1. Savannah Accelerated Development Authority
SADA
(A Sustainable Development Initiative for the Northern Savannah)
Strategy and Work plan
(2010 – 2030)
MAIN DOCUMENT
Revised December 2010
Funding for this effort was generously provided by DfID-Ghana

2. TABLE OF CONTENTS
ACRONYMS ................................................................................................................................... VI
EXECUTIVE SUMMARY ............................................................................................................ IX
PART 1 ............................................................................................................................................... 1
STRATEGIC DIRECTIONS FOR SUSTAINABLE DEVELOPMENT OF THE
NORTHERN SAVANNAH............................................................................................................... 1
CHAPTER ONE ................................................................................................................................ 1
INTRODUCTION AND SITUATION ANALYSIS ....................................................................... 1
1.1 Poverty in Northern Ghana ........................................................................................................ 1
1.2 The Situation Analysis ............................................................................................................... 4
1.2.1 Natural Resource Base ......................................................................................................................................... 4
Agriculture ..................................................................................................................................................................... 4
1.2.2 Water Resources ................................................................................................................................................... 9
1.2.3 Mineral Resources .............................................................................................................................................. 11
1.2.4 Energy................................................................................................................................................................. 12
1.3 Private Sector Development .................................................................................................... 12
1.3.1 The Investment Climate ...................................................................................................................................... 12
1.3.2 Industrial and Manufacturing Activities ............................................................................................................. 13
1.3.3 Tourism ............................................................................................................................................................... 13
1.4 Human Resource Development ............................................................................................... 14
1.4.1 Education ............................................................................................................................................................ 14
1.4.2 Health ................................................................................................................................................................. 16
1.5 Risks and Vulnerability ........................................................................................................... 17
1.5.2 Trans-Border Health Risks and Vulnerabilities ................................................................................................. 19
1.5.3 Risks associated with inadequate development of housing infrastructure .......................................................... 19
1.5.4 Human-induced Shocks, Cycles and Trends ....................................................................................................... 20
1.5.5 Limited investment in agricultural infrastructure ............................................................................................... 20
1.5.6 Risks associated with inadequate development of housing infrastru .................................................................. 21
CHAPTER TWO ............................................................................................................................. 22
STRATEGIC DIRECTIONS FOR SUSTAINALBE DEVELOPMENT OF NORTHERN
SAVANNAH ..................................................................................................................................... 22
2.1 Overview and Framework ....................................................................................................... 22
2.1.1 Introduction ........................................................................................................................................................ 22
2.1.2 Components ........................................................................................................................................................ 22
2.2 Northern Savannah Development Strategy ............................................................................. 23
2.3 Overall Framework .................................................................................................................. 24
2.3.1 Advantages ......................................................................................................................................................... 26
2.3.2 Disadvantages .................................................................................................................................................... 26
2.4 Rehabilitation and Adaptation ................................................................................................. 28
CHAPTER THREE ......................................................................................................................... 30
MODERNIZATION OF AGRICULTURE .................................................................................. 30
3.1 Strategic Direction for Modernising Agriculture in Northern Ghana ..................................... 30
3.2 Entry points of the strategy ...................................................................................................... 31
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3. 3.3 Preconditions for modernisation .............................................................................................. 32
3.3.1 Paradigm shifts ................................................................................................................................................... 33
3.3.2 Build assets of the poor ...................................................................................................................................... 34
3.3.3 Increase productivity of all stakeholders along the value chain......................................................................... 35
3.3.4 Competitiveness in Access to Markets ................................................................................................................ 37
3.3.5 Promoting Commodities of Competitive Advantages ......................................................................................... 40
Rice ........................................................................................................................................ 40
Other Staple crops ................................................................................................................. 41
Tree Crops (Mango and others) ............................................................................................ 41
Integration of crop and small ruminant livestock.................................................................. 42
Guinea Fowl development ..................................................................................................... 42
3.4 Instruments for Delivering Agriculture Modernisation Strategies .......................................... 43
3.4.1 Relations with Public Sector ............................................................................................................................... 43
3.4.2 Legal and regulatory framework for agriculture modernisation strategy .......................................................... 43
CHAPTER FOUR ........................................................................................................................... 44
NON-FARM INVESTMENT AND BUSINESS (PRIVATE SECTOR) DEVELOPMENT .... 44
4.0 Strategic Objectives ................................................................................................................. 44
4.1 Repositioning Northern Ghana as Common Economic Zone in Savannah/Sahel ................... 44
4.1.1 Proposed Strategies for Promoting the North as a Competitive Economic Zone ............................................... 46
4.2 Expanding the Scope and Numbers of Private Firms/Investments in the North ..................... 49
4.2.1 Value Added Agriculture .................................................................................................................................... 49
High value fresh produce sub sector...................................................................................... 50
Canned products .................................................................................................................... 50
Rice Milling ........................................................................................................................... 51
Textiles .................................................................................................................................. 51
Oil Seed ................................................................................................................................. 52
4.2.2 Tourism ............................................................................................................................................................... 52
4.2.3 Mineral Exploration and Exploitation ................................................................................................................ 54
4.2.4 Metal Manufacturing and Fabrication ............................................................................................................... 54
4.2.5 Transport and Logistics Management ................................................................................................................ 54
4.2.6 Knowledge Services ............................................................................................................................................ 55
4.2.7 Life Sciences ....................................................................................................................................................... 55
4.3 Empowering the People to participate in the “New” Economy .............................................. 56
4.3.1 Human Resource and Business Skills Development ........................................................................................... 56
4.3.2 Indigenous MSE Development ............................................................................................................................ 57
4.3.3 Financial, Fiscal and Regulatory Incentives ...................................................................................................... 58
4.4 Immediate and Short-Term Implementation Steps .................................................................. 58
CHAPTER FIVE ............................................................................................................................. 60
BUILDING CAPACITIES FOR RESILIENCE AND DISASTER RISK REDUCTION IN A
FORESTED NORTH ...................................................................................................................... 60
5.1: Introduction ............................................................................................................................ 60
5.1.1 The Context of Vulnerability ............................................................................................................................... 60
