WELCOME ADDRESS:
The Municipal Planning Officer, Mr. Henry Daniels welcomed all members to the third quarter meeting of the Municipal Planning Co-Ordinating Unit (MPCU) meeting. He outlined the main agenda for the meeting being the presentation and discussion of the draft 2026-2029 Medium-Term Development Plan, 2026 Composite Annual Action Plan, and departmental reports.
MATTERS ARISING OUT OF THE PREVIOUS MINUTES
The Municipal Development Planning Officer urged all members to submit their third quarter reports on time to enable the MPCU secretariat prepare the Assembly’s quarterly progress report and submit same to all relevant stakeholders.
BUSINESS OF THE DAY
PRESENTATION ON THE 2026-2029 MEDIUM-TERM DEVELOPMENT PLAN
The Municipal Development Planning Officer, Mr. Henry Daniels led the presentation on the Medium-Term Development Plan (2026-2029 MTDP). The policy framework of the 2026-2029 MTDP is “Resetting- Ghana Agenda: creating Jobs, Ensuring Accountability and promoting Shared Prosperity”.
He first gave a background to the preparation of the plan. He then gave a brief overview on the performance review of the 2022-2025 MTDP under the “Agenda for Jobs II: Creating Prosperity and Equal Opportunity for all policy framework”. The performance review covered all the development dimensions set out in the 2022-2025 MTDP which included economic development; social development; Emergency Planning and Preparedness; Implementation, Coordination and Monitoring and Evaluation and Natural and built environment development. He emphasized that the data provided on the performance review was up to 2024 since data on 2025 was not readily available.
He further highlighted the identified key issues facing the Assembly, proposed district goals and objectives and their link to the national objectives. The other component included district strategies developed to meet the medium-term goals and objectives and their associated development programs. This was presented in a matrix form.
Some of the key issues identified included but not limited to;
- Low revenue mobilization
- Poor and limited market infrastructure
- Poor tourism development
- Inadequate extension and veterinary services
- High post-harvest losses
The next on the presentation was the medium-term revenue projections (2026-2029) of the Assembly. This consisted of the projected revenue under the various revenue sources needed to fund all projects and programs in the medium-term plan. The Assembly will source its financing needs from the District Assemblies Common Fund (DACF); District Assemblies Common Fund Responsive Factor Grant (DACF-RFG), Government of Ghana (GoG) releases; Donor Fund and with special focus on Internally Generated Fund (IGF). The total estimated revenue for the four-year planning cycle from all revenue sources was One Hundred and Forty-Eight Million, Six Hundred and Seventy Thousand, Eight Hundred and Thirty-One Ghana Cedis, Forty-One Pesewas (GHȻ148,670,831.41).
| Development Program | Development Program Cost (A) | Expected Revenue and Sources of Funding | Total (B) | Gap (C)=(B-A) | ||||
| GoG | IGF | DACF | DACF- RFG | DPs | ||||
| Financial Management Program | 33,636,873.22 | 32,349,706.87 | 500,000.00 | 760,000.00 | 929,846.55 | – | 34,539,553.42 | 902,680.20 |
| Local Economic Development Program | 24,027,064.73 | – | 894,230.00 | 23,595,423.14 | 2,883,077.59 | 15,784.00 | 27,388,514.73 | 3,361,450.00 |
| Agriculture Modernization and Post Harvest Management Program | 392,100.00 | – | 1,542,105.00 | 260,297.20 | – | 300,000.00 | 2,102,402.20 | 1,710,302.20 |
| Vulnerability, Social and Child Protection Program | 2,922,000.00 | – | 56,482.00 | 586,331.68 | – | 14,578.00 | 657,391.68 | – 2,264,608.32 |
| Health Improvement Program | 10,999,946.65 | – | 721,562.00 | 9,438,169.26 | 1,153,231.04 | – | 11,312,962.29 | 313,015.64 |
| Water, Environmental Health and Sanitation Program | 14,128,610.86 | – | 143,658.63 | 21,876,338.51 | 2,306,462.07 | – | 24,326,459.21 | 10,197,848.35 |
| Education Improvement Program | 30,805,928.08 | – | 65,214.00 | 23,876,338.51 | 2,306,462.07 | – | 26,248,014.58 | – 4,557,913.50 |
| Youth and Sports Development Program | 937,111.15 | – | 56,000.00 | 248,169.26 | 1,153,231.04 | – | 1,457,400.29 | 520,289.14 |
| Climate Change and Environmental Sustainability Program | 4,476,222.32 | – | 879,521.00 | 3,000,000.00 | – | 85,000.00 | 3,964,521.00 | – 511,701.32 |
| Transport Infrastructure and Safety Management Program | 2,772,461.00 | – | 458,216.00 | 2,000,000.00 | – | – | 2,458,216.00 | – 314,245.00 |
| Spatial Development Program | 3,972,000.00 | – | 510,000.00 | 971,078.25 | – | – | 1,481,078.25 | – 2,490,921.75 |
| Governance, Accountability and Public Safety Program | 6,915,000.00 | – | 2,000,000.00 | 5,627,541.75 | – | – | 7,627,541.75 | 712,541.75 |
| Sub-Structure Improvement Program | 1,864,000.00 | – | 1,875,245.00 | 800,000.00 | – | – | 2,675,245.00 | 811,245.00 |
| Capacity Building and Productivity Improvement Program | 736,000.00 | 60,000.00 | 200,000.00 | 1,042,005.00 | 800,000.00 | – | 2,102,005.00 | 1,366,005.00 |
| Co-ordination, Monitoring, Evaluation and Learning Program | 200,000.00 | – | 15,000.00 | 300,000.00 | 14,526.00 | 329,526.00 | 129,526.00 | |
| Total | 138,785,318.01 | 32,409,706.87 | 9,917,233.63 | 94,381,692.55 | 11,532,310.35 | 429,888.00 | 148,670,831.41 | 9,885,513.39 |
The MPO also presented the yearly Composite Annual Action Plans formulated to implement the development programs. The composite Annual Action Plans have been phased into four, from 2026 to 2029. Each AAP contained both physical and recurrent projects most of which are new and fewer ongoing. The plans are tied to financial resources from all funding sources.
