Paul Afoko, former National Chairman of the New Patriotic Party (NPP), has attributed the party's declining electoral success to a deterioration in internal management. He stated this decline occurred since his departure from office. The NPP's parliamentary seats fell from 169 to 137 in the first general election after he left. This happened despite the party being in government at the time.
Mr. Afoko's decision to re-enter public discussions stems from concerns about the NPP's current condition. He observed a steady decline in the party's electoral performance and organizational strength. He believes that a lack of internal unity and fair processes contributed to this downturn. His previous tenure saw the NPP achieve strong electoral results.
This decline in parliamentary representation reflects broader challenges within Ghana's political landscape. Political parties often face internal struggles that impact their public appeal and electoral outcomes. The NPP's experience highlights the importance of strong internal cohesion for sustained political dominance. This trend is relevant for understanding future election dynamics in Ghana.
Mr. Afoko recalled that under his leadership, the NPP secured an unprecedented 169 parliamentary seats. The party also achieved a presidential victory by a margin of approximately 1 million votes. He emphasized that these achievements were the result of teamwork and fair internal processes. He stated, "I cannot claim to have a magic wand. It was teamwork. The whole party was involved."
A key feature of his leadership was the transparent management of parliamentary primaries. More than 30 sitting Members of Parliament lost their primaries during his tenure. However, none of them pursued legal action or ran as independent candidates. Mr. Afoko noted, "I managed it in such a way that even though we had over 30 sitting MPs who lost the primaries, none of them went independent and none of them went to court."
This internal cohesion played a significant role in the party's electoral success. He contrasted this with developments after his departure. The party's seats dropped by 32, from 169 to 137, in the subsequent election. This decline occurred while the NPP was in power and had significant resources.
Mr. Afoko cited the Fomena Constituency controversy as an example of poor internal management. The NPP disowned its former parliamentary candidate, Andrew Asiamah Amoako, who ran as an independent. The party then campaigned against him in an NPP stronghold. He explained, "Fomena is our stronghold, and we didn't need to campaign against the NDC. We were campaigning against our own."
Despite the party's opposition, the independent candidate won the election. He later aligned with the NPP caucus in Parliament, boosting their numbers. Mr. Afoko believes the NPP must reflect on these experiences. Strengthening internal democratic processes is crucial for regaining electoral dominance. This situation underscores the need for political parties to manage internal dissent effectively to maintain public trust and electoral strength.