities of the assemblies’ operations. This study

therefore aims to contribute in this direction by analysing the medium-term development plans of the assemblies

and their general effect on the assemblies’ activities, using Tarkwa Nsueam Municipal Assembly in the Western

Region as a case study.

The general objective of the study is to analyse the medium-term development plans of the assemblies and their

general effect on the assemblies’ activities. Specifically, the study seeks to:

(i) Examine the scope of medium-term plans by MMDAs

(ii)Examine the level of efficiency in the preparation and implementation of medium-term plans by Tarkwa

Nsueam Municipal Assembly

(iii)Identify the challenges encountered by the Tarkwa Nsueam Municipal Assembly in their implementation of

medium-term plans

(iv) Examine the effect of medium-term plans on socioeconomic development

To achieve the set objectives, the following questions were considered key:

(i) What is the scope of medium-term plans by MMDAs?

(ii) What is the level of efficiency in the preparation and implementation of medium-term plans by Tarkwa

Nsueam Municipal Assembly?

(iii) What are the challenges encountered by the Tarkwa Nsueam Municipal Assembly in their

implementation of medium-term plans?

(iv) What is the effect of medium-term plans on socioeconomic development?

The relevance of this study is obvious as it is aimed at addressing the critical issues of the nature and scope of

medium-term plans relative to MMDAs as well as the relevance of assemblies’ medium-term plans. The study

will identify and address inherent challenges in the assemblies’ implementation of their medium-term plans.

Specifically, this study’s significance would be experienced in the following critical areas; this would add to the

existing body of knowledge and literature on the effects of the Medium Term Plans (MTP) of district assemblies

in Ghana. This study cannot be conclusive on the subject of activities of the District Assembles visa vie the


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Medium Term Plans (MTP). As the social order changes and dynamics vary, further work could be carried out in

the near future. Lastly, the study will be a useful source of reference to government generally, local government

ministry in policymaking decision concerning effective local government policies.

LITERATURE REVIEW

The review first considers the decentralisation concept that is the basis for this discussion and narrows down to a

general discussion of the medium-term development plan concept of the district assemblies. Local government is

a form of public administration which in a majority of contexts, exists as the lowest tier of administration within a

given state. The term is used to contrast with offices at state level, which are referred to as the central

government, national government, or (where appropriate) federal government and also to supranational

government with deals with governing institutions between states. Local government generally act within

powers delegated to them by legislation or directives of the higher level of government. In federal states, local

government generally comprises the third (or sometimes forth) tier of government, whereas in unitary states,

local government usually occupies the second or third tier of government, often with greater powers than higher

level administrative divisions (Wunsch, 2012).

The question of municipal autonomy is a key question of public administration and governance. The institutions

of local government vary greatly between countries, and even where similar arrangements exist, the terminology

often varies. Common names for local government entities include state, province, region, department, county,

prefecture, district, city, township, town, borough, parch, municipality, shire and village.

Discourse in Development Studies show variations in the meaning, purpose and forms attributed to the concept

of decentralisation. For instance, concepts such as delegation, participation, deconcentration and devolution are

associated with decentralisation (Hall, 1962; Kernaghan, 1999; World Bank, 1992; Rondinelli 1981:137). Despite the

variations, there tends to be a common agreement that decentralisation is a generic concept for various forms of

structural arrangements in government and organisations. As a process, decentralisation involves the transfer of

authority and power to plan, make decisions and manage resources, from higher to lower levels of the

organisational hierarchy, in order to facilitate efficient and effective service delivery (Kernaghan, 1999).

The World Bank (1997) provides a standard definition of decentralisation. It defines decentralisation as ‚the

transfer of authority on a geographic basis whether by deconcentration of administrative authority to field units

of the same department or level of government or by political devolution of authority to local governments units,

or by delegation to special statutory bodies‛. Rondinelli defines decentralisation as ‚the transfer of the

responsibility for planning, management and the raising and allocation of resources from the central government

and its agencies to field units of government and its agencies to field units of government agencies,subordinate

units or levels of government, semi-autonomous public authorities or corporations, area-wide, regional or

functional authorities, or non-government private or voluntary organisations‛ (Rondinelli, 1989). Rondinelli

classified the forms of decentralisation into four: namely deconcentration, delegation, devolution and

privatisation.

