NAME:
NICODEMUS ELAKOLOH NYAMEKEH
BANNER ID:
B01764319
COURSE:
SSPG11011 – COMPARATIVE GOVERNANCE & PUBLIC ADMINISTRATION
DATE:
6TH JANUARY 2025
ASSESSMENT TWO:
COMPARATIVE POLICY PAPER FOR THE STRATEGIC LEADERSHIP OF THE
GHANA POLICE SERVICE HIGHLIGHTING THE MAJOR ONGOING CHALLENGES
FACING THE ORGANIZATION AS IT MANAGES ITS RESPONSES TO EMERGING
PUBLIC ADMINISTRATION AND GOVERNANCE AGENDAS WITHIN A BROADER
COMPARATIVE CONTEXT BY ESTABLISHING THE SIMILARITIES AND
DIFFERENCES ACROSS NATIONAL AND INTERNATIONAL PUBLIC
ADMINISTRATION AND GOVERNANCE REFORM AGENDAS
1
Contents
1.0 Executive Summary……………………………………………………………….………4
2.0 Challenges Confronting the Ghana Police Service…………………………………...…...5
2.0.1 Resource Allocation and Attendant Implication……………………………......….……5
2.0.2 Political Interference……………………………………………….………...………….5
2.0.3. Technological Incapacitation………………………………………………………...…6
2.0.4 Social Challenges………………………………………………………………….…….6
3.0 Comparative Discussion………………………………………………………...……..…..7
3.1.0 Similarities Between the Two Services………………………………………...………7
3.1.1. Hierarchical Organisational Structure………………………………………………….7
3.1.2 Focus On Community Policing…………………………………………………….….7
3.2.0 Differences Between the Two Services…………………………………….……...…...7
3.2.1 Accountability and Oversight Mechanisms……………………………………………7
3.2.2
Corruption Control Measures ………………………………………………….……...8
3.2.3 Training and Resources……………………………….………………………….……8
4.0 Implications for The Ghana Police Service………………………………………….……9
5.0 Relevance of Network and Collaborative Governance…………………………………...9
6.0. Roles Of International Organization in Governance Structure………………….………10
7.0 Recommendations……………………………………………………………….……….10
7.0.1 Short-Term ………………………………………………...……………….……….10
7.1.1 Enhance Financial Capacity and Resource Management……………………....……10
7.1.2 Strengthen Transparency and Anti-Corruption Measures………………….….….….11
7.1.3 Intensify Public Awareness and Community Policing Programs……………...…..…11
7.2.0 Medium-Term Recommendations (3-5 years)……………………………….………11
7.2.1 Political Independence and Governance Reforms………………………………...…11
2
7.2.2 Expand Technological Capacity and Training……………………………………….12
7.3.0 Long-Term Recommendations (5+ years)……………………………………...……13
7.3.1 Institutional and Structural Reform for Effective Governance………………...….…13
7.3.2 Enhanced International Collaboration and Expertise Development…………...….…13
7.3.3 Continual Improvement of Accountability Mechanisms………………………….…13
8.0
Conclusion…………………………………………………………………………...14
9.0
References…………………………………………………………………….…….15
3
1.0 Executive Summary
The Ghana Police Service (GPS) is mandated to maintain law and order, protect lives and
properties, and ensure public safety. However, inadequate resources, corruption, political
interference, technological incapacitation and social challenges continue to derail the Service's
efforts to accomplish its raison d'être.
This paper presents a comparative analysis of the GPS with police service in Scotland which
stands out as a model of effective modern policing due to its centralized governance, strong
accountability mechanisms, commitment to community engagement, and innovative use of
technology (Fyfe, 2014). The essence of this comparison is to identify actionable policies that
could enhance the effectiveness and public perception of the GPS. This analysis situates these
challenges and recommendations within broader public administration and governance reform
agendas, reflecting global and national trends in policing.
The usually cited definition of policy transfer in the UK is that it `refers to a process in which
knowledge about policies, administrative arrangements, institutions, etc. in one time and/or
place is used in the development of policies, administrative arrangements, and institutions in
another time and/or place' (Dolowitz and Marsh, 1996). The objects of transfer can include (i)
policies, (ii) institutions, (iii) ideologies or justifications, (iv) attitudes and ideas, and (v)
negative lessons (Dolowitz, 1997a). Stone (1999) argues that policy learning may result in a
more coherent transfer of ideas, policies, and practices, while mere copying tends to be ad hoc
and piecemeal. To this end, the Service must foster relations with other nations and agencies to
have exchange programs and/or envoys sent to understudy systems it finds relevant to
enhancing its operations.
Again, this document provides recommendations to enhance operational and administrative
efficiencies in the short, medium, and long term through reforms based on New Public
4
Management's principles in network governance, e-governance, use of AI, accountability and
control, modernisation, and reforms.
