C. GOVERNANCE
The greatest problem faced by GYEEDA is the absence of an appropriate governance framework. This evidently, contributed to other systems failures. GYEEDA lacks a legal basis and accordingly did not have a board of directors for the needed oversight and direction. This is the situation of GYEEDA even though, at the inception stage of the Programme, the need for an oversight body to provide strategic direction was identified, a governing board was never appointed. As was the case, various Ministers of MOYS, the National Coordinator of NYEP and the Chief Director of MOYS were those responsible for providing leadership. The Committee observed with great dissatisfaction, the general lack of commitment on the part of leadership of NYEP to protect the public purse particularly related to ensuring value for money. GYEEDA lacks adequate operational and administrative manuals resulting in limited or non-adherence to relevant rules, regulation and procedures prevailing in the public service such as employment of staff without recourse to the Public Service procedure.

There was an extreme focus of power and authority at the top echelons of governance resulting in situations where sometimes, deputy national coordinators of GYEEDA, the M & E team and Regional Coordinators were not aware of modules that have been approved and for which implementation had started. The Committee found instances of growing disregard by SPs for Regional Coordinators who insisted on value for money, especially as there was no formal procedure to enlist their views before projects are renewed or expanded. There are concerns among GYEEDA staff that a senior management staff who doubled as a coordinator of the RLG's module was reassigned by the National Coordinator after raising concerns that the purported number of persons trained (in one of RLG's report) was 300 rather than 5,000 as stated in the report.

This creates the impression that some SPs are "untouchable" and are able to remotely manipulate GYEEDA for their wishes to be done. This view is compounded by SPs directly exerting pressure on GYEEDA staff, in particular members of the M&E team to produce reports as the SPs wish in order to receive payment. It is unhealthy for good governance when private companies are able to "request" government to apportion state resources in a particular manner for their benefit. For instance, in letters dated 28th April, 2011 and 9th January, 2012, Mr. Henry Kangah and Mr. Roland Agambire, National Coordinator of Asongtaba Cottage Industries and CEO of rlg respectively, requested 50% of the "Talk Time Tax" be dedicated to the Trades and Vocation and the rest 50% dedicated ICT module. Mr. Roland Agambire owns both companies. Effectively, Mr. Agambire's demand was for 100% of GYEEDA's allocation of the CST be dedicated to companies owned by him. The CST is the most reliable source of funding for GYEEDA.