By: Nana Karikari, Senior Global Affairs Correspondent
Ghana’s oldest broadcaster stands at a crossroads. The Ghana Broadcasting Corporation’s (GBC) 90th anniversary has brought its future into sharp focus. For the majority of Ghanaians, the GBC is a national heirloom. It is a voice that has been in their homes for generations. The journey began on July 31, 1935, with Station ZOY. Its founder was the “Sunshine Governor” Sir Arnold Hodson. His mission was to use broadcasting to “bring News, Entertainment and Music into the homes of all.” This is a legacy of public service. It is now at risk of fading.
A National Voice in Peril
GBC’s Director-General, Professor Amin Alhassan, has sounded the alarm that the Corporation has not received “any significant funding in the past 25 years.” This has placed a heavy strain on its operations. The consequences are stark. GBC is being “compelled to start behaving like a commercial broadcasting system.” The financial reality is severe. In 2020, GBC spent over ₵7 million on its public service mandate. All of this was funded by internally generated revenue. This financial strain is why Prof. Alhassan states GBC is “tired and needs a rebirth.”
This sentiment is echoed by GJA President Albert Kwabena Dwumfour, who said, “GBC is at a point where it needs a strategic and visionary leader to turn it around to be fit for purpose.” This institutional struggle is not just an abstract financial issue. The crisis also takes a human toll. As one long-serving GBC employee, who wished to remain anonymous, stated, “We love our work, but it is hard to be patriotic when you can’t get the tools to do your job and you worry about your salary.” GBC is a unique institution. It is “the only national institution that speaks 27 Ghanaian languages a day.” This function is vital for national cohesion and democratic education. It is an act of public good that cannot be sustained by commercial motives alone.
A Blueprint for Independence
To understand the depth of GBC’s financial crisis, we must look to the institution it was modeled after. The British Broadcasting Corporation (BBC) provides a powerful point of contrast. The BBC is funded primarily by a public license fee paid by households. This model grants the BBC a crucial measure of independence. It allows it to produce high-quality, impartial content without chasing advertising revenue. GBC’s situation is the opposite. Its financial struggles force it into a ruthless commercial marketplace. This compels GBC to air commercially viable content. This compromises its public service role. GBC’s over-reliance on advertising risks diluting its public service brand and its editorial control. The GBC’s inability to collect the TV license fee is not just a financial failure. It is a failure to establish the independent funding that its original model was designed to ensure. GBC’s struggle is emblematic of a broader global trend where public broadcasters, from the BBC to Canada’s CBC, are facing increasing political pressure and financial challenges from a fragmented media landscape and the dominance of digital platforms. The Ghanaian challenge, therefore, is a microcosm of a worldwide phenomenon.
International Standing and Public Trust
A public broadcaster’s international reputation is built on its independence and credibility. The perception of GBC as a state broadcaster, rather than a truly public one, has long hindered its standing. The lack of independent funding and over-reliance on government subventions perpetuates this view. GBC cannot compete with international giants like the BBC or Deutsche Welle on the global stage without financial and editorial independence. A well-funded GBC would be a powerful tool for Ghanaian diplomacy. It could project a credible national voice to the world. A lack of funding leaves it vulnerable. The result is a cycle of low public trust and a diminished international presence. The stagnation is more than a financial problem; it is a political one, as noted by media advocate and former GBC Director-General, Professor Kwame Karikari.
“The point I’m driving at is that the whole idea of a Broadcasting Law in this country does not seem to be a priority for any of the governments, which also indicates that when it comes to media policy, media regulation issues, it’s very political,” Professor Karikari said. The political inertia behind the bill is complex, often rooted in the reluctance of successive governments to cede control over a powerful tool for shaping public opinion, as well as the difficulty of regulating a rapidly evolving digital ecosystem. This political inertia is a major reason for the current crisis.
A Legacy of Unifying Content
For decades, GBC was more than a news source. It was a cultural institution that brought Ghanaians together. Iconic programs like “By the Fireside” and “Key Soap Concert Party” were part of the national fabric. They celebrated Ghanaian culture and talent. These shows gave us legendary broadcasters like Mike Eghan. GBC’s journalism has shaped national discourse. It has also faced challenges. The public’s opposition to paying the TV license fee is often tied to this issue. An ordinary Ghanaian in a recent interview stated, “Why should I pay for a service that shows old movies and government propaganda? I would rather spend my money on my internet data.” However, media consultant Dr. Etse Sikanku provides a crucial counterpoint, arguing, “GBC’s value is not just in entertainment. It is about national identity, social cohesion, and reaching every Ghanaian with information, especially in rural areas where commercial stations do not find it profitable to go.”
The Corporation has also produced some of the nation’s finest journalists. They have a legacy of excellence. This legacy is now competing against over 583 commercial radio stations. This is a formidable challenge. A well-funded GBC could also be a bulwark against the rising tide of misinformation. Its public service mandate makes it an ideal institution to provide factual, trusted content. In a fragmented media landscape, a credible GBC is a national necessity. Prof. Alhassan acknowledges this duality. He is working on a new “scheme of service” to restructure the organization. This effort is crucial, especially in the wake of recent internal disputes over management tenure and salary payment that have highlighted deep institutional and governance challenges. The goal is to reconnect staff to the corporation’s “core mission.” The vision is for a “new GBC.” One that is modern and relevant.
A Call to Action for Ghana
GBC’s survival is not just a corporate problem. It is a national imperative. The government must see GBC as a tool for national development. Funding it is not a charity case. It is an investment in an informed and unified citizenry. The government has a role to play. President John Dramani Mahama, in a recent address, stated, “We have a collective responsibility to preserve our media institutions. The government is committed to finding a lasting solution for GBC.” Stakeholders like the Ghana Journalists Association (GJA) have pushed for action.
This dialogue must now translate into a concrete policy. Businesses and other stakeholders also have a responsibility. GBC’s ability to broadcast in 27 languages is a unique asset. It ensures that no Ghanaian is left behind. This is a public service that deserves support. A stable GBC is a stable Ghana. The public service broadcaster must be shielded from political and commercial pressures. Its future depends on a collective commitment. As Prof. Alhassan said, “GBC is not just a broadcaster. It is a national treasure.” A commitment to preserving Ghana’s national treasure for the next 90 years.
