Ghana: Accra Urban Profile

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GHANA:ACCRA URBAN

PROFILE

Regional and Technical Cooperation Division


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Copyright United Nations Human Settlements Programme (UN-HABIA), 2009

All rights reserved

United Nations Human Settlements Programme publications can be obtained from

UN-HABIA Regional and Information Offices or directly from:

P.O.Box 30030, GPO 00100 Nairobi, Kenya.

Fax: + (254 20) 762 4266/7

E-mail: [email protected]

Website: http://www.unhabitat.org

Tis Accra report and project was prepared and managed by the Ghana Women land Access rust (GAWLA) and VictoriaAbankwa in Ghana and Mohamed El-Sioufi, Alain Grimard, Kerstin Sommer and Florence Kuria in Nairobi.

HS/1163/09E

ISBN:978-92-1-132129-6

DISCLAIMER

Te designation employed and the presentation of the material in this publication do not imply the expression of anyopinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory,city or area, or of its authorities, or concerning delimitation of its frontiers or boundaries, or regarding its economic systemor degree of development. Te analysis, conclusions and recommendations of the report do not necessarily reflect the viewsof the United Nations Human Settlements Programme (UN-HABIA), the Governing Council of UN-HABIA or itsMember States.

Excerpts from this publication may be reproduced without authorisation, on condition that the source is indicated.

Photo credits : UN-HABIA

Editing and research: Florence Kuria

Design and Layout: Florence Kuria and Andrew Ondoo

Printing: UNON, Publishing Services Section, Nairobi, ISO 14001:2004-certified


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GHANA:ACCRA URBAN

PROFILE

UNITED NATIONS HUMAN SETTLEMENTS PROGRAMME

REGIONAL AND TECHNICAL COOPERATION DIVISION

TABLE OF CONTENTSFOREWORD 4

EXECUTIVE SUMMARY 6BACKGROUND 8

GOVERNANCE 13

SLUMS 15

GENDER AND HIV/AIDS 17

ENVIRONMENT 20

PROJECT PROPOSALS GOVERNANCE 23

SLUMS 25

GENDER AND HIV/AIDS 27

URBAN ENVIRONMENT 30


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FOREWORD

EXECUTIVEDIRECTOR

Te annual urban

growth rate in Sub-Saharan Africa is almost5 percent, twice as highas in Latin Americaand Asia. It also has the

worlds largest proportionof urban residents livingin slums, which todayare home to 72 percentof urban Africas citizensrepresenting a total ofsome 187 million people.

As more and more peopleseek a better life in towns

and cities, the urban slum population in Africa isprojected to double every 15 years in a process knownas the urbanisation of poverty. African cities are thusconfronted in the new Millennium with the problem ofaccommodating the rapidly growing urban populationsin inclusive cities, providing them with adequate shelterand basic urban services, while ensuring environmentalsustainability, as well as enhancing economic growthand development.

UN-HABIA is the lead agency for implementationof Millennium Development Goal (MDG) 7, arget10 (reducing by half the number of people withoutsustainable access to safe drinking water), and arget11 (achieving significant improvement in the lives of atleast 100 million slum dwellers by 2020).

As part of our drive to address this crisis, UN-HABIA is working with the European Commissionto support sustainable urban development in African,Caribbean and Pacific (ACP) countries. Given the urgentand diverse needs, the agency found it necessary todevelop a tool for rapid assessment to guide immediate,mid and long-term interventions. In 2002, based on theEuropean Commissions Consultative Guidelines forSustainable Urban Development Co-Operation, UN-HABIA successfully implemented an Urban Sector

Profile Study in Somalia for the first time. Te Studyresulted in the identification and implementation ofthree major programmes with funding from a varietyof donors.

In 2004, UN-HABIAs Regional Office for Africaand the Arab States took the initiative to develop theapproach further for application in over 20 countries. Tis

was achieved in collaboration with other departmentswithin the agency the Urban Development Branchwith the Urban Environment Section, the Global UrbanObservatory, the Shelter Branch, the Urban GovernanceUnit, the Gender Policy Unit, the Environment Unit andthe raining and Capacity Building Branch. Tis new

corporate approach is known as the urban profiling. Teimplementation of Te urban profiling was launchedthanks to contributions from the Governments of Italy,Belgium and the Netherlands.

oday, UN-HABIA is conducting city profiles

in 18 new countries as part of the Participatory SlumUpgrading Programme financed by EuropeAid andits Intra-ACP fund. Also, Ghana, as well as 12 other

African countries, are going to develop action plans forselected priority proposals presented in this document,the second phase of the new programme.

Te idea behind the urban profiling is to helpformulate urban poverty reduction policies at thelocal, national and regional levels through a rapid,participatory, crosscutting, holistic and action-orientated assessment of needs. It is also aimed atenhancing dialogue, awareness of opportunities andchallenges aiming at identifying response mechanisms

as a contribution to the implementation of the MDGs.Te idea behind the urban profiling is to help

formulate urban poverty reduction policies at thelocal, national and regional levels through a rapid,participatory, crosscutting, holistic and action-orientated assessment of needs. It is also aimed atenhancing dialogue, awareness of opportunities andchallenges aiming at identifying response mechanismsas a contribution to the implementation of the MDGs.

Te urban profiling addresses four main themes:governance, slums, gender and HIV/AIDS andenvironment. It seeks to build a national profile, and

three settlements representing the capital or a large city,a medium-sized city, and a small town. Te profiles offeran overview of the urban situation in each participatingcity through a series of interviews with key urban actors.Tis is followed by a city consultation where priorities areagreed. City-level findings provide input for the nationalprofiling that is combined with a national assessment ofinstitutional, legislative, financial and overall enablingframeworks and response mechanisms. Te profiles atall levels result in supporting the formation of city andnational strategies and policy development. Additionally,the profiling facilitates sub-regional analyses, strategiesand common policies through identification ofcommon needs and priorities at the sub-regional level.Tis provides guidance to international external supportagencies in the development of their responses in theform of capacity building tools.

In Accra, the profiling was undertaken underthe leadership of national and local authorities. Tisinitiative has been carried out locally in Accra, amale,Ho as well as nationally. Te National Urban Profilefocuses on the findings of a desk-study, interviews withkey actors and a town consultation with key urbanactors and institutions. Consultation participantsagreed to address the salient urban issues includingpoverty, insecurity, corruption, pollution and crime

all problems that negatively affect investments andeconomic development. A consensus was reached onpriority interventions in the form of programme andproject proposals to be implemented.

FOREWORD


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FOREWORD-EXECUTIVEDIRECTOR

I wish to acknowledge the contributions of Mr.

Mohamed El Sioufi, who developed the urban profilingconcept, the programme manager Alain Grimard andKerstin Sommer who is coordinating its activities. Ialso wish to cite those members of staff for their rolein helping produce this report. Tey include AliouneBadiane, Antonio Yachan, Adolphin Asimah, Ben DoeDoris etteh, and Sylvester Gabianu.

I would like to thank the Government of Ghanathrough the Accra Metropolitan Asembly, Ministry ofInformation Service, Ministry of Local Governmentand Rural Development, Ministry of Women andChildren Affairs, city mayors, local government officials,authorities, and all those who have participated in and

supported this initiative and wish every success in itsimplementation. I also look forward to supportingfurther their efforts in the development of Accra.

Anna Kajumulo ibaijuka

Under-Secretary-General of the United Nations,and Executive Director,UN-HABIA


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EXECUTIVE

SUMMARY

EXECUTIVE SUMMARY

INTRODUCTION

Te urban profiling is a rapid and action-orientedurban assessment of needs and capacity-buildinggaps at national and local levels. It is currently beingimplemented in over 20 countries in Africa and the

Arab states. Te urban profiling uses a structuredapproach where priority interventions are agreed uponthrough consultative processes.Te urban profilingmethodology consists of three phases: (1) a rapidparticipatory urban profiling at national and locallevels, focusing on governance, informal settlements,gender and HIV/AIDS, environment, and proposedinterventions; (2) detailed priority proposals; and (3)project implementation. Te urban profiling in Ghana

encompasses profiles of Accra, amale, and Ho, eachpublished as a separate report. Tis report constitutesa general background, a synthesis of the four themes governance, informal settlements, gender andHIV/AIDS, and environment and priority projectproposals.

BACKGROUND

Accra, the capital city of Ghana, has a total land areaof 201sq km. With a population of 1,695,136 millionpeople (2000 National Population Census), Accra,Ghanas capital since 1877, is today one of the most

populated and fast growing Metropolis in Africa withan annual growth rate of 4.3%.

Te gross population density for Accra MetropolitanArea is 10.03 persons per hectare as compared to 6.23per hectare in 1970. Accras population like that ofmost urban centres is very youthful with 56% of thepopulation under the age of 24 years; 51% of thepopulation are females. Accras population like thatof most urban centres is very youthful with 56%of the population under the age of 24 years; 51% ofthe population are females. Accra is the second mostindustrialised city in Ghana, contributing over 10% tothe GDP. Over 30% of the manufacturing activities are

located in the area. In 2000, there were nearly 200,101persons working in various industries in Accra: 22.34%of the employment of the labour force in Accra.Female employment in manufacturing is over 33%, themajority of whom are factory hands. Te sector attractslarge numbers of rural and urban migrants to the city

with the expectation of securing jobs.

