Gozo’s Regional Development Authority

Continuity is the key factor in any strategy where a healthy structure and good practice are in place. A clear vision, supported by the necessary framework, will eventually reach higher standards and produce better results. It was a privilege on Friday to

Our challenges

It is undeniable that Gozo’s particular characteristics, including its double insularity, its peripheral location and size, all create challenges that are different to those faced by Malta. It is in this light that successive governments have understood that these challenges require tailored strategic and policy instruments as against a national ‘one size fits all’ solution.

As Gozo Minister, I was proud – together with all the participants who accepted the Ministry’s invitation – to initiate the process that will lead to a specific law establishing an Authority with clear targets and time-frames.

Historically, governments before and after Malta’s independence introduced different governmental bodies to empower a more regional and localised approach to administration in Gozo. These included the Gozo Civic Council, the establishing of a Ministry for Gozo, the devolution of policy authority from the central government in most areas of government, and the establishment of a Regional Gozo Committee within the ambit of the Malta Council for Economic and Social Development (MCESD).

The introduction of a Gozo Regional Development Authority is another step forward in the strengthening of Gozo’s institutional framework. The Gozo Ministry will, once again, focus on stewardship and policy direction in the ambit of national policies but with a special focus on Gozitan special needs. This will empower the new Gozo Regional Development Authority to institutionalise the following roles.

Special roles

The Authority will be assigned responsibility for ensuring that Gozo has a regional development strategy that is reviewed every three years so that Gozo’s economic, social and environmental framework is continuously monitored and attuned to changing circumstances and emerging opportunities.

In the past Gozo has had various strategic plans: in 2005, the Ministry for Gozo launched a Five-year Socio-Economic Development Plan and in 2010, Gozo’s Eco-Island Strategy was launched. As the political sponsors of these plans departed the scene, and also due to a change of priorities, the plans petered off. The presence of an Authority will ensure that a Strategic Regional Development Plan will always be at the core of Gozo’s continued development. As said earlier, continuity will be a mainstay of the Authority’s operations.

The Gozo Ministry has been leading the design of the first Gozo Regional Development Strategy – which we now in- tend to publish for further consultation. In designing this Plan, we invited people from different walks of life, and representing different stakeholders, to form part of working groups on rural development, eco-Gozo, tourism, social development, economic development, infrastructure and accessibility.

Core issues

A core issue that emerged during these meetings was the lack of institutional structures that will take responsibility for implementing the realistic measures that should have been implemented years ago.

Contrary to previous administrations, this Government has always adopted a can-do attitude and is committed to establishing the Gozo Regional Development Authority to ensure that the proper and necessary results are achieved.

From the very outset of the design of the Regional Development Strategy, we sought to address this important issue of implementation. We concluded that the Authority should not only provide leadership for the design and up-dating of Gozo’s Regional Development Strategy, but also that it should organise its implementation with clear targets.

The choice of words is taken with care. The Authority will own the implementation but will not be the implementer. In the work we are carrying out on the Gozo Regional Development Strategy, we have made an extraordinary effort to quantify the outcomes of the measures proposed. We did this with specific intent, as we saw the Authority assuming a programmed governance role in which it enters into performance agreements with the Ministry for Gozo, Government departments in Gozo, national authorities and agencies or other related entities for the delivery of these measures.

Institutional links

We recognise that the strategic alignment of Gozo with national strategy and policy design, planning and implementation is tenuous at best. In achieving the intended results, it is imperative that we strengthen the structured institutional links between the Gozo Ministry and the central and line ministries, and the entities for which they are responsible. These include the positioning of national strategies and policies and their impact on Gozo. We need to ensure that the implementation of such national strategies and policies is not an afterthought.

It is critical that Gozo is given more direct and specific attention in the formulation of national decisions to result in a better outcome for Gozo. Failing to give this perennial priority will manifest itself in a number of real and perceived issues, including – but not limited to – Gozo when seen to be of a lower priority than implementation on the mainland. Other issues may include Gozo not being integrated in the strategy and policy design and, by default, positioned to ‘go it alone’, or when impacts on Gozo are not factored in.

Regional and national

National and strategic policy design must stress the importance that critical and more direct attention is given to Gozo. At times, in doing so we are departing from the real and perceived current situation. We believe that a new approach is required to improve a common national strategy and policy design, planning, and implementation process so that decision-making takes Gozo’s regional interests into account.

To achieve this, we are proposing that a Regional Impact Assessment study is undertaken when a Ministry, a government agency or authority, amongst others, is designing a national strategy, policy, or action plan, or regulatory provisions or a major government decision relating to a project or service that has a direct affect on Gozo. It is posited that such a study will result in the systematic consideration of the characteristics of Gozo in national strategies and policies. It has the potential to minimise unintended consequences and bring to light opportunities that capitalise on Gozo’s unique strengths. The Authority will be assigned responsibility for implementation of this Regional Impact Assessment study.

Excellence

We want excellence to be- come the hallmark of what we do in Gozo. The Authority will see that everything that we do is imbued with excellence and that we will be the best in what to do.

We need to replace the ‘mhux xorta’ mentality with a mindset that ‘nothing but the best’ is acceptable. Of course, education and knowledge are key, but they will not suffice. They must be complemented by mechanisms that allow us to set standards, to measure the targets and enforce them where we fall short. The setting standards and targets, and their enforcement, will be the Authority’s remit.

It will also address the fact that NGOs and constituted bodies in Gozo are splintered, making it difficult to achieve a sustainable mass. The Authority will work with such bodies to coalesce them in sectors that are important to Gozo’s development – rural, heritage Gozo, enterprise and others. The Authority will support these NGOs and constituted bodies so that they become effective and significant partners in the future design and implementation of the strategy.

It is indeed a pleasure for me that, as Minister for Gozo, I am in a position to bring about one of the major initiatives for strengthening our Island’s continued economic, social and environmental development. For the past year it has been the Gozo Ministry that has worked towards this important step forward, together with those who will now continue to participate in this process. The Labour Government is committed to ensuring that Gozo and its people will continue to prosper and to excel in their social and economic endeavours. Gozo and its people are important contributors to the national success and the establishment of the Authority will provide a much-needed framework for reaching higher standards and better results.

Together we have started a new chapter for the island-region’s durable and sustainable development. The future is bright and I look forward to the expected feedback to further strengthen our work. Our ultimate aim is to achieve what is best for Gozo and its people.