Tuesday 24 September 2019

Lame Duck Politics: Where lies the solution? Law or consensus?




By Nick Opoku and Lolan Sagoe-Moses

30/12/2016


The outgoing President of Ghana, John Mahama, has made some appointments to key positions with just about two weeks to hand over power to the incoming administration.

He appointed the Commissioner for Commission for Human Rights and Administrative Justice (CHRAJ), a Chairperson for the National Commission on Civic Education (NCCE) and a new Auditor General. 

The position of CHRAJ Commissioner had been vacant since November 2015 when the then substantive post holder, Ms Lauretta Lamptey was removed for abuse of office by President Mahama.

The position of the Chairperson of the NCCE, on the other hand, had also been vacant since July 2015 when the then substantive post holder, Mrs Charlotte Osei was appointed Chairperson of the Electoral Commission.

President Mahama has also increased the allowances of National Service personnel by 40 percent.

These appointments and major decisions during this lame duck period have sparked some outrage from a cross-section of Ghanaians. Some say these appointments and decisions by President Mahama are deliberate attempts to sabotage the incoming administration.

Has President Mahama committed any constitutional blunder?

He has not. Per Article 70 of the 1992 Constitution, the President has the executive power to make these appointments.

“Article 70 (1) The President shall, acting in consultation with the Council of State,
Appoint (a) the Commissioner for Human Rights and Administrative
Justice and his Deputies; (b) the Auditor-General; (c) the District Assemblies Common Fund Administrator; (d) the Chairmen and other members of (i) the Public Services Commission; (ii) the Lands Commission; (iii) the governing bodies of public corporations; (iv) a National Council for Higher Education howsoever described; and (e) the holders of such other offices as may be prescribed by this Constitution or by any other law not inconsistent with this Constitution.”

Therefore, the legality or constitutionality of these appointments by President Mahama; even in this lame duck period is without question.

Lame duck period appointments have been with us for ages

Appointments during the final period of an administration, especially after the election of a successor are nothing new. As a matter of fact, in the United States of America such appointments have been made since 1803; but not without controversy.

In the seminal case of Marbury v. Madison, William Marbury had been appointed a justice of the peace (a judicial officer of a lower court, elected or appointed by means of a commission) for the District of Columbia. 

His appointment was made in the final hours of President John Adams’ administration. James Madison, Thomas Jefferson’s Secretary of State (the then incoming administration), refused to deliver Marbury’s commission. William Marbury, joined by three other similarly situated appointees, petitioned for a writ of mandamus compelling delivery of the commissions.  

This case solidified the United States' system of checks and balances. It was in this case that the Supreme Court announced for the first time the principle that a court may declare an act of Congress void if it is inconsistent with the Constitution.

A few years ago, Former President John Kuffuor in accordance with section 12 (2) of the Ghana Cocoa Board Act, 1984 PNDC Law 81, appointed Mr Anthony Fofie as CEO of the Ghana COCOBOD on January 2nd, 2009, barely 5 days before handing over to the President Atta-Mills-led administration. [See: https://www.ghanabusinessnews.com/2009/01/02/ghana-cocobod-gets-new-ceo]
Mr. Kufour also made some major decisions in the lame duck period including increasing the salaries of workers in the public service by between 16 - 32% as part of the implementation of the single spine salary structure.

So why the outrage?

From monitoring commentary in media circles, the outrage of some Ghanaians has little to do with the legality or constitutionality of such appointments by President Mahama.  The major concern is that we seem to be firmly establishing this practice of lame duck period appointments and major decisions without developing any useful standards or conventions in our body politic.

It’s sad we have constrained our conversations to precise law; with the erroneous impression that every political problem should be settled with the constitution or with the law.

Respected political scientist and Executive Director of Centre for Democratic Development-Ghana, Prof Gyimah-Boadi is the view that we should not ‘...turn the matter of governing the nation into narrow legalistic arguments. That has not served the nation well. And we must evolve conventions that promote our progress and stop justifying wrongs with wrongs and pernicious precedents’.

