GJA President Albert K. DwumfourFor an organization that prides itself as the vanguard of press freedom, professional excellence and media development, the Ghana Journalists Association (GJA) is, ironically, a glaring example of sluggishness, inertia and administrative mediocrity. It is a bitter pill to swallow, but it must be said: the GJA leadership has woefully failed in one of its most basic administrative responsibilities, processing membership applications efficiently.
The association, which should have been a beacon of dynamism and professionalism, is fast degenerating into a bureaucratic relic, moving at a snail’s pace when the world is sprinting toward innovation and excellence. Young, vibrant journalists eager to belong, to serve and to uphold the ideals of journalism are being met not with open arms, but with locked doors, endless waiting and deafening silence. And the executive body, elected with much hope and fanfare, has either been complicit through inaction or grossly incompetent in addressing this festering sore.
Administrative Paralysis
The ordeal faced by prospective members attempting to join the GJA is shameful, to say the least. Applications are filed with the expectation of prompt, professional feedback. Instead, applicants are met with months, sometimes years, of eerie silence. Follow-up calls and emails go unanswered, inquiries are brushed aside and explanations, when given, are hollow and unconvincing.
What exactly is the GJA waiting for? A new Stone Age to begin? The cumbersome nature of the membership processing is not only frustrating but also deeply embarrassing. In an age where digital tools can process memberships, verify credentials and build interactive communities within days, the GJA still clings to outdated, lethargic administrative practices. If smaller, resource-strapped organizations can operate more efficiently, what excuse does the GJA have?
This is not just administrative laxity; it is a betrayal of trust. It sends a clear and disturbing message: that the GJA executive is comfortable with mediocrity and disinterested in building a stronger, more vibrant association. The GJA’s gatekeeping, whether by design or sheer negligence, is stifling the very lifeblood of journalism in Ghana, the entry and participation of young, energetic, forward-thinking practitioners.
Failure of Leadership
Leadership is about vision, about drive, about action. Sadly, the current GJA executive seems to be caught in a perpetual state of lethargy. They have failed spectacularly to implement simple, strategic reforms that could streamline the membership process and, by extension, strengthen the association’s influence nationally and internationally.
Where are the initiatives to digitize application processing? Where are the public updates on membership drives? Where are the deliberate efforts to attract, vet and induct new members in a transparent and timely manner? Silence. Deafening silence.
The GJA executive cannot continue to hide behind rhetoric while doing precious little to move the association forward. Leadership is judged not by how well one talks, but by how effectively one acts. And in this regard, the GJA leadership is guilty of inaction, of betraying the hopes of journalists who seek affiliation, validation and professional support from the association.
It is almost as though the executive has forgotten that the strength of any professional association lies in its membership. Fresh blood brings fresh ideas, new energy and innovation. By dragging their feet on membership processing, the GJA is not only losing the trust of budding journalists; it is sabotaging its own future.
Undermining Ghana’s Global Media Presence
Ghana has long been celebrated as a torchbearer of press freedom in Africa. Yet, the GJA’s inefficiency in managing its own house is increasingly becoming a stain on that reputation. An active, engaged, and growing membership base is critical if the GJA is to stand shoulder to shoulder with global media associations like the National Union of Journalists (NUJ) in the UK, the Society of Professional Journalists (SPJ) in the US or even our regional counterparts like the Nigerian Union of Journalists (NUJ).
How can the GJA expect to have a strong voice in global journalism conversations when it cannot even manage a simple membership database? How can it claim to defend journalists’ rights, advocate for press freedom, or push for better conditions for media practitioners when it cannot efficiently welcome new members into its fold?
The association’s inertia is not just a domestic embarrassment; it is an international liability. It weakens Ghana’s credibility on the world stage, making it harder for our journalists to build alliances, participate in global training opportunities, and influence international discourse on media freedom and ethics.