GOVERNANCE

Te Accra Metropolitan Assembly (AMA) isa corporate body and the highest political andadministrative organ in Accra. Te Assembly haslegislative, deliberate and executive functions.Development in Accra is financed from several sourcesand at two (2) levels; central and local. AMA is afacilitator for development rather than profit makinginstitution. Tis is consistent to central governmentpolicy. AMA spends 66.70% of its revenue on recurrentexpenditure whilst 33.30% on capital expenditure. Teexpenditure ratio indicates low commitment of the cityauthority to development.

INFORMAL SETTLEMENTS

Physical development in Accra is governed by anelaborate Master Plan and Sector Layout plans preparedby the own and Country Planning Department of

AMA. Te own and Country Planning Departmentand the Metro Works Department have the day-to-day responsibility of managing the plans and the sectorlayouts. It is common knowledge in Accra that physicaldevelopment runs faster than planning. In this lightthere are more areas which are basically unplanned or

where inadequate planning has been carried out by thelandowners who some times attempt to integrate it into

the statutory land use plan of Accra. Te problem hascontributed to the haphazard development and slumconditions in some areas of Accra.

Te weak statutory land use planning and thecreation of alternative land use planning process bylandowners have opened avenues for the poor to cashin for their housing needs. It is estimated that thealternative process houses about 58% of population of

Accra. Te process is cheap and less time consuming,happens on the blind side of the law, suits the peculiarhousing needs of the poor, and is seemly tolerated bygovernment.

Tere is no doubt that the two processes havecontributed to the creation of a full fledged informalland market, rapid expansion of irregular settlement,forceful occupation of land by the poor and tensionbetween traditional land owners and the encroachers.


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EXECUTIVE

SUMMARY

GENDER AND HIV/AIDS

Women constitute only 22.12% of the assemblymembers representing each electoral area in Accra.However there are efforts by the government to increase

womens representation in the assembly. Women alsoconstitute only 20% of the total labour force in theformal sector whilst their participation in the informalsector is 48%. On the other hand women constitute

just 6% of the Accra Metropolitan Assembly (AMA)senior staff and 30% at the junior level. Majority of

women, employed in the informal sector, have unstableeconomic conditions, and live below the nationalpoverty of $210 per year. Te HIV/AIDS situationin Ghana is becoming a gender issue. Tere are more

women carriers of the virus than men - 75% amongfemale sex workers.

ENVIRONMENT

Te state of sanitation in Accra is currently veryunsatisfactory. Te city is characterised by chokeddrains, indiscriminate waste disposal and uncollectedrefuse in central waste containers. Even though Accragenerates between 1,500 1,800 tonnes of waste perday, it has the capacity to collect only 1,200 tonnes perday. Physical and settlement development in Accra isoutstripping drainage network. Tis has culminatedinto seasonal flooding during the wet season. Privateparticipation in environmental management rangesfrom individual waste cart pushers (kayabola),environmental advocacy groups to multi-national wastemanagement consortium. Te city authority spends 65-70% of its revenue on sanitation.


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ACCRAPRO

FILE

BACKGROUND

BACKGROUND

INTRODUCTION

Te Urban Profiling

Te urban profiling is a rapid, action-orientedassessment of urban conditions, focusing on priorities,capacity gaps, and existing institutional responses at thelocal and national levels. Te purpose of the study isto develop urban poverty reduction policies at local,national, and regional levels, through an assessment ofneeds and response mechanisms, and as a contributionto the wider-ranging implementation of the MillenniumDevelopment Goals. Te study is based on an analysis ofexisting data and a series of interviews with all relevanturban stakeholders, including local communities andinstitutions, civil society, the private sector, developmentpartners, academics, and others. Tis consultationtypically results in a collective agreement on prioritiesand their integration into proposed capacity-buildingand other projects, all aimed at urban poverty reduction.Te urban profiling is being implemented in over 20

African and Arab countries, offering an opportunityfor comparative regional analysis. Once completed, thisseries of studies will provide a blueprint for central andlocal authorities and urban actors, as well as donors andexternal support agencies.

METHODOLOGY

Te urban profilingconsists of three phases:

Phase one involves rapid profiling of urban conditionsat national and local levels. Te capital city, a medium-sized city, and a small town are selected and studiedto provide a representative sample in each country.Te analysis focuses on four themes: governance,slums, gender and HIV/AIDS, and the environment.Information is collected through standard interviewsand discussions with institutions and key informants,to assess the strengths, weaknesses, opportunities,and threats (SWO) of the national and local urbansituation. Te findings are presented and refined during

city and national consultation workshops and consensusis reached regarding priority interventions. National andcity reports synthesise the information collected andoutline ways forward to reduce urban poverty throughholistic approaches.

Phase twobuilds on the priorities identified throughpre-feasibility studies and develops detailed capacity-building and capital investment projects.

Phase three implements the projects developedduring the two earlier phases, with an emphasis onskills development, institutional strengthening, andreplication.

Tis report presents the outcomes of the ParticipatorySlum Upgrading Programme, Phase One, at the locallevel in Accra.

THE URBAN PROFILING

RUSPS in Ghana encompasses the cities of Accra,the capital city, amale, the capital city of the northernregion of Ghana and Ho, a town in Southeast Ghana

and capital of the Volta region. Each urban profile ispublished as a separate report.

Te national consultation was conceived asa partnership platform, co-developed with theDepartment of Community Development, Departmentof Cooperative, Social Welfare, Department of RuralHousing, Accra Members Assembly, MunicipalPlanning Coordinating Unit, Works Department,Budget and Rating Department, Police Commanderand the Ghana Civil Aviation. Te aim is to promoteinter-agency collaboration that integrates a wide rangeof urban actors in response mechanisms.

REPORT STRUCTURE

Tis report consists of:

1. a general background of the urban sector in Accra,based on the findings of a desk study, interviews,and a city consultation (see back cover for a listof participants in the national consultation and abibliography). Te background includes data onadministration, urban planning, municipal finance,urban services, public transport, health, education,the economic situation, water and sanitation, and

waste management;

2. a synthetic assessment of four main areas governance, unplanned settlements, gender andHIV/AIDS, and environment in terms of theinstitutional set-up, regulatory framework, resourcemobilisation, and performance (this second sectionalso highlights agreed priorities and includes a list ofidentified projects); and

3. a SWO analysis and an outline of priority projectproposals for each theme. Te proposals includebeneficiaries, partners, estimated costs, objectives,activities, and outputs.


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ACCRAPROFILE-BACKGROUND

BACKGROUND

Accra was founded by the Ga people of Ghana inthe late 1600s. In 1877 Accra replaced Cape Coast asthe capital of the British Gold Coast colony. After thecompletion of a railway to the mining and agriculturalinterior, Accra became the economic centre of Ghana.

Accra has a total land area of 201 sq km and has

a population of 1,695,136 million people (2000National Population Census) making it one of the mostpopulated and fast growing Metropolis in Africa withan annual growth rate of 4.3%. Te primacy of the cityis influential in the daily inflows and outflows of bothhuman and vehicular traffic to the city.

Accra is a major centre for manufacturing, marketing,finance, insurance, transportation and tourism. Asan urban economy the service sector is the largest,employing about 531,670 people with the informalservice sub-sector absorbing the largest number oflabour force in the sector.

ADMINISTRATION

Te functions of the Accra Metropolitan Assemblyare outlined in the Legislative Instrument (L.I. 1500)

which established the AMA. Tese functions aresummarized as follows: Provision of a sound sanitaryand healthy environment; provision of educationalinfrastructure for first and second cycle schools;

provision of markets and lorry parks within theMetropolis; planning and development control of allinfrastructure within Accra; activities bordering on themaintenance of peace and security within the Metropolisand provision of public safety and comfort. AMAemploys 1170 people. Te administration structureis weak and is confronted with the following: Dualallegiance of decentralised departments, incompletedecentralisation, non-connectivity of departments, lowmanagement interconnection, lack of transparency, overcentralization of administration and financial issues.


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ACCRAPRO

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BACKGROUND

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URBAN SERVICES

In most areas of Accra, service provision isinequitable with the poor bearing the brunt of theefficiency. Te sprawl or horizontal rapid growth of thecity has hindered the provision of such service like water,solid waste disposal, refuse collection, good drainage,and electricity very difficult. Te existing facilities aredeteriorating as inadequate investment is put into theirmaintenance. Furthermore, capacities of these facilitiesare out stretched.

Physical development in Accra is governed by anelaborate Master Plan and Sector Layout plans preparedby the own and Country Planning Department of

AMA. Te own and Country Planning Departmentand the Metro Works Department have the day-to-

day responsibility of managing the plans and the sectorlayouts.

MUNICIPAL FINANCE

Accra is the second most industrialised city inGhana, contributing over 30% of manufacturingactivities, representing over 50% of value added. CentralGovernment made subvention to the Assembly in theform of emoluments and development expenditurefor the last three years subvention amounted to$14,258,617 (52% of total revenue). AMA spends66.70% of its revenue on recurrent expenditure whilst

33.30% on capital expenditure. Te rateable value ofover 50,506 identified residential properties and about4,054 commercial/Industrial/Mixed properties isestimated to be at $150532758. Its fiscal capacity of the

Assembly is estimated to be at $9720229 ax effort isestimated to be 30.17%.

