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NORTH SHORE APPAREL GHANA LTD: A DEFINING SYMBOL OF VISIONARY LEADERSHIP AND INCLUSIVE NATIONAL TRANSFORMATION

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BEYOND EARLY DETECTION: WHAT HAPPENS AFTER A BREAST CANCER DIAGNOSIS? 

  Breast cancer awareness must go beyond pink ribbons, screening campaigns and calls for early detection. Ghana must also confront whether its health system is adequately prepared to care for those who receive a diagnosis. Every October, pink ribbons, awareness campaigns and screening activities remind us of the importance of early detection in the fight against breast cancer. Across workplaces, churches, communities and health facilities, women are encouraged to examine their breasts, attend screening programmes and seek medical attention when they notice unusual changes. These messages are important. Early detection can improve treatment outcomes and save lives. But after losing someone I cared deeply about to breast cancer, I have found myself reflecting on a question that deserves equal attention: What happens after early detection? Let me call her Abena. Abena was a woman in her late thirties, a working professional who had spent more than a decade advocating for breast cancer awareness. She organised screening activities within her church and workplace and encouraged other women to take their breast health seriously. She understood the importance of early detection and actively promoted it. In August 2023, she discovered a lump in her armpit. An initial ultrasound examination reportedly indicated that the finding was benign. However, the swelling persisted, and a month later she noticed changes in her left breast. Further investigations, including biopsy, eventually confirmed breast cancer in November 2023. What followed was a difficult journey through the healthcare system. The physician who requested the investigations had travelled outside the country by the time the results became available. Abena was asked to wait until the physician returned before a referral could be made to the next level of care. Eventually, a colleague facilitated the referral. At the oncology unit, she was informed that the workload was high and that an arrangement described to her as "intramural" payment could secure an earlier appointment. Without this payment, her first appointment would have been in February 2024. She paid and was seen that same day. Subsequent review visits also involved additional payments.   The financial demands did not end with securing appointments. Each chemotherapy session cost approximately GH¢2,000, while a supportive injection administered after each session cost about GH¢900 at the time. The medication was provided for administration by health workers at a nearby facility. Abena completed eight cycles of chemotherapy and was preparing for a total mastectomy. Throughout this period, her health deteriorated. She experienced significant complications, including loss of sight and speech, and eventually died in June 2024. Yet, even while battling the illness, she managed to complete her Master of Laws programme. Her determination to keep going remains one of the things I remember most about her. I share Abena's story not to suggest that every aspect of her care was inappropriate or that one experience represents the entire health system. Neither can I establish that the challenges she encountered alone determined the outcome of her illness. However, her experience raises difficult questions about access, affordability, referral coordination and the support available to patients navigating serious illnesses in Ghana. A diagnosis should mark the beginning of a coordinated response, not the beginning of another struggle to find care. BEYOND AWARENESS: EXAMINING THE HEALTH SYSTEM  Early detection is only one part of the cancer care pathway. Following a suspicious finding, patients need timely diagnostic investigations, clear communication of results, appropriate referral, specialist consultation, treatment and continuous follow-up. These services must work together. Delays at any point can create additional anxiety, financial pressure and uncertainty for patients. This is particularly important when viewed against Ghana's commitment to achieving Universal Health Coverage (UHC) by 2030. The Sustainable Development Goals, especially SDG 3, call on countries to ensure healthy lives and promote well-being for all ages. Target 3.8 specifically commits countries to universal health coverage, including access to quality essential healthcare services, affordable medicines and financial risk protection. These commitments must translate into meaningful experiences for people who seek care. Universal health coverage cannot be measured simply by the number of people who enter a health facility or the availability of screening services. It must also be reflected in whether patients receive the right diagnosis at the right time, whether referrals lead to actual access to care, whether treatment is affordable and whether continuity of care is assured. The question is not only whether we can detect diseases early, but whether our health system is prepared to respond effectively when we do. Patient navigation is one area that deserves greater attention in strengthening cancer care. Nurse navigators play an important role in helping patients move through what can be a complex and overwhelming healthcare pathway. They support coordination of appointments and referrals, facilitate communication between patients and healthcare providers, help identify financial and psychosocial barriers and promote continuity throughout treatment. Ghana