Growth Priorities

1 PILLAR ONE OF FIVE

Governance & Institutional Integrity

Every organ—Council, Executive and Secretariat—functioning exactly as the Constitution intends.

• Operationalise the meeting calendar. Monthly Executive meetings and quarterly Council sittings under Article 9, with agendas, minutes and action trackers maintained by the Secretariat.
• Adopt by-laws and standing orders. Dues, discipline and welfare by-laws drafted, approved and deposited with the Executive as Article 11 requires.
• Enforce the Code of Conduct. A working disciplinary process for L.I. 1178 breaches—query, committee of enquiry and sanction—applied without fear or favour.
• Complete Secretariat HR. Contracts and onboarding for approved roles, with imprest and dual-signatory controls operating from day one.

2 PILLAR TWO OF FIVE

Membership Growth & Value

Grow beyond the current strength while making membership demonstrably worth the dues.

• Certificate and recognition drive. Membership certificates and identification for all member companies within the first 100 days.
• A disciplined vetting pipeline. Executive vetting followed by Council approval for every applicant, exactly as required under Article 5—growth without dilution of standards.
• Targeted recruitment. Licensed agents at Tema Port, Takoradi, Kotoka International Airport and the land frontiers, drawing on sister-association relationships.
• A member services desk. ICUMS support, GRA liaison and dispute assistance—the everyday reasons a firm stays a member.

3 PILLAR THREE OF FIVE

Professional Standards & Training

Make CHAAG membership the recognised mark of a competent, compliant customs house agent.

• A quarterly training calendar. ICUMS proficiency, valuation and classification, and L.I. 1178 obligations delivered through seminars and workshops under Article 2(g).
• GRA partnership on accreditation. Work towards joint certification with the Customs Division so that training carries official weight.
• In-service training obligation. The Code of Conduct commits the Association to continuous member education, built into the annual calendar rather than left to chance.
• Annual compliance attestation. Member firms confirm each year that their staff operate within statutory requirements.

4 PILLAR FOUR OF FIVE

Advocacy & Stakeholder Partnership

Position CHAAG as a credible, constructive policy voice between members and the state.

• A structured courtesy-call circuit. Engagement with the GRA Commissioner, GPHA Director-General, Ministries of Finance and Transport, and the relevant Parliamentary Committee, building on inauguration goodwill.
• Joint platforms with sister associations. Common industry positions with GIFF, FFAG, ACHAG and CUBAG where interests align.
• Evidence-based policy memoranda. Considered submissions on ICUMS operations, port charges and trade facilitation.
• A media relations calendar. Sustained engagement with Metro TV, Citi FM and industry press—strictly non-political, in accordance with Article 12.

Success by Day 365: CHAAG is consulted on customs policy as of right, not courtesy.

5 PILLAR FIVE OF FIVE

Financial Sustainability & Welfare

Predictable income, disciplined spending and a welfare system members can actually feel.

• Dues and levies framework. Registration, monthly dues and levies under Article 7, Clause I, costed, presented to Council and invoiced on a firm schedule.
• Budget discipline. Expenditure only against the Council-approved budget under Article 7, Clause VI, with accountable imprest and dual signatories above the approved threshold.
• Appoint auditors and lawyers. Annual appointments under Article 7, Clause III, with an audit report presented at every Annual General Meeting.
• Constitute the Welfare Committee. Five members chaired by the Vice President, with the Treasurer serving under Article 11, and welfare by-laws deposited before implementation.

Success by Day 365: Six months’ operating reserve built and the first audited accounts presented.