A bitter exchange has erupted between the Chief Executive Officer (CEO) of the Ghana Tourism Authority (GTA), Maame Efua Houadjeto, and her Deputy Chief Executive Officer in charge of Marketing and Special Duties, Gilbert Abeiku Santana Aggrey, over claims that the deputy has difficulty accessing her for consultations on urgent official matters.
The disagreement has exposed tensions at the top of the Authority, with the CEO expressing surprise and disappointment over her deputy’s concerns, insisting that they do not reflect her availability, while proposing new measures to improve communication and prevent delays in decision-making.
In a letter dated October 24, 2026, addressed to the Chairperson of the GTA Board of Directors, Ms Houadjeto responded to an earlier letter from Mr Aggrey dated October 22, 2026, in which he raised concerns about difficulties obtaining timely access to the CEO for consultations on urgent operational issues.
“I am surprised and disappointed that the letter does not reflect the true state of my availability to you as my Deputy Chief Executive Officer,” she stated.
The CEO maintained that her office operated an open-door policy, particularly for executive and senior management officers, to promote effective communication and ensure the smooth administration of the Authority.
Although acknowledging the importance of timely consultations, effective communication and close coordination among the executive management, she took issue with her deputy’s account of the challenges, disputing the suggestion that her availability had impeded the discharge of his responsibilities.
The exchange comes at a time when the Authority’s executive leadership is expected to coordinate closely on marketing, domestic tourism, special events and other activities central to promoting Ghana as a tourism destination.
CEO proposes new arrangements
Despite rejecting the impression created by her deputy’s complaint, Ms Houadjeto acknowledged that Mr Aggrey’s responsibilities required timely consultations and decisions, some of which could have operational, financial, strategic and stakeholder implications.
She said communication gaps that could undermine the execution of official assignments must be identified and addressed in the institution’s interest.
To resolve the disagreement and strengthen internal coordination, the CEO proposed five measures to improve communication and decision-making between the two offices.
These include scheduled executive consultations between the CEO and Deputy CEO to review departmental priorities, operational challenges, ongoing assignments and matters requiring executive direction.
She also proposed a clear escalation procedure for urgent issues requiring immediate attention when scheduled meetings were not possible.
Another measure would involve improved coordination through the Executive’s Office to ensure requests for meetings were properly communicated, acknowledged and scheduled according to their urgency.
Ms Houadjeto further called for clearer delineation of responsibilities, approval processes and matters requiring her direct intervention, in line with the Authority’s administrative and governance procedures.
She also proposed regular management coordination to encourage constructive engagement, minimise delays and ensure the consistent implementation of institutional decisions.
According to her, the measures were intended not only to address the concerns raised by Mr Aggrey but also to improve the overall effectiveness of the Authority’s management processes.
Appeal for cooperation
The CEO reaffirmed her commitment to professionalism, institutional discipline and harmonious working relationships, stressing that differences in schedules, operational demands or administrative processes should not obstruct the Authority’s collective responsibilities.
She assured the Minister for Tourism, Culture and Creative Arts and the GTA Board Chairperson that management remained committed to resolving administrative challenges through constructive engagement and appropriate institutional channels.
Ms Houadjeto also acknowledged the contribution of her deputy and expressed optimism that the two offices would continue to work collaboratively to advance the Authority’s mandate.
She consequently proposed an early meeting between them to agree on practical arrangements for implementing the measures.
The disagreement has brought into focus the importance of effective communication and clearly defined administrative procedures within the Authority’s executive leadership.
While Mr Aggrey’s concerns centre on timely access to the CEO for urgent consultations, Ms Houadjeto insists that her availability has been misrepresented.
Whether the proposed measures will resolve the differences between the two officials will depend on their implementation and the willingness of both offices to establish a workable system for handling urgent decisions.
For an institution responsible for advancing Ghana’s tourism industry, sustained cooperation at the top will be essential to ensuring that internal administrative disagreements do not impede the execution of its programmes and strategic objectives.