5.1.2: Implications of the context for the creation of a forested north ........................................................................ 60
5.2: Providing a Framework for Disaster Preparedness and Response ......................................... 61
5.2.1: Improving Early Warning and Disaster Risk Recognition ................................................................................ 61
5.2.2: Institutionalizing More Effective Disaster Relief Response Mechanisms.......................................................... 61
5.2.3: Building of strategic funding mechanism for disaster response ........................................................................ 61
5.3 Improving Disaster Risk Reduction and Response Capacities ................................................ 63
5.3.1: Promote Agricultural Sector Risk Reduction .................................................................................................... 63
5.3.2: Promoting Appropriate Housing and Infrastructure Development ................................................................... 63
5.4 Sustaining Improved Housing and Shelter Development ........................................................ 65
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4. 5.4.1: Stimulate the set up of rural housing development enterprises ......................................................................... 65
5.4.2: Support Access to Business Development Services ........................................................................................... 66
5.4.3: Facilitate Access to Financial Services for Housing Schemes .......................................................................... 66
5.4.4: Upgrade Technical Skills of Artisans ................................................................................................................ 66
5.4.5: Support research on housing development........................................................................................................ 66
5.5 Improving Water Resource Management for Sustainable Development ................................ 66
5.6 Sustainable Livelihoods and Enhanced Disaster Risk Reduction ........................................... 68
5.6.1: Enhancing Food and Livelihood Securities....................................................................................................... 68
5.6.2: Rebuilding Social Safety Nets for the Vulnerable ............................................................................................. 69
5.6.3: Assuring Human Safety and Security ................................................................................................................ 69
CHAPTER SIX ................................................................................................................................ 71
FOOD, LIVELIHOOD SECURITY AND SOCIAL PROTECTION ........................................ 71
6.1 Protecting Vulnerable Populations .......................................................................................... 71
6.1.1 Upholding the Rights and Entitlement of the poor to basic needs ...................................................................... 71
ii). Quick Launch Community Resilience and Livelihoods Rebuilding Initiatives ................ 72
iii). Increasing the Availability of and Access to Food and Water .......................................... 72
6.2 Building the Foundations for Economic Growth through Food Security for All .................... 73
6.2.1 Increasing access to food.................................................................................................................................... 73
6.2.2 Improving food utilization and healthy lifestyles ................................................................................................ 74
6.3 Transitioning the Poor into mainstream productive economy................................................. 74
6.3.1 Supporting Risk minimization strategies ............................................................................................................ 74
6.3.2 Asset accumulation, diversification and improved management ........................................................................ 75
PART II ............................................................................................................................................ 77
ENHANCING THE PRE-CONDITIONS FOR SUSTAINABLE DEVELOPMENT IN
NORTHERN GHANA .................................................................................................................... 77
CHAPTER SEVEN ......................................................................................................................... 77
STRATEGIC INFRASTRUCTURE DEVELOPMENT ............................................................. 77
7.0: Introduction ............................................................................................................................ 77
7.1 Transport Infrastructure ........................................................................................................... 77
7.1.1 Objective 1: Positioning the North as a Competitive Economic Zone ................................................................ 77
7.1.2 Objective 2: Opening Up and Facilitating Economic Activities ......................................................................... 79
7.1.3 Objective 3: Facilitating Trade between the North and South ........................................................................... 81
7.1.4 Special Production Zones ................................................................................................................................... 82
7.2 Human and Environmental Interactions in Northern Ghana ................................................... 82
7.2.1 Development Programme for the Upper West Region........................................................................................ 83
7.2.2 Development Programme for the Upper East Region ........................................................................................ 84
7.2.3 Development Programme for the Northern Region ............................................................................................ 84
7.3 Energy Production and Use in the North ................................................................................. 85
7.3.1 Strategic Objective 1 .......................................................................................................................................... 85
7.3.2 Renewable Energy — Policy Objectives ............................................................................................................. 86
7.3.3 Petroleum — Policy Objectives .......................................................................................................................... 86
7.3.4 Electricity — Policy Objectives .......................................................................................................................... 87
7.3.5 Energy Efficiency and Conservation – Policy Objectives and Strategy ............................................................. 87
7.3.6 Strategic Objective 2 .......................................................................................................................................... 87
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5. CHAPTER EIGHT .......................................................................................................................... 88
EDUCATION AND HEALTH FOR HUMAN CAPITAL DEVELOPMENT .......................... 88
8.1 Education and Health Strategies .............................................................................................. 88
8.1.1 Promoting High Quality Human Resource Development ................................................................................... 88
8.1.2 Changing the Composition of Education ............................................................................................................ 89
8.1.3 Improving Health and Well-being of Northerners .............................................................................................. 89
CHAPTER NINE ............................................................................................................................. 92
PEACE AND SECURITY .............................................................................................................. 92
9.1 Assuring Human Safety and Security ...................................................................................... 92
9.2 Strategies for Peace-Building and Conflict Mitigation ........................................................... 92
9.2.1 From Security to Peace-building ........................................................................................................................ 93
9.2.2 From Emergency Response to Early Warning.................................................................................................... 93
9.2.3 Strengthening Traditional Leadership ................................................................................................................ 94
9.2.4 From Short-Term to Long-Term — Reaping Peace Dividends .......................................................................... 94
CHAPTER TEN............................................................................................................................... 95
MAINSTREAMING GENDER IN THE NORTHERN DEVELOPMENT INITIATIVE ...... 95
10.1 Introduction and Background ................................................................................................ 95
10.2 Broad Objectives on Gender.................................................................................................. 95
10.2.1 Objective One: Improve Technology and create value-addition in Women’s Activities................................... 95
10.2.2 Objective 2: Increase Women’s participation in and benefits from the process of economic development ..... 96
10.2.3 Objective 3: Identify potential new areas of economic activities for women .................................................... 96
10.2.4 Engendering the Northern Savannah Development Initiative .......................................................................... 96
PART III ........................................................................................................................................... 97
GOVERNANCE, INSTITUTIONAL ARRANGEMENTS, FINANCIAL MANAGEMENT,
STRATEGIC RESULTS, MONITORING & EVALUATION................................................... 97
CHAPTER ELEVEN ...................................................................................................................... 97
INSTITUTIONAL DIMENSIONS AND GOVERNANCE OF THE DEVELOPMENT
STRATEGY ..................................................................................................................................... 97
11.1 Regional Development Focus within National Development Planning ................................ 97
11.1.1 The Missing Middle in Regional Development Planning and Implementation................................................. 98
11.1.2 Recognizing Regional Inequalities within National Planning .......................................................................... 98
11.2 Case for a Legal Institution to Coordinate Accelerated Development in the North .............. 99
11.3 SADA Governance Arrangements .................................................................................. 100
11.3.1 Board of Directors ....................................................................................................... 100
11.3.2 Stakeholder Coordinating Committee .................................................................................................... 100
11.4 SADA Institutional Arrangements .................................................................................. 101
11.4.1 Secretariat .............................................................................................................................................. 101
11.4.2 Functional Units under the Secretariat .................................................................................................. 101
