RIVISTA
1990
The Order of Malta towards the
third millennium
Future
Strategies The Future Strategies’ project, of which more and more is heard about
in the world of the Order, was started in 1987 on the initiative of the Presidents
of the National Associations when H.M.E.H. the Prince and Grand Master Fra’
Angelo de Mojana di Cologna entrusted me, as Receiver of the Common Treasure
with the organization of a seminar for the future strategies of the Order. This
seminar was held in December 1988 and was attended by H.M.E.H. the Prince and
Grand Master Fra’ Andrew Bertie and all the active members of the Order in the
world. The seminar was very successful, and revealed a great number of active
forces anxious to work along strategic lines, indicating people and
establishing time schedules. Since then many meetings have been held and
important decisions have been made according to the subsequent directives. The
General Chapter of 1989, the Order’s highest court, ratified the proceedings
and created specific commissions, thus prompting many reflections. As an
introduction, I would like to point out the premises and subsequent
considerations which have inspired the above mentioned programme: A) The development, in the last five years, of the relations of
the Order with various countries and
not only with those with which relations are established at the level of
diplomatic representations. The importance of the State visits of the present
Grand Master, when seen in a framework of support and incentive to the
activities carried out or to be planned by the institutions operating in the
country (Grand-Priories, Sub-Priories, National Associations and Embassies). The consequent need for Grand-Priories, Sub-Priories, National
Associations and Embassies to proceed, in the first instance, to an analysis of
the human and financial resources available in each country in order to reach
an evaluation of the actual possibilities of action for the Order. · The subsequent need
for co-ordination with the government bodies of the country concerned, in order
to define projects and activities which can be included in plans for the
financing of international cooperation. · The resulting need for
a close co-ordination between the Periphery and Magistry for the indispensable
involvement of the structures of the Grand Magistry and the representations of
the Order to the international bodies, so that all suitable actions may be
carried out exclusively on the basis of well-defined programmes. · The clear and precise
confirmation that the Grand Magistry does not wish to interfere in areas of
‘constitutional’ autonomy of the peripheral institutions of the Order. · The need to finally clarify that co-ordination and
strategic planning are tools used in the modern world to optimise activities
carried out in full autonomy by organizations referring back to a central
institution. In the case of the Order, the organizations themselves are an
integral and dependent part of both a religious and sovereign institution. Roma.
Castello della Magliana. Il Conte Carlo Marullo di Condojanni apre i
lavori del Primo Seminario per le Future Strategie del dicembre 1988, alla
presenza di S.A. Em.ma il Principe e Gran Maestro Fra’ Andrew Bertie. Alla sua
sinistra il Gran Cancelliere l’Amb. Barone Felice Catalano di Melilli, alla sua
destra S.E. Rev.ma Couve de Mourville e Donna Teresa Samaja. Rome. The
Magliana Castle. Count
Carlo Marullo opens the works of the First Seminary for Future Strategies in December
1988, in the presence of His Most Eminent Highness the Prince and Grand Master
Fra’ Andrew Bertie. On his left, the Grand Chancellor, Amb. Baron Felice
Catalano di Melilli, on his right His Most Reverend Excellency Couve de
Mourville and Donna Teresa Samaja. B) The effective action carried out in health care, assistance,
social, aid and civil protection fields by
many national Associations both within and without their countries, the
well-known activities managed with positive results by several Maltese institutions
and the particular political and legal position of the Order, which may well be
defined as unique in the modern world, have created an atmosphere of trust and
consequently of expectation that structures of the Order be able to carry out
initiatives which Bodies, Government or international Organizations often find
difficult to implement. The consequent need that all the institutions of the Order, none
excepted, feel responsible for creating structures able to meet these
expectations, obviously always within their possibilities, in particular, the
institutions should devote the utmost effort to promoting an ever increasing
involvement of the members of the Order at all levels. This should apply for the Grand Magistry, the Grand-Priories, the Priories,
the Sub-Priories, the National Associations and the Diplomatic Representations,
especially when these latter operate in countries where there are no active
National Associations. It appears however necessary to have: - an increase in
vocations — tools for the
involvement and training of members; — widespread information; — target-oriented and well
organised activities C) The first
promoter of the co-ordination of the international activities of the Order must
necessarily be the Grand Magistry. However, it can be operative only if it has the convinced and unconditioned support of all peripheral
