Last week I set out the case for Malta to develop a vision of the future direction it wishes to take. We all know what Malta has achieved. Its march towards statehood has been a remarkable one. It has survived as one of the world’s smallest ethnic minorities with its own undisputed territory and surrounding seas, and with its own language, culture and distinct identity.
But we now appear to be rudderless, with our eyes focused only on acquisitiveness and greed, and riddled by prejudice, intolerance and opportunism.
Quo vadis Malta? What kind of a legacy do we want our children and grandchildren to inherit? What kind of physical environment do we want to live in? How do we continue with our current burst of economic growth without entirely losing the values which have made Malta a pleasant place to live in? What size of population is sustainable? How do we meet the challenges of climate change?
As the Prime Minister and the leader of the Opposition take a well-earned break they might stop to ponder whether they have it in them to present Malta with a ‘vision’ of where they intend to take the country in the next 20 years. Can they offer Malta a “Vision 2035” in the manifestos they are already composing for presentation in 18 months’ time, to replace the short-term, buy-their-votes-with-promises-not-designed-to-be-kept electoral manifestos?
They might also care to consider why Singapore, which became independent at virtually the same time as Malta, has propelled itself in the same period from Third World to (top of) the First. This was achieved in the face of worse handicaps than Malta’s: a crowded little island of over five million; no natural resources; an extremely vulnerable water supply and, unlike us, an island of polyglot migrants from China, India, Malaysia, Indonesia and several other parts of Asia with little shared history or heritage.
It will be vital for a bi-partisan agreement between the two major political parties and other political stakeholders
The clear answer is that it was all down to Lee Kuan Yew’s leadership – pragmatic, meritocratic, incorruptible, efficient, stable, untarnished – coupled with a clear-eyed geo-strategic vision of where he wanted to take the city-state.
Countries that have succeeded over time have invested in developing long-term visions. They have created the institutions to translate long-term visions into reality. Have Malta’s leaders got the political will to do the same?
The aim of Malta’s ‘Vision 2035’ should be: to outline a strategic vision of how Malta should progress in the fields of governance, economic growth, social development, environmental sustainability and international relations by 2035, and to decide on the concrete steps needed to achieve it.
It should comprise a plan of action for attaining a vibrant and sustainable economy, a cohesive and united Maltese society enjoying opportunity for all, and a built and natural environment which places the quality of life of ordinary Maltese people living here at its centre.
The change over the next 20 years will have to be made in a fluid and dynamic global context, dealing with the challenges while grasping the opportunities to prosper. To achieve this goal will require leadership, teamwork, national will and a fundamental commitment to change the country’s direction from the unsustainable path on which it is currently embarked. The country has to be instilled with a passionate desire for change. There must be a commitment to preserve the best of this country and to transform the worst.
I appreciate that some attempts have been made in the past to develop a vision. For example, the Malta Chamber of Commerce, Enterprise and Industry produced an excellent report in 2014, ‘Economic Vision for Malta 2014 – 2020’. Last year, the Nationalist Party unveiled a 10-year economic plan, ‘An Economy for the People’. The Today Public Policy Institute produced ‘A Strategy for Addressing the Nation’s Priorities’ in 2012.
On the whole, though, while these were worthy contributions for addressingelements of the issue, they were necessarily uncoordinated, narrow-based andisolated initiatives.
What is needed now is a ‘vision’ of Malta in 2035 which is not owned by the government of the day. It must be broad-based in scope, non-partisan and inclusive. It must obtain the input of the public and private sectors, trade unions, NGOs and ordinary citizens.
Its subsequent implementation should be led by a constitutionally established government agency charged with working closely with key ministries to achieve the planned results.
As to who should be tasked by government with doing the groundwork for the creation of ‘Vision 2035’, there is an excellent resource in Malta which is simply not sufficiently utilised. The University of Malta has the range of expertise and, most importantly, the brainpower to provide the leadership and manpower to undertake such a project.
A carefully selected team at the university, under strong leadership, should be commissioned – and remunerated – by the government to produce ‘Vision 2035’ by 2018 in time for the new administration, whichever that may be.
Here, in no particular order, are some of the topic headings – an aide memoire – which should form the basis of the analysis and the subsequent inspiration for ‘Vision 2035’.
On governance and public administration, a fundamental review of the Constitution to correct those aspects which are clearly hindering good governance and democratic checks and balances. Public sector efficiency and the machinery of government (to include meritocracy, transparency, accountability and the fight against corruption).
The judiciary and the application of the rule of law. National security (the AFM and the Security Service). How to improve the Malta Police Force. The merits of giving greater delegated power to local government. Ensuring the independence of public broadcasting.
Setting realistic growth targets for achieving sustainable economic growth. The identification of new niche areas of economic growth. Budgetary and fiscal discipline. Safeguarding our financial services. Business and industrial development. Agriculture. Sustaining and improving our tourism product. How to cope with the massive impact of climate change. Energy security. A comprehensive plan for major infrastructure developments, including improved transport links. ICT and connectivity. Labour productivity, competitiveness and employment. Promoting innovation in science and technology.
As to social development, the continued enhancement of human resources through improved education and training. Malta’s demography and population growth. Culture and identity, including a proper plan for the integration of immigrants, both EU and non-EU. The long-term affordability of pensions and good health-care. Containing the costs of social security while reducing poverty and inadequate housing. Enhancing the role of women. Civil rights and freedom of minorities.
The crucial issue of environmental sustainability must tackle head-on the state of the environment and reversing the increasing uglification of Malta. Land use, including the vexed issue of high-rise. Urban regeneration. Nature parks. The vital issue of Malta’s depleted water resources. Energy efficiency. Pollution and the tyranny of the car. Gozo-Malta link. The future of Comino and Manoel Island.
As to Malta’s place in international affairs, consolidating relations with the EU, including defending Malta’s sovereignty. Relations with non-EU neighbours and the global community. Irregular immigration and refugees.
Once the Vision 2035 plan has been drawn up by 2018, it will be vital for bi-partisan agreement between the two major political parties and other political stakeholders to be sought. The new administration in 2018 – of whichever political persuasion – must be committed to its introduction and execution.