11.4.3 SADA Organizational Structure (proposed) ........................................................................................... 102
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6. CHAPTER TWELVE FINANCING THE NORTHERN SAVANNAH DEVELOPMENT
STRATEGY ................................................................................................................................... 103
12.1 Areas of Investment Requirements...................................................................................... 103
13.2 Sources of Financial Contributions ..................................................................................... 103
12.2.2 Other Sources ................................................................................................................................................. 104
12.2.3 Participants .................................................................................................................................................... 104
12.2.4 Development Partners .................................................................................................................................... 104
12.2.5 District Assemblies ......................................................................................................................................... 104
12.2.6 Miscellaneous Sources.................................................................................................................................... 105
12.3 Financial Management Arrangements ................................................................................. 105
CHAPTER THIRTEEN STRATEGIC RESULTS FRAMEWORK, MONITORING &
EVALUATION .............................................................................................................................. 106
13.1 Development Objective and Key Indicators ........................................................................ 106
13.2 Monitoring, Evaluation and Accountability .................................................................... 109
13.3 Indicators for Change ...................................................................................................... 109
13.1.1 Outcome-level Indicators................................................................................................................................ 109
13.2 Accountability to Citizens ................................................................................................... 111
13.3 Accountability to Parliament ............................................................................................... 111
REFERENCES .............................................................................................................................. 112
APPENDICES ................................................................................................................................ 114
Appendix I: Appendix Tables...................................................................................................... 114
Appendix Table A1. Choice of commodities and spatial distribution......................................... 114
Appendix Table A2: Summary of Costs...................................................................................... 115
Appendix Table A3. Crop budgets of selected staple crops ..................................................... 116
APPENDIX II: The Design and Operation of the Voucher System ............................................ 120
Appendix III: Model for Operationalizing the Accelerated Food Production Initiatives............ 122
Implementation Plan .................................................................................................................... 124
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7. ACRONYMS
AESL Architectural and Engineering Services Limited
APR Annual Progress Monitoring Report
BRRI Building and Road Research Institute
CAPs Community Action Plans
CDD Community Driven Development
CEC Community Enterprise Development Centre
CEPA Centre for Policy Analysis
CEPS Customs Excise and Preventive Service
CIDA Canadian International Development Agency
CIFS Community Initiated Food Security
CHP Community Health Post
CRC Citizens Report Card
CSC Community Score Card
CSIR Council for Scientific and Industrial Research
CSM Cerebrospinal Meningitis
CSOs Civil Society Organizations
DACF District Assemblies Common Fund
DANIDA Danish International Development Agency
DFID Department for International Development (United Kingdom)
DISCAP District Capacity Building Project
DISEC District Security Committee
DPs Development Partners
DWAP District-wide Assistance Project
ECOWAS Economic Community of West African States
EDIF Export Development and Investment Fund
EFA Education for All
FAO Food and Agricultural Organization
FBOs Farm-Based Organizations
FCUBE Free Compulsory Universal Basic Education
GEDAP Ghana Energy Development and Access Project
GEF Global Environment Facility
GEPC Ghana Export Promotion Council
GES Ghana Education Service
GETFund Ghana Education Trust Fund
GHS Ghana Health Service
GIDA Ghana Irrigation Development Authority
GIPC Ghana Investment Promotion Centre
GLSS V Ghana Living Standards Survey (Fifth Round Report)
GoG Government of Ghana
GPI Gender Parity Index
GPRS I Ghana Poverty Reduction Strategy
GPRS II Growth and Poverty Reduction Strategy
GRATIS Ghana Regional Appropriate Technology and Industry Service
GSS Ghana Statistical Service
GTZ Deutsche Gesellschaft fur Zusammenarbeit (German Technical Cooperation)
GWCL Ghana Water Company Limited
HR Human Resources
ICA Investment Climate Assessment
ICT Information and Communication Technology
IFAD International Fund for Agricultural Development
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8. IFPRI International Food Policy Research Institute
IRS Internal Revenue Service
IPA Institute for Policy Alternative
ISODEC Integrated Social Development Centre
ITFC Integrated Tamale Fruit Company
ITTU Industrial Technology Transfer Unit
JICA Japanese International Cooperation Agency
KACE Kenyan Agricultural Commodity Exchange
LAP Land Administration Project
LPG Liquefied Petroleum Gas
M&E Monitoring and Evaluation
MCA Millennium Challenge Account
MDAs Ministries Departments and Agencies
MDGs Millennium Development Goals
MiDA Millennium Development Authority
MOFA Ministry of Food and Agriculture
MOFEP Ministry of Finance and Economic Planning
MMDAs Metropolitan Municipal District Assemblies
MMR Maternal Mortality Rate
MMW4P Making Markets Work for the Poor
MSE Micro and Small Enterprise
NADMO National Disaster Management Organization
NBSSI National Board for Small-Scale Industries
NDPC National Development Planning Commission
NER Net Enrolment Ratio
NEPAD New Partnership for Africa’s Development
NES National Electrification Scheme
NGO Non-governmental Organization
NHIS National Health Insurance Scheme
NORD Northern Ghana Development Fund
NORRIP Northern Region Integrated Development Project
NR Northern Region
NSDI Northern Savannah Development Initiative
NSDFund Northern Savannah Development Fund
NSDS Northern Savannah Development Strategy
NYEP National Youth Employment Programme
OPD Out Patients Department
QUIPS Quality Improvement in Primary Schools
R&D Research and Development
RCCs Regional Coordinating Councils
REGSEC Regional Security Committee
RGD Registrar Generals’ Department
RPCUs Regional Planning and Coordinating Units
SADA Savannah Accelerated Development Authority
SARI Savannah Agricultural Research Institute
SHEP Self-Help Electrification Programme
SLM Sustainable Land Management
SPI Sustainable Peace Initiative
SRID Statistics Research and Information Directorate of MOFA
SSBs Soil Stabilized Blocks
TIRP Trade and Investment Reform Programme
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9. TIPCEE Trade and Investment Programme for a Competitive Export Economy
TVET Technical and Vocational Education and Training
UDS University of Development Studies
UER Upper East Region
UNDP United Nations Development Programme
UNICEF United Nations Children and Education Fund
USAID United States Agency for International Development
UWADEP Upper West Agricultural Development Project
UWR Upper West Region
VCF Venture Capital Fund
VRA Volta River Authority
WFP World Food Programme
WHO World Health Organization
WRI Water Research Institute
WSD Whole School Development
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10. EXECUTIVE SUMMARY1
There is a visible developmental gap between Northern and Southern Ghana, with the North
registering significantly higher levels of poverty than the Southern export economy. Bridging this
developmental gap has been a long-stated goal of most post-independence Governments of Ghana.
The approach has nearly always been distributionist to address imbalances in education, health and
social welfare services. In this strategy, a growth and sustainable development approach is adopted
to both increase incomes among the poorest and transform the northern Ghanaian economy and
society into a regional nexus of increased productivity of food and a buffer against persistent
droughts and sporadic floods.
A Paradigm-shift
Using the vision of a “Forested North and Green North”, this strategy defines the parameters of a
major paradigm-shift in stimulating economic growth and sustainable development by ensuring that
small-holder families and poor farmers develop a long-term stake in agriculture by inter-cropping
with economic trees. The trees, moreover, provide a protective buffer against floods, serve to renew
soils and enhance environmental regeneration. Gravitating around a forested north are
complementary investments in roads, energy and water resources, education and health. These
investments will enhance the pre-conditions and improve the skills and competencies to manage an
integrated economy oriented towards improving productivity, trade and investments in a
sustainable manner.
Principles
A number of principles inspired the preparation of this long-term strategy for Northern Ghana’s
development. These include:
• Government commitment, demonstrated by a decisive policy directive from the President
of Ghana, contained in the 2008 Budget Statement and Economic Policy. In this document,
Government of Ghana mandated the preparation of a long-term strategy to reverse decades
of neglect of the north, and to set the path for sustainable development. Correspondingly,
the 2008 Budget Statement proposed the establishment of the Northern Ghana Development
Fund, with an amount of GHC25 million as seed capital for that fund. Since then there has
been a change in government in Ghana. The new government remained so committed to
accelerated development in the Northern Savannah, it has extended the coverage to the
entire Northern Savannah Ecological Belt. A new law, SADA Act 805, 2010 has been
passed; the strategy to target the Northern Savannah as a special development area has been
incorporated in Ghana’s Medium-term Development plan prepared by the NDPC; and high-
level discussions are underway for sustainable funding of SADA.
• Stakeholder Engagement and mandate, reflected in systematic engagement of key
stakeholders, including Chiefs, Private sector leaders, Regional Ministers, District Chief
Executives, Civil Society Organizations, Members of Parliament, and Development
Partners. These stakeholders gave guidance at the beginning of the strategy formulation;
reviewed and commented on various versions of the strategy; and participated in key
decisions at critical milestones of policy formulation and legislative processes for SADA.
• Harmonization with existing plans and programmes demonstrated by several rounds of
consultations with Ministries, Departments and Agencies of Government, research
1
This report was prepared by a team consisting of Charles D. Jebuni (Team Leader, CEPA); Sulley Gariba (Director, IPA and
Development Specialist); Ramatu M. Alhassan (Agricultural Economist); Augustine Adongo (Private Sector Specialist); Hippolyt
Pul (Livelihood Security and Social Protection Specialist); James Dassah (regional Economic Planning Officer, UWR); Sagido
Issaka (Regional Economic Planning Officer, UER); and Gregory Addah (Regional Economic Planning Officer, NR).
