analysis on the performance in plan implementation by asante akim north district in ghana

1. DEVELOPMENT PLANNING IV
ANALYSIS OF PLAN IMPLEMENTATION AND
MANAGEMENT EXPERIENCES OF ASANTE AKIM
NORTH DISTRICT
Presented by group six (6)
1

2. Introduction
• Development can be achieved by drawing plans, programs and policies and implementing them.
• The implementation of a plan is one of the important stages
• Plan implementation refers to the process of determining how an initiative will be implemented
and setting this out in sufficient detail to enable the policy makers to make an informed judgment
about whether to proceed in the light of the risks and requirements involved (Commonwealth of
Australia; 2014).
• The purpose of this assignment is to critically assess the performance of Asante Akim North
District in plan implementation.
2

3. Objectives
• To aid in the assessment of the strengths and weaknesses of the medium term
district development plan prepared by the Asante Akim North District Assembly.
• Municipal
• To analyse the fiscal health of the assembly and its implications for plan
implementation.
• To identify and analyse factors that affect plan implementation in the district.
• To assess the current capacity of institutions under the assembly to manage the
implementation of the District Medium Term Development Plan (DMTDP).
3

4. Assessment of Plan Preparation by Asante
Akim North District.
STAGES
CRITERIA
Sequence
Checks
TOOLS & TECHNIQUE USED CONSISTENCY
(in terms of output)
Vision, Mission and
Functions
N/A Vision, mission and function was not provided in the DMTDP of
AANDP. Due to this, the district may not be able to assess the extent of
achievement of their work since visions and missions helps to know
the tasks ahead.
Performance review
of DMTDP
 A Matrix to assess the performance of
the MMDA from 2010 - 2013
The output was captured in the district plan. This will help to know
how far the implementation of the plan has reached and also to assess
deviations since the level of achievement is assessed.
4

5. Assessment of Plan Preparation by Asante
Akim North District Cont’d
STAGES
CRITERIA
Sequence Checks TOOLS & TECHNIQUE USED CONSISTENCY
(in terms of output)
Compilation of the
District Profile
-Design of questionnaire.
-Design of interview guides to
guide the data collection for
institutions
-Literature review of
-Key informant survey
-Observations
The plan contains the updated district
profile, Updated district spatial maps, An
analyzed state of social, economic,
political and spatial inequalities which
helps to know the section of the
population who are being affected
by a particular situation
The plan contains the updated district
profile, Updated district spatial maps,
An analyzed state of social, economic,
political and spatial inequalities.
5

6. Assessment of Plan Preparation by Asante
Akim North District Cont’d
STAGES
CRITERIA
Sequence
Checks
TOOLS & TECHNIQUE USED CONSISTENCY
(in terms of output)
Local/Community
Development Plans
N/
A
The district Assembly did not facilitate the preparation of the Local
Development plans which is valuable data for planning and decision
making.
Harmonisation of
community needs and
aspirations with
identified key
development gaps
N/A -A matrix showing Key Development
Problems/ Issues Harmonized under
the appropriate Thematic Areas of
the GSGDA 2010-2013
-Harmonization of District Needs
with GSGDA
The stage was consistent with the guidelines for plan preparation in
terms of output since a matrix showing key development
problems/issues harmonized under the appropriate thematic areas of
the GSGDA 2014-2017.
6

7. Assessment of Plan Preparation by Asante
Akim North District Cont’d
STAGES
CRITERIA
Sequence
Checks
TOOLS & TECHNIQUE USED CONSISTENCY
(in terms of output)
Local/Community
Development Plans
N/
A
The district Assembly did not facilitate the preparation of the Local
Development plans which is valuable data for planning and decision
making.
Harmonisation of
community needs and
aspirations with
identified key
development gaps
N/A -A matrix showing Key Development
Problems/ Issues Harmonized under
the appropriate Thematic Areas of
the GSGDA 2010-2013
-Harmonization of District Needs
with GSGDA
The stage was consistent with the guidelines for plan preparation in
terms of output since a matrix showing key development
problems/issues harmonized under the appropriate thematic areas of
the GSGDA 2014-2017.
7