Walker, 2002, also states that Decentralisation has various definitions because it means different things to

different people. Among the various definitions of decentralisation, there are some commonly accepted

interpretations. The United Nations (UN)’s definition of decentralisation which appeared in the UN report

‚Decentralisation for national and local development (1962)‛ has become the standard and has been refined since

then by various scholars. The United Nations defined decentralisation as ‚the transfer of authority on a

geographic basis whether by de-concentration (i.e. delegation) of administrative authority to fields units of the

same department or level of government or by political devolution of authority to local government units, or


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special statutory bodies.‛ Decentralisation refers to ‚the transfer of political power, decision making capacity and

resources form central to sub-national levels of government (Walker, 2002). Another definition which has become

a cornerstone and cited by many scholars is the Rondinelli and Cheema (1989); where decentralisation is defined

as the transfer of responsibility for planning, management and the raising and allocation of resources from the

central government, semi-autonomous public authorities or corporations, area-wide, regional or functional

authorities or non-government, private or voluntary organisations (Rondinelli, 1989). According to Agyeman-

Duah (2008), in political terms, decentralisation refers to the process of transferring or devolving power through

administrative structures from the centre of national governance to sub-national governments (SNGs).

Decentralisation became an important policy objective since the 1970s and 1980s as governments in developing

countries sought to create more socially equitable pattern of economic growth and to meet the basic needs of the

poor. Many countries are decentralising fiscal, political and administrative responsibilities to lower-level

governments, the private sector and non-governmental organisations. There are number of rational justifications

for decentralisation. Among others, decentralisation policy is pursued because of its important effects on resource

mobilisation and allocation, macroeconomic stabilisation, service delivery and equity, all of which affect local

economic development and poverty reduction. It is this development potential that gives the greatest appeal to

decentralisation policies in most developing countries (Ikeanyionwo 2001). The World Bank divides

decentralisation into four board categories, namely: politically, administrative, market and fiscal decentralisation.

There are different types of decentralisation but our study focused on fiscal decentralisation because if

decentralised units are to carry out their responsibilities effectively there needs to be adequate levels of revenue

and financial responsibility as a core component of decentralisation. Fiscal Decentralisation refers to the transfer

of financial resources from the central government to local government units taking account of the responsibilities

allocated to these institutions. The ceding of revenue to local government units by the central government, the

mobilisation and management of resources by the local government units and revenues sharing formulae are

indicative of fiscal decentralisation.

King et al (2003) in their report on the tracking of the District Assembly Common Fund (DACF) stated that

decentralisation leads to several imbalances in the regional distribution of wealth and development, as the

resources of the local authorities are often unequal. The report further went on to say that there was therefore the

need for the setting up of the DACF to help alleviate the problems most of the District Assemblies face in

generating their own resources to meet their financial commitments and to give effect to the decentralisation

program. According to the report, the DACF is 5% or more of the state revenue (Agyeman-Duah 2008).

Form and Structure of Decentralisation System in Ghana

Decentralisation of the machinery of government has been espoused in the 4 th

Republican Constitution of 1992. Article 35 (6) (d) of the Constitution provides for making ‚democracy a reality

by decentralising the administrative and financial machinery of government to regions and districts‛. To give

form and meaning to the constitutional provisions relating to decentralisation, the government enacted the Local

Government Act, 1993 (Act 463). Other subsidiary legislation have also been enacted to deepen the range, scope

and process of decentralisation, notably Local Government (Urban, Zonal and Town Councils and Unit

Committees) Establishment Instrument of 1994 (L.I. 1589), Civil Service Law of 1993 (PNDC Law 327), District

Assemblies Common Fund Act of 2003 (Act 455), National Development Planning (System) Act of 1994 (Act 480)

and the Local Government Service Act of 2003 (Act 656) Agyeman-Duah, (2008). From a review of these legal

documents and commentaries on Ghana’s decentralisation policy and programme, the objectives of the

decentralised system can be stated as follows: restructure the allocation of resources and reassign functions and


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REGIONAL COORDINATING

COUNCIL

MUNICIPAL

ASSEMBLIES

DISTRICT

ASSEMBLIES

METROPOLITAN

ASSEMBLIES

SUB METRO DISTRICT

COUNCILS

MUNICIPAL

ASSEMBLIES

DISTRICT

ASSEMBLIES

METROPOLITAN

ASSEMBLIES

UNIT COMMITTEES

responsibilities in three levels of government (national, regional and district) to promote efficiency of

management; integrate central and local government units and functions at the district level in the District

Assembly system; and improve resource allocation, utilisation and management as well as administrative

efficiency by providing for flexible adaptation of local conditions and circumstances that may affect development

efforts and outcomes (Storey, 1999; and Heady, (1996) in Agyeman-Duah, 2008). Also operating concurrently at

the national, regional and district levels are the parastatals (public companies), statutory bodies, non-

governmental organisations and private sector firms that do not directly form part of the decentralisation

programme. The structure of the local government system is depicted in Figure below.

