The MoMo sector is faced with the challenge of fraud despite its immense benefit to Ghana’s economy

The Director of Fintech and Innovation at the Bank of Ghana, Mr. Kwame Oppong, says cases of mobile money fraud are on the increase, with fraudsters devising various means to scam both mobile money vendors and users of the mobile money platform.

Speaking at the swearing-in ceremony of the new executives of the Mobile Money Advocacy Group, Mr. Oppong said the Mobile Money Regulatory framework in Ghana has been adjudged the number one globally, which is a big boost to the fintech industry, hence the need to protect the sector.

Since the introduction of mobile money in Ghana, sending and receiving money has become easy and convenient. However, the sector has faced the challenge of fraud and scams, with both vendors and customers falling victim.

To educate the public and mobile money operators, the Mobile Money Advocacy Group was established to raise awareness of fraud in the system and protect operators in the sector. For the past eight years, the Mobile Money Advocacy Group has taken its education on mobile money fraud to all 16 regions in the country.

Although some successes have been achieved, mobile money fraud continues to persist because fraudsters continue to devise new methods. To strengthen education efforts, the Mobile Money Advocacy Group has elected new executives to help counter the fraud in the system.

The Director of Fintech and Innovation at the Bank of Ghana, Mr. Kwame Oppong, said the mobile money industry is serving Ghana well and must be protected from fraudsters.

The President of the Mobile Money Advocacy Group, Mr. Edward Ofori Agyemang, said the group is in talks with the police to ensure security for mobile money vendors. Mr. Agyemang shared some security information on how to protect one’s mobile money from fraudsters.

The new executives will steer the affairs of the group for the next four years.

The unfortunate news that befell the Kantamanto market with the destructive fire outbreak that raised it to the ground over the weekend of January 3, 2025, is a tragedy too tearing to contend with, particularly for those whose businesses were affected.

It is depressing that the approach of a new year’s high expectations for some of our people who do business, small and mighty, in and around Kantamanto market, woke up that unfortunate morning to the distressing news of their decades-long life support in ruins. Regrettably, no one shop was spared and no one was able to save a pin. Though only one life was reportedly lost, the pain may never be forgotten.

It is even more biting, come to think that in this country, fire outbreaks of such magnitude with its attendant damage and emotional stress, sometimes with loss of lives, and is left to die natural deaths or receive low-key public investigations and retribution. Invariably, where there have been fire outbreaks in public places or buildings with public interest, not much is heard of either with the results of forensic audits or even prosecutions for negligence or otherwise.

Cry and tear

One would cry and shed a tear at the destruction because, described as one of the sprawling and patronised open markets in the sub-region, Kantamanto has been a supportive business centre for families who have been doing business there for decades. These people wake up each morning in readiness to go and earn a living. That readiness was cut short in no other time than the beginning of a new year as they were getting ready to count their profits or otherwise and strategise for a fresh new year.

Some people may never have shopped inside the market. What took me there over a decade and a half ago was based on testimonies shared by some colleagues because our office then was only a stone’s throw from the market. 

I remember an expatriate Director of my company who, at his farewell dinner spoke affectionately of the Ghana he was leaving behind and specifically referred to how Kantamanto saved him so much one Christmas when his two sons insisted they wanted a particular brand of trainers worn by some of their mates at school. His driver saved the situation when he took the boys to Kantamanto market and lo and behold, they got their dream trainers at a far cheaper price.

Another testimony was how a colleague at work who had been looking for some particular lace curtains and which had taken her to all the much talked about curtain shops in the city but to no avail. Then she took a cue from our expatriate Director and went to Kantamanto one day. 

The lace curtains she had searched for were readily available there at a more reasonable price.  When she showed it to me, I rushed there for some but unfortunately for me, they were sold out.

Esteem

For many years, I have always held the Kantamanto market in high esteem and as the go-to-market when the big shops fail you. It is a Mall in its own sense though the difficult traffic situation and the availability of parking space make it difficult to stop by. Nonetheless, one cannot discount its potential.

One would cry for the demise of the famous open market and the trauma suffered by all who were selling in and around. Not only have they lost their investments, but they have also lost their daily sustenance and a dependable regular income. They were because Kantamanto was.

The market is now down to ground zero and with what happened in America on September 11, 2001, one expects that in the pain and anguish of the victims, the authorities would not get dragged into any bureaucracy but rather focus on the opportunity to raise Kantamanto market up once again for victims’ businesses to take off.

Emotions are high, as one hears people have allegedly moved in to set up some businesses on top of the rubbles. While one empathises with them, it is that time in the journey of a befallen tragedy that the mental health of the affected should be prioritised in any attempt to settle them.

It is time for the associations of psychologists and psychiatrists to find a way to reach the affected.  Thanks to the media, there is an available medium to talk to people, counsel them, pick out those whose mental health has been affected and offer the needed counselling or treatment.

It is almost one month since the outbreak of the fire.  It is wished that the responsible authorities would quicken their steps if investigations have not been completed. May plans to restore the place be given some priority.  May something better come out soon as one prays for the victims.

Those of us who once got better deals from Kantamanto will always remember the promising open market that had so much potential, serving the needs of the people right at the centre of the city of Accra. 

That is why one will cry for the Kantamanto market for good time’s sake.

******

The writer can be contacted via email at [email protected]

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The MoMo sector is faced with the challenge of fraud despite its immense benefit to Ghana’s economy

The Director of Fintech and Innovation at the Bank of Ghana, Mr. Kwame Oppong, says cases of mobile money fraud are on the increase, with fraudsters devising various means to scam both mobile money vendors and users of the mobile money platform.

Speaking at the swearing-in ceremony of the new executives of the Mobile Money Advocacy Group, Mr. Oppong said the Mobile Money Regulatory framework in Ghana has been adjudged the number one globally, which is a big boost to the fintech industry, hence the need to protect the sector.

Since the introduction of mobile money in Ghana, sending and receiving money has become easy and convenient. However, the sector has faced the challenge of fraud and scams, with both vendors and customers falling victim.

To educate the public and mobile money operators, the Mobile Money Advocacy Group was established to raise awareness of fraud in the system and protect operators in the sector. For the past eight years, the Mobile Money Advocacy Group has taken its education on mobile money fraud to all 16 regions in the country.

Although some successes have been achieved, mobile money fraud continues to persist because fraudsters continue to devise new methods. To strengthen education efforts, the Mobile Money Advocacy Group has elected new executives to help counter the fraud in the system.

The Director of Fintech and Innovation at the Bank of Ghana, Mr. Kwame Oppong, said the mobile money industry is serving Ghana well and must be protected from fraudsters.

