MCESD: Which way forward?
A confidential report on the way forward for the Malta Council for Economic and Social Development says that "strong leadership is necessary for the various members with their respective interests to converge in agreement on policy and position...
A confidential report on the way forward for the Malta Council for Economic and Social Development says that "strong leadership is necessary for the various members with their respective interests to converge in agreement on policy and position papers".
"Strong leadership, time and conflict management skills are needed for the management of the council," the report states bluntly.
However, one of the most controversial suggestions is that the council should not be straitjacketed by the need to find consensus.
"Although it is the role of the chairman to seek consensus on most of the issues covered by the council, members are to be left in liberty to express their own opinions or positions which might not converge into a unitary opinion by council.
"The chairman may decide to publish a majority position paper as well as correspondence or memoranda that reflect the opinion of the differing members. Although this should be the exception and not the rule, assertiveness of positions (even if not unanimous) is considered to be better than indecisiveness and wishy-washiness."
The report was drawn up last summer by Joe Zahra following a unanimous decision by the council but its contents were never published.
The copy obtained by The Times Business suggests a number of ways to improve both the workings and the image of the council.
Its chairman Victor Scicluna resigned some weeks ago after three and a half years in the post, amid claims of ineffectual leadership.
The report highlights a number of key issues, including the question as to whether the MCESD should be active or proactive, how committed the social partners were to the council and how strong the trust is between them. Another crucial question relates to consensus.
"How absolute can consensus be when the role of the MCESD is that of an advisor and consultant, also keeping in mind that the MCESD is not a negotiating forum?" it asks.
The report suggests ways to improve the management of the meetings by setting an annual agenda and by making technical papers and consultation mandatory prior to each meeting. It also says that working groups should be set up on each priority item.
The council's relationship with thegovernment is also tackled. For example, the report agrees that a minister should be invited to attend meetings if relevant. The council has four members representing the government.
"There is no doubt that the issue of the MCESD's relationship with the government is a matter of historical development and baggage, reflecting varying relationships that members of the council have experienced with different governments over the years," it says.
"... The representatives of the government therefore have to partake in the entire debating process of the council as well as share equal responsibility for performance and outcomes."
The report also seeks ways to improve the public image of the council.
"The public has at best an unclear idea of what the MCESD stands for and does... Most think that consultation and joint decision-making are interchangeable. The media, of course, takes advantage of this confusion and the MCESD is pictured as a timid talking shop with no real pressure group power. Of course this is somewhat far from the truth," it says.
"Strong leadership, time and conflict management skills are needed for the management of the council," the report states bluntly.
However, one of the most controversial suggestions is that the council should not be straitjacketed by the need to find consensus.
"Although it is the role of the chairman to seek consensus on most of the issues covered by the council, members are to be left in liberty to express their own opinions or positions which might not converge into a unitary opinion by council.
"The chairman may decide to publish a majority position paper as well as correspondence or memoranda that reflect the opinion of the differing members. Although this should be the exception and not the rule, assertiveness of positions (even if not unanimous) is considered to be better than indecisiveness and wishy-washiness."
The report was drawn up last summer by Joe Zahra following a unanimous decision by the council but its contents were never published.
The copy obtained by The Times Business suggests a number of ways to improve both the workings and the image of the council.
Its chairman Victor Scicluna resigned some weeks ago after three and a half years in the post, amid claims of ineffectual leadership.
The report highlights a number of key issues, including the question as to whether the MCESD should be active or proactive, how committed the social partners were to the council and how strong the trust is between them. Another crucial question relates to consensus.
"How absolute can consensus be when the role of the MCESD is that of an advisor and consultant, also keeping in mind that the MCESD is not a negotiating forum?" it asks.
The report suggests ways to improve the management of the meetings by setting an annual agenda and by making technical papers and consultation mandatory prior to each meeting. It also says that working groups should be set up on each priority item.
The council's relationship with thegovernment is also tackled. For example, the report agrees that a minister should be invited to attend meetings if relevant. The council has four members representing the government.
"There is no doubt that the issue of the MCESD's relationship with the government is a matter of historical development and baggage, reflecting varying relationships that members of the council have experienced with different governments over the years," it says.
"... The representatives of the government therefore have to partake in the entire debating process of the council as well as share equal responsibility for performance and outcomes."
The report also seeks ways to improve the public image of the council.
"The public has at best an unclear idea of what the MCESD stands for and does... Most think that consultation and joint decision-making are interchangeable. The media, of course, takes advantage of this confusion and the MCESD is pictured as a timid talking shop with no real pressure group power. Of course this is somewhat far from the truth," it says.