structures. D) The need to define
strategies also in the field of spirituality. One of the primary duties of the members should be increasing
widespread spirituality in the Order. I now wish to examine our
future expectations in general: 1)
the actual operation
of the Commission provided for by the General Chapter for Spiritual Activities
including, among its members, representatives appointed by the National
Associations; 2)
the development of
communications and exchange of information between centre and periphery; 3)
the gathering of
information on the activities carried out by Maltese institutions in 1989
through the recently circulated questionnaire; 4)
the setting up of a centralized
data bank which may gather information on the activities in progress throughout
the world; 5)
the beginning of the
definition of the procedures for the regulation of the use of the Emblem of the
Order by all structures, both central and peripheral, as well as the grant of
patronage to third parties; 6)
the definition of a
single badge for all the ambulance Corps of the Order operating in the various
countries; in light of the above, these are the methods and criteria with which it
is felt that it may be possible to operate in these various fields of action: A) Spirituality Commission All efforts for the new strategies must be made in view of a greater
spirituality, to sanctify the initiatives undertaken in the name of the Order,
making the most of its missionary aspect and spreading our Faith through our
actions. This will be dealt with in
greater depth when the report of the Spirituality Commission is ready. At the
end of the work of the Commission it will indeed be possible to proceed with
the general implementation of the programme here broadly outlined. B) Health-care and Hospital
Work An exhaustive examination of
the international situation is still under way and therefore it is not possible
to analyse the actual volume of the activities of the various organizations of
the Order. Thus it is yet premature to recommend specific areas of activity.
However, the following criteria or guidelines can be defined: 1) The Associations should
carry out their Activities under their own responsibility; 2) In the areas connected
to hospital work, the Order must bear in mind its origins. Hospital work means
direct involvement of the members and thus it should be given maximum priority. Successful initiatives like the pilgrimage to Lourdes should continue
on a yet wider scale. 3) Co-ordination and exchange of know-how between the
Associations should be developed. 4) Co-ordinated programs
of education, training and medical research in the areas particularly relevant
to the works of the Order must be taken into consideration and supported. 5) Co-operation and communication with the relevant
organizations outside the Order must be greatly improved. C) Civil Protection and
First Aid 1. Wherever they operate,
the Ambulance Corps are an outstanding image of the Order. They represent,
therefore, a perfect tool for spreading our ideals within and outside of the
Order. The Ambulance Corps are an important means of recruitment and also a
means for the improvement of the level of training of the members of the Order. 2. Although the efforts
for co-ordination are the competence of the central office of the Hospitaller,
the Corps must organize their own system of co-operation and direct mission.
Given the need for quick action in case of disasters and the highly specialized
technical problems, best results can be obtained if the Corps have a system of
‘regular meetings of the Delegates’. This effort should lead to the creation of
a computer network linking up all the associations and covering all human and
material resources available. In case of multinational actions, good results
could be obtained through an agreement between the relevant Corps and
Associations thus avoiding disagreements and waste of efforts. To reduce the
impact, the Delegates of the Ambulance Corps will develop a system for the
sharing of their know-how, transmitting it to the various Associations which
may wish to establish their own Corps. The Hospitaller’s Office will encourage
all Associations to study these possibilities and will insist that each member
of the Order be given at least basic training in the medical issues and first
aid. D) International Aid 1. Under the auspices of
the ideals of the of Order, Charity applied on an international scale and
adapted to the needs of the modern world, will guarantee the survival of the
Order. The diplomatic and sovereign Status of the Order should be used
especially in this way to gain recognition and respect. The increased poverty
in the world makes it a duty of each and every institution of the Order,
especially in industrialized countries, to work in the field of international
aid, in addition to carrying on their national duties and responsibilities. 2. In consideration of the history of the Order and of its
possibilities, Aid programmes will focus on the following areas: — Leprosy; — Relief in case of
disasters; — Medical, social and
educational aid in developing countries; — Aid and assistance in
East Europe; — Working for peace, in
particular through mediation, doing all that is possible if asked to. E) International fund
raising I. The Order has a great need to find