The way forward: Law or Consensus?

Professor Kwaku Asare, a lawyer, recommends the enactment of an ‘anti-Midnight Appointment Act’ to deal with the controversy of lame duck period appointments.

He writes: ‘Midnight appointments are controversial. Such an appointment culminated in the famous US case titled Marbury v Madison. A potential solution is to pass an anti-Midnight Appointment Act that limits the power of the President to make appointments to the Public Service 3 months immediately before the next presidential elections and up to the end of her term.”

Prof Gyimah Boadi is however of the view that in the absence of legislation, there has to be some gentleman’s agreement between political parties that whenever vacancies fall in certain key public office positions, appointments will have to be made a lot more consultative and with more deliberation in a depoliticized manner even if such public office positions are political appointments.

As attractive as these proposals are, many will be skeptical, particularly of the latter seeing the light of day especially in our ‘winner-takes-all’ characterized partisan politics.

The most recent instances of lame duck appointments, for example, were made barely 24-hours after the transition team of the outgoing administration agreed to consult the incoming administration before making major decisions.

The Minister of Environment in the John Mahama regime and one-time Information Minister, Mahama Ayariga, defended the outgoing government’s actions saying “ if you feel like engaging, you do, if you feel like you can go ahead and exercise your powers as set out in the constitution, you go ahead” 

If our political class cannot abide by the terms of a gentleman’s agreement which was announced to the public on several media platforms, there is little hope that they will adhere to the terms of any informal agreements in the future.

Different Problems require different remedies

A one-size-fits-all to the phenomenon of appointments during lame-duck periods may not resolve the problem.  Presidents take a wide range of decisions during lame-duck periods, and each type of decision requires a different remedy. For the purposes of this article decisions will be broadly categorised into:

A. Reversible executive appointments to head public bodies. (Example, ministers of state)

B. Reversible fiscal and other public policy decisions. (Example:  Mr. Kufour’s increase of public service wages by between 16 - 32 percent as part of the single spine salary structure implementation).

C. Irreversible appointments to head fixed-term, constitutionally autonomous bodies. (Example: President Mahama’s appointment of a CHRAJ Commissioner).

We are of the opinion that while it will be unwise to restrict the President’s powers to perform A and B by law, his power to make irreversible appointments to constitutionally independent bodies must be altered through reform of the 1992 Constitution.  

President of mPedigree and public interest researcher, Bright Simons, shares this view:
‘It would obviously not be sound policy to attempt to shackle a lame duck President by legislation from being able to exercise all his powers. However, we do need to distinguish between constitutionally autonomous appointments and executive appointments, which fall within the day to day functions of the Head of State.’

The current constitutional provisions are problematic for several reasons.

The constitution grants the President the power to appoint the heads of these bodies ‘in consultation with the council of state.’ This consultation process was designed as a mechanism to restrain the President from the unchecked and self-serving exercise of his appointing power. The Council of State has however been rendered legally and practically useless.

The Council of State is legally toothless because the Supreme Court recently ruled that its advice is not binding on the President: Ghana Bar Association v. Attorney General (2015). The Council has no soft power or public influence because the public has no way of verifying whether or not it has met and offered the President advice, particularly since successive Councils have stayed largely out of sight and remained mute in the public arena. Furthermore, the President’s power to appoint 40 percent of its members effectively turns it into a rubber stamp mechanism.

With the absence of any real check on his appointing power,  it is more likely than not that the President, acting like any rational politician, will appoint someone who is partial to his political party to these sensitive constitutional positions.

Bright Simons again agrees with this view. He says, ‘It is a real travesty that ministerial appointments require parliamentary approval but the appointment of a CHRAJ Boss does not. The President should by no means be able to appoint an EC Chair, for instance, with the same ease with which he appoints his executive secretary.