The President of the Mobile Money Advocacy Group, Mr. Edward Ofori Agyemang, said the group is in talks with the police to ensure security for mobile money vendors. Mr. Agyemang shared some security information on how to protect one’s mobile money from fraudsters.

The new executives will steer the affairs of the group for the next four years.

“Authorities mobilized to defend against this attack and to ensure the safety and security of employees and those in the immediate surroundings.

“The situation at the mine is currently calm and the Company is working closely with the authorities. Our primary concern is the safety and health of all our employees and those in our community who have been directly impacted by this incident.”

The Ghana Armed Forces (GAF), in a statement, explained that military personnel acted in self-defence when illegal miners opened fire on them.

GAF confirmed that seven illegal miners tragically lost their lives in the incident, with several others, including a member of the public security forces, sustaining injuries.

The government has ordered an investigation into the matter and directed AngloGold Ashanti to cover the medical expenses of the injured.

Additionally, the Member of Parliament for Obuasi West, Kwaku Kwarteng, has called for an immediate probe into the incident.

Mahama orders probe into deadly Obuasi clash

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In a statement issued on January 19, GNASSM said, “The Ghana National Association of Small Scale Miners (GNASSM) strongly condemns the violent clashes that occurred late Saturday, January 18, 2025, between some youth of Obuasi and members of Operation Halt II, a military taskforce deployed to halt all forms of illegal mining activities on AGA concession.”

“The Association extends its heartfelt condolences to the families of the deceased and wishes those injured a speedy recovery.”

AngloGold Ashanti Ghana has confirmed the deadly clash between illegal miners and military personnel at its secured operational area in the northern section of the Obuasi concession.

The confrontation, which took place on January 18 in Obuasi, Ashanti Region, escalated tensions, with four vehicles set ablaze during the incident.

In a statement issued on January 19, AngloGold Ashanti stated that a large group of armed illegal miners attempted to forcibly gain unauthorized access to the mine’s infrastructure.

The company assured the public that calm had been restored and emphasized its ongoing collaboration with authorities to address the situation.

Mahama orders probe into deadly Obuasi clash

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Kylian Mbappe scored twice as Real Madrid came from behind to beat Las Palmas and go top of La Liga.

Fabio Silva’s close-range effort gave the visitors a surprise lead but Mbappe levelled from the penalty spot after Sandro Ramirez fouled Rodrygo.

Brahim Diaz slotted home from Lucas Vazquez’s pass to give Real the lead before an exquisite finish from Mbappe, who guided the ball into the net for his 12th league goal of the campaign, put Carlo Ancelotti’s side in complete control at the break.

Rodrygo slotted in Fran Garcia’s cutback in the 57th minute as Real’s dominance continued after the interval.

Las Palmas’ half-time substitute Benito Ramirez was then sent off after a video assistant review of his studs up lunge into the midriff of Vazquez upgraded the initial yellow card to a red.

The result means Real are top of the table, two points clear of Atletico Madrid, who lost against Leganes on Saturday.

Real had three goals ruled out for offside, including what would have been a hat-trick goal for Mbappe while England midfielder Jude Bellingham missed a host of chances.

Attention now turns to Wednesday when Real host Red Bull Salzburg in the Champions League.

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Thousands of Israelis gathered in Hostages Square in Tel Aviv, some cheering and some in tears, as a giant television screen broadcast the first glimpse of the first three hostages to be released under the Gaza ceasefire deal.

They watched as the three women – Romi Gonen, Doron Steinbrecher and Emily Damari – got out of a car in Gaza City and were handed over to Red Cross officials amid a surging crowd that was held back by armed men in camouflaged military gear, with green Hamas headbands.

“I’m excited, I was so nervous, that they would come safe and alive to their mothers’ hands. They were in the hands of terrorists for 471 days, three young women,” said Shay Dickmann, whose cousin was found slain by her Hamas captors in August.

The Israeli military shared video showing their families gathered in what appeared to be a military facility crying out in emotion as they watched footage of the handover to Israeli forces in Gaza before they were brought back into Israel.

Pictures shared by the families showed the three women embracing their mothers at a reception centre, with Emily Damari beaming broadly and waving a bandaged hand missing two fingers at family on the other end of a mobile phone video call.

After a nerve-racking morning, waiting to hear whether Damari would be one of the three hostages freed on Sunday, her friends breathed a sigh of relief.

“We didn’t have any sign of life from her for a whole year and this is the first time we are seeing her, and we are seeing her walking on her two feet and we are just waiting here to hug her and say how much we love her,” said Guy Kleinberger.

They were later flown to a hospital in Tel Aviv in a helicopter that Israeli media reported was piloted by the head of the Israeli air force.

“Romi, Doron, Emily,” an entire nation embraces you,” Prime Minister Benjamin Netanyahu said.

UNCERTAINTY SURROUNDING REMAINING HOSTAGES

The release of the three women, the first of 33 hostages due to be freed from Gaza under phase one of the deal, is in exchange for 90 Palestinian prisoners held in Israeli jails.

The hostages were taken in one of the most traumatic episodes in Israel’s history, when Hamas gunmen attacked a string of communities around the Gaza Strip in the early hours of Oct. 7, 2023, killing around 1,200 civilians and soldiers and abducting 251 hostages – men, women, children and elderly.

But amid hope among many Israelis that the six-week ceasefire marks the beginning of the end to the war, there is deep unease about the uncertainty surrounding the remaining 94 hostages still held in the Gaza Strip.

“The ceasefire is something that I hope will work out,” said Tomer Mizrahi, in Sderot, a town in southern Israel within sight of Gaza that was attacked on Oct. 7. “But as I know Hamas, you cannot even trust them one percent.”

Images of Hamas police emerging on to the streets as the ceasefire took effect underscored how far Israel remains from its originally stated war aims of destroying the Islamist group that has ruled in Gaza since 2007.

“I’m torn,” said Dafna Sharabi from Beit Aryeh-Ofarim, a Jewish settlement in the occupied West Bank. “On the one hand there’s a ceasefire to strengthen the forces, to rest from all the madness, on the other, maybe it’s not the time,” she said.

“They should have been eliminated, wiped out,” she said. “My son was on reserve duty for a year over there … and he sees all the Gazans returning, Hamas returning its forces to all the places he fought in.”

MEN OF MILITARY AGE NOT IN THE DEAL

After 15 months of war, Gaza lies largely in ruins. Israel’s campaign has killed almost 47,000 Palestinians, according to the Palestinian health ministry and displaced most of the two million people who live in the enclave.

But for many in Israel, the war will not be over while Hamas still stands and there have been a series of rallies opposing the ceasefire as a sell-out that abandons men of military age taken captive, who are not in the first batch of 33 hostages.

