DISTRICT DEVELOPMENT PRIORITIES

Introduction

The major thrust of this chapter relates to prioritisation of the Daffiama-Bussie-Issa District (DBID) development issues. Other issues which the chapter discusses include harmonisation of the identified community needs and aspirations (from the Area Council) with emerging  issues from the review of performances of DBID for the period 2014-2017 and the key issues from the Upper West Regional Strategic Plan.

The output of the harmonisation process was therefore aligned with the 2018-2021 National Medium Term Development Policy Framework (NMTDPF – Agenda For Jobs: Creating Opportunity For All). To ensure that the DBID's prioritised key development issues (the output) conform with national policy framework within the plan period. In that regard, the DBIDA's prioritised harmonised key development issues were therefore linked to the relevant issues of the main Teams Development Dimension of the National Medium Term Development Policy Framework (NMTDPF). These main Teams/Development dimensions of the NMTDPF are:

• Economic development

• Social development

• Environment infrastructure and human settlement;

• Governance Corruption and Public Accountability

• Ghana’s role in International Affairs 

 Community Needs and Aspirations

The identified issues prioritized through consensus at a stakeholder workshop were guided by the following criteria:

• Strengthen social protection, especially for children, women, persons with disability and elderly

• Significant linkage effect on meeting basic human needs/rights – e.g. immunisation of children and quality basic schooling linked to productive citizens in future, reduction of gender discrimination linked to sustainable development, etc.;

• Establish apprenticeship and skills development centres to train skilled labour force for specific industrial sectors

• Impact on even development ( the extent to which it addresses inequality

• Ensuring protecting existing forest reserves in the district

Harmonisation of Community Needs/Aspiration and Key Development Issues

The identified community needs/aspirations in the District was harmonised with the key development issues/problems that emerged from the performance review and the District profile with the aid of scoring and the result is shown in table 2.1 below.

Average Score =    Total Score                  =     36    =1.5

                  No. of Community Needs              23

It can be seen from the above that the average score is 2 which indicates that there is strong harmony between community needs/aspirations and identified key development issues.

Prioritised District Key Development Issues

The identified key development issues were prioritised using the following criteria:

Table 7: Key development issues under GSGDA II with implications for 2018-2021

• Impact on large proportion of population especially the vulnerable and poor

• Significant linkage effect on meeting basic human needs

• Significant multiplier effect on the local economy

• Impact on even development

Table 2.3 shows prioritisation process. The output of this process is the prioritised key development issues, as indicated in table 2.3. The prioritised issues therefore provide the basis for intervention in the development process which will set the pace for planning and programming of activities to enhance development in the District

 Linking Harmonised Key Development Issues to NMTDPF Themes

The application of the above tool led to identification and prioritization of the key   development issues, which are presented under the pillars of the Medium Term Development Policy Framework (MTDPF) as follows.

Application of Potential, Opportunities, Constraints and Challenges (POCC) Tool Analysis

POCC analysis shows how best the developmental issues can be implemented considering the potentials (internal factors which when harnessed will have a positive impact on the implementation of the developmental issues), opportunities (external factors which when harnessed will have a positive impact on the implementation of the developmental issues), constraints (internal factors which if not addressed could have a negative impact on the implementation of the developmental issues) and challenges (external factors which if not addressed  could have a negative impact on the implementation of the developmental issues).

Identified priorities are further refined by subjecting them to POCC (Potentials and Opportunities, Constraints and Challenges) tool analysis with respect to each of the NMTDPF thematic areas. This will enhance formulation of appropriate strategies for more implementation-oriented plans.

District Development Goals, Objectives and Strategies

District Development Focus

With low productivity coupled with high post-harvest losses, and poor access to agricultural extension services, the district is most likely to be dependent on food imports.

On the industrial scene, there will be no significant increases in the number of enterprises and employers in the sector, and hence there will relatively be fewer job opportunities.