8. Assessment of Plan Preparation by Asante
Akim North District Cont’d
STAGES
CRITERIA
Sequence
Checks
TOOLS & TECHNIQUE USED CONSISTENCY
(in terms of output)
Linking harmonized
Key Development
issues to NMTDPF
S - A Matrix showing adopted issues/
problems under NMTDPF 2014-
2017
The stage was not omitted in the preparation of the district’s
development plan.
Prioritization S -Identification of District Needs and
Aspirations
-Identification of development gaps.
-Analysis of the POCC
The stage was consistent with the guidelines for plan preparation in
terms of output since a list of the prioritized issues including cross-
cutting issues and spatial dimensions was stated.
District Development
Goal
 -Goals formulated to reflect the
themes of GSGDA
-Application of POCC analysis
The stage was consistent with the guidelines for plan preparation in
terms of output since relevant Thematic Goals of the DA was adopted
8

9. Assessment of Plan Preparation by Asante
Akim North District Cont’d
STAGES
CRITERIA
Sequence
Checks
TOOLS & TECHNIQUE USED CONSISTENCY
(in terms of output)
Adoption of District
Objectives and Strategies
 -A matrix outlining the issues, adopted
Policy Objectives and Strategies of the DAs.
The provision of a matrix outlining the issues, adopted
Policy Objectives and Strategies of the DAs is proof of
consistency in this stage.
Formulation of
Development Programmes
 -Programme Matrix -A programme Matrix outlined in the DMTDP.
Formulation of Composite
PoA
 -Detailed use and description of
implementation matrices
- District Composite PoA prepared.
Preparation of District
Composite Annual Action
Plans
 -Detailed use and description of
implementation matrices
-District Annual Action Plans reflecting spatial
planning interventions like SP, LPs and CAPs.
9

10. Assessment of Plan Preparation by Asante
Akim North District Cont’d
STAGES
CRITERIA
Sequence
Checks
TOOLS & TECHNIQUE USED CONSISTENCY
(in terms of output)
Adoption of DMTDP  -Adopted DMTDP
Implementation of
Annual Action Plans
 -Implementation Schedule There was consistency due to the presence of implementation
schedule and its linkage with the budget
Monitoring and
Evaluation (M&E)
 - Quarterly and annual reports to the
NDPC and other relevant stakeholders.
There was consistency based on the NDPC M&E guidelines
since an M &E plan was prepared
Development of
District communication
Strategy/Plan
-Meeting with Political leadership,
NGO’s, CSO’S and Donors, Heads of
Department
This stage was consistent with the NDPC guidelines for the
preparation of the DMTDP in terms the preparation
Communication strategies/plans 10

11. Strengths and Weaknesses of Plan
implementation process
Criteria Strengths Weaknesses
Consistency - The plan was responsive to the needs of the
people in relation to needs prioritization,
formulation of goals and objectives,
communication strategy, etc.
-
- Vision, mission and function serves as source
of direction. Due to this, the district may not
be able to assess the extent of achievement of
their work since it was omitted.
Vivid description was made on most of the
stages in the guideline.
- Spatial development option which aids in the
effective allocation of resources and also it
helps stakeholders and other development
bodies to know the exact location of projects
was not adopted in the plan.
11

12. Assessment of Stakeholder Participation
Process Stakeholders Involved Means of Participation (Role Inclusive) Extent of Participation
Performance Review Member of the DPCU, Sub
district structures, community
members, decentralised
departments and traditional
Authorities
 Public hearing
 Coordination of activities
Participation by consultation
Data Collection, Analysis
and Harmonization
Community members, sub
district structures, DPCU
 Focus group discussion Participation by interaction
District Development
Priorities and POCC
DPCU, sub district structure,
decentralised departments
 The communities and the sub district
structures were not involved at this stage
-
Development Focus Decentralised Departments
and DPCU
Development Goal,
Projections
Decentralised Departments
and DPCU
Objectives and Strategies Decentralised Departments
and DPCU
Formulation of
Development Programmes
DPCU  The communities and the sub district
structures were not involved at this stage
-
8.Design of Composite and
Annual Plans and Budget
DPCU  The communities and the sub district
structures were not involved at this stage
-
12

