Identity Malta Agency Strategy 2021-2023 by IdentityMalta

Identity Malta Agency Strategy 2021-2023

Minister

Hon. Byron Camilleri

Minister’s Foreword This Government aims at creating efficient and service-oriented entities in the best interest of all the Maltese citizens. In this spirit and ever since its inception, Identity Malta Agency experienced ongoing progress in the enhancement of the services provided. Throughout this strategy, the Agency is looking at consolidating the achievements of the past years, whilst bettering the current functions. The identified frameworks shall provide qualitative management of holistic services that shall address the various needs of the society in the different stages of life. This strategy also identifies the shortcomings and look into addressing such matters. I therefore look forward towards to the full implementation of the 2021 – 2023 strategy, even through all the efforts and dedication of the management and employees of the Identity Malta Agency.

Parliamentary Secretary

Hon. Alex Muscat

Parliamentary Secretary’s Foreword Identity Malta Agency is less than a decade old but is already a vital institution, providing cutting edge products such as the new ID card, expediting travel via passports and visas, boosting the economy by facilitating migrant labour, enabling e-government and adding to the nation’s security through its sophisticated identity management. The Agency has much to be proud of and I am confident that the Strategy for 2021 to 2023 will take it to the next level. Not surprisingly, this document considers the challenges being faced and comes up with solutions, but it goes further, outlining in the most pro-active way how it can position itself as a leading body in positioning evidence-based immigration policy. It deserves every success. I would like to thank everyone at Identity Malta for their hard work and wish them well in achieving new goals.

CEO

Anton Sevasta

CEO’s Foreword Over the past years, Identity Malta has achieved significant progress, departing from an umbrella organisation with no institutional background to Malta’s citizen identity management solution. The crucial role the Agency plays in shaping Malta’s socioeconomic and demographic realities, solidifies the need to be future-proof. This three-year Strategy emphasises on the need to become more customer-centric in achieving total quality management. Inspired by its digital drive and paperless approach, the Agency will embark on a business process re engineering exercise which will further digitalise Identity Malta’s services and will do away with unnecessary red tape. The Agency is committing itself to change and will gauge success against predetermined key performance indicators. However, in order to achieve this, we need to instil a culture of change. We need to understand that change is a continuous renewal process and an organisation-wide commitment towards making fundamental improvements. Identity Malta recognises the pivotal role its employees play in all of this, since it is people, and not just processes, that inspire change. That is why Identity Malta will foster favourable conditions for staff to embrace change and identify with as change agents.

Chairperson

Mario Galea

Chairperson’s Foreword Identity Malta Agency was formed through the merger of several entities, each with their own way of doing things. The challenge we had was to institutionalise the Agency’s ethos and culture. Indeed, we made great strides over the years, but now we have a Strategy to go further. We shall achieve this advance through our values of integrity, excellence, by being service-oriented, with continuous improvement, impartiality, and transparency. People are at the centre of this. The Agency is accountable to provide quality services to its clients and to make sure that its decisions are consistent, lawful, and informed. Our staff have maintained services throughout the pandemic, sometimes in challenging circumstances. We shall repay them by investing in training to make sure they are better equipped to do their work and gain more satisfaction from it. This Strategy is bold because it recognises the Agency’s shortcomings and sets to build on its strengths – and in doing so, it sets high aims. We are not frightened of being bold. Identity Malta has enormous potential. I am determined to see it become smarter, more service-orientated and admired. We have work to do but we are ready to roll up our sleeves and get on with it.

Executive Summary Following an extensive consultation process, the Parliamentary Secretariat for Citizenship and the Communities, Hon. Alex Muscat, together with Identity Malta’s Board of Directors and its Chief Executive Officer would like to present the Agency’s forward-looking Strategy for the period 2021 to 2023. IMA was established in September 2013 by means of Subsidiary Legislation 595.07 and the Agency absorbed the Public Registry Office, the Identity Card Office, the Passport Office, the Department for Citizenship and Expatriate Affairs, and the Central Visa Unit. The absorption of these departments constituted a singular challenge since each entity was an individual government department or unit with its own specific ethos, operational culture and behavioural values that were moulded over the decades. Each entity was drawn in, amalgamated and consolidated in a newly set up agency with no institutional history. Notwithstanding the complexities arising from this multiple merger process, the Agency still managed to meet its service obligations whilst embarking on an improvement process.

Since its inception IMA has

much engaged and committed

with today’s architecture and

achieved significant progress.

towards achieving the Agency’s

technologies. Hence, IMA needs

Once the Agency was set up, it

strategy in digitalising customer

to introduce integrated processes

immediately executed the much

related services.

with partnering entities.

The recent security enhancements

The Agency continues to face

IMA is too often associated with

to Malta’s e-passport and e-ID card

challenges, primarily it needs to

the functioning of the Expatriates

have made it extremely difficult

be more customer-centric, and

Unit, which is unfair on the Agency

for counterfeiters to forge these

it must improve its customer

as a whole since this overshadows

documents or steal one’s identity.

care delivery. The Agency will

the good work being done by

Moreover, IMA implemented

face criticism, even when it

the other units. One must bear

a major customer service

acts lawfully, as a result of

in mind that immigration is an

delivery transformation across

poor delivery. Stakeholders

emotional subject and criticism

all of its service areas through

representing both Third Country

will continue to be flung at the

a programme of digitalisation.

Nationals (TCNs) and employers

Agency even when its actions, as

Another achievement which

complain that (i) at times policies

most often the case, are within the

deserves more recognition was

and eligibility criteria are not

confines of international, EU and

the re-designing of the electronic

transparent enough, (ii) checklists

local legislation.

government identity card; a reform

change frequently and are not

which has enabled e-government

updated on IMA’s website, and that

In the coming months IMA

services to take-off.

(iii) misleading information is given

will build on its strengths to

by different units and customer

address the challenges it faces.

care representatives.

However, the Agency needs to

anticipated e-ID card mass roll-out.

A complex process of replacing legacy applications is currently

peg its performance, customer

underway with modern IT

Legislation also impedes how

care, operational processes and

applications being introduced

e-service delivery is designed

human resource management

for identity card management,

and implemented. The Common

to international best practice

single permit management and

Database, which was considered

standards and introduce targeted

public registry management.

to be state-of-the-art when it was

reforms.

The changes undertaken by the

introduced in 1995, is now a legacy

Agency have had a positive impact

application and is proving to be

on staff morale, who are very

increasingly difficult to integrate

The Strategy establishes the following as the vision statement that will guide the Agency through 20212023:

“An innovative, pro-active, performancebased Agency that: Provides an accurate, trusted, secure, and good quality national identity management service, which is supported by qualified staff and cutting-edge technology, during the life events of the Maltese and other communities that it [we] serves. Leads the national holistic policy and strategic framework for identity management; and Supports migration policy formulation through evidence-based research.” It further establishes the following as the Agency’s mission that will guide it through 2021-2023:

“Meet, within the parameters of its Agency Agreement, its legal, regulatory, policy, strategy and service responsibilities to the government, employers and general public at the highest levels of accountability, integrity, efficiency, effectiveness, economy and service excellence.” The Strategy calls for the introduction of core values directed to shape the Agency’s behaviour and beliefs as well as its ethos and corporate culture.

Integrity

IMA performs any action, whether it is internal or external, with the highest sense of integrity and professionalism.

Excellence

IMA strives to achieve excellence in its actions and decisions.

Service-Driven

IMA, being a service provider, shall maintain a highquality client centric approach at all times.

Continuous Improvement

IMA is a learning organisation which (i) embraces innovation, (ii) adapts to / adopts change, whether it is technological, operational or organisational change, and (iii) is people driven through securing ongoing knowledge acquisition and improved performance.

People

IMA strives to be a model employer, enabling its people to flourish individually and collectively while meeting their professional aspirations.

Impartial

IMA ensures that its diverse client base is treated with respect and dignity, adopting a zero-tolerance policy to cultural and diversity insensitivity.

Transparency

IMA ensures that policies, eligibility, and assessment criteria are at all times placed in the public domain in a clear, non-bureaucratic language and legalese manner that are accurate and updated so that persons can make informed decisions.

The Strategy presents 35 strategic actions over 10 strategic thrusts

01.

05.

08.

Building IMA’s Corporate Identity.

Strengthening Governance.

Continued Human Resource Management and Capacity Building.

02.

06.

Achieving Client Service Excellence.

Strengthening the Agency’s Identity Management EcoSystem and its ICT Frameworks.

03.

Continued Improvement of the Agency.

04.

Strengthening the Agency’s Performance Management Culture.

09.

Communicating and Media Management.

10. 07.

Managing Official Records and Documents.

Pursuing Green Goals.

The Strategy will only be successfully implemented if a mobilised and sustained change management process is undertaken. The locum of responsibility in the change management process rests with the Agency’s Chief Executive Officer, who will be supported by a permanent team of change agents working in tandem with IMA’s Chief Officers, Heads of Units, and staff apart from its external stakeholders and clients. The change process is expected to transcend the duration of this Strategy. The articulation of a future strategy together with an annual review of this Strategy will allow IMA to gauge the impact of change management and to ensure that it reflects the changing circumstances over time.

The strategic actions are presented hereunder: No.

Strategic Action

Identity Malta Agency will put forward changes to SL 595.07 so that it is unequivocally and legally recognised as the national lead agency that manages the national identity management eco-system within a holistic policy and strategic framework. By doing so, the Agency will work in partnership with other government entities, regulatory authorities, the Malta Police Force, EU agencies and other parties as appropriate.

The design of migration policy and development as well as the shaping and influencing of EU policy requires a far more robust framework than that which is currently in place. Identity Malta Agency will rectify this lacuna by establishing a Policy and Research Unit that will be tasked with designing empirical based policy and research. The Policy and Research Unit will be chaired by Identity Malta Agency and will report to a steering group which will be chaired by the Office of the Permanent Secretary of the Ministry responsible for the Agency. The steering group will be composed of other stakeholders, such as Malta Enterprise and Jobsplus, in order to secure joined-up policy design, and hence ownership.

Identity Malta Agency will institutionalise its ethos and culture as a means to shape its behaviour, beliefs and corporate culture through a shared value system which is based on integrity, excellence, being service-oriented, continuous improvement, people, impartiality, and transparency.

Identity Malta Agency’s corporate identity will reflect its core values, constituting its business philosophy and organisational care, with a view to: (a) Perpetuate employee motivation and commitment. (b) Be publicly held accountable for its performance, based on pre-set performance indicators. (c) Strengthen the Agency’s corporate visual identity and marketing communication activities that will externalise Identity Malta’s core business philosophy and culture.

Identity Malta Agency’s customer service philosophy will be based on a culture of ‘demonstrative genuine and pro-active care’ for its clients, which will be underpinned by the principle of offering an ‘interaction among people’ rather than a ‘transaction’ to a client. This will be achieved through a significant review of the customer and complaint service management value chain across the Agency and will incorporate the following actions: (a) Appointment of a Client Service Brand Promise Ambassador who will be responsible for the inculcation and re-enforcement of Identity Malta’s Brand Promise amongst all staff and across all functions of the Agency. (b) Continue at a faster tempo the implementation of digitalised services which will reflect the Agency’s Client Service Brand Promise. (c) Refresh Identity Malta’s website and digital communications framework, which will be complemented by a Website Registrar. (d) Integrate simple videos in multiple languages and translation tools into Identity Malta’s website for the benefit of all users. (e) Real-time service approval ratings will be installed for counter-based services, e-mails responses, digital services, and website use. (f) Provide educational videos and online help to partner organisations (employers, employer representatives and organisations such as Business First) on how to activate a virtual e-ID account and make use of the single permit system, amongst others. (g) Re-initiate mystery shopping as a means of assessing how well the Agency’s Client Service Brand Promise is working (mystery shopping was temporarily suspended due to the pandemic). (h) The recently introduced online appointment system will be extended to cover all of the Agency’s service points. The first come, first served principle will only be maintained whenever it is not possible to re-engineer a service that allows for appointment to be scheduled. (i) Benchmark with an international customer excellence experience standard such as the Customer Experience Standard (ICXS2019). (j) Implement the ISO 10002:2018 quality management for complaints handling.

Identity Malta Agency will lead the process in transforming the applicable identity management legislation in order to allow for the provision of e-services wherever possible, which will be supported by a qualified and advanced electronic signature and the appropriate security measures across services.

Identity Malta Agency recognises that a service is fully provided when the full process across the service chain (which spans across different departments and ministries) is complete. Identity Malta Agency will work with other government entities in order to virtualise service value chains across different functions carried out by different entities.

