Out of the 15 project and programmes earmarked to be implemented within the plan period, a total of five project and programmes were not implemented at all. This gives and achievement rate of 73 percent. The main problem that impeded project implementation is inadequate funding. However certain projects like expansion of telephone facilities needed private sector initiative. The needed favourable business environment has been provided and it is hoped that interested companies will invest in this sector to ensure the achievement of the plan target in the nest plan period.
Production and Gainful Employment
Most project and programmes set out in the medium term development plan were implemented with a exception of three (3) projects.
These projects include.
1. Preparation of Investment proposals by DPCU
2. Construction of one Dam and 3 tube wells and
3. Construction of one small dam
A total of twenty seven projects earmarked under this thematic area, twenty four were implemented even though some of the projects are still on-going. This means that the district was able to achieve eighty-nine success rate. The main reason for non-implementation or delay in the execution of the projects on attributed to inadequate funding.
The lesson learnt from the projects implementation is that, most of the targets set did not indicate the baseline and therefore it was difficult to establish achievement level for the objectives. It is proposed that targets and objectives that will be set in the next plan should indicate realistic baseline which will facilitate the calculation of achievement levels in 2009.
Human Resources Development and Basic Services
Sector that achieved the highest level of success is human resources and basic services. Out of a total of 64 project and programmes earmarked to be implemented, only three (3) were not started at all. The rest of the project has either been completed or on-going. The achievement rate for this sector is therefore 95 percent. The only problem assigned for the delay in the implementation of the remaining projects is inadequate funding..
The lesson leant is the same as identified under production and gainful employment, ie. Lack of baseline data did not help ascertain the achievement of set targets. Targets and objective set should clearly define the base line to enable future monitoring and evaluation.
Analysis of Revenue Trend from 2002 to 2005. The total estimated revenue under traditional sources of revenue for the period 2002 – 2005 was ¢2,690,860,00 whiles the actual amount collected for the same period was ¢2,065,211,320 representing 77% of the estimated amount. There was a shortfall of ¢625,648,680 representing 23%. The performance for 2005 was very poor (only 39% being collected). This was due to the fact that revenue from Lands which constitute the main source of revenue yielded only 26% of the estimated value.
It could be seen that lands represents the main source of revenue contributing as much as 62.6% of total actual revenue collected. This situation is not helpful since revenue from lands represents mineral royalties. Forestry revenue and stool lands revenue that are received from the Administration of stool lands, meaning our own efforts yielded only 37% of the actual collections made.
The main problem with over reliance on lands revenue is the unpredictability of the revenue from that source as happened in 2005, where as a result of not receiving anything for mineral royalties, the percentage of total actual revenue collected was 39% of estimated for the year. Further analysis could be made more clearly.
From then table above it is clear that apart from rates the performance for the other items were quite commendable with licences even exceeding for target. But care should be taken over here since with no proper data base in place there could have been under estimation. In the case of rate there is the need to strengthen its collection to improve the revenue from that area..
Problem Hindering High Revenue Performance
- Lack of Reliable Revenue data
- Low values of retable properties in the district/Rural nature of the district
- Few revenue collectors in the district
- Unwillingness of rate payers to pay
- Low level of education of revenue staff
- Lack of motivation / low morale
- Lack of co-operation and assistance from the Town/Area Councils
- Suggested measures to enhance high Revenue Collection
- Compilation of a reliable data of all revenue item
- Liaising with the Town/Area Councils to provide commission collectors to help the few from the assembly
- Training for all revenue staff both permanent and commission collectors
- Public education on the need to pay tax and prosecution of tax defaulters to serve as deterrent to other evading
- Motorbike to be provided for collectors to be able to penetrate the rural part of the district.
- Instituting an award scheme to revered hardworking revenue staff
Prudent Fiscal Management
Prudent Fiscal Management is about the most effective and efficient way of managing our resources. There must be systems and structures to ensure that we get the most from our limited resources.
Since our resources cannot meet our needs, we should always priorbitise so that the most urgent needs are tackled first. Prudent fiscal management also ensures that funds are available to honor our commitments.
Constant comparison of actual results with budgeted to know any deviations and their causes and corrective measures put in place to bring the system back on track. All activities and operations are done in conformity with the rules and regulations governing the operations of the Assembly. These are the FAR, FAA, FM,. The Public procurement Act, and the Local Government Act.
Travelling and Transport constitutes 34% of the total actual expenditure. Whiles it was 28% of total estimated figure. This high percentage in due to the running and maintenance cost of official vehicles.
It could also be noted that in 2003 actual expenditure for all the items with the exception of personal emoluments and general expenditures exceeded the estimated figures and approval was sought from the General Assembly to regularize the transactions.
Further the expenditure is geared towards the recurrent items to the neglect of the capital items. Of the total actual expenditure ¢52,144,558,574 only 252,354,112 representing only 11.7%. This means that very little is spent on development projects from the traditional source.
The District capital has four main banks namely the Ghana Commercial Bank, Agricultural Development Bank, the Atobiase Rural Bank and the Adansi Rural Bank. The other rural bank in the District can be found at Atobiase. The banks are highly patronized by cocoa farmers and the few salaried workers. The cocoa farmers are mostly seen at the bank during the cocoa seasons and for the salaried workers during the last week of every month.
There exist quite a good number of Susu collectors and money lenders. Their services are highly patronized due to easy accessibility.
Date Created : 11/10/2017 6:35:05 AM