Frank Aduse Poku Questions COCOBOD Vehicle Expenditure, Says Funds Could Purchase 5,000 Tonnes of Cocoa

Former Asunafo South District Chief Executive (DCE), Frank Aduse Poku, has strongly criticised what he describes as misplaced spending priorities at the Ghana Cocoa Board (COCOBOD), arguing that funds used to procure a new fleet of vehicles for staff could have been better invested in boosting cocoa production. According to him, the money spent on the vehicles was substantial enough to purchase as much as 5,000 tonnes of cocoa, a move he believes would have had a more direct and meaningful impact on the struggling cocoa sector.

Speaking amid growing public concern about the state of Ghana’s cocoa industry, Aduse Poku questioned the rationale behind allocating scarce resources to luxury or non-essential logistics at a time when cocoa farmers continue to face declining yields, rising production costs, and delayed payments. He stressed that cocoa remains one of Ghana’s most important foreign exchange earners and should therefore be managed with strict financial discipline and strategic prioritisation.

“The cocoa sector is under serious pressure. Farmers are battling diseases, climate change, illegal mining, and high input costs. In such a situation, every cedi matters,” he said. “When you hear that millions have gone into buying new vehicles, you are forced to ask whether the leadership truly understands the urgency of the crisis confronting cocoa production.”

Aduse Poku’s comments come at a time when COCOBOD has been under intense scrutiny over its financial management, debt levels, and operational decisions. The institution has faced challenges in recent years, including reduced cocoa output, smuggling, and the impact of global price fluctuations. Critics argue that administrative and overhead costs have ballooned, leaving less funding available for direct farmer support.

According to Aduse Poku, investing in cocoa purchases or farmer incentives would have sent a stronger signal of commitment to the backbone of the industry. He explained that purchasing additional cocoa or channeling funds into fertilisers, seedlings, and extension services would not only increase output but also restore confidence among farmers who feel neglected.

He also raised concerns about governance and accountability, calling for greater transparency in how COCOBOD allocates its resources. “Public institutions must always remember that they are stewards of the people’s money. Decisions must be justified, especially when they involve large sums,” he added.

Supporters of COCOBOD management, however, argue that operational efficiency requires adequate logistics and that vehicles are necessary for field operations, monitoring, and staff mobility. They contend that such investments can improve productivity and oversight across cocoa-growing regions. Nonetheless, critics insist that timing and scale matter, particularly in periods of financial strain.

The debate has reignited broader conversations about public sector spending priorities in Ghana, especially within critical economic sectors. Many observers believe Aduse Poku’s remarks reflect widespread frustration among farmers and stakeholders who want to see more practical, farmer-focused investments rather than administrative expansion.

As discussions continue, calls are growing for COCOBOD to provide a detailed breakdown of the vehicle procurement, including costs, procurement processes, and expected benefits. For many, the controversy underscores a deeper issue: the need to realign spending decisions with the urgent needs of cocoa farmers and the long-term sustainability of Ghana’s cocoa industry.