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11. institutions, the private sector and the National Development Planning Commission’s
process of preparing the Medium-term Development Plan for Ghana.
Approach
In preparing this long-term strategy for development of Northern Savannah, four considerations
were paramount (a) representativeness of the technical team leading the process; (b) technical
consultations in defining the broad strategy; (c) stakeholder consultations to refine priorities for
strategic investments, roles and responsibilities of key actors; and (d) engaging Government and
Parliament to establish the legal framework for both the strategy and the associated Savannah
Accelerated Development Authority.
The technical group of Ghanaian development specialists was established by two leading
institutions — the Centre for Policy Analysis (CEPA) and the Institute for Policy Alternatives
(IPA). The expertise in the team reflects the professional endowments of the three regions. The
technical team also included the three Regional Economic Planning Officers, representing the
Regional Coordinating Councils (RCCs) of the three regions. The team worked through a series of
retreats, involving technical working sessions with key Ministries, Departments and Agencies
(MDAs) focusing on Northern Ghana development issues.
The Strategy
Vision: The strategy is based on the concept of a “Forested North and Green North” where
agricultural production is modernized and oriented towards a larger market embracing the Sahelian
countries, including northern Cote d’Ivoire and Togo. It is premised on the fact that the north has
substantial growth potential in agriculture, tourism, and mining. The best way to address the
chronic poverty and the development gap is through economic growth utilizing the north’s most
abundant resources. Economic growth is also the most efficient means to address poverty and
induce long-term adaptation to climate changes while maintaining the dignity of people in the
north. The Northern Savannah Development Initiative is therefore aimed at developing a
diversified and resilient economic zone in the North.
Goal: The goal is to double per capita incomes of northern Ghanaians and reduce the incidence of
poverty to 20 percent within 20 years in the Northern Savannah Ecological Belt.
What is Different in the Northern Development Initiative?
This Strategy is a very ambitious coordinated effort towards achieving a Forested North over a
period of 20 years. There are six unique features of this development initiative that are different
from previous efforts.
1. Development of a Comprehensive Regional Strategy that operates within a national
development framework. At the national level, a seven-year development plan is underway,
creating the incentives and enabling conditions for Ghana to become a middle-income
country. At the regional level, Northern Savannah Development Initiative (SADA) is to
provide direct opportunities for communities, private sector and civil society to gain needed
inputs in order to transform the natural resources into sustained incomes and assets. In this
sense, it is our belief that the development of a poverty-prone area must be public sector-
led, private sector-based and facilitated by civil society which has a long tradition of
development facilitation in the area. In this sense, the state not only provides incentives, but
also encourages economic and social transformation through long-term capital and an input
delivery system.
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12. 2. A model for the modernization of agriculture that starts from generating a market impetus
as the main catalyst for stimulating farmers to produce, with improved technology and
timely inputs. By this strategy, farmers do not wait to find markets after they have
produced; rather the market defines their production targets and quality. This strategy is
also mindful of food security requirements, especially in the most vulnerable areas.
3. A major effort in development of infrastructure in a strategic manner. We propose a
circular road network that connects the three Northern regions of Upper West, Upper East,
Northern, Regions, such that the large production plains that lie in-between the regions are
opened-up for brisk farming and economic activities. This road network will be
accompanied by an appropriate irrigation and water resources infrastructure, especially drip-
irrigation which can be owned by small-holder farmers to facilitate cultivation of cereals,
fruits and vegetables all year-round.
4. Strong linkage between Northern Ghana consisting of the three northern regions and
contiguous districts in the northern parts of the Brong Ahafo and Volta regions, and the
Sahelian countries — Burkina Faso, Niger, Mali and Northern Ivory Coast — to open-up a
truly regional market for goods and services, with Northern Ghana serving as the supply and
industrial hub.
5. A vigorous private sector initiative that strengthens existing private operators, as well as
attract new investments in the manufacturing, processing, transport and tourist services in
the North of Ghana. From the nature reserves of Mole and Bui, the Hippo sanctuary of
Wechau, the Crocodile ponds of Paga, Northern Ghana captures the nature heart-beat of
Ghana.
6. Support for Civil Society Organizations and NGOs that have long sustained livelihoods
and provided a base for mobilizing citizens to engage actively in development throughout
the three (3) regions and the districts contiguous to them.
Elements of the strategy address the three fundamental objectives for commissioning the work (a)
reducing poverty, (b) adaptation to climate change, thereby reducing the frequent occurrence of
floods and droughts (c) building the human capital, economic infrastructure, investment and private
sector base to manage social, economic and ecological transformation in northern Ghana.
• Our pro-poor growth model is based on modernizing agriculture sequentially, using
initially Northern Ghana’s most abundant factors — land and sunshine — and less of
purchased inputs. The strategy further takes into consideration the fragility of the soils, the
short rainy seasons, and the vagaries of the weather associated with climate change. Growth
must be gender balanced by recognizing the disadvantaged position of women in the North.
• The framework for long-term adaptation to floods and droughts is premised on the
belief that economic growth provides the means by which individual households can
accumulate the wealth and assets which they rely on during periods of disaster and other
contingencies. Creating the economic base through growth for individuals to provide for
themselves will enhance their dignity. In terms of displacement and destruction of property,
the evidence shows that the poor were the most affected. Poverty implied that the type of
building materials used and the foundation laid were weak and therefore vulnerable to
floods. At the same time, the type of economic activities near rivers and water bodies has to
change to provide some protection. Planting of tree crops along the banks of rivers will
provide some protection. This should be done outside the distance that the Volta River
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13. Authority (VRA) will recommend. Indeed, our strategy of tree crops could more easily start
in these areas where water pumps can be used to provide irrigation, until the needed
reversals in climate kick-in over the long-term, as a result of the emergence of a forested
North.
For rehabilitation, particularly housing construction, to be sustainable one needs to train artisans in
the chosen technologies to provide the relevant services. While creating employment in the areas,
this strategy also provides the relevant skills that may be applied in other areas. It also provides a
basis for increased non-farm economic activities.
Housing types and designs must be consistent with traditional structures so that no changes in
cultural and social behaviour and adaptation may be required. In other words, the strategy is to
maintain the advantages of the traditional house type and therefore social and cultural relations.
Modernized agriculture
The agricultural modernisation strategy provides multiple entry points to allow for inclusive growth
and poverty reduction. The six entry points of the strategy are:
1) A marketing-based out-grower system that defines the shape of existing and expanded
markets. This will propel the emergence of a growing private sector capable of engaging
producers in a manner that responds to client and market demand.
2) Tree crop production as a source of steady flow of incomes to empower the poor to build
their assets and enhance their capacity to invest in farm and non-farm production activities.
Farmers will have the option of intercropping the tree crops with groundnut, cowpea, or
soybean in the first three to five years of tree crop establishment as part of the transitional
food and livelihood security strategy and for intensifying the use of land. The output of
groundnut and soybean will feed vegetable oil mills.
3) Selected staple crop production systems for productivity improvement to increase northern
Ghana’s competitiveness as a supply source for the sub-regional market. This recognises
that not all smallholders will have the capacity to go into tree crops and will continue to rely
on staple crops for sustenance and means of income. Crops will be selected on the basis of
current demand and potential to generate agro-industrial activity.
4) Horticulture production to diversify into export agriculture which has been a source of
growth and significant poverty reduction among farmers in southern Ghana. This will be a
good avenue for targeting women and the youth.
5) Semi-intensive production of small ruminants, pigs and guinea fowl also to diversify farm
income sources and provide income opportunities for land scarce parts of the north.