National Security Minister Itamar Ben-Gvir has already resigned and his fellow hardliner Bezalel Smotrich has also opposed the deal and said he has been reassured that it is not the end of the war.

The Israel Democracy Institute said its latest Israeli Voice Index, conducted just before the deal was agreed, found 57.5% of Israelis in favour of a comprehensive agreement that would see all hostages back in return for ending the war. Twelve percent supported a partial hostage release in return for a temporary ceasefire.

Amid the mix of emotions, for some, a sense of exhaustion outweighed any concerns about the future.

“We have been waiting for this for a long time. We wanted it to be an absolute victory, I hope we get that absolute victory,” said Shlomi Elkayam, who owns a business in Sderot. “There are pros and cons, but in the end we are tired of it all. We are tired and we want everyone here at home.”

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President John Dramani Mahama has appointed Mr Edward Abambire Bawa as the Acting Chief Executive Officer (CEO) of Ghana National Petroleum Corporation (GNPC), effective January 17. 

A statement issued by Dr Callistus Mahama, the Executive Secretary to the President, copied to the Ghana News Agency, said Mr Bawa’s appointment was in accordance with Article 195(1) of the Constitution and Section 10(7) of the Ghana National Petroleum Corporation Act, 1983 (PNDCL 64) pending receipt of the required advice of the Minister of Energy, in consultation with the Public Services Commission.  

The President further congratulated Mr Bawa on his appointment and wished him well. 

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DISCLAIMER: The Views, Comments, Opinions, Contributions and Statements made by Readers and Contributors on this platform do not necessarily represent the views or policy of Multimedia Group Limited.

President John Mahama reassured the Asantehene, Otumfuo Osei Tutu II, of his determination to improve healthcare delivery and complete stagnant projects in the Ashanti Region.

The President said he will tackle the economic challenges confronting the nation.

Speaking at a durbar of the chiefs and people of Asanteman at the Manhyia Palace in Kumasi on Sunday to mark the first Akwasidae of 2025, he expressed gratitude to the people for their support during the recent general election.

He assured the Asante King of his commitment to ensuring equitable distribution of national resources, stressing the need to invest in quality healthcare. 

President Mahama emphasised the necessity for broadening healthcare services, especially in times of disruptions in public healthcare facilities like strikes.

“In instances where public hospitals have been shut down due to labour disputes, military hospitals remain operational,” he said

“This is why we have taken the initiative to establish a second military hospital here in the Ashanti Region.”

He expressed concern over the abandonment of the project in the past eight years and affirmed his government’s commitment to seeing to its completion.

“The military hospital in this area has been neglected, but my administration has taken measures to ensure its completion to enhance healthcare provision in the Ashanti Region and beyond,” the President said.

“I recognise your high hopes, and I guarantee that we will strive to make Ghana a more favorable place for our progeny.”

 “Your trust in us during the recent election contributed to our resounding victory, and for that it is necessary to rely on me to fulfill my pledges.”

Daasebre Osei Bonsu, the Paramount Chief of Mampong Traditional Area, conveyed the sentiments of the Asantehene, saying: “We beseech you to always uphold the commitments and pledges you have made.”

 “I urge you to honour all your assurances to us in the illustrious Asante Kingdom.”

We have unwavering faith in your integrity that you shall not falter, and we will see through the realisation of all ongoing developmental initiatives within and beyond the Ashanti Kingdom.”

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By Iddi Yire

Accra, Jan 19, GNA – The Government has expressed deep regret over the death of eight people, said to be illegal miners, following a violent clash at a mining site at Obuasi in the Ashanti Region.

In response to the unfortunate incident, President John Dramani Mahama has ordered an immediate investigation to determine the circumstances surrounding the clashes and ensure that any individual found to have acted unlawfully was brought to justice.

A statement issued by Mr Felix Kwakye Ofosu, the Acting Spokesperson to the President, copied to the Ghana News Agency on Sunday, said the Government had meanwhile asked the management of Anglo-Gold Ashanti to bear the medical expenses of the injured individuals.

It must also facilitate the burial arrangements of those who unfortunately lost their lives.

“The security agencies have also been tasked to take prompt action to restore peace in the area and implement measures to prevent similar occurrences,” the statement said.

GNA

Raids to detain and deport migrants living in the US without permission are set to begin on the first full day of President-elect Donald Trump’s new administration, sources have told the BBC’s US partner CBS.

It is unclear where the operations – threatened by Trump’s “border tsar” Tom Homan – could begin.

Earlier reports indicated deportations would start in Chicago, a city with a large migrant population, as early as Tuesday.

But Homan told the Washington Post on Saturday that the Trump administration is reconsidering after the location was leaked.

Trump has vowed to oversee the largest deportation programme in US history, and Homan has said criminals and gang members will be prioritised in such raids.

Homan told the Post that the administration’s enforcement goals are broader than just Chicago.

“ICE will start arresting public safety threats and national security threats on day one,” he said. “We’ll be arresting people across the country, uninhibited by any prior administration guidelines. Why Chicago was mentioned specifically, I don’t know.”

In an interview with Fox News this week, the border tsar promised a “big raid” across the country. He has previously said Chicago will be “ground zero” for the mass deportations.

Homan expanded on the administration’s plans on Fox News over the weekend,saying the deportations will not be “raids”, but “targeted enforcement operations”.

He described these efforts as “well planned”.

“When ICE goes out, they’re going to know exactly who they’re looking for and pretty much where they’ll find them,” Homan said.

He said he expects deportation flights to leave in the first week of Trump’s presidency and anticipates daily lawsuits for deportation efforts from organisations like the American Civil Liberties Union.

“I’m sure we’ll be sued, but bring it,” he said.

Trump, a Republican, also promised mass deportations ahead of his first presidential term back in 2017 – though he ended up removing about half the number of immigrants that President Barack Obama, a Democrat, did in his first four years.

The 47th president is coming into office with widespread support for his border policies. A New York Times and Ipsos poll published on Saturday found 55% of Americans either strongly or somewhat support such mass deportations.

The Immigration and Customs Enforcement (ICE) agency deports illegal migrants all the time.

However, the operation to be launched after Trump’s inauguration on Monday is expected to target so-called “sanctuary” cities that limit co-operation with federal immigration officials, two sources familiar with the plans told CBS.

ICE officials in the Chicago area recently asked agents to join this week’s planned raids without notifying heads of the agency in Washington DC, according to CBS.

New York, Los Angeles, Denver and Miami are also due to be targeted with raids, the Wall Street Journal reported, citing unnamed sources familiar with the plans.

