This section deals with implementation arrangement, the institutional, administrative and legal issues, which must be dealt with to ensure effective, plan implementation including casting of roles, procedures and structures.

Institutional Arrangement

To ensure effective implementation of the  Medium Term Development Plan, the following capacity building and institutional arrangements must be put in place.

(a)    Strengthening and resourcing of Departments as provided for under Section 35 of the Local Government Act 1993 (ACT 462).

(b)    Establishment and strengthening of Unit Committees provided for under Section (3) of the Local Government Act, 1993 (ACT 461).  The Committees are required to assist the management of the development planning process at the Sub-District and grassroots levels, on account of their very close contact with the local people.
(c)    Resourcing of the DPCU provided under Section 46(3) of the Local Government Act, 1993 (ACT 462) and which is required to advise and provide a Secretariat Monitoring, evaluation and Co-ordinating functions as provided for under section 7(1) of the National Development Planning System Act 1994 (Act 480).

The analysis of the existing district and sub-district structures revealed weaknesses in the administrative machinery and institutional structures of the Asante Akim North and this is seen to have adverse effects on the delivery capability of the institutions involved in the implementation of the Plan. Specific areas where significant weaknesses exist are the District Assembly, Decentralised departments, private sector participation and the collaborative efforts of the socio-political organizations (including NGOs).

This section deals with the interventions required to bring administrative efficiency and productivity in all sectors of the local economy and by and large improve administrative capability and cost effective co-ordination among all departments and sections of the society.

The decentralization process, development planning system and the legal frameworks of the local government system of Ghana was to facilitate integrative development, promote institutional harmony and enhance local community initiative in the socio-economic development process.  This indicates that the Assembly as the local planning authority entrusted with the facet of local governance and development control.

The implication is that the Assembly should be in a position to mobilize adequate resources wherever possible to facilitate its development.  However, given the uncertainties in the external sources of assistance it is important that the district mobilizes resources largely from local resource base.

The way forward in this respect is to re-structure the development partners as follows:

Role of The Assembly

The Asante Akim Central Municipal Assembly like all other District Assemblies performs the role of local governance in the best interest of the people and nation as a whole.  To be in a position to execute its functions effectively, the  strengthen the DPCU and build capacity of the other departments and committees to ensure that requisite staff and resources exist to facilitate the implementation of the plan.

Sources of the finance include DACF locally generated revenues, subventions from central government and borrowing under the provisions of Section 88 of Act 462.  It is however appropriate that for the smooth implementation of the second MTDP, the district mobilizes most resources from the local resources base:

(a generating and providing resources and logistics for the implementation of the projects.

(b)   Promoting close Co-ordination among all agencies and establish a working partnership between the private sector, NGOs and Public Sectors.

(c)  Sourcing and attracting investments into the Municipality

(d) Creating an environment to maximize community participation in Plan Implementation; and

(e)  Providing the technical leadership with specific reference to plan implementation and possible revision within the changing socio-economic circumstances.

Role of Central Government

The Central Government has over the years taken a keen interest in the  development due primarily to the fact that the development parameters of the district should conform to the national development framework.  For this reason Central Government transfers in respect of wages/salaries and ceded revenue as a source of development funding for the Municipality should continue and increased.  Release of such funds should be done on regular basis and on schedule.

The Central Government should also continue to access funds from donors and agencies on behalf of the Municipal Assemblies. The DACF provided under Section 252 of the Constitution has so far constituted the most significant source of the development funding. For sometime, the DACF has been channeled into provision of socio-economic and Technical infrastructure. Following the proposals to increase the DACF allocation to 7.5%, it is important that issues of human development and institutional strengthening are covered.

Role of Donors/NGOs

The Donor/NGO support to the development of the District has been in the fields of education, health and agriculture.  Organizations like World Vision, USAID, Pathfinders, DFID, CWSA, VIP and NPRP have constituted potential sources of development assistance providing funds, materials/equipment and training.

Community Involvement

Community participation in the development processes at the local level is very crucial and forms the basis for the second MTDP. This is substantiated by the emphasis on public hearing process during the plan formulation.  It is proposed that the Communities in the Municipality will be involved in the implementation of the plan.

Communities are expected to offer local expertise and labour in the execution of the projects.  Based on needs assessment of community’s capabilities, community members will be trained on operation and maintenance of projects/facilities to ensure sustainability. The DPCU should work with Sub-district structures to sensitize the local members and mobilize them for assistance required by any project.

Private Sector Participation

The Government has in recent times sought to transform the public administration service in the interest of improving private investment. This has been done through the NIRP and CSPIP activities aimed at making public service officials more friendly and responsive to the needs of the private sector.

The Assembly has benefited enormously from these activities and should be in a position to attract both local and foreign private investment. Given their proposed involvement in the plan implementation, the MA should create the awareness within the private sector domain of the existence and the content of the second MTDP and specifically on their expected roles in the programme implementation.

The MA and other development actors should together map up strategies that will provide good grounds for active private sector presence in the municipality such strategies should outline issues relating to access to land, tax rebates, adequacy of the socio-economy and technical infrastructure and the level of Das enthusiasm to wane with the private sector for development.

Inter-Agency/Departmental Co-Operation

The successful implementation of the plan will depend on the level of co-operation of agency/departments involved in the plan implementation designated as lead or co-operating agencies.  Whilst lead agencies will be responsible for the overall implementation of programmes and specific project components, it is recommended that all co-operating agencies/departments will collaborate for effective implementation of the plan.

All heads of agencies/departments should take keen interest in the plan.  The implicated is that there should be complete re-structuring of the present weak inter-agency/department linkages.  The IDA represented by the MCE and MCD should lead in this process.

Revenue Generation and Budgeting

The persistent non-attainment of revenue targets constitutes a serious setback to plan implementation since the DACF along cannot support the entire plan.  It is important that the MA steps up revenue generation from internal sources in a move to attaining realistic targets set for the year.