6) Agro-processing as a reliable source of demand for agricultural raw materials to drive value
chains, while targeting women because processing is an activity women are normally
engaged in.
Private Sector Investment and Development
There are three strategic objectives to be accomplished in this segment of the SADA.
• Repositioning northern Ghana as a competitive economic zone in the Savannah/Sahel
region2 of West Africa.
2
Defined to include Burkina Faso, Mali, Niger, northern Cote D’Ivoire, Northern Togo, Northern Benin, and beyond.
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14. • Expanding the scope and numbers of private sector firms and entrepreneurs investing in
value-addition in the north. In particular, the promotion of export and marketing of high-
value fruits and vegetables will expand the number, scope and diversity of agriculture-
related investment initiatives.
• Empowering people in the north to participate effectively in the “new economy” through
training, entrepreneurship development and the provision of business development services
in general. These will include the establishment of a Venture Capital Facility for Northern
Ghana, the creation of a Northern Ghana Investment Risk instrument.
Livelihood Security, Social Protection and Peace
Modicums of special initiatives are required to enable poor households step out of their poverty
traps and step up to the challenges of rebuilding their livelihoods. These bridge-over initiatives will
include:
• Pro-poor initiatives that create synergies between growth and social protection to ensure
sustainable and inclusive development in the north. These include (a) financial and
capacity-building facilities for the poor to build community and private assets; (b) food
assistance during periods of food insecurity and emergencies; (c) improved seeds and
economic tree seedlings to begin the process of inter-cropping towards a forested north.
• Peace initiatives that combine conflict mediation with institutional support for traditional
authorities and governmental institutions to work cooperatively towards sustained peace.
The Northern Peace Initiative currently coordinated by the three Regional Coordination
Councils (RCCs) provides a useful framework and is being implemented progressively. In
the SADA, two approaches are adopted to tackle conflict mitigation and peace-building:
o The first is build capacities and deepen the collective efforts by organized CSOs and
government in increasing awareness and building consensus among key
stakeholders. This will include transforming the institutional mix for addressing
conflict from a “security” approach to “peace-building” efforts.
o The second is a more sustained long-term effort to bring about human security
through rapid social and economic development, thereby reducing poverty and
minimizing the tensions that are associated with deepening poverty, marginalization
and exclusion of the most vulnerable in the major decisions that affect their
livelihoods.
Post-flood rehabilitation
The types and factors of vulnerability that afflict the people of northern Ghana are largely related to
climate. However, the conditions of widespread poverty in the north exacerbate the impact of these
vulnerabilities, when they occur. A two-prong approach is proposed under the SADA (a) short term
initiatives that enable affected households to rebuild lost assets and livelihoods and (b) long term
economic growth initiatives that enable disaster prone communities to develop increased resilience
and more robust mechanisms for mitigating the impact of disasters in the future. Programmatically,
the SADA proposes two efforts in this regard:
• Flood Mitigation, which will address four aspects of flooding in the White and Black Volta
River Basins: (i) catchment management; (ii) identification and preparation of mid
catchment multipurpose structural flood protection options and their implementation;3 iii)
3
The GoG has already called for the mobilization of the Field Engineers Regiment of the Ghana Armed Forces to intervene in the
flood areas of northern Ghana to implement any possible dredging of the river basins and install flood protection dykes.
xiii

15. immediate floodplain management options; and (iv) establishment of a flood early warning
system.4
• Drought Prevention, which will address major efforts in growing economic tress on farms,
as well as the protection of existing tree cover in the North by (a) fire-prevention, through
community-level volunteers and the Fire Service; (b) undertaking major tree-pruning and
disease-prevention exercises, annually, in a manner similar to cocoa spraying exercises and
the creation of diversions and wells along the rivers.
Pre-conditions for sustainable development
Infrastructural inadequacies in road, transportation and communications networks, water resources,
as well as energy imply heavy initial investment and reduced profitability in undertaking economic
activities. Limited human capital, especially the level and quality of education and skills
development and the debilitating effect that poor health facilities have on human capital formation,
create problems in terms of attracting economic activities and retaining labour. Poor health
facilities are a disincentive to investors. Perceptions of instability and conflict reduce the risk-
adjusted returns to investment and divert resources to other uses.
For the programme of economic and social transformation to succeed, the SADA proposes a series
of coordinated investment to eliminate infrastructural constraints, improve the human capital base,
and create the economic conditions necessary to attract, retain, and increase the profitability of
investments. These include:
• A focus on strategic infrastructure — roads, improved water resources, energy
• Alignment of basic social infrastructure in education and health with the human resource
implication of the sustainable development and growth focus
• Priority in establishing peace-building and conflict mitigation strategies to create the
enabling environment for investments
Water Resources
SADA strategy for improving the water resources management reflects both our needs for synergy,
at the River Basin level, and the specific needs of the three regions:
• Upper West — presence of Black Volta River and its tributaries in the region allows for
ample exploration of the options such as pumping from the river and bunding with
improved drainage
• Existing dams and dugouts created and/or rehabilitated during UWADEP create opportunity
for water productivity increase interventions.
• Upper East — White Volta River was considered for pumping from the river and bunding
with improved drainage options; Road network options for the culverts and bridges with
small retention reservoirs are suitable for the region, but these options are yet to be explored
and actively carried out.
• Northern Region — downstream portions of White Volta River were considered for
pumping from the river and bunding with improved drainage options
Energy
To enhance the efficient and equitable supply of energy to support and sustain the fragile economy
and ecology of the North.
Policy may be guided by the following principles:
• Least cost principle to provide economic and reliable energy supplies that are dependable;
4
Both the World Bank and the UNDP (OCHA) have been working at various levels in supporting GoG to prepare and enhance
capacity for such an Early Warning System and Strategic Plan.
xiv

16. • Diversification of our primary sources of energy recognizing the drought-like nature of the
North;
• Assuring energy security through the development of local and indigenous resources;
• Energy efficiency and conservation awareness creation;
• Promotion and development of renewal energy technologies such as biomass, solar and
wind.
Education and Health Strategies
Our approach in addressing the issues of education and health, so that they play a critical role in the
transformation of the North proposes that:
• Increase the role of the private sector and faith-based organizations in the provision of
education and health services in the north.
• The state and other development partners provide grants to support the development of
educational infrastructure managed by NGOs, faith-based organizations as well as the
private sector, especially those operating in rural areas.
• Provide incentive schemes for health and education workers that accept posting to rural
schools.
Managing for Development Results
The NDI proposes six main results, and these are further defined as components of the strategy:
1. Community-Driven Development actions that will stimulate the modernization of
agriculture development and competitiveness of small holders, notably women, through
improved technology, promoting efficiency for the domestic and export market. By
combining economic trees with cereals, legumes, vegetables and fruits, the northern
farmer will double their incomes, create more jobs, protect the environment and end
prolonged droughts and sudden floods. This CDD effort will further empower men and
women to transform their production orientation towards an expanded market demand;
to sustain food security and livelihood activities and reduce their vulnerability to
drought and flooding
2. Private Sector Development initiatives that would stimulate investment and business
development in northern Ghana in a manner that would change the mind-set and
stimulate the creation of high value jobs and increased incomes. It will further stimulate
the growth of investors and business entrepreneurs capable of providing the impetus for
sustained value-added production and services in the northern, savannah sector, oriented
towards a Sahelian market.
