Old impediments, new opportunities: Strategy to overcoming ‘Abandoned’ state projects in Ghana

Recent reports by Ghanaian media captured President Mahama's remarks during a meeting with the Christian Council. Per the reports, the President stated that the Agenda 111 hospital projects left by the previous government would require approximately $1.7 billion to complete.

The President, therefore, urged religious organisations to collaborate with the government to finish these hospital projects to advance Ghana’s healthcare delivery.

Upon reflecting on these remarks, I realised that the President’s appeal to religious groups might be a strategic move to address a persistent challenge within Ghana's governance system—uncompleted state projects inherited from successive governments.

This situation can be summarised as "old impediments, new opportunities," which focuses on overcoming existing barriers ("old impediments") through innovative possibilities ("new opportunities"). Essentially, it suggests that current challenges can be turned into opportunities for future progress.

Within this context, the "old impediments" refer to the ongoing issue of uncompleted projects and policies that successive governments have inherited.

These unfinished projects often prove difficult for new governments to complete for various reasons (financial limitations, shifting political priorities, contractual issues, and technical challenges).

Focusing specifically on the Fourth Republic, numerous projects remain unfinished and scattered all over Ghana.

Especially, as each government initiates new projects while neglecting those left incomplete by predecessors, the burden ultimately falls on the Ghanaian taxpayer.

Uncompleted projects

A prime example of this cycle can be seen in the area of affordable housing. Unfortunately, successive governments have launched their housing projects without first addressing uncompleted projects left by previous governments.

This pattern of neglect leads to a frustrating reality for citizens, who watch as infrastructure and services remain incomplete while Ghana seriously needs those projects.

Since the intention of this article is not to assign blame but to identify and utilise the opportunities that these persistent challenges present, there is no need to list any abandoned projects here.

The President’s recent call for collaboration with religious organisations regarding the uncompleted Agenda 111 hospitals signifies a new opportunity that should not only be confined to the Agenda 111 projects but should extend to all government projects that have been abandoned.

This call for partnership must also cover a wider array of actors, including private citizens, business communities, development partners and CSOs.

Public Private Partnership

The groundwork for such partnerships was laid in 2020, when Parliament enacted the Public Private Partnership (PPP) Act, 2020 (Act 1039).

This legislation creates an avenue for collaborative arrangements between government entities and private sector companies to finance, build and operate critical projects.

By harnessing the strengths of both sectors, this partnership model has the potential to deliver public infrastructure and services more efficiently and effectively.

Under the PPP framework, a government entity identifies a pressing need (infrastructure or services) that cannot be adequately met through traditional public funding.

A thorough feasibility analysis is then conducted, evaluating the financial, technical and social viability of the project.

Subsequently, suitable private sector partners are selected through a competitive bidding process, leading to negotiations that formalise the partnership terms, including risk-sharing and responsibilities.

The private partner typically takes the lead in designing, constructing and operating the project, while the public entity maintains oversight to ensure compliance with predetermined objectives.

This model also involves continuous monitoring and assessment to guarantee that the    project aligns with public needs and delivers tangible value.

Going by the above, now is the moment for Ghana to harness the PPP Act in addressing the countless uncompleted state projects passed down by successive governments.

By transforming these old impediments into new opportunities, the government can pave the way for efficient and sustainable progress.

Additionally, this situation serves as a wake-up call for both politicians and citizens to engage in constructive dialogue to address this ongoing dilemma.

A key recommendation involves depoliticising and empowering the National Development Planning Commission (NDPC) to develop comprehensive long-term development programmes for Ghana.

Such programmes would provide a framework from which all political parties could draw their manifestos, ensuring that government initiatives are guided by national priorities – reflect Ghana’s developmental needs rather than arbitrary decisions made at political whim.

The NDPC should be adequately resourced to attract highly skilled professionals capable of accurately assessing the costs associated with government projects from inception to completion.

By instilling a culture of planning and accountability, Ghana can mitigate the issue of uncompleted projects and improve overall governance.

In conclusion, the challenges of unfinished projects inherited by successive governments present an opportunity for collective action and collaboration.

By embracing partnerships and employing the principles of the PPP Act, Ghana can effectively navigate these old impediments and transform them into avenues for dynamic progress.

Through strategic cooperation among various stakeholders, the path toward enhanced infrastructure, service delivery and national development is nearer than ever.

The writer is a Political Scientist