Figure 1 Structure of the Local Government System

Source: MLGRD, 1996

Adamu, (2004) reveal that Ghana’s local government structure, roles and procedures, in practice entails elements

of the five forms of decentralisation. These are depicted as:


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I. Deconcentration: where governmental functions are assigned to regional and district offices of sector

MDAs e.g. Department of Feeder Roads, Department of Urban Roads etc.;

II. Delegation: where responsibilities and authority for specific public sector activities are assigned to

parastatals or other semi-autonomous central government organisations e.g. ECG, CWCL and CWSA;

III. Devolution: where local government units are given the decision making, resource generation and

allocation authority to perform specific public sector development functions;

IV. principal agency: where local government units are allowed to perform specific public sector functions at

the local level on behalf of central government under the latter’s supervision and direction; and

V. Privatisation: where certain public sector functions i.e. provision and management of services and

facilities such as markets and refuse collection and disposal are transferred to private sector firms,

individuals and NGOs (Engberg, 1995, Heady and Ferrel (1996);

Findings by researchers show that given the experience of Ghana’s decentralisation system over time, there is an

apparent emphasis and direction towards decentralisation by devolution. The essence of devolution is

discretionary authority. This implies that MMDAs must have the discretion to raise, allocate and utilise financial

resources to promote the overall development of their respective areas of jurisdiction. This makes fiscal

decentralisation, an essential component of Ghana’s decentralisation programme.

A survey of literature shows that there are four commonly identified types of decentralisation. These include

political decentralisation, administrative de-concentration, fiscal decentralisation and market decentralisation.

Fiscal decentralisation entails entrusting local government units with the authority and capacity to generate,

allocate and utilise financial resources to promote socio economic development. According to Adamu (2004), the

objectives of Ghana’s decentralisation programme are to increase local revenue mobilisation, restructure

allocation of resources to meet local needs and empower MMDAs to make allocation decisions at the local level

over both locally generated funds and those transferred from the central government.

In furtherance of these objectives, the District Assemblies Common Fund was established and has been in

operation for over a decade. The allocations to each MMDA are based on a formula approved by Parliament.

Disbursements are made on a quarterly basis. The DACF is available to MMDA only for investment expenditure.

In 2008, the proportion of total government revenue allocated to the DACF was reviewed from 5% to 75%. All

MMDAs can only receive their allocations upon the submission of their Annual Action Plans (AAP) and Annual

Budgets to the Administrator of the DACF (MOFEP, 2010).

It has to be acknowledged that some modest gains have been achieved since the process of fiscal decentralisation

was set in motion in Ghana. According to Gary (1998), despite the many negative stories about misappropriation

of funds in MMDAs, a significant number of development projects have been carried out on initiative of almost

every MMDA throughout the country, which would not have been the case if development was initiated from

only the central government.

Fiscal decentralisation, however, is not only a question of transferring resources to the different levels of local

government. It is also about the extent to which local governments are empowered, about how much authority

and control they exercise over the use and management of devolved financial resources, measured in terms of

their control over

(i) the provision of local services for which they are mandated to perform;

(ii) the level of local tax and revenues (rates, fees, fines and other collections);and

(iii) The Government to finance other projects.


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In his opinion, Oates (1972) believes that the most common theoretical rationale for decentralisation is to attain

allocation efficiency among different local preferences for public goods and services (Mikkelsen, 2005; Oates,

1972). Financial responsibility is a core component of decentralisation. If decentralised units are to carry out their

responsibility effectively, they must have adequate level of revenues – raised locally and/or transferred from the

central government – as well as the authority to make decisions about expenditures. This process of distribution

of public finance and responsibilities to the various levels government is usually referred as fiscal

decentralisation.

The emphasis of fiscal decentralisation is to strengthen sub national finances and thus their capacity to provide

public and expenditure responsibility, and allow them to decide on the level and structure of their expenditure

budgets. In this way, the local people will be able to articulate their needs and preferences, and participate in

governing their affairs. Fiscal decentralisation as a means of achieving local development is based on two main

arguments namely economic efficiency and local revenue mobilisation (Bahl and Linn, 1992; Oates 1993).

Ghana’s decentralisation concept has framework for planning and budgeting. This section looks at these

frameworks.

Planning

The framework for decentralised development planning in Ghana is defined in the National Development

Planning (System) Act of 1994 (Act 480) and the Local Government Act of 1993 (Act 462). Act 480 designates the

National Development Planning Commission (NDPC) as the national coordinating body of the decentralised

planning system i.e. sub-district structures at the sub-district level; District Assemblies at the district level;

Regional Coordinating Councils at the regional level; and Sector Ministries, Department and Agencies and NDPC

at the national level. According to Act 479 and 480, NDPC is responsible for preparing the national development

plan and issues guidelines to MDAs and MMDAs for the preparation sector plans and district medium term

development plans (DMTDPs) respectively. Gary, (1998).