funds for assistance, charity, research or other types of works, already
existing and planned. Theoretically, through its central and regional
institutions, the Order has already access to several sources of financing and
materials. They are: — International organizations such as the EEC, UNESCO, WHO, FAO and others; — National
government institutions; — Private
institutions; — Private individuals; although many activities for
fund-raising and research of materials are already operative and well known,
this search may still widen its scope. II. For
this purpose it is necessary and advisable to proceed as follows: 1) Communications
both from the centre of the Order and from other regions must be particularly
encouraged as later described. The Grand Magistry will act jointly with the
international institutions and will define co-ordinated procedures in order to
avoid any duplication of information. 2) Prior
to its start, every project will be subjected to internationally approved
feasibility and financial transparency studies. The Office of the Hospitaller —
in co-ordination with the institutions of the Order — will define the general
standards to be followed. 3) Co-ordinated by the Grand Magistry,
the diplomatic network of the Order will support find raising· 4) The
Grand Magistry will prepare a study on how to further exploit sources already
used in the various countries. Moreover, this study will indicate countries so
far not involved enough in fund raising and will set criteria for calls for
financial resources raising. As already mentioned, these reports will cover all
the activities in developing countries and contain requests for financial aid
and will give indications on the distribution requirements of pharmaceutical
products. Once integrated into the strategies of the Order, these programmes
will inform the world and the Organizations of our aims and of our great
initiatives, preferably undertaken as joint- ventures. 5) The organization of financial aid
for activities in Central and Eastern European countries will be particularly
interesting in future years. 6) The
co-operation system explained above will help the distribution of aid coming
from the richest Associations to the works of the more needy ones, including
planning partnerships between the various National Associations to rationalize
aid to eastern European countries and the Third World. 7) The
question of contributions to the Grand Magistry will be the object of renewed
attention. Such involvement will naturally have greater possibilities of
success if some of the suggested strategies are followed and implemented. 8) For the activities themselves it
will be necessary to encourage fund raising through the creation of an
international Data Bank. F) Communications The success of each organization largely
depends on internal and external communications. As already underlined, a great effort will
be made by Grand Magistry, Grand Priories, Sub-Priories and Associations, in
order to create the fundamental conditions for international consensus and for
a real presence of the Order and its works. While waiting for basic measures,
such as the definition of the image of the Order in the outside world, these
recommendations should be followed: 1) Periodical
messages from the Grand Magistry to all members in circular letters in various
languages, with instructions on the main spiritual and service aspects of the
mission of the Order. The ‘Newsletter’ is the first example of this effort
being made by the Grand Magistry. 2) A
regional correspondent for communications will be used by Grand Priories,
Priories, Sub-Priories and Associations as a local means of connection with the
Information Office. The Office of the Receiver of the Common Treasure has
reached good results in this field. 3) Periodical messages from the high
officers of the Order on issues relating to their respective areas of interest
would create bonds between these Offices and the members operating in the same
fields. 4) It is absolutely necessary to unite the
International Review, the Chronicle, and the other peripheral publications in a
single ‘standard-bearer’ publication, to be published twice a year, possibly in
two languages, or at least with articles in various languages. This would create
important synergies and give financial results. 5) The
Year-book should keep its 1990 structure and a part containing mostly news on
the works should be added. 6) Once the economic problems between
centre and periphery are solved, an International Committee for Communications,
composed mainly of regional correspondents co-operating on a regular basis with
the Information Office, will be an important tool to spread, information, thus
creating a modern ‘Image’ of the Order in the external world. A preliminary estimate of the costs for the
information Office is about LTS $ 250.000=. Since this amount is much higher
than the Grand Magistry‘s available funds, it is hoped that the difference may
be covered through the co-operation of the ‘Chronicle’, the periodical
publication of the Washington Association which has already announced its
closure. Its distribution channels could be used for the publications of the
Grand Magistry. The Associations will be required to take a subscription for
each of their members while informing them of the advantages of such operation.