Identity Malta Agency will operate as efficiently, effectively and economically as possible in delivering a good quality service. The Agency will achieve this by means of a structured and sustainable operational approach that will slash inefficiencies, duplication of work, poorly designed processes and silos, amongst other inadequacies. Robotic Process Automation will be applied where appropriate in order to assist in the execution of a business process review activity with the use of other methodologies, such as an integrated business approach and potential outsourcing in order to secure cost reductions and better efficiency.

Identity Malta Agency will strengthen its VISA issuance management by: (a) Continuing to assist Embassies and High Commissions, (which are recipients of large amounts of VISA requests and may constitute high-risk to the labour supply channel), through real-time digital interaction where possible. (b) Consulting with the Ministry of Foreign Affairs in exploring different options for Malta to extend its international VISA approval process and to ensure that processing reflects Malta’s economic and national interests (such as tourism and education), in full conformity with the Schengen Border framework. (c) Reviewing policies and processes administering the issuance of national VISA in order to improve practices by giving particular attention to the use of digitalisation. (d) Introduce new VISA services including Executive VISA Renewal and the Premium VISA. (e) Looking back on the pandemic, the Agency will establish practices which were adopted during the past few months as permanent mechanisms to provide succour to TCNs negatively affected by force majeure.

(f) Setting up an inter-ministerial committee which brings together relevant functions within the Immigration Police, Border Control, the Ministry for Foreign Affairs, and other appropriate stakeholders in order to discuss issues, assess changes and strengthen virtual as well as ongoing communications on VISA security and fraud management processes. (g) Organising systematic and sustained training intended for government officials assigned to Embassies, High Commissions and Consulates on VISA legislation, management, and security so as to equip them with the necessary knowledge and skills. 10

Identity Malta Agency will establish a multi-tasked outreach team which will carry out programmed events such as school visits prior to the O-level examination process, roaming services in conjunction with Local Councils and the opening of a satellite office in the North of Malta.

Identity Malta Agency will continue to strengthen its capacity to identity freedom of movement fraud by, introducing risk management tools and techniques, joint enforcement training with the Immigration Section at the Malta Police Force (MPF) and further investment in intelligence reporting, among other actions.

Identity Malta Agency will continue to review with the appropriate Board issues concerning document management forwarding process and will present its recommendations for the Ministry’s consideration.

Identity Malta Agency will review the frameworks and processes for the publication and updating of policies, procedures, information, checklists, and assessment criteria.

Identity Malta Agency will strengthen its Strategic Planning and Monitoring Framework in order to align its strategic and business planning and evaluation approach, with an emphasis on attaining an outcome-oriented monitoring.

Within the context of a Strategic Planning and Monitoring Framework, the current management information system will be overhauled and replaced with a performance reporting structure that will allow for effective performance reporting on an activity and process-based level. In order to achieve this, Identity Malta Agency will adopt the Balanced Scorecard methodology.

The Agency Agreement between the responsible Ministry and Identity Malta Agency will be strengthened by the following amendments: (a) Replicating Article 4 of the Gozo Development Authority Act – Act No. XVIII of 2019 with a three-year business and financial plan reviewed and calibrated annually. (b) Replicating Article 5 of the Gozo Development Authority Act – Act No. XVIII of 2019 by establishing key performance targets on which the Ministry seeks to measure performance of the Agency. (c) Replicating Article 8(1) (d) – Schedule I of the Gozo Development Authority Act – Act No. XVIII of 2019 by establishing a planning, reporting and control framework. (d) Replicating Article 6 of the Gozo Development Authority Act – Act No. XVIII of 2019 - by placing an obligation for a strategic review of the Agency every five years. (e) Introducing a process to follow when reviewing proposed new services and service fees.

Identity Malta Agency will set up an Internal Audit Function which will report to the Board of Directors.

Identity Malta Agency will integrate risk management into its culture, decision-making processes, programmes, projects, practices, business planning and performance reporting activities and will provide a safe working environment for its staff.

Identity Malta Agency will strengthen its Information and Communications Technology governance by channelling all change requirements through an established framework of IT change management in order to review risks and effects. It is only after such an assessment that the Office of the Chief Information Officer will be instructed to carry out the approved changes. In the strengthening of the ICT Governance framework, the Agency will review and apply as appropriate the Information Technology Infrastructure Library change processes.

Identity Malta Agency will devise a five-year strategy that will position where Malta should be in terms of architecture, technology, standards, security and inter-operability aspects vis-àvis its identity management eco-system.

Identity Malta Agency’s investment in Information and Communications Technology will continue to include the replacement of legacy applications, including the Common Database, securing data synchronisation and integrity as well as the leveraging of current and future technologies in order to further digitalise its services.

In order to strengthen its identity management and system security framework, Identity Malta Agency will implement the ISO 27000 family of standards on cyber security.

Identity Malta Agency will continue with the initiative taken in recent years to digitalise its records in order to share information with other entities and to allow for online searches at reduced costs.

Identity Malta Agency will embark on the introduction of a knowledge-based system aimed to provide guidance to staff and help reduce errors at work.

Identity Malta Agency will assure that first-time managers receive leadership training and support.

Identity Malta Agency will introduce a competency framework that covers all the positions and job classes within it.

Identity Malta Agency will develop a three-year training plan whereby each member of staff will undergo 10 working days of formal and e-based knowledge, competency as well as skillsbased training, annually.

As a means of recognising and awarding corporate performance, the Board of Identity Malta Agency will annually assess the extent to which the Agency has met its strategic goals set at the start of the year.

The corporate based performance system of Strategic Action No. 28 will be complemented by the assignment of individual awards to staff members.

Identity Malta Agency is committed to good human resource management and development. It will seek to obtain accreditation in Investors in People (a ‘gold’ quality standard) by which international organisations measure themselves in relation to their human resource management and development framework.

Identity Malta Agency will continuously seek to improve its wellbeing framework. It will benchmark this by adopting the Investors in People accreditation for Wellbeing.

Identity Malta Agency will carry out an examination of the COVID-19 virtual office model it established during the pandemic with a view of introducing aspects into its business culture, tying it to productivity goals.

Further to the initiatives and mechanisms introduced by the Office of Human Resources, Identity Malta Agency will leverage technology for corporate-based communications, such as quarterly meetings with staff and monthly networking sessions amongst staff from different units to enable cross understanding of functions. E-knowledge centres and blogs created by staff will allow us to share knowledge on policy and technical matters.

Communication strategies and messages will be designed expressively to reflect the needs of the distinct clients’ base and Identity Malta Agency’s desired outcomes.

Identity Malta Agency will continuously seek to drive green initiatives and implement the EU Eco-Management and Audit Scheme.

Table of

Contents

Executive Summary

Contents

Glossary

Introduction

.01

Constitution of Identity Malta Agency

.02

Achievements by Identity Malta Agency

.03

Challenges Faced by Identity Malta Agency

2021-2023 Identity Malta Agency’s Strategic Framework

.01

Identity Management’s Strategic Orientation

.02

Role of Identity Malta Agency

.03

Identity Malta Agency’s Vision Statement

.04

Identity Malta Agency’s Mission

.05

A Core Value System for Identity Malta Agency

.06

Strategic Thrusts

Building up Identity Malta Agency’s Corporate Identity

Achieving Client Service Excellence

Continued Improvement of Identity Malta Agency

1. Legislative review 2. Virtualisation 3. Business Process Re-engineering 4. VISA Issuance Management 5. Local Outreach Service Provision 6. Reporting and Monitoring of Freedom of Movement Fraud 7. Management of a VISA Appeal 8. Transparent and Consistent Policies, Procedures, Information, Checklists, Assessment Criteria and Methods 9. Organisational Re-alignment 10. Change Management

Strengthening the Agency’s Performance Management

Culture 1. Enhancing IMA’s Strategic Planning and Monitoring Framework 2. Augmenting the Current Performance Reporting Structure 3. Agency Agreement between the Responsible Ministry and the Agency

Strengthening Governance

1. Setting up an Internal Audit Function 2. Introducing a Risk Management Culture

Strengthening the Agency’s Identity Management Eco-

System and its ICT Frameworks 09

Managing Official Records, Documents and Knowledge

Continued Human Resource Management and Capacity

Building 1. Responding to the Leadership Challenges of IMA Staff building the Management Strata from within 2. Establishing a Competency Framework as a Route to Career Management 3. Recognising and Rewarding Performance 4. Further Strengthening of the Human Resource Function by Working to Achieve Accreditation in Investors In People 5. Safeguarding the Well-Being of Staff 6. Post-COVID Workplace Business Model

Communicating and Media Management

Pursuing Green Goals

Next Steps

Glossary

API

Application Programming Interface

BSCM

Balanced Scorecard methodology

BPR

Business Process Re-engineer

CEO

Chief Executive Officer

CdB

Common Database

ECA

Electronic Communications Act

EMAS

Eco-Management and Audit Scheme

EES

Entry/Exit (EES) System

e-ID

Electronic Government Identity Card

ETIAS

European Travel Information and Authorisation System

European Commission

European Union

HRMD

Human Resource Management and Development

Identity (ID) Card

ID Card

IMA or Agency

Identity Malta Agency

ICT

Information and Communications Technology

IiP

Investors in People

Information Technology

ITIL

Information Technology Infrastructure Library

KPI

Key Performance Indicators

MECS

Malta Electronic Certifications Services Ltd

MDH

Mater Dei Hospital

Ministry

The Ministry currently responsible for IMA Ministry for Home Affairs, National Security and Law Enforcement

MITA

Malta Information Technology Agency

NIDMS

National Identity Information Management system

NGO

Non-Governmental Organisation

PKI

Public Key Infrastructure

RPA

Robotic Process Automation

Secretariat

The Parliamentary Secretariat currently responsible for IMA Parliamentary Secretariat for Citizenship and Communities

SMT

Senior Management Team

SIS

Schengen Information System

S.L.

Subsidiary Legislation

SOP

Standard Operating Procedures

SPMF

Strategic Planning and Monitoring Framework

TCN

Third Country National

VIS

VISA Information System

01.

Introduction

01.1 Constitution of Identity Malta Agency Identity Malta Agency (IMA) was set up in September 2013 by means of Subsidiary Legislation (S.L.) 595.07. Article 3.1 states that the “Agency will carry out the functions and duties of the public administration in relation to: (a) Visas, residence permits, work permits, and other administrative matters related to expatriates; (b) Passports; (c) Processing of applications for national visas under the Immigration Act by assisting the Principal Immigration Officer in the execution of duties and functions related to such matters and in the implementation of any European Union legal instrument related to visas by also giving its assistance in such matters; (d) Identity cards and other identity documents; (e) Acts of civil status; (f) Registration of public deeds; & (g) Such other matters which are ancillary, incidental or consequential to the matters stipulated in paragraphs (a) to (g) as the Minister may from time to time determine.

In order to meet the responsibilities stated above, IMA was assigned the duties relating to the functions of the: (a) Authorised officer designated under the Identity Card and Other Identity Documents Act; (b) Director of the Public Registry including those under the Civil Code and the Public Registry Act; (c) Director for Citizenship and Expatriate Affairs provided for under the Immigration Act and subsidiary legislation made thereunder; & (d) Issuing VISAs. Additionally, IMA was assigned the role of assisting the Minister responsible for passports and any other officer in charge of passports in the execution of the functions and duties in terms of the Passports Ordinance. When IMA was set up, the Agency absorbed the Public Registry, the Identity Card Office, the Passport Office, the Department for Citizenship and Expatriate Affairs, the Department for Civil Registration, and the policy function pertaining to the Central Visa Unit. IMA was also responsible for the Individual Investor Programme, Malta’s Residence Visa Programme, and the Land Registry, which together with the Citizenship Unit, were later divested of the Agency. Since IMA was established, there were five Ministerial portfolio changes which had an effect on the Agency’s strategic orientation and operation since each individual exerted his/her policy emphasis.

01.2 Achievements by Identity Malta Agency

he absorption of different entities within IMA constituted a singular challenge given that each

entity was an individual government department or unit having its own ethos, operational culture, and behavioural values, which were moulded over the decades. Each entity was drawn in, amalgamated, and consolidated within a newly set agency with no institutional history. This complex process, fraught with risk, involved some 240 members of staff who were later complemented by an additional 79 new recruits between 2015 and 2020. This was carried out simultaneously with a capacity building process in order to cover new business functions, including a well-resourced corporate office.

