When the clouds darken and the first drops of rain begin to fall, many Ghanaians brace themselves, not just for the weather, but for what could come next: floods swallowing homes, markets in flames, or highways turned into chaos.
Each disaster brings its own pain, yet the lesson remains the same; Ghana’s preparedness for such events is still far from where it should be.
Preparedness is not merely about reacting faster; it’s about anticipating risks, planning smartly, and building systems that can withstand shocks.
Unfortunately, the country’s approach remains largely reactive, with efforts intensifying only after disasters strike. As floods, fires, and epidemics grow more frequent and complex, Ghana cannot afford to wait for the next crisis before acting.
Disaster preparedness is the heartbeat of resilience as it saves lives, reduces losses, and lays the foundation for faster recovery.
But in Ghana, the path to true preparedness remains riddled with challenges that continue to test the country’s ability to withstand crises.
Some of the challenges are outlined below:
Inadequate coordination and institutional fragmentation
Ghana’s disaster management structure involves multiple agencies including NADMO, district assemblies, the Ghana Meteorological Agency, the Ghana Health Service, Ghana National Fire Service, among other service providers. Each has a specific mandate, but too often, their efforts exist in silos. Ineffective planning and role duplication are frequently the result of conflicting mandates and inadequate collaboration. This hinders disaster response and erodes collaborative contingency planning.
Despite decades of policy efforts by the National Disaster Management Organisation (NADMO) and its partners, Ghana’s disaster response often swings between heroic improvisation and systemic breakdown. The problem is not a lack of will, but a lack of coordination, resources and foresight.
From floods in Accra and Kumasi to fire outbreaks in markets and industrial sites, the country’s preparedness measures remain largely reactive. Institutions tend to mobilize only after tragedy strikes; a pattern that perpetuates loss and erodes public trust.
Unreliable and scarce funding
One of the most persistent obstacles to preparedness is unreliable funding. Preparedness efforts receive less funding than emergency response and recovery activities. Long-term planning is challenging since training, equipment, and community education budgets are inadequate and frequently reliant on donor financing. While emergency response often attracts political attention and donor support, proactive investment in preparedness remains underfunded.
Lack of skills and low local capacity
There are major capacity shortages at local NADMO offices and district assemblies. The efficiency of many employees during emergencies is diminished by their lack of proper training in incident command systems, logistics, and hazard assessment. District NADMO offices frequently struggle to operate with limited logistics and outdated tools. The result is predictable; communities remain vulnerable, contingency plans remain untested, and local response capacity remains weak.
Inadequate risk information systems and missing data
Many communities lack accurate exposure assessments, vulnerability data, and hazard maps. At the community level, meteorological forecasts are not always converted into easily understood, actionable warnings. Preparedness thrives on information, but accurate disaster data in Ghana is scarce. Many vulnerable areas lack risk maps, hazard profiles, or reliable meteorological forecasts. Early warning messages, when available, often fail to reach communities in formats they can understand or act upon.
Weaknesses in the infrastructure
There is an unequal distribution of medical facilities, emergency shelters, and transportation infrastructure. Some essential facilities are even built in high-risk zones, exposing both responders and victims to greater danger when disasters occur.
Rapid urban expansion, weak enforcement of land-use regulations, and the proliferation of informal settlements continue to heighten vulnerability. Floodplains are being converted into residential areas, and building codes are frequently ignored or enforced only after disaster strikes.
Land use concerns, informal settlements, and urbanization
Widespread building in floodplains and on unstable slopes is the result of rapid urban growth and lax implementation of planning laws. Particularly at risk are informal settlements, which frequently lack essential services
Perceptions in the community and sociocultural barriers
Fatalism, poor risk perception, and mistrust of authorities can all be obstacles to disaster preparedness efforts. Planning processes frequently omit vulnerable groups, such as women, children, the elderly, and those with disabilities.
Short-term incentives and political economy
Political goals that prioritize short-term, conspicuous projects frequently eclipse preparedness measures. This jeopardizes long-term risk reduction expenditures like building code enforcement and robust infrastructure.
Inadequate implementation of building and planning codes
Vulnerability is increased when zoning and building codes are broken, especially in urban areas. Instead of being a preventative approach, enforcement is frequently reactive, taking place after disasters.
Supply chain and logistics issues
Emergency logistics, such as distributing, storing, and stockpiling aid supplies, are still insufficient. During disasters, access to remote and rural areas is especially challenging, which delays aid.
Inadequate integration of health readiness and multi – hazard
Plans for preparedness typically concentrate on particular risks rather than using a multi-hazard approach. There is also a lack of integration between public health emergency planning and disaster preparedness.
Changing climate and an increase in the frequency of hazards
Extreme weather events, such as high rainfall and sea level rise, are becoming more intense due to climate change. Climate projections are frequently not incorporated into risk assessments and planned in preparation plans.
The Way Forward: Turning Awareness into Action
Building a culture of preparedness in Ghana requires more than technical fixes; it demands systemic change.
The following steps are essential:
- Strengthen institutional collaboration through clear mandates and regular inter-agency coordination.
- Guarantee dedicated funding for preparedness initiatives at national and district levels.
- Invest in capacity building for local authorities, emphasizing professional training and continuous drills.
- Enhance risk data systems and community-based early warning networks.
- Promote inclusive participation, ensuring that vulnerable groups are involved in planning and decision-making.
- Integrate climate adaptation and health preparedness into national disaster management frameworks.
Disasters will always test the resilience of nations, but the outcome depends on what is done long before the sirens sound. Ghana’s current preparedness challenges; from weak coordination to funding gaps, are not insurmountable. They are calls to action. By investing in preparedness today, Ghana can save countless lives tomorrow.
Sources:Â
David Attah, Raymond Kudjo Blewusi, Augustine Kojo Anquandah, John Kobena Quansah & Patricia Abrokwah