STRENGTHENING ENDOGENOUS DEVELOPMENT IN GHANA

1. STRENGTHENING ENDOGENOUS DEVELOPMENT IN GHANA THE ROLE OF TRADITIONAL AUTHORITIES IN GHANA’S CONTEMPORARY DEVELOPMENT Mr. Wilberforce Laate www.cikod.org

2. Presentation Conceptual framework for endogenous development (ED) Differences between endogenous development and Participatory development approaches Working with indigenous institutions, resources and cultural heritage (indigenous and local resources) Challenges and Opportunities

3. COMMUNITY ORGANIZATIONAL DEVELOPMENT AS PHILOSOPHY ARTICULATION OF AFRICAN PHILOSOPHY BY President Thabo MBEKI I AM WHAT I AM BECAUSE OF WHAT WE ARE www.cikod.org

4. Sankofa as Philosophy, Well being as development www.cikodgh.org

5. WHAT IS ENDOGENOUS DEVELOPMENT? ED is already present and active in all communities Described as “development from within”. The role of the external intervener is to strengthen this existing development process. www.cikod.org

6. Endogenous Development as theory of change: from within & interface with outside Appropriate External knowledge and resources CIKOD methodologies for ED: Community Organisational Development Indigenous/local knowledge, institutions, resources, worldviews Interface between local and external Role of External agencies is to support communities to strengthen their ED process to reach their vision of success: fully mature, strong, self-reliant and resilient community Communities have collective capacities for ED, yet these are being undermined www.cikod.org

7. Main Concepts In talking about Endogenous Development four (4) concepts become prominent: Worldviews (as in Cultures) Indigenous Knowledge (also as Local Knowledge) External Knowledge (as in conventional Knowledge) Transdisciplinarity (as in Complementarity/ Co-creation), interfacing

8. ENDOGENOUS DEVELOPMENT • Plug-in and Plug-out Concept • Development that Starts from within a people. • Adds-on relevant portions of other knowledges • Culture/ Worldview/ Cosmovision • -Indigenous knowledge is important (IK) • Processes (software) / Content (hardware) / • Systems and structures (orgware)

9. PLUG-IN AND PLUG-OUT CONCEPT

10. ‘The Plug-in and Plug-out Concept Communities are on-going with their development agenda. We ‘interrupt’ this process and leave after a while. We get changed in our interruption process as we change people also. Among the people; some will come out changed completely, some will be in the process of transformation, and third will remain the same as they were at the beginning.

11. Spiritual Natural Natural Spiritual Only Natural Only Spiritual Natural / Spiritual / Social Social Natural Spiritual Social Only Social Constellations of Cosmovision related Knowledges

12. THE 3-CIRCLES DEPICTING THE AFRICAN WORLDVIEWS Social/ Human World, Spiritual World, and Natural World - the interaction of the three worlds implies the following constellations of knowledges: Knowledge resulting from Social interactions only. Combination between the Social and Natural. Combination between the Social and Spiritual. www.cikod.org

13. Constellations contd Knowledge resulting from Natural interactions only. Combination of the Natural and Spiritual. Knowledge resulting from Spiritual only. Combination of Social, Spiritual, and Natural (this last constellation is the perfect state which strives to be in balance or harmony with itself). www.cikod.org

14. Constellations Contd These constellations highlight the heterogeneity and complexities of African Sciences and therefore engendering different bodies of knowledge’s and sciences that should underscore the development of Africa. Conventional research concentrates on the ‘horizontal level’ – the Social and the Material. The investigations/ researches of the African should also be targeted at the ‘horizontal level’ but especially the ‘vertical’ which deals with higher order discourses – the spiritual aspect of the African culture. www.cikod.org

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16. Some Common Characteristics of the Endogenous Development Approach Development that starts from the Strengths/ Success stories of a Community rather than its problems (Appreciative Enquiry). Development that builds on locally available resources Objectives based on locally felt needs and values, acknowledging the interests of different social categories www.cikod.org

17. Characteristics contd In-situ reconstruction and development of local knowledge systems: understanding, testing and improving local practices and enhancing the dynamics of the local knowledge processes Maximising local control of development Identifying development niches based on the characteristics of each local situation Selective use of external resources www.cikod.org

18. Retention of the benefits in the local area Exchange experiences between different localities and cultures Training and capacity building for rural people, development staff and researchers Networking and strategic partnerships and policy influencing Further understanding of systems of knowing, learning and experimenting

19. FORCES UNDERMINING ED • Neoliberal economic development policies e.g. production for foreign markets, foreign investments, cash crops, GM seeds, artificial fertilizers • Technological and scientific change imposing options on local people without reference to indigenous knowledge www.cikod.org

20. FORCES UNDERMINING ED • Western and Eastern religions i.e. regarding traditional spiritual forms as pagan, discrediting traditional systems • Discrediting of cultural heritage by youth • Quest for quick results www.cikod.org