3. Investments in strategically-targeted economic and social infrastructure that will
relieve critical development constraints and create the pre-conditions for accelerated
development and open up production zones for increased production and transit into the
expanded markets in Sahel states north of northern Ghana. These would also include
social infrastructure, such as education, health and social welfare to complement the
economic ones. These investments will be targeted initially at a series of inter-connected
infrastructure of roads, energy, water resources, health and education in a manner that
reinforces alternative production and market access, while reducing the incidence of
droughts and floods.
4. Food, Livelihood Security and Peace Initiative focusing on improved access to food,
sustainable livelihoods, as well as safety-nets investments, targeted initially at the most
vulnerable areas and those severely affected by the floods of 2007 and 2008.
xv

17. Concurrently, a peace initiative which is already underway in the three regions will be
enhanced. Empowering marginalized and vulnerable women and men to participate
actively in the social and economic recovery process, in peace-building and gaining
assets and improved incomes through this process.
5. Flood Mitigation and Environmental Renewal focusing on improved water resources
management and disaster preparedness, in order to mitigate the perennial floods and
droughts in the north.
6. Institutional Capacity Building to enhance strategic planning, fund mobilization and
management and to support a rigorous, independent monitoring and evaluation of the
developmental impacts to reduce regional inequalities and show progress towards
accelerated development.
Monitoring, Evaluation and Accountability
The M&E strategy accompanying the SADA proposes:
1. Results-oriented M&E Capacity-building among key stakeholders associated with the
SADA. Through their engagement in the determination of the strategic results framework
for the SADA and the establishment of a credible baseline prior to the start-up of the
initiative, stakeholders will be informed and engaged in demanding accountability.
2. Systematic monitoring of output-level results in a manner that links resources with changing
attitudes and practices associated with the notion of a paradigm-shift in the way
development is planned and implemented.
3. Stakeholders are empowered and engaged in the processes of monitoring and evaluation,
through the use of both formal, rigorous tools for M&E, as well as participatory monitoring
and evaluation approaches.
4. Both upward and down accountability systems enhanced to enable citizens of the north and
representative leaders (District Assemblies, Traditional Authorities, Parliament and the
Government of Ghana) to demand accountability and those managing SADA to render
accountability in a transparent and timely manner.
xvi

18. PART 1
STRATEGIC DIRECTIONS FOR SUSTAINABLE DEVELOPMENT OF THE
NORTHERN SAVANNAH
CHAPTER ONE
INTRODUCTION AND SITUATION ANALYSIS
The strategy for accelerated development of the Northern Savannah (SADA)5 constitutes a key part
of attempts being made by the Government of Ghana and other stakeholders to address the
continuing high incidence and concentration of poverty in the Savannah Ecological Belt of Ghana.
These efforts also reflect the general desire to confront and bridge the development gap between the
northern and southern parts of the country.
1.1 Poverty in Northern Ghana
Ghana has made considerable progress in poverty reduction. From a level of 51.7 percent of the
population being described as poor on the basis of the headcount in 1991/92, poverty declined to
39.5 percent in 1998/99 and further to 28.5 percent in 2005/06. In terms of the hardcore poor,
poverty in Ghana declined from 36.2 percent in 1991/92 to 26.8 percent in 1998/99 and further to
18.2 percent in 2005/06.
The decline in poverty has, however, not been equally spread geographically. There continue to be
higher incidences of poverty in the rural areas and in particular the rural savannah ecological belt.
The contribution of rural savannah has been increasing. From about 33 percent in 1991/92, the
contribution of Rural Savannah increased to 37 percent in 1998/99 and has increased further to
about 50 percent in 2005/06. This is partly because the reduction in poverty occurred largely as a
result of economic growth which in turn has been driven by a number of key factors that Northern
Ghana has benefited less from6.
The poor in Ghana, therefore, continue to be concentrated in the Northern Savannah Ecological
Belt. Out of 18.2 percent of the total population that live in extreme poverty, 53.7 percent live in
Northern Ghana, which has only about 17.2 percent of the total Ghanaian population. In Panel (a)
and (b) of Figure 1.1, the proportion of the population living under poverty is reported. As seen, the
North has much higher levels of poverty than any other region. In terms of ecological belts,
poverty in the rural savannah belt has been higher than any other ecological belt over the period
1991/92 to 2005/06. Moreover, as shown in Panel (b) of Figure 1.1, the reduction in poverty is
much slower over the period in the rural savannah belt than in the rural Southern Ghana.
Within Northern Ghana there is a wide and increasing disparity between the rural and urban areas.
Extreme poverty in the urban savannah belt stood at 27 percent in 1991/92, declining to 18.3
percent in 2005/06. In the rural savannah belt extreme poverty reduced from a level of 57.5 percent
in 1991/92 to 45.2 percent in 2005/06.
5
Northern Savannah as referred to in this Strategy study consists of the Sudan and Guinea Savannah and excludes the derived
(transitional) Coastal Savannah. The political space by the Northern Savannah includes the Upper West, Upper East, Northern,
administrative regions, as well as northern parts of the Volta and Brong-Ahafo regions.
6
The key factors responsible for the economic growth and poverty reduction include: i) greater openness both through exports and
imports; ii) increased public spending financed largely by aid; iii) significant increases in wholesale and retail trade; and iv)
increased receipts of remittances from abroad.
1

19. Moreover, poverty is highest among farmers, especially food crop farmers. Nationally, 46 percent
of the poor are from households whose main activity is food crop cultivation. Poverty in the North,
especially among food crop farmers, is further compounded by a short unimodal rainy season that
is prone simultaneously to droughts and floods.
Figure 1.1: Poverty and Extreme Poverty Trends in Ghana by Region
(a): Proportion of Regional Population Living in Poverty in 2006
60 55
47
50
% o f T o ta l P o p u la tio n
40
40
26 26 26
30 23 22 23 22
20
10
0
Bro n g
G r a te r
U p p er
U p p er
V o lta
C e n tr a l
A sh a n ti
A h afo
A ccra
E a ste r n
N o r th e r n
W e ste r n
W e st
E a st
(b): Poverty Incidence by Region
100 88 88 88
84
80 65 69 67 70
60 63
57 52
60 48
44 48
44 41
38 36
40 27 31 28 30
26 20
18 20 15
20 12
5
0
Bro n g
V o lta
G rater
U p p er
U p p er
Cen tral
A sh an ti
A h afo
A ccra
E astern
N o rth ern
W estern
W est
E ast
1991/92 1998/99 2005/06
Source: Based on data from Ghana Statistical Service — Patterns and Trends of Poverty in Ghana, 1991-2006 (Tables A1.1, p.36 and A1.5, p.40)
2

20. Figure 1.2: Poverty Incidence in Ghana's Ecological Belts, 1991/92 — 2005/06
(a): Poverty Incidence by Ecological Belts in Ghana
80 73
70
70 62 60
60 53 52
43 46
50 38 38 40
40 28 31 29
26 28 28
30 23 24
18
20 11
4 6 7
10
0
G h an a
U rb an
Sav an n ah
Sav an n ah
A ccra
Co astal
Fo rest
Co astal
Ru ral
Fo rest
U rb an
Ru ral
U rb an
Ru ral
1991/92 1998/99 2005/06
(b) Poverty Profiles in Rural Ecological Zones of Ghana, 1991-2006
70
57.5
60 59.3
% o f T o ta l P o p u la tio n
50
45.9 45.4
40
32.8
30 28.5
14.6
20
21.1
10 11.5
1991/92 1998/99 2005/06
Rural Coastal Rural Forest Rural Savannah
Source: Based on data from Ghana Statistical Service — Patterns and Trends of Poverty in Ghana, 1991-2006 (Table A1.5 and A1.6, p. 40-41)
3

21. 1.2 The Situation Analysis
For purposes of strategic analysis, the current situation in the three northern savannah ecological
belt can be described in terms of resource endowments (agriculture, water, mineral resources and
energy); private sector development including industry and manufacturing; and human resource
development including education and health. The description of the current situation in the northern
regions also covers risks and vulnerability.
