There has been a flurry of publications examining Ghana's decentralization programme since 1988 to date. None has, however, specifically focused on the creation of districts; that is, the political and geographical division of the state into smaller jurisdictions -arguably regarded as one of the key processes of decentralization. In other words, the numerous studies do not fully explain the politics of the creation of districts, which has not only been a recurring phenomenon but also a contentious and sensitive one. This paper aims at filling this lacuna by identifying the actors and discussing their interests, benefits and the tensions arising from the creation of new districts in Ghana. The lessons learnt are also highlighted.

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This is an empirical case study of 'street-level' officials in a classic 'regulatory' public agency: the Environmental Health Department in Kumasi and Accra, Ghana, where privatisation and contracting-out of sanitary services have imposed new ways of working on Environmental Health Officers. Both internal and external organisational relationships are analysed to explain the extent to which these officers have adapted to more 'client-oriented' ways of working. Their positive organisational culture is credited with much of the positive results achieved, but was not sufficient to cope with the negative impact of politically protected privatisations on the officials' ability to enforce standards. Nor could it entirely overcome the deficiencies in training and incentive structures which should have accompanied the changes in service delivery.