Notwithstanding the complexities,

Borders Code regarding the use

Reconnaissance High Security

IMA maintained its service

of EES (adopted in 2017) are to

Printing (EMEA) Conference.

obligations and at the same time

be implemented. Furthermore, in

Similarly, IMA made security

embarked on an improvement

2018 legislation was adopted for

upgrades to Malta’s e-Identity

process, which involved the

the formation of a European Travel

Card.

relocation of its offices to new

Information and Authorisation

premises. The first phase was

System (ETIAS), which is designed

The Agency has also embarked on

complete in 2020 with the

to establish border movement

major customer service delivery

relocation of the Expatriates

of third country nationals (TCNs)

transformation with a number of

Unit and CVU to Msida. This was

within Schengen borders.

services being digitalised, including

followed by the Public Registry and

Implementation of the supporting

certifikati.gov.mt, testamentary

Passport Office recent move to

infrastructure needed for EES is

searches and searches on

Marsa.

planned for the first quarter of

individuals, single permit

2022, whereas ETIAS is set for

applications, and online birth

Improvement and demands

end of 2022. Complementary to

as well as death notifications.

for change stem from multiple

the Schengen VISA, the Agency

To apply for your Identity Card,

directions. As a member of the

manages the national visa policy,

the necessary paperwork can be

European Union (EU), Malta

which plays a crucial role in shaping

completed in advance through an

is bound to implement EU

immigration policy.

e-Form, with the applicant only

regulations and directives including

Security features of important

having to visit the Identity Card

the Schengen and VISA policy as

identity management documents,

Unit to have his/her biometrics

well as supporting information

including e-Passports and

data captured and to collect the

technology (IT) applications; the

e-Identity Cards, require

actual card.

Schengen Information System (SIS)

periodic reviews to counter the

and the VISA Information System

ever-increasing sophisticated

A visible outcome is the reduction

(VIS). In this regard, EU policy has

counterfeit frauds. Recently, IMA

of queues outside IMA’s offices and

brought about significant changes,

has upgraded Malta’s e-Passport

other client serving units, notably

including changes as a result of the

by incorporating cutting-edge

the Expatriates Unit in Msida.

United Kingdom’s (UK) withdrawal

technology, integrating additional

One innovative service delivery

from the EU. Furthermore, the

security and anti-counterfeit

mechanism was the setting up of

EU has a comprehensive project

features. Malta’s e-Passport is

an IMA office at Mater Dei Hospital

underway in order to establish

recognised amongst the world’s

(MDH), which enables ‘real time’

a smarter border. The project

top 10 most powerful passports

birth and death registration.

concerns the Entry / Exit System

and the travel document was

(EES) Regulation where the related

awarded the 2020 Best Regional ID

amendments to the Schengen

Document award during last year’s 30

Table 01: Service Provision and Digitalisation Impact: 2019-2020 2019 Expatriates Unit1 (Service for temping agencies and employers)

2020

Face to face / counter

16,888

e-Service

15,248

e-mails on generic accounts

Identity Cards Unit

Central VISA Unit

Passports Unit

Public Registry

Face to face / counter

41,730

34,157

e-Service

202,048

326,501

e-mails on generic accounts

40,726

108,387

Face to face / counter

N/A

2,415

e-Service

N/A

e-mails on generic accounts

N/A

15,5272

Face to face / counter

45,204

14,923

Collections

N/A

16,027

e-Service

N/A

124

e-mails on generic accounts

1,8343

8,329

Face to face / counter

58,875

38,708

e-Service

28,824

29,987

Data covers period January to October 2020

Data covers period April to December 2020

Data covers period September to December 2020 31

Physical presence required

Reporting Unit

Searches Unit1

e-mails on generic accounts

4,9034

23,523

Face to face / counter

N/A

636

e-Service

N/A

e-mails on generic accounts

N/A

2,740

Wills

13,274

11,740

Ref Update

1,096

617

Priority

17,557

14,035

Normal

103,297

88,786

Updates

64,061

53,610

Notes

77,353

65,223

To be launched in 2021

Source: Identity Malta Agency, 2021 4

Data covers period Covers period 17th September to December 2020

In absorbing different departments, IMA inherited

the Eureka searches system now in its third phase of

legacy IT applications based on mid-1990s

implementation. The transformation of the notarial

information technology. Apart from legacy related

portal is seen by the Notarial Council as a showcase

issues, the applications taken over by IMA were

of how a government entity, a private sector provider

not easily e-service adaptable to the evolving

and a professional body should work together. This

technologies and devices. Thus, IMA embarked on

relationship has enabled IMA to build a new public

a comprehensive IT transformation programme

registry management system that meets both the

in relation to its core business; identity card

Agency’s and the Council members’ demands. At

management, residence permit management, public

the moment, discussions are underway on how

registry management, etc. The National Identity

the notarial based service delivery can be improved

Information Management System (NIDMS), which

further through digitalisation. In 2021, IMA will issue

was initially implemented in 2007, was overhauled,

the results of searches to notaries signed by an

thus, enabling sharing of different identity data with

electronic PDF signature.

multiple authorised entities. IMA has an excellent relationship with the Malta

IMA’s IT and business framework is based on a well-

Notaries Council which aided a difficult migration of

designed and coherent security architecture that 32

underpins identity documents, authentication standards, biometric interoperability, integrity of identity data holdings and procedures for document verification. Furthermore, Malta Electronic Certifications Services Ltd (MECS) assigned IMA the primary role of PKI’s infrastructural operational service provider responsible for the management of the government’s e-ID Public Key Infrastructure (PKI), besides offering (i) registration service (acting as the registration authority), (ii) revocation management service and (iii) subject devise provision service. In essence, IMA is now the government’s e-ID PKI owner, which provides the PKI certificate embedded in e-Identity Cards and e-Residence Cards amongst others. IMA introduced Standard Operating Procedures (SOPs) in each of its business functions and are periodically reviewed (with most reviewing cycle completed in 2020) to ensure that they reflect the latest policy, regulatory and business processes. The changes undertaken by the Agency have had a positive impact on staff morale. Management and staff are excited about IMA’s recent strategic orientation of digitalising customer related services. Indeed, there is a collective desire for digitalisation to remain central to the Agency’s continuous improvement process.

01.3 Challenges Faced by Identity Malta Agency

one’s hopes and fears and being

Chief Operating Officer analyses

attuned to them. Another issue is

these reports and presents its

that IMA often fails to respond to

recommendations. Nevertheless,

queries and issues raised in emails,

there is no corporate performance

not only resulting in a frustrating

reporting structure in place that

relationship but also in a poor

measures performance against

image for the Agency.

key performance indicators. This limits intelligence presented

Although IMA has moved at breath-taking speed over the past eight years, there is still need for consolidation, where and as appropriate. Focus will now be directed towards tying performance, customer care, operational process and human resource management to international best practice

Due to the fact that the quality of customer care service provided by IMA needs significant improvement, there will be a charter of response times for answering all queries raised, irrespective of the medium used.

to management, affecting the action that can be taken to rectify negative variances. Demand for services has increased over the years without matching the required increase in staff, which may have had an effect on the quality of service provided. But difficulties in meeting business objectives are not necessarily the

standards. At present, there is no structured

result of insufficient staff, they

Customer service delivery will

business and financial planning

are also the result of staff not

be improved, be it face-to-face

framework that enables for top-

having the necessary skills and

interaction or answering emails

down or bottom-up planning

competencies or being assigned

or taking telephone calls. It

on the basis of the Agency’s

the wrong task or simply being

is recognised that in certain

strategic prerogative. The planning

unproductive. Other issues

instances, staff deal with clients

framework does not allow for

include unnecessary internal

facing life-changing decisions,

the linking of goal objectives –

bureaucracy and an over processed

thus, rendering the work

from the corporate business to

environment.

environment highly pressurised.

unit functions or from the Chief

Nevertheless, a customer service

Executive Officer (CEO) to the

philosophy will be institutionalised

individual employee. The proposed

with the dictum that the ‘client is

business planning horizon is for

always right’ and that complaints,

one year.

irrespective from where they come from, must be followed

IMA has introduced a series of

up. This philosophy must be

reporting structures, including

complemented by being sensitive

project and key initiatives status

and appreciative of diverse cultures

reporting on a monthly and

in order to better understand

quarterly basis. The Office of the

IMA invests in training and development. In 2020 the Agency organised eight training programmes for 165 participants and 13 programmes in 2019 for 341 participants (not including one training programme for all members of staff).

The training was directed towards

provision of tombstone data

ignored as this is not a legislative

addressing staff weaknesses

to most, if not all, government

requirement. This results in

particularly in relation to basic skills

departments and entities. The

increased work and additional

and welfare. But training was not

CdB was a state-of-the-art

stress on staff who have to

carried out within a competency

concept when it was introduced

synthesise what, at times, may be

framework. For instance, between

back in 1995, but the software

bulky contracts in a short period

2018 and 2020 no training was

is now a legacy application. It

of time.

directed towards management and

is a stable application which is

middle management.

difficult to integrate with today’s

IMA is at a stage where it must

architecture and technologies.

now question and re-engineer

Malta’s size, and hence its small

The CdB is past its life span and it

processes which were introduced

supporting network of Embassies,

requires a significant complicated

to streamline and remove

High Commissions and Consulates,

enhancement, however, this

unnecessary bureaucracy. Similarly,

limits IMA’s policy role and the

constitutes a risk. Inconsistency

there is a need for the introduction

Ministry for Foreign Affairs’ ability

and delays in the uploading of

of integrated processes with

to manage VISA processing to

data by external parties to IMA

partnering entities in particular

the levels of satisfaction of both

also affect the service ability and

value service chains.

businesses and individuals. The

quality. This results in lack of data

dependence on national Embassies,

synchronisation between the CdB

Immigration policy is an

High Commissions and Consulates

and NIDMS requiring extra effort by

emotional debate with laws and

for VISA processing may work

the Agency.

regulations to be applied fairly and

against Malta’s interest since

transparently. Decisions taken by

processing is carried out based on

Legislation impedes how

the Agency, within the parameters

their decision-making rules.

service delivery is designed and

of national and EU laws, may

implemented. For example,

require a TCN family member

The digitalisation process has

Article 4 of the Electronic

to leave the country which will

been spurred by COVID-19.

Communications Act (ECA)

generate a stirring response from

Solutions were needed to allow

exempts the electronic provision

the media and Non-Governmental

clients to interact electronically

of services that refer to notarial

Organisations (NGOs). The Agency

rather than physically, and these

related documentation. Certain

at times finds itself facing unjust

will remain. Digital uptake of

legislation is outdated and

criticism even though it has acted

e-services has yet to reach the

needs to be amended in order

lawfully. Nonetheless, there are

level to make the Agency primarily

to allow for the provision of

times when some criticism is

an e-organisation. Despite the fact

e-services. Business Process Re-

justified. Stakeholders representing

that the processing fee for a digital

engineering (BPR) should include

both TCNs and employers state

service can be lower than that of

a legislative review. For example,

that policies and eligibility criteria

physical based services.

a requirement by IMA for notaries

are not transparent enough, that

and lawyers to provide a contract

checklists are frequently changed

The Common Database (CdB)

summary when presenting

and not updated online, resulting

is the core backbone in the

notes to the Public Registry is

in misleading information.

02.

2021-2023 Identity Malta Agency’s Strategic Framework

02.1 Identity Malta Agency’s Strategic Orientation The strategic orientation for IMA for the period 2021 to 2023 is one of consolidation and attaining higher levels by meeting international best practice standards and certifications. Strategic functions which are not present will be incorporated to better meet the expectations of the Government, clients, and stakeholders. The three-year Strategy is underpinned by a vision, mission, and strategic thrusts. In a fast-moving world with momentous geo-political, European, and technological changes, a longer strategic horizon would constrain rather than propel IMA forward. Within the ambit of this period, the vision will be reviewed annually and calibrated as necessary in order to reflect the changing and unanticipated circumstances. IMA recognises that the implementation of a number of strategic principles will spill over the term set for this vision.