Empty Promises and Chronic Excuses
Each election season, GJA candidates promise to reform the association, to bring dynamism and innovation. Yet, after securing victory, these promises dissolve into excuses: “We lack resources” “We are restructuring”, “It takes time”. Enough! These tired refrains no longer inspire patience; they inspire disgust.
The truth is simple: leadership is about priorities. If the GJA leadership had genuinely prioritized efficient membership processing, it would have happened by now. It does not require millions of dollars to set up a basic online application portal. It does not require a UN peacekeeping mission to assign a few competent individuals to vet and approve applications within a defined period.
What is lacking is not resources, it is willpower, vision and commitment. The executive must stop insulting the intelligence of its members and the Ghanaian public with excuses that would not be tolerated in any serious professional setting.
The Price of Complacency
By failing to act decisively, the GJA is digging its own grave. Already, a growing number of journalists are finding alternative professional associations or choosing to remain independent. The GJA is fast losing its relevance among younger journalists, many of whom see it as an archaic body out of touch with the realities of modern journalism.
This complacency will have dire consequences. A weakened GJA means fewer protections for journalists, less advocacy for media reforms and diminished professional standards. It means that when governments attempt to stifle press freedom, there will be no strong, unified voice to resist. It means that journalists under threat will have no credible association to turn to for support.
Is this the legacy the current leadership wants to leave behind? An association remembered not for its bravery, innovation or leadership, but for its indecisiveness, inertiaand eventual irrelevance?
Time to Act, Or Step Aside
The time for polite, diplomatic nudges is over. The GJA executive must be called out for its failures and held accountable. If they are incapable of running a simple membership drive efficiently, how can they be trusted with the larger, more complex mandate of defending journalism in Ghana?
Here is a simple prescription for the GJA leadership:
Digitize the Application Process: Develop a user-friendly online platform where prospective members can easily access application forms, upload necessary documents, and make payments. This system should include automated notifications to applicants at each stage of the process, reducing human error, speeding up processing, and making the entire experience more transparent and accessible.
Set Clear Timelines: Establish and strictly enforce a 30-day limit for processing membership applications from the date of submission. Applicants should receive regular status updates, such as confirmation of receipt, review status and final decision, through email or SMS, ensuring that they are never left in the dark about their application.
Communicate Transparently: Publish detailed information on membership eligibility, required documents, application steps, fees, and processing timelines on the organization’s website and social media platforms. This openness eliminates any perception of favoritism or hidden procedures and promotes trust among prospective members.
Expand Membership Drives: Organize nationwide campaigns targeting journalists from all sectors, including freelancers, digital content creators, bloggers, regional media practitioners and startup media owners. Hold workshops, webinars and information sessions to explain the benefits of membership and actively address any barriers to joining.
Accountability Mechanisms: Designate a dedicated membership officer responsible solely for handling applications. This officer’s job performance should be evaluated based on their adherence to timelines, the transparency of their communications and the satisfaction levels of applicants, thereby ensuring continuous improvement and accountability.
If the current executive is unwilling or unable to implement these basic reforms, they should do the honourable thing: resign. Ghanaian journalism deserves better. The future of the profession, and the very survival of the GJA, depends on leaders who are proactive, innovative and committed to excellence.
Conclusion
The GJA is at a crossroads. It can choose to remain trapped in its cocoon of complacency, watching as it slowly fades into irrelevance. Or it can choose to rise to the occasion, to embrace reform and to reclaim its rightful place as a champion of journalistic excellence in Ghana and beyond.
The current state of affairs is unacceptable. It is a disgrace to the proud history of Ghanaian journalism and a betrayal of the association’s founding principles. If the GJA executive has any sense of duty left, they must act and act now. No more delays. No more excuses. The time for decisive action is long overdue.
The clock is ticking. And history will not be kind to those who chose inertia over action.
The writer is a journalist, columnist specializing in international affairs, and a journalism lecturer with a PhD in journalism. He is a member of Investigative Reporters and Editors and the Centre for Collaborative Investigative Journalism. Contact: [email protected]