2.0.Challenges confronting the Ghana Police Service
As is the case with every state institution in Ghana, the GPS is faced with key challenges,
including:
2.0.1 Limited resource allocation and attendant implication
The Ghana Police Service (GPS) faces significant funding deficits, which impede its ability to
acquire essential resources like vehicles, modern equipment, and infrastructure. Budgetary
constraints have resulted in outdated facilities and limited operational capacity, thus
undermining the service’s effectiveness (Aning, 2006). Similarly, Tankebe (2008) argues that
financial inadequacies hinder the GPS's ability to recruit and retain qualified personnel, further
straining its operations.
2.0.2 Political Interference
Political interference significantly affects the operational and administrative independence of
the GPS. The President’s power to appoint the Inspector General of Police (IGP) and the Vice
President’s role as chair of the Police Council often entangle the police with political interests
which weakens their autonomy (Atuguba, 2007; Appiahene-Gyamfi, 2009). This structure
compels the police to comply with directives aligned with government priorities, commonly
called "orders from above," and limits their ability to act impartially or independently (Aning
and Lartey, 2021; Tankebe, 2008). Such interference erodes public trust in the GPS, as it is
perceived to be prioritising political loyalty over public service and not living by its motto
which is “service with integrity”.
5
2.0.3. Technological Incapacitation
The GPS struggles to adopt modern policing technologies due to financial and institutional
limitations. The lack of investment in critical tools such as forensic laboratories, crime data
management systems, and communication equipment affects crime detection and response
efficiency ( Tankebe, 2008). Furthermore, Nyarko (2014) reiterates that inadequate training in
the use of technology exacerbates the problem, leaving the GPS ill-equipped to tackle
cybercrime and other modern security threats.
2.0.4 Social Challenges
The GPS faces social issues including a pervasive lack of public trust due to cases of corruption
and brutality. Corruption as a concept has been used in describing many activities that officers
of the police department indulge in such as extortion, bribery, violence, brutality, fabrications
and destruction of pieces of evidence, favouritism, kickbacks, and nepotism(Newburn, 1999;
Roebuck & Barker, 1974; Wilson, 1963, cited in Nyarko, 2014). Predictably, the 2021
Afrobarometer report revealed that over 70% of Ghanaians believe police officers solicit bribes
to expedite cases or provide protection services. Part of the poor ethical conduct includes
undermining criminal investigation or proceedings through losing or failing to collect evidence
and/or misplacing dockets, as observed by Nyarko (2014). He further adds that planting or
adding to evidence to secure a conviction or increase a sentence is a widespread practice within
the Police Service. Tankebe (2013) explains that the public often views the police as corrupt
and ineffective thus undermining cooperation between citizens and law enforcement officers.
Additionally, cultural and systemic issues such as gender inequality within the service create
barriers to inclusivity and effectiveness (Boateng, 2017).
6
3.0.1 Comparative Discussion
3.1.0 Similarities between the two services.
Following the colonisation of Ghana by the British, the GPS mimics the systems of their
colonial masters like many institutions in Ghana as seen below;
3.1.1
Hierarchical Organizational Structures
Police Scotland and the GPS operate under hierarchical structures where authority flows from
the top levels of command down to the rank and file (Reiner, 2010). This ensures unambiguous
command lines and operational efficiency.
3.1.2 Focus on Community Policing
Both Police Services have embraced community policing principles to enhance trust and
collaboration with the public (Skogan, 2006; Tankebe, 2013). The community policing concept
in both services reflect their resolve to address localized issues through communal
participation.
3.2.0 Differences Between the Two Services
Though both agencies share a common objective, they vary in terms of operational and
governance systems. Such differences are the result of how each organisation strictly adheres
to the principles of New Public Management and the impact they desire on their organisation.
The remarkable differences are explained as follows;
3.2.1 Accountability and Oversight Mechanisms
Police Scotland operates under rigorous oversight from bodies like the Scottish Police
Authority and Her Majesty's Inspectorate of Constabulary in Scotland (HMICS), ensuring
transparency and accountability (Fyfe, 2014).
7
In contrast, the GPS lacks comparable external oversight with significant accountability
challenges due to political interference and weak institutional checks (Aning, 2006).
3.2.2 Corruption Control Measures
Corruption levels in GPS are worryingly higher than in Police Scotland. Studies highlight
systemic corruption in Ghana which undermines public trust (Nyarko, 2014). Police Scotland,
by comparison, has robust anti-corruption measures and an independent Police Investigations
and Review Commissioner (PIRC) to handle misconduct (Jones et al., 2018).
3.2.3. Training and Resources
Police Scotland benefits from extensive training programs and modern technological resources
(Donnelly and Scott, 2010).