02.2 Role of Identity Malta Agency (a) Identity Malta Agency as the National Lead Agency for the Identity Management Eco-system National identity management is the legislation, policies, technologies, security and processing of identity documentation. S.L. 595.07 of 2013 underlines that IMA shall carry out the “functions and duties of the public administration” in matters relating to passports, identity documents, work and residence permits for expatriates, registration of public deeds, and acts of civil status. This implies that the Agency’s core business is that of processing and servicing the activities related to these identity documents. However, this is strictly not the case. IMA is recognised, through the Central Visa Unit, as the Government’s immigration central authority responsible for the implementation of national visa policies and the provisions under the Schengen acquis (the issue of Maltese VISAs rests with the Ministry for Foreign Affairs through its Embassies, High Commissions and Consulates). 38

The management of national identity documentation involves a complex eco-system of shared responsibilities. This covers the identity security framework; whether (i) security technology (biometrics) or security matters relating to a range of credentials, including qualified signatures; (ii) trust in the paper and electronic framework; (iii) identity document security against fraud; (iv) the applicability of services based on digital identity; (v) the legal effect of secure digital identity; and (v) the amendment of laws to provide digital identity documentation, the same legal effect and functional equivalent to documents with a written signature. This Strategy underlines that the hard infrastructure of the national identity ecosystem is a critical infrastructure. This eco-system must not only be maintained but it has to evolve in order to embrace future technologies. It should enable the provision of new identity management services and strengthen security infrastructure in the face of sophisticated cyber threats. The scrimping of investment in the national identity eco-system constitutes a significant risk to the Agency and Malta. Additional electronic signatures are the kernel for all forms of e-transactions that require a high level of legal effect and secure nonrepudiation of the person affecting such transactions. The locum of responsibility in setting out the vision for identity management transactions, based on qualified and advanced electronic signatures, rests with IMA. Different responsibilities effect identity management span across various ministries and government entities, thus, it is not clear which entity has a final say on a matter that pertains to identity management. LS 595.07 does not explicitly state that locum of responsibility rests with IMA.

Strategic Action No. 1 Identity Malta Agency will put forward changes to SL 595.07 so that it is unequivocally and legally recognised as the national lead agency that manages the national identity management eco-system within a holistic policy and strategic framework. By doing so, the Agency will work in partnership with other government entities, regulatory authorities, the Malta Police Force, EU agencies and other parties as appropriate. 39

(b) Identity Malta as the Promulgator of Empirical

demands within specific categories of shortage of

Evidence Based Migration Policy Design

workers. In this regard, little sectoral analysis research is carried out to assess labour demand and supply,

The Agency plays a key role in the socio-economic

and forecasted behaviour. The Unit will assess skills

development of Malta. Migration policy is critical to

shortages in individual sectors, assist in the design

Malta’s development since economic development

of labour migration policy and will work closely with

continues to depend on human capital. The degree

Jobsplus and other stakeholders, including employers

of TCN human capital that Malta needs depends

and education institutions.

on different parameters, including: (i) the rate of economic growth, (ii) shortage of local skills, (iii)

The Policy and Research Unit, together with the

higher and further education in Malta in emerging

appropriate stakeholders, will also assess the worker

sectors, and (iv) whether Maltese workers are ready to

migrant balance between EU citizens and TCNs.

work in low skilled jobs, just to mention a few. Labour

Whilst it is understood that in certain sectors,

market policy and the labour supply for TCNs is the

competitivity, as well as the ability to provide an

domain of the Ministry responsible for Employment

affordable service, necessitates the engagement of

and Jobsplus. IMA works with Jobsplus on matters

TCNs, this is not necessarily so in other sectors. A

relating to, residence permit and migration policy,

better understanding of the dynamics between EU

besides monitoring TCN workers. Jobsplus manages

and TCN work engagement will help in designing the

requests by employers for the employment of TCN

worker migrant policy. In addition, this dynamic must

workers based on a ‘labour market consideration’.

be balanced with the local Maltese labour supply. It is

This consists of a ‘Labour Market Test’ whereby

important that TCN economic migration is consistent

employers present the relevant documents

with Malta’s economic behaviour.

requested by Jobsplus in support of the application. The employment of highly qualified persons, while

The Unit will carry out an empirical evidence based

normally considered favourable, is dependent on the

review and the findings will be incorporated in the

labour market situation, whereas certain category of

immigration policy design, touching on (i) which

workers have predefined conditions, including home-

country migrants constitute a risk and should

based carers, chefs and sports persons.

be curtailed; (ii) which employment sectors and employers have a negative track-record in dealing

Migration policy design and development requires

with TCN employment; (iii) tracer studies of TCNs

a far more robust framework than that which is

fronted by temping agencies and private firms

currently in place. The Agency will rectify this lacuna

engaging large number of TCNs in employed and

with the establishment of a Policy and Research Unit

self-employed capacity; and (iv) the management of

which will be tasked with designing empirical based

TCNs with revoked VISAs (such as students) prior to

policy and research.

opening a new TCN labour channel by assessing the possibility and success of repatriating TCNs in the

TCN labour migration policy and labour market policy

event of an expired or withdrawn visa. In carrying out

are interrelated and cannot be defined independently

such empirical evidence-based review, the Policy and

from one another. IMA views migration as a potentially

Research Unit will consult with Jobsplus, the Malta

important source of labour. It identifies the need

Police Force (MPF), constituted bodies and NGOs,

to modulate Malta’s labour migration policy on the

amongst others.

basis of research that matches TCN labour migrant 40

Immigration policy design will include the evaluation and introduction of instruments designed to generate economic growth in knowledge-based and high value-added economic sectors, including iGaming, financial services, and educational services. It will also cover start-ups in new sectors and attract value added foreigners who will be able to add prestige to Malta in general or in specific areas such as sports, research, digital services, and general innovation. The Policy and Research Unit will work in collaboration with other stakeholders involved in the policy formation, including Malta Enterprise and Jobsplus. The Unit will be chaired by Identity Malta Agency, but it will also report to a steering group which will be chaired by the Office of the Permanent Secretary responsible for the Agency. The steering group will be composed of other stakeholders, including Malta Enterprise and Jobsplus, in order to secure joinedup policy design, and hence ownership. The Policy and Research Unit will help shape Malta’s immigration policy at EU level and will also assist in preparing Malta’s technical briefs and working papers together with the EC Migration and Home Affairs Directorate, its agencies, and networks.

Strategic Action No.02 The design of migration policy and development as well as the shaping and influencing of EU policy requires a far more robust framework than that which is currently in place. Identity Malta Agency will rectify this lacuna by establishing a Policy and Research Unit that will be tasked with designing empirical based policy and research. The Policy and Research Unit will be chaired by Identity Malta Agency and will report to a steering group which will be chaired by the Office of the Permanent Secretary of the Ministry responsible for the Agency. The steering group will be composed of other stakeholders, such as Malta Enterprise and Jobsplus, in order to secure joined-up policy design, and hence ownership.

02.3 Identity Malta Agency’s Vision Statement Identity Malta Agency establishes the following as its vision statement that will guide it over the 20212023 period:

02.5 A Core Value System for Identity Malta Agency IMA is constituted of a number of government departments which were amalgamated in 2013. Over the past years these have established their own ethos and culture whilst IMA itself had no rooted organisational culture and norms. Since its inception, IMA has directed significant efforts to integrate these departments within a new cultural environment as

Leads the national holistic policy and strategic framework for identity management; and

espoused by it. The fact that these departments are

Supports migration policy formulation through evidence-based research.”

This process will now be supported by an agency

geographically dispersed made this process even more challenging.

shared system of core values. The values will shape IMA’s behaviour and beliefs as well as its ethos and corporate culture. The introduction of such values

02.4 Identity Malta Agency’s Mission

will serve as the Agency’s conscience; in a way that it explains how the Agency reacts and interacts with the management, staff, clients, and partners alike. The introduction of IMA’s core value system will further

Identity Malta Agency establishes the following as its

instil a sense of identity, adding esprit de corps to the

mission that will guide it over the 2021-2023 period:

workplace and further unifying staff.

“Meet, within the parameters of the Agency Agreement, its legal, regulatory, policy, strategy and service responsibilities to the government, employers and the general public with the highest levels of accountability, integrity, efficiency, effectiveness, economy and service excellence.” 42

The Strategy presents the following as IMA’s core values: Integrity

IMA performs any action, (whether it is internal or external), with the highest sense of integrity and professionalism.

Excellence

IMA strives to achieve excellence in the actions and decisions it takes.

Service-Driven

IMA, being a service provider, shall at all times maintain a high-quality client-centric approach.

Continuous Improvement

IMA, as a learning organisation, (i) embraces innovation, (ii) adapts to / adopts change (whether this is technology, operational or organisational) and (iii) is people driven, securing ongoing knowledge acquisition and improved performance.

People

IMA strives to be a model employer, enabling its people to flourish individually and collectively while meeting their professional aspirations.

Impartial

IMA ensures that its diverse client base is treated with respect and dignity, adopting a zero-tolerance policy to cultural and diversity insensitivity.

Transparency

IMA ensures that policies, eligibility, and assessment criteria are at all times placed in the public domain in clear language and legalese, which are accurate and up to date so that persons can make informed decisions.

Strategic Action No.03 Identity Malta Agency will institutionalise its ethos and culture as a means to shape its behaviour, beliefs, and corporate culture through a shared value system which is based on integrity, excellence, being service-oriented, continuous improvement, people, impartiality and transparency.

02.6. Strategic Thrusts The Strategy identifies 10 strategic thrusts which needs to be implement for the plan to succeed. The strategic thrusts are: 01. Building Identity Malta Agency’s Corporate Identity. 02. Achieving Client Service Excellence. 03. Continuing to improve Identity Malta Agency. 04. Strengthening the Agency’s Performance

Management Culture.

05. Strengthening Governance. 06. Strengthening the Agency’s Identity Management

Eco-System and ICT Frameworks.

07. Managing Official Records and Documents. 08. Continuing Human Resource Management

and Capacity Building.

09. Communicating and Media Management. 10. Pursuing Green Goals.

03.

Building Identity Malta Agency’s Corporate Identity

IMA suffers somewhat from a lack of coherent corporate identity recognition. People tend to associate IMA with ID cards, virtual e-ID account, residence document, and the management of TCN residence permits. The Passport Office and Public Registry are invariably not associated with the Agency.

Develop a strong and unitary corporate business philosophy and culture directed to perpetuate employee motivation and commitment. Publicly issue a set of performance target indicators across key performance on a quarterly basis together with an annual performance report which should be presented to the House of Representatives and also made available to the public.

The building of IMA’s corporate identity is imperative for two reasons.

Apply corporate visual identity and marketing communication activities that externalise the

Primarily, a corporate identity will integrate and secure

Agency’s core business philosophy and culture.

the consolidation of a singular corporate business philosophy, shared value system and culture for what IMA stands for and which all staff, coming from the different absorbed units within the Agency, can identify with. Secondly, demands for transparency from government entities has increased over the years as well as the need for them to be held accountable on corporate governance. By means of being publicly accountable for its decisions and performance, IMA seeks to secure recognition for the development of trusted relationships with the Maltese public, clients, and partner stakeholders. The Agency’s corporate identity will reflect the core values that underpin its corporate culture. During the term of this Strategy, IMA will seek to: Systematically build its corporate identity and

Strategic Action No.04 Identity Malta Agency’s corporate identity will reflect its core values, constituting its business philosophy and organisational care, with a view to: (a) Perpetuate employee motivation and commitment. (b) Be publicly held accountable for its performance, based on pre-set performance indicators. (c) Strengthen the Agency’s corporate visual identity and marketing communication activities that will externalise Identity Malta’s core business philosophy and culture.

promote the Agency’s vision, mission, and core values, which constitute its core business philosophy and organisational culture. 46

04.