has made efforts to introduce and strengthen patient navigation services. However, we must look beyond the existence of individual initiatives and ask questions about their reach and sustainability. How many breast cancer nurse navigators are available across the country? How many have undergone structured, competency-based training in patient navigation? Are these services accessible to patients outside the major tertiary hospitals? Do we have adequate systems for their deployment, supervision and continued professional development? A patient navigator should not merely direct a patient from one department to another. The role requires the knowledge and skills to coordinate care, anticipate barriers and help ensure that patients are not lost along the treatment pathway. Strengthening this service should therefore form part of our broader investment in cancer care. The challenges highlighted by Abena's experience are also not exclusive to cancer. Patients living with hypertension, diabetes, stroke, kidney disease and other chronic conditions face similar needs for timely diagnosis, appropriate referral, affordable medicines, regular monitoring and continuity of care. As the burden of non-communicable diseases continues to increase, the demands on our health system will become even greater. This is therefore a broader health-system concern. We need to examine how effectively our services are organised to support patients from the point of first contact through diagnosis, treatment, rehabilitation and follow-up. The ability to provide continuous, coordinated and person-centered care must become a central measure of the quality of our healthcare delivery. TURNING POLICY COMMITMENTS INTO PATIENT EXPERIENCES  Ghana's Free Primary Healthcare initiative presents an opportunity to strengthen access to essential services, improve early identification of health conditions and reduce barriers at the primary healthcare level. Similarly, the Ghana Medical Trust Fund offers an opportunity to address some of the financial challenges associated with serious and chronic illnesses. These are important interventions, but their impact will depend on how effectively they connect with the wider health system. Expanding access to primary healthcare must be accompanied by adequate diagnostic capacity, functional referral systems, specialist services, essential medicines and a health workforce equipped to provide quality care. Financial support must also translate into access to the actual services patients need and when they need them. We must be careful not to create a situation where patients are encouraged to seek early care but encounter delays, prohibitive costs or limited treatment options once a serious diagnosis is confirmed. Access to healthcare should not end at the point of screening or diagnosis. It must extend throughout the patient's journey. This also calls for deliberate investment in the health workforce. Nurses and midwives are central to patient education, early identification, care coordination, treatment support and follow-up. Their capacity must be strengthened through appropriate training, adequate staffing, supportive working environments and the resources required to deliver quality care. Patient navigation, for instance, should not depend solely on isolated projects or the commitment of a few individuals. It should be deliberately integrated into the organisation of cancer services. BEYOND OCTOBER: A CALL FOR NATIONAL REFLECTION  Breast cancer awareness should not end when October ends. Screening campaigns and public education remain essential, but they must be matched by a health system that can respond to the needs of those who receive a diagnosis. Abena's story is a reminder that behind every diagnosis is a mother, a family and a future that may depend on how effectively the health system responds. It is also a reminder that the success of our health policies should ultimately be judged by the experiences and outcomes of the people they are intended to serve. As a country working towards UHC by 2030, we must move beyond counting the number of people screened, educated or reached through awareness campaigns. We must also ask whether those who need further investigations can access them promptly, whether referrals are completed, whether treatment is affordable and whether patients receive the support required to complete their care. This reflection is in honour of Abena and the souls our health system might have failed. Their stories should challenge us to look beyond awareness and confront the gaps that patients encounter when they need care the most. Early detection is important. But what happens afterwards is equally important. And so, beyond the pink ribbons, the screening campaigns and the annual calls for early detection, I leave us with one question: WHAT'S NEXT AFTER EARLY DETECTION?  I hope this question will spark a much-needed national conversation among policymakers, healthcare professionals, health institutions, civil society, communities and every Ghanaian who depends on the health system. We must collectively examine whether our healthcare delivery system is adequately prepared not only to detect illnesses, but also to provide timely, affordable, quality and continuous care to those who need it. Maame Akosua Serwaa Gyening Email: masagg30@gmail.com  

 

A youth activist of the National Democratic Congress (NDC), Mr Jaga Mohammed Yakubu, has commended His Excellency John Dramani Mahama and the Vice President, Prof. Jane Naana Opoku-Agyemang, for what he described as a “bold beginning” towards a new national vision following the commissioning of North Shore Apparel Ghana Ltd.

Mr Jaga Mohammed Yakubu said the development in Savelugu, an area he described as having been deprived of development for many years, goes beyond the opening of an industrial facility.

According to him, the project represents a defining political and economic statement about Ghana’s leadership priorities, development agenda and future direction.

“At a time when the call for equitable development has never been louder, this landmark project stands as undeniable proof that Northern Ghana is no longer on the margins of progress but at the very centre of a new national vision,” he said.

A Historic Industrial Breakthrough in Northern Ghana
Building on this renewed vision, Mr Jaga said the scale of the project itself tells a compelling story.

“For the first time, the northern part of the country is hosting a manufacturing enterprise of this magnitude,” he stressed.

He said the scale, ambition and operational capacity of North Shore Apparel position it to rival, and potentially surpass, long-established industries in the southern part of the country.

According to him, the ripple effects of the project are not confined to Ghana alone but could extend across the West African sub-region, placing Northern Ghana firmly on the industrial map.

Mr Jaga said, more importantly, the achievement reflects a deeper shift in the philosophy of leadership and development in the history of the Republic of Ghana.

From Promises to Measurable Impact
“This is what purposeful, people-centred leadership looks like—not abstract promises, but visible and measurable transformation for Ghanaians,” he stated.

He said North Shore Apparel, with its capacity to produce a diverse range of garments, including sportswear, workwear, casual wear, children’s clothing and corporate attire, represents more than a factory.

According to him, the project has the potential to contribute to addressing some of the social and economic challenges facing the northern part of the country, including youth unemployment and migration.

He said it also symbolises a shift in national thinking—from exclusion to inclusion, from neglect to investment, and from political rhetoric to tangible results that improve lives while promoting environmentally sustainable practices.

“Such initiatives can promote greater understanding, stronger relationships and social cohesion among people in Northern Ghana,” he stated.

However, to fully appreciate this progress, Mr Jaga said it was necessary to understand the journey that led to the establishment of the facility.

A Story of Neglect Confronted by Responsive Leadership Mr. Jaga said the vision for the project was conceived as far back as 2022, when details of the project were presented to the then NPP government.

He alleged that under the previous administration, the transformative initiative was met with indifference, sidelined, denied the necessary support and excluded from key national programmes such as the One District, One Factory (1D1F) initiative.

He said that in February 2024, Alhaji Nurudeen Mohammed remained determined and committed to the project despite the daunting obstacles.

A sod was subsequently cut for construction to begin.

However, Mr Jaga said that despite the early momentum, the project faced significant setbacks.

He described the absence of government representatives during the initial sod-cutting ceremony in 2024 as symbolic of what he termed a broader pattern of neglect and misplaced priorities.

Consequently, he said, opportunities that could have accelerated development in the north were overlooked, leaving private initiative to struggle in isolation.

A Turning Point Through Strategic Intervention
“But leadership is ultimately measured by choices, and when leadership changed, so too did the trajectory of this project,” Mr Jaga stated.

According to him, under the NDC government, there was a decisive shift from inaction to intervention.

He said through the Ghana EXIM Bank, an institution established under the leadership of President John Dramani Mahama to support industrialisation and export growth, the project received the financial support it needed.

Furthermore, he said strategic support delivered through ADB Bank enabled North Shore Apparel not only to commence operations but also to expand its capacity.

“This is governance in action: identifying promise, investing in it, and ensuring that it delivers real benefits to Ghanaians as a whole,” he stated.

Mr Jaga added that, in addition to financial support, the human impact of the project was equally significant and could contribute to broader socio-economic development.

Transforming Lives Through Employment Creation.

Beyond financing, he said the government, through the Youth Employment Agency (YEA), facilitated the engagement of 1,000 young Ghanaians.
“This is not merely a statistic.

It is 1,000 lives transformed, 1,000 families supported, and 1,000 reasons to believe in a government that prioritises its youth,” he said.

Mr Jaga said the company currently provides about 2,300 jobs and, at full scale, is expected to generate up to 30,000 jobs for young people.
“These are not slogan jobs or mere words.

They are opportunities promised during the campaign that have become a reality for Ghanaians,” he stated.

He said the project was therefore addressing one of the region’s most persistent social challenges.

Breaking the Cycle of Migration and Restoring Dignity
For decades, Northern Ghana has grappled with the painful reality of young people migrating to southern cities in search of better opportunities for survival.

Mr Jaga said this has not only drained the region of its human capital but has also exposed young people to vulnerability, exploitation and unsafe living conditions in cities such as Accra and Kumasi.

“The consequences are evident: young women working as head porters, popularly known as kayayei, young men navigating uncertain livelihoods, and thousands struggling daily for dignity,” he stressed.

According to him, North Shore Apparel has the potential to disrupt this cycle by creating sustainable and dignified employment opportunities within Northern Ghana.

“This will enable young people to build their futures at home, close to their families and communities,” he said.

Ultimately, he added, this would contribute to broader economic stability and national development.

Strengthening the Economy and Enhancing Global Competitiveness
Mr Jaga said the implications of the project extend far beyond job creation.

With its capacity for large-scale production and export, he said North Shore Apparel is positioned to become a significant contributor to Ghana’s foreign exchange earnings.

“By exporting garments to international markets, it can help strengthen Ghana’s foreign exchange position, reduce reliance on imported garments, particularly second-hand clothing, which poses environmental challenges, and enhance Ghana’s competitiveness in the global textile industry,” he stated.

“We Northerners do not know how to thank the Most High God for the implementation of such projects.

Through the visionary leadership of His Excellency John Dramani Mahama and Vice President Prof. Jane Naana Opoku-Agyemang, Ghana is acquiring projects that can transform the lives of its people,” he said.

He said strong economies are built not through dependence but through production, innovation and export-driven growth under selfless leadership.

Mr Jaga Mohammed Yakubu said the project also aligns with broader national policy directions.

Bringing the 24-Hour Economy Vision to Life
The operational model of North Shore Apparel, which runs in shifts, according to Mr Jaga, embodies the vision of a 24-hour economy.
“This is no longer merely a theoretical policy or campaign message.

It is a living testimony and a working example of how Ghana can maximise productivity, expand employment and fully utilise its human and industrial capacity,” he stated.

He said when industries operate continuously, job opportunities multiply, employment expands, incomes rise and communities can become safer places to live as economic engagement replaces idleness.

“This represents a direct link between policy and impact, and between leadership vision and the everyday reality of people’s lives,” he pointed out.

Positioning Northern Ghana as the Next Industrial Frontier
Mr Jaga said the significance of the project becomes even more profound when viewed in the context of Ghana’s future development.
“Perhaps the most powerful message of all is what this project signals for the future. North Shore Apparel is not an isolated success; it is a catalyst,” he stated.

He said the project challenges long-held assumptions about where development can and should occur and demonstrates that Northern Ghana is not only capable of hosting large-scale industrial investments but is ready for them.

With ongoing infrastructure developments, including the Big Push agenda, railway expansion for cargo movement and new airport projects, Mr Jaga said Northern Ghana was rapidly becoming an attractive destination for investment.

Combined with the availability of land, a youthful labour force and a supportive policy environment, he said the conclusion was unavoidable: Northern Ghana is not merely an option but could become a major frontier for industrial growth in Ghana.

Conclusion: A Defining Moment for Ghana’s Future
“The contrast could not be clearer. One approach overlooked potential and allowed opportunity to slip away, while the other recognises value, invests boldly and delivers results that transform lives,” Mr Jaga stated.

He said North Shore Apparel stands as a powerful testament to what is possible when leadership is intentional, responsive and committed to inclusive development.

“It is more than a factory. It is a symbol of hope, a driver of economic empowerment, and a blueprint for balanced national development and growth,” he said.

“If sustained and replicated, initiatives like this will not only redefine Northern Ghana; they will reshape the entire Ghanaian economy,” he pointed out.

“This is not just progress. This is a real turning point for Ghana after years of developmental challenges since the overthrow of His Excellency Dr Kwame Nkrumah in the coup d’état of February 24, 1966.

“And the future has already begun for Ghanaians through the Reset Ghana Agenda,” he stated.

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