STALLED AT THE STARTING LINE: Partisan Politics and Projects Discontinuity in Decentralized Ghana – A Case Study Of Asante Akim South Municipality

Abstract

Decentralization, while promising empowerment for local communities and increased government responsiveness, can be undermined by practices like the partisan appointment of local leaders. This approach can introduce a significant challenge: project discontinuity. The literature has identified corruption, clientelism, and limited resources as the drivers of project discontinuity, However, a crucial gap remains: understanding how partisan appointments within decentralized systems contribute to project discontinuity. This study addresses this gap by leveraging a theoretical framework that integrates Principal-Agent theory, Rational Choice theory, and Public Choice theory. This framework helps identify the factors through which partisan appointments within decentralized systems lead to project discontinuity. The study focuses on Ghana because decentralization has been a core aspect of its public sector reforms. However, a significant challenge is the discontinuity of projects due to the country's highly partisan political system which translate to partisan appointment of local municipal chiefs. Consequently, projects initiated by one administration are often discontinued by the succeeding one. The study employed qualitative research design using both structured and semi-structured interviews with three key stakeholder groups considered knowledgeable on decentralization and local governance with a sample size of 30. The results show that, The MCE wields both formal and informal powers alongside his co-partisan assembly to make political decisions subject to his preferences and satisfying the material motives of his party which ultimately leads to projects discontinuity. The study calls for non-partisan elections of MCEs, to foster greater local ownership and responsiveness in governance particularly in the context of project discontinuity.