Achieving Client Service Excellence

IMA has taken positive actions

(a) A Client Service Brand Promise

presentation of informed answers

which have significantly allowed

Ambassador will be appointed with

to queries at source by customer-

it to provide a high-quality public

the responsibility of instilling the

care officials and front-line

service delivery either face-to-

client service brand promise within

officers. In carrying out this review,

face, by phone or email. One must

the Agency.

the Agency may consider the

also keep in mind that people

outsourcing of the customer-care

of different ages, education,

(b) All new staff members,

technology-savviness, and income

irrespective of their position, will

will not digitally interact with IMA

undergo a series of sessions in

03. The digitalisation of services

due to the inability to use or afford

their first week of employment

will continue at a faster tempo. The

technology.

which will focus on the Agency’s

design of digitalised services will

Client Service Brand Promise so

reflect the Agency’s Client Service

IMA’s strategic orientation is

as to understand the Agency’s

Brand Promise. The digital services

to instil a customer-focused

commitment towards service

that IMA will provide will continue

culture. Employees need to

excellence better.

to range from basic electronic

demonstrate the necessary values

service function or parts there-of.

signatures (emails) to PDF based

and understanding when serving

signatures as well as electronic

clients. Moreover, behaviour,

that reflects the Agency’s Client

and advanced qualified signatures

operations and procedures need

Service Brand Promise will be

(depending on the level of security

to meet customer needs and

developed rather than replicating

and legal effect ascribed to a

expectations. IMA will achieve this

an ‘off-the-shelf’ customer-care

service). Digital services offered

through the following actions:

training programme.

by IMA will provide the client with an application tracker process,

01. The Agency will instil a culture

(d) Every six months all staff,

showing how the application

of ‘demonstrative genuine and

irrespective of their position, will

processing compares to the key

pro-active care’ for its clients

participate in an online training

performance indicators (KPI) set

across the organisation. Whenever

module on the Agency’s Client

for each processing phase of an

interacting with clients, whether

Service Brand Promise and will

application.

face to face, over the phone or

receive a certificate of refresher

email, IMA will instil a philosophy

training (linked to human resources

04. The Agency’s website will

that offers interaction, rather than

for compliance basis).

be refreshed, positioning the client at the centre. Display and

a transaction, in order to attain a successful closure to the service

02. The customer care service

navigation of services (e-forms,

being required. Therefore, the

function will be reviewed so that

e-services, traditional, etc.) will be

quality of service provided will be

the channels and workflows

improved and information will be

IMA’s ‘brand promise’. The Agency

applied in internal departments

presented in multiple languages.

will build a unified vision of its

and functions respond correctly

Chat boxes and real time chat will

Client Service Brand Promise and

to queries. It will consider where

guide the clients to information

will continuously cultivate it in

the loci of responsibility for the

or services sought for, aiming

order to ensure that the vision

presentation of an informed

to reduce thousands of annual

is enshrined in the Agency’s

response to a query should

emails that the Agency receives

dynamics and is repeatedly

rest and the knowledge base

on its generic email account.

reinforced.

availability which will allow for the

The website will be supported 48

by an organisation-based network and

(mystery shopping was temporarily

stewarded by a Website / Portal Registrar

suspended due to the pandemic).

in order to ensure that changes made to legislation, policy and SOPs are alerted

10. The recently introduced online

and captured on the website within the set

appointment system will be extended to

content management parameters. This

cover all of the Agency’s service points,

will ensure that the information on the

with the first come, first served principle

Agency’s website is correct and up-to-date

to be maintained only whenever it is not

at all times.

possible to re-engineer a service to allow for appointment scheduling.

05. Simple videos in multiple languages will be uploaded and translation tools will

IMA will benchmark itself to an

be integrated into the site for the benefit

international customer excellence

of all users, including applicants and

experience standard by the end of the

employers.

term of this Strategy. One such standard under consideration is the Customer

06. Real-time service approval ratings will

Experience Standard (ICXS2019).

be installed for counter-based services, emails responses, digital services, and

Additionally, IMA will implement the ISO

website use.

10002:2018 quality management for complaints handling. Immediate steps

07. Provide educational videos and

will be taken in order to consolidate all

online help to partner organisations

structured and unstructured complaints

(employers, employer representatives and

raised by IMA’s clients, whether through

organisations such as Business First) on

social media, mobile or email, within a

how to activate a virtual e-ID account and

new customer service portal in order to

make use of the single permit system,

ensure that all complaints are captured

amongst others.

and tracked. Clients will also be supported by real-time complaint management. The

08. The Agency will publish in the media

objective of the complaints’ management

and affix prominently its actual client

function is that of enhancing client

service actual performance against pre-set

satisfaction by (i) creating a client-focused

performance targets. Hence, underlying

environment that is open to feedback

the Agency’s commitment to client service

and complaints, (ii) understanding the

delivery and publicly demonstrating how it

nature of the complaints through empiric-

is performing.

based evidence, (iii) resolving complaints received, and (iv) applying lessons

09. Re-initiate mystery shopping as a

learnt to improve IMA’s services as well

means of assessing how well the Agency’s

as customer service channels and the

Client Service Brand Promise is working

underlying processes.

Strategic Action No.05 Identity Malta Agency’s customer service philosophy will be based on a culture of ‘demonstrative genuine and pro-active care’ for its clients, which will be underpinned by the principle of offering an ‘interaction among people’ rather than a ‘transaction’ to a client. This will be achieved through a significant review of the customer and complaint service management value chain across the Agency and will incorporate the following actions: (a) Appointment of a Client Service Brand Promise Ambassador who will be responsible for the inculcation and re-enforcement of Identity Malta’s Brand Promise amongst all staff and across all functions of the Agency. (b) Continue at a faster tempo the implementation of digitalised services which will reflect the Agency’s Client Service Brand Promise. (c) Refresh Identity Malta’s website and digital communications framework, which will be complemented by a Website Registrar. (d) Integrate simple videos in multiple languages and translation tools into Identity Malta’s website for the benefit of all users.

(e) Real-time service approval ratings will be installed for counter-based services, emails responses, digital services, and website use. (f) Provide educational videos and online help to partner organisations (employers, employer representatives and organisations such as Business First) on how to activate a virtual e-ID account and make use of the single permit system, amongst others. (g) Re-initiate mystery shopping as a means of assessing how well the Agency’s Client Service Brand Promise is working (mystery shopping was temporarily suspended due to the pandemic). (h) The recently introduced online appointment system will be extended to cover all of the Agency’s service points. The first come, first served principle will only be maintained whenever it is not possible to re-engineer a service that allows for appointment to be scheduled. (i) Benchmark with an international customer excellence experience standard such as the Customer Experience Standard (ICXS2019). (j) Implement the ISO 10002:2018 quality management for complaints handling.

05.

Continued Improvement of Identity Malta Agency

IMA will adopt a continuous improvement approach when it comes to service provision, process improvement, and organisational design and development. This improvement will be directed towards a number of areas.

amongst others. This provision has been in act for 20 years. Discussions are ongoing with the Malta Communications Authority in order to amend Article 4 to allow notarial services across the public and land registration process, such as the promise of sale agreements, mandates, and public deeds, to be registered electronically in real time and underpinned by qualified electronic signatures to secure nonrepudiation. The ECA and applicable legislation such

5.1 Legislative Review

as the Notarial Profession and Notarial Archives Act (CAP 55) and the Public Registry Act (CAP 56) require amendments.

Legislation, with particular reference to digitalisation and the application of the qualified and advanced

The Strategy recognises that countries such as

electronic signatures, is an impediment to the

Moldova, Turkey, Egypt, and Russia (St. Petersburg,

modernisation of the Agency’s services. This is

Kaliningrad Oblast, and the Far Eastern Federal

primarily attributed to the fact that the said legislation

District regions) have introduced e-VISAs. Moreover,

pre-date the technological and information security

e-wills are also on the agenda with the Uniform Law

advancement present within today’s identity

Commission recently approving the Electronic Wills

management eco-system.

Act, and the States of Nevada, Indiana, Arizona, and Florida have all passed laws authorising e-wills.

Two examples demonstrate the impact of limiting legislation on IMA.

IMA will proactively lead the process to transform the applicable identity management legislation and allow

IMA introduced the e-birth certificate service.

for the provision of e-services which are supported by

The obligation for an individual to present a birth

a qualified and advanced electronic signature as well

certificate to a requesting public or private sector

as the appropriate security measures across services.

organisation can be removed. This can be achieved

As for cross boundary identity management being

by providing the requesting agency with the facility

coordinated by the EU, such as the Schengen VISA, IMA

to download the certificate itself, free or at a cost

will work with the EU Commission to push forward the

(this was introduced in 2003 by the then Central

early introduction of e-VISA management services.

Information Management Unit within the Office of the Prime Minister as part of the G2G e-government

IMA will complement the increased roll-out of

implementation stream). The technology is in place,

e-services (based on electronic signatures) with a

but this service improvement cannot be introduced as

strong education programme relating to the eco-

it is prohibited by the current legislation.

identity management system which will encompass the Courts and the judiciary, senior government

Article 4 of the ECA establishes exemptions to the

officials and other stakeholders including the general

applicability of the provision of the Act for certain

public. Up to the pandemic, a culture prevailed within

services to be provided electronically (which are

certain government entities that emails should not

presented in the Fifth Schedule to the Act). The

be considered as a formal document even though

exemptions relate to notarial activities or equivalent

functional equivalence and legal effect was bestowed

professions, contracts relating to immovable

to an email document by the ECA 20 years ago.

property and the setting up/amendments to wills, 54

Strategic Action No.06 Identity Malta Agency will lead the process in transforming the applicable identity management legislation in order to allow for the provision of e-services wherever possible, which will be supported by a qualified and advanced electronic signature and appropriate security measures across services.

5.2 Virtualisation

This can be achieved by means of a non-repudiation registration by virtually integrating the public registry system and

The value chain of a number of services in

the land registry system accessed through

which IMA is involved cut across different

a single Notarial Portal. The virtualised

departments and ministries. Traditionally,

single Notarial Portal could subsequently

service improvement required functional

be extended to provide for data and

amalgamation of departments and

document transmission and retrieval from

units. Virtualisation through technology

a client’s first point of contact with a notary

and business process re-engineering

right up to the final deed realisation. Such

allows this to take place seamlessly and

an initiative would be complemented

transparently to the user. Below are three

by a data cleansing exercise and the

examples that demonstrate this.

reconstruction of the search index facilities at the Public Registry.

The first example relates to the single permit. The execution of this service would be much smoother and shortened if Jobsplus were to have access to the single permit system. The single permit system is designed to factor such connectivity. Work has begun and integration through Application Programming Interface (API) will be achieved between the Agency’s single permit system and Jobsplus’ application in 2021. Secondly, searches carried out on land and immovable property often require information not only from the Public Registry but also from the Land Registration Agency. This service can be provided in real-time in a secure manner. 55

Thirdly, the Agency devotes considerable effort in managing services relating to a change in address request. Currently there is no e-service that allows a person to access and change their address online. To date, the main documents that act as proof of evidence of where a person lives are the electricity and water services bills. The Agency will seek to work with ARMS Ltd to allow the person requesting a change of address to have real-time access to the bills, the ability to render these in pdf format and to append them whilst affecting real-time change. The Agency will maintain a risk management approach and will monitor and report on change of addresses that constitute a higher risk, such as changing of a Maltese

address to a Gozitan one. In the planning phase of replacing the CdB with a Person Register, IMA will give consideration to the

5.3 Business Process Re-engineering

architecture and design of the new system in order to allow a person to change his/

IMA will operate as efficiently, effectively, and

her address in real-time. This will also be

economically as possible. The Agency strives

disseminated to all other government

to be a leader in this regard. Achieving this

entities upon validation.

entails a structured and sustainable operations process review programme which is directed

All IMA service points will have access to

to slash inefficiencies, duplication of work,

identity management documents in real-

poorly designed processes, and silos amongst

time should the need arises in the delivery

other inadequacies. The operations review

of a specific service. This will reduce

process will seek to challenge the ‘as-is’ state

directing clients to obtain documents

of play and identify the most economic,

from other service points of the Agency.

effective, and efficient ‘to-be’ solution that should be adopted. In the coming months the

Securing virtualisation demands inter-

Agency shall embark on a business process

ministerial policy decision-making and

re-engineering (BRP) exercise at the Identity

political support whenever reforms do

Cards Unit, transforming a siloed process

not solely depend on IMA but across the

that requires a different stop at a different

service value chain.

counter for each step into a one-stop-shop model service where the client is serviced by

Strategic Action No.07 Identity Malta Agency recognises that a service is fully provided when the full process across the service chain (which spans across different departments and ministries) is complete. Identity Malta Agency will work with other government entities in order to virtualise service value chains across different functions carried out by different entities.

multi-skilled staff on all matters relating to the issuance of an ID card. Another BPR review can take place between the Agency, the VAT department, and Business First in order to prohibit TCN selfemployed persons who do not meet the TCN conditionalities to operate in Malta by obtaining a VAT number. Moreover, IMA can integrate its relevant systems with the Business Portal platform. This exercise will be embarked in 2021. BPR activity will, where appropriate, be assisted by Robotic Process Automation (RPA) and other methodologies, integrated business approaches and potential outsourcing in order to secure cost reduction and efficiency solutions. As for internal related processes and 56

client facing services, BPR and RPA will eliminate repeatable and predictable interactions through the use of IT applications. Such tools include those that may require toggling between multiple applications, mass repeat activity by persons, and routine processes performed manually that lack the scale or value to warrant automation via IT transformation, but for which macros and other such desktop automation tools are too limited to effectively address. In all of the above, RPA is able to perform such routine business processes far more efficiently by simply introducing decisions rules. One example of potential use for a combined BPR / RPA approach is transferring change of address information sent by email (which is the main channel used by clients) into the appropriate file and prior to validation as discussed above.