Some reports suggest that Trump could do away with a longstanding policy that has made churches off-limits for ICE arrests.

At a church in a mostly Latino neighbourhood of Chicago, worshippers shared their concerns with the BBC.

“I’m scared, but I can’t imagine what people without papers are feeling,” said D Camacho, a 21-year-old legal immigrant from Mexico who was in the congregation at Lincoln United Methodist Church in the Pilsen area last Sunday.

Reverend Emma Lozano said: “If someone with five children gets taken, who will take the children in? Will they go to social services? Will the family be divided?”

The rules under Democratic President Joe Biden were that ICE was generally to prioritise the arrest of illegal migrants who were serious criminals, had crossed the border recently or posed a national security threat.

While Trump’s team has signalled that it will begin with migrants who had committed crimes, all illegal migrants – including those who have lived and worked in the US for many years and have no criminal history – may be more likely to be arrested and deported.

Immigration raids at construction sites where undocumented migrants are often employed are also expected to resume, after being discontinued by the Biden administration, according to CBS.

However, the operation could pose difficulties for officials – with limited custody space to hold detainees.

At the same time, the Laken Riley Act – named after a college student who was murdered last year in Georgia by a Venezuelan illegal migrant who was previously arrested for shoplifting – is expected to be passed by Congress next week.

The proposed legislation will require the federal government to detain migrants living in the US illegally who are suspected of criminal activity.

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I. EXECUTIVE SUMMARY

Ghana’s waste management system faces mounting challenges driven by rapid urbanization, population growth, and the limitations of an outdated 8-hour operational model. This framework has led to delayed waste collection, overflowing bins, and underutilized recycling facilities, compounding environmental degradation, public health risks, and significant economic losses. Accra alone generates over 14,000 tons of waste daily, underscoring the urgency for systemic reform.

The proposed 24-hour economy model aims to revolutionize Ghana’s waste management by ensuring continuous operations, optimizing resource recovery, fostering job creation, and leveraging advanced technologies. Aligned with global sustainability goals such as SDG 11.6 (reducing urban environmental harm), SDG 12.5 (promoting recycling and reuse), and SDG 9 (fostering innovation and resilient infrastructure), this model offers a transformative pathway to sustainability.

Key objectives include ensuring round-the-clock waste collection to prevent overflow, maximizing recycling infrastructure, promoting a circular economy, and formalizing informal waste workers. These initiatives promise cleaner cities, healthier communities, and economic growth. However, success requires addressing challenges like high initial investments, public resistance to behavioral change, and coordination complexities.

By fostering public-private partnerships, engaging communities, and leveraging cutting-edge technologies such as Artificial Intelligence (AI) alongside innovative financing mechanisms, Ghana can address these challenges and revolutionize urban waste management. The 24-hour model goes beyond mitigating waste-related issues, unlocking significant economic opportunities while driving the transition to a sustainable circular economy.

Through determination and collaboration, Ghana has the opportunity to set a benchmark in sustainable waste management for Africa and beyond.

II. INTRODUCTION

In 2015, Ghana was ranked the 7th dirtiest country in the world—a grim milestone that casts a long shadow over the nation’s ongoing struggle with waste management. Accra, the capital, now generates over 14,000 tons of waste daily, burdening a system crippled by inadequate infrastructure, limited funding, and weak regulatory enforcement. Recycling efforts remain sluggish, while inefficiencies in waste collection and disposal exacerbate environmental degradation, public health risks, and economic setbacks. As if these challenges were not enough, the outdated 8-hour operational model with its limited timeframe further paralyzes progress, leaving waste uncollected and valuable resources untapped. The growing complexity of urban waste management demands a shift to a continuous, resource-efficient system that keeps pace with the city’s rapid growth and complexity. Without urgent reform, Ghana risks being buried under the weight of its own progress.

Figure 1: 8-Hour economy with limited operational timeframe

Sustainable Development Goals (SDGs) provide a transformative framework to address these pressing challenges:

• SDG 12.5 seeks to significantly reduce waste generation through prevention, reduction, recycling, and reuse.
• SDG 11.6 targets reducing the adverse environmental impact of cities by improving air quality and municipal waste management.
• SDG 9 emphasizes fostering innovation and building resilient infrastructure to support sustainable development.

In alignment with these goals, the NDC has set out key objectives for implementing a 24-hour waste management model, including:

1. Ensuring round-the-clock waste collection to prevent overflow, reduce environmental degradation, and enhance public health.
2. Maximizing the utilization of waste management infrastructure by maintaining continuous operations across recycling plants and processing facilities.
3. Promoting resource recovery through recycling and the adoption of a circular economy framework.
4. Creating jobs in the waste management value chain, particularly for informal waste collectors, while integrating advanced technologies for operational efficiency.
5. Building partnerships with private waste management firms and international stakeholders to foster innovation and secure funding for sustainable infrastructure.

By extending operational hours, the NDC’s 24-hour model ensures uninterrupted waste collection, timely bin emptying, and cleaner urban spaces. Leveraging advanced technologies like AI and IoT, it enhances efficiency, enables real-time monitoring, and promotes resource recovery. These innovations, integrated within the 24-hour economy framework, provide a transformative strategy to revolutionize waste management. This approach not only addresses environmental and public health challenges but also drives economic growth, advancing Ghana’s sustainability goals and fostering a holistic solution to one of its most pressing urban issues.

Figure 2: 24-hour economy with extended 16 additional hours

Drawing inspiration from global exemplars such as Singapore’s integrated waste-to-energy systems and South Korea’s pay-as-you-throw policies, Ghana has the opportunity to reimagine its waste management framework. By adopting a 24-hour economy, the nation can establish itself as a leader in sustainable urban waste management across Africa.

 III. CURRENT STATE OF WASTE MANAGEMENT IN GHANA

Ghana’s waste management system is at a critical juncture, with urban centers like Accra visibly overwhelmed by accumulated waste. Inadequate collection systems, poor recycling infrastructure, and widespread illegal dumping have compounded environmental and public health challenges. This crisis earned Ghana the unfortunate ranking as the seventh dirtiest country globally in 2015. Without urgent reforms, the country risks further environmental degradation and health crises, especially in urban areas as shown in Figure 3.

Figure 3: Ghana’s waste management crisis.

The consequences of neglecting effective waste management are severe. Environmentally, clogged waterways exacerbate urban flooding and threaten marine ecosystems. Economically, Ghana incurs an estimated $290 million annually—equivalent to 1.6% of its GDP—due to reduced productivity, increased healthcare costs, and the degradation of ecosystems vital to agriculture and tourism. Health-wise, sanitation-driven diseases account for over 70% of outpatient cases, with seasonal cholera outbreaks and diarrheal diseases disproportionately affecting vulnerable populations.