Although there are guidelines for the preparation of annual actions plans by MMDAs, there are no such explicit

guidelines on the preparation of annual plans by sector MDAs and RCCs. Besides, experience over the years has

indicated that MDAs have adopted varied processes in preparing their annual action plan or work adopts the

recourse to NDPC. It has always been assumed that MDAs and RCCs would adopt the national budget

preparation process in preparing their action plans and budgets respectively.

Moreover, while MDAs are required to furnish NDPC with sector plans they are not required to prepare and

submit annual action plans to NDPC.

Budgeting

The fourth Republican constitution establishes the framework for preparing budgets by sector MDAs and RCCs.

It mandates the ministry of finance and economic planning (MoFEP) to prepare the national budget including the

mobilization and allocation of financial resources to all sector MDAs, RCCs and MMDAs in Ghana. In practice

however, MoFEP reviews and approves budgetary allocations of only sector MDAs and RCCs. The ministry

annual issues budget guideline to all sector MDAs and RCCs. Copies of these guidelines are sometimes officially

made available to MMDAs but they serve no purpose to MMDAs since the guidelines are tailored to respond to

broad national sectorial policies which have implications on the budget appropriations of sector MDAs.

Section 10 (3) (a) (i) and (ii) of the local government act, 1993 (act 462) provides the basis for preparation of district

budget. It stipulates that ‚a District assembly shall be responsible for the overall development of the district and


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shall ensure the preparation and submission through the regional coordinating council of the development plans

of the district to the NDPC for approval, and of the budget of the district related to the approved plans to the

Minister of finance and economic planning for approval‛. The provisions in act 462 relating to budgeting

recognize the roles of the RCC and the ministry of finance and economic planning. Section 92 (1) stipulates that

‚every district assemble, shall before the end of teach financial year submit to the RCC a detailed budget for the

district sating the revenue and expenditure of the district for the ensuing year‛ and section 92(2) requires the

RCCs to collate and coordinate the budgets of the districts in the region and submit the total (regional) budget to

the minster responsible for finance‛ with copies to minister for local government and NDPC. The provisions

relating to planning and budgeting as spelt out in local government act recognize the need for coordination and

harmonization between the lower and higher levels of government as well as alignment with national processes.

Overview of Medium-Term Development Plan (DMTDP)

Preparation of medium-term plans is a key requirement of the MMDAs. The assemblies are enjoined to develop

medium-term plans based on guidelines provided by the NDPC. The preparation of the DMTDP depends to a

large extent, the effective and efficient roles of the key actors and their corresponding actions necessary for the

formulation of the DMTDP. These include the roles and activities of the district planning coordination unit

(DPCU), the sub-team, a facilitator and the district chief executive (NDPC, 2006)

The NDPC guidelines requires that the district planning coordinating unit (DPCU) prepare the DMTDP in

consultation with all relevant stakeholders such as private sector institutions, civil society organisations

(including NGOs, CBOs, faith-based organisations, research institutions, etc.), traditional authorities, informal

vibrant group, the academia and other relevant departments (NDPC,2006).

In order to facilitate its activities, the MMDAs are required to form smaller teams within the DPCU to be led by

the district planning officer, who should provide backstopping to the plan preparation exercise. The output of

this smaller team should be discussed by the DPCU. In all cases, the assemblies are required to ensure gender

balance in the membership.

Again, the district coordinating director leads the DPCU, whilst the DPCU secretariat serves as the secretariat to

the preparation exercise. The DPCU and the secretariat are required to have a detailed work plan covering:

activities to be carried out (what to do including data collection from all district departments, data analysis and

synthesis etc.), actors, (who should do what etc.), time frame and a budget relating to each activity and to be

financed by the district assembly for the work to be done (NDPC, 2006). Districts are required to ensure that the

DMTDP is prepared by the members of the DPCUs in order to encourage ownership and strengthen capacity.

However, the services of a facilitator, knowledgeable in development planning, are engaged, where necessary, to

facilitate the plan preparation exercise. Such facilitator should be vetted by the RPCU. The facilitator is required

to assist the DPCU members to prepare the plan and not to prepare it him/herself. He/she should have clear terms

or reference (TOR).

The role of the district chief executive shows that the DCEs in collaboration with Heads of Departments are

requested to support and motivate members of the DMTDP team to get the DMTDP prepared, ensure that the

necessary logistics are provided timely, ensure that all the department programmes, projects and activities are

captured in the DMTDP, and ensure that the DMTDP reflects the national development aspiration.

Members of the district assembly and the sub-district councils are required to participate in data collection,

mobilize community members, facilitate the needs assessment in the communities during community dialogue

meetings and workshops and adopt finally, the DMTDP. In order to facilitate the preparation of the DMTDPs by


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the district assemblies, it is the RPCUs which are also required to provide relevant data, maps and information for

the preparation of the DMTDP. Organize orientation/workshops for DPU members, facilitate in identification of

joint district development programmes/projects, participate in public hearing, monitor and harmonise the

DMTDP, vet the facilitators before selection, either assign planning officer(s) from the districts or regional level or

constitute the RPCU in a task force to assist districts without planning officers (NDPC, 2006).

