Ghana and North Dakota Building Partnership Opportunities Across Borders

1. Ghana and North Dakota Building Partnership Opportunities Across Borders

2. State Partnership Program (SPP) Objective: Link National Guard states and territories with partner countries for the purpose of fostering mutual interests and establishing habitual long-term relationships across all levels of society SPP

3. State Partnership Program History • Evolved from European Command “Joint Contact Team” Program - 1992 • Characterized by bilateral reciprocal relationships (states and partner countries) • Began in Eastern Europe (former Warsaw Pact countries) • Expanded to all Geographic Combatant Commands • Focus on: • Improve military interoperability • Demonstrate military subordination & support to civil authority • Assist in development of democratic institutions & open market economies SPP

4. Traditional SPP Capabilities • State partner opens doors to full depth & breadth of US capabilities • Personal and enduring relationships • Military-political-economic-social realms • Interagency coordination & cooperation • First response, disaster preparedness & mitigation • Homeland security & defense • Education SPP

5. State Partnership Countries Bilateral Relationships Global Relationships USEUCOM 21 SPP Countries 2 Bilateral Countries SPP USCENTCOM 6 Countries USAFRICOM 7 SPP Countries USPACOM 4 Countries USSOUTHCOM 20 Countries

6. ND Partnership History • Partnership formed with Ghana in 2004 • Originally based on Ghana’s ECOWAS Standby Force pledges • Engineer, Medical, and Aviation • 2006 Established Bilateral Affairs Officer in in Accra • 2006 Began disaster management workshops • Introduced Incident Command System • Conducted at national and regional levels • Brought together stakeholders at all levels • 2009 Began discussions with NADMO on establishing a disaster management degree program SPP

7. Ghana’s Location in Africa NADMO

8. Ghana’s Regions NADMO

9. Ghana at a Glance Geography --Comparable in size to the state of Oregon (slightly larger than North Dakota). --Mostly low plains with dissected plateau in the south-central area . --The manmade Lake Volta is the largest manmade resovour in the world. The lake generates electricity, provides inland transportation, and fresh fish. Climate --Rainy season in the south is May-June and August – October, in the north they tend to merge. -- A dry, northeasterly wind, the Harmattan, begins circulating in December and continues into early March. -- Tropical; warm and comparatively dry along southeast coast; hot and humid in southwest; hot and dry in north. --Average temperature is 90 degrees during the day and 80 degrees at night. Economy --Primary exports: Gold, timber, cocoa, and soon crude oil and natural gas. --Primary imports: Food and beverages, capital goods, fuels. --Main trading partners: Netherlands, Nigeria, UK, China, France, US. People --Population: 24 million --Life expectancy: 58 years --Religions: Christian 63% (Roman Catholic is the largest denomination), Muslim 16%, indigenous beliefs 21% --Languages: English (official), African Languages Akan (Ga, Twi. Fante), Ewe Government/Politics --Constitutional democracy. --President John Atta Mills since January 7th 2009 from the National Democratic Congress (NDC). --Strong supporter of the U.S. NADMO

10. Act 517 (1996) • The National Disaster Management Organisation (NADMO) was established by Act 517 in 1996. • Charged with the responsibility to manage disasters and other emergencies in Ghana. NADMO

11. NADMO Wire Diagram NATIONAL DISASTER MGT COMMITTEE TECHNICAL ADVISORY COMMS NADMO • GEOLOGICAL • DISEASE EPIDEMIC • FIRES/LIGHTNING • HYDRO METEOROLOGICAL • PESTS/INSECTS INFESTATION • MAN-MADE • RELIEF/RECONSTRUCTION • RADIOLOGICAL TECHNICAL ADVISORY COMMS • NATURAL • HUMAN INDUCED

12. Technical Advisory Committees • Geological Disaster Sub-committee • Earthquakes, Earth Tremors, Tsunamis, Gas Emissions, Expansive Soils, Landslides • Pest &Insect Infestation Disaster Sub-committee • Army Worm, Larger Grain Borer, Anthrax, Black Fly, African Swine Fever, Bird Flu • Hydrometeorological Disaster Sub-committee • Floods, Wind/Rain Storms, Drought, Land and Coastal Erosions • Fires and Lightning Sub-committee • Bushfires, (forest, savannah, shrub), Industrial Fires, Domestic Fires, Commercial or Market fires NADMO

13. Technical Advisory Committees • Disease Epidemics Disaster Sub-committee • Cerebro Spinal Meningitis, Cholera, Yellow Fever, HIV/AIDS, Swine Flu • Man-made Disaster Sub-committee • Transport Accidents, Oil spillage, Conflicts/Social Strife • Nuclear & Radiological Sub-committee • Radioactive Substances • Relief & Reconstruction Sub-committee • Search and rescue, Food, Clothing, Shelter, Medicare, reconstruction and resettlement NADMO