The introduction of a 24-hour economy policy provides a viable path forward. By enabling continuous waste collection, processing, and recycling, this transformative model eliminates bottlenecks, maximizes infrastructure use, and reduces environmental harm. Beyond operational efficiency, it fosters economic growth through job creation and investment in recycling and recovery systems. This policy aligns with Ghana’s goals to advance sustainable urban development and achieve key Sustainable Development Goals (SDGs), such as good health and well-being (SDG 3), clean water and sanitation (SDG 6), and sustainable cities and communities (SDG 11).

By prioritizing waste management as a critical national agenda, Ghana has the opportunity to transform its urban centers into cleaner and more livable cities. This initiative can significantly enhance public health by reducing waste-related diseases and creating healthier communities. Furthermore, it paves the way for environmental sustainability by promoting recycling and proper waste disposal practices. Together, these efforts will contribute to a brighter, cleaner, and more sustainable future for the nation.

IV. THEORETICAL FRAMING: PORTER’S VALUE CHAIN FRAMEWORK AND THE CIRCULAR ECONOMY MODEL

Optimizing Ghana’s waste management and recycling systems within a 24-hour economy requires a solid theoretical foundation. Porter’s Value Chain Framework and the Circular Economy Model (CEM) provide complementary approaches to analyze inefficiencies and develop sustainable solutions.

Porter’s Value Chain Framework

This framework offers a structured approach to breaking down the waste management value chain into three key nodes/stages: upstream (waste generation), midstream (transportation and processing), and downstream (redistribution and reuse) as shown in Figure 4. It identifies primary activities like waste collection, transportation, sorting, and recycling, complemented by support activities such as infrastructure development and technology adoption. Transitioning from an 8-hour operational model to a 24-hour model eliminates bottlenecks, enhances resource recovery, and ensures seamless operations at every stage.

Figure 4: Figure 4: Porter’s Value Chain in waste management – upstream, midstream, and downstream stages.

Circular Economy Model

The Circular Economy Model transitions from the traditional linear “take-make-dispose” framework to a regenerative system that treats waste as a valuable resource. It prioritizes the recovery and reuse of waste, directly supporting the objectives of Sustainable Development Goal 12.5, which aims to substantially reduce waste generation through prevention, reduction, and recycling. By minimizing reliance on landfills, this model not only mitigates environmental impact but also creates significant economic opportunities in recycling industries and renewable energy production—key areas that the 24-hour economy programme must strategically leverage

Table 1: Integrative approach to Porter’s Value Chain Framework and the Circular Economy Model

Stage	Efficiency Focus (Porter’s Value Chain)	Sustainability Focus (Circular Economy)	Application in Ghana
Upstream: Waste Generation	Waste segregation at source	Design recyclable products; reduce waste generation.	Public education on segregation; enforce EPR policies.
Collection	Optimize schedules using AI and IoT bins.	Minimize contamination of recyclables.	Deploy smart bins; expand collection coverage.
Transportation	Streamline routes; reduce fuel cost	Promote eco-friendly transport methods.	GPS tracking; incentivize hybrid/electric vehicles.
Midstream: Sorting & Processing	Operate recycling/composting plants 24/7.	Maximize resource recovery via advanced technologies.	Install AI sorting systems; build composting facilities.
Recycling & Recovery	Enhance material recovery rates.	Develop secondary markets for recycled materials.	Establish plants for plastics, e-waste, metals; use recycled materials.
Downstream: Redistribution	Strengthen recycler-manufacturer linkages.	Reintegration of recovered materials into the economy.	Promote recycled products; use blockchain for traceability.
Support Activities	Invest in infrastructure and enabling tech.	Integrate sustainability across value chain stages.	Foster public-private partnerships; adopt IoT for monitoring.

The integration of Porter’s Value Chain Framework with the Circular Economy Model offers a comprehensive and actionable strategy for optimizing waste management and recycling systems in Ghana. By addressing inefficiencies across the value chain—waste generation, collection, transportation, processing, and redistribution—this combined approach ensures operational efficiency, environmental sustainability, and economic viability. It provides a roadmap for transforming waste into valuable resources, fostering a circular economy while creating jobs and promoting sustainable urban development.

V. OPTIMIZING THE WASTE AND RECYCLING VALUE CHAIN: A COMPARATIVE ANALYSIS OF 8-HOUR AND 24-HOUR MODELS

Overview of the Waste and Recycling Value Chain

The waste and recycling value chain represents the systematic flow of waste from its generation to its final redistribution or disposal, emphasizing resource recovery and sustainability. It is divided into three key stages: upstream, midstream, and downstream, each involving distinct processes and stakeholders. The table below provides a detailed breakdown

Table 2: Waste and Recycling Value Chain Overview

Stage	Key Processes	Stakeholders	Roles
Upstream: Waste Generation	Waste generation from households, businesses, and industries   Initial segregation into recyclable, organic, and non-recyclable categories.	Households Businesses Industries Municipal Authorities & Government	Segregate waste at source. Adopt sustainable waste reduction practices and comply with regulations. Design collection schedules and educate the public. Develop and enforce policies, promote sustainable practices, and incentivize compliance.
Midstream: Transportation and Processing	Collection of waste by formal and informal providers.   Transportation to recycling plants, composting centers, or landfills. Sorting and preprocessing.	Waste Collectors (Formal and Informal) Transporters Recycling and Processing Facilities   Government and Municipal Authorities	Gather waste and specialize in high-value materials. Ensure timely and efficient logistics. Conduct sorting, recycling, and composting. Regulate waste collection systems and promote eco-friendly methods.
Downstream: Recycling and Redistribution	– Recycling and repurposing materials. – Distribution of recycled products and promotion of circular economy principles. – Safe disposal of waste.	– Manufacturers – Retailers and Distributors – Consumers – Government	Use recycled materials in production and adopt sustainable practices. Distribute and promote recycled products. Engage in sustainable consumption. Foster recycled goods markets and provide subsidies.

Key Takeaways:

The waste and recycling value chain is a complex system requiring active collaboration among stakeholders at every stage. By clearly defining roles and implementing effective strategies, this value chain can significantly enhance resource recovery, minimize waste, and support the transition to a circular economy.