There would be a further determination of the socio- economic infrastructure within the district particularly the condition of the feeder roads in the district will continue to deteriorate, hereby worsening the isolation of many communities.

The present rate of environmental degradation is likely to continue in the absence of conscious sound agricultural practices and conservation efforts. People will have travel longer distances to collect fuel wood. This situation will adversely affect production and productivity.

The district relies mostly on external finances to fund its projects and at times administrative expenditures. In the event of this assistance not forthcoming, coupled with low level of internal generated funds and high recurrent expenditure, the District Assembly will find it difficult to implement its development programs successfully.

In this regard, there is therefore the need for deliberate and planned development intervention to avert the above mentioned existing situation of affairs in the district.

 Two alternative scenarios which were considered as the possible development options of the broader goal of the district development processes are:

a) The spatial functional integration and production oriented approaches:

  This is geared towards an improvement in the spatial organization of the district as well as boosting the production of both agriculture and industrial sectors. It is assumed that improved income as a result of boosting production levels and spatial distribution of service will lead to improving upon the living standards of the people.

(b) The basic needs approach:

This means that development activities should primarily cater for people’s essential requirements such as food, shelter, water, clothing, health and education. This strategy has two main components; (i) access to remunerative and productive opportunities to earn income, and (ii) access to required social services/facilities

District Development Goal

In accordance with the guidelines spelt out in National Development Policy Framework (NMTDPF 2014-2017) and Coordinated Programme of Economic and Social Development Polices and the district development focus discussed above.

The district development goals adopted also incorporate the ongoing programme and projects of the District Assembly and build upon them as a means of ensuring an integrated development of the district. The goals for the DMTDP were formulated to reflect the key development issues of the district.

This stage (the goals and objective formulation) also attempts to establish a scope within which development efforts are to be concentrated over the medium term perspectives.

Consequently, various development goals and objective were defined and a set of strategies identified to facilitate the achievement of the chosen scenario as discussed in chapter two.

District Goal

To promote the wellbeing of the people in the district by providing socio economic infrastructure and  boosting productive levels through Harnessing the resources of the district in a sustainable and peaceful environment as well as ensuring effective decentralized Assembly system.

Development Projections

District Development Goals, Objectives and Strategies

This stage also attempts to operationalize the district goals under the thematic areas by formulating objectives which try to realise them. Again, efforts are made to design strategies to reach the objectives formulated to attain the district goals. Consequently, various development objectives and strategies were defined under each goal identified to facilitate the achievement of the chosen development options discussed in chapter two.

Application of Potential, Opportunities, Constraints and Challenges (POCC) Tool Analysis

POCC analysis shows how best the developmental issues can be implemented considering the potentials (internal factors which when harnessed will have a positive impact on the implementation of the developmental issues), opportunities (external factors which when harnessed will have a positive impact on the implementation of the developmental issues), constraints (internal factors which if not addressed could have a negative impact on the implementation of the developmental issues) and challenges (external factors which if not addressed  could have a negative impact on the implementation of the developmental issues).

Identified priorities are further refined by subjecting them to POCC (Potentials and Opportunities, Constraints and Challenges) tool analysis with respect to each of the NMTDPF thematic areas. This will enhance formulation of appropriate strategies for more implementation-oriented plans.

District Development Goals, Objectives and Strategies

This stage also attempts to operationalize the district goals under the thematic areas by formulating objectives which try to realise them. Again, efforts are made to design strategies to reach the objectives formulated to attain the district goals. Consequently, various development objectives and strategies were defined under each goal identified to facilitate the achievement of the chosen development options discussed in chapter two.

DEVELOPMENT PROGRAMMES

This chapter deals with the operative plan which has to be implemented to bring about improvements in the lives of the people of the Daffiama-Bussie-Issa District (DBID). The bases of this plan are the problems, potentials and constraints, District goals, Pillars, strategies and the development framework outlined in the previous chapters. The identified development programmes will be implemented in an integrated fashion within the context of the chosen development options which includes the basic needs, the production oriented and the spatial integrated approaches.