13. Plan Implementation
Process
Expected Actual Gap Recommendation
Rational PoA should be based on the DMTDP
under the GSGDA I, 2010-2013
–Should support the achievement of
DMTDPs
- Ensuring effectively implemented,
monitored and evaluated plan
-Plan implementation
was based on the
DMTDP under the
GSGDA I, 2010-
2013
-The overall
performance of the
Assembly during the
Plan period was not
encouraging
Elaboration on measure to
assess monitoring and
evaluation
Formation of project team DCE (Chair) District Departments,
SPC, Sub-District Councils, Finance
and Administration Sub-Committee,
NGOs must be identified and engaged
in the plan preparation team in
addition to the government set up.
-supports the
achievement of
DMTDPs
-The District SPCs will
actively participate in
the selection of a
preferred development
option and evaluate
proposed provisions for
Structure Plans
- The District SPCs will
actively participate in the
evaluate proposed
provisions for Structure
Plans
13
Gap Analysis

14. 14
Plan Implementation Process Expected Actual Gap Recommendation
Budgeting
-Budget is to prepared using MTEF
-Mobilizing required resources for
implementation categorised into three (3):
taxes, non-taxes and transfers
-Budget was prepared
using MTEF
-Estimation of revenue
for the plan period 2014-
2017 is GHc18, 693,458
and estimated cost is
GH¢26,115,530
-Insufficient funds
mobilized
- funding gap of GH¢
7,422,072
- Assembly to improve its
internal generation by lobbying
for more support from
international donors, citizens
living abroad ,Floating district
Bonds ,Introducing user fees or
community contributions
Monitoring and Evaluation - Detail out annual action plans reflecting
spatial elements like Spatial Plan, Local
Plan, linked to the MTEF budget as well as
the M&E, workshop to finalize the AAP,
budget and M&E plan.
-Engagement of other stakeholders in M&E
like District Departments, SPC, Assembly
members, Sub-District Councils,
Parliamentarians, Development Partners,
NGOs, Private sector, CSO.
- Periodic site inspection
(monthly and bi-
annually on 2nd week of
every month and June
and November of
2015,2016 & 2017
-Quarterly Review
meetings with partners
on February, April,
September and
November of years 2015
& 2016 respectively
-

15. PESTELI Analysis
15

16. SECTOR ISSUES IMPACT ON PLAN
IMPLEMENTATIONPOSITIVE FACTORS NEGATIVE FACTORS
Political -The election of UC ensures grassroots
participation (11.87%)
-Good relationship between MP and the
district and hence lobbies projects for
communities (39.23%.)
-Change in government which leads to
discontinuation of projects (42.38%)
-Political favouritism in the
distribution of projects to
communities (19.36%).
-Inadequate commitment towards
projects based on political affiliations
(16.37%).
Positive:
-ensures grassroot participation in project
implementation (11.87%)
Negative:
-leads to delay in the implementation of
projects and at times projects are
abandoned.
Economic -Derivation of revenue through tolls from
farmers transporting produce, lumbermen
and also property rate to support projects.
(48.40%)
-Generation of funds through the payment
of development levy (51.60%)
-Unemployment and low income
levels hinder financial contributions
towards projects by the community
members. (35.82%)
-Mismanagement of funds by
community leaders. (24.18%)
Positive:
-a large revenue base is derived to support
plan implementation
Negative:
-hinders financial contributions towards
projects by the community members.
Socio-Cultural -Cooperation and support from the
traditional council. The TC headed by the
chiefs provide land for the implementation
of projects. (55.46%)
Taboo days prevent farmers from
going to the farms and it slows down
production. (54.42%)
Positive: The Traditional Council headed by the
chiefs provide land for the implementation of
projects
-
16