METHODOLOGY

Two approaches have been described by Halverson (1992) that can be used in conducting a study. These are the

qualitative method and the quantitative method. The study adopted this approach based on its effectiveness in

helping to understand the factor under study, and its suitability for the purposed of addressing the research

questions.

Exploratory is particularly useful when researchers lack a clear idea of the problems they will meet during the

study. The object of descriptive studies is to describe characteristics or functions (Malhotra, 2007). In these studies

the emphasis is on studying a situation or a problem in order to explain the relationships between variables

(Saunders, Lewis &Thornhill, 2000)

This study therefore falls in the descriptive design. Descriptive data are usually collected through questionnaires,

interviews or observations. Information gathered from empirical findings would lead to the suggestion of a new

and more improved alternative programmes.

Bryman et.al (2004) (describes a study population as the whole group that the research focuses on. The study’s

population comprise that total number of staff at the assembly. The population of the study comprise all the

assembly members and the total working population in the municipal planning coordinating unit of Tarkwa-

Nsueam Municipal assembly

Table 1: Study Populations by Category of Staff

Category of Staff Frequency

Municipal Planning Coordinating Unit (MPCU) 12

Assembly Members 45

Total population for the study 57

Source: Author’s field survey, 2015

Sample Size

The study selected five (5) out of the twelve (12) members of the municipal planning coordinating unit as

respondents from the assembly who served as the sample size. The purposive sampling technique was employed

to select the respondents in this study. The purposive sampling was employed because the researcher wanted to

represent only the respondents who were relevant to the research area. According Zikmund (2001), purposive

sampling is technique in which units of the sample are selected on the basis of the personal judgment or

convenience. In addition, all the forty-five (45 Assembly members, of which one (1) is a member of the MPCU

were also include as respondent, making the total sample size 50 (see table below).


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Table 2: Sample

Category of Staff Frequency Percentage

Management (MPCU) 5 10

Assembly Members 45 90

Total 50 100


Sampling Method

The management respondents were selected through the purpose sampling technique. This allowed the

researcher to select respondents who had the capacity to handle the issue being studied. On the other hand the

assemble members were all selected as respondents since their area of specialization cannot be easily determined.

The study used questionnaire and interviews as data collection instruments. The questionnaire was structured.

The purpose was to obtain the needed information to successfully complete the study and ensure validity. An

interview guide was also developed and used in soliciting information from management which are relevant to

the study.

Both quantitative and qualitative approaches were used in analysing the data. The quantitative approach enabled

the statistical representation of the data to ease the understanding and interpretation. Data were gathered from

the questionnaires administered and unstructured interview conducted. SPSS was used in analysing the data and

quantitative toll such as tables and charts were used in presenting the result to enable a clear understanding of

the variables used. Qualitative approach was used mainly to find out whether the study confirm or disagrees

with the study of other researchers for which conclusions were drawn.

RESULTS AND DISCUSSIONS

This chapter presents the analysis from the data gathered through the instrument used- questionnaire; and its

analysis. The analysis is presented with the help of tables and figures to complement the analysis and discussions

of data collected for the current study.

Analysis is based on the set objectives which include identifying the scope and effectiveness of medium-term

plans of Tarkwa Nsueam Municipal assembly, identifying challenges of medium-term plans of the Tarkwa

Nsueam Municipal assembly in their implementation or medium-term plans and examining the effect of

medium-term plan on socio economic development and examining the level of efficiency in the preparation and

implementation of medium-term plans by Tarkwa Nsueam Municipal assembly. Findings obtained are presented

under their respective.

Demographic characteristics of respondents

The gender distribution of the respondents is presented in this section. Table 1 below illustrates the results in the

study.

Table 3: gender distribution of respondents

Category Respondents Percentages

Male 39 78

Females 11 22

Total 50 100



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It can be seen from the results that 39 respondents representing 78% (being the majority) were males while 11

representing 22% were females. The results indicate that most of the respondents were males.

Age of the respondents

The age of the respondents is also presented in this section. Table 1.4 illustrates the results. The results depict the

frequency and percentage of each age category distributed over four age groups.

Table 4: age distribution of respondents

Age group Respondents Percentages

Less than 30yrs 7 14

31-40yrs 12 24

41-50 16 32

Above 50yrs 15 30

Total 50 100


The result indicate that 16 (32%) of total number of respondents being in the majority were between the ages

41and 50. The next in terms of percentage were the age group 50 years and above which had 15 respondents or

30% being in this group. The age group 31-40 recorded 12 respondents or 24% while 7 respondents representing

14% was recorded for the age group 30 and above.

