General News

UPSA GRASAG swears in new executivesUPSA GRASAG swears in new executives
18 Jun 2019 13:13

18th June, 2019 | The University of Professional Studies, Accra’s chapter of the Graduate Stude [ ... ]

Aspire to become transformational leaders- VCAspire to become transformational leaders- VC
12 Jun 2019 11:44

12th June, 2019 |   Students of the Hope College in Gomoa Fete in the Central region had a  [ ... ]

Dear All,

Welcome to the Faculty of Law, University of Professional Studies, Accra. As you will discover later during this visit, we are currently the youngest Faculty in the University, since our birth took place less than a year ago. Nevertheless, our youthfulness harbours a great deal of youthful exuberances for purposes of providing a top class quality legal education in Ghana.

I also take this opportunity in welcoming our pioneering students and congratulate you on securing your place at the Faculty. I have no doubt that you have worked hard to get a place on our highly competitive programmes and you can take pride in your achievements. We appreciate the fact that you have entrusted your legal education to us and we at the Faculty of Law will work hard to ensure that your studies here are as enriching and fulfilling as possible.

At the Faculty of Law, you will embark on a rigorous and challenging programme of learning that will stretch your talents and abilities, that will ensure that you achieve your considerable potential. There will be a significant workload, often involving much self-motivated effort. You have to show that you have the capacity and ambition to move to the next level and our programmes are designed to unlock the full potential that lies within each of you. The programme of study is developed to equip you with invaluable transferable skills – skills which will serve you well for a lifetime.

However, it is your responsibility to attend lectures, tutorials and extra-curricular activities and your engagement with your modules is critical. The Faculty of Law prides itself on ensuring that students receive the best possible legal education at all stages of their law degree. Our staff are always willing to assist students with any concerns they may have.

Finally, as Head of the Faculty of Law, I am always available should you have any concerns or feedback that you would like to share with me. During your time here at University of Professional Studies, Accra, I hope to get to know each of you a little better and urge you to engage fully not only with your academic work, but also with campus life and all that it has to offer in terms of sports and cultural events. I wish you all a fulfilling and enjoyable time here at the Faculty of Law.

Good Luck!
Professor Kwame Frimpong
Dean, Faculty of Law

The National Accreditation Board (NAB) granted accreditation to the University of Professional Studies, Accra (UPSA) to set up the Faculty of Law to run Bachelor of Laws (LL.B) degree Programmes from September 1, 2016. Subsequently the first batch of students totaling One Hundred and Thirty-four (134) was admitted in the 2016/2017 Academic Year.

The philosophy of the LL.B degree programme is to produce law graduates with sound and relevant knowledge in law, problem solving skills, professional judgment and community consciousness. The programme combines academic training with a practical and professional touch through clinical legal education, concentrating in areas that reflect the history, identity, vision and mission of the University. In this respect, the programme is business focused, as it seeks to produce graduates who will contribute to Ghana’s socio economic development through business oriented legal expertise.

To provide and promote quality legal education that incorporates practical training and quality research in business, commerce, investment and social science related disciplines by leveraging a structured mix scholarship and professionalism in Ghana and beyond.

To be a world-class provider of legal education, nationally entrenched, regionally relevant and globally recognized.

The Faculty of Law of UPSA, adheres to the philosophy that the dignity, integrity, and personal worth of the individual are highly cherished and respected.  Each person, regardless of race, colour, creed or economic status, is a resource of a nation; that education is basic to individual and national development and   is the backbone of human resource development; and that the role of the Faculty of Law is to offer each individual the opportunities to realize his potentials, to imbibe the concept  of “learning to learn”,  to make his most effective contribution to the country’s social and economic development, and to systematize and apply  his knowledge into the affairs of men and nations

•    Treat all members of the faculty as valued members of UPSA family.
•    Encourage open/healthy communication/feedback.