17. SECTOR ISSUES IMPACT ON PLAN
IMPLEMENTATIONPOSITIVE FACTORS NEGATIVE FACTORS
Technological -The existence of Asempa Fm, and information
centres helps in easy dissemination of
information about projects in the district.
(100%)
-It creates unemployment since it is more
capital intensive than labour-intensive
(51.91%)
-Poor network with the
telecommunication services makes it
difficult in getting in touch with the office
of the District Assembly. (48.09%)
Positive:
-Awareness creation of projects helped in easy
dissemination of information about projects in the district
Negative:
This situation in the district is very crucial since 78.09%
respondent attested to this fact and in a way makes it
difficult in getting in touch with the office of the District
Assembly.
Environmental -Availability of land for projects. (58.28%)
-River bodies serve as source of water for the
construction of projects. (41.72%)
-The nature of the land prevents the siting
of some projects (57.02%).
-Rainfall obstructs the implementation of
projects (42.98%)
Positive: Availability of land helps in the siting of
projects.
Negative: The nature of land is undulating and this will
lead to an increase in cost of project implementation.
Legal -The police service helps to curb the menace
posed by Fulani herdsmen who allow their
cattle to destroy farmlands. (73.64%)
The existence of Bye-laws and the judiciary
help to provide an enabling environment on the
implementation of projects. (26.36%)
Litigation affects the smooth
implementation of plans (100%)
Positive:This helped in providing an enabling
environment on the implementation of projects.
Negative:In this case, there is difficulty in the acquisition
of lands for projects which slows down the
implementation of projects.
17

18. POSITIVE FACTORS NEGATIVE FACTORS IMPACT ON PLAN IMPLEMENTATION
Institutional -the traditional arrangement uses its influence
to organise communal labour (54.92%)
There is a problem of whom to report
issues that affect project implementation
to whether unit committee or chief or the
assembly. (62.24%)
Positive:
-The influence traditional authority have on the
community helps in maintaining a project
-The monitoring and evaluation activity undertaken by
the institutions help detect deviations and these
deviations are rectified and corrected as soon as possible.
-It promotes transparency in the assembly.
Negative:
-Bureaucracy
18

19. SWOT Analysis of the Various Departments/Units
Health Directorate
Strengths Weaknesses Opportunities Threats
-Highly trained staff
Very dedicated and committed staff
Adequate staff to carry out their duties.
Capacity building programmes
-Some staff are not
abreast with some
requisite skills(
analytical, human
relations)
-Human resource development
workshops can be organized by
the NGOs in the district for the
staff of the various departments.
-Financial and logistics support
from NGO’s.
District Water and Sanitation Team
The ability of the staff to work together
as a team.
They collaborate with the Watsan in the
community very often and organize
workshops to train them on how to
maintain the facility they have been
provided with.
The staff needs more
training on management
and on I.T
The means of transport to
carry out the duties were
not readily available and
was also in poor
condition
-Availability of agencies such as
KFC, World Vision and CWSA to
help in the training, monitoring and
evaluation of the institution.
The regular transfers of personnel
and the reason being that it
affects their flow of work.
Political interference.
19

20. Social Welfare and Community Development
Strengths Weaknesses Opportunities Threats
-Well qualified and trained staff.
Adequate logistics to help them carry out
their activities.
-Adequate staff to carry out activities
Traditional authorities as well as
assembly men in the area are
cooperative.
-Inadequate funds to
finance some of their
activities
Existence of World Vision to help
fund their activities.
Efforts of institutions such as
NCCE and Police to improve level
of participation among stake
holders.
 Political interference in the
location of activities
 Delay in the release of the
DACF
District Agricultural Development Unit ( DADU)
-Well trained staff
-Availability of capacity building
programmes for the staff.
Presence of a market to help in
marketing their goods
Adequate staff to carry out their
activities. dissemination of projects
through their chiefs
-Inadequate logistics for
the institution to carry out
their activities which
slows productivity.
-Availability of the DACF for the
district.
Dissemination of information on
Agricultural projects through the
radio stations.
-Delays in the release of the
common fund
Long dry seasons pushes farming
season further away
20

21. Key Problems faced by the institutions
Challenges Suggestions
Town and Country Planning
Financial Difficulty On time release of funds by the District assembly
Acquiring the base map is a challenge since they have to pay
the survey department to get it
Base map acquisition should be free
Finance and Revenue
Untrained revenue collectors Training programs
Leakages Improving record keeping and accountability.
Asante Akim Disaster Prevention and Management Unit
Inadequate logistics (from transportation to office equipment) Availability of adequate logistics
Inadequate funds to run activities Adequate means of transport (a car and motor bikes)
Lack of support from the District Assembly Adequate funds to run regular projects on disaster
management 21