Development in Accra is financed from severalsources and at two (2) levels. Te two levels are central(External sources) and local (Internally GeneratedFunds) government sources. Tese categorisation formsthe structure of finance of the Assembly. AMA receivesabout 53% of its revenue from Central Government.Tis makes AMA vulnerable to central governmentcontrol.

Nevertheless, with a large fiscal capacity, AMAhas the propensity to generate more revenue to upsetdwindling transfers from Central Government. Analysisof Internally Generated Revenue (IGR) reveals that

AMA generates large revenues from small segments of

its tax base - about 90% from three sources (PropertyRates, Fees and Licences).

PUBLIC TRANSPORT

raffic and transportation situation in Accra can bedescribed as confused: Missing links and un-engineeredroads (300 400kms), unpaved road, potholes. 65percent of vehicular movement has the Central BusinessDistrict as their destination. Large numbers of lowcapacity vehicle create a lot of congestion on the roadsand the high travel time creates aggressive situations onthe road. However the revamping of the collapsed mass

transport system is receiving governments attention.

DEPARTMENT FUNCTIONS

General Assembly (104 Assembly Members,Presiding Member, Metro Chief Executive

Legislative, deliberation, approval and planning powers

Metro Coordinating Director/Chief Execu-tive

Coordinate the activities of the departments and Customer care services

Metro Treasurer Collection of revenue and pays expenses monthly and annual financialstatement, Advises on financial matters,

Metro Works Engineer Design/management of building projects, premises/house numbering, streetfurniture. Building permits delivery and general development control.

Metro Director of Education Adherence to educational regulations and policies, provide infrastructure andlogistics.

Public Health Officer Food hygiene, disease, vector and pest control, enforcement of SanitationBye-Laws Control of Cemeteries

Waste Management Department Liquid and solid waste disposal, Cleansing of streets and drains, public openplaces, and weeding of grass on roadsides and open public places.

Town and Country Planning Detailed Planning Schemes/Structure Plan, Secretariat of the Accra Metropoli-tan Planning Committee.

Metro Planning and Coordinating Unit Collection and analysis of economic, social, physical and institutional data.Preparation of projects documentation. Monitoring and evaluating projects.Co-ordination of donor funded projects


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ACCRAPROFILE-BACKGROUND

HEALTH

Although health facilities are within physicalaccessibility of the poor, the cost is beyond their scope.Most of them rely on traditional medication and self-medication for their health needs. Te high-incomegroups rely on both public and private health facilities.Tere is high level private and non-governmental

institutions participation in health delivery.

Tere are 28 Hospitals in Accra. Te major healthproblems of Accra are essentially communicable diseasesdue to poor environmental sanitation, ignorance, andpoverty. Malaria has been the number one disease,accounting for about 53 per cent of outpatient cases. Temajor communicable diseases (op 5 communicablediseases) are malaria, sexually transmitted Infection,diarrhoea, chicken pox, enteric fever. Te transmissionof the 5 major communicable diseases comes frompoor sanitation, and the residents of the city over theyears have been complaining about the poor sanitaryconditions they are confronted with. High incidenceoccurs in the poor neighbourhoods

EDUCATION

At the primary level, 36.38 % of eligible children areenrolled. Te enrolment of girls is higher than boys asshown in able 9 above.

At the Junior Secondary School (JSS) level, 57.17%of eligible children are enrolled. Te ratio of girls is alsohigher at this level. Te higher enrolment of girls andthe favourable examination result has been attributedto implementation of Send-your-Girl-Child-to-school policy, which was implemented about a decadeago. In recent time some Civil Society Organisationsare lobbying for similar programme to promote boyeducation. Tis has received commendation form AccraMetro Education Department.

Te educational facilities are not evenly distributedacross the sub-metros of Accra. Kpeshie has the highestconcentration of both primary and JSS. Given the rapidgrowth of the school going population, the city willneed more school infrastructure in the years to come.

THE ECONOMIC SITUATIONAccra is a major centre for manufacturing, marketing,

finance, insurance, transportation, and tourism. Teeconomy consists of Primary (farming, fishing, miningand quarrying), Secondary Sectors (manufacturing,electricity, gas, water, construction) and ertiarySectors (Wholesale trade, retail trade, hotel, restaurant,transportation, storage, communication, financialintermediation, real estate service, public administration,education, health and other social services). As an urbaneconomy the service sector is the largest, employingabout 531,670 people with the informal service sub-sector absorbing the largest number of labour force in

the sector. Te second largest, secondary sector employs22.34% of the labour force (that is 183,934 people).Accra has 114,198 of its labour force unemployed,making an unemployment rate of 12.2%.

Te predominant primary economic activity isfishing and urban agriculture. Fishing takes charge ofabout 77.8% of productive labour force in the primarysector. However, the industry is characterised by extremeseasonality. Fishing in Accra had been the traditionaltrade for the native people of Accra who leave in the olderand high-density areas. Te diminishing stocks of fishand poor techniques have made the trade less attractiveto the youth of the area. Tis has contributed to high

unemployment rates in the fishing communities.

TABLE 9:PRIMARY SCHOOL ENROLMENT BY SEX

Boys Girls Total

No. % No. % No. %

Ablekuma North 5398 5.3 5994 5.9 11392 11.2

Ablekuma South 7250 7.1 7554 7.4 14804 14.6

Ashiedu Keteke 3621 3.6 3791 3.7 7412 7.3

Osu Klottey 3578 3.5 3587 3.5 7116 7.0

Garrison 4138 4.1 3948 3.9 8078 7.9

Kpeshie 9799 9.7 10433 10.3 20232 20.0

Ayawaso 8263 8.1 9001 8.9 17204 17.0

Okaikoi 7360 7.2 7824 7.7 15184 15.0

Metro 49407 48.7 52124 51.3 101531 100

Source: Metro Education Office Kinbu, Accra, 2002


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ACCRAPRO

FILE

BACKGROUND

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Te overwhelming large number of economic

activities and business locations in Accra to the detrimentof other areas of the country is a validation of the poorimplementation of development strategies in Ghana.High economics of scale, agglomeration advantage andcollective action of businesses tend to influence businesslocation to Accra. Coherent socio-economic policyframework and implementation strategies need to beput in place if the pressure that the primate city of Accrahas brought to its management has to be tackled.

WATER AND SANITATION

Te state of sanitation in Accra is poor. Te city

is characterised by choked drains, indiscriminatewaste disposal and uncollected refuse in central wastecontainers. Some of the factors responsible for thepoor sanitation include, poor conceptualization ofsanitation, lack of adequate sanitary facilities, ignoranceand irresponsibility of individuals, households andcommunity members, lack of community action,springing up of unauthorized temporary structures,continuous increasing number of squatters,indiscriminate hawking, and lack of regular budgetaryallocation for sanitation.

Accra is supplied by pipe-borne water from 2operational sources - Te Weija and Kpone Water

Works. Access to water by the classes of people inAccra varies according to the three categories of urbandwellers in Accra. First, there are those who live in firstclass residential areas and are connected to the watersupply network. Tis class of people get water 24 hoursa day, and pay for water at the official rates, which rangefrom $0.0019 a bucket to $0.007 per bucket . Second,there are those Accra residents (a large proportion) wholive in areas which are connected to the network butdo not get water through their taps on a regular basis.Tese people have to supplement their water suppliesby buying water from vendors at prices between $0.15and 0.25 a bucket. Finally there are the majority of

residents, mostly the poor and vulnerable groups livingin slums and poor neighbourhood, which are notconnected to the network, and have to buy their waterfrom the vendors. With large families, and some earningless than a dollar a day, water has become an expensivecommodity.

Te water lost through leakage is estimated at 30%

for the entire supply system in Accra. Nevertheless, ithas been estimated that carrying out leakage detectionand repair program for major leaks in the distributionnetwork could lower leakage by 5%.

WASTE MANAGEMENT

In Accra, the uncollected waste finds its way intowater bodies, drainage systems and other open spaces astheir final destination.

Private sector participation in waste management hasbeen concentrated in waste collection. Accra has been

delimited into six waste collection zones. Tese zones areawarded to waste collection companies for fees, whichare charged according to specific contractual agreementbetween the companies and the city authority. In lowincome areas central container system is operational.

Tere are designated points where containers areplaced for households to dislodge their domestic

waste for on-ward carriage to final waste disposal andincineration sites. Under this system the companies arepaid according to the total tonnage conveyed to thefinal disposal point. Households pay no fees for wastegenerated.

Te other system, door-to-door collection, isprominent in affluent areas of Accra. Te companiescharge fees from households for scheduled collection of

waste monthly or fortnightly. Nevertheless, this systemserves less than 10% of the population of Accra.