14. Objectives • Put in place mechanisms for disaster prevention to reduce disaster occurrences or mitigate their impacts. • Develop and activate contingency plans to ensure effective first line response efforts during emergencies to mitigate effects on society. • Provide requisite and adequate human and non-human resources for response, rehabilitation, equipment and relief materials to handle all aspects and types of disasters. • Provide a safer environment in which human, investment and other economic resources and natural ones are protected for use to ensure accelerated national development. NADMO

15. Functions • Prepare National, Regional and District Disaster Management Plans to prevent disasters or to reduce the impact of disasters in the country. • Establish training facilities for NADMO Staff and stakeholders. • Undertake educational programmes to provide public awareness and early warning systems. NADMO

16. Functions • Provide equipment and warehousing of relief items for emergencies. • Organize, train and equip Disaster Volunteer Groups (DVGs) to enhance their skills in disaster management and income generation • Stockpile items for relief, rehabilitation and reconstruction. • Co-ordinate local and international support for disaster management in the country. NADMO

17. NADMO’s Partnership with GIMPA • Coordinating Responsibility • NADMO is charged with managing disasters and other emergencies in the country can only achieve this by coordinating the resources of both public and private institutions. • Efficient Disaster Management • For effective disaster management in the country, there is the need for regular training of NADMO staff and stakeholders. • GIMPA’s Professionally Oriented Training • Ghana Institute of Management and Public Administration (GIMPA) is a public institution that focuses its training on public officials. Its training arrangements meet the requirements of NADMO and stakeholders. NADMO

18. Benefits of this Partnership • We foresee that this partnership with GIMPA and North Dakota to develop a curriculum on disaster management will help realize the resiliency Ghana so desires. • NADMO stands committed to its core functions as enumerated above and also resolves to ensure that disaster management becomes everybody's business. NADMO

19. Institutional History GIMPA The Ghana Institute of Management and Public Administration (GIMPA): • Established in 1961. • As a corporate body with academic, financial and administrative autonomy. • Currently it is the leading management development institution in Ghana serving as a world class Centre of Excellence for training in Leadership, Business Management and Public Administration. • Also provides a forum for the discussion and resolution of important contemporary national and international issues. 

20. Mission and Purpose GIMPA GIMPA's mission is to maintain a Centre of Excellence for training in public and business administration, by continuously enhancing the capability of middle and top level executives in public and private sectors, as well as Non-Governmental Organizations (NGOs) both in Ghana and internationally to manage their institutions and enterprises efficiently and effectively.

21. Institutional Objectives and Functions GIMPA Ghana Institute of Management and Public Administration Act 676 (2004), set up the Institute in its present form and the following objectives: • Train public servants of Ghana and to provide education, training and services in the fields of leadership, management and public administration for the public sector, private sector and non-governmental organizations. • Promote education, training and services in the fields of leadership, business management and administration. Provide professional, unbiased and dedicated advisory support services to various areas of Government to enhance their capacity for sustainable development.

22. Institutional Objectives and Functions GIMPA Promote the development of managerial skills for the persons employed in the public and private sectors and non-governmental organizations and creates awareness of the need for education, training and the provision of services in the fields of leadership management and administration as a necessary requirement for maintaining the vitality of organizations in the development of the economy. Promote the use of information technology as GIMPA essential tool to    increase competitive advantage, and enhance output for national development.

23. Institutional Objectives and Functions GIMPA Assists Ghanaian enterprises through cost effective education, training and provision of services, research and consultancy to achieve efficient management, increase productivity and effective cost control. Promotes understanding and co-operation between public and private sector institutions in respect of public administration and management obligations. Offers courses leading to the award of certificates, diplomas and degree in    the institute's area of competence subject to such conditions as the authorities responsible for tertiary education in the country shall direct.

24. Constituent Divisions GIMPA GIMPA offers many programs and activities such as training, research, workshops and seminars, library services and publications. GIMPA has developed new products and services to meet new challenges and expectations. The main operational divisions of the Institute include: • Office of Rector and the administrative support services • GIMPA Business School • School of Governance, Leadership and Public Management • School of Technology • GIMPA Public Services School • GIMPA Consultancy Services

25. Institutional Linkages GIMPA GIMPA is an associate member of the following associations. • Association of African Universities (AAU). • African Association of Business Schools- It collaborates with local and international institutions such as North Carolina Central the University, USA, The Netherlands Institute of Social Studies (ISS), The Hague, and the Multimedia University of Malaysia • African Virtual University (AVU) • African Association for Public Administration and Management (AAPAM).

26. Distance Learning Centre GIMPA GIMPA is the site of one of the World Bank's 70 Distance Learning Centers worldwide and the first Sub-regional Management Development Institution to provide the service. The Long Distance Learning Centre (DLC) is equipped with two-multimedia computer laboratories and an interactive video classroom. Through these programs, GIMPA exposes privileged participants to the most up-to- date knowledge in their selected fields of study by linking them to renowned experts in highly rated institutions around the world.