22. ASSESSMENT OF FISCAL
HEALTH
22

23. Trend of Internal Revenue (2013 – 2015)
64,557.40
325,362.68
286,287.95
207,039.21
294,446
161,863
0.00
50,000.00
100,000.00
150,000.00
200,000.00
250,000.00
300,000.00
350,000.00
2013 2014 2015
Trend of Internal Revenue (2013 – 2015)
Budgeted Actual
• actual revenue received in 2013 exceeded the amount that
was budgeted in 2013 by 68.81%.
• In 2014 there was a 10.5% decrease in the actual revenue
generated.
• The shortfall was due to low collections from revenue
heads such as Rates, Fees and Fines, Licences and Rents.
• Budget Committee has proposed measures to curtail the
shortfall. These include:
 Intensification of the already existing Task Force,
 Periodic checks at the revenue barriers at Agogo and
Juansa to check under invoicing,
 reshuffle of the revenue collectors,
 Maintenance of the Revenue Mobilization Vehicle
which has been granted some time now and period
Audit of Revenue collectors by the Internal Auditor.
23

24. Internally Generated Fund (IGF) - 2014
40.30%
1.30%
23.70%
16%
15.90%
2.90%
Sources of funds for IGF
Fees and fines Rent Land Licenses Rates Others
• The fees and fines as inflows to the assembly were seen to
increase with the passing year.
• This can be related to the fact that the district has several
agrarian communities in which they have markets
established.
• Market fees are collected from some markets like the
Agogo market, Juansa market and Hwidiem market.
• most of the produce gained from the farming activities
undertaken are charged on when exporting.
• Licenses as a source of revenue to the district assembly
decreased from 47094 in 2014 to 35256 in 2015.
• This is due to the inability of the revenue collectors to
properly locate the informal traders
24

25. Challenges in revenue generation
• Tax evasion on the part of payers
Most tax payers evade their responsibilities of paying taxes because
they feel the taxes they pay are not effectively and efficiently utilized.
• Inadequate qualified and competent revenue staff or collectors.
• Poor data base on all economic activities in the district (Improper
record keeping)
25

26. Assessment of Source of funds for Asante
Akim North District
• The district has received low funding from
the DDF (GHC 244,805 & GHC150,218) as a
result of their poor performances in the
FOAT assessment.
• Decrease in DDF- might be as a result of
the district being unable to implement
some projects which would have qualified
them for accessing more district
development fund.
• Looking at 2013, it was realized that the
total amount of funds dedicated to
development expenditure was 5.2%
26
100%
63.6%
20.6%
15.8%
87.2%
9.5%
3.3%
100.0%
0%
20%
40%
60%
80%
100%
120%
DACF DDF Feeding Grant
2012 2013 2014 2015

27. Expenditure (Recurrent)
RECURRENT
EXPENDITURE
2013 2014 2015
Budgete
d
Percent
ages
Actuals Percent
ages
Budgete
d
Percent
ages
Actual Percent
ages
Budgete
d
Percent
ages
Actual Percent
ages
Personnel
Emolument (IGF)
22,200.
00
9.6 28,316.
11
13.7 36601.6
1
9.6 30674.4
8
6.5 60345.8
5
9.6 22152.8
5
6.5
Travelling and
Transport
38,420.
00
16.6 32,965.
00
15.9 63343.8
7
16.55 47016.9
99
10.0 104436.
39
16.55 29665.4
5
10.0
General
Expenditure
149630 64.5 127607.
39
61.6 246698.
17
64.45 293737.
43
62.1 406736.
52
64.45 212134.
63
62.1
Maintenance/Repa
ir and Renewal
5,200.0
0
2.2 7,194.0
0
3.5 8573.33 2.2 81245.8
9
17.2 14135.0
3
2.2 58675.0
8
17.2
Development
Expenditure (IGF)
16,680.
00
7.1 10,956.
50
5.3 27500.6
7
7.2 19298.8
0
9.1 45340.9
4
7.2 13937.2
1
9.1
Total 232,130
.00
100 207,039
.21
100 382717.
67
100 471973.
60
100 630994.
73
100 336565.
22
100
27