Thus, it is evident that the majority of respondents were in the age group 41-50yrs while only 14 were 30 years or

below. This finding suggests that recruitment of the youth in the assembly is relatively very low.

Number of years spent with the assembly

The study also analysed the level of experience, in terms of the number of years respondents had been with their

present job. Findings revealed 34% had been in their current employment 3 years and below, 32% had been in

their current employment between 4-6yrs, 22% recoded between 7-9yrs while the remaining 10% had been in

their current employment for 10 years and above 66% of the respondents had spent more than 3 years with the

Tarkwa Nsueam Municipal assembly. It shows that most of the respondents were very experienced with the issue

under study.

Table 5.: number of years spent in current employment

number of years spent in current

employment

Frequency Percentage

0 to 3 17 34

4 to 6 16 32

7 to 9 12 24

10yrs above 5 10

Total 50 100

Source: filed data, 2015


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Knowledge level of the Medium-Term plans by MMDAs

Respondents were assessed on their knowledge level of the medium-term plans by MMDAs. Findings revealed

that about 48% had very good knowledge of the concept, 32 had a fair knowledge while the remaining 20%

exhibited a poor knowledge of the concept (see table 6 below).

Table 6: knowledge level of the medium-term plans by MMDAs

knowledge level Frequency Percentage

Poor 10 20

Fair 16 32

Very good 24 48

Total 50 100


A person’s product-moment correlation was run to test the relationship between years spent and respondents’

knowledge level of medium-term plans implementation. The data showed a violation of linearity. There was a

weak correlation between years spent and knowledge level of medium-term plans, which was not statistically

significant (r=.254, n=50) where n is the sample size and r is the correlation (see Table 7 below). This suggests that

the year spent by an employee is not likely to determine his/her knowledge level of medium-term plans

implementation.

Table 7: Pearson’s Product-Moment Correlation

Table 5: correlation

Years spent

Knowledge level of medium-

term plans

Age Pearson correlation

Sig. (2-tailed)

N

1 .244

.220

50 50

Knowledge level of Pearson correlation

medium-term plans Sig. (2-tailed)

N

.244 1

.220

50 50


Scope and Level of Efficiency of Medium-Term Plans Implementation

Some of the key objectives were to analysis the scope and level of efficiency in the implementation of medium-

term plans by the Tawkwa Nsueam Municipal Assembly. The study achieved this by measuring the responses

obtained in respect of some variables identified in the table below. The study employed the one-sample t-test in

measuring the various responses. This was aimed at identifying the level of significance of each of the variables

tested. Findings are presented in the table 8:


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Table 8: Scope and Level of Efficiency of Medium-Term Plans Implementation

Variables Test value = 2.5

Mean T Sig. (2-tailed) Mean difference

Staff have the necessary education of

medium-term plans preparation and

implementation

1.9355 -6.763 .000 -56452

Linked to the planning and budgeting

processes at the regional and national

levels

2.0323 -6.605 0.70 -.46774

There is effective compliance to all the

requirements

2.0430 -6.385 .050 -45699

There is effective participation of all key

actors

2.0549 -5.547 .000 -.44505

Complies strictly to the time lines 2.2778 -2.376 .040 -.22222


The table reveals that with the exception of the variables ‚Staff have the necessary education of medium-term

plans preparation and implementation‛ and ‚There is effect on participation of all key actors‛, all the variables

tested recorded insignificant values. Again, it is also seen from the one-sample t-tests that all the variables

recorded mean values within the acceptable range, given a test value of 2.5. It suggests basically therefore that the

preparation and implementation of the assembly’s medium-term plans is largely not linked to the planning and

budgeting processes at the regional and national levels, although this was meant to be a requirement.. Further,

the findings suggest that there is no effective compliance to the entire requirement, including inability to strictly

comply with time lines for preparations and implementations. It is evident therefore that the assembly has

inherent challenges that affect the efficiency of the assembly’s preparation and implementation of its medium-

term plans, as it goes contrary to what NDPC (2006) suggest.

Effect of Medium-Term Plans on Socioeconomic Development

Another key objective was to examine the effect of the district medium-term development plans (DMTDPs) on

socio-economic development. Findings are presented below using the linear regression technique.

Table 9: effect of medium-term plans on socioeconomic development

Variables Coefficients t-values

Constant -0.231 -0.740

Implementation of DMTDPs 0.055 5.332

Socioeconomic Development

F-statistics = (167,523)

-0.048 -4.850

R-Square = 0.378

Adj. R-Square = 0.377



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a. Predictors: constant, implementation of DMTDPs

b. Dependent variable: Socioeconomic development

c. Variables are significant at level 0.05

From the data gathered, level of implementation of DMTDPs’ coefficient was 0.055 whiles that of socioeconomic

development was -0.048. Analysis of variance (ANOVA) with F=.167, 523. R-square was 0.378 whilst 0.377 was for

the adjusted R-square. All variables were significant at level 0.05. From the table above, result indicate that there

is statistically positive relationship between implementation of DMTDPs and Socioeconomic Development. This

is indicated by the positive coefficient (0.055), significant at 0.05 levels.

