Legal Green Association Urges Ghana Executive to Use Value for Money Office to Revive Infrastructure Upkeep Tradition

Explore the Legal Green Association’s call for the Value for Money Office (VfMO) to transform Ghana’s public infrastructure maintenance, following the 2026 Budget announcement. This guide breaks down the proposal, benefits, and actionable steps for sustainable governance.

Introduction

The Legal Green Association (LGA) from the Ghana School of Law has issued a strong call to the Ghanaian executive to utilize the newly established Value for Money Office (VfMO). Introduced in the 2026 Budget Statement presented by Finance Minister Dr. Cassiel Ato Forson on November 13, 2025, the VfMO aims to ensure public spending delivers real value. The LGA emphasizes that this office should drive a revival of Ghana’s long-overlooked upkeep tradition for public infrastructure.

In Ghana, where public infrastructure maintenance has been a persistent challenge, the VfMO represents a potential game-changer. By integrating oversight at every project stage—from pre-award assessments to post-completion reviews—the office can reduce waste, enhance accountability, and free up resources for essential services. This introduction sets the stage for understanding how the VfMO can address Ghana’s infrastructure upkeep crisis, a topic increasingly searched amid rising concerns over deteriorating national assets.

Background on Ghana’s 2026 Budget and VfMO Launch

Dr. Ato Forson’s budget speech highlighted the VfMO as an independent entity tasked with evaluating the technical viability of major projects, verifying cost benchmarks, demanding measurable outcomes from Ministries, Departments, Agencies (MDAs), and Metropolitan, Municipal, and District Assemblies (MMDAs), and publishing performance reports accessible to citizens and Parliament. This framework directly tackles inefficiencies in public expenditure, aligning with global best practices in fiscal responsibility.

Analysis

Ghana’s weak upkeep tradition for public infrastructure stems from systemic issues like inadequate oversight, insufficient budgeting, and absent long-term planning. The LGA’s statement points to real-world examples: the decaying Essipong Stadium, neglected “GEE” blocks at Komfo Anokye Teaching Hospital, deteriorating conditions at the National Theatre, Cape Coast Stadium, Baba Yara Stadium, Lower Volta Bridge, and Efua Sutherland Park.

These cases illustrate broader problems. Poor maintenance leads to escalated repair costs—often exceeding initial construction expenses—poses safety risks to users, hampers tourism revenue, and undermines national pride. Economically, neglected assets burden the fiscal system, diverting funds from development priorities. The VfMO’s role in post-project evaluations could institutionalize accountability, ensuring facilities are not abandoned after inauguration.

Why Infrastructure Upkeep Matters in Ghana

Maintaining public assets is crucial for sustainable development. Well-kept infrastructure supports economic growth by facilitating trade, tourism, and public health. In Ghana, where infrastructure investments total billions of cedis annually, a strong upkeep tradition via the VfMO could prevent value erosion and promote fiscal prudence. This analysis underscores the LGA’s view that the VfMO offers a timely opportunity for reform.

Summary

In summary, the Legal Green Association advocates for the Value for Money Office to enforce Ghana’s infrastructure upkeep tradition. Post the 2026 Budget, the LGA highlights the VfMO’s potential to assess projects comprehensively, reverse neglect patterns, and foster accountability. Key examples of deterioration underscore the urgency, while recommendations focus on legal backing, whistleblower safeguards, and training to maximize impact. The 2026 Budget is praised as comprehensive, but success hinges on diligent implementation.

Key Points

Practical Advice

To operationalize the VfMO for effective public infrastructure maintenance in Ghana, stakeholders can adopt these steps, drawn directly from the LGA’s recommendations and VfMO functions.

Implementing VfMO Oversight

1. Incorporate Upkeep in Project Cycles: Require VfMO pre-award reviews to include 10-20 year maintenance plans with allocated budgets.
2. Standardize Reporting: MDAs and MMDAs must submit annual upkeep reports to VfMO, with public dashboards for transparency.
3. Capacity Building: Roll out mandatory VfMO-led training for local authorities on maintenance standards, budgeting, and compliance.

Daily Actions for Citizens and Officials

Citizens can monitor local projects via VfMO reports and report issues through whistleblower channels. Officials should prioritize upkeep budgeting, allocating at least 5-10% of project costs annually for maintenance, as per international standards like those from the World Bank.

Points of Caution

While promising, the VfMO’s success is not guaranteed without vigilance. Key cautions include:

• Implementation Risks: Without legal enforcement, the office could become ceremonial, mirroring past oversight bodies.
• Resource Constraints: Underfunding may limit VfMO’s scope, especially for nationwide post-assessments.
• Political Interference: Ensuring true independence is vital to avoid biased evaluations.
• Public Engagement: Neglecting citizen input could erode trust; active participation is essential.

The LGA warns that upkeep failures continue to inflate costs and safety hazards, urging proactive measures to avert further decline in Ghana’s public assets.

Comparison

Comparing Ghana’s VfMO to similar initiatives reveals strengths and gaps. South Africa’s Auditor-General’s Value-for-Money audits emphasize post-project reviews, reducing waste by 15-20% in audited sectors. The UK’s National Audit Office mandates upkeep plans for infrastructure, yielding long-term savings.

Ghana VfMO vs. International Models

Ghana’s model aligns well but needs legal fortification like peers to enforce upkeep tradition effectively.

Legal Implications

The LGA’s push for full legal independence carries significant implications. Enshrining the VfMO in statute would grant it secure tenure for leaders, specific sanctions for non-compliance (e.g., fines or disqualifications for errant managers), and budgetary autonomy. This aligns with Ghana’s Constitution (1992) under Article 103, empowering oversight bodies.

Enhancing Whistleblower Protections

Strengthening the Whistleblower Act with anonymity guarantees and incentives could expose upkeep lapses, as recommended. Non-compliance might invite judicial reviews, holding officials accountable under public procurement laws like the Public Procurement Act, 2003 (Act 663). Legally, this framework prevents misuse of funds, promoting fiscal discipline.

Conclusion

The Legal Green Association’s advocacy marks a pivotal moment for Ghana’s Value for Money Office to champion infrastructure upkeep. By addressing neglect through rigorous assessments and reforms, Ghana can safeguard public assets, boost economic efficiency, and rebuild trust. The 2026 Budget provides the blueprint; now, execution via legal safeguards and training is key. Committing to this vision ensures sustainable development, turning potential into enduring value for Ghanaians.

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