Issue link: https://maltatoday.uberflip.com/i/1545002
10 maltatoday | WEDNESDAY • 20 MAY 2026 OPINION What would it take to govern Gozo for the long-term? Joe Vella Gauci GOZO has always occupied a distinctive place in Malta's sto- ry. Smaller, greener, quieter, yet carrying responsibilities and pressures that often feel dis- proportionately large. From infrastructure and transport to economic opportunity and envi- ronmental care, decisions affect- ing Gozo are frequently shaped elsewhere, sometimes well, sometimes less so. The question many quietly ask is not whether Gozo needs more attention, but whether it needs a different way of being governed. Allow me to propose a frame- work for regional governance that invites us to rethink how decisions about Gozo are made, planned and coordinat- ed – without calling for sepa- ration or political upheaval. Its central idea, the core principle, is deceptively simple. Indeed, it looks easy to understand but in actual fact is more profound: better governance is not about adding power, but about im- proving how institutions work together over time. This proposal does not sug- gest another layer of bureaucra- cy. On the contrary, its stated aim is to reduce fragmenta- tion. Today, responsibility for Gozo's development is spread across multiple entities, fund- ing streams and decision mak- ing timelines. This often re- sults in short term projects that struggle to align with a longer vision, or in infrastructure that arrives late, piecemeal, or with- out sufficient coordination. This framework argues that the problem is not a lack of effort, but a lack of structure. At the heart of the propos- al is a phased approach to re- form. Rather than dramatic overnight change, it outlines a gradual transition that pro- tects stability while creating momentum. The first phase focuses on something rarely discussed outside policy cir- cles: commitment. Not politi- cal rhetoric, but legal and con- stitutional clarity. Establishing a clearly defined regional gov- erning council for Gozo would signal that planning for the is- land's future is not speculative or temporary but embedded in the state's long term architec- ture. Crucially, this early phase pri- oritises consultation. The Min- istry for Gozo, Local Councils, businesses, civil society organ- isations, and regional institu- tions are expected to help shape how the system operates, rath- er than merely respond to it. This marks an important shift in thinking: governance that is designed with communities, rather than for them, tends to be more durable and effective. In other words, the general will of the people should be given the highest priority. The second phase moves from intention to operation. Once established, the regional council would act as a coordi- nating body, bringing together national priorities and local realities within a single strate- gic structure. Instead of mul- tiple agencies pursuing parallel agendas, infrastructure, invest- ment and development plan- ning would be aligned through one regional framework. One of the most significant ideas introduced here is the concept of predictable, long term capital allocation. For Gozo, this could change how projects are conceived. Plan- ning would no longer depend solely on annual allocations or ad hoc funding decisions, but on multi year certainty. Roads, public spaces, environmental projects and economic initi- atives could be designed with durability in mind, rather than speed. The final phase imagines a fully integrated system: Gozo governed regionally, yet firmly within Malta's national consti- tutional framework. The re- gional council would publish five year development strat- egies, long term infrastruc- ture plans, and annual reports measuring performance and spending. This emphasis on transparency is not incidental. When strategies are published and progress is measured, ac- countability becomes part of everyday governance rather than an afterthought. What makes this proposal worth reflecting on is not just its structure, but its philoso- phy. It explicitly rejects decen- tralisation for its own sake. In- stead, it argues that a stronger state can be one that responds differently to different regions – without weakening nation- al unity. Governance, in this view, is not about who controls what, but about whether de- cisions are made at the right scale, with the right informa- tion, and over the right time horizon. Perhaps the most telling ele- ment is what happens five years later. The framework calls for an independent review of the entire system, assessing wheth- er it has delivered real econom- ic, social and infrastructural benefits. Few reforms are de- signed with the expectation of being questioned. Fewer still are designed to invite correc- tion. In other words, most reforms are not designed with the assumption that they will be scrutinized or challenged. Even fewer are designed to wel- come feedback and adjustment when flaws are identified. Ultimately, this proposal asks a quiet but profound question: If Gozo matters in the long- term, are we governing it as though the future truly counts? Ultimately, this proposal asks a quiet but profound question: If Gozo matters in the long-term, are we governing it as though the future truly counts?