27. Center For Disaster Management Studies GIMPA This is a tripartite collaborative initiative to establish CDMS at GIMPA. However, support and funding from organizations, colleges and universities which have already established disaster/emergency management programs are very much welcome. Founding partners are: • GIMPA • NADMO • North Dakota State University

28. CDMS - Rationale GIMPA At present, there is no higher educational institute in Ghana that has a program geared to the study of disasters. This absence is unfortunate because disasters have over the years been a major global concern in which Ghana is no exception. These increasing natural and man-made calamities imposing threats, sufferings and loss of lives to humanity and negative social, economic, and environmental consequences are critical elements to the achievement of sustainable developments.

29. CDMS - Rationale GIMPA Many developmental problems facing Africa are caused by the region’s disaster history. To reduce disasters and thus reduce the associated economic and social burden, it is imperative that governments focus on disaster management. In light of this, a center will help the development of new courses that will provide needed disaster management and mitigation. In establishing his agenda for the next academic year, Rector Agyeman Badu reaffirmed the College’s commitment to diversify course offerings by providing short and long term courses on topics of strategic importance to African governments.

30. CDMS - Rationale GIMPA The need for a Center devoted exclusively to the study of disaster management is compelling for several other reasons. • Many policy makers and stakeholders lack knowledge of the nature, context and handling of disasters. What they know is based on media sound bites. Thus they tend to see disaster in terms of post-disaster activities characterized by the distribution of relief items rather than prevention. • Many problems facing African nations have implications for their socioeconomic development and stability have to do with disasters. • Whether natural or man-made, many disasters are preventable. Thus, it is necessary for the development of plans and initiatives that could draw attention to disasters both at the national and local levels.

31. CDMS - Rationale GIMPA With the discovery of oil, there is a need to prepare for disasters that can arise from its exploitation. • The successful operations of the oil industry in terms of exploration, production and exports depend heavily on an environment devoid of disasters Such an Institute could provide courses that deal in this area. There is no major University in ECOWAS which offers a focused disaster management program. Proffered courses are targeted to meet specific needs and challenges facing African nations since disasters are likely to impede sustainable growth.

32. Potential Collaborators GIMPA Initially a faculty exchange will be established with North Dakota State University and the State National Guard. Another affiliation is likely to be established with the Kofi Annan Center for Peace Keeping in Ghana. Such an affiliation could provide our students with work on Conflict Resolution and Management. In addition, we are at this Conference to seek further assistance and support from colleges, universities and organizations which already have such programs in place.

33. Initial Course Offering GIMPA Emergency Management Manager: An Position Orientation Introduction to Incident Command System Principles of Emergency Management Emergency Planning Developing and managing Volunteers

34. Initial Course Offering GIMPA Disaster basics Introduction to Community Emergency Response Teams Introduction to Hazard Mitigation Protecting Your Home or Small Business from Disaster

35. Target Population GIMPA NADMO Staff and Leaders Regional and District Government Workers National Fire Service Ghana Police Service National Ambulance Service Disaster/Emergency Workers from the West African Sub-Region ECOWAS Emergency Experts Response Team

36. Management and Administrative Structure GIMPA Dr. Kwaku Osei-Akom, former Deputy National Coordinator of NADMO, and an adjunct Lecturer at GIMPA will coordinate the course development, faculty exchange, faculty workshops and research, and other activities outlined in this proposal. Dr. Osei-Akom has extensive experience and working knowledge about disasters and their management in Africa. He is member of the Technical Committee of Experts on Development of the ECOWAS Emergency Response Team (EERT) and has attended several workshops and training in the management and handling of disasters and emergencies.

37. Management and Administrative Structure GIMPA The Management and Administrative system for the CDMS within GIMPA is to ensure that the center: • Is fully integrated into the governance structure of the Institute in accordance with the relevant provisions in the statutes. • Attains a level of organizational autonomy that will enable it implement Disaster/Emergency Management program efficiently and effectively.

38. Management and Administrative Structure GIMPA This proposition is commensurate with the operations of similar GIMPA entities. The center will have a Management and Administrative structure as follows: • Advisory Board • Management Committee • Director • Coordinator • Heads (Course Development and Production Unit, Course Delivery and Students’ Unit) • Administrative Secretary

39. Sustainability GIMPA GIMPA has shown a strong commitment to the development of the Center. This is demonstrated by the Rector’s of institutional funds through the various academic departments and units at GIMPA. Specifically, the Institute will provide the following: • Some seed money for the establishment of the Center. • Accommodation and logistical support for the Program. • Funds for publicity and to attract participants to the Program.

40. Sustainability SPP NADMO GIMPA Questions and Comments