Since our first pioneering class of 30 students in 2002, Ashesi has grown in size, in reputation, and in influence. Here are a few indicators of our impact.

• 550 students; new campus will initially serve 600-800; will cap growth at 2,000
• Over $3 million given in financial aid; nearly 30% of students receive financial aid.
• More women leaders: About 50% of students are women, up from 27% in 2002. Ashesi elected Africa’s first woman student government leader, and women are in several Ashesi governance positions, including our Dean of Academic Affairs.
• International reach: Students have come from 14 African countries. Each year, about 10-15% of Ashesi students are from the US, through NYU and CIEE study abroad programs.

Graduate success in Africa

100% of our 350 graduates have, to-date, launched quality, professional careers within 6 months of graduating; 95% stay in Africa. Hiring firms include Africa’s largest, most innovative and respected regional businesses, the African offices of global corporations, and top microfinance, NGOs, think tanks and non-profit institutions:

Departments include: software, accounting, consulting, marketing finance, and IT.

In microfinance, graduates build quality infrastructure of well-trained field officers, develop critical risk management tools, and write software to improve operations.

Groundbreaking hires and promotions:

* Among the first hires in Africa by these firms

** 4 of 5 Ghanaian interns selected by GS were from Ashesi (2010)

*** Andrew Tarawali ‘05, was promoted to Country Treasurer, Sierra Leone

Milestones in Ethics and Service

• Honour code: In January, 2008, after months of debate, students voted to institute Africa’s first student-accountability honour code. 100% of students now sign an honour pledge before and after exams, and commit to reporting any violations.
• Ashesi students voted unanimously in Spring 2010 to reaffirm this code.
• Corporate Ghana rated Ashesi grads significantly higher than their peers in ethics, communications, and professional skills.* (Study by UC Berkeley).
• Students have partnered with over 24 NGOs to perform in-depth required community service projects, or have launched their own service initiatives.
• An Ashesi national conference on ethics was attended by over 100 people, including press, educators, business leaders and faculty and students from other Ghanaian universities

Measures of financial stability & donor impacts

The model: We balance financial stability with a commitment to scholarships for poor students. Through efficient operations, Ashesi provides a world-class education while controlling costs. Donations, instead of funding ongoing operations, are used for additional scholarships, new programs, and new facilities.

• Tuition and fees from students who can afford to pay totaled $US 1.78 million in 2008, covering operating costs (EBITA). Poor students receive financial aid.
• Donations and multi-year pledges to Ashesi totaled $4.3 million in 2007-2009. Donations large and small support our annual fund, capital campaign, and scholarship funds.
• We reached our initial goal of raising $6.4 million for our new campus – $3.9 million from donors, and $2.5 million was awarded by the IFC as a reduced cost loan. We continue to welcome donations to our new campaign to fund on-campus housing for students from poor families.

Measures of African support & pride

• A poll of Ghanaian CEOs named Patrick Awuah, Ashesi founder and president, one of Ghana’s Top 10 CEOs. Ashesi has won numerous African awards.
• Nearly all Ashesi graduates donate to Ashesi; and African business leaders donated over $100,000 to Ashesi.
• African parents value an Ashesi education. Families value our emphasis on ethics, and our track-record in connecting graduates to worthwhile careers in their home countries. Parents chose Ashesi over less expensive local alternatives; some families that could afford an overseas education chose Ashesi instead.