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ACCRAPROFILE-GOVERNANCE

GOVERNANCE

Te functions of the Accra Metropolitan Assembly areoutlined in the Legislative Instrument (L.I. 1500) whichestablished the AMA. Tese functions are summarizedas follows: Provision of a sound sanitary and healthyenvironment; provision of educational infrastructurefor first and second cycle schools; provision of marketsand lorry parks within the Metropolis; planning anddevelopment control of all infrastructure within Accra;activities bordering on the maintenance of peace and

security within the Metropolis and provision of publicsafety and comfort.

Te AMA administration structure is weak andis confronted with the following: Dual allegiance ofdecentralised departments, incomplete decentralisation,non-connectivity of departments, lack of transparency,over centralization of administration and financial issues.Tere is also the problem of functional duplicationof public and parastatal agencies in performing theirstatutory obligation in the same geographical locationof the city authority; these most often create frictionand duplication.

ACCRA METROPOLITAN ASSEMBLY

Functions of AMA are as follows:

Provision of a sound sanitaryand healthy environment;

Provision of educational infrastructurefor first and second cycle schools;

Provision of markets and lorryparks within the Metropolis;

Te planning and development controlof all infrastructure within Accra;

Activities bordering on the maintenance ofpeace and security within the Metropolis;

Provision of public safety and comfort;


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ACCRAPRO

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GOVERNANCE

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THE INSTITUTIONAL SET-UP

AMA is the high legislative, deliberative and planningfunctions in governing the City of Accra.

A new budgetary system Medium erm ExpenditureFramework (MEF) has been put in place. Tisduplicates the Development planning process Medium erm Development Planning Process - ofthe Assembly and sometimes conflict.

Dual allegiance of decentralised departments to theirmother ministries.

Non-connectivity of Departments. Departmentalactivities sometimes conflict with each other.

Over centralization of administration at the headoffice of the city authority.

AMA not marketing itself to engender public privatepartnership and participation.

Committees.

PERFORMANCE AND ACCOUNTABILITY

Te internal audit system, managed by the MetroInternal Audit Department, regulates and monitorsinternal financial claims and purchases.

Te External Auditors - Audit Service Staff - monitorthe external financial transactions.

No clear-cut procedures for publishing findings ofAudit Reports except annual reports to NationalParliament which most often are years behindschedule.

Lack of transparency in the management of the city.

RESOURCE MOBILISATION

Unexploited tax base. Only 30% of tax base of theAssembly is exploited.

Te AMA receives about 53% of its revenue fromCentral Government; making it vulnerable tocentral government control. Central governmenthas made subvention to the Assembly to the tuneof $14,258,617 in the form of emoluments anddevelopment expenditure for the past three years.

90% of internal government funding comes fromthree sources - Property Rates, Fees and Licences.

Inadequate database on revenue sources.

Huge expenditure outside annual budget.

Lack of political will to enforce revenue mobilisationby-laws.

SOCIAL EMPOWERMENT

Tere is low level community participation at localgovernment decision making, this can be attributedto lack of resources to organise dialogue sessions and

participatory tools to involve local people in decisionmaking.

Te Complaint Units is weak. Te unit delays inresponding to complaints by the public.

Te public Relations and Complaints Committeedecisions are most often not implemented.

CAPACITY BUILDING AND TRAINING

Reorganisation of the institutional structure.

Introduce Geographic information System into themanagement of the city.

Human resource development.

Identification and mobilisation of revenue fromnon-traditional sources.

GOVERNANCEN1

Project proposal Page 23

Establishment of network systems in

Accra Metropolitan Assembly (AMA)

GOVERNANCEN2


Strengthening capacity of Assemblyand Unit Committee members toinvolve the community in urbangovernance


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ACCRAPROFILE-SLUMS

SLUM AND SHELTER

Physical development in Accra is governed by anelaborate Master Plan and Sector Layout Plan preparedby the own and Country Planning Department of

AMA. Tere is the master plan as well as the sectorplans of Accra. Tese are for broad land use zoning andspecific delineated land use activities. Te MetropolitanPlanning Committee is a multi-disciplinary committeechaired by the Chief Executive. Its overall responsibilityis the management of the land use plans and physicaldevelopment activities in Accra. In Accra physicaldevelopment runs faster than planning. Tere aremore areas, especially peripheral areas that are basicallyunplanned or where inadequate planning is carried out

by the landowners. Te weak statutory land use planninghas opened up an avenue for the poor to cash in fortheir housing needs. It is estimated that the alternativeprocess houses about 58% in population of Accra.

THE INSTITUTIONAL SET-UP

&CPD and MWD have the day-to-dayresponsibility of managing the master plans and thesector layouts.

Te Metropolitan Planning Committee has overallresponsibility for the management of the land useplans and physical development activities.

Low capacity of development organisations and cityauthorities to mobilise slum dwellers for self-helpslum improvement.

Few opportunities have been provided for thecollective synergy of development actors and NGOsin slum upgrading.

REGULATORY FRAMEWORK

Te current Master Plan (Strategic Plan of Accra1992-2010) was prepared in 1992 under LI 1615,CP Ordinance Cap 84, and National BuildingRegulations.

No policy, law or regulation to protect slum dwellersfrom eviction.

Physical development runs faster than planning.

No policy to guarantee access to land for the poor orprotection from eviction. City-authority threatenseviction and discourages the provision of socialfacilities.

No system or programme to promote self-help slumupgrading.

Informal settlements have evolved into a sub-tenuresystem or SQUAER ENANCY as there is nohousing provision for the urban poor.


Tere is need to promote Artisan skills amongcommunity members for slum improvement.

Tere is no cogent institutional framework toresources for slum dwellers to undertake slumupgrading.

Tere is no budgetary provisionfor slum upgrading.


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ACCRAPRO

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SLUMS

6

TENURE SYSTEM

Customary land tenure (family and stool landtenure) is the predominant land ownership 75%land is owned this way.

Tere is a fully fledged informal land market thatexists. Tere is also rapid expansion of irregularsettlement and forceful occupation of land by thepoor.

No legal/ administrative process or law thatencourages the urban poor to secure land rights.

Anti-eviction advocates such as Centre on Housing(COHRE) and Centre for Public Interest Law

(CEPIL) are providing a semblance of security oftenure for some slum dwellers.

CAPACITY BUILDING

Conceptualising and operationalizing fundingmechanism for slum upgrading.

raining of all development actors on issuesconcerning slums.

raining of staff on how to regulate municipalactivities and the role communities should play in

slum upgrading.

raining of urban development actors on paralegalissues by a paralegal organization.

ONGOING PROJECTS

World Bank Urban Projects and UrbanEnvironmental Sanitation Project For the past 10 yearsor so the Ghana Government with credit from the

World Bank is undertaking upgrading in fifteen (15)poor communities in Accra. Te project as implementedin different phases has 2 components Te UrbanProjects and Urban Environmental Sanitation Projects(UESP). Te Urban Projects are focused on providingstorm and secondary drainage facilities in selected poorcommunities. Te UESP is concentrated on sanitationi.e. liquid and solid waste management.

SLUMSN1

Project proposal Page 25Strengthen capacity of Assembly andUnit Committee members to involve thecommunity in Urban Governance.

SLUMSN2


Strengthen capacity of Assembly andUnit Committee members to involve thecommunity in Urban Governance.


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ACCRAPROFILE-GENDERANDHIV/AIDS

GENDER AND HIV/AIDS

Incidence of HIV/AIDS is said to be prominentamong 16-35 year age group of the population inGhana. Tis gives an indication that the core of theGhanaian labour force is prone to HIV/AIDS infection.One vulnerable group that has been on the receiving

end is women, especially unemployed women. Statisticsindicate there are more women carriers of the virus thanmen. It is even worse among sex workers where theprevalence rate 75% in Accra. It is no coincidence thatpeople put the face of HIV/AIDS as a woman.

Tere are several Governmental and Non-governmental organizations that are in the forefrontfighting the endemic disease. Most of them, non-medicalagencies, are concentrating their effort in awarenesscreation, whilst handful are funds management outfits.Te Ghana AIDS Commission, the main CentralGovernment HIV/AIDS agency, fund proposals fromGovernmental and Non-governmental agencies to carryon with HIV/AIDS activities.

Critically, the HIV/AIDS issues in Accra havereached clinical stage where more emphasis is shiftingtowards medical attention than awareness creation.Te problem of this focus is that more medical andparamedical personnel, whose services are scarce, willbe needed to fight HIV/AIDS.

Economic empowerment of women and othervulnerable groups through micro-finance facilities, skillstraining, and capacity building for small enterprises

would go a long way in mitigating gender- and HIV/AIDS-related problems. Tere is a definite correlationbetween gender and HIV/AIDS in Accra and hencethere is a need for the municipality and city institutionsto focus their attention on the impacts of HIV/AIDS,particularly on women and youth.


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CC

O

G

/

S

8

POLICY AND INSTITUTIONAL SET-UP

Tere is no clear cut gender policy in the managementof the city.

Women are under represented in the AMA wherethey constitute only 6% of senior staff and 39% of

junior staff.

A gender desk has been established at AMA. It ispoorly resourced and lacks capacity to analyse gendersensitiveness of development policies.

Men and women are not treated equally. Someactions of women are frowned upon, as they are seenas a preserve of men.

