Ghana Case Study

Dr. Nana Akua Anyidoho & Prof. Gordon Crawford

RIPOCA Research Finding Workshop, 3 Dec 2010

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Outline

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Ghana context• Important dates

• up to 1957 independence struggle from British colonial rule

• 1966-1992 period of intermittent military rule• 1993 – 2011 consolidation of democratic governance

IN THIS NEW DISPENSATION• The Constitution

▫ Ghana’s history▫ global discourses and policy making

• Other Structures▫ Government– including legislature and judiciary▫ Independent human rights commission▫ Civil society organising▫ Media

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Ghana contextThe negatives….

•History

•Social norms and values

•Poverty

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Case Study Organisations•Coalition Against Domestic Violence

(DVC)

•Wassa West Communities Affected by Mining (WACAM)

•Belim Wusa Development Agency (BEWDA)

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Methods•Data collection between June 2009 and

May 2010

•in-depth interviews, focus group discussions, observation and participation (in the organizations’ meetings), and document analysis

•qualitative analysis

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Sources of ‘negative power’ 

•State (at national and local levels)

•International business + global economic order

•The general public

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Visible Power[observable power by governments, for example]

Government (national level):

• DVC --- Cabinet decision to refer Domestic Violence bill back for consultation which caused its delay; Minister publically speaking against the bill; some parliamentarians vocally opposing it in debates

• WACAM -- granting of concessions; terms and laws; use of security services to protect mining companies

• ‘Government has removed its sovereign cap and now wearing its corporate cap”

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Visible Power[observable power by governments, big business, donors]

Government (at district level) and other local structures:

• District Assembly, especially DCEs, lobbied by mining companies

• Chiefs using their influence to support mining companies or to protect social status quo

International business • “WACAM is up against powerful, politically-motivated, rich

multinational companies who are able to pull political strength, financial strengthen to frustrate WACAM’s work”

International donors

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Hidden Power[attempt to control public opinion and decisions]

• Male-dominated structures in parliament, cabinet and other locations in government

• Mining companies lobbying and public relations government agencies, parliament, Chamber of Mines, EPA, media, chiefs, district assemblies – “influenced by the mining companies to put dust in the eyes of the people”

• ‘ Divide and rule’ tactic -- companies target community leaders for employment or outsourcing work.

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Socialisation of both men and women

1.public opinion

2.decision-making in the ministries, cabinet and parliament

“I think that it’s because [the MOWAC minister] was of the old school, you know...it is the way we have been socialized, how dare you complain about your husband beating you. How dare you as a child go and tell another person your parents have.”

‘Why should Parliament pass a bill which will allow our wives to trample upon us and deny us conjugal rights?”

3.Willingness to challenge wealth, power and social hierarchies

Invisible/Internalised power usually subconscious motivations over people’s opinions and beliefs

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Spaces of engagement• Closed Spaces (parliament, district assembly meetings,

shareholder meetings)▫ Generally unsuccessful▫ Where successful, indirect approach

• Invited Spaces (partnership with government, international for a) ▫ Based on political and social clout of organisation▫ But how effective?▫ DANGER of cooptation!

• Claimed/Created Spaces (media, alliance building)▫ Relatively most successful ▫ DANGER of disengagement with state and other

powers

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Building of power WACAM

contribution to the “the monumental awareness on mining now in Ghana”

DVCpassage of bill

BEDWAwidening influence

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Most effective strategiesPublic education (to change public opinion

and for empowerment)

Advocacy (for policy and legislation change)

Lobbying

Demonstrations and social mobilization

Media campaigns and education/lobbying of journalists

Alliance-building (internal and international organisations)

Litigation

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Building of power to counteract ‘POWER OVER’

Power with

Power within

Power to

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Transformation?Yes?- Increased ‘power within’, ‘power with’ and ‘power to’

- Changes in legislation

- (Limited) change in attitudes

- More cautious use of ‘coercive power’

- Important lessons and skills sets for further struggle

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Transformation?

No?- Sources of obstacles still remain, relatively unchanged

- More legislation needed

- Implementation and follow-through needed

- Sustained engagement needed

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