Issue link: https://maltatoday.uberflip.com/i/1545920
EVEN in a single-party govern- ment like the one we have had for decades now, a prime minis- ter does not, in practice, have to- tal freedom to appoint whoever he or she wants. In practice, the composition of a Cabinet will depend on a range of consider- ations. Choosing a Cabinet is a prime minister's primary responsibil- ity. If he gets this wrong, he will suffer difficulties ranging from poor policymaking to constant threats to his position. It may seem simple to choose the best men and women for the job, but there is more to it than that. With a Cabinet of 21 minis- ters and two parliamentary sec- retaries, the prime minister's choice has an additional six ministers and a quarter of the previous parliamentary sec- retaries. All previous cabinet members retained their roles but with different responsibil- ities. The most notable aspect is that all five Labour women candidates secured positions. Robert Abela's Cabinet selec- tions seemingly promote har- mony and strengthen his grip on power yet could suppress the crucial critical perspectives that enhance policymaking. He might employ this strategy, given his exceptionally asser- tive leadership and unwavering resolve. In forming his Cabinet, Abe- la seems to have been guided, in his own words, by 'delivery, delivery, delivery'. Those with new jobs and those promoted seem to have the qualities of being tried and trusted, expe- rienced old hands, and peo- ple who are expected to push things along. There may have been several factors Abela considered and I will attempt to consider some of them. First of all, he would have looked to reward loyalty, seek- ing to surround himself with colleagues whom he felt would help drive forward his agen- da. In this respect, he did not have to face the awkward job of sacking the wets and replacing them with dries who shared his ideological vision. He simply confirmed the absolute loyalty shown towards him by all in- cumbent ministers. I believe that Abela faced cer- tain restrictions, as he had no choice but to reappoint the well-known personalities and influential members of his Cabinet. Significant figures, including Clyde Caruana, Ian Borg, Byron Camilleri, Clifton Grima, Jonathan Attard, Anton Refalo, and Miriam Dalli, had to be included. Probably, he felt it was better to have such people inside the tent than outside. For the same reason, he could not avoid appointing the likes of Rosianne Cutajar, Glenn Bedingfield and Chris Fearne, since he would be se- verely weakened by the pos- sibility that they would have campaigned against him from the backbenches. No one expected Abela to have carte blanche when se- lecting his ministers and parlia- mentary secretaries. He needed to account for the representa- tiveness of his Cabinet team in terms of gender, region, party faction or tendency. Naturally, several other characteristics such as the candidates' age, their scandal-proneness, their policy preferences and their competence needed to be con- sidered as well in the selection process. Abela clearly aimed to estab- lish a balance, which is reflect- ed in the appointment of all five elected women to sensitive positions. Despite the Labour Party having been in power for 13 years, the average member of the ministerial team leading us through the coming five years or so has, relatively speaking, average Cabinet-level experi- ence. The 'veterans', if it is in- deed the most suitable descrip- tor, can be counted effortlessly. But while some columnists out there might have expressed disquiet at the possible weak experience or outright incom- petence of the Cabinet, one could question whether expe- rience is everything. After all, the ministers who, according to opinion polls, were doing the best job in the eyes of the public were MPs with zero in- itial ministerial-level experi- ence under their belt. Given the substantial economic and social transformations antic- ipated in Malta Vision 2050, introducing a fresh perspective could be precisely what is re- quired. I would argue that a one- size-fits-all approach does not apply when selecting minis- ters; rather, a more situation- al selection process is needed. Highly experienced ministers, such as Clyde Caruana and Ian Borg, who possess both practi- cal skills and political acumen, are perfect candidates, though unfortunately rare. A balanced approach that combines tech- nical expertise with political skills may allow for a more in- formed decision-making pro- cess and resilient policy imple- mentation. Two distinct species, minis- ters and civil servants, inhabit the government environment, enjoying a symbiotic rela- tionship. Effective leadership hinges on the differences be- tween them—the characteris- tics of one balancing those of the other. Ministers bring to Castille democratic legitimacy and accountability, political direction and a common-sense approach to government. Civ- il servants, on the other hand, bring expertise, specialist knowledge, objective advice and continuity. The differenc- es between the two species can, however, lead to misunder- standings, confusion and frus- tration. This is why it is imperative for every minister to ensure three fundamentals: setting their de- partments' strategic direction, making policy decisions, and presenting and accounting for policy publicly and in Parlia- ment. Ministers will also be acute- ly aware of the Ministry of Fi- nance's control of the purse strings. Money often dictates what can and cannot be done. But with the government's ac- tions during the coming years likely to be scrutinised intense- ly, defining Abela's premier- ship and chances of eventual re-election, questions will con- tinue to be asked about wheth- er he was wise to put his faith in a new-look team at the top. 10 maltatoday | WEDNESDAY • 22 JULY 2026 OPINION Who's fit for the job? Mark Said Veteran lawyer Ministers will also be acutely aware of the Ministry of Finance's control of the purse strings. Money often dictates what can and cannot be done