HIV/AIDS Rapid Response Initiative is beingrevitalised to respond to policy issues relating toHIV/AIDS.

HIV/AIDS awareness and care is carried out byNGOs.

CAPACITY BUILDING AND TRAINING

Tere is need for gender sensitivity andmainstreaming gender issues in the decision makingprocess.

Structures to coordinate these activities NGOs andCBOs in gender advocacy are in place.

Tere is need for collection and analysis ofdisaggregated data for provision of the housingneeds of the vulnerable.

RESOURCE MOBILIZATION

Te daily average income of women traders is $0.50and 36% of them either sleep at the transportationterminals or in make-shift structures else where in

parts of Accra. Tere are few socially oriented institutions that offer

credit delivery to women and women organisationsto undertake economic activities.

Tere is no budgetary provision for gender issues.

Tere are limited resources for HIV/AIDS issues.


Te daily average income of women traders is $0.50and 36% of them either sleep at the transportationterminals or in make-shift structures else where inparts of Accra.

Tere are few socially oriented institutions that offercredit delivery to women and women organisationsto undertake economic activities.

Tere is no budgetary provision for gender issues.

Tere are limited resources for HIV/AIDS issues.

ACCOUNTABILITY

Violence against women is handled by stateapparatus and gender advocacy groups.

Presence of state agency Commission on HumanRights and Administrative Justice- handlesdiscrimination against women in all areas. Tecommission is under staffed.

EMPOWERMENT

Te ratio of women in formal sector wage labour is

shrinking in relative terms. Women constitute 20%of the total labour force in the formal sector. Teirparticipation in the informal sector is 48%.

Women constitute 22.12% of Assembly Members.Te composition of women elected members is7.7%.

Incidence of HIV/AIDS is prominent among 16-35year olds.

Tere are more women carriers of the virus thanmen. It is even worse among sex workers (who aremostly female) where the prevalence rate 75% in

Accra, It is no wonder that people put the face ofHIV/AIDS as a woman.

Majority of household heads are women yet they arethe most economically unable.


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ACCRAPROFILE-GENDERANDHIV/AIDS

GENDER ANDHIV/AIDSN1


Empowering women entrepreneursthrough skill development and microcredit.

GENDER ANDHIV/AIDSN2


Building the capacity of the youth onthe streets of Accra Central to preventstreetism


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ENVIRONMENT

Accra city environment is characterised by chokeddrains, indiscriminate waste disposal and uncollectedrefuse in central waste containers. Even though Accra

generates between 1,500 1,800 tonnes of waste perday, it has the capacity to collect only 1,200 tonnes ofwaste per day. Physical and settlement developmentin Accra is outstripping drainage network. Tis hasculminated into seasonal flooding during the wetseason. Te principal reasons for the periodic floodingin the metropolitan area are insufficient local feedercanals, uncompleted drainage network, and inadequatecapacity to accommodate intensive storm-water runoff.Private participation in environmental managementranges from individual waste cart pushers (kayabola),environmental advocacy groups to multi-national wastemanagement consortium. Te Waste Departmentof AMA has generally relegated direct collection of

solid waste to the private sector, itself concentratingon, supervision of collection of waste, monitoring ofpartnership system put in place, and management offinal disposal points.

Tere are elaborate laws, byelaws and regulationsin place that govern the use or protection of theenvironment. However, the laws are not effectivelyimplemented due to, political Interference, poormonitoring and supervision, compromise by those who

are supposed to implement the law and public apathy toenvironmental issues.

Currently the city authority spends 65-70% ofits revenue on sanitation. Critical observation ofenvironmental issues in Accra shows that more focusis given to institutional nexus and problem rather thanseeing the problem as a society failure. Abuse of theenvironment is more of a norm than an aberration,

where generation of worth, goods and services at theexpense of the environment is the focus of society andgovernment. Averting the problem will require alteringsocial fibre and thinking of residents.


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ACCRAPROFILE-ENVIRONMENT

INSTITUTIONAL SET-UP

Tere is private participation in waste managementin varying scales, individual waste cart collectors toforeign private operators.

Tere are 120 management contract agreementswith both Community Based oilet Managementeams and individuals to manage over 300 publictoilets.

Focus is given to institutional nexus and problemrather than seeing the waste management problemas a society failure.

Tere is unauthorized development of buildings.

Inadequate partnership with stakeholders onsanitation issues.

Over centralization of environmental healthservices.

Tere is no institutional framework and incentivefor private participation in waste recycling.

POLICY AND REGULATORY FRAMEWORK

Tere are laws and regulation in place that governthe use or protection of the environment. Tese includethe National Environmental Sanitation Policy, 1999)Law Act 480, the Environmental Protection Agency(EPA, the Local Government Act, 1993 (Act 462) andthe District Environmental Management Plan.

Te sanitation bye laws of the AMA are outdatedand need review to respond to National policies andlaws on the environmental practices - In low incomeareas central container system is operational and door-to-door collection in other high income areas.


AMA spends 65-70% of its revenue on sanitation.Te cost of waste management is beyond thecapacity of the AMA.

People do not pay for the use of the centralcontainers.

Poor institutional capacity for efficient andtransparent service delivery by the private sector in

waste management.

Effective mobilization of private sector forenvironmental management.


Te door-to-door collection serves less than 10% ofthe population of Accra.

Tere is no clear mechanism to report uncollectedgarbage.

No performance monitoring by the AMA.

Development is outstripping drainage networkcausing flooding during the wet season.

Negative attitude toward sanitation/ health issues.

CAPACITY BUILDING AND TRAINING Capacity building programmes for Environmental

and Public Health officers in ensuring communityand people compliance to environmental bye-laws.

Capacity building for AMA management in drafting,managing and monitoring and implementation ofcontract agreements.

Capacity building for public/private participation ineffective waste management.

Design and operation of viable environmental policyframework for Accra.

ENVIRONMENTN1


Improving Public/Private partnershipin waste management in Accra.

ENVIRONMENTN2


Environmental Health PromotionStrategy for Ablekuma Sub-Metro(Sabon-Zongo and Laterbiokorshie)


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PROJECTPROPOSALS

ENVIRONMEN

T

2

SWOT ANALYSIS FOR NATIONAL CAPITAL INVESTMENT PROJECTS

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

POLICY AND REGULATORY FRAMEWORK Planning and Management

Presence of relevant unit likethe Management InformationSystem (MIS)

Established Sub Metros Of-fices

Available bye laws to facili-tate city management

Regular meetings of Heads of

Departments

Non application of bye laws

Sub-Metros not wellequipped

Inadequate awarenesscreation

Lack of proper PR system

Poor collection of informa-tion and dissemination onAMA

Non enforcement of bye-laws

Lack of motivation for staff

Weak Public Relationssystem

Collaboration with Ministry ofTrade, Trade Associations andAgencies

Available Development Part-ners

Possibility of attracting donorsupport

Good rapport with traditional

authorityPossibility of improving rev-enue

Lack of services

Slow process ofdecentralisation

Political interference in theissues of the city

RESOURCE MOBILISATION - Finance

Large tax base such as markettolls, lorry parks, businessoperating permits, property

rates etc

Political/administrative/eco-nomic status of Accra makesit attractive to do business

Revenue bye laws available

Lack of effective monitoring

Ageing of revenue collectors

Inadequate training of rev-enue collectors

Lack of motivation for rev-enue collectors

Poor public image of theAssembly

Irregular release of DistrictAssemblies Common Fund(DACF)

Public-private partnership forrevenue collection establish-ments

Stable economic climate

Availability of large labourforce which can be employedfor revenue collection

No security of tenure inoffice for Chief Executives

Corruption of tax collectors

PERFORMANCE AND ACCOUNTABILITY Reduction of Pollution

Establishment of Instrumentof AMA (LI.1615)

Existence of Client and PublicService Complaint Unit

A strong Metro Planning andCoordinating Unit

Well established Units/De-partment/ Sub-Committees

New Budgeting System

(MTEF)

Availability of many Consul-tants and Contractors

Law courts

Tender Board

Non enforcement of bye-laws

Lack of transparency infinancial management

Inadequate services in someparts of the city

Apathy of sections of thepublic

Partial implementation of

decentralization policy

Lack of in-service trainingfor staff

Ineffective Human ResourceDevelopment (HRD)

Draft Bill on Citizens Right toInformation

Favourable investment climate

External Auditors

Political interference fromnational level

Low remuneration

Unplanned expenditure


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PROJECTPROPOSALS-GOVERNANCE

LOCAION:AMA Head Office

DURAION:12 months

BENEFICIARIES:AMA Departments and Units

IMPLEMENING PARNERS:Ministry of LocalGovernment and Rural Development (MLGRD)and I Consulting firm development Partners

ESIMAED COS:US$750,000

BACKGROUND:Te vision of AMA is to raise theliving standard of the people of the City especiallythe poor, vulnerable and excluded by providing andmaintaining basic services and facilities in the areaof education, health, sanitation and other socialamenities. o assist the Assembly in realising its visionand performing its functions effectively and efficiently,the Assembly is supported by a number of functionalDepartments. Due to the huge number of departmentsthat are working under the AMA coupled with thefact that the implementation of decentralisation is

not totally completed, decentralized agencies stillowe a lot of allegiance to their mother organisationsand therefore find it difficult to fully collaborate withother agencies in the Assembly systems. Te result ofthis is the duplication and overlapping in all activitiesand other things which affect the citys development.It has become important at this point, to establisha system through which the AMA departments andunits can interact with one another easily and very fast.