A Comparative Analysis of 8-Hour and 24-Hour Models

Ghana’s waste management framework, anchored in an 8-hour operational model, struggles to meet the growing demands driven by rapid urbanization and population growth. This model contributes to systemic inefficiencies, including delayed waste collection, overflowing bins, and underutilized processing facilities, amplifying environmental and public health challenges. In contrast, a 24-hour waste management model offers a dynamic alternative, ensuring continuous operations, maximizing resource recovery, and alleviating system bottlenecks. This comparative analysis highlights the strengths and weaknesses of both models, demonstrating how the 24-hour framework can transform Ghana’s waste management landscape into a more efficient and sustainable system.

Table 3: 8-Hour vs. 24-Hour Economy Efficiency for Upstream

Aspect	8-Hour Economy	24-Hour Economy
Waste Sorting	Limited awareness and time for households and businesses to segregate waste.	Public education campaigns run continuously, encouraging active participation.
Collection Frequency	Restricted schedules lead to overflowing bins and illegal dumping.	Round-the-clock collection prevents accumulation, reducing public health risks.
Stakeholder Engagement	Municipal campaigns and policies are limited to working hours, reducing outreach.	Continuous outreach fosters better compliance with segregation and disposal rules.

Figure 4: 8-Hour vs. 24-Hour Economy Efficiency for Midstream

Aspect	8-Hour Economy	24-Hour Economy
Transportation	Peak-hour traffic causes delays and increases fuel consumption.	Off-peak schedules reduce travel time, fuel use, and emissions.
Processing Capacity	Plants operate below capacity due to limited working hours.	Continuous operations maximize throughput, reducing backlogs and inefficiencies.
Informal Sector Inclusion	Informal workers struggle to integrate into formal systems.	Formalization efforts ensure equitable participation and steady waste flow.

Table 5: 8-Hour vs. 24-Hour Economy for Downstream

Aspect	8-Hour Economy	24-Hour Economy
Recycled Material Supply	Limited operating hours delay material recovery, reducing supply.	Continuous processing ensures a steady flow of recycled materials to industries.
Market Development	Weak demand for recycled goods due to irregular supply and low quality.	Consistent quality and supply drive market growth for recycled products.
Consumer Participation	Limited outreach hinders public engagement in circular economy practices.	Ongoing campaigns foster a culture of sustainability and responsible consumption.

By analyzing the waste management value chain through the Upstream, Midstream, and Downstream stages, it becomes clear that the 8-hour economy creates inefficiencies and limits stakeholder contributions. The 24-hour economy, on the other hand, enhances stakeholder engagement, ensures continuous operations, and integrates circular economy principles. This transformation optimizes waste management while driving economic growth, environmental sustainability, and public health improvements for Ghana.

VI. CHALLENGES IN IMPLEMENTING THE 24-HOUR WASTE MANAGEMENT ECONOMY

The 24-hour waste management economy presents an ambitious and transformative vision for Ghana’s urban waste challenges. However, its successful execution requires overcoming significant hurdles. These challenges must be strategically addressed to ensure the policy’s sustainability and effectiveness.

1. High Initial Investment Requirements

• Infrastructure Development: Establishing cutting-edge recycling facilities, deploying IoT-enabled waste bins, and integrating AI-powered systems demands substantial financial investment.
• Workforce Training: Building a skilled workforce to operate advanced technologies will require dedicated funding for training and capacity-building initiatives.

2. Behavioral Resistance and Public Engagement

• Community Adoption: Many households and businesses may resist adopting waste segregation practices due to lack of awareness or ingrained habits.
• Stakeholder Collaboration: Gaining the buy-in of informal waste collectors, private companies, and local governments is essential but may face skepticism regarding equitable roles and benefits.

3. Regulatory and Institutional Weaknesses

• Enforcement Gaps: Weak enforcement mechanisms may undermine compliance with waste segregation and disposal laws, especially in informal settlements.
• Policy Incompatibility: Current waste management frameworks may lack alignment with advanced technologies and circular economy principles, necessitating comprehensive policy reforms.

4. Operational and Logistical Complexities

• Coordination Challenges: Managing round-the-clock operations requires seamless collaboration among municipalities, private waste firms, and other stakeholders.
• Technology Integration: Merging AI and IoT systems with existing waste management operations may encounter delays due to technical and logistical barriers.

5. Environmental Risks

• Waste-to-Energy Concerns: While waste-to-energy facilities can reduce landfill dependency, emissions from incineration must be carefully managed to avoid air pollution.
• Climate Vulnerabilities: Flooding and extreme weather events linked to climate change could disrupt waste collection, transportation, and processing systems.

6. Financial Sustainability

• Ongoing Costs: Maintaining 24-hour operations, including salaries, equipment maintenance, and technology upgrades, will impose long-term financial demands.
• Revenue Limitations: Developing robust markets for recycled materials and renewable energy products is critical but will require time and strategic investments.

Strategies to Address Challenges

To mitigate these challenges, the following strategies are proposed:

1. Innovative Financing Models

1. Leverage public-private partnerships (PPPs) to share costs and risks.
2. Access international funding through climate-related grants and development loans.
3. Explore carbon credit mechanisms to incentivize investments in waste-to-energy and recycling initiatives.
4. Extensive Public Awareness Campaigns

2. Conduct education drives using local influencers, media platforms, and community leaders to promote waste segregation and recycling practices.
3. Incentivize behaviour change through reward systems and lower waste collection fees for compliant households.
4. Regulatory Strengthening

3. Update existing waste management laws to integrate 24-hour operations and circular economy principles.
4. Enforce stricter penalties for illegal dumping and non-compliance while incentivizing waste reduction practices.
5. Incremental Implementation
6. Launch pilot projects in Accra, Kumasi, and Tamale to test operational models, build stakeholder confidence, and refine strategies before scaling nationwide.
7. Environmental Safeguards

5. Enforce stringent environmental standards for waste-to-energy plants, focusing on emissions control and energy efficiency.
6. Incorporate climate resilience into infrastructure planning to address vulnerabilities to extreme weather.
7. Market Development for Recycled Goods

6. Foster partnerships with industries to create demand for recycled materials.
7. Use subsidies and tax incentives to support businesses using recycled inputs.

Addressing these challenges requires a multi-faceted approach, blending innovation, regulation, and collaboration. By strategically navigating these obstacles, Ghana can achieve a transformative shift in waste management, positioning itself as a leader in sustainable urban development and a model for other nations.

VII. INSPIRATION FROM GLOBAL BEST PRACTICES

Countries around the world have successfully tackled urban waste management challenges by implementing innovative policies, leveraging advanced technologies, and fostering strong stakeholder collaboration. Ghana can draw valuable lessons from these success stories to enhance its own waste management and recycling value chain within the framework of the NDC’s 24-hour economy policy. The following examples from Singapore, South Korea, Malaysia, and Rwanda highlight actionable strategies that can be adapted to Ghana’s unique context.