The general aim and objective of the UPSA LL.B programme is to produce world class legal scholars with cutting edge competitive advantage on the basis of their exposure to theory and practice through practical oriented legal education. The specific objectives are to:
1.    Equip students with sound theoretical foundation that builds their conceptual capacities
2.    Build upon the sound theoretical foundation by exposing students to clinical legal education that gives them the opportunity to participate in community and professional programmes through attachments.
3.    Equip students with knowledge and skills of multidisciplinary research methodologies and orientation.
4.    Give students the opportunity to acquire and upgrade their professional practical skills through course work where they wish to develop the level of skills necessary to become practitioners in these roles.
5.    Equip graduates to continue to develop their professional skills through their careers.
6.    Enable graduates of the programme to plan, integrate and direct the application of their skills within a strategic legal practice framework.
7.    To Equip the students with solid research based orientation to enable interested ones to follow the path of graduate studies.
We achieve this by:
1.    Offering innovative programmes at undergraduate level, which incorporate as key components, both work based learning and extensive subject choice
2.    Maintaining a friendly supportive environment in which students can develop their knowledge and skills through close engagement with staff
3.    Prioritizing publications in books and high ranking national and international journals and conducting research projects for policy makers and NGOs at home and abroad.
Continuing to strive for improvement in what we do and reviewing all School activities periodically

•    Constitutional Development
•    Democratic Governance
•    Rule of Law
•    Politics in Ghana
•    The Judicial System

      The Faculty Offers the following programmes:
1.    Four (4) year LL.B for Non-Degree  Holders (Full Time)(Day) for which the entry requirement is grade C6 or better in three (3) core subjects and three (3) elective subjects. A pass in selection test and an interview.
2.    Three (3) year Post Degree LL. B (Full Time) (Evening) for which the entry requirement is a good first degree from a recognized University and a pass in a selection test and an interview.

The Faculty of Law has the state of the art lecture halls, furnished with air conditioners, fans, comfortable furniture, well-spaced lecture halls, public address systems, projectors and ICT laboratory to facilitate research and learning at AB9 Block.

Faculty Administrative Staff
Dean                                           -          Professor Kwame Frimpong
Faculty Officer                               -          Mrs. Leticia Akyeampong
Faculty Records Officer                    -          Mr.Thomas Appiah Kubi Asante
Senior Administrative Assistant          -          Mrs. Joyce Sackey

Teaching Staff
1. Professor Kwame Frimpong
2. Professor Edmund Kwaw
3. Dr. Francisca Kusi-Appiah
4. Mr. Godwin Adagewine
5. Mr. Kwasi Owusu- Agyemang
6. Mr. Rowland Atta-Kesson*
7. Ms. Mavis Ekua Enyamah Kwainoe
8. Ms. Natasha Odarkai Lamptey
9. Mr. Albert Quashigah
10. Mr. Richard Dua-Ansah
11. Mr. Kofi Oti Adinkrah Jnr
12. Mrs. Akosua Asah-Asante
13. Mr. Eugene Ablade Oninku
14. Mr. Yehoda Nii Kotei Kotey
15. Mr. Theophilus Tawiah
16. Mr. Baffour Yiadom- Boakye
17. Mr. Courage Asabagna
18. Ms. Gertrude Amorkor Amarh

* On study leave

We look forward to welcome you as a prospective student or collaborator for us to work together in a friendly and a collegial environment on our primary areas of teaching, research, seminars, conferences, and service.

There is an increasing focus on improving the quality of good governance in Africa with many countries making important and impressive achievements. Human rights, civil liberties, media freedom, and law and order are no longer matters of serious concern in many African countries including Ghana. Most of these countries now boast of Parliamentary democracy. The one most singular challenge that countries like Ghana face as far as good governance is concerned is Public Accountability.

The Concept of Public Accountability demands that politicians and public servants who are entrusted with public resources must be answerable for their fiscal and social responsibilities to the people who provided the resources and who assigned the responsibilities to them.

In a democratic society, Public Accountability is a key aspect of Good Governance. It promotes good behaviour on the part of public servants and enhances effective public service delivery. Unfortunately, Accountability and Transparency in the public sector have been evasive and cited as the primary causes of corruption in Africa.

The Mo Ibrahim Index of 2013 pointed out that “Accountability is one of the weakest elements of governance in Africa with an average score of 39.6% which reflects high levels of corruption in the public sector and government and low levels of prosecution for abuses.”