OBJECIVES:Net working of departmentsand units of AMA head office forefficient delivery of information

ACIVIIES:(1) Access the information needsof the department and units. (2) Purchase ofinformation, equipments and computers. (3)Install the equipments and network. (4) Identifypersonnel for training. (5) rain personnel of thedepartments and units in the use of the network.

OUPUS:(1) Departments and units of AMAnetworked. (2) Access to information fromone department to another within an hour.

HOW PROJEC WILL BE IMPLEMENED:(1)Alert each head of department/unit as to the capacityof the department/unit to undertake the networking.

(2) Project will be opened to tender to selectan I company, to purchase and network thedepartment/unit. (3) I company will be responsiblefor the training of the users of the system.

LOCAION:AMA Head Office

DURAION:12 months

BENEFICIARIES:Assembly members, Unitcommittee members and counsellors

IMPLEMENING PARNERS:MLGRD,

NGOs, Development PartnersESIMAED COS: US$3,000,000

BACKGROUND:According to the LocalGovernment Act 462, an Assembly member hashis/ her roles among other things to maintainclose contact with his electoral area, consult his/her people on issues to be discussed in the District

Assembly and collate their views, opinions andproposals and this is supposed to help communitymembers as well as the assembly men participate inthe decisions that concerns the community. Tey arealso during meetings at the Sub-Metro level, issues

raised by assembly men are mostly not recognized.Te Directors at the sub-metro level do not involvethe Assembly members in the budgets. Letters (i.e.tendering and procurement letters) dispatched bythe Works Department of the AMA do not reachthe assembly men or targeted groups and capacitiesbuilding programmes and equipments e.g. computersto work with are also lacking. Tese tend to renderthe performance of the assembly men futile. Fordecentralization to be very effective, assembly membersas well as unit committee members (not yet in place)have to be appropriately trained to be fully involvedin assembly as well as community activities.

OBJECIVES: (1) o train assembly/unitcommittee members in community participation indecision making. (2) o strengthen the institutionalcapacity of the sub-metros in Accra to enable themto involve the Assembly members in sub-metroactivities. (3) o improve the collaboration between

Assembly/unit committee members and the AMAto respond to the needs of the communities.

ACIVIIES:(1) Main training needs of Assembly/unit committee members established.(2) NGOs andconsultants identified to facilitate training workshopsin community participation. (3) raining workshopsin community participation to be organized at alllevels. (4) Compile training material and publishfor dissemination. (5) Facilitate the establishmentof offices for Assembly Members. (6) Upgrade sub-metro offices. (7) Network sub-metro offices for easydissemination of information.(8) Develop performanceguidelines for Assembly members/unit committees.

GOVERNANCE

GOVERNANCEN1

Project proposal

Establishment of network systems inAccra Metropolitan Assemably (AMA)

GOVERNANCEN2

Project proposal

Strengthening capacity of Assemblyand Unit Committee members toinvolve the community in urbangovernance


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PROJECTPROPOSALS

GOVERNANCE

4

OUPUS:(1) All Assembly/Unit committeemembers of the sub-metros trained in communityparticipation in decision making. (2) Enhancedparticipation of community members in decision-making especially on development issues. (3)Institutional capacity of the sub-metros strengthened.(4) Assembly/unit committee members fullyinvolved in sub-metro and community activities.

HOW PROJEC WILL BE IMPLEMENED:Te project will be managed from the AMAand implemented in all the sub-metros.

EQUIPMEN O BE PROCURED:(1) Officeequipments. (2) Logistics. (3) Computer and computeraccessories. (4)raining material e.g. audio/visual aids.

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITY ISSUES

REGULATION FRAMEWORK

Existence of and use

of plans

Development controlmachinery

World Bank UrbanProjects

Absence of anti-eviction

policy

Inability to the AMA toresponse to the housingneeds of residents

Weak institutionalcapacity to manage

access to land by thepoor

Lack of self helpinitiative

No Institutionalframework for slumupgrading

Poor security of tenure

Fast development ofthe city

Large informalsettlements

Anti-eviction advocates

Donors interest in housingfor the poor

Lack of housing

policy

Private participa-tion in housingand infrastructure.Donors willingnessto support Sites andservices schemes

Inadequate NGOsactivities in slumupgrading andhousing

Limited control overby government

Lack of policy onextension services

Institutional

strengthening onslum upgrading


Artisan skills

among communitymembers for slumimprovement

No budgetary

provision for slumupgrading

Low abilities of thepoor to mobiliseresources for housingupgrading

Low access to ser-vices by the poor

Availability of donor

funding in slumupgrading

Land and housingis beyond the scopeof the poor

Mobilisation of

resources for slumupgarding


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PROJECTPROPOSALS-SLUMS

LOCAION:All 11 sub-metros in Accra

DURAION:8 months

BENEFICIARIES:AMA staff, Assemblymembers, community leaders, people livingin slums in Accra and civil society.

IMPLEMENING PARNERS:MGLRD, Ministry

of works and housing, development partners.

ESIMAED COS:US$650,000

BACKGROUND:In recent times most urban areas inthe country especially Accra are growing very rapidlyand this is elevated by the presence of the existingmixture of very low-density development with underutilised infrastructure service and indigenous, lowclass and high density development with depressedconditions and overstretched infrastructure services.Most residential areas in the city have barely sufficientsocial and engineering infrastructure to supportthem and the indigenous and low income areas have

also been built with little room for expansion. Tebuildings in these areas are of poor quality materialssuch as mud, untreated timber and zinc roofingsheets.Te housing environment is also characterizedby haphazard development, inadequate housinginfrastructure, poor drainage, erosion, floodingand high population concentration.Tere is alsoan upsurge of rural-urban migration due to lack ofinfrastructure development in the rural areas andthis has led to a very high rate of slum developmentin Accra. Although efforts are being made by thegovernment, city authorities and development partnersto provide communities with services and improve

infrastructure to cater for the needs of the people,there is still much left to be done since the governmentcannot do all. It has therefore become necessary atthis point to build the capacity of the staff of AMAand Assembly members to enable them mobilisetheir communities for self-help slum improvement.

OBJECIVES:Assembly members toconceptualize and operationalize mechanismsfor slum upgrading in Accra.

ACIVIIES:(1) Identify potential and ongoingslum areas in the metropolis. (2) raining of staffand assembly members on issues concerning slums.

(3) raining of staff and assembly members on howto regulate municipal activities as well as the roles ofcommunity members in slum upgrading.(4) Organizeconstruction skills training programmes for youth

slum dwellers. (5) Community/Assembly membersdraft appropriate bye-laws on squatter evictions.(6)Sociologist to educate slum dwellers on relocation.(7) Organize workshops on community based slum-upgrading programmes.(8) Monitor and evaluate.

OUPUS:Potential and ongoing slum areas inthe metropolis identified and solutions plannedand implemented.Te skills of Assembly and staffmembers of AMA sharpened for the solution of slumproblems. Assembly members empowered on theroles of community members in slum upgrading.

HOW PROJEC WILL BE IMPLEMENED:(1) Alert each head of department/unit as to thecapacity of the department/unit to undertake thenetworking.(2) Project will be opened to tender toselect an I company, to purchase and network thedepartment/unit.(3) I company will be responsiblefor the training of the users of the system.

EQUIPMEN O BE PROCURED:I equipments.

LOCAION:Accra Metropolitan Assembly

DURAION:12 months

BENEFICIARIES:Assembly members, Unitcommittee members and counsellors.

IMPLEMENING PARNERS:MLGRD,NGOs, Development Partners

ESIMAED COS:US$3,000,000

BACKGROUND:According to the Local

Government Act 462, an Assembly member hashis/ her roles among other things to maintain closecontact with his electoral area, consult his/her peopleon issues to be discussed in the District Assemblyand collate their views, opinions and proposalsand this is supposed to help community membersas well as the assembly members participate in thedecisions that concern the community. Tey are alsoduring meetings at the Sub-Metro level, issues raisedby assembly members are mostly not recognized.Te Directors at the sub-metro level do not involvethe Assembly members in the budgets. Letters (i.e.tendering and procurement letters) dispatched bythe Works Department of the AMA do not reachthe assembly members or targeted groups andcapacities building programmes and equipments e.g.computers to work with are also lacking. Tese tendto render the performance of the assembly men futile.

SLUMS

SLUMSN1

Project proposal


SLUMSN2

Project proposal



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ACCRAPRO

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SLUMS

6

For decentralization to be very effective, assembly

members as well as unit committee members (not yetin place) have to be appropriately trained to be fullyinvolved in assembly as well as community activities.

OBJECIVES:(1) o train assembly/unit committeemembers in community participation in decisionmaking. (2) o strengthen the institutional capacityof the sub-metros in Accra to enable them to involvethe Assembly members in sub-metro activities. (3)o improve the collaboration between Assembly/unit committee members and the AMA HeadOffice to respond to the needs of the community.

