President George Abela will spend most of the day meeting people at the Verdala Palace while also signing copies of George Abela. Qalb in-Nies, the book which commemorates his hugely popular presidency.
Last Friday, a farewell concert was organised. This is not the way presidents usually end their tenure of office. But this is characteristic of a President who did not mind doing things differently, breaking stereotypes and organising well-managed media events mainly to bolster fundraising activities. These were, in fact, some of the hallmarks of this presidency.
The seeds of its popularity partly lie with the breaking of stereotypes. Then prime minister Lawrence Gonzi was first to break the stereotype by appointing a president who had opposing political beliefs, thus moving away from established tradition.
Gonzi’s decision to cross party lines was all the more difficult since there was a Nationalist candidate – a close friend of Gonzi, to boot – who was more than amply qualified for the post and who would have made a great president. (He would have been an ideal candidate even today, his stature now enhanced by an important post he is successfully executing in the EU.)
Abela is no stranger to breaking stereotypes himself. He has very ably managed to occupy high partisan positions while still being liked by those of a different political hue, thus establishing himself as the ‘nice guy’ of Maltese politics.
On appointment, Abela took two conscious decisions that contributed greatly to his popularity. The first was his decision to position himself as the philanthropist President, and the second was his strategy of media management. Both initiatives were, in different degrees, innovative to the presidency.
The Community Chest Fund (CCF) was traditionally mainly the domain of the First Lady. L-Istrina was in the hands of PBS, though the CCF was the main beneficiary.
Abela took over L-Istrina lock, stock and barrel. PBS grudgingly accepted to be sidelined.
He then revamped the activity by acquiring more corporate sponsors, eliminating gift-giving and changing the venue. L-Istrina became a high-powered and glossy TV show. The mise-en-scène was enlivened by, for example, the exquisite environment of Verdala Palace or the grandiose set at the Lufthansa Technik hangar or the President’s helicopter flight to Gozo.
The CCF became a powerful fundraising and fund-distributing machine. It expanded its activities into new areas, becoming, in more sense than one, the mother of all charities.
While acknowledging the benefits accrued to so many people thanks to this great expansion, there is a case to be made for the devolution of some of the present initiatives of the CCF in favour of sectors of civil society. The CCF can still set up new philanthropic initiatives but once these are set up and are thriving it would be better if these are then run by some voluntary association and not by the presidency.
Abela ably recognised a very basic characteristic of our media-dominated culture: the importance of media management.
His project would not have been possible without a very good media strategy. He not only employed an efficient communications manager, thus emulating some of the previous presidents, but he also attached to his office a professional video unit run by trained personnel.
This was another first for the presidency, which now had complete control on the content and quality of the frequent public service announcements and other video productions prepared for the local media as publicity material for the all-year-round activities organised by the presidency, particularly for the benefit of the CCF.
The organisation of these media events was top-notch, and the branding was intelligently done around the figure of the President, whose presence on the media, particularly the visual media, was very frequent. For example: the President’s Fun Run, the President’s Kitchen Garden, the President’s New Year Concert, the President’s Award for Voluntary Activity and the President’s Forum.
These activities, particularly Rockestra, the President’s Fun Run and L-Istrina, achieved the status of annual secular rituals.
The organisers synergised the value of solidarity, considered by many as a core ‘Maltese’ value, with the value of entertainment, which helps break life’s repetitive monotony, and as a result improves its quality.
These activities provided a win-win situation for the participating individuals: helping others and enjoying yourself. These activities become rituals and thus enable the individual to transcend oneself while fraternising with others to help those in need.
Quite naturally, a hint of self-interest was sprinkled on the way, subtly reminding the individual that possibly tomorrow, he or she would be the one in need of help.
These activities were billed as celebrations of national solidarity and identity. Consequently, those who took part would be entwining themselves in the weave of national pride fomented by these activities.
Abela’s great popularity, media savvy and stratospheric fundraising will be a tough act to follow
Media coverage was essential to the success of this enterprise. Media needs were thus amply catered for by the organisers.
This ad hoc alliance helped the President to break all records of fundraising, which in turn churned out more favourable media coverage, which in turn further helped the fundraising activities.
Part of this positive media coverage was a by-product of the bi-partisan approval of Abela’s nomination to the presidency.
It was not in the interest of the media controlled by the political parties and their fellow travellers to give the President anything but good coverage.
The social networks, which are free from the domination of the main political parties, were a mixed bag. Occasional criticism of Abela by party faithful or by others who disagreed with some particular action was confronted with choruses of support by rival party faithful, and more importantly, by the public.
Criticism, which was little and far between, was mainly the domain of the English-speaking press.
Besides, can the media be really critical of someone so popular and who is considered by so many as the benefactor of the myriads who received help from the fundraising activities he organised?
The media is conscious of its power while also being conscious of its limitations. It can hardly fly so frontally in the face of a tsunami of popular support.
Abela’s great popularity, media savvy and stratospheric fundraising will be a tough act to follow.
[I discussed this subject at a greater length in the chapter I contributed to the book George Abela. Qalb in-Nies.]
joseph.borg@um.edu.mt