Strategic Action No.08 Identity Malta Agency will operate as efficiently, effectively, and economically as possible in delivering a good quality service. The Agency will achieve this by means of a structured and sustainable operational approach that will slash inefficiencies, duplication of work, poorly designed processes, and silos, amongst other inadequacies. Robotic Process Automation will be applied where appropriate in order to assist in the execution of a business process review activity with the use of other methodologies, such as an integrated business approach and potential outsourcing in order to secure cost reductions and better efficiency.

5.4 VISA Issuance Management Continuous improvement to the VISA Issuance Management will take place at the following levels. (a) In order to counter the difficulties faced in the issuance of VISAs due to the constraints encountered by Maltese Embassy, High Commission and Consulate network, IMA will: i. Strengthen the service provision to assist outposts in handling queries and issues, including real-time digital interaction wherever possible. ii. Consult with the Ministry of Foreign Affairs, in order to explore the options for Malta to extend its international VISA approval process and to ensure that processing reflects Malta’s economic and national interests (such as tourism and education), as governed by the Schengen Boarder framework. 57

(b) The Agency will further review

the past few months, as permanent

the policy and process relating to the

mechanisms to provide succour to

issuance of national VISA in order to

TCNs negatively affected by a force

see how the process can be further

majeure.

improved, giving specific attention to the use of digitalisation.

(d) The Agency will set up an interministerial committee that brings

together the relevant functions,

this Strategy will introduce new VISA

including the Immigration Police,

related services, including:

Border Control, the Ministry for Foreign Affairs, and other appropriate

i. Executive VISA Renewal

stakeholders in order to discuss issues,

Support: A service that targets

assess changes and strengthen virtual

C+ and next level management

as well as on-going communications

TCNs of organisations located

on VISA security and fraud

in Malta. This service will be

management process.

provided at an executive fee. (e) The Agency, together with its VISA ii. Premium VISA Service: A

local partners, will continue to organise

fast track VISA processing

systematic and sustained training

pathway at a surcharge fee,

for government officials assigned

where applicants can send their

to Embassies, High Commissions

relevant identity management

and Consulates on VISA legislation,

documents via email. Should

management, and security in order

conditional approval be provided,

to equip them with the necessary

original copies, including

knowledge and skills.

passport, will need to be sent to Malta for processing and will

(f) The Agency, together with its

be returned to the applicant by

VISA local partners, will further

means of a fast and secure mail

strengthen its work relationship with

delivery service.

representatives of different economic sectors which may be considered to

The pandemic has shown that force

be high-risk when it comes to illegal

majeure events may leave TCNs

overstaying in Malta or the use of Malta

trapped in Malta as it has been the

as a channel to the rest of the EU.

case with TCN students in Malta during COVID-19. Following this experience, the Agency will establish practices, which were adopted during 58

Strategic Action No.09 Identity Malta Agency will strengthen its VISA issuance management by: (a) Continuing to assist Embassies and High Commissions (which are recipients of large amounts of VISA requests and may constitute high-risk to the labour supply channel) through real-time digital interaction where possible. (b) Consulting with the Ministry of Foreign Affairs in exploring different options for Malta to extend its international VISA approval process and to ensure that processing reflects Malta’s economic and national interests (such as tourism and education), in full conformity with the Schengen Border framework. (c) Reviewing policies and processes administering the issuance of national VISA in order to improve practices by giving particular attention to the use of digitalisation. (d) Introducing new VISA services including Executive VISA Renewal and the Premium VISA. (e) Looking back on the pandemic, the Agency will establish practices which were adopted during the past few months as permanent mechanisms to provide succour to TCNs negatively affected by force majeure. (f) Setting up an inter-ministerial committee which brings together relevant functions within the Immigration Police, Border Control, the Ministry for Foreign Affairs, and other appropriate stakeholders in order to discuss issues, assess changes and strengthen virtual as well as on-going communications on VISA security and fraud management processes. (g) Organising systematic and sustained training intended for government officials assigned to Embassies, High Commissions and Consulates on VISA legislation, management, and security so as to equip them with the necessary knowledge and skills. 59

5.5 Local Outreach Service Provision The setting up of a branch at MDH to register a new-born’s birth or a person’s death has proven to be successful. Nevertheless, the Agency is aware of the fact that not all of its clients are digital literate. In order to render its services easier, the Agency will extend its MDH outreach concept. IMA will enter into discussions with the Ministry for Health so as to extend its office footprint at MDH and be able to provide a broader range of services. IMA will assess the option of opening a satellite office in the Northern region of Malta in order to provide Passport and Public Registry related services. Services will include programmed events including being present at schools prior to the O-level examination process, designated time in Gozo, and roaming services carried out in conjunction with Local Councils working from their offices or from IMA mobile office.

Strategic Action No.10 Identity Malta Agency will establish a multi-tasked outreach team which will carry out programmed events such as school visits prior to the O-level examination process, roaming services in conjunction with Local Councils and the opening of a satellite office in the North of Malta.

5.6 Reporting and Monitoring of Freedom of Movement Fraud The Agency has strengthened its function to carry out reporting and monitoring of freedom of movement fraud. Since its establishment, the Agency has broken up a number of potential human trafficking rings. In this regard, the Agency will continue to strengthen its capacity in order to identity freedom of movement fraud. An assessment will be carried out to see whether or not it merits to consolidate the VISA educational school monitoring carried out by the Central VISA Unit with this department. Furthermore, risk management tools and techniques will be introduced, joint enforcement training will be carried out with the Immigration Section at the MPF and further investment in intelligence reporting as well as analysis tools will be deployed. The relationship in sharing NIDMS data with MPF will be supported with an appropriate Memoranda of Agreement.

Strategic Action No.11 Identity Malta Agency will continue to strengthen its capacity to identity freedom of movement fraud by, introducing risk management tools and techniques, joint enforcement training with the Immigration Section at the Malta Police Force (MPF) and further investment in intelligence reporting, among other actions.

5.7 Management of Appeals TCNs who have their VISA or residence permit refused, annulled or revoked, have the right to appeal such a decision with the Immigration Appeals Board within a defined window. The Immigration Appeals Board does not form part of the Agency and reports to the Ministry. The Agency’s role in the appeals process is that of preparing a summary of the facts for the consideration of the Appeals Board. Critics say the document management forwarding process from the Agency to the Board could be rendered far more efficient. The Agency will continue to review issues raised on document management forwarding processes and will present recommendations to the Ministry for consideration.

Strategic Action No.12 Identity Malta Agency will continue to review with the appropriate Board issues concerning document management forwarding process and will present its recommendations for the Ministry’s consideration.

5.8 Transparent and Consistent Policies, Procedures, Information, Checklists, Assessment Criteria and Methods At times, the Agency is the subject of criticism from individuals, employers and representing bodies. There were instances where public information was incorrect. Consequently, those acting on this information discovered that they required additional documentation in support of their application or that the criteria and checklists had changed. On a separate note, the Immigration Appeals Board noted that policies should be made public. The Agency will review its policies, procedures, information, checklists, assessment criteria and methods relating to the management of their publication and updating.

Strategic Action No.13 Identity Malta Agency will review the frameworks and processes for the publication and updating of policies, procedures, information, checklists, and assessment criteria.

5.9 Organisational Re-alignment The Agency will undertake an organisational re-alignment and development exercise in order to make sure that it is positioned to meet the objectives set about in this Strategy. This includes the introduction of new functions such as strategic planning, business and financial planning as well as performance management, amongst others. Additionally, an organisational re-alignment will address matters such as the setting up of business units within a controlled decentralised management framework and the re-orientation of the central operations office. The undertaking of such an exercise should be a holistic one which will assess whether or not certain functions, such as a client help desk or telephone service response, should be outsourced.

5.10 Change Management The Agency has experienced constant change, reporting significant progress and success when launching new e-services. In meeting the Strategy’s objective of consolidating achievements and taking them to a higher level, the Agency will peg them to international standards and benchmarks, making further changes as required. IMA will establish a locum of responsibility for change management. The change management function will form part of the Office of the Chief Executive Officer. A change management board, led by the Agency’s Chief Executive Officer and supported by permanent change agents, will steward transformation. This will be done in tandem with IMA’s Chief Officers and Heads of Units, with the support of human resources. The change management team will adopt a process improvement methodology, or a combination thereof, such as Six Sigma, Lean Six Sigma, BPM, etc. Additionally, ISO 9001:2015, the international standard dedicated to quality management, will be applied as an instrument of any change adopted within IMA.

06.

Strengthening the Agency’s Performance Management Culture

6.1 Enhancing IMA’s Strategic Planning and Monitoring Framework IMA will strengthen its strategic planning and monitoring framework (SPMF) in order to align its strategic and business planning, with an emphasis on attaining an outcomeoriented monitoring and evaluation approach.

Strategic Action No.14 Identity Malta Agency will strengthen its Strategic Planning and Monitoring Framework in order to align its strategic and business planning and evaluation approach, with an emphasis on attaining an outcome-oriented monitoring.

The SPMF will seek to create an

•

environment that balances corporate

Processes for measuring and reporting performance.

controls with targeted levels of performance and result outcomes, including:

•

Processes and structures for evaluating performance, including the relevant accountability structures

•

Organisational cultural re-alignment

in order to ensure that performance

and performance focus.

systems deliver meaningful results.

Target development for all strategic

The SPMF envisages that IMA’s Strategic

indicators.

Plan indicates the strategic priorities which are to be implemented by the Agency over

•

Processes underpinning strategic

a three-year planning period. This is to be

planning and priority setting,

complemented by a three-year business and

including:

financial planning cycle. Both the Strategic Plan as well as the Business and Financial

•

The links between planning and

Plan should be rolling plans and reviewed

budgeting or resource allocation

annually so as to take into consideration

with outcomes and outputs.

any changes at EU, international and

The links between planning,

national levels. This relationship between

budgeting, and management

the Strategic Plan and the Annual Business

cycles.

and Financial Plan will provide a constructive

The links between corporate

role in clarifying the relationship between

budgeting, departmental goals,

broader policies, programmes, and services,

and individual performance.

as well as revenue generated by IMA on behalf of the government. 64

The Strategic Plan will not replace IMA’s project plans or programme and services plans. The Strategic Plan draws on these and other plans or project proposals and establishes the strategic imperatives for the period ahead. The three-year Budget and Financial Plan identifies the likely sequencing of implementation during the three-year period whilst the detailed annual business and financial plan sets the performance objectives targets that IMA will achieve in the coming budget year. Furthermore, it is of strategic importance to align IMA’s business and financial planning to an outcome-based performance approach. Monitoring and evaluation are key elements to instil a results-based management culture that integrates strategy, people, resources, processes and measurements in order to improve decision-making, transparency and accountability.

Strategic planning and monitoring framework

3 YEAR STRATEGIC PLAN ANNUAL ROLLING REVIEW

ANNUAL ROLLING REVIEW

3 YEAR BUSINESS AND FINANCIAL PLAN

YEAR 1 BUSINESS AND FINANCIAL PLAN

YEAR 2 BUSINESS AND FINANCIAL PLAN

YEAR 3 BUSINESS AND FINANCIAL PLAN

UNIT BUSINESS AND FINANCIAL PLANS

HEAD OF UNIT PERFORMANCE CONTRACT

STAFF PERFORMANCE CONTRACT

Figure 01: IMA’s Strategic Planning and Monitoring Framework

CORPORATE PERFORMANCE MONITORING AND EVALUATION

NATIONAL

MANAGEMENT PERFORMANCE MONITORING

INTERNATIONAL

The oversight focus of IMA will, shift towards achieving outcomes, implementing performance measurement, learning from experiences, adapting and changing as well as reporting on performance. Results based planning allows the Board (top-down) and the Senior Management Team (bottom up) to articulate strategic choices in light of past performances and include information on how they intend to deliver on the Agency’s priorities and results. The reporting of results will be used by (i) the Board in its strategy and policy oversight of IMA, (ii) the management in assessing its own performance and (iii) potentially by the government and the House of Representatives.

The business and financial planning process, as shown in the Figure 01, is two pronged: •

The Board of Directors presents its strategic direction to the Chief Executive Officer, which will constitute the framework within which the business and financial plan is to be prepared. This is communicated to the Senior Management Team (SMT) in order to develop their respective plans. These plans are reviewed by the Chief Executive Officer and SMT, consolidated, and presented to the Board for their approval.

