In drawing the annual action plan, the choice of projects was based on the following criteria:
a)    Completion of on-going projects.
b)    Projects that support deficient basic infrastructure.
c)    Previously planned projects which were not implemented
d)    Projects that generate employment and create growth and wealth
e)    Projects that fall within budget limitations.
Details of the annual action plan is thus presented in table 41 in pdf file attached

Medium Term Expenditure Framework (MTEF)

Having identified the sources of funding and other possible inflows to arrive at the projected total revenue / income, the Medium Term Expenditure Framework (MTEF) links the total projected income to the categorized activities in the plan for ease of implementation.  Here, the planned activities are classified under broad budget headings namely, Personnel Emoluments, Investment Activities, Service Activities and Administration Activities. This has been presented in the table in the pdf file below.

Conclusion

Lessons drawn from the review of performance of the DMTDP (2002-2005) gave us food for thought in the preparation of the current DMTDP (2006-2009).

The district profile has thrown searchlight on to the strengths, weaknesses, opportunities and threats in the district and their implications for development. It is, therefore, expected that programmes and projects in the district will be fully supervised and periodically reviewed to measure performance systematically. Data collection, analysis and storage would be made prominent in the plan period. It is hoped that funds would be released on time for projects and programmes to take off and that decentralized departments would collaborate effectively with the District Assembly for the successful implementation of programmes and projects.

Development Programmes

FORMATION OF DEVELOPMENT PROGRAMME

Logical Framework

The Medium Term Development Plan is formulated in a logical framework in relation to the GPRS II thematic areas. The logic of the plan is that if adequate inputs are provided planned outputs will be produced.  If these outputs are produced then purpose would be achieved.  If purpose is achieved, then a planned degree of progress will occur. The logical framework, also known as the Project Planning Matrix, (PPM) is divided into four levels of objectives, namely: Goal, Purpose, Outputs and Inputs, and four columns (Narrative, Objectively Verifiable Targets, Means of Verification and Important Assumptions.

Joint Programme

The Amansie Central District Assembly shares common boundaries with Amansie East, Amansie West, Obuasi Municipal and Upper Denkyira districts. For effective allocation of resources, the district has strategised its projects such that duplication, inconsistencies, overlaps and under utilization of scarce resources could be avoided. For instance, communities close to Obuasi and Amansie East which requested for Health facilities could easily access quality health care from the nearby centres hence such projects have been earmarked for implementation in the interior communities where access to health facility is difficult.

Again, the district has no cesspool emptier but intends to collaborate with Amansie East District Assembly for assistance when the need arises. Also the district has forged close collaboration with Amansie East District Assembly and Obuasi Assemblies for tapping expertise from public officers and civil servants whose services at the moment do not exist in the district.

Until the District establishes its own Health Insurance Scheme, citizens of the district access the services of the scheme under the East District Assembly.  The District hopes to maintain and improve the cordial relationships with the nearby districts to pave way for mutual co-operation and collaboration to ensure effective and efficient programmes

Composite Programme of Action (POA)

Under this section, selected programmes and projects to be implemented under the planned period have been detailed out.  These projects were selected after subjecting them to series of analysis such as harmonization with GPRS II, Prioritization, POCC Analysis etc. A composite programme of action that covers all the selected projects under the three thematic areas of the GPRS II is drawn.  This action plan outlines the objectives, strategies, time frame, leading and collaborative agencies, indicative costs, sources of funding etc for smooth and effective implementation of the projects.

Development Priorities

Linking Harmonized Identified Development Priorities With GPRS II

After harmonizing community needs and aspirations with key development gaps / problems / issues of the GPRS I, there was the need to again link the harmonized identified development problems / issues to Growth and Poverty Reduction Strategy (GPRS II)  to ascertain how the identified problems / issues relate to the GPRS II thematic areas.

1.    Strong linkage     -3
2.    Moderate linkage -2
3.    Weak linkage       -1
4.    No linkage            -0

From the, the total scores (115) divided by the number of harmonized identified development problems (18), gives an average score of 6.4. This is an indication that the harmonized identified development problems are in tandem / consonance with the GPRSII Pillars. A list of identified issues relating to the GPRS II thematic areas is thus obtained.

Prioritization of Identified Issues

Having identified the major issues, the next stage involved setting priorities for the interventions earmarked for implementation. The table in pdf file shows how the problems were prioritized under each thematic area, using the multiplier, widespread and linkage affects.

From the tables in the pdf file, the development issues were prioritized as follows:
1.    Human Resource Development and Basic Services.
2.    Priorities for Private Sector Competitiveness
3.    Good Governance and Civic Responsibility

The Policy implication is that, within the planned period more resources will be directed into the provision of human resource development and basic services as well priorities for private sector competitiveness.