A Ghanaian expert has called on the government to reconsider its proposed joint ownership model for a new university in the Savannah Region. Dr. Sanusi Zankawah advocates for a fully public university, owned entirely by the state and its citizens.
This intervention stems from concerns about committing substantial public resources to an institution with shared ownership and governance. Dr. Zankawah believes a fully public university would better serve the region's long-term development and economic needs. He first petitioned President John Dramani Mahama on this matter on October 30, 2025.
The current proposal involves a partnership between the Government of Ghana and the Catholic Church. However, Dr. Zankawah argues that a state-owned model would ensure that all economic and intellectual benefits remain within public control. This approach aligns with Ghana's broader strategy for regional development and educational expansion. The government's commitment to establishing a major tertiary institution in the Savannah Region is clear.
Dr. Zankawah stated, "My intervention was never an argument against the establishment of a university in the region." He added, "It was, and remains, a genuine concern about the long-term consequences of committing substantial public resources to an institution whose ownership, governance, and future direction would be shared." This highlights the core issue of resource allocation and institutional control.
The proposed shift could significantly impact public finance and regional economic development. A fully public university, strategically located, would create new economic activity across the region. This includes growth in accommodation, transportation, food services, and construction sectors. Decision-makers will need to weigh the financial implications and developmental benefits of each ownership model. The market will observe how this decision influences future public-private partnerships in education.
Dr. Zankawah suggests leveraging existing government-owned educational infrastructure in the region. He points to the Damongo Agricultural College and the Nursing and Midwifery Training College in Damongo. Similar public facilities exist in Bole and Salaga. These could form the foundation for a new public university, reducing immediate infrastructural burdens.
This phased approach would allow the government to begin operations without constructing an entirely new campus from scratch. Damongo could serve as the central administrative headquarters and principal campus. Bole and Salaga could host selected faculties, departments, and specialized research centers. This distributed model would give the university a truly regional character.
Such a structure would ensure that the economic and developmental benefits are not concentrated in one municipality. Students, lecturers, researchers, and supporting businesses would spread across the region. This creates interconnected centers of economic and intellectual activity. For example, Damongo's agricultural training infrastructure could support programs in agriculture and food systems. Existing health facilities could develop nursing and public health programs.
The planned teaching hospital in the Savannah Region further strengthens the argument for a public university. If the state finances and owns the teaching hospital, linking it to a public university makes strong institutional sense. This would create an integrated public system for tertiary education, medical training, research, and healthcare. Joint ownership concerns become more pronounced when considering such a critical public health investment.
The government's decision on the university's ownership model will set a precedent for future educational projects. It will also determine how public funds are utilized for long-term regional development. The focus remains on ensuring maximum public benefit from significant state investments in education and infrastructure.