Furthermore, the regression model shows that 37.8 percent of the observed variability in Socioeconomic

Development (R2=.378) is explained by the independent variable (Implementation of DMTDPs) under study. In

addition, the results of analysis of variance (ANOVA) with F=0. 167, 523 indicate that the model has a high

predictive power. Thus, the result indicates that the level of implementation of DMTDPs is significant in

analysing the Socioeconomic Development within the assembly. From the table, the overall predictive power of

model is significant with an R2 = .378. In effect, the significance of implementation of DMTDPs is a major

determinant of the level of Socioeconomic Development of the assembly.

Table 10: Out of correlation

Implementation

of DMTDPs

Human

development

Infrastructure

development

Poverty

reduction

Pearson Implementation

correlation of DMTDPs

1.000 .268 .547 .824

Human

Development

.268 1.000 -.528 -.116

Infrastructure

Development

.477

-.528

1.000

.629

Poverty

Reduction

.726 -.116 .629 1.000

Sig.(1-tailed) Implementation of

DMTDPs

. .325 .180 .053

Human

Development

.325 . .197 .448

Infrastructure

Development

.180

.190

.

.128

Poverty Reduction .053 .448 .128 .

N implementation

of DMTDPs

50 50 50 50

Human

Development

50 50 50 50

Infrastructure

Development

50

50

50

50

Poverty 50 50 50 50


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Reduction


Correlation looks at the strength of relationship between two variables. The correlation table above therefore

depicts the relation between ‚implementation of DMTDPs which is the independent variable and the dependent

variables captured in this study and the subsequent analysis. It is clear from the table above that the dependent

variables ‚infrastructure development‛ and ‚poverty reduction‛ significantly correlate with ‚Implementation of

DMTDPs‛ as the independent variable. As a result Pearson Correlation values of 0.726 and 0477 were recorded

for both infrastructure development and poverty reduction respectively. These were significant compared to that

of the other independent variable ‚human development‛. It shows that given the three independent variables,

human development is the least impacted by Implementation of DMTDPs.

The two tables below, model summary table and the ANOVA table, assists in conducting an evaluation of the

model. The R-value in the table labelled Model summary indicates the level of variance in the dependent variable

that is explained by the model (which includes ‚infrastructure development’, poverty reduction and human

development as independent variables). As indicated in the table, the value for R-Square stands at 0.212. It can be

deduced from this that the model capturing the independent variables Implementation of DMTDPs explains

21% of the variance in ‚infrastructure development’, poverty reduction and human development‛ which are the

dependent variables.

Table 11 Model Summary Table

Model R R-Square Adjust R

Std. error

Durbin

Square Estimate Watson

1 .469 .212 .176 .258 1.634


Table 12: ANOVA table

Model Sum of square d.f Mean square F Sig. value

Regression 1.775 5 .428 6.431 .000

Residual 6.392 93 .066

Total 7.876 98


Table labelled Model Summary also provides an adjusted R-Square value. Generally, the adjusted R-Square value

corrects the R-Square value to produce a better estimate of the true population. This is important considering that

the R-Square value in the sample would usually overestimate the true value of the population.

Again, to be able to assess the significance of the model, the table labelled ANOVA is considered. It is revealed by

the table that the Sig-value =.000 which suggests that the level of significance i.e. 0.05 is greater that the

probability value. With the p-value being less than 0.05, the conclusion can be drawn that the model used in the

study is statistically significant.


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To determine the variables that are impacted more significantly by Implementation of DMTDPs as the

independent variables, the table labelled ‚coefficient table‛ is considered.

Table 13: coefficient table

Model Unstandardised coefficient Standardized

coefficient

T Sig-value

B Std. error Beta

Constant .126 .152 .815 .416

Human

Development

-.086

0.59

-.073

-1.965

.668

Infrastructure

Development

.073

.062

.188

.454

.052

Poverty Poverty

Reduction

.423

.087

.448

4.733

.000


Under the Beta Colum under standardized coefficients, the largest beta value recorded (ignoring any negative

sign) is 0.448. This is in respect of the variable ‚poverty reduction‛. This suggests that the variable ‚poverty

reduction‛ is impacted more significantly by the independent variable ‚Implementation of DMTDPs‛. On the

other hand ‚human development‛ recorded the least Beta value of 0.073 indicating that it has the least impact

from the Implementation of DMTDPs in the assembly.

