….needs one urgently.<\/p>\n
You hear of Gold-for-Oil, you hear 1D1F, you hear of all kinds of infrastructure and major mining projects, you hear of major projects done by our governments and then years later, you hear of scandals and losses to the state. These keep happening because all major projects are done in silos for obvious reasons of ease to fleece through procurement.<\/p>\n
The country has no \u201cthinking center\u201d, one place where big projects and interventions are vetted, scored and managed. This is the unitary reason why there are so many uncompleted projects littering the country. Why build a road only to run out of funds?<\/p>\n
Ghana\u2019s development delivery suffers from:<\/p>\n
\u2022 Fragmentation: Overlapping mandates across planning and sector agencies, diffusing accountability.
\n\u2022 Inefficient spend: >GHS 300 million in annual overheads for planning\/coordination bodies with little portfolio discipline.
\n\u2022 Weak execution: ~40% of projects face delays or abandonment, creating sunk costs and public frustration.
\n\u2022 Limited transparency: Data is scattered; citizens and Parliament struggle to track progress and value-for-money (VfM).
\n\u2022 Global competitiveness gaps: Without a single institution responsible for pipeline quality, Ghana under-leverages private capital and misses investment windows.<\/p>\n
Establishing the National Economic Development Corporation (NEDC) to Transform Ghana\u2019s Development Delivery:<\/p>\n
With more than GHS 300 million spent annually across fragmented development bodies and an estimated 40% of government projects delayed or abandoned due to weak planning and oversight (per the Ministry of Finance), the status quo is costly and unsustainable.<\/p>\n
I am proposing dissolving the NDPC and establishing a single, performance-driven institution: the National Economic Development Corporation (NEDC). NEDC would consolidate key planning and delivery functions; run a rigorous stage-gate system for Ghana\u2019s most strategic programmes; and provide independent value-for-money, project controls, and competitiveness reporting. A dedicated Major Projects Execution (MPE) directorate will operate as the Government\u2019s \u201cowner\u2019s representative\u201d for top 50\u2013100 capital projects, ensuring on-time, on-budget delivery.<\/p>\n
\u2022 Annual overhead savings: GHS 100\u2013150 million through consolidation and shared services.
\n\u2022 Delivery gains: Reduce delayed\/abandoned projects from ~40% to \u226415% within three years via stronger planning, controls, and accountability.
\n\u2022 Transparency and trust: Quarterly public dashboards for project performance and spend.
\n\u2022 Competitiveness: Annual benchmarking report to target reforms and crowd in investment.<\/p>\n","protected":false},"excerpt":{"rendered":"
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