1.2.1 Natural Resource Base
Agriculture
The state of agriculture in the three northern regions is characterised by a number of factors
including the availability of land; comparative advantage in the production of particular crops;
untapped potential for livestock production; and a developing trend towards commercialisation.
Land
The Northern Savannah of Ghana comprise of about 100,000 square kilometres, which is more than
40 percent of national land area and 65 percent of the savannah vegetation. Total agricultural land
is 6.1 million hectares of which cultivated land area between 2001 and 2007 was 1.54 million
hectares.
A significant proportion of arable land has soils with poor physical properties and low content of
organic matter. Relatively good soils are ground water laterites which tend to be limited in depth by
hard pan. Soils are highly susceptible to erosion because of the thin vegetative coverage and
torrential nature of poorly distributed rainfall. There is limited use of soil management practices
(e.g. use of fertilisers, water management, mulching). This has resulted, under these poor
conditions, in low productivity in both crops and livestock.
However, Northern Savannah has a wealth of under-utilised well endowed land to support an
intensified agriculture modernisation programme. These include a network of river basins with
highly fertile valleys (e.g. the oncho-freed basins of the Volta and Sissili rivers, the Fumbisi valley,
Nasia, Tamne, Katanga, Naboggu, and Soo valleys). These areas can become major agricultural
production zones for different crops.
Agricultural in the National Context
Table 1.1 presents the contribution of various agro-ecological zones to national output of
agricultural commodities. It reflects the comparative advantage of the north in terms of agriculture
production. The commodities in which northern Ghana has a comparative advantage in production
are:
i. Cereals — rice, sorghum and millet;
ii. Roots and tubers — yam and cassava
iii. Legumes — groundnuts, cowpea, and soybean; and
iv. Livestock.
With adequate water management, horticultural commodities, including tomato, okra, chilli,
mango, cashew, water melon and sweet melon can also be produced competitively. The north is
the home of the shea tree, which can be developed into a major oils and fats industry with benefits
to rural women (who are currently at the heart of the shea industry as nut collectors and
processors), shea-nut merchants and the country at large.
4

22. Table 1.1: Agricultural Structural and Regional Contribution in Ghana
Contribution to National Total
Southern Northern
Coast Forest Savannah Savannah Total
Cereals 13.2 24.5 28.3 34.0 100.0
Maize 22.2 32.9 30.6 14.3 100.0
Rice 13.4 43.9 5.0 37.7 100.0
Sorghum and millet 0.1 1.5 37.7 60.7 100.0
Roots 3.8 31.8 32.6 31.8 100.0
Cassava 4.1 25.2 45.3 25.4 100.0
Yams 2.8 32.3 25.2 39.6 100.0
Cocoyam 8.2 60.4 17.2 14.2 100.0
Other staples 8.9 29.9 31.6 29.6 100.0
Cowpea 0.5 9.9 10.4 79.2 100.0
Soybean 10.6 24.8 64.6 100.0
Plantains 13.2 54.2 25.1 7.6 100.0
Groundnuts 7.7 9.5 7.2 75.6 100.0
Fruit (domestic) 8.8 36.5 8.7 46.0 100.0
Vegetables (domestic) 8.5 25.7 44.5 21.3 100.0
Non-traditional exports 30.4 33.9 25.1 10.6 100.0
Cocoa 2.6 68.9 28.5 0.0 100.0
Livestock 12.1 35.1 14.2 38.6 100.0
Chicken broiler 19.2 40.0 36.4 4.5 100.0
Eggs and layers 37.0 39.0 5.0 19.0 100.0
Beef 7.1 16.3 6.4 70.2 100.0
Sheep and goat meat 12.7 39.5 11.8 36.0 100.0
Other meats 3.7 41.5 24.4 30.5 100.0
Forestry 1.0 68.6 29.1 1.4 100.0
Fishing 61.5 10.7 24.4 3.4 100.0
Source: Breisinger et al. (2008).
Land allocation to the main staple crops in recent years is presented in Tables 1.2 – 1.4; the
dominant crops vary by region. The Northern region has the most diversified production system
with groundnut, sorghum, yam and maize taking 52 percent of the land cultivated, compared to the
Upper East and Upper West where groundnut and sorghum alone account for 62 percent and 53
percent of the land cultivated respectively.
Table 1.2 Crop Area in Northern Region (2005-2007)*
Year Maize Rice Millet Sorghum Cassava Yam Groundnut Cowpea Soybean
79,000 43,900 53,000 89,000 52,600 80,800 136,800 64,000 32,700
2005 (13) (7) (8) (14) (8) (13) (22) (10) (5)
85,600 45,800 57,300 93,600 55,400 88,900 145,900 59,400 37,700
2006 (13) (7) (9) (14) (8) (13) (22) (9) (6)
72,073 30,209 42,199 66,926 54,940 78,296 84,694 36,236 30,190
2007 (0.15) (0.06) (0.09) (0.13) (0.11) (0.16) (0.17) (0.07) (0.06)
77351 43312 53308 74682 57678 98379 110948 53078 34424
2008 (13) (7) (9) (12) (10) (16) (18) (9) (6)
Figures in parentheses are percentage allocation of land to the crop
5

23. Table 1.3: Crop Area in Upper East Region (2005-2007)*
Sweet
Year Maize Rice Millet Sorghum Groundnut Cowpea potato Soybean
13,396 15,698 75,032 117,052 162,930 57,050 8,580 1,221
2005 (3.0) (3.5) (16.6) (26.0) (36.1) (12.7) (1.9) (0.3)
14,355 16,396 81,116 122,809 173,792 52,930 8,471 1,411
2006 (3.0) (3.5) (17.2) (26.1) (36.9) (11.2) (1.8) (0.3)
17,382 16,462 60,751 59,280 98,476 45,577 3,423
2007 (0.06) (0.05) (0.20) (0.20) 0 (0.33) (0.15) (0.01)
23763 26934 65342 96602 73150 46907 13517
2008 (7) (8) (19) (28) (21) (14) NA (4)
Figures in parentheses are percentage allocation of land to crop
Table 1.4: Crop Area in Upper West Region (2005-2008)*
Year Maize Rice Millet Sorghum Yam Groundnut Cowpea Soybean
34,300 3,500 56,900 93,700 18,800 109,500 58,900 11,100
2005 (9) (1) (15) (24) (5) (28) (0.5) (3)
36,700 3,700 61,600 98,400 20,600 116,800 54,700 12,900
2006 (9.1) (0.9) (15.2) (24.3) (5.1) (28.8) (13.5) (3.2)
35,716 3,596 59,757 76,995 20,917 114,906 56,990 13,188
2007 (0.09) (0.01) (0.16) (0.20) (0.05) (0.30) (0.15) (0.03)
38438 3745 63581 100253 29432 122996 61285 13883
2008 (9) (1) (15) (24) (5) (29) (14) (3)
Figures in parentheses are percentage allocation of land to crop
Table 1.5 presents an analysis of the growth performance of commodities in the northern savannah
compared to the average performance of the country. Production of maize, millet and sorghum
recorded negative growth over the period 1992-2005. Area planted to maize and yield of the crop
both suffered declines. For millet and sorghum, the source of decline in output is yield. Although
yam and cowpea recorded positive growth in production levels, this was due more to expansion in
crop area because these crops also suffered from negative yield growths. Therefore the long-term
pattern of crop production performance in northern Ghana has been expansion in land area to
compensate for declining yields. The cases of yam and cowpea are particularly illustrative. Yam
output in the northern savannah grew by nearly 2 percent, but yields declined at 2.3 percent per
year while land expanded at 4.3 percent per year. With the northern savannah contributing the
largest share to yam production, the trends in the yam production parameters in that zone are
magnified at the national level. A growth strategy for crops should therefore focus on attaining a
sustainable balance between production intensification and limited expansion of land area.