Development Programmes

The integrated development path adopted by the District for the plan period (2018 - 2021) is composed of development programmes which are classified under Five (5) broad Pillars as outlined in the NMTDPF. The various development Pillars include:

• Economic Development

• Social Development

• Environment, Infrastructure and Human Settlement

• Governance Corruption and Accountability

• Ghana and the international Community

Economic Development

The overall goal of the government’s Economic development strategies, over the medium term is to build a prosperous society. This entails: Optimising the key sources of economic growth; building a strong and resilient economy, capable of withstanding internal and external shocks; enhancing a competitive and enabling business environment; transforming agriculture and industry; and developing robust tourism and creative arts industries.

The main focus of this pillar is to restore and sustain macroeconomic stability through enhancing

Social Development

The overall goal of the government’s social development strategies, over the medium term, is to create equal opportunity for all. This entails: expanding opportunities where large-scale job creation is possible; expanding access to and improving the quality of education at all levels for all socio-economic groups; expanding access to and improving the quality of healthcare; and strengthening social protection, especially for children, women, persons with disability and the elderly.

The focus areas under this pillar would be:

• To enhance inclusive and equitable access to and participation in quality of education at all levels;

• Strengthen the healthcare management system;

• Ensure food and nutrition security;

• Improve population management;

• improve access to safe and reliable water supply and environmental services for all;

• Eradicate poverty in all its forms and dimensions;

• Ensure effective child protection and family welfare;

• Enhance the well-being of the aged;

• Strengthen social protection especially for children, women, persons with disability and the elderly.

Environment, Infrastructure and Human Settlement

The goal of Government regarding environment, infrastructure and human settlement development is to ensure a resilient built environment while safeguarding the natural environment. Efforts to achieve the goals for environment, infrastructure and human settlement in the medium term will be guided by the following policy objectives: expand forest conservation areas; ensure sustainable extraction of mineral resources; promote sustainable water resource development and management; reduce coastal erosion and conserve marine areas; combat deforestation, desertification and soil erosion; and enhance climate change resilience.

Others are: improve efficiency and effectiveness of road transport infrastructure and services; make Ghana the aviation hub for the West African sub-region; modernise and extend the railway network; ensure availability of clean, affordable and accessible energy; promote sustainable, spatially integrated, balanced and orderly development of human settlements; and improve quality of life in slums, Zongos and inner cities.

IMPLEMENTATION, MONITORING AND EVALUATION

 Introduction

For effective public service delivery, strengthening public accountability and also ensuring the formulation of policies based on evidence in relation to growth and development targets, M & E is necessary to establish the extent of progress of achievement of the goals and objectives of interventions. Monitoring and Evaluation is key to the successful implementation of any development plan, programme or project.

Hence the preparation of a Monitoring and Evaluation plan for2018-2021DMTDP cannot be under estimated. This is expected to be done in a participatory manner and consistent with the NDPC guidelines on Monitoring and Evaluation.

Background of the Monitoring and Evaluation Plan

For comprehensive progress report on the development programmes, projects and plans of governments, M&E plan is critical. The National Development Planning Commission being the highest body responsible for M&E has produced ten (10) year Annual Progress reports for the period 2007 to 2017 to bring to the notice of Government its performance and also provide policy options for discussions.

The Commission has stepped up the need for a functional M&E system to instil the culture of monitoring and evaluation among MMDAs. Through M&E Plan the NDPC is able to report on National strategies for poverty reduction.

It based on this M&E plan that made it possible for the commission to produce these report on evaluating the progress of government interventions.

Its therefore become imperative for MMDAs and sector ministries and Departments to prepare corresponding M&E plans for their Medium-Term Development Plans.

Monitoring

Monitoring may be simply defined as the systematic collection and analysis of data on the activities taking place in a project or programme in order to provide feedback on how project activities are progressing for appropriate action to be taken by project management, if the need be, to put activities back on track. It answers the question “what are we doing?” It involves measuring actual performance and comparing it with planned set targets. 