According to a GIZ paper prepared for a recent Accountability Conference in Rwanda, “unaccountable and corruptive behaviour of political and bureaucratic elites, a weak judiciary, as well as lack of independence from the government, have been identified as the main reasons for weak accountability in Sub-Saharan Africa.”

This growing challenge requires an in-depth understanding of the complexities of accountability and transparency in public sector management. It is a process which calls for close collaboration between academia, public sector practitioners, civil society organisations and the media.

It is this understanding and the need to promote accountability in the country that constitutes the primary objective of the Public Accountability Centre of the University of Professional Studies, Accra.


The primary objective of the Centre is to study, research and develop recommendations and advocate for reforms to promote Accountability and Transparency in Public Sector Management so as to improve the quality of public service outcomes.


The Vision of the Centre is to establish itself as the leading tertiary-based Institution and think-tank in the provision of quality and relevant Training, Research and Consultancy support to enhance and promote Public Accountability in Africa.


To promote and enhance sound Public Sector Accountability Institutions and Mechanisms in Africa by providing practitioners with the opportunity for continual learning and development, research and knowledge sharing as well as consultancy support.


Guided by our vision and mission, the Centre operates as a non-partisan think-tank committed to the development and practice of sound public sector accountability institutions and advantage of the multi-disciplinary team of experts at UPSA, we provide a varied range of learning opportunities to public sector practitioners in the Ministries, Departments and Agencies of Government.

Broad Areas of Operation:

  • Policy-oriented Research
  • Knowledge Sharing and Capacity Building
  • Consultancy Support

Policy-Oriented Research

We promote the research profile of the Centre by taking advantage of the multi-disciplinary team of experts in the School of Graduate Studies at UPSA to conduct and disseminate research in various fields relevant to Public Accountability Mechanisms. We continue to explore opportunities for collaboration with other universities to deliver research services. Research results will be disseminated through the Centre’s newsletters, website as well as scholarly papers presented at conferences.

Knowledge Sharing and Capacity Building

We provide quality and relevant training as core and regular function of the Centre.

The two main forms of training are:

  • The standardized and regular training programmes on Public Accountability Mechanisms.
  • Specialized training programmes designed to meet the special needs of specific Ministries, Departments and Agencies of Government in Public Accountability Mechanisms.

Consultancy Support

We provide training and consultancy services to players in the public sector accountability system such as Ministries, Departments and Agencies of Government, Parliaments, development partners and non-governmental organisations.  We seek to maintain a credible and accurate database of public financial activities such as public debts.  We track and monitor government revenues and expenditures and disseminate our findings in our monthly newsletters.

The resiliency, legitimacy, and relevance of Ghanaian traditional institutions in the socio-cultural, economic and political lives of Ghanaians are undisputable. As governments and the people seek to build democratic institutions, traditional rulers are advocating to be recognized as forces to reckon with, especially in the development of the nation. However, in modern times, the rampant increase in cases related to land disputes, chieftaincy disputes and other forms of litigation have become the concern of many Ghanaians. Research reveals that traditional institutions have not kept pace with other political and social transformations.


This has often created a perspective of traditional institutions being old fashioned and has placed them under constant pressure to change. Historically traditional leaders have played and continue to play significant and diverse roles in African societies. Traditional leaders had combined the roles of the executive, legislature, judiciary and the military. More importantly, chiefs in the past led their people to war to defend, protect and extend territories. In contemporary times, however, the nature of warfare for the chiefs has changed. Wars are no longer fought against external aggressors but against poverty and hunger, diseases, squalor, illiteracy, crime, injustice, environmental degradation, depletion of resources, greed, ignorance and disputes over lands, property, and kingship.


With this kind of paradigm shift in the functions of traditional leaders and chiefs, it has become absolutely necessary to provide the traditional leaders with training for good governance. This is particularly relevant in situations, where the functions and duties of elected representatives and traditional leaders are not harmonized. Conflicts and overlap of their activities and initiatives have become extremely detrimental to the development of national and local communities. Courtrooms are filled with cases of chieftaincy disputes and conflicts in relation to land and property issues in the country. The use of land guards and other unacceptable individual means are now employed as measures to safeguard lands. All these issues stem from poor collaboration among traditional leaders, political activists, and land sector agencies.