Presently, the complete ineffectiveness of the discredited Council of State makes it, in fact, so. To the extent that we have these institutional limitations, constitutional change is warranted.’
Even if the President appoints highly professional and independent-minded people to these offices, they are tainted with the tag of partisan bias, especially if he appoints them in election years or during lame duck periods.

For example, the Electoral Commissioner, Charlotte Osei, was accused of having previously contested in NDC parliamentary primaries though those allegations were later proved untrue. [See: http://www.peacefmonline.com/pages/politics/politics/201511/261459.php]

It is arguable that most of her actions were scrutinised and condemned by most Ghanaians in part because of the perception that she is partial to the NDC, a perception fuelled by the nature of the process through which she was appointed.

The cure for this problem is to amend the constitution to institute a system of appointments to constitutionally independent positions which are transparent, encourages bi-partisanship, prioritizes the professionalism of the appointee, and limits the President’s powers of selection.

Thankfully, several useful examples abound in other African jurisdictions. Kenya, for instance, advertises the position of Electoral Commission Chair and commissioners. Interviews of shortlisted applicants are then conducted in public. The process then continues as follows:

“After conducting interviews, the Selection Panel shall select two persons qualified to be appointed as IEBC (Independent Electoral and Boundaries Commission) Chairperson and nine persons qualified to be appointed as members of the electoral body and shall forward the names to President Kenyatta for nomination of one person for appointment as the Chairperson and six persons for appointment as members.

President Kenyatta shall, within seven days of receipt of the names forward the list of nominees to the National Assembly for approval in accordance with the Public Appointments (Parliamentary Approval) Act.

He shall, within seven days of receipt of the names approved by the National Assembly, by notice in the Gazette, appoint the Chairperson and the members of the Commission.

The Selection Panel shall stand dissolved upon the requisite appointments being made”
[See:  http://www.eastafrikadaily.com/2016/10/kenya-selection-panel-calls-applications-for-chief-and-members-of-electoral-commission/]

Public interviews of candidates for the headship of constitutional bodies will highlight their professional competence or lack thereof. The public would also have the opportunity to supply any evidence of political bias and give the candidate the opportunity to defend him or herself. Parliamentary approval would allow bi-partisan consensus to develop around a candidate. These reforms would ensure that whether the appointment of a CHRAJ Commissioner or EC boss is made during a lame-duck period or not, the occupants of these positions are unlikely to be tagged as partisan and will be free to execute their mandate with the full public support.

So who will bite the bullet? For now, the onus lies with President-elect Nana Akuffo Addo to right the wrongs of the past, however, costly or time-consuming it may be.


 


Friday 20 September 2019

How we got here: Martin Amidu v Attorney General, Waterville Holdings & Alfred Woyome (2019)





By Nick Opoku

12/9/2019

Special Prosecutor, Martin Amidu, has dragged the Attorney-General to the Supreme Court on grounds that the AG failed to carry out an order to retrieve a €47 million judgment debt paid illegally to Waterville Holdings.

Attached to the suit he filed as a private citizen is Waterville Holdings and Alfred Woyome.

Below is the simplified explanation of how we got here. 


1. In July 2004, Ghana won the bid to host 2008 African Cup of Nations. By virtue of winning the bid, Ghana had to rehabilitate football stadia in the country.

2. In 2006, Ghana entered into an agreement with Waterville Holdings Ltd (an international company) for the rehabilitation of the Baba Yara and El Wak Stadia. NB: There are some intricacies as to how Waterville Holdings and Woyome came into the picture. But let's put that aside.

3. Pursuant to that agreement, government made some payments to Waterville and Woyome.

4. According to Article 181(5) of Ghana's constitution, any international agreement or business transaction entered into by the Government of Ghana must be approved by Parliament.

5. In 2013, Martin Amidu went to the Supreme Court seeking an order that the contract between Government of Ghana and Waterville Holdings be declared void because it lacked parliamentary approval. If the contract lacked parliamentary approval (and it is void), it means any money paid in respect of that contract to Waterville should be refunded to the State. 