 Indicators and Targets

An Indicator is a measure selected to assess progress towards a target associated with a goal and objective and the accomplishment of an action. Indicator can be categorised into Quantitative and Qualitative. Quantitative Indicators consist of measurements expressed in numbers, percentages, rates or ratios, whiles Qualitative Indicators may be expressed in terms of compliance with, extent of and level etc.

A Target on the other hand, is the quantifiable level of an indicator set for achievement at a given point in time. A target makes the goal, objective, and action specific with defined and measurable criteria for achievement within some set time table. Targets represent the proposed progress towards achieving the goal and objective indicated in the Programme of Action and the Annual Action Plan. The District Planning Coordinating Unit of the Daffiama-Bussie-Issa (DBI) District has selected District specific Objectives from the National Medium Term Development Policy Framework (NMTDPF) 2018-2021 out of which indicators and targets are set for measurement.

The table below is the Monitoring Matrix or Result Framework for the monitoring of the DBI DA District Medium Term Development Plan 2018-2021.

The matrix shows the indicator types, baseline and target for the period (2018 -2021). See table 15 below.

EVALUATION

This chapter is on the specific role that evaluation can and should play.  One of the key features of the district development effort is a strong commitment to conducting evaluations. The District would there conducted the Mid-term and terminal evaluations of the DMTDP. The DPCU would assess the performance of each project when completed to ascertain if the intervention has achieved its original objectives and assess the overall changes caused by the intervention. The DPCU would further examine the relevance of the development effectiveness of all projects with reference to GSGDA. These evaluations will improve decision making and provide insights for effective programme design and implementation.

THE EVALUATION PROCESS

The following key steps would be followed when conducting an evaluation within the context of this plan:

1) Assess the need for an evaluation (provide the background).

2) Develop clear ideas on the rationale and objectives of the evaluation

3) Determine the type of evaluation to undertake

4) Specify the methods, scope and timing of the evaluation

5) Identify and analyse stakeholders

6) Consider the costs involved – draw a budget

7) Prepare the Terms of Reference (TOR) and contractual agreement based on items 1 to 4. The preparation of the evaluation exercise starts with the elaboration of the TOR. They can be prepared by the DPCU alone or in collaboration with stakeholders. It is important to have a broad agreement on the TOR it will be the basis of the evaluation exercise and more importantly, the formal reference for the consultant or team of consultants to be recruited.

8) Discuss the TOR with key stakeholders

9) Recruit a consultant or a team in accordance with the provisions of the Procurement Act, Act 663 of 2003.

10) Commission the evaluation

11) Disseminate the results and act on the findings and recommendations

12) Evaluation matrix

TYPES OF EVALUATIONS TO USE.

The evaluation could be a ‘mixture’ of the different categories, that is:

 A prospective evaluation would be done before the implementation of an intervention. The objective is usually to determine the feasibility of the intervention e.g: appraisals, needs assessments and feasibility studies

A mid-term evaluation would also be carried out approximately at the middle of the implementation of the project or programme and then finally, terminal evaluation would be carried out at the end of the project or programme.
 

An internal evaluation would be conducted by the DPCU monitoring and supervision the programme or project and an external evaluation normally are conducted by consultants recruited by Donors and development partners to assess impacts.

TECHNICAL SPECIFICATION AND SCOPE

The fourth group identifies evaluations based on their technical specifications and scope. This is the most diversified and includes: Programme evaluation, Project evaluation, Thematic evaluation, Impact evaluation, Participatory evaluation, etc.

In conclusion, both quantitative analysis and qualitative analysis would be used in the evaluation.  The DPCU would not impose restrictions on the content, comments and recommendations of any evaluation report. 

The rationale for an evaluation would be clear from the onset (no hidden agenda) and there would be regular meaningful consultation with stakeholders for credibility and utilization of the evaluation results.

The evaluation would not reflect personal interests would therefore be free of political or other biases and deliberate distortions.