28. Trend of Recurrent Expenditure(2013 -2014)
13.7%
15.9%
61.6%
3.5%
5.3%
6.5%
10.0%
62.1%
17.2%
9.1%
6.5%
10.0%
62.1%
17.2%
9.1%
Personnel
emolument
Transport General Exp. Maintenance Development Exp.
Expenditure by Type of Recurrent Expenditure
2013 2014 2015
• The inflation on petrol prices lead to
the rise in transport.
• Personnel emolument increased
from 2012- 2015 because the
district was created in 2012 and;
• As such people were employed
over the years.
• Due to this reason, the wages and
salaries also increased over the
years from 2012 to 2015.
28

29. Assessment of Performance in M&E
Institutions Specific Roles Expected
to be Played
Monitoring and
Evaluation Arrangements
Actual Efforts Challenges faced by
Monitoring and
Evaluation
Measures to address
Monitoring and Evaluation
Challenges
Disaster prevention
and management unit
Undertakes quarterly
monitoring and evaluation.
-Formation of an M&E
team.
-data keeping and track
keeping of disaster zones
-The formation of
M&E team does
quarterly monitoring of
implemented projects.
-Collaborate with
NGO‟s
-Inadequate logistics.
-Inadequate funds to
run activities.
-Lack of support from
the District Assembly
-Adequate logistics.
-Adequate funds to run regular
projects on disaster
management.
Department of social
welfare and
community
development
-Collaborating with
agencies to carry out the
M&E.
-monitor projects by taking
visits to project sites twice
quarterly to assess their
development level.
-Evaluation is carried out
through peer review on
how projects are done.
-Collaborate with chief
and opinion leaders as
well as assembly men.
-Collaborate with
NGO‟s eg. World
vision to fund their
projects.
-cultural practices
always hinder project
implementation
-Inadequate funds to
carry out M&E.
- Adequate funds to carry out
M&E.
29

30. Institutions Specific Roles Expected
to be Played
Monitoring and
Evaluation Arrangements
Actual Efforts Challenges faced by
Monitoring and
Evaluation
Measures to address
Monitoring and Evaluation
Challenges
District agricultural
development unit
(DADU)
-Undertakes weekly
monitoring
Formation of an M&E
team.
- submit their
antennary on quarterly
bases to the DA in
monitoring.
-Financial problems
-Lack of vehicles
-Availability of Funds from
government
-Collaboration with other NGOs
so that they can fund some of
the monitoring activities
-availability of vehicles
District health
directorate
-Undertake evaluation
Projects just after
implementation.
-Evaluation is carried out
by using data chats and
field visits.
Formation of M&E team to
undertake monitoring and
evaluation.
Submission of reports on
implemented projects to
track their progress.
-collaborates with
District assembly in
monitoring and
evaluation of projects.
-inadequate Funds -Collaboration with other clinics
and NGOs so that they can fund
some of the monitoring
activities
- timely release of funds from
GOG
30

31. Findings
• Political Interference: Political interference tends to pose a challenge in smooth
implementations of the development plans in Asante Akim North district. Most of the
activities of the technocrats are being controlled by the politicians especially the DCE
who is at the helm of affairs.
• Resource Mobilization :Limited resources are major problems that confront most
planning agencies as these resources are needed for physical manifestations of plans.
All the institutions within the district are constrained by financial resources and
therefore not being able to effectively implement, monitor and evaluate plans as
required.
• Stakeholder Participation:The involvement of institutions in implementation and
plan preparation are key to the success of development plans.
31

32. Recommendations
• Acquisition of the needed logistics needed for smooth
implementation.
• The training and re-training of staff. This should be organized for all
the key institutions and other departments involved in plan
implementation and management.
• Stakeholders should be actively involved in project implementation so
as to have a say in how the projects should be implemented.
• There should be effective utilization of the IGF. Measures should be
adopted to reduce revenue leakages by giving them a percentage on
the bonus received.
32

33. Conclusion
• Plan Preparation, Implementation and Management is very vital in
promoting development.
• This calls for the need to improve the capacity of the various
institution involved and to encourage participation of various sub-
structures in the Asante Akim North District Assembly.
33