•

On approval of the business and financial plan by the Board, the performance objectives and outputs are cascaded downward – from the Chief Executive Officer to individual staff members.

6.2 Augmenting the Current Performance Reporting Structure IMA introduced a robust management information reporting structure providing information and analysis on each unit’s performance on a monthly basis. Moreover, the Agency has introduced KPIs to assess service delivery performance. For instance, an application for a single permit must be processed within four months in accordance with EU Directive 2011/98/EU. Within the context of SMPF, the current management information system will be overhauled. Correct understanding of the Agency’s performance in meeting its strategic, business and financial plans requires a performance reporting structure that allows for effective reporting on an activity and process-based level. In order to achieve this, the Agency shall adopt the Balanced Scorecard methodology (BSCM).

Strategic Action No.15 Within the context of a Strategic Planning and Monitoring Framework, the current management information system will be overhauled and replaced with a performance reporting structure that will allow for effective performance reporting on an activity and process-based level. In order to achieve this, Identity Malta Agency will adopt the Balanced Scorecard methodology.

The BSCM is a proven tool which helps to translate and communicate an organisation’s vision and strategy or its business and financial goals in a relevant and clear manner. The BSCM’s underlying premise is that the management’s decision to promote an organisation’s vision, strategy or business financial plan, has an impact. The objectives and measures of the BSCM are derived from the organisation’s vision and strategy. The BSCM allows the strategic imperatives set for IMA to be translated in terms of output, which are supported by key performance indicators. The BSCM establishes four important perspectives that translate vision and strategy into measurable objectives. The performance measurements are (i) financial, (ii) customer, (iii) internal business and (iv) organisational learning and growth. The following are key performance indicators that IMA will consider implementing when planning the BSCM implementation:

Finance

Cost of producing, processing, and issuing an identity management document Cost of e/m-service delivery Cost of over-the-counter service delivery Year-on-year cost reductions Cost per employee

Customer

Customer satisfaction Client confidence Call pick-up Complaints – number of complaints, time to resolve, successfully resolved Adoption / take-up of digital services Investment in e/m-services Errors in customer service provision Downtime in e/m-services during core hours

Internal Business Processes

Services within target benchmarks according to time, cost and service level Projects within target benchmarks according to time, cost and quality level Overtime Percentage of persons carrying out client facing jobs vis-à-vis back-office jobs Administrative expenses / total revenues Administrative expenses / customer Employee’s time in non-productive activities Investment in modernising IMA (projects) Technological investment in IMA (projects)

Organisational Learning & Growth

Employee satisfaction Leadership development Number of training days per employee Management to employee ratio Decentralised decision making / empowerment Sick leave 68

BSCM is supported by an activity-based cost management framework. This ensures that performance monitoring is based on the actual true cost of what it takes to deliver a service or a project. The introduction of BSCM will assist IMA in integrating its strategic planning and budgeting processes and will therefore help to ensure that the business and financial plan is directed to support its strategic imperatives.

6.3 Agency Agreement between the Responsible Ministry and the Agency Article 6 of S.L. 595.07 states that IMA’s operations shall be carried out in accordance with the Agency Agreement entered between the Permanent Secretary and the Agency. The Agency concept in public administration is based on the agent approach whereby the principal, in this case the responsible Ministry, enters into a relationship with the agent, IMA, for the purchase of services. This is also known as the ‘purchaser’ to ‘supplier’ contractual relationship. The Agency Agreement between the responsible Ministry and the Agency will be strengthened by the following amendments.

Draft Agency Agreement

Amendments

Part 2 – Composition and functions of IMA and the CEO (a) Develop the necessary strategies in order to attain Identity Malta’s objectives

This will be amended to place the following obligation on the Agency: A three-year strategy is prepared. A three-year business and financial plan is prepared. Every year the strategy is reviewed and calibrated as appropriate. Every year a detailed business and financial plan is prepared. These are to be presented to the Board for approval and subsequently to the Permanent Secretary and the responsible Minister for review. This is consistent with Article 4 of the Gozo Development Authority Act – Act No. XVIII of 2019.

(b) Ensure that Agency’s operations follow the performance agreement entered with the Permanent Secretary. For this purpose article 40 of the Public Administration Act shall mutatis mutandis apply

Key performance targets on which the Ministry seeks to measure the performance of the Agency will be articulated within the agreement. This is consistent with Article 5 of the Gozo Development Authority Act – Act No. XVIII of 2019. The Agreement will establish the planning, reporting and control framework established between the Ministry and the Agency. This is consistent with Article 8(1)(d) – Schedule I of the aforementioned Act. The Act places an obligation on the Agency that a strategic review is carried out every five years. This is consistent with Article 6 of the Gozo Development Authority Act – Act No. XVIII of 2019. The Agreement includes a process that the Agency will follow with regard to the review of proposed new services and service fees.

Strategic Action No.16 The Agency Agreement between the responsible Ministry and Identity Management Agency will be strengthened by the following amendments: (a) Replicating Article 4 of the Gozo Development Authority Act – Act No. XVIII of 2019 with a three-year business and financial plan reviewed and calibrated annually. (b) Replicating Article 5 of the Gozo Development Authority Act – Act No. XVIII of 2019 by establishing key performance targets on which the Ministry seeks to measure performance of the Agency. (c) Replicating Article 8(1) (d) – Schedule I of the Gozo Development Authority Act – Act No. XVIII of 2019 by establishing a planning, reporting and control framework. (d) Replicating Article 6 of the Gozo Development Authority Act – Act No. XVIII of 2019 by placing an obligation for a strategic review of the Agency every five years. (e) Introducing a process to follow when reviewing proposed new services and service fees.

07.

Strengthening Governance

07.1 Setting up an Internal Audit Function

with IMA’s mission, standard

Strategic Action No.17

operating procedures and the relevant regulations and policies.

Corporate governance demands

Identity Malta Agency will set up an internal audit function 02. Working in partnership with which will report to the Board management to ensure that policies and processes are effective of Directors.

that IMA sets up an internal audit

and efficient.

function that reports either to the non-executive Chairperson or to

03. Ensuring that programmes,

a Board Audit Committee under

projects, and investments provide

the chairperson’s stewardship. This

value for money.

separation between the Board and the Chief Executive Officer

04. Serving as a resource to IMA

secures that internal audit and

and its staff in identifying the need

scrutiny reviews are not restricted

for and characteristics of adequate

or perceived to be restricted

systems of control.

by the executive. The function of internal audit complements

05. Providing a level of defence

that of the external audit, and

on the effectiveness of IMA’s risk

whilst the latter is responsible

management framework.

for compliance, internal audit is responsible for value for money

06. Ensuring that IMA leverages

scrutiny. An internal audit function

international benchmarks as it

will be set up with the following

strives to secure value for money

responsibility:

improvements.

01. Assessing financial and

The internal audit function will

operational processes to

present to the reporting authority

determine if these produce reliable

mechanism, as established by the

information and ensure that

Board, a three-year internal audit

resources are used in accordance

plan for execution.

07.2 Introducing a Risk Management Culture The Agency is the backbone of secure identity management. A breakdown in any aspect of the identity management eco-system is likely to have damaging, if not, a catastrophic impact, not only on the Agency but also on the country. IMA recognises that it must systematically manage and regularly update its risk assessment to explicitly address uncertainty and facilitate continuous improvement. IMA commits to developing a risk management framework directed to identify, assess, and manage risks. The Agency considers risk management as an integral part of good governance and management. IMA will integrate risk management into its culture, decision-making process, programmes, projects, practices, business planning and performance reporting activities, and will establish a safe work environment for its employees. In this regard, IMA:

01. Commits to maintaining and continuously improving the corporate framework that manages risks to protect the Government, itself, its staff, its clients and others from situations or events that prevent the achievement of its strategic objectives.

02. Reduces its exposure to risk and optimises its opportunities by continuing to adopt a systematic and transparent approach to identify, analyse, assess and manage risks.

03. Generates risk information and knowledge that is concise, accurate, timely and complete with clearly defined assumptions and limitations that support informed discussion on risks and opportunities across all of its functions, so that risks are clearly articulated, mitigated, monitored, and reviewed.

04. Promotes a risk management culture throughout its offices and units.

IMA identifies the following as its primary risk categories: Strategic

Potential events or circumstances that affect IMA’s strategic vision, priorities, and goals.

Reputation Political Catastrophic.

Operational

Risks related to ongoing procedures of a unit, which may be long or short-term risks, depending on the objective. Includes risks to IMA clients stemming from decision-making, facilities, and operations.

Reputation Political Decisions / Service to Clients Procurement and Contract Management Health and Safety

Financial

Activities carried out or circumstances related to physical assets or financial resources, such as government support, budget, accounting, reporting and disclosure, which include internal control requirements, investments, capital and cash management, insurance, audit, financial investment decisions, etc.

Subvention requested by Government Inflationary and collective bargaining increases on cost base

Procurement

The Agency is governed by the Department of Contracts.

Delays in issuance of tenders Response to catastrophic / major outage failure restricted

Projects

Risks linked to projects and programmes within IMA generally.

Delay Cost Quality

International, EU, and National Legal and Regulatory Compliance

Activities carried out, or circumstances related to compliance with international, EU and national laws and regulations. Conversely, activities or circumstances that do not comply with laws and regulations result in adverse impacts.

Reputation Political

Identity Management eco-system

The identity management eco-system is dependent on information, technology, and security. Risks include unscheduled outage in service delivery, cyber-attacks, data protection and privacy, amongst others.

Common Database Security Data Protection Emerging Technologies Digitalisation Threats to the identity management ecosystem

The Agency’s risk management framework will be based on ISO 31000.

Strategic Action No.18 Identity Malta Agency will integrate risk management into its culture, decision-making processes, programmes, projects, practices, business planning and performance reporting activities and will provide a safe working environment for its staff.

07.3 Strengthening ICT Governance The process relating to the presentation of requests for changes to the Agency’s IT applications needs to be strengthened. All management and heads of units will be requested to channel all change requirements through an established framework of IT change management, where the process is reviewed holistically, and the risks and the effects of individual changes are assessed. It is only following such an assessment, which may include tweaking of the requested changes, that the Office of the CIO will be instructed to carry out the approved changes issued. When it comes to the strengthening of the ICT Governance framework, the Agency will review and apply as appropriate the ITIL change processes.

Strategic Action No.19 Identity Malta Agency will strengthen its Information and Communications Technology (ICT) governance by channelling all change requirements through an established framework of IT change management in order to review risks and effects. It is only following such an assessment that the Office of the CIO will be instructed to carry out the approved changes. In the strengthening of the ICT Governance framework, the Agency will review and apply as appropriate the Information Technology Infrastructure Library (ITIL) change processes.

08.

Strengthening the Agency’s Identity Management Eco-System and its ICT Framework

IMA is a strategic national entity whereby a catastrophic failure or a major outage in the identity management eco-system would have a far-ranging negative impact. The importance of the Agency’s role as the guardian of this eco-system cannot be underestimated. IMA has established a robust and forward-looking identity management architecture that encompasses security related technologies such as PKI and biometrics. The Agency operates in a specialised area of information using securitybased technology. New technology developments emerge continuously and rapidly (cloud-based passports, mobile based IDs, etc). IMA will endeavour to maintain an identity management architecture and backbone that is ‘future-proof’. To achieve a ‘future-proof’ identity management architecture and relating infrastructure, planning cannot be on a year-on-year basis. Hence, IMA will draw up a five-year strategy that positions where Malta should be in terms of architecture, technology, standards, security and inter-operability aspects amongst others - vis-à-vis its identity management eco-system. It is important for IMA to place critical infrastructure on the government’s agenda and secure the necessary budget for its implementation.

Strategic Action No.20 Identity Malta Agency will devise a five-year strategy that will position where Malta should be in terms of architecture, technology, standards, security and inter-operability aspects vis-à-vis its identity management ecosystem. IMA’s investment in ICT in the coming years should continue to include the replacement of legacy applications, including CdB, securing data synchronisation and integrity as well as the leveraging of current and future technologies, in order to be able to further digitalise the services offered by the Agency.