The GPS faces resource constraints, including inadequate funding, outdated equipment, and
limited training opportunities (Tankebe, 2008). This, unfortunately, weakens its operational
efficiency.
4.0 Implications for the Ghana Police Service
Policy transfer also occurs when transnational policy communities share their expertise and
information and form common patterns of policy understanding (Bennett, 1991: 224-25).
Relatedly, the transfer is more likely to occur when lessons are ‘proximate;’ that is, transferred
from a jurisdiction that is geographically, ideologically, or culturally proximate (Stone, 2004).
I believe that since the British colonised Ghana, painstakingly adapting their system will be of
benefit to the GPS.
To this end, the GPS must strive to understudy advanced systems like the Police Scotland that
delivers effectively to address its challenges to become a service comparable to the best in the
world. As the only organisation mandated by the constitution of Ghana (1992), and further
guided by laws such as the Police Service Act, 1970 (Act 350) and the Police Service
8
Regulation 2012 (C.I 76) to maintain internal peace and security, the GPS’s legitimacy is
unquestionable and cannot hollow out because of the exclusive legal backing it enjoys.
5.0 Relevance of Network and Collaborative Governance
Network Governance is defined as ‘entities that fuse collaborative public goods and service
provision with collective policymaking’ (Isett et al. 2011, p. i158). Such networks, according
to (Provan and Kenis 2008) must be based on the principles of trust, reciprocity, negotiation,
and mutual interdependence among actors. These same elements of Network Governance are
also the characteristics in the definitions of Comparative Governance (Fadda and Rotondo
2020). For instance, Ansell and Gash (2008, 544) define Comparative Governance as ‘a
governing arrangement where one or more public agencies directly engage non-state
stakeholders in a collective decision-making process that is formal, consensus-oriented, and
deliberative and that aims to make or implement public policy or manage public programmes
or assets.
Most collaborations and governance networks have indeed been led and mediated by
governmental actors. However, researchers have noticed a growing role played by nongovernmental actors in leading collaborations (Cheng, 2019, as cited in Wang and Ran, 2021).
For example, local civil society organisations such as the Ghana Centre for Democratic
Development (CDD-Ghana) and the Institute for Democratic Governance (IDEG) hold
periodic training for police on operating within the boundaries of democratic practices and
ethos are seen as critical stakeholders in the Service’s work so that collaboration is not severed.
Networks are vehicles for knowledge diffusion and policy transfer, social technology to
broadcast and accelerate global norms, best practices, and policy models– which some call ‘fast
policy’ (Peck & Theodore, 2015). Considering the above, the GPS’s partnership with other
sister security services for joint operations, particularly during elections and other national
assignments must be maintained and deepened.
9
6.0 Roles of International Organization in Governance Structure
Internationally, the GPS also collaborates with the German government through the Deutsche
Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH to aid in its manpower
development(Ayee, Amoah, and Alidu, 2024, p.177)
Again, the Service has also signed onto regional initiatives such as the African Union’s (AU)
Charter on Human and Peoples' Rights and ECOWAS police reforms, which have helped to
align the GPS with best practices in human rights, police professionalism and governance.
Ghana has been a member of INTERPOL since 1958 and continues to collaborate with other
members to deliver on its mandate.
These collaborations are critical for multi-level governance as they seek to check the quality of
service delivery by the GPS is in line with international best practices.
7.0 Recommendations
Given the above observations, particularly the comparative discussion, it is instructive to
acknowledge that for the GPS to enhance its corporate image relative to the dictates of new
public management and the UN’s eight key features of good governance as set out in UN
economic & social commission for Asia & the Pacific report (2006), the following
recommendations are made to bring about the relevant reforms the Service requires.
7.0.1 Short-Term (1-3 years)
7.1.1 Enhance Financial Capacity and Resource Management
The Service must strive to make a case for the government to increase its budgetary allocation
to ensure adequate funding for essential resources such as vehicles, technology, and training
programs. Public-private partnerships (PPPs) could also be explored to bolster funding and
10
resource availability (Aning, 2006). In short, there is a functional interdependence between
public and private actors whereby networks allow for resources to be mobilized towards
common policy objectives in domains outside the hierarchical control of governments
(Börze1998).
This, when done, will curb the financial constraints to enable the GPS to upgrade equipment
and infrastructure, which is essential for effective policing and law enforcement. Again, the
Service will have the capacity to attract and retain persons with relevant expertise to enhance
its operations when it has the financial wherewithal.
