Local governance historically revolved around chiefs. However, colonialism witnessed the transfer of the powers and functions of chiefs to local government authorities. Current local government legislations failed to provide the needed formalised process of collaboration between the two actors resulting in conflict and tensions between them. This notwithstanding, chiefs have exhibited their preparedness to collaborate with developmental partners including local government authorities. The study examined the processes and activities that chiefs and local government authorities collaborated for the purpose of community development. Simple random and purposive sampling techniques were used to select forty-nine participants from New Juaben, Ghana. Multiple qualitative methods including participant observation, in-depth and key informant interviews were used to collect data. The study revealed that chiefs and local government authorities collaborated on an ad hoc basis in organising communal labour and sanitation, disaster management, revenue mobilisation and crime prevention. Though chiefs and local government authorities collaborated in diverse activities, the process of collaboration was not formalised. Chiefs are however needed in local governance to aid in the materialisation of the objectives of community development. The study recommends for the formalisation of the process of collaboration between the two actors to enable the former play active roles in local government.
Keywords: Collaboration, Local Government Authorities, Chiefs, Community Development
Prior to colonial rule, governance in Africa rested on chiefs. However, colonialism and other currents of social change reduced the powers and functions of chiefs. Critics tagged the chieftaincy institution as anachronistic and even predicted its demise during the struggle for independence. However, chieftaincy has persisted after several years of Ghana’s independence. The paper specifically seeks to answer two fundamental questions: Is chieftaincy anachronistic? And, how relevant is chieftaincy in Ghana’s democratic dispensation. The paper is a desk review examining the instrumentality of the chieftaincy institution in the midst of a web of reputational challenges in contemporary Ghana. The study unearthed that the anachronistic label is pivoted on the undemocratic nature of chieftaincy institution and, chieftaincy and land disputes. Despite the above label, it was also found that chiefs are instrumental in conflict resolution, governance and administration, promotion of education and economic empowerment and performance of representational and diplomatic roles. Though people continue to perceive the chieftaincy institution as undemocratic, the institution has critical roles to play in contemporary Ghana. This paper recommends that studies should be conducted on how chiefs can be integrated into modern governance structures for them to contribute to national development.
Keywords: Chieftaincy, Anachronistic, Democratic, Social change, Traditionalism, Conservatism
Institutional barriers remain a constraint to efficient adaptation to climate change in many countries. Therefore, there is much to be desired regarding knowledge on the capacity and roles of local institutions in responding to climate change across sectors and locales. Drawing evidence from randomly selected chiefs and local government actors, and purposively selected officials of the Municipal Assembly, we examined how partnership between local government actors and informal institutions such as chieftaincy could enhance coordinated and integrated climate action and adaptation planning in local communities. All interviews were transcribed and analysed in themes generated from deductive codes. Participants demonstrated varied levels of knowledge on the causes and impacts of climate change. We observed the implementation of several unstructured climate change activities in local communities as actors of the two institutions individually and collaboratively implemented some adaptation and mitigation actions. We therefore conclude that when given the right attention, by addressing the problems which include financial allocation, low capacity of personnel, and the lack of coordination between units that confront the local institutions, informal institutions and local government actors, could spearhead lasting climate change adaptation and mitigation programmes, and produce equity and sustainability at the national level.
Chiefs and local government authorities are instrumental in community development. However, the branding of chieftaincy by the post-colonial government as anachronistic and undemocratic and the removal of chieffs from local government structures to curtail their powers affected their chances to be abreast with the dynamics of modern development concepts and approaches. Though currently the chieftaincy institution boasts of educated elites, some are not conversant with laws and policies on local government. Language barrier is a challenge in some cases for collaboration between the two actors as some Assembly officials speak languages that are different from the local languages of communities in which they work. Additionally, local government authorities have been criticised for their low capacity level and their contributions to development is questioned. The study adopted qualitative approaches to examine capacity development approaches within chieftaincy and local government systems. Nineteen participants including chiefs, members of District Assemblies, key informants and local government officials were sampled through purposive and convienent sampling techniques. The study unearthed that majority of the participants were unaware about the Royal Acadamy, a capacity development facility for chiefs. Challenges affecting capacity development included lack of funds, change in government, traditional practices and customs, and elitism in chieftaincy. The paper concludes that capacity development can facilitate community development, and minimise conflict between chiefs and local government authorities. The paper recommends that the Ministry of Chieftaincy and Religious Affairs take steps to operationalise the commencement of activities of the Royal Acadamy.
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