21. Forces Undermining ED Transfer of technology - NGO/ CSO. Suppression of indigenous sciences in Research Undervaluing IK and technologies in Research Disregard for cultures/ worldviews/ cosmovisions Externally imposed/ dominated schools and schooling system. Alien Research and Research Policies. Extractionism/ domineering/ disrespect/ devalue.  www.cikod.org

22. PART TWO THE TRADITIONAL AUTHORITY SYSTEM IN GHANA www.cikod.org

23. Introduction Traditional Authorities (TAs) have been part of the governance system in Ghanaian society since time immemorial. The chieftaincy institution was guaranteed and enshrined in the 1992 constitution in Article 270 of Ghana and guarantees the independence and authority of traditional leadership in Ghana. www.cikod.org

24. Introduction contd On the other hand the constitution has provided no clear guidelines on the developmental and governance role of Traditional leaders. Their role has been relegated to Matters of traditional rule, customary law and practice. This presentation discuses the role traditional authorities play in governance and development in this context (ED). www.cikod.org

25. DEFINITION OF TRADITIONAL AUTHORITY All the structures, systems and processes which communities have evolved in the course of their history and development to govern themselves. www.cikod.org

26. COMPOSITION OF TRADITIONAL AUTHORITY NORTHERN GHANA • Chief (Naaba, Namine, Kuoro, Wura) • Women leaders (mangazia, pognamine, haala kuoro) • Youth leaders (polenaa) • Traditional Priest (Tindana) • Clan heads www.cikod.org

27. COMPOSITION OF TRADITIONAL AUTHORITY SOUTHERN GHANA • Chiefs (Ohene, Togbe, Nii) • Queen mothers (Ohemaa, Mamao, Naa ) • Male and Female youth leaders (Nkwakwahene , Sohefia, asafoatse, mmerantehene) • Clan heads (nkonguasonhene) • Elders (abusuapanyin) • Traditional Priest (okomfo, obosomfuo, osofo) www.cikod.org

28. ROLE OF TRADITIONAL AUTHORITIES -CONSTITUTIONAL ROLE • Chieftaincy institution is guaranteed by the 1992 Constitution • Organized into Traditional Councils, Regional and National Houses of Chiefs. • Its constitutional roles include: • Advise government of matters relating to or affecting chieftaincy • Undertake the study, interpretation and codification of customary law and succession systems • Evaluating and eliminating customs that are outmoded and socially harmful www.cikod.org

29. ROLE OF TRADITIONAL AUTHORITIES - TRADITIONAL ROLE • EXECUTIVE /POLITICAL • Initiate projects • Manage community resources • Mobilize people • Liaise between government and the people • Receive visitors www.cikod.org

30. SOURCES OF AUTHORITY OF TAs Ancestral linkages Traditional election process based on qualities of the individuals as identified by traditional electors not eloquence like politicians over whom people have no control e.g Wenchi Traditional leadership seen as sacred. Queen as mother of the stool

31. ROLE OF TRADITIONAL AUTHORITIES - TRADITIONAL ROLE • JUDICIAL • Enact and enforce bye-laws • Settle disputes and conflicts • SOCIAL/CULTURAL/SPIRITUAL • Custodian of land, property • Sustain traditional values • Protect community spiritually www.cikod.org

32. INDIGENOUS INSTITUTIONS • Leadership institutions • Chiefs, queens, tindana, okomfo, elders, clan heads • Social Support institutions • The family, households, clans, indigenous associations and social networks, etc. www.cikod.org

33. INDIGENOUS INSTITUTIONS • Social control institutions include: • the rituals and rites of the people, the funerals, the dowry system, festivals, the shrines, religious institutions. • Economic development institutions include: • nnoboa groups, hunters groups, susu groups, kotaa groups, traditional artisans, etc www.cikod.org

34. Traditional Leadership Structure in Ghana NATIONAL LEVEL – National House of Chiefs REGIONAL LEVEL - Regional House of Chiefs DISTRICT LEVEL – Traditional Councils VILLAGE LEVEL - Councils of Elders SUB VILLAGE LEVEL - Odikro

35. THE TRADITIONAL COUNCIL SYSTEM IN GHANA Chiefs (ohene, naa, kuoro) Queens (ohemaa, pognaa, halakuoro) Clan heads (abusuapanin, nikpee) Elders/head of household (fienipa, yirdan doo)) Youth leaders (Asafo/nkwakwahene, polenaa) Traditional priests (okomfo, tigan sob) These together form the Traditional Council which is the basic unit of traditional governance system in Ghana.

36. Duties of the Traditional Council • Enact and enforce by-laws • Resolve disputes • Lobby and initiate development projects • Representative of the community

37. DECENTRALISED FORMAL GOVERNANCE STRUCTURE • NATIONAL LEVEL – CABINET • Ministers of state. • REGIONAL LEVEL - REGIONAL CO-ORDINATING COUNCIL • Headed by a Regional Minister who is a political appointee • DISTRICT LEVEL - THE DISTRICT ASSEMBLIES • Headed by a District Chief Executive also a government appointee.