The ineffectiveness of the leadership at the helm of affairs in the traditional areas coupled with poor record keeping and documentation management has resulted in several negative repercussions that have bedeviled the development of communities. Pressures of political leaders and societal demands reflect the need for establishment of structures and systems for good governance in traditional areas. However, for seamless governance to materialize, traditional leaders must betrained in effectiveness for their roles as leaders in this country.


For instance in August 2010, the research project by the University of Professional Studies, Accra (UPSA), in collaboration with KNUST and UNICAL on “Enhancing the Management of Natural Resources through the Empowerment of Traditional Leaders in the Oil and Gas Regions of Ghana towards Poverty Reduction” drew attention to the fact that most of the traditional leaders charged with the responsibility of managing land had little or no knowledge about land administration and records and documentation keeping in particular.


The provision of training in traditional leadership issues, land administration, conflict management, negotiation skills, and records and documentation management is therefore imperative and will prepare these leaders to handle the plethora of millennium challenges facing their communities. For such training to be effective, it must be regular and continuous in order to better equip and address these varied issues.


The establishment of a traditional leadership centre at UPSA is therefore timely. This provides the platform for an institutionalized training programme for traditional leaders that will enhance their capacity to lead and manage their resources effectively and sustainably. In this regard, the Otumfuo Centre for Traditional Leadership in UPSA is themed, “traditional leadership and seamless governance”.


Among the objectives of the Centre is empowering the traditional leaders to bring about constructive change necessary for development in their various communities. The modules to be discussed during the training include the following thematic areas of concern:

  • Land Administration
  • Strategic Leadership
  • Documentation and Records management
  • Conflict Management
  • Financial Management
  • People Management.
  • Chieftaincy as an institution:
    • Its role in a democratic dispensation
    • Philosophical understandings
    • Instruments of social cohesion
    • Instruments of stability
    • Its development role as an independent and complementary tool of development social reform and clarification and unification of customary law as a tool of national integration


The expected output and objectives associated with the proposed training would include the following:

  • Equip traditional leaders with leadership skills that would enhance their ability to manage their communities and all the resources under their care.
  • Afford traditional leaders the opportunity to network with fellow traditional leaders for collaboration and partnership for community development.
  • Support the traditional leaders prepare strategic plans for their community development.
  • Equip traditional leaders with marketable skills to prepare marketing plans to showcase their communities to investors as tourist attractions.
  • Support traditional leaders to develop and implement proper records and documentation management systems for effective land administration.
  • Equip traditional leaders with conflict management skills to enable them to handle all forms of disputes that are likely to arise.
  • Provide leaders with negotiation and lobbying skills for effective cost-benefit analysis and sustainability of their community resources.
  • Support the implementation of financial management plans to generate revenue for community developmental projects.
  • Provide the platform for traditional leaders to share their experiences which can be used as lessons learnt and benchmarks for other traditional areas.
  • Provide a facility for the study of chieftaincy as an institution and its role in a democratic republic. It should emphasize its role as an independent and complementary tool of development.
  • Provide a facility for the study of the role of chieftaincy as an instrument of social cohesion and stability in a turbulent period. The cultural aspects of chieftaincy and its philosophical underpinnings would also be studied.
  • Facilitate studies on the Constitution of the Republic of Ghana's expectation of chiefs to be standard bearers of social reform as well as clarification and unification of customary law as a tool of national integration. 
  • Train Otumfuo Centre staff with purely professional skills need to support chieftaincy during their trainings.Thus registrars, committee members, and state secretaries would be admitted to the Centre for identified professional training in such areas as land management, documentation, and records management and financial management. The collaboration of the National and Regional houses of chiefs would be sought to enable the Centre to be abreast with the latest thinking on traditional issues.
  • Collaborate with the Ministry of Chieftaincy and Traditional Affairs to train officers with responsibility for chieftaincy affairs.

It is intended that after the training, the University would publish the proceedings in a form of magazines as a contribution towards the enhancement of traditional leadership in Ghana.


