ASSOCIATION FOR THE DEVELOPMENT OF AFRICAN EDUCATION
By 1985, Ghana"s educational system was in near collapse; this situation, together with the government"s orientation toward social action, led in 1987 to a reform that touched all levels of the educational system and addressed the perennial problems of access, retention, curriculum relevance, teacher training, provision of physical structures, and financing.
Fobih, D. K.; Koomson, A. +1 more · 1970

Abstract
This case study examines the reform"s policy context, implementation processes, and outcomes. The following conclusions and generalizations are drawn as lessons for other reform-minded African governments. (1) The school mapping exercise of 1986, which gathered vital statistical data to enable decisions and management strategies, was useful. (2) The involvement of the local communities in locating sites for their schools is commendable. It makes communities feel a part of the whole process and avoids possible litigation over being side-stepped in the provision of schools. (3) The decentralization of education administration to the district levels and the subsequent strengthening of personnel have facilitated educational delivery. (4) Though begun at a basic level, the reform has tackled all the other levels of education to ensure that changes at the base have their corresponding inputs at the higher levels. Efforts to increase access to tertiary education have been particularly commendable. (5) The Ghana government has ensured that structures are in place to improve project management skills and supervision, which have contributed in no small way to the success of the educational reforms. (6) People generally resist change and relinquish only reluctantly the security that an old system offers. Thus, sufficient time must be allowed between the proclamation of reform and its actual implementation. (7) Developing country economies are rarely strong enough to initiate, support, and sustain reforms that demand a huge financial outlay, thus necessitating the continued involvement of donors. (8) African countries need to develop a culture of tolerance of dissenting views and not always regard them as "anti-progress." (9) In systems with a strong elitist opposition, a top-down, authoritarian approach may be more feasible than piecemeal or gradual transformation, although such an approach can also create an atmosphere of fear and kill initiative, creativity, and a spirit of cooperation.
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1970USAID DEC