38. DECENTRALISED STRUCTURE Contd • ZONAL LEVEL - ZONAL COUNCILS • Headed by elected Assembly persons • VILLAGE LEVEL - Unit Committees • 47% out of 391 respondents say UC has nothing to show/no confidence are only there to support the DCE • 13% however think they are always in contact with the people. • AREA LEVEL - AREA COUNCILS • Headed by Area Counselors www.cikod.org

39. INTERFACING TAs AND STATE INSTITUTIONS AT NATIONAL LEVEL • National level:- Existence of a duality in governance. • Ministry of Chieftaincy and Culture created to integrate issues of indigenous knowledge and practices and culture into modern governance and development. • Chiefs represented in Council of State, Forestry Commission, Lands Commission, Children's Commission, NDPC, Judicial Council, Population Council.

40. INTERFACING TAs AND STATE INSTITUTIONS AT NATIONAL LEVEL Contd • Not clear why only these sectors are selected for TAs representation – IK issues are crucial to success of all projects. • TAs advocate for an Upper House where chiefs would be sufficiently represented to influence parliamentary decisions from the indigenous knowledge and cultural perspective • Concept of royal college received with mixed feelings at TA level – challenges of addressing divers cultures, who will be the instructors, www.cikod.org

41. INTERFACING TAs AND STATE INSTITUTIONS AT REGIONAL LEVEL • Chiefs represented in Regional Co-ordinating Councils • Representation on State commissions at regional level • No mechanisms to integrate IK issues and culture into development policy issues.

42. INTERFACING TAs AND STATE INSTITUTIONS AT THE DISTRICT LEVEL • TAs to serve on DA are nominated by the DCE therefore do not report back to TAs. • Queens are most often by-passed in the nomination. • TAs in reaction try to influence DAs by influencing who is appointed as DCE • TAs not represented in sub-committees of MMDAs

43. INSTITUTIONAL LINKAGES BETWEEN DA STRUCTURES AND TA • The current situation is beset with half hearted attempts at co-operation with accompanying suspicions and mistrust. • TAs must be involve in LG to ensure effective planning at sub district level. • Opportunities include: • TAs can serve on sub-committees and make inputs into sector planning groups to ensure integration of indigenous knowledge issues and culture • Reconsider the neglected T/VDC as planning units as they are inclusive of all the indigenous institutions. • Institutionalize festivals as traditional forums for development dialogue

44. INVOLVEMENT OF TAs IN DEVELOPMENT PLANNING AND IMPLEMENTATION • In the current arrangements, TAs do not have sufficient opportunities to participate in the development planning process. Some opportunities include: • The idea of a district level house of chiefs needs further discussions by TAs themselves. • In the interim they can be organized as informal associations as already exist in some areas. • Similarly the idea of an upper house needs very serious reflection because of the cost implication and possible power conflicts. • The Royal college idea also needs careful planning to ensure the incorporation of the concerns of TAs • The Sunyani example of involving TAs in land administration should be seriously considered o reduce the spate of land disputes.

45. IMPLICATIONS FOR HARMONIZING FORMAL AND TRADITIONAL GOVERNANCE Endogenous governance systems, interfacing the best of traditional and other governance systems • District Houses of Chiefs and Queens as countervailing authority to District Assemblies at local level egWTDHCQ • Upper house of chiefs and queens as countervailing authority to Parliament at national level • Conflict resolution – strong cultural institutions contribute to sustainable conflict resolution : case of Ghana’s elections • Monitoring role at local level • Queens as voices of women and children

46. RELEVANCE AND EFFECTIVENESS OF TAs • Relevance and effectiveness of TAs (chief, queen, clan head, asafo, okomfo, TC) • 96% of 391respondents think chiefs are still relevant in modern day Ghana as custodians of land, preservation of cultural heritage and facilitators of community development. • 79% think they are effective in performing their roles • 75% of 391 respondents want TAs represented in DA • 22% cite chiefs and queens as corrupt, selfish and money conscious and should not be represented on the DA.

47. Challenges CIKOD accused of promoting undemocratic governance structures (Chiefs) Chiefs generally perceived as: Unaccountable Corrupt Undemocratic Selfish www.cikod.org

48. Good practices • Strengthen progressive chiefs and use stories from them to engage their peers • Training programme for female traditional leaders to strengthen their capacities in order to be assertive and engage their male counterparts • Development of TATAC • Royal college for education of traditional leaders www.cikod.org

49. Good Practices Chiefs are only part of the Traditional Institutions Traditional institutions serve as the repository of the culture of people Without the Traditional Authorities, we will loose our identity There will be a complete breakdown of the African Society www.cikod.org

50. The TATAC Process Organized a Sensitization Workshop with B/A Regional House of Chiefs to present the rationale for the engagement Organized a Preliminary Visit to the selected Traditional Council Organized a workshop with the selected Traditional Council to introduce the project Research and document past and present mechanisms for management of natural resources and benefit sharing of resources www.cikod.org