The Drolor Centre provides a facility that brings leaders together to explore leadership in a global context with the aim of providing leadership development, leadership research, and case sharing to participants. In addition to providing a platform for leaders to engage in creative and focused big picture thinking, it also explores how leaders can develop cooperative global leadership and partnerships in a political and economic context. It examines what strategic and global leadership models may deliver better and sustainable value. Central to this, the Centre provides leaders with skills to enhance their communication in order to stir passion and ignite the ore for change in others for greater societal impact.


Programmes in Global Leadership at the University

The Centre seeks to provide strategies that will equip Africa to the following:
  • Accelerate and sustain economic growth in the face of slow integration into a new and unstable global economy.
  • Enhance its international character and presence, and engage more effectively at the global level.
  • Enhance peace and security on the continent.
  • Make the continent healthier and wealthier by focusing on wealth creation rather than on poverty.
  • Strengthen good governance and accountable leadership in whichever form is workable and meaningful to it.

Objectives of the Centre

The Drolor for Centre Strategic Leadership is therefore to:

  • Provide executives, politicians, and senior managers with leadership skills for leading change and making a difference in the 21st Century.
  • Provide a platform for African leaders and executives to interact with global counterparts in exploring critical issues of economic and social development that matter to the African continent.
  • Provide a system of understanding of the important concepts of leadership and strategy, but more importantly how to create and deliver value for constructive and necessary change.
  • Offer personal grooming and l under a system that values and places individual good above common good and generally rejects poor quality of life.


These symbols have over the years become the norms and acceptable standards for Africa south of the Sahara. African leadership – traditional, religious and political leadership – has played a significant role in the development of this symbolic culture. Often poorer countries have blamed their plight on imperialism or colonialism without considering how culture, leadership, and management practices could have contributed to the situation. These conditions have often been blamed on corruption, greed, dictatorship, military coups, incompetent leadership, and mismanagement. These ineffective leadership practices are believed to undermine Africa’s governance systems, development, and culture. Africa needs to change these trends, and it is only the African people who can truly help themselves.


This is why strategic leadership is crucial. The question is why has African leadership practices not yielded the expected results for Africa even up til now? It is believed that the lack of strategic thinking and the inability to use what a country already has to get what it needs has contributed largely to Africa’s developmental slowness. It is time for African leaders to build the condence of their people to take their destiny into their hands without missing the opportunity to leverage global capital through prudent partnerships and networks rather than dependency on aids and support. It is against this background that the need to set up a centre to develop leaders with a requisite social capital, leadership skills and competencies for partnerships, networks, economic development, and social skills to make a difference on the continent was conceived.


To be a Centre of Excellence for high level and executive leadership development in Africa for Africa’s accelerated development.



The Centre exists to nurture a global community of leaders who are willing to make a difference with their presence by creating and delivering value that goes beyond their time and/or geographical boundaries. Leaders who understand the consequences of their actions and inactions on current and future generations and can act ethically in such a context.


Core Activities of the Centre

The aim is to create a distinctive world-class leadership development platform and experience based on global trends, events, research, and community engagement that can provide political, traditional, spiritual, corporate and business leaders with requisite entrepreneurial, creative and ethical thinking skills that can create and deliver value sustainably. Our approach will benet from the rigorous research conducted on the Master of Philosophy and Master of Science.


The Weekend School of the University of Professional Studies, Accra (UPSA) was established in August 2009. The establishment of the School was necessitated after the management of UPSA had realized the challenges encountered by most of the regular students at the university.  The challenges included late arrival of students to the classroom, physical and mental exhaustion of students after close of work which adversely affected their academic performance.


The main objective is to make the academic programs of the university more accessible to a greater number of students and make optimal use of the facilities of the university.


Mission Statement


The mission of the Weekend School is to produce scholars who aspire to become tomorrow’s practitioners and leaders. The school aims to use the advancement in modern technology and enriched curricular to educate its students through the integration of academic excellence and professionalism.


Vision Statement


We aim to be one of the top Weekend Schools of Higher Education globally, with a reputation for research and teaching.


