A feature by Richard Quashigah
Accra, Oct 04, GNA – Friday’s clearance of structures along the beachfront of the Labadi Beach and La Palm Royal Beach hotels by corporate authorities highlights a critical governance challenge.
How do the relevant stakeholders effectively balance the protection of pension investments with the livelihoods and voices of affected communities?
This delicate intersection of economic
development and social justice absolutely demands strategic human-centred and economic governance approaches.
The development has generated strong reactions, with some viewing it as necessary to protect important investments, while others see it as a painful disruption to people who depended on the area for their livelihoods.
At the heart of the issue are two important realities that deserve equal consideration: the obligation of the Social Security and National Insurance Trust (SSNIT) to safeguard investments entrusted to it by Ghanaian workers and pensioners, and the economic hardship experienced by members of the La community whose livelihoods have been affected.
Both realities matter
Protecting pensioners’ interests
There should be no misunderstanding about SSNIT’s mandate.
The Trust exists to protect and manage resources contributed by millions of Ghanaian workers during their productive years. Assets such as Labadi Beach Hotel and La Palm Royal Beach Hotel are not merely commercial properties, but investments intended to generate returns that support pensions and provide long-term value for contributors.
SSNIT, therefore, cannot afford to be indifferent when activities around such investments threaten their sustainability, attractiveness or operational efficiency.
Where the Trust determines that unauthorised developments, environmental degradation or security concerns are affecting assets under its care, it has a responsibility to take appropriate steps to address those concerns.
Many contributors would understandably question any failure by SSNIT to act if such investments subsequently lost value.
That perspective deserves acknowledgement
The community’s concerns matter
However, there is another side of the issue that should not be overlooked.
Behind every demolished structure is a human story – a trader supporting a family, a food vendor paying school fees or a young entrepreneur creating an income where formal opportunities may be limited.
For many years, informal economic activities became part of the social and commercial environment around the beachfront. Whether rightly or wrongly, people built expectations and livelihoods around their continued presence.
That, in itself, may not confer legal legitimacy on the structures. It does, however, require sensitivity to the social consequences of enforcement actions.
In public administration, legality and legitimacy are not always the same. An action may be legally justified while still leaving affected communities feeling unheard or excluded.
The situation at La appears to raise precisely that concern.
The stakeholder engagement question
The communication dimension of the development is particularly important.
Experience in public relations and stakeholder engagement shows that people are often more willing to accept difficult decisions when they understand why those decisions are necessary and feel that they have been respected throughout the process.
Reports suggesting that key local stakeholders, including the Member of Parliament for La Dadekotopon, Rita Naa Odoley Sowah, traditional leaders and sections of the community, may not have been adequately engaged before the exercise, therefore, raise important questions.
Consultation, however, should not be confused with seeking approval.
A corporate institution does not surrender its mandate when it consults stakeholders. Rather, consultation recognises that those affected by decisions have a legitimate interest in understanding them and expressing their concerns.
Effective stakeholder engagement allows concerns to be identified early, expectations to be managed and opportunities for collaboration to emerge.
Many potentially contentious situations become less confrontational when communication begins early enough.
Engagement must begin before action
One mistake institutions sometimes make is to treat communication as the final stage of a process: a decision is taken, an action is implemented and communication follows.
Effective public relations works the other way around.
Communication must form part of the planning process from the beginning. Its purpose is not necessarily to prevent disagreement, because disagreement is a natural part of decision-making. Rather, it is to build understanding and trust before difficult decisions are implemented.
When stakeholders feel respected, even uncomfortable decisions can be easier to manage. When they feel excluded, even well-intentioned decisions can generate resistance and suspicion.
The more useful discussion, therefore, should move beyond whether the clearance was justified to whether all
relevant stakeholders were sufficiently engaged before the exercise and what lessons can be learned going forward.
Protecting investments and livelihoods
The way forward should not be framed as a choice between protecting investments and protecting livelihoods.
Ghanaian institutions should be capable of doing both.
If the beachfront must be restored and protected, serious consideration should also be given to practical support for those whose sources of income have been disrupted.
Relocation options, skills training, enterprise support programmes and collaboration with local authorities could help cushion the impact on affected families.
Ultimately, development is most sustainable when it brings people along rather than leaving them behind.
The events at La offer an important reminder that stakeholder engagement is not merely a public relations ritual, but a governance necessity.
Institutions earn trust not only through the decisions they make, but also through the manner in which those decisions are made.
In moments such as these, trust can be as valuable as the assets being protected.
GNA
Edited by Beatrice Asamani Savage
About the writer
Richard Quashigah is a lecturer in International Public Relations and Public Relations Strategy and Campaign Planning, a leadership management consultant and a communications professional with more than 30 years’ experience in media, public relations and strategic communication. His interests include stakeholder engagement, governance, leadership development and reputation management.