1. Singapore: Integrated Waste-to-Energy Systems and Smart Waste Monitoring

Singapore has established itself as a global leader in waste management by adopting a holistic approach that combines advanced technologies and robust policies:

• Waste-to-Energy (WTE) Plants: Singapore incinerates over 70% of its waste to generate electricity while reducing landfill dependency. Ash from incineration is used for construction purposes, demonstrating a circular economy approach.
• Smart Waste Monitoring: The nation employs IoT-enabled waste bins and AI-driven systems to optimize waste collection schedules and minimize overflow.
• Lesson for Ghana: By integrating WTE facilities and smart technologies, Ghana can streamline waste processing and reduce illegal dumping, aligning with the 24-hour economy model for continuous operations.

2. South Korea: Pay-As-You-Throw and Recycling Mandates

South Korea’s success lies in its ability to incentivize waste reduction and recycling through innovative programs:

• Pay-As-You-Throw (PAYT): Citizens are charged based on the amount of non-recyclable waste they generate, encouraging waste segregation and recycling.
• Mandatory Recycling: Strict laws require manufacturers to recycle packaging materials, while households are mandated to separate waste at the source.
• Lesson for Ghana: Implementing PAYT policies alongside mandatory recycling laws can foster behavioural change, ensuring households and businesses actively participate in waste management efforts.

3. Malaysia: Public-Private Partnerships and Community Engagement

Malaysia has made significant strides in waste management through collaborative efforts:

• Public-Private Partnerships (PPPs): The government collaborates with private waste management companies to develop recycling infrastructure and collection systems.
• Community Engagement: Grassroots programs educate citizens on proper waste segregation and recycling practices.
• Lesson for Ghana: Leveraging PPPs can attract investment in waste infrastructure, while community-driven initiatives can build public support for the 24-hour economy’s objectives.

4. Rwanda: Community-Led Waste Management and Plastic Ban

As a leading example from the Global South, Rwanda demonstrates the power of policy and community mobilization:

• Plastic Ban: Rwanda implemented one of the world’s strictest bans on single-use plastics, significantly reducing plastic pollution.
• Umuganda (Community Clean-Up Day): Citizens participate in monthly clean-up activities, fostering a sense of civic responsibility and ownership of environmental outcomes.
• Lesson for Ghana: Introducing similar community-driven initiatives and stricter regulations on single-use plastics can reduce waste generation and enhance environmental sustainability.

Key Insights for Ghana

1. Policy Integration:
   • Combine legislative measures (e.g., plastic bans, and recycling mandates) with innovative operational models such as the 24-hour economy to drive efficiency.
2. Technology Adoption:
   • Embrace smart waste collection and AI-driven analytics to optimize the value chain.
3. Stakeholder Collaboration:
   • Engage public, private, and community actors in a shared mission to transform waste management systems.
4. Behavioural Change:
   • Foster a culture of responsibility and sustainability through education and incentives.

By adapting these global best practices to its local context, Ghana can create a waste management system that is efficient, inclusive, and environmentally sustainable. This approach will position the country to fully realize the potential of the 24-hour economy policy while addressing its critical waste management challenges.

VIII. AI-POWERED URBAN WASTE MANAGEMENT AND RECYCLING SOLUTIONS

AI plays a transformative role in modern waste management, addressing inefficiencies and enhancing sustainability across various stages of the waste management process. The attached images illustrate these applications in action.

Smart Waste Collection and route optimization

AI technology revolutionizes waste collection by leveraging real-time data from sensors and cameras installed on waste bins. These systems analyze fill levels and determine optimal collection schedules, ensuring bins are emptied precisely when needed. By eliminating unnecessary trips, AI minimizes fuel consumption and reduces emissions, contributing to a greener and more sustainable environment.

Through advanced route optimization algorithms, AI streamlines waste collection by designing the most efficient pathways for trucks, avoiding delays and traffic congestion. This approach not only enhances operational efficiency but also prevents overflows, reduces environmental impact, and supports cost-effective, round-the-clock waste management—critical for urban areas with high waste generation.

These innovations, exemplified by AI-powered trucks navigating optimized routes (as illustrated in Image 1), showcase the transformative potential of AI in creating smarter, cleaner, and more sustainable waste management systems.

Figure 5: Optimized Waste Collection in a Smart City Environment

In addition to route optimization, AI can process vast amounts of data to identify patterns in waste generation, helping authorities allocate resources more effectively. By targeting areas with high waste volumes, municipal services can avoid inefficiencies, ensuring timely waste collection and reducing environmental harm.

Smart Sorting Systems

In advanced recycling facilities, AI-driven robotic systems sort waste with unparalleled accuracy. These systems identify and separate recyclables from contaminants, maximizing material recovery while reducing processing time and costs.

Figure 6: AI-Powered Smart Sorting Systems for Efficient Recycling

Impact of Technology Integration on Ghana’s 24-Hour Economy

1. Efficiency Gains:
   • Round-the-clock operations become feasible with automated systems and real-time monitoring, reducing delays and maximizing resource utilization.
2. Cost Savings:
   • Technologies like AI and IoT reduce operational inefficiencies, resulting in significant savings over time.
3. Environmental Benefits:
   • Lower greenhouse gas emissions and reduced reliance on landfills contribute to Ghana’s climate change mitigation goals.
4. Job Creation:
   • The adoption of these technologies will require skilled labour, creating new opportunities in waste management, recycling, and tech-driven industries.

By leveraging AI and other cutting-edge technologies, Ghana can overcome the inefficiencies of its current waste management systems and fully realize the potential of the NDC’s 24-hour economy policy. This approach not only addresses immediate challenges but also lays the foundation for a sustainable, technology-driven future.

IX. THE ROLE OF STAKEHOLDER ENGAGEMENT AND POLICY SUPPORT

The successful implementation of Ghana’s 24-hour economy policy in waste management hinges on robust stakeholder collaboration and supportive policies. From government agencies to private companies, non-governmental organizations (NGOs), and local communities, every stakeholder plays a vital role in transforming the waste management landscape.

1. Government Leadership and Policy Framework

The government is the linchpin in driving reforms and ensuring compliance with waste management policies:

• Policy Enforcement:
  • Enforce regulations on waste segregation, recycling mandates, and illegal dumping with stringent penalties.
  • Introduce incentives, such as tax breaks, for businesses investing in waste management infrastructure and sustainable practices.
• Infrastructure Development:
  • Allocate funding for building modern recycling plants, waste-to-energy facilities, and composting centres.
  • Expand waste collection coverage in underserved areas, particularly in peri-urban and rural communities.
• Legislative Support:
  • Ban single-use plastics and promote the adoption of biodegradable alternatives.
  • Implement extended producer responsibility (EPR) policies, making manufacturers accountable for the life cycle of their products.

