Minority Leader Alexander Afenyo-Markin has disclosed the challenges he faced while attempting to implement reforms at Ghana Water Company Limited (GWCL), revealing that his efforts were met with strong opposition from entrenched interests. Speaking during the vetting of the Deputy Energy Minister-Designate, Afenyo-Markin shared his experience as a cautionary tale, warning that political and bureaucratic roadblocks often undermine genuine attempts at reforming key state institutions.
Resistance to Change in State Institutions
During the vetting process, Afenyo-Markin recounted his tenure as Board Chair of Ghana Water Company Limited, highlighting how his efforts to introduce efficiency and structural reforms were actively resisted by vested interests within the system. According to him, rather than receiving support, he became a target of opposition for attempting to implement much-needed changes in the water sector.
“I tried to reform Ghana Water, and I rather became the victim. It makes me sad as a politician because we don’t support each other for real reforms,” he lamented.
His statement sheds light on the broader challenges of governance in Ghana, where public institutions often face deep-seated inefficiencies due to entrenched political and bureaucratic resistance. Many experts argue that this lack of institutional willpower continues to hinder the progress of key sectors such as water, electricity, and sanitation.
The Ghana Water Reform Struggle
Afenyo-Markin’s efforts at Ghana Water Company Limited were part of broader initiatives aimed at improving water distribution, reducing waste, and ensuring financial sustainability within the company. Ghana’s water sector has long suffered from challenges including aging infrastructure, financial mismanagement, and corruption. The company has also struggled with high levels of non-revenue water (NRW)—water lost through leaks, theft, or inefficiency.
Despite these well-documented challenges, Afenyo-Markin revealed that his reform initiatives were met with strong pushback, suggesting that some stakeholders within the company had a vested interest in maintaining the status quo.
Lessons for the Energy Sector
Afenyo-Markin drew parallels between his experience at GWCL and the ongoing debate about privatizing the Electricity Company of Ghana (ECG). The issue of privatization has sparked significant controversy, with some arguing that private-sector involvement could improve efficiency while others fear that it could lead to higher tariffs and reduced public control.
Addressing the Deputy Energy Minister-Designate, Gyan-Mensah, Afenyo-Markin warned that similar forces of resistance would work against any attempts at reforming the electricity sector. He urged the nominee to remain steadfast in pushing for real reforms, cautioning that failing to act decisively would result in a cycle of political stagnation.
“If you are not assertive, you will spend your time there, come back, and find the same political football being played. The system will fight you, but you must be bold and push for real reforms,” he advised.
The Broader Issue: Political and Bureaucratic Resistance to Reform
Afenyo-Markin’s experience reflects a larger systemic issue within Ghana’s governance structure—a resistance to institutional change. Political appointees and reformists often encounter opposition from individuals who benefit from inefficiencies within state-owned enterprises.
Several key challenges contribute to this resistance:
Deep-Rooted Patronage Networks – Many public sector institutions have long-standing political affiliations, making reforms difficult as individuals protect their personal and political interests.
Lack of Accountability Mechanisms – Without proper oversight, mismanagement, corruption, and inefficiencies continue unchecked.
Fear of Job Losses – Proposed reforms often include restructuring measures that could lead to job losses, making them unpopular among employees and labor unions.
Institutional Inertia – Many government agencies operate with outdated policies and rigid bureaucracies that slow down decision-making processes.
Afenyo-Markin’s remarks serve as a wake-up call for policymakers to address these challenges if Ghana is to make meaningful progress in governance and service delivery.
Potential Solutions to Overcome Resistance
Experts suggest several ways to overcome resistance to institutional reforms and ensure the success of initiatives like those attempted at Ghana Water Company Limited and the ongoing debates surrounding ECG privatization:
1. Strengthening Political Will
Political leaders must prioritize long-term national interests over short-term political gains. Strong leadership and bipartisan cooperation can prevent vested interests from derailing necessary reforms.
2. Improving Transparency and Accountability
Introducing independent monitoring bodies and regular financial audits can help reduce corruption and mismanagement in public sector institutions.
3. Engaging Stakeholders in the Reform Process
Successful reform efforts require the involvement of employees, labor unions, and civil society organizations to build consensus and reduce resistance to change.
4. Leveraging Technology and Data-Driven Decision-Making
Instituting modern data management systems and utilizing technology in service delivery can increase efficiency and reduce financial leakages in state-owned enterprises.
Public and Political Reactions
Afenyo-Markin’s revelations have sparked discussions across political circles and the public domain. Some commentators argue that his experiences reflect a broader dysfunction in Ghana’s governance structure, where genuine efforts at reform are undermined by entrenched interests. Others believe his statements indicate the need for depoliticizing state institutions to ensure continuity in development policies.
Political analyst Dr. Kwame Asante observed:
“This is not just about Ghana Water. We’ve seen similar struggles in the power sector, transportation, and even healthcare. Until we address the core issues of political interference and bureaucratic inefficiencies, these institutions will remain stagnant.”
Meanwhile, social commentator Ama Serwaa expressed concern over how political cycles reset reform efforts, preventing sustained progress:
“Every new government starts reforms, but when leadership changes, those efforts are abandoned. We need a non-partisan, long-term strategy to manage essential services like water and electricity.”
Conclusion: The Road Ahead for Institutional Reforms
Afenyo-Markin’s reflections serve as an important reminder that reforming Ghana’s state-owned enterprises requires bold leadership, resilience, and a commitment to long-term change. His experience at Ghana Water Company Limited highlights the need for a structured, transparent, and inclusive approach to institutional reform.
As debates continue over the future of ECG, water distribution, and other essential services, Ghanaian policymakers must address the root causes of inefficiency and establish frameworks that ensure reforms are sustained beyond political transitions.
For Deputy Energy Minister-Designate Gyan-Mensah, Afenyo-Markin’s words serve as both a warning and a guide—highlighting the obstacles he may face and the boldness required to implement real change. Whether Ghana can overcome these longstanding challenges remains to be seen, but one thing is clear: without genuine reform, essential public services will continue to suffer at the hands of political and bureaucratic inertia.
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