However, if such support is not adequately given, the present great and
difficult effort of the Grand Magistry risks being wasted, unless losses are to
be shown on the next balance sheets. G) Emblems and Patronage In this regard, the most important point is
to define, wherever possible, unified emblems and unified procedures of
‘patronage’; this may be obtained only through a close co-operation between the
Grand Magistry and the Associations. Conclusions I hope to have given a sufficiently comprehensive view of the complex
picture of the Future Strategies. Their final result, in my opinion, cannot but
being the beginning of the institutional reform of the Order, which will
reflect its modern needs. These are no longer the needs of a small State in the
middle of the Mediterranean, but those of an international organization
operating in the five continents and deserving the utmost consideration. With
appropriate constitutional laws which respect tradition, international
initiatives can be encouraged and fostered, in the form of joint-ventures too;
these initiatives are the only possible answer to the needs of the spirit of
charity and service of the Sovereign Order, whose path, under the guidance of
the Holy Virgin of Fileremo and of St. John the Baptist, will certainly be
radiant under the inspired guidance of H.M.E.H. the Prince and Grand Master. To
his work, and to that of the Presidents of the National Associations, we owe
the Future Strategies programme which is now being started. This programme is and is intended to be a door open to all the members
of the Maltese Family, to every individual member. A path to be created and on
which walking together, serenely and actively in the charisma of Tuitio Fidei
and Obsequium Pauperum». We can find it in every corner of the globe, passing through every
continent; it requires everyone’s loyal participation and initiative, in the
daily spirituality of each of us. Situation as of 31 December 1990 on the developments
of the programme
for the
implementation of the future strategies of the Order A. Resolution of the Presidents of the
National Associations of 18 July 1987, B. Mandate
of the Sovereign Council of 8-9 October 1987 to the Receiver of the Common
Treasure to organize a seminar on the future strategies of the Order; C. Seminar on Future Strategies, 2-3-4
December 1988. 1. Dates: General Chapter 7 March 1989 2nd Meeting,
of the Strategies Commission 23 April 1990 1st Report by
the Working Groups 4 June 1990 Meeting of
European National Associations Presidents Brussels 22 September
1990 Internal
Council 17 September 1990 2. Internal Council For the
formation of the Spirituality Commission and the Strategies Commission and for
the co-ordination of the Working Groups and the synthesis of their respective
conclusions (8 June 1989-26 June 1989-26 June 1990-13 September 1990). 3. Spirituality
Commission It appointed a
working group led by the Prelate of the Order H.M.R.E. Mons. Mario Brini. The
Commission, including also representatives of the Grand-Priories and of the
National Associations, is waiting for the results of the proposed resolutions;
therefore it has not met. 4. Strategies
Commission It covers the
duties originally foreseen for the operative working. The Commission
has met twice under the chairmanship of H.E. the Hospitaller on 22 October 1989
and 23 April 1990. 5. The
working groups have forwarded
their work to the Secretary of the Commission who, in his turn, has prepared a
report on the first stage of the works which will be submitted to the Sovereign
Council (Henckel Report of 13.9.1990). Summary of the main resolutions relating to the implementation
of “future strategies”
1. General
Chapter of 7 March 1989 It gave mandate to the Sovereign Council to: · Appoint
a Commission for spiritual activities and religious education (Spirituality
mission); · Appoint
a Commission for the International Co-ordination and Implementation of
strategies (Strategy Commission); · Revise the statutes of the
Maltese Public institutions, · Issue procedures: the use of the
emblem of the Order and the grant of ‘Patronage’. It gave mandate to the Receiver of the Common Treasure to: · Prepare
a budget for the operation of the above mentioned structures and agree its
coverage with Associations and Institutions; · Complete the study on the Order’s
activities in the world. 2. Sovereign
Council of 11 April 1989 It established the Internal Council in two forms, one composed of H.E.