2. Private Sector Involvement

Public-private partnerships (PPPs) are critical to bridging resource gaps and fostering innovation:

• Investment in Technology:
  • Encourage private companies to invest in AI-driven waste management systems, IoT-enabled solutions, and advanced recycling technologies.
• Operational Efficiency:
  • Partner with private waste management firms to optimize collection, transportation, and processing systems.
• Corporate Social Responsibility (CSR):
  • Promote CSR initiatives focused on environmental sustainability, such as funding for community clean-up programs and educational campaigns.

3. Community Participation and Awareness

Local communities are central to the success of any waste management initiative:

• Behavioural Change:
  • Launch nationwide awareness campaigns to educate citizens on the importance of waste segregation and recycling.
  • Use social media, local radio, and schools to reach diverse demographics with tailored messages.
• Community-Driven Programs:
  • Organize neighbourhood clean-ups and incentivize participation through rewards, such as reduced waste collection fees.
  • Empower community leaders to act as waste management ambassadors, fostering grassroots engagement.

4. Role of NGOs and Civil Society

Non-governmental organizations and civil society groups can complement government and private sector efforts:

• Advocacy and Accountability:
  • Monitor policy implementation and hold stakeholders accountable for their commitments.
• Capacity Building:
  • Provide training for informal waste collectors and support their integration into formal systems.
• Pilot Programs:
  • Collaborate with local governments to test innovative waste management solutions before scaling them nationwide.

5. International Development Partners

Global partnerships can provide technical expertise, funding, and knowledge sharing:

• Financial Support:
  • Leverage grants and low-interest loans from international organizations, such as the World Bank and African Development Bank.
• Technology Transfer:
  • Collaborate with countries like Singapore, South Korea, and Rwanda to adopt proven waste management technologies and models.
• Sustainability Goals:
  • Align waste management initiatives with international frameworks like the SDGs and the Paris Agreement to attract global attention and support.

Key Engagement Mechanisms

1. Stakeholder Forums:
   • Host regular forums to facilitate dialogue and collaboration among all stakeholders.
2. Public Feedback Channels:
   • Create accessible platforms for citizens to report issues, provide suggestions, and share success stories.
3. Partnership Agreements:
   • Formalize roles and responsibilities through clear contracts and performance benchmarks.

Expected Outcomes

• Unified Efforts:
  • Strengthened collaboration between government, private sector, and communities ensures collective action toward shared goals.
• Increased Efficiency:
  • Streamlined operations and improved resource allocation reduce delays and costs.
• Enhanced Public Support:
  • Widespread awareness and participation foster a culture of sustainability and responsibility.

By prioritizing stakeholder engagement and strong policy support, Ghana can build a robust waste management ecosystem that aligns with its 24-hour economy policy. This collaborative approach ensures that no stakeholder is left behind, paving the way for a cleaner, healthier, and more prosperous future.

X. RECOMMENDATIONS FOR GHANA

To implement the 24-hour economy policy effectively, Ghana must adopt a phased approach integrating short-, medium–, and long-term strategies.

Table 6: Implementation Roadmap for 24-Hour Waste Management Policy

Time Frame	Key Strategies	Details
Short-Term (0–2 Years)	Pilot Projects	Launch 24-hour waste management initiatives in Accra, Kumasi, and Tamale.
	Awareness Campaigns	Educate citizens on waste segregation and promote recycling through media and influencers.
	Law Enforcement	Strengthen penalties for illegal dumping and ensure adherence to waste management laws.
	Private Sector Incentives	Offer tax breaks for investments in waste management technologies and infrastructure.
Medium-Term (3–5 Years)	Infrastructure Development	Expand recycling plants and introduce IoT-enabled bins and smart sorting systems.
	Policy Reforms	Enforce producer responsibility regulations and adopt pay-as-you-throw (PAYT) policies.
	Integration of Informal Waste Workers	Train and formalize roles for informal waste collectors.
	Public-Private Partnerships (PPPs)	Encourage co-investment in waste management systems.
Long-Term (6–10 Years)	Nationwide Rollout	Implement 24-hour waste management systems across all regions.
	Advanced Technologies	Scale AI and IoT for waste monitoring and processing, and leverage blockchain for transparency.
	Circular Economy Models	Promote recycling, reuse, and sustainable production practices.
	Global Collaboration	Partner with international organizations for funding and technical support.

Key Success Indicators

• Short-Term: Completion of pilot projects, increased awareness, and reduced illegal dumping.
• Medium-Term: Improved recycling rates and establishment of modern waste facilities.
• Long-Term: Nationwide adoption of advanced waste systems and alignment with SDG targets.

By following this roadmap, Ghana can address its waste management challenges, foster innovation, and promote sustainability, driving a cleaner and healthier future.

XI. CONCLUSION

Ghana stands at a pivotal crossroads in its pursuit of cleaner cities, healthier communities, and sustainable development. The introduction of the NDC’s 24-hour economy policy provides a transformative pathway to address the nation’s persistent waste management challenges. By ensuring continuous operations, leveraging cutting-edge technologies such as AI and IoT, and fostering inclusive stakeholder collaboration, this initiative has the potential to redefine waste management in Ghana. However, the success of this ambitious policy depends on decisive and immediate action to implement innovative solutions and enforce robust regulatory frameworks.

Global best practices from countries such as Singapore, South Korea, Malaysia, and Rwanda offer valuable lessons that Ghana can adapt to its unique context. Integrating advanced technologies into the waste management value chain will optimize waste collection, enhance recycling and processing efficiency, and reduce both environmental and economic costs. This model not only addresses urban waste challenges but also aligns with key Sustainable Development Goals (SDGs), including reducing urban environmental impact (SDG 11.6), promoting recycling and reuse (SDG 12.5), and fostering innovation and sustainable infrastructure (SDG 9).

The consequences of inaction are dire—ranging from escalating health crises and environmental degradation to mounting economic losses. Conversely, the rewards of implementing the 24-hour economy policy are far-reaching: cleaner urban environments, reduced greenhouse gas emissions, job creation across the waste management value chain, and progress toward achieving a sustainable circular economy.

To realize this vision, Ghana must adopt a holistic approach that combines strong government leadership, innovative private-sector partnerships, and active community engagement. The time to act is now. With determination, collaboration, and a forward-thinking mindset, Ghana can become a beacon of sustainable waste management in Africa, setting a powerful precedent for the continent and the world. A cleaner, healthier, and more prosperous Ghana is within reach.

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