Table 1.5: Average annual growth in production, yield and land (1992-2005)
Crop Output Yield Land Crop Output Yield Land
Maize (national) 3.9 0.8 3.2 Yam (National) 4.8 -4.1 9.3
N. Savannah -0.6 -0.4 -0.3 N. Savannah 1.9 -2.3 4.3
Rice (National) 5.9 2.1 3.7 Cassava (National) 5.4 -0.8 6.2
N. Savannah 4.8 1.9 2.9 N. Savannah 13.9 2.8 10.9
Millet -1.7 -2.1 0.5 Cowpea (National) 10.6 0.0 10.6
N. Savannah 10.0 -0.4 10.5
Sorghum (National) -0.7 -1.3 0.6 Groundnuts (National) 11.8 0.9 10.9
N. Savannah -0.8 -1.3 0.5 N. Savannah 11.8 0.9 10.9
Source: Breisinger et al. (2008)
6

24. Cotton used to be a major cash crop in all regions of Northern Ghana. The cotton industry has
suffered decline since the late 1990s because of managerial problems, undeveloped seed sector, low
yields, and declining world prices. The Savannah Agriculture Research Institute (SARI) has taken
the lead in addressing the seed problem with the introduction of a new cotton variety.
The other major cash crop is shea. The shea value chain, like all the other crops produced, is driven
by a production entry-point, and not a marketing one. Rural women who engage in the collection
and primary processing of nuts, and processing of crude shea butter persist in the use of traditional,
labour-intensive technology for butter extraction, and consequently produce low yields. Under this
strategy, a market-driven impetus is needed to propel a transformation of product-mix, quality,
improved technology and marketing. Interventions are required to improve the productivity of rural
women in the value chain and facilitate their participation in remunerative markets for crude shea
butter.
Livestock
Northern Ghana contributes 39 percent to national livestock numbers, 70 percent of beef cattle, and
36 percent of sheep and goats. Although generally higher than the rest of the country, livestock
numbers per household are modest (Table 1.6). The numbers are for only households that raise
livestock. The data does not indicate the proportion of households that own livestock. Results of a
survey in the Upper West Region in 2007 (Table 1.7) show that the percentage of the sample
households owning livestock ranges from a low of 43 percent for pigs, to over 80 percent for goats
and domestic fowls. This means that the benefits of interventions for the improvement of small
ruminants will be broad based or inclusive.
Table 1.6: Estimated Livestock Numbers per Household by Ecological Zones
Sudan Guinea Derived Savannah Coastal
Livestock type Savannah Savannah (Transitional) Forest Savannah
Cattle 12 10 9 Negligible 6
Sheep 11 12 4 6 6
Goats 15 9 11 6 7
Pigs 9 8 9 9 7
Guinea Fowl 16 12 10 Negligible 12
Domestic Fowl 20 22 18 12 15
Source: Computations from MOFA Livestock Growth Study Field Survey (2007/2008) and several other studies in the various ecological zones
Table 1.7: Percentage of Households Owning Livestock in the Upper West Region
Sissala Sissala Jirapa-
Livestock type Wa West Wa East Nadowli East West Lambussie Lawra Total
N = 80 N = 50 N = 74 N = 53 N = 27 N = 92 N = 79 N = 455
Cattle 33.8 58.0 71.6 45.3 96.3 83.7 49.4 60.4
Sheep 58.8 36.0 60.8 49.1 77.8 70.7 55.7 58.5
Goat 80.0 64.0 97.3 56.6 100.0 100.0 96.2 86.4
Pig 31.3 10.0 60.8 3.8 7.4 67.4 68.4 42.9
Donkey 1.3 0.0 0.0 26.4 44.4 14.1 1.3 9.0
Chicken 77.5 50.0 94.6 50.9 100.0 94.6 93.7 81.8
Guinea-fowl 38.8 8.0 77.0 32.1 70.4 76.1 68.4 55.4
Turkey 5.0 2.0 1.4 0.0 7.4 7.6 5.1 4.2
Duck 3.8 2.0 4.1 7.5 7.4 3.3 7.6 4.8
Source: Veterinary Services Directorate, MOFA (2008). PATTEC Socioeconomic Baseline Survey, Project Coordination Unit, Pong Tamale.
7

25. Commercialization
Other aspects of agriculture in Northern Ghana are the degree of commercialisation and market
access7. Average land holdings range from 2.7 hectares in Upper West to 5.6 hectares in the
Northern Region. Average size of smallholdings has grown over the decade 1998-2006. This is
consistent with the trend of land expansion driving output growth. Existing data suggest that
commercialisation is not necessarily limited to commercial producers. Data on smallholder
characteristics from the Report of the Fifth Round of the Ghana Living Standards Survey (GLSS 5)
show that many smallholders sell produce. However, sorghum and millet are subsistence crops with
about 14 percent of farmers who have less than one (1) hectare selling the crops compared to 50
percent and 56 percent of small-scale farmers who sold groundnuts and beans respectively.
Surprisingly, many smallholder rice producers do not sell the crop implying that rice, a crop with
such high commercial potential is produced for subsistence by these farmers.
Other Potentials, Opportunities, Constraints and Challenges
The following are other potentials, opportunities, constraints and challenges that may be considered
as part of the current agricultural situation in the Northern Savannah Ecological Belt.
Potentials
Low population density in many parts, especially in the northern region: The population density in
the three northern regions ranges from a low of 25 persons per square kilometre in the Northern
Region to 31.2 persons per square kilometre in the Upper West and as high as 104 persons per
square kilometre in the Upper East region. The generally low population density implies that the
potential to increase production through land expansion exists (except perhaps in the Upper East
Region) even if such expansion is to be carried out cautiously. As already indicated this is coupled
with several tracts of lowland and fertile inland valleys that are currently under-exploited for
agriculture.
Similarly proper management of existing and the development of new irrigation facilities can
support increased production. Agricultural growth through intensification is also possible because
of the widening gap between potential yields and achieved yields. That is productivity limits have
not been reached. The agro-ecology, in general, supports a wide range of arable crops; and the flat
or gently undulating nature of the land is suitable for mechanised farming. In some instances,
however, bullock and donkey power may be more appropriate than tractor for land preparation due
to fragile soils.
Livestock thrives well in the savannahs of the north and most households own livestock which can
be improved; people are culturally accustomed to guinea fowl and small ruminant rearing. The
Savannah Agriculture Research Institute (SARI) has competent staff for fulfilling not only crop
production but the general mandate of expanding and helping to modernise the north’s agriculture.
Opportunities
The opportunities that characterise the current situation in the Northern Savannah, especially with
respect to agriculture include the following:
There is a national recognition of agriculture as the vehicle for growth and poverty reduction in
northern Ghana.
7
The description of smallholder production is based on 2005/2006 GLSS survey and reported by Chamberlain (2007) for IFPRI’s
Ghana Strategy Support Programme.
8