The 2026-2029 MTDP also featured integrated framework for monitoring, evaluation, and learning that will support the effective implementation of the plan.
Presentation on the 2026 composite Annual Action Plan
Presenting on the 2026 AAP, MPO said, the 2026 composite annual action plan was the first of the four annual action plans in the 2026-2029 MTDP. The 2026 AAP had fifteen (15) development programs under the six (6) national development dimensions. These fifteen (15) developments programs were categorized under only four of the five national development dimensions. The Economic Dimension had three programs (Financial Management; Local Economic Development and Agriculture Modernization and Post Harvest Management Programs. The Social Development Dimension had five programs including: Vulnerability, Social and Child Protection; Health Improvement; Water, Environmental Health and Sanitation; Education Improvement and Youth and Sports Development Programs. Similarly, four broad programs were also placed under the Governance and Institutional Development Dimension (Governance, Accountability and Public Safety Improvement Program; Sub-Structure Improvement Program; Capacity Building and Productivity Improvement Program and Co-ordination, Monitoring, Evaluation and Learning Program. The last but not least Development Dimension in focus was the International Relations Dimension with no program.
Discussions from the presentation
The representatives of health and agriculture both complained about inadequate health and agric extension staff needed to serve the growing population of the municipal. Same was the situation for the department of education.
It was suggested that an interim measure could be the deployment of some personnel under the youth employment agency to augment the current staff strength of the departments.
Management of the Assembly was also urged to construct more CHPS with accommodation to help attract the recruitment of health personnel’s. Internal Auditor, Mr. Solomon Eweh added that once the infrastructure is in place, then it becomes the duty of the Ministry of Health and Ghana Health Service to make such facilities operational.
Mr. Nana Appiah of NETCODA emphasized the need to prioritize Community-Led Total Sanitation (CLTS) with focus on the need to acquire a septic pool emptier for the Municipal.
Acceptance of draft 2026 Composite Annual Action Plan and 2026-2029 MTDP
Mr. Daniel Nana Appiah of NETCODA moved for the acceptance of the 2026 composite Annual Action Plan (2026 AAP) and the 2026-2029 MTDP for onward submission to the development planning sub-committee for their consideration and approval.
The motion was seconded by Hon. Abdulkarim Ali, chairman of the development planning sub-committee.
Presentation on Departmental reports
Due to time constraint, only two institutions presented their reports to the house while the rest submitted theirs for the preparation of the quarterly progress report.
NETCODA
The presentation of NETCODA was led by its executive director, Mr. Nana Appiah. He presented on various collaborations they had with other departments and organization within and outside the municipality. Key among them was the visit by West Africa Civil Society Institute (WACSI) to Kwaebibirem which led to the selection of Hon. Ophelia Ampaw and by extension the Abaam community as a benefactor of a community-initiated project (CIP). The team paid a courtesy call on the presiding member and also visited the Abaam health center. The organization also visited UNICEF house-Accra on matters pertaining to persons with disability among others. NETCODA also actively participated during the preparation of the MTDP and community needs assessment.
NETCODA was commended for their advocacy and performing their civil duties even beyond the reach of the municipal.
Ghana National Fire service
Presenting on the progress report of GNFS, Mr. David Ohene said the Kade Municipal Fire Station serves both the Kwaebibirem and Denkyembour districts. However, it is currently non-operational in terms of firefighting capacity due to loss of their fire engine (Tender no- FS438). This followed a fatal accident on July 21st, 2024, involving a crew of seven (7) while responding to an emergency call of Otwenkwanta near Kade. He added that the service recorded 13 fire incidents made up of 7 domestic, 2 commercial ect. The representative said despite the operational challenges, officers of the Kade Municipal Fire Station have been proactive in conducting Fire Safety Education, door to door awareness campaigns, and fire safety inspections across various buildings within the jurisdiction.
He concluded with the key challenges of the service which included inadequate office space with the main structure deteriorated and not conducive; the absence of a hydrant which hinders replenishing capabilities.
All members present sympathized with the current situation of the GNFS especially on the absence of a fire tender for the two operational districts.
ANY OTHER BUSINESS
The Municipal Development Planning Officer urged members who had not yet submitted their reports to do so on time to help the MPCU secretariat prepare and submit the Assembly’s third quarter progress report to all relevant stakeholders. Members proposed rotational presentation on quarterly basis since all departments/units cannot present on a single meeting.