Good governance is the foundation of democracy in action. It is what transforms elections into effective service delivery and public trust into tangible community progress. In Malta, local councils are the closest level of government to the people - the link between residents and the state.
Yet, as recent events in Għargħur show that this proximity also makes them vulnerable to governance weaknesses when transparency, ethics, and accountability falter. The Għargħur episode offers timely lessons on what is truly required to achieve good governance at the local level.
In the 2024 local elections, the Nationalist Party (PN) secured around 62% of the vote in Għargħur, winning three of the five seats and appointing Helen Gauci as mayor. Less than a year later, in May 2025, a motion of no confidence in the mayor was tabled and approved by three votes to two - backed by two Labour Party (PL) councillors and one independent councillor who had originally been elected with the PN. The motion effectively handed control of the council to the PL, with Mariah Meli appointed as the new mayor.
The incident triggered widespread debate about governance and democratic legitimacy. The PN argued that the change undermined the will of the electorate, while the PL justified it as a necessary response to "a lack of good governance", citing delayed financial reports and poor transparency. The former mayor, denying wrongdoing, requested the Auditor General to investigate the allegations. The case quickly evolved from a local political dispute into a national discussion about what good governance truly means in practice - and how easily it can unravel.
Good governance is not only about having laws or winning elections. It is about how power is exercised - fairly, transparently, and in the public interest. The essential pillars are accountability, transparency, rule of law, participation, effectiveness, and equity. In the context of Malta's local councils, good governance determines whether public funds are managed properly, whether citizens' voices are heard, and whether local leadership operates ethically and efficiently.
The Għargħur case demonstrates that governance failures do not always stem from corruption or illegality; they can arise from weak systems, unclear procedures, and a lack of trust. When information is not shared openly or when decisions are taken without adequate consultation, public confidence erodes - and political instability soon follows.
Sound financial management is at the heart of local governance. The National Audit Office has repeatedly noted that several Maltese councils fail to submit audited accounts on time, leaving gaps in oversight. In Għargħur, accusations of missing financial reports became a flashpoint that undermined the council's credibility and ultimately justified, in the eyes of some councillors, a leadership change.
To prevent such breakdowns, councils must ensure that budgets, audits, and expenditure reports are transparent, accessible, and timely. Financial statements should not remain buried in files or published months late - they should be uploaded online and discussed in open meetings. Transparency is not only a bureaucratic obligation; it is a democratic safeguard that protects councillors and residents alike.
The shift in council control in Għargħur exposed another governance gap: the fragility of internal procedures. While motions of no confidence are legal, their use must be based on documented governance concerns, not political manoeuvres. Clear protocols should govern how such motions are introduced, debated, and justified, to ensure stability and legitimacy.
Equally important is ethical leadership. Local councillors are community representatives, not partisan agents. Codes of conduct, regular ethics training, and declarations of interest are crucial to maintaining public confidence. The perception that a councillor's defection can overturn the voters' will damages both democracy and trust. The system must therefore balance the right of councillors to act independently with mechanisms that uphold electoral integrity.
Good governance cannot thrive without citizens' active participation. Councils exist to serve residents, and residents must be empowered to monitor, question, and contribute to decisions. This means open council meetings, accessible documentation, consultations before major projects, and digital tools for engagement. When residents feel informed and involved, they are more likely to defend their council's legitimacy and less likely to be divided by partisan narratives.
Many governance problems arise not from malice, but from limited capacity. Councils need trained administrators, digital systems, and ongoing professional development for councillors. Shared services, standardized procedures, and collaboration through the Local Councils Association can reduce duplication and strengthen compliance. Oversight bodies , including the Department for Local Government, the Auditor General, and the Ombudsman must remain active partners, ensuring councils are both supported and scrutinized.
The turmoil in Għargħur is a warning and an opportunity. It reveals that governance failures, whether real or perceived, can destabilize local democracy even when electoral support is strong. It also shows that transparency, accountability, and procedural fairness are not optional extras: they are the foundation of stable leadership. Local councils across Malta should take note, audit their own governance practices, and adopt preventive reforms.
Dr Katya De Giovanni is a warranted Organisational Psychologist and Member of Parliament