ACIVIIES:(1) Prepare erms of Reference. (2) Bid

and select Consultant. (3) Conduct studies to prepareUpgrading Package. (4) Bid and select contractors. (5)Implement and monitor project. (6) Evaluate project.

OUPUS:(1) Construction of roads anddrains.(2) Construction of storm water drains.(3) Street lighting. (4) Water supply. (5) Standpipes. (6) Solid Waste container points.

HOW PROJEC WILL BE IMPLEMENED:Project will be implemented by the AMA, MLGRD.

EQUIPMEN O BE PROCURED:Equipment to be supplied by the contractor.


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PROJECTPROPOSALS-GENDERAND

HIV/AIDS

GENDER AND HIV/AIDS

STRENGHTS WEAKNESSES OPPORTUNITIES THREATS PRIORITY ISSUES

POLICY AND INSITUTIONAL SET-UP GENDER AND HIV/AIDS

Women and ChildrenSub-committee

Gender Desk of theAssembly

Draft National Genderand

Children policy

Women and JuvenileUnit (WAJU) of Ghana

Police

The Gender Plan ofAction for Ghana

Bureaucracy on the part ofgovernment officials

Inadequate policy on gender

Under representation ofwomen in institution

Interest of Donoragencies and NGOs

Poor institutionalnexus todesign genderprogrammes

Institutional capacitybuilding for genderadvocacy

EMPOWERMENT

Gradual focus attentionon gender and HIV/AIDSissues

Legislations onConvention onElimination of all formsof DiscriminationAgainst Women

Ignorance of child andwomens right

Low literacy rate amongwomen

Inability of NGOs, National ma-chinery of women to finalizethe Gender Policy Framework

and Plan of Action

Cultural practices (dipo, tro-kosi, FGM)

Programme of De-velopment Partnersfavour our childrenand women

Religious bodies af-firmative action

The media for dis-

semination of infor-mation

Poverty

High illiteracyrate

Child labour

Child trafficking

Incidence ofincrease in rape

Incidence ofincrease in HIV/AIDS

Unemployment/Underemploymentamong women

TeenagePregnancy

Gender equity

ACCOUNTABILITYHigh commitment ofcivil society on HIV/AIDSissues

Ineffective monitoring

mechanisms - Poor analysis ofgender implication of policies

Inadequate resources allocatedto gender issues

State institutionsto handle violenceagainst women

High adverseimpact of socialproblems onwomen


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PROJECTPROPOSALS

GENDERAND

HIV/AIDS

8

LOCAION:Nima 441

DURAION:24 months

BENEFICIARIES:Womenentrepreneurs in Nima 441

IMPLEMENING PARNERS:NGOs,Banks, Development Partners, MOWAC

ESIMAED COS:US$1.5m

BACKGROUND:Urban poverty and infrastructuredecline are manifested in unemployment, low income,poor housing and sanitation facilities, inadequate socialamenities etc. Te current strategy to address theseproblems by Accra Metropolitan Assembly (AMA) isaimed at providing or improving infrastructure (drainsand roads, toilets, water etc). Tese interventions arebeing implemented without complementary softwareactivities aimed at participation, empowermentand skills development. Nima 441 is one of thecommunities under the Ayawaso sub-metro of AMA.

It is a slum which is mostly inhabited by peoplebelow the poverty line. Being a slum, it is plagued

with the numerous problems that face most slumsin Accra some of which include lack of incomegeneration activities among women in the community.

Although there is generally, lack of income generatingactivities among the women, some of the women areengaged in petty trading and low income activities.Tis project will therefore seek to strengthen thecapacity of the women entrepreneurs to be assertiveand responsible individuals and also make themfinancially independent through the income they

will generate from the skills and credit gained.

OBJECIVES:o build the capacity of women

in Nima 441 to manage their micro-enterprisesACIVIIES:(1) Facilitate the preparation of a microenterprise profile for the community.(2) Identify andsensitize stakeholders on urban development issues.(3) Preparations for community consultation. (4)Conduct community consultation and use the processto prioritise urban development issues that requireimmediate attention. (5) Link up the community

with financial institutions for credit support. (6) Setup training workshops at community levels. (7) Makeavailable and upgrade training materials. (8) Involvecompetent public institutions and NGOs to work

with communities on technology and management

issues. (9) Ensure the incorporation of gender issuesas well HIV/AIDS preventive issues into the design oftraining programmes and in the execution of training

workshops. (10) Monitor and evaluate programme.

OUPUS:(1) Skills in basic business managementof micro-entrepreneurs improved. (2) Capital base of100 women entrepreneurs strengthened. (3) 50 womentrained in employable skills. (4) Public sector supportfor upgrading of facilities and services improved inNima 441. (5) Women and womens groups in Nima441 equipped with skills on group dynamism.

HOW PROJEC WILL BE

IMPLEMENED: Te project will beimplemented through national execution.

EQUIPMEN O BE PROCURED:(1) Computers(2) Logistics/stationery (3) Office equipment (4)raining Equipments Audio/Visual Aids

GENDERHIV/AIDSN1

Project proposal

Empowering women entrepreneursthrough skill development and microcredit.


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PROJECTPROPOSALS-GENDERAND

HIV/AIDS

LOCAION:Accra Central

DURAION:24 months

BENEFICIARIES:Youth on the streets in AccraCentral, AMA, Ashiedu Keteke Sub-Metro

IMPLEMENING PARNERS:NGOs, Ministryof Manpower and Development, Social Welfare

Department, MOWAC, echnical/VocationalInstitutions, Ashiedu Keteke Sub-Metro

ESIMAED COS: $5M

BACKGROUND:Te high rise in numbers of youthon the streets in the urban centres in Ghana hasbecome a developmental concern to the government.Te situation in Accra Central (central business districtof the national capital) has assumed an alarming rate.Tese youth are also of the impression that societyhas neglected them and for that matter they seenothing wrong with using the streets as their source oflivelihood. Te street is therefore seen by these youth

as a moneymaking zone and they have to struggleto survive in a very competitive economy. Majorityof the youth in Accra central are also migrants fromall parts of the country. Most of them are schooldropouts and do not have any trade, whilst those

with trade have no seed capital to start business. Teproject will concentrate on repatriating the youthto their communities or be given 3 options: Goback to school; be trained on specific skill by someidentified NGOs or be placed on apprenticeship.Te project will also put in place conflict resolutionmechanism to resolve conflict situation between streetchildren and their families, resolve family conflict andattend to the psychological needs of the children.

OBJECIVES:(1) o identify and conscientised 200street children. (2) o train 150 street children withemployable skills relevant to the economic set up oftheir originating communities. (3) o integrate 150street children into their families. (4) o integrate50 street children into the formal school in theiroriginating communities.(5) o document processes,procedures and outputs of project implementation.

ACIVIIES:(1) Identify 200 street children inAccra Central. (2) Conduct social investigationon the street children and guardians. (3) Conducteconomic base analysis of economic structure ofcommunities where these street children originate.(4) raining of Street Children in skills relevantto the local economy for 18 months. (5) PlaceStreet Children in skill development centres. (6)Provide resources and logistics for Street Childrento set up economic ventures. (7)Set up arbitrationstructures to resolve conflicts among street childrenand families. (8) Arbitrate conflict between streetchildren and families. (9) Put street children legibleback to school.(10) Develop a micro-enterprisecredit scheme for parents of street children back

to school.(11) Produce quarterly monitoringreports on practices, procedures and processes.

OUPUS: (1) 200 street children relocated andtheir socio-cultural background ascertained. (2)Socio-economic set-up of original communities of200 street children identified and analysed. (3) 150street children acquire skills relevant to the economicdevelopment of their origin communities.(4) 150street children set up economic ventures in theirorigin communities. (5) 50 street children attendingschool. (6) Guardians of 50 street children who goback to school have their income levels improved.(7) Practices, procedures and processes of the project

documented for dissemination to other organizations.

HOW PROJEC WILL BE IMPLEMENED:Te project will be a community based participatoryprogramme. It will be based in the Ashiedu-KetekeSub Metro and will be nationally executed.

EQUIPMEN O BE PROCURED:(1) Vehicles.(2) raining Equipment.(3) Office equipment.

GENDERHIV/AIDSN2

Project proposal

Building the capacity of the youth onthe streets of Accra Central to preventstreetism


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PROJECTPROPOSALS

ENVIRONMEN

T

0

URBAN ENVIRONMENT

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITY ISSUSES

POLICY AND REGULATORY FRAMEWORK

Sanitation bye

Laws

AMA policy onprivate publicpartnerships

Outdated bye laws

Non enforcement of

sanitary bye laws

Incomplete

decentralization ofwaste management

Low incentivefor private sector

participation in wastemanagement

Existence ofenvironmental laws andregulations.

Political commitment.

Assistance fromdevelopment partners.

Sprawldevelopment ofAccra

Institutional reformsfor environmentmanagement


Sanitary sitesPrivate sectorparticipation

High cost involve inenvironmental

management

High budgetaryallocation is able totake care of wastemanagement

Lack of logistics

Inadequate expertise

Low cost recovery inwaste management

Central governmentsubvention

Land litigation

Apathy on thepart of the

residents

Sustainable resourcemobilization


The presence ofprogrammes such asKLERP AMEHI & Ac-cra Waste Project

Existence ofSanitation Tribunals

Inadequate householdtoilets in parts of Accra

Disposal of waste intowater bodies

Poor system in wastecollection and mgt.

Use of media to dissemi-nate information

No alternative towaste dumping

Fast developmentof slums in Accra

Poor development

control

Large volumewaste generated

by day

Increase invehicular

Population

High level offloating populationin Accra

Strategic environmentalplanning and manage-ment


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3131

PROJECTPROPOSALS-ENVIRONMEN

T

LOCAION:Waste ManagementDepartment (A.M.A)

DURAION:12 Months

BENEFICIARIES:A.M.A, Private-wasteContractors, Community, CommunityBased Waste Management Organisation

IMPLEMENING PARNERS:Sub-Metros, Private-

Waste Contractors, Development organizations,Community Based Waste Management Organization

ESIMAED COS:US$2m

BACKGROUND: Currently 1500-1800 tonnes ofsolid waste is generated daily in Accra, however only1200 tonnes is collected. Te rest find their finaldestination in drains, open spaces and uncollectedcentral waste containers. Many factors account forthis state of affairs. Notably among them is lack ofeffective co-ordination among stakeholders in wastemanagement, lack of skilled personnel in draftingcontract agreements and their management, poor

monitoring of waste collected and lack of adequatewaste collection facilities. In all 6 waste collectionzones have been delimited and awarded to wastecollection companies for which fees are chargedaccording to specific contractual agreement with thecity authority. It has been established however thatthere is lack of effective coordination between the cityauthority and the private companies in the collectionof the waste and the fees charged. Te fees chargedby the private companies does not correspond with

what has been established in the contract agreement,hence the poor environmental sanitation. AMAspent about 70% of its revenue on waste collection.

OBJECIVES:(1) Establishing effective

coordination and monitoring system in public/private partnership in waste management. (2)Equipping stake holders in establishing modalitiesfor contract agreements and management. (3)Building the capacity of waste managementpersonnel in contract design and management.

ACIVIIES: (1) Periodic meetings by allstakeholders to deliberate on issues concerningeffective waste management. (2) Organize a

workshop for review of current contract agreements.(3) Organize training programmes for A.M.A

WMD, contractors and CBWMO in contractagreement and management. (4) Evaluate quarterly

waste generated and waste collected by contractorsin 6 collection zones. (5) Provision of adequatelogistics and facilities by city authorities to aidthe collection of waste by private companies.

OUPUS: (1) Effective co-ordination establishedbetween public and private partners in wastemanagement at the end of plan period. (2) A.M.A.

waste management personnel, private wastecollectors and community waste managementorganisation developed skill in contract agreementand management. (3) Modalities for contractagreements and management established. (4)Public/private partnership in waste management

improved. (5) Sanitation improved.

HOW PROJEC WILL BE IMPLEMENED:(1) Identification of stakeholders and theirrespective roles. (2) Use consultants and establishedinstitutions for skill development. (3) Organizationof workshops. (4) Preparation of ime Frame. (5)Purchase of adequate logistics and facilities.

EQUIPMEN O BE PROCURED:(1) Vehiclesfor monitoring and evaluation. (2) Skip containers.

ENVIRONMENTN1

Project proposal

Improving Public/Private partnershipin waste management in Accra.


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PROJECTPROPOSALS

ENVIRONMEN

T

2

LOCAION:Accra MetropolitanAssembly and Sub-Metro

DURAION:24 months

BENEFICIARIES:AMA, CommunityMembers, NGOs, Community Leaders

IMPLEMENING PARNERS: Sub-Metros, Ministry of Finance, NGOs, PrivateEntrepreneurs, Min. of Local Govt. and RuralDevelopment, Development Partners

ESIMAED COS:US$1.5M

BACKGROUND:Te Accra Metropolitan Areahas over the years experienced a phenomenalgrowth in population. Tis rapid urbanisation hasresulted in over-stretched sanitation infrastructuresand inadequate delivery of municipal services. Teenvironmental health status of the Accra Metropolitan

Area is characterised by overcrowding, inadequatesupply of water and poor waste management servicesespecially in the low socio-economic sectors of themetropolis. Tese, in combination with widespreadurban poverty, have led to poor household andneighbourhood environmental conditions for themajority of the population. Te city authorities areoverwhelmed with many difficult problems. Teeffects of all these problems are tremendous andhave resulted in the inability of the AMA to provideadequate access roads; municipal services such as solidand liquid waste management, fire services, drainagefacilities and other social and health services. Teexistence of these problems is the result of interplayof a number of factors that work synergistically

or against each other. Tese factors include: Teabsence of a forum for integrated and co-ordinatedplanning, monitoring and evaluation of servicedelivery in the metropolis; Inadequate resources forthe delivery of services to the communities; Lack of asupportive environment that will promote communityinvolvement in the development process and serviceprovision; Te widespread urban poverty and inequityin service delivery for the majority of people livingin low socio-economic areas of the metropolis;

Weak enforcement mechanisms and practices thatalienate communities instead of collaborating withthem to solve environmental health problems.

OBJECIVES: o change peoples attitude andbehaviour towards environmental protection andenvironmental health promotion through the creationof awareness in various target groups of their rolesand responsibilities in managing the environment.

ACIVIIES: (1) Assist legislative agencies to makeinformed choices regarding environmental healthmeasures. (2) Aid government agencies in effectivemanagement of environmental health measures.(3) Organize workshop on efficient managementof environment for system planners and designers,environmental health officers, managers/supervisorsand others involved in the implementation ofenvironmental health duties. (4) rain community

members and adequately support them to managetheir environmental health issues and maintainthe quality of their neighbourhood.(5) Organize

workshop on environmental factors and needfor environmental health protection.(6) Provideknowledge and assistance to learners and facilitatorsin tertiary institutions regarding the sustainablemanagement of environment and to encourageresearch environmental health management.

OUPUS:Public awareness increased,general education efforts improved, citizensempowered and environmental sanitationethic among the people developed to improve

their understanding of environmental risksand improve health and hygienic practices.

HOW PROJEC WILL BE IMPLEMENED:Te project will be implemented through existingstructures of the AMA i.e. sub-metro officers and

Waste management Department of AMA withthe assistance of other related MDAs. Te privatesector and NGOs will be of great use on thisproject. Te media will also be used for informationdissemination especially on the local FM stations.raining will be the life-line of the project. rainingmaterials and other visual aid materials will bedeveloped for replication in other Sub-metros.Te project will be executed by the AMA with theassistance of the Min. of Local Government andRural Development and Ministry of Finance.

EQUIPMEN O BE PROCURED:Appropriate equipments.

ENVIRONMENTN2

Project proposal

Environmental Health PromotionStrategy for Ablekuma Sub-Metro(Sabon-Zongo and Laterbiokorshie)


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ACRONYMS:

AMA Accra Metropolitan Assembly

CBD Central Business District

CBO Community Based Organization

CHRAJ Commission on Human Rights and Administrative Justice

CWSA Community Water and Sanitation Agency

DA District Assembly

DACF District Assemblies Common Fund

DCD District Coordinating Director

DCE District Chief Executive

DUR Department of Urban Roads

ECG Electricity Company of Ghana

EPA Environmental Protection Agency

EPM Environmental Planning and Management

EU European Union

FCUBE Free Compulsory Universal Basic Education

FGM Female Genital Mutilation

FIDA International Federation of Women Lawyers

FSD Fire Service Department

GET Fund Ghana Education Trust Fund

GDP Gross Domestic Product

GES Ghana Education service

GIS Geographic Information System

GLSS Ghana Living Standard Survey

GOG Government of Ghana

GWCL Ghana Water Company Limited

HFC Home Finance Company

HIPIC Highly Indebted Poor Country

HIV/AIDS Human Immune-deficiency Virus/Acquired Immune Deficiency Syndrome

IMC Interim Management Committee

ILGS Institute of Local Government Studies

JSS Junior Secondary School

L.I. Legislative Instrument

MCD Metro/Municipal Co-ordinating Director


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MES Ministry of Environment and Science

MFEP Ministry of Finance and Economic Planning

MLGRD Ministry of Local Government and Rural Development

MTDP Medium Term Development Plan

MIS Municipal Information Service

MOFA Ministry of Food and Agriculture

MOWAC Ministry of Women and Children Affairs

MDPT Municipal Development Planning Task force

MPCU Municipal Planning and Coordinating Unit

MCE Metropolitan/Municipal Chief Executive

MUSEC Municipal Security Council

MWH Ministry of Works and Housing

MWST Municipal Water and Sanitation Task Force

NCCE National Commission on Civic Education

NCWD National Council on Women and Development

NDPC National Development Planning Commission

NGO Non Governmental Organization

PHC Population and Housing Census

PPP Private Public Partnership

PTA Parents Teacher Association

RGR Refuse Generation Rate

SIF Social Investment Fund

SMC School Management Committee

SSNIT Social Security and National Insurance Trust

SSS Senior Secondary School

VRA Volta

Documents

Ghana: Accra Urban Profile