Research Areas


The research areas of the School include Business Management/Leadership, Marketing, Accountancy, Company Secretarial Practices, and Corporate Governance.




State-of-the-art facilities including communication networks and computer -aided technologies.


Taught Programmes


The programmes run by the School include BSc. Marketing, Bachelor of Business Administration (BBA), Bachelor of Science in Accounting, Bachelor of Science in Banking and Finance, and Post-graduate programmes.




The Office of the Dean


Weekend School


University of Professional Studies


P. O Box LG 149, Legon-Accra


Tel: +233 302-500722/500171/500723


Email:  This email address is being protected from spambots. You need JavaScript enabled to view it.

This email address is being protected from spambots. You need JavaScript enabled to view it.


The emergence of Distance learning is changing dynamics of teaching and learning at higher education globally. The demand for tertiary education, nationally and worldwide, in the last few decades has outstretched the limited resources of educational institutions.  In short, access has become critical and is available to a few. The solution has been to utilize innovative approaches including Open Distance Learning (ODL). The Ghana Government policy on Tertiary Education and education technology innovations worldwide provides the policy framework for Ghanaian Universities to increase access to tertiary education.  In response, UPSA has taken up the challenge to increase access to tertiary education and training through the Distance Learning School (DLS).

The introduction of Distance Learning School at University of Professional Studies, (UPSA) Accra is in line with one of the strategic objectives of the University that states: “Establish a Virtual life-long learning Centre to meet the diverse needs of non-traditional and off-campus learning.” The DLS avails opportunity for cross sections of professionals and students to take advantage to enroll to be part of the university system.

The target learners for the DLS are professional and students who cannot take time off their hectic schedules to join the normal face-to-face or traditional mode of teaching and learning. Some of these students are found within and without the country. In addition, these targets learners are potential future professionals whose courses are located at UPSA.

UPSA’s DLS aspires to be a world-class open distance education provider in both academic and professional disciplines, nationally entrenched, regionally recognized and globally relevant. The UPSA’s DLS vision is to increase access to both asynchronous and synchronous professional tertiary education and training through blended mode of distance education.

UPSA’s DLS strives to provide flexible open distance education to promote higher professional education and training in business and other social science related disciplines by leveraging a structured mix of Scholarship with Professionalism.

UPSA’s DLS provides quality professional and demand driven tertiary and lifelong educational programmes and courses through the use of emerging new technologies.

Mode of Operation
The pilot phase will involve both undergraduate and graduate School programmes. The DLS adopts the blended or hybrid method of teaching and learning. Blended learning method will be deployed by using multiple teaching and learning strategies, a range of technologies in combination with face-to-face interaction and the deployment of both physical and virtual resources.

The DLS has a number of facilities, which will enable it carry out its mandate of teaching and research in the University. UPSA has in place an open source platform known as Moodle. Currently, faculty members have been using the platform in delivering their courses. UPSA DLS will expand the use of Moodle platform and add up other open source software plug-ins to enhance the usage of the platform.  There shall be Ultra Modern Distance Learning Centre, where both faculty and students could use to enhance teaching and learning.
Piloted Graduate Programmes

The following Graduate School Programmes are going to be deployed through blended distance learning mode:

  •     MBA in Accounting/Finance
  •     MBA in Corporate Governance
  •     MBA in Marketing
  •     MPhil in Leadership
  •     MBA Petroleum Accounting and Finance
  •     MBA Internal Auditing
  •     MBA Total Quality Management

The programmes Undergraduate programmes will follow suit in subsequent academic years.

The Coordinator
Distance Learning School
University of Professional Studies
P.O Box LG 149, Accra
Tel: +233 244438164

Website: https://join.upsavirtual.site/








Our Address

Postal Address: P.O.Box LG 149, Accra – Ghana
Tel numbers:  +233 302 500 171, +233 302 500 722, +233 302 500 723
Fax Number: +233 302 501174
Email: This email address is being protected from spambots. You need JavaScript enabled to view it., This email address is being protected from spambots. You need JavaScript enabled to view it.,This email address is being protected from spambots. You need JavaScript enabled to view it.




Get Directions to UPSA, Accra

Live Statistics