Strategic Action No.21 Identity Malta Agency’s investment in Information and Communications Technology will continue to include the replacement of legacy applications, including the Common Database, securing data synchronisation and integrity as well as the leveraging of current and future technologies, in order to further digitalise its services. 78

A primary concern in designing and operating any identity management eco-system is to protect data from being obtained by third parties for purposes other than operating the identity system itself. Data protection laws typically address more than the collection, storage, and transfer of data for the purpose of identity systems, covering the broad use of personal data, risk management, and security framework. This may include a vast range of attributes and behaviours that a person has or the digital trail they leave behind in electronic interactions. It is precisely because such data is used in identity systems to register users, which may be used to authenticate them, that poorly protected storage and sharing of such data create the risk of identity theft, fraud and economic as well as national security risks. As a high-profile Agency handling such sensitive information, it constitutes a potential target for cyber-attack by a hostile nation. In simple language, this means that investment in the Agency’s identity management architecture must be constant and continuous. There can be no false economies. The cost of a security breach to IMA would not just be borne by the Agency but can be a potential international embarrassment to the Government of Malta. Under the GRDA, the Office of the Data Protection and Information can issue significantly high fines for system breaches and loss of data (up to 4% of turnover or €20m whichever is the greater). In order to strengthen its identity management and system security framework, IMA will implement the ISO 27000 family of standards on cyber security. Currently IMA applies ISO 27002 as a reference for selecting security controls within the process of implementing an information security management system (ISMS). Data centres selected by the Agency are ISO 27001 certified. The Agency will, as a first step, implement the ISO 27001 Information Security Management System and carry out a periodic external certification review. Additionally, all information security staff will undertake training in international security standards and will be supported in following continued professional development.

Strategic Action No.22 In order to strengthen its identity management and system security framework, Identity Malta Agency will implement the ISO 27000 family of standards on cyber security. 79

09.

Managing Official Records, Documents and Knowledge

Right until recently, IMA records were kept in paper format. This incurred a significant cost in maintaining and filing these records since their retention period often covered a person’s lifetime, and sometimes even a decade after one’s demise. IMA will continue with the initiative taken in recent years to digitalise its records. Additionally, the Agency will introduce official retention policies for the different types of records it keeps after consulting with the appropriate authorities.

Strategic Action No.23 Identity Malta Agency will continue with the initiative taken in recent years to digitalise its records in order to share information with other entities and to allow for online searches at reduced costs. IMA recognises that 95% of all work-based information is today born digitally e-mails, documents, pdf documents, spreadsheets, texting and messaging on other tools). This creates an unstructured body of information and knowledge which results in a loss of institutional memory to the detriment of IMA. Recognising this, IMA has introduced a document management system and supporting guidelines and protocols in order to ensure that all e-generated documents are electronically filed as records. At this stage, IMA has no framework directed to institutionalise knowledge, which negatively effects the Agency in a number of ways. Elements of the Agency’s work requires specialised and technical knowledge. As persons retire or leave the organisation this knowledge is lost permanently. In the absence of a knowledge-based system, persons in different roles end up referring internally for information so that they can serve a client or carry out a job. The Agency will embark on the introduction of a knowledge-based system that will, to the extent that it is possible, institutionalise both structured and unstructured knowledge in order to increase the effectiveness of staff and reduce errors in carrying out the Agency’s work.

Strategic Action No.24 Identity Malta Agency will embark on the introduction of a knowledge-based system aimed to provide guidance to staff and help reduce errors at work. 81

10.

Human Resource Management and Capacity Building

10.1 Responding to the Leadership Challenges of IMA Staff building the Management Strata from within IMA has a young workforce, both management and staff. It is IMA’s philosophy to direct opportunities for promotion to senior and middle-management at the first instance and seeks to retain the best and the brightest of its staff. It recognises merit, competency, commitment, loyalty, and integrity. Moreover, it provides up and coming staff with upward mobility even when such persons have yet to reach the necessary experience level. IMA’s approach is to invest in aspiring staff members and in doing so, retain their services in the long term. IMA recognises that a staff member promoted into his or her first formal leadership position faces one of the most difficult transitions. IMA also understands that first time managers, if left on their own, may struggle. Hence, the Agency will seek to support first-time managers, ensuring that they are equipped with the right tools and knowledge through training and development.

Strategic Action No.25

10.2 Establishing a Competency Framework as a Route to Career Management IMA invests heavily in training. However, training is often demand driven and is designed to respond to the requirements identified by the unit managers. Additionally, the individual performance review programme links assigned tasks with the training required to carry out that task. Human resource development is not carried out within the context of a competency framework. The result is that most positions within the Agency may not necessarily be equipped with the full range and level of competencies and skills required for the job to be carried out to the level expected. The Agency will introduce a competency framework that covers all positions and job classes as well as the competencies and skills required for each position description and job class (legislation, regulation, EU directives, strategy, communication, leadership, etc). Additionally, the competency framework will be tied to the Agency’s career framework as it will set out the competencies and skills that are to be acquired or strengthened in progressing from one position to another. The Agency will support this competency framework through the application of e-training modules that a person should follow on appointment to a position as part of a continued development

Identity Malta Agency will assure that firsttime managers receive leadership training and support.

process in refreshing references, acquiring knowledge inter and intra the legislative and regulatory framework, amongst other instances. These modules may be mandatory and place an obligation on the

IMA will provide a programme for middle management which will focus on adjusting to people and displaying authority, developing managerial and personal effectiveness, as well as securing team achievement.

position holder to obtain internal certification within a specific period of time or can be voluntary as a means of self-development or in preparation for applying to a certain position.

Strategic Action No.26 Identity Malta Agency will introduce a competency framework that covers all positions and job classes within it. IMA embraces systematic change and is open to new approaches, learning from its own experiences and other international best practices. The Agency adopts a collaborative learning culture, continuous reinforcement learning, and the transfer of knowledge quickly and efficiently throughout the Agency. To achieve this IMA will develop a three-year training plan which will annually provide each member of staff 10 working days of formal and e-based knowledge as well as competency / skills-based training. Furthermore, the Agency will work with the Malta Further & Higher Education Authority to develop specific on the job accredited courses for its employees. This will not only strengthen the training provided to employees but will also ensure that employees receive MQRIC level certification.

Strategic Action No.27

Identity Malta Agency will develop a three-year training plan whereby each member of staff will annually undergo 10 working days of formal and e-based knowledge, competency as well as skills-based training.

10.3 Recognising and Rewarding Performance The SPMF presented in this Strategy aligns IMA’s business and financial objectives with the established strategic objectives that subsequently cascade through the Agency’s units and their respective people. This framework establishes that IMA’s performance is directly linked to every unit’s performance and to each individual within the organisation. Given that IMA’s performance is focused on objective, behaviour-based, and observable outcomes designed on the basis of a top-down (from Board to individual staff members) and bottom up (from individual performance management to the CEO) approach, success or otherwise is very much corporate and collaborative based.

Thus, as a means of recognising and awarding corporate performance, the Board will annually assess the extent to which the Agency has met the strategic goals set at the start of the year through determining the percentage of outcome and outputs met. On the basis of this assessment, the Board may determine the rating awarded. An award, depending on the performance ranking achieved, may be allocated and the report may vary from one year to the next.

Strategic Action No.28 As a means of recognising and awarding corporate performance, the Board of Identity Malta Agency will annually assess the extent to which the Agency has met its strategic goals set at the start of the year. The corporate based performance system will be complemented by the assignment of individual awards to staff members. This will be achieved by providing each line manager with a performance award budget to be used at his/her discretion within a set policy. This will enable immediate recognition and reward persons who merit recognition for their excellent performance and innovation.

Strategic Action No.29 The corporate based performance system of Strategic Action No. 28 will be complemented by the assignment of individual awards to staff members. 85

10.4 Further Strengthening of the Human Resource Function by Obtaining Accreditation in Investors in People IMA has developed a strong and responsive human resource management and development (HRMD) framework which is managed by a young team. The HRMD and Heads of Unit response to COVID-19 has allowed the Agency to continue to operate with minimal down time experience. This is a clear example of the strong HMRD framework within IMA. IMA is committed to become a leader in the field of HRMD. IMA will seek to obtain accreditation in Investors in People (IiP), (a ‘gold’ quality standard) by which international organisations measure themselves in relation to their HRMD framework. To support the quality standard, IiP offers the principles of best practice in the following areas:

Leading: leadership, organisational values and behaviours, empowerment of staff. Supporting: managing performance, rewarding, recognising high performance, and structuring work. Improving: building capability, delivering continuous improvement, and creating sustainable success. The adoption of the IiP accreditation will ensure that IMA will have in place an exceptional human resource management framework and supporting organisation in place.

Strategic Action No.30 Identity Malta Agency is committed to good human resource management and development. It will seek to obtain accreditation in Investors in People (a ‘gold’ quality standard) by which international organisations measure themselves in relation to their human resource management and development framework.

environment where potential work-related stressors are avoided, minimised, or mitigated through good management practices, effective human resources policies and staff development. That said, IMA continuously seeks to improve its wellbeing framework. The Agency will benchmark with and adopt the IiP accreditation for Wellbeing. The accreditation covers three organisational aspects defined as follows:

10.5 Safeguarding the Wellbeing of Staff IMA places the wellbeing of its staff and the health and safety of its clients at its core. It has developed a strong, safe and healthy environment with modern buildings and facilities. IMA responded effectively and efficiently to keep people safe throughout the COVID-19 pandemic. With regard to

Social: The extent of which a culture that champions reward and recognition, employee voice, inclusion, diversity, community activities and family-friendly policies is present. Physical: The extent that staff are supported in the right ways across physical activity, nutrition, musculoskeletal and environmental factors.

staff, the Agency provides a range of services including eye testing, counselling on psychological problems relating to SEDQA and medical insurance. Moreover, the leadership ethos is such that, to a large extent, staff work in an 87

Psychological: The psychological wellbeing of staff including effective communication, employee voice and how success is celebrated and recognised.

Strategic Action No.31 Identity Malta Agency will continuously seek to improve its wellbeing framework. It will benchmark this by adopting the Investors in People accreditation for Wellbeing.

10.6 Post-COVID Workplace Business Model The traditional characteristics of the pre-COVID-19 office business and management models bring with them significant costs to business such as lease of office space, office equipment, lighting and loss of productivity due to staff caught up in traffic congestion and looking for parking spaces. These are all elements, which an organisation positioning itself to champion staff wellbeing must consider. The work from home Workplace Business Model that IMA introduced during the pandemic has proven to be successful. To a large extent both management and staff responded positively to the new working arrangement where employees do not have

to be physically at the office to

its staff can work productively

perform work. The majority of

from home through the use of

staff showed that they can be

collaborative tools, cloud storage,

just as, if not more, productive

and access to files and documents.

by working remotely from home

Moreover, due consideration and

and collaborating online with their

monitoring will be given to social,

colleagues, managers, and clients.

physical, and psychological aspects throughout this process.

Additionally, the COVID-19 experience has shown that the IMA virtual office model provides staff with the flexibility to balance work and life; being able to work for a few hours, take care of their children and then return to their duties. IMA will study the impact of the COVID-19 virtual office model and incorporate core aspects into its

Strategic Action No.32 Identity Malta Agency will carry out an examination of the COVID-19 virtual office model it established during the pandemic with a view of introducing aspects into its business culture, tying it to productivity goals.

business culture. The Agency will establish a hybrid model whereby

Rapid changes in digital

staff will have to spend a number

technology, social media,

of hours a week at the Agency.

geographical spread of IMA’s

Esprit des corps is motivating

offices, changing public

and gelling for any organisation,

perception, an emotive policy

positively impacting motivation,

domain, economic growth

performance, productivity and

and foreign labour supply

ultimately the entity itself. There

necessitate the need for a

is a continued need for this

well-defined communication

bonding of the workforce. The

strategy that allows IMA to get

workplace model will be governed,

its message across. An effective

as it has been throughout the

communication and media

COVID-19 experience, with strong

strategy has to target two distinct

management and performance

domains.

monitoring so that baseline productivity is maintained. The Agency will also ensure that

11.

Communicating and Media Management

11.1 Internal communication Internal communication should be far more pervasive and etched in the Agency’s institutional culture. A strong locum and channel is required for communicating, given that staff are spread across different buildings and provide multiple services. The locum of responsibility for internal communications will rest with the Office of Human Resources. An internal communications strategy will reinforce the following messages: •

Vision and mission.

•

Corporate values.

•

Wellbeing of staff through the Investors in People (IiP) social, psychological, and physical pillars.

•

Client Service Brand Promise.

•

Corporate performance.

•

Changes within the Agency and explanation thereof.

•

Importance of the role played by the Agency in the social and economic development of Malta.

The Agency will establish how internal messages are to be communicated and who will do this. This will be based on a systematic and regular approach on how information is imparted, allowing the Agency to determine when, who and how each message will be expressed. Further to the initiatives and mechanisms introduced by the Office of Human Resources, including the Intranet, the Agency will leverