GTA Leadership Dispute: Emmanuel Frimpong Calls for Governance Reforms and Clear Tourism Direction

Tourism analyst and researcher Emmanuel Frimpong has called for a comprehensive review of the leadership and governance structures of the Ghana Tourism Authority (GTA), warning that ongoing leadership concerns could affect the development and future of Ghana’s tourism industry.

In an article titled “Ghana Tourism Authority: Beyond the Leadership Dispute, the Real Challenge Is the Future of Ghanaian Tourism,” Mr Frimpong said the recent disagreement between the Authority’s Chief Executive Officer, Maame Efua Houadjeto, and Deputy Chief Executive Officer responsible for Marketing and Special Duties, Gilbert Abeiku Aggrey, popularly known as Abeiku Santana, should be treated as an opportunity to address broader institutional challenges.

He argued that the situation goes beyond a disagreement between two senior officials and raises important questions about leadership, communication, accountability and the strategic direction of Ghana’s tourism sector.

The concerns follow an exchange of correspondence between the two executives over access to the Chief Executive Officer and the coordination of operational responsibilities.

In a letter dated October 22, 2026, Mr Aggrey reportedly raised concerns about difficulties in securing timely access to the CEO for consultations on operational matters.

According to the correspondence, the situation was affecting the execution of responsibilities relating to domestic tourism, marketing, special events and stakeholder engagements.

However, in her response dated October 24, 2026, Mrs Houadjeto disputed the account and maintained that she operated an open-door policy.

She nevertheless acknowledged the importance of effective communication and proposed measures to improve executive coordination, including scheduled meetings, clearer escalation procedures and better delegation of responsibilities.

The Minister for Tourism, Culture and Creative Arts, Abla Dzifa Gomashie, subsequently confirmed on November 4, 2026, that the matter had been referred to the Presidency for intervention.

Reacting to the development, Mr Frimpong cautioned against rushing to conclusions or treating the correspondence as proof of misconduct by either official.

He, however, noted that the escalation of the disagreement to the ministerial and presidential levels raises legitimate concerns about the effectiveness of the Authority’s internal governance arrangements.

Mr Frimpong maintained that the GTA is a critical institution whose performance has direct implications for hotels, tour operators, travel agents, restaurants, event organisers, tourism professionals, local communities and investors.

He explained that difficulties in communication and coordination among senior management could affect staff morale, delay decision-making, weaken stakeholder confidence and create uncertainty surrounding the implementation of tourism programmes.

According to him, the situation should prompt a broader examination of the Authority’s leadership structures rather than being reduced to a personality clash.

He stressed that leadership in the tourism sector must go beyond occupying positions, issuing directives, attending programmes and organising promotional events.

Instead, he said effective leadership requires a clear vision, defined priorities, resource mobilisation, institutional capacity development and measurable results.

He questioned whether Ghana has a consistent strategy for positioning itself as a cultural and heritage destination, strengthening domestic tourism and investing in areas such as ecotourism, business events, medical tourism, marine tourism and community-based tourism.

He also called for deliberate efforts to develop tourism products beyond Accra, Cape Coast, Kumasi and other established destinations.

Mr Frimpong said the Ministry of Tourism, Culture and Creative Arts must provide the overall policy direction, while the GTA translates government policies into practical programmes.

He added that the Authority’s Board must provide strategic oversight, with management responsible for effective implementation.

The tourism analyst further called on the Ministry to take a more active role in providing strategic direction and ensuring coordination among agencies under its supervision.

He argued that the Ministry should not limit its involvement to intervening when disagreements emerge between agency executives.

Rather, it must establish a comprehensive tourism development agenda with clear priorities, timelines, institutional responsibilities and performance indicators.

He questioned what specific interventions would be required to position Ghana as a leading tourism destination in West Africa, including the infrastructure, investment, reforms and private sector participation needed to achieve that ambition.

Although he acknowledged the leadership and governance orientation programmes organised for agency heads and board chairpersons in 2026, he said such initiatives must translate into measurable improvements in institutional performance and collaboration.

He maintained that the sector needs more than orientation programmes, stressing the importance of leadership alignment and sustained accountability.

Mr Frimpong also raised concerns about the possibility of personal ambitions, individual interests and internal power struggles taking precedence over institutional responsibilities.

While clarifying that his observation was not an allegation against any particular official at the GTA, he stressed that public office should be treated as a responsibility rather than a platform for personal advancement.

He said the CEO and Deputy CEOs must operate as a coordinated executive team, with clearly defined responsibilities and mutual respect.

He further emphasised that differences in opinion should be resolved through established institutional processes without undermining the Authority’s operations.

He urged the Board to ensure that governance mechanisms are effective and that accountability is applied fairly and consistently.

Risks to Ghana’s tourism industry

According to Mr Frimpong, prolonged leadership uncertainty at the GTA could create several challenges for the wider tourism industry.

He identified staff morale, stakeholder confidence, programme implementation and Ghana’s destination image as areas that could be affected.

He explained that tourism businesses and industry associations depend on consistent engagement, timely decisions and reliable institutional support from the Authority.

He also noted that international partners and investors consider the strength and reliability of a country’s institutions when assessing its tourism investment opportunities.

He said the timing of the situation was particularly important because of the approaching December in GH tourism season, which presents an opportunity for Ghana to attract visitors, generate revenue and strengthen its international tourism profile.

He cautioned that internal leadership challenges must not distract the Authority from its responsibility to deliver on these objectives.

To restore confidence and strengthen the Authority’s operations, Mr Frimpong outlined seven measures he believes should be considered by the Ministry and the GTA.

First, he called for a governance and leadership review by the Ministry to examine communication systems, executive decision-making, delegation of authority, reporting relationships and the effectiveness of Board oversight.

He stressed that such a review should not be a witch-hunt or an exercise in assigning blame but should identify institutional weaknesses and provide lasting solutions.

Second, he called for clear definitions of the responsibilities of the CEO and Deputy CEOs, including a documented framework outlining decisions requiring the CEO’s approval, matters Deputy CEOs can handle independently and issues that must be referred to the Board.

He referenced the Tourism Act, 2011 (Act 817), which provides for the Chief Executive’s responsibility for the day-to-day administration of the Authority, including the delegation of functions.

Third, he proposed a performance-based leadership framework under which the Authority’s executives would be assessed against measurable indicators.

These should include growth in domestic and international tourism, tourism product development, regulatory compliance, stakeholder satisfaction, effective utilisation of Tourism Development Fund resources, investment growth and improvements in visitor experience and destination competitiveness.

Fourth, he urged the GTA Board to strengthen its oversight responsibilities by providing strategic direction, monitoring executive performance, addressing governance concerns and ensuring that management operates within its approved mandate.

He, however, cautioned that the Board must respect the distinction between strategic oversight and day-to-day administration.

Fifth, he called for a unified tourism sector development agenda that brings the GTA and other tourism-related institutions together under a common framework.

He said Ghana’s tourism development must connect destination marketing with infrastructure, investment, heritage preservation, skills development, domestic tourism, digital transformation and private sector participation.

He also proposed regular performance reviews and the publication of progress reports to promote transparency and accountability.

Sixth, he called for a stronger culture of professionalism and institutional discipline, urging senior officials to resolve operational disagreements through appropriate channels.

He added that while internal correspondence must be handled responsibly, legitimate concerns should not be suppressed simply because they are uncomfortable.

Finally, Mr Frimpong stressed that the tourism industry and the people whose livelihoods depend on it must remain at the centre of every decision.

He identified hotels, restaurants, tour operators, guides, transport providers, artisans, cultural practitioners, creative arts professionals, local communities and tourism investors as key stakeholders who need an effective and responsive Authority.

Mr Frimpong said Ghana has enormous tourism potential, supported by its cultural heritage, historical attractions, natural resources, hospitality, creative arts and connections with the diaspora.

However, he warned that these advantages alone would not guarantee success without deliberate leadership, strategic investment, strong institutions, policy consistency and effective collaboration between government and the private sector.

He urged the Ministry to provide strategic direction, and the GTA Board to ensure effective governance and management to demonstrate professionalism, unity of purpose and accountability.

He further called on all public officials entrusted with leadership responsibilities to place the interests of their institutions and the tourism sector above personal ambitions.

“The sector is bigger than any individual. Ghana’s tourism future must be bigger than today’s leadership challenges,” he stated.

Mr Emmanuel Frimpong is a tourism analyst, researcher and consultant, and the Founding President of the Africa Tourism Research Network (ATRN).