Huge expectations for the NSA Board and LOC.

 Huge expectations for the NSA Board and LOC. 

This week, Mr. Isaac Asiamah, the Minister of Youth and Sports, inaugurated two significant groups with very significant responsibilities that could improve Ghanaian sports: the Local Organising Committee (LOC) and the Governing Board of the National Sports Authority (NSA) for the Ghanaian-hosted 2018 African Women's Championship. The news of the two bodies being formed and sworn in was long overdue, but it was still welcome because the two bodies will, in some way, give sports strategic direction.

It's important to focus on the specific instructions given to the two bodies. First, the minister stated that he would ensure that the NSA focus on sports development when he appeared before the Appointments Committee of Parliament and at other public events, including bringing the semi-autonomous Ghana Football Association (GFA) under the authority, as outlined in the Sports Act that Parliament passed last year.

The 15-part NSA Board has an immense errand in guaranteeing the development and improvement of sports by not just setting the strategic course for the power yet, in addition, finding imaginative approaches to raising income to connect the enormous financing hole in sports. The board has a difficult task ahead of it to ensure that the NSA is properly staffed and motivated to fulfill its mandate in a satisfactory manner for a governing body that is confronted with inadequate human resources and poor working conditions.

By bringing the private sector into the center of all sports development and promotion, the Kwadwo Baah Agyemang-led group will have to find inventive ways to secure funding for sports development outside of the budget, which is always taken up by remuneration, staff compensation, and activities for the national team. In addition to the rhetoric, Graphic Sports would like the new NSA Board to provide specific performance indicators and clear, implementable policy directives in order for Ghanaians to recognize Ghana's efforts and challenges.

The country's sports infrastructure has been left to deteriorate and the government has been forced to look for funding to renovate them, rather than this infrastructure becoming self-sustaining as business entities. The new board now has a great opportunity to put the much-talked-about policy of public-private partnerships (PPPs) into action. This is one area in which this paper would like the board to provide clear direction.

Second, Ghanaians would want to see the committee work hard and smart to host a world-class tournament when the LOC for the Women's Championship is inaugurated, as the Sports Minister has requested. Ghana has a unique opportunity to raise the bar and set new benchmarks by hosting the eight-team competition, just as it did when it hosted perhaps the most exciting African Cup of Nations tournament nine years ago, despite the fact that the women's competition may not rank in terms of prestige or following.

During CAN 2008, Ghana undoubtedly set new standards for the continent's flagship tournament. In a remarkable display of nationalism, the entire nation came together to support the Black Stars and the national colors. This feat was not just achieved; rather, it was the result of the LOC's highly innovative plans, which were carefully crafted and carried out with strong support from the government and private sector participation at each stage. The LOC has access to the blueprint for the successful 2008 Nations Cup, from which it can learn, and it is hoped that the personalities who worked tirelessly to make that tournament possible will still be available for the LOC to tap into when it forms the working subcommittees and gets to work.

Kudos to STC 

"Distressed," "cash strapped," "ailing," and "limping" were some of the State Transport Company (STC)'s opening descriptive narratives a few months ago. In fact, some individuals dismissed the company as a significant state asset that should be preserved for any serious investment. However, the narratives have altered; the story is great; The state transporter is gradually regaining its lost glory and reclaiming its market share as the template is being formed.

Under the direction of Nana Akomea, the former Communications Director of the New Patriotic Party (NPP), STC paid the government $700,000 in the first installment for the 50 buses it purchased for the company in October of last year. During the presentation, the managing director expressed optimism that the STC was on track to pay the government an additional $1 million in March 2018.

He stated, "The revamping of the company's operational strategy made the payment possible." In order to fulfill all of its obligations to the government and other creditors, the STC stands to see a significant increase in revenue. The 50 buses were purchased for $16 million, and Nana Akomea stated that the STC was committed to covering all costs within the agreed-upon repayment period. Poor management and a lack of capital caused the STC, a once-thriving state-owned public transportation company, to fail for years. Through this authentic exhibition, the administration has shown that initiative isn't by rank yet by liability. It's turning a business that was losing money into one that is making money.

The Everyday Realistic notes the work of the administration and laborers at expanding the STC's worth past its generally expected restrictions. Respect for the individual and his or her work, high standards of performance, and stringent principles of conduct and responsibility are established by the leadership. The company's management style and the desire to transform a loss-making business into a profitable one inspire us. The Daily Graphic encourages other executive managers of state organizations to follow in STC's footsteps, assume leadership roles, and be regarded as one of the few who have the ability to transform hopeless organizations into hopeful ones.

Yes, we will honor them when we see them and put their names in the history books with gold so that others can follow in their footsteps. We are keeping a close eye on how other state organizations' managers will respond to the challenge. Those who accept the challenge of managing state assets will be named and shamed, and we will not accept any excuse for nonperformance. Since STC has demonstrated that it is possible, we anticipate that others will excel. Even though we applaud the managers and employees for their efforts thus far, we urge them not to rest on their laurels and to demonstrate to everyone that it is possible to complete any task, no matter how difficult it may seem.

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