Broken records and broken promises
Decades after achieving independence, many African nations continue to struggle with governance issues. Despite over fifty years of “teething problems,” the lack of urgency in addressing poverty and creating prosperity is glaring. The phrase “sounding like a broken record” aptly describes the repetitive cycle of unfulfilled promises and persistent inaction. Despite the plethora of conferences, summits, reports, and initiatives, Africa’s progress remains stymied by the same fundamental governance flaws identified decades ago.
Ghana, a nation brimming with potential, serves as a stark example of this inability to live up to expectations. The problem is not a lack of planning but poor implementation and an inability to follow through on the right choices. Corruption, bureaucratic inefficiency, poor leadership, and lack of political will persist, regardless of whether the government is autocratic or democratic. This persistent inaction breeds a sense of déjà vu in public discourse, emphasizing the urgent need for a credible democratic alternative to break this cycle, restore trust, and bring about real change.
Many African countries, from Angola to Nigeria to Zimbabwe, suffer from governance systems controlled by self-interested elites, limiting avenues for change. The continent’s youth, particularly those aged 18-35, show increasing support for military takeovers, reflecting their disappointment in electoral politics and current leadership to improve citizens’ material conditions. This trend underscores the urgent need for governance reform.
There is a glimmer of hope, as demonstrated by South Africa’s May 2024 election which showed the potential of a maturing democracies in which elections were used to reflect true voter preferences of how badly things have gone. While the country is not over the hump yet, the recent election outcomes will forever bear a mark on the history of democratic governance on the continent. Still, in many places, given the existing systems of accountability and retribution—mostly controlled by largely self- or disinterested ruling elites in pseudo-democratic institutions—there is little recourse to change the status quo.
What this means is that the generation of leaders looking to do different and lead the 21st century, post-COVID-19, morality-seeking and downtrodden-defending populace ought to do different and project themselves as modernising force challenging elite interests. This is the cohort of which a majority are under 30 years with an average age of 19, and have only known politics to be a gaslighting machinery. The leaders of today must focus on rebuilding trust in political institutions through demonstrated ability and integrity, not just criticism of incumbent government failings (the current playbook of opposition parties).
These persistent governance issues are a deterrent for donors and investors who are increasingly more cautious of the continent at best and fatigued by it at worst. It is one reason why, although not blatantly stated, in some countries, donor interests – governments and corporates alike – have shifted from developing skilled labour and local talent for domestic markets to developing cheaply and poaching this talent for their international markets. It is just too difficult to do business otherwise. This creeping apathy, growing by the day, is the price we pay for several persistent interconnected failures, including bureaucratic rigidity, haphazard focus, short-termism and a slow-moving governance machinery.
Similarly, corruption scandals and mismanagement continue unchecked in Ghana due to weak accountability frameworks and a paralysing inability to see things through. Incomplete projects at the Metropolitan, Municipal, and District Assemblies (MMDAs) level exemplify this problem. Research on Ghana’s infrastructure in 2018 showed that one-third of projects at the MMDAs level are never completed, consuming nearly 20% of all MMDA capital expenditures, which equates to roughly $26.6 million annually, which could otherwise address critical needs like educational infrastructure. Redirecting these funds could enable the construction of over 700 additional three-room schools each year in Ghana, addressing a critical need for educational infrastructure. This is a country where the government admitted that there were over 5,400 schools under trees, sheds and dilapidated structures in 2017.
It is not just about “unfinished projects”; the knock-on effect on business is real. Contractors often face financial hardship due to delayed or non-payment of their work on these incomplete projects. An estimated $6.7 million is owed annually to contractors. For the small firms that predominantly handle local infrastructure projects, these financial burdens can be devastating, potentially leading to business failures and job losses.
Development initiatives, too, are frequently derailed by changing political agendas and the pursuit of immediate political gains over long-term planning. Political leaders often initiate ambitious projects without ensuring the necessary follow-through, leading to a cycle of half-baked initiatives that yield minimal impact (read the initially budgeted $100 million National Cathedral, later over $400 million, now no one knows a million, which was meant to be ready by March 6th, 2024 ).
To break this cycle of stagnation, Ghanaian leaders must adopt a forward-looking approach that prioritizes long-term development over short-term political gains. The experience of Hong Kong in the 1960s through the 90s, which transformed from a corruption-plagued society to a model of clean governance, offers valuable lessons.
Our current predicament is the result of inaction at worst and half-baked actions at best. If we are serious about narrowing the yawning gap between the promise of plans and the dearth of implementation, we need to make better, measured choices that prioritize people over personal and party interests. This includes:
Strengthening Institutions
Robust institutions that can impartially enforce laws and regulations are crucial. In Hong Kong, the establishment of the Independent Commission Against Corruption (ICAC) after the Godber incident (where a senior Hong Kong police officer fled to London with illicit funds, prompting public outcry) marked a significant shift. The ICAC’s autonomy and authority to investigate and prosecute corruption sent a strong message of commitment to clean governance. Similarly, Ghana needs independent anti-corruption bodies with the power and resources to act decisively against corruption, not to affirm public outcry and actually do not nothing about it.
Encouraging Public Participation
Greater public involvement in governance can increase accountability and ensure that projects reflect the people’s needs. The ICAC’s Community Relations Department in Hong Kong effectively engaged citizens through education and mobilization, transforming public attitudes towards corruption. Ghana can adopt similar strategies by implementing participatory budgeting and community monitoring, fostering a sense of ownership and ensuring development aligns with community priorities.
Enhancing Transparency
Transparency initiatives are vital for building trust and deterring corruption. Hong Kong’s ICAC used public education campaigns and media to highlight its successes and maintain public confidence. Ghana, and many others on the continent, should adopt rigorous transparency measures such as open government data portals and project accountability dashboards, making public procurement and project implementation more transparent and accountable.
Prosecuting Corrupt Officials
Effective anti-corruption efforts must include the prosecution of corrupt officials. Hong Kong’s ICAC achieved early success by targeting major personalities involved in corruption, including the prosecution of 269 police officers between 1974 and 1977. This not only built public confidence but also demonstrated that corruption would not be tolerated. Ghana must ensure that corrupt officials are prosecuted to reinforce the rule of law and deter future corruption.
Fostering a Long-term Vision
Leaders must adopt and adhere to long-term development plans that transcend political cycles. Hong Kong’s approach to institutional design included proactive strategies to identify potential corruption early and integrate corruption prevention into policy formulation. Ghanaian leaders must embrace a similar long-term vision, focusing on sustainable development and continuity beyond electoral cycles. Also, organized non-partisan development efforts, such as the recent Compact for Ghana, can help maintain continuity and focus on key strategic goals
Where we are today is a result of inaction at worst and half-baked actions at best. To narrow the gap between ambitious plans and their actual implementation, Ghana needs to make better, measured choices that prioritize people over the state. By strengthening institutions, encouraging public participation, enhancing transparency, and fostering a long-term vision, Ghana can build a more responsive governance machinery and restore greater public trust in its functionality. A more trustworthy system will also help attract the necessary investments—both talent and capital—to drive progress.
The cost of inaction is too high for Ghana to bear. It is time for a new narrative—one of decisive action, accountability, and visionary leadership. When you hit rock bottom, you must stop digging. Ghanaian leaders across the political spectrum need to recognize this and take responsibility. The people are suffocating in this hole, and it’s time to climb out with resolve and determination.
Marie-Noelle is a researcher and writer focusing on economic development and policy in Africa. Her work explores the intersections of politics and economies and how they impact livelihoods. She is with the Brenthurst Foundation.