6. The Supreme Court agreed with him and made an order for the about 47million Euros to be refunded to the State.

7. Fast-forward to September 2019, Martin Amidu is going back to the Supreme Court, in his capacity as a private citizen (not as Special Prosecutor) over the non-enforcement of the judgment debt.

8. He has sued the Attorney General, Waterville Holdings and Alfred Woyome asking the Supreme 
Court to make an order directed at the AG to enforce the refund of the judgment debt of about 47 million euros.

9. The Supreme Court will hear the matter on October 16, 2019.

Thursday 19 September 2019

Moderating corporate events: 7 things you must do




Moderating corporate events such as round-table discussions, lectures, conferences, forums, etc can be challenging; even for persons who consider themselves to have mastered the art of public speaking. It requires skill and adequate preparation. I have had many opportunities to moderate corporate events and I have received good reviews for my work. In this piece, I share seven tips on how to successfully moderate corporate events. 


1. Do thorough research: Moderating a panel discussion can be intellectually challenging even if you are familiar with the topic. You need to research to understand the context of the topic and the grey areas. Write down your questions and get a knowledgeable person in the relevant area to vet them. It is also important to research on each panellist and what perspective s/he brings to the discussion. You can never go wrong with thorough research. Your audience will pay a lot more attention to what you say when they realize you've prepared. They will support you when they realize that you care about the issues they care about and value their time.  

2. Arrive Early and Interact with Participants: Many people come to these events with various expectations. Arrive at least thirty minutes before the start of the programme and engage some participants. Introduce yourself with a smile and talk; just talk. Engaging participants before the programme officially starts puts you at ease and takes away stage fright because you already know who is in the audience. Arriving early also gives you the opportunity to dot your i’s and cross your t’s. Engage event organizers on any changes to the programme. This will minimize any miscommunication that may affect your output.

3. Prepare a great introduction: As a moderator, you are the ‘facilitator in-chief’ of the programme and you need to make a good first impression. You have one shot at making a great introduction. Prepare, rehearse and deliver a strong opening that keeps everyone on their toes by giving them a teaser on what expect. Your introduction must address the questions ‘What, Why and Who?’ That is to say, what is the programme? Why has the programme been organized? Alternatively, what is the purpose of the programme and who are the speakers to look forward to? Make it brief but captivating! As you wrap up your opening, remember to share information on the location of washroom(s) and or emergency exits. If the programme is being telecast, remind the audience to minimize movement in order not to obstruct the cameras.

4. Make it a conversation: As a moderator, you are responsible for the enjoyment, energy and interest of the audience and the panellists. You ought to see yourself as a talk show host. Loosen up and show your personality. Feel free to laugh, share a thought and engage more than one panellist at a time. Make the panel discussion a conversation between a bunch of interesting people instead of a boring question and answer session. Some presentations can be boring but find a way to make the conversation engaging. Well-timed questions and answers will typically ensure the audience stays engaged and interested. Remember that simple and concise questions stick with the audience.

5. Stay on Time: Part of your job as a moderator is to manage the time allotted for the session and ensure that at least everyone is heard. Ensure panellists get equal time to share their perspectives. Do not hesitate to intervene if a panelist is taking majority of them time or veering off-topic. Know how to cut someone off politely especially when the person is rabbiting on long after the point has been made.

6. Allow a good number of questions: Your responsibility as moderator is to tease out the issues and open up the discussion. The audience must feel part of the programme. Allow as many questions as time will permit so everyone walks away with deeper insights on the subject matter. If allowing one question per person is fair, stick to it. Unfortunately, many do not know how to ask concise questions or make brief remarks. Take charge and do not allow people to overrun. Announce ahead of time when the floor will be opened for questions. Remember to work with questions that participants submit through technology also.

7. Summarise Key Points: If your audience walk away after a panel discussion not remembering anything, you have done a poor job. Always do a quick summary of key points after moderating a panel discussion.

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