Again, looking at the significant values of the independent variables in the column labelled sig-value on the

coefficient table, it is evident that it is ‚poverty reduction‛ which is the only value with the highest significance,

with its significantly value less than 0.05 (I.e. p=0.000< 0.05).

Generally, the results have revealed that, poverty reduction and infrastructure development are impacted

significantly by the Implementation of DMTDPs in the assembly as agreed by Nkrumah, S. A. (2000).

Challenges facing the effective Implementation of DMTDPs in the Assembly

The study also investigated into the challenges facing the assembly in the implementation of its medium-term

development plans (DMTDPs). This objective also employed the used of the one sample t-test to measure the

various responses obtained from the respondents using a test value of 2.5. Findings obtained are depicted on the

table 12.


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Table 14 Current Level of Performance

Test value=2.5

Mean T Sig. (2-tailed) Mean difference

Lack of effective coordination 2.2967 -2.020 .003 -.20330

Lack of adequate resources 2.3187 -1.643 .001 -.18132

Budgetary constraints 2.3187 -1.463 .002 -.18132

Lack of effective participation 2.3626 -1.566 .001 -.13736

Inadequate support from central

government

2.1187 -1.643 .041 -.18132


From the table 14, it is seen that all the variables (i.e. lack of effective coordination’ performance and progress,

lack of adequate resources, Budgetary constraints, lack of effective participation and inadequate support from

central government), all had mean values within the acceptable range of less than 2.5

It can also be observed that four out of the five variables (that is lack of effective coordination, lack of adequate

resources, budgetary constraints, and lack of effective participation) recorded insignificant values. It shows that

with the exception of the last variable ‚inadequate support from central government‛, all the other variables were

identified as challenges facing the assembly’s medium-term development plan (DMTDPs).

In essence, there is inadequate resource to support implementation in addition to budgetary constraints, while

effective coordination is also lacking. The two most significant challenges however appear to be the lack of

adequate resources and the lack of effective participation by some key actors. This was established on the strength

of their significant values recorded, and confirms that of Kuusi (2009)

CONCLUSIONS AND RECOMMENDATIONS

The study on the demographic characteristics of the respondents, suggest that most of the respondents were

probably very experienced with the issue under study.

Knowledge level of the Medium-Term plans by MMDAs

The study observed that about 49% had very good knowledge of the concept, 21% had a fair knowledge while the

remaining 30% exhibited a poor knowledge of the concept. It is therefore recommended that the needed

education is done to improve the knowledge of staff so that they can play the needed role to enhance the level of

efficiency in the implementation process.

Scope and level of Efficiency of Medium-Term Plans Implementation

Findings under this objective revealed that in the assembly, staffs have the necessary education of medium-term

plans preparation and implementation. However, the evidence showed that the preparation and implementation

of the assembly’s medium-term plans is largely not linked to the planning and budgeting processes at the

regional and national levels although this was meant to be a requirement. A key observation was that there is no

effective compliance to the entire requirement, including inability to strictly comply with time lines for

preparations and implementations. It is evident therefore that the assembly has inherent challenges that affect the

efficiency of the assembly’s preparation and implementation of its medium-term plans.


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Effect of Medium-Term Plans on Socioeconomic Development

The study observed that there is statistically positive relationship between implementation of medium- term

plans Implementation (DMTDPs) and socioeconomic development. This is indicated by the positive coefficient

(0.055), significant at 0.05 levels. The study also established that 37.8 per cent of the observed variability in

socioeconomic development is explained by the independent variables (implementation of DMTDPs). It is

suggested that the assemblies should put in place the necessary transparency and accountability systems to

engender the local=wide interest and support of its various development agenda.

Relationship between implementation of DMTDPs and key development indicators

It was established that the dependent variables ‚infrastructure development‛ and ‚poverty reduction‛

significantly correlate with ‚implementation of DMTDPs‛ as the independent variable. These were significant

compared to that of the other independent variable ‚human development‛ it shows that given the three

independent variables. These were significant compared to that of the other independent variables ‚human

development‛. It shows that given the three independent variables, human development is the least impacted by

Implementation of DMTDPs. There is the need for effective participation from the various stakeholders in the

preparation and implementation of medium=term plans (DMTDPs) so that the key support to drive the

implementation process is obtained.

Challenges Facing the Effective implementation of DMTDPs in the Assembly.

Analysing the findings on the challenges facing the assembly in its effective implementation of DMTDPs, the

study established there is inadequate resource to support implementation in addition to budgetary constraints,

while effective coordination is also lacking. The two most significant challenges however appear to be the lack of

adequate resources and the lack of effective participation by some key actors. This was established on the strength

of their significant values recorded. It is suggested that the various assemblies are supported with the needed

resources to strengthen and sustain the decentralization concept to achieve the needed development at the local

level.

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