the Grand Chancellor, one of H.E. the Receiver of the Common Treasure. A) with the Hospitaller for: · the appointment of a Maltese
Institution as proposing organization; · the appointment of a working
group (operative working group) in order to: — indicate the rules
governing the use of the emblem of the Order and the grant of ‘Patronage’; — draft proposals
relating to the international co-ordination of aid and civil protection
activities, communication of problems and revision of statutes · appoint the co-ordinator of the
operative working group, · indicate
the ‘terms of reference’ of the Strategy Commission and of the means of
designation of the members to be submitted to the Sovereign Council for
appointment; · the reorganization of the Press
Office in co-operation with Working Group 5. B) with the Grand Commander for: - the indication of the ‘terms of
reference’ of the Spirituality Commission; - It
delegated the Grand Commander and the Prelate to designate the members of the
Spirituality Commission to be submitted to the Sovereign Council for
appointment; - It
delegated the Receiver of the Common Treasure to update the study on the
Order’s activities in the world. - It
delegated the Receiver of the Common Treasure to estimate costs and relevant
coverage. 3. Internal
Council of 8 June 1989 It indicated a first group of ‘terms of reference’ for the Strategy
Commission. 4. Internal
Council of 26 June 1989 It completed the ‘terms of reference’ for the Strategies Commission, - It defined the duties of the
Press Office, - It defined the duties of the
Maltese Public Institution, - It
resolved to unify the tasks of the operative working group with those of the
Strategy Commission; - It
resolved to propose to the Sovereign Council the appointment of the
co-ordinators of the working groups as members of the Strategy Commission; - It determined the 6 working
groups and their co-ordinators; - It
proposed to set up the working groups according to the nationality of the
members; - It
entrusted the Hospitaller with the relations with the co-ordinators of the
working groups and with the respect of the working schedule. 5. Sovereign
Council of 27 June 1989 It resolved to: · entrust
the Strategies Commission with the duties formerly provided for the operative
working group; · confirm
the proposals of the Inner Council for the working groups and the appointment
of the co-ordinating members of the Strategies Commission; · appoint
Count Henckel von Donnersmarck as Secretary of the Strategies Commission; · delegate
the appointment of the members of the working groups to the Inner Council, · postpone
the final formulation of the ‘terms of reference’ for the Strategy Commission
until the duties entrusted to each working group are better defined. 6. Sovereign
Council of 12 October 1990 It resolved to: · give detailed instructions to the
Spirituality Commission; · start the procedures for the
implementation of strategies regarding: Civil protection Communications Emblems, patronage and flags; · delegate
the Receiver of the Common Treasure to prepare a financial plan, on the basis
of which criteria for the prosecution of the programme will be defined, and to
continue assembling data on the activities of the Order. 7. Meeting
of European National Association Presidents on 22 September 1990 Recommendations: · Creation
of a ‘Multinational Standing Commission for International Co-ordination and for
the Implementation of Strategies, composed of representatives of the Grand
Magistry, Grand Priories, Regents and Presidents of the National Associations,
in co-operation with the Hospitaller, in compliance with the General Chapter’s
mandate, and following up the work of the Commission for Future Strategies. · Creation
of an International Co-ordination Committee, for first-aid and rescue
activities in case of natural disasters, composed of representatives of the
Ambulance Corps, with the Hospitaller as Honorary President. · Creation
of an International Committee for Communications with the function of assisting
the head of the Information Office in Rome and co-ordinating his activities
with the peripheral units. · Updating
of the Data Bank, through the new questionnaire, on all the activities of the
Order’s organizations. · Creation of the
proposed partnership between the Associations in developed and developing
countries, including those in central and Eastern Europe. Adoption of a single emblem and local symbols and of standard patronage
procedure, wherever possible, together with relevant regulations and
guidelines. 8. First
Latin-American Meeting of 16-17 November 1990: Final document: · Study
of a programme for co-ordinating and distributing aid and for promoting
interventions. · Liaison
among the Presidents of the Latin-American Associations and Diplomatic
Representatives, with the creation of a special Commission for studying and
solving problems. · Organization of meetings of
Presidents and Ambassadors in Latin America to be held each two years. · Adoption and implementation by
the Grand Magistry of resolutions on strategies. Roma. Basilica dei SS. Apostoli.
Le Alte Cariche dell’Ordine ed i Membri del Sovrano Consiglio alle solenni
Esequie per la morte del Principe e Gran Maestro, Sua Altezza
Eminentissima Fra’ Angelo de Mojana, il
19 febbraio 1988. Rome.
Basilica dei SS. Apostoli. The High Charges of the Order and the Members of the
Sovereign Council during the Solemn Funeral Ceremony for the death of the
Prince and Grand Master, His Most Eminent Highness Fra’ Angelo de Mojana, on 19
February 1988. |