7.1.2 Strengthen Transparency and Anti-Corruption Measures
Implement immediate reforms to empower independent internal oversight mechanisms within
the GPS, such as an external complaints commission, to oversee allegations of police
misconduct (Nyarko, 2014). Restoring public trust in the police requires a transparent,
accountable framework. This will help reduce corruption, enhance legitimacy, and improve
police-community relations (Tankebe, 2013). To achieve this, the Police Professional Standards
Bureau (PPSB) and the Police Intelligence and Professional Standards Unit (PIPS) must be
empowered to discharge their duties professionally and impartially.
7.1.3 Intensify Public Awareness and Community Policing Programs
Deliberate steps must be taken to intensify public awareness campaigns to enhance public
understanding of the police’s roles and responsibilities, coupled with increasing community
policing units in every district (Skogan, 2006).
7.2.0 Medium-Term Recommendations (3-5 years)
7.2.1 Political Independence and Governance Reforms
Enforce legal safeguards to minimize political interference in police appointments, promotions,
and law enforcement activities(Aning & Lartey, 2021). Persons who occupy key appointment
11
positions made by the executive president must not sacrifice professionalism and ethics on the
altar of pleasing the appointing authority or be turned into poodles to do the appointor’s
bidding.
This implies that a more politically independent GPS will boost public confidence and improve
the legitimacy of law enforcement actions, especially during elections or politically sensitive
periods (Asunka et al., 2019).
7.2.2 Expand Technological Capacity and Training
Invest in modern policing technologies, such as digital forensics, surveillance tools, and crime
data management systems. Additionally, provide training on the use of these technologies to
all officers (Tankebe, 2008).
Upgrading technological infrastructure will enable the GPS to effectively combat modern
crimes, including cybercrime, and improve operational efficiency (Nyarko, 2014). In the era of
Artificial Intelligence, the police must leverage technology and shift away from heavy
dependence on humans to ensure the safety of lives and properties.
The introduction of the E-Police Service (E-PS), which allows citizens to report crimes, request
police services, and pay fines online has been phenomenal as it has reduced communication
barriers and increased the accessibility of police services. The digital case management systems
which allow the National Command to monitor all cases nationwide in real-time should be
replicated across the regions and districts to bring policing closer to the citizens to curb
corruption(Smyth et al., 2012).
12
7.3.0 Long-Term Recommendations (5+ years)
7.3.1 Institutional and Structural Reform for Effective Governance
Pursue comprehensive police service reforms, including a complete overhaul of the service’s
governance structure to ensure that it operates with clear lines of accountability, autonomy, and
professionalism (Reiner, 2010). This is because, as (Fyfe, 2014) puts it, long-term institutional
reforms will contribute to better alignment with international public administration standards,
making the GPS more effective in governance and law enforcement.
7.3.2 Enhanced International Collaboration and Expertise Development
Consolidate long-term partnerships with international law enforcement agencies, such as
INTERPOL, and regional organizations for knowledge-sharing, training programs, and joint
operations (Jones et al., 2018).
This will equip the GPS with international best practices, enhance expertise in specialized areas
like counterterrorism and organized crime, and improve the efficiency of cross-border law
enforcement efforts. This is particularly important as global policing increasingly involves
cross-border crime, cybercrime, and the need for international cooperation (Donnelly & Scott,
2010).
7.3.3 Continual Improvement of Accountability Mechanisms
Create an independent, permanent national oversight body, with the power to investigate and
sanction police misconduct, ensuring it operates with a clear mandate to address systemic
issues such as corruption, bias, and brutality (Tankebe, 2013). This is to ensure that the public
does not continuously see the PPSB and PIPS as constantly covering up the wrongs of officers
and shielding them from accountability.
Long-term sustainability of accountability measures will solidify the legitimacy of the police
service and foster trust, which is vital for successful governance and public administration
13
reforms. This implies that the various forms of accountability - horizontal, diagonal
administrative, legal, hierarchical, media, and political accountability- must be respected as put
forward by (Brummel 2021; Bovens, 2007 and Romzek and Dubnick 1987).
8.0 Conclusion
The challenges facing the Ghana Police Service in the areas of public administration and
governance are daunting yet surmountable. By learning from international best practices and
tailoring reforms - prioritizing community engagement, enhancing accountability, and
leveraging technology - to the unique context of Ghana, the GPS can improve its operational
capacity, restore public confidence, and effectively address emerging security threats. These
recommendations align with global governance reform trends and Ghana’s national agenda,
including SDG 16: Peace, Justice, and Strong Institutions. A phased implementation of these
recommendations and strong political will together with stakeholder collaboration will position
the GPS as a model for effective and ethical policing in West Africa. The shift in the Service’s
governance from the traditional public administration, where authority was exercised
bureaucratically in a top-down structure, to new public governance, where it collaborates and
engages citizens and other policy actors to tap into their expertise and resources needs further
consolidation as the police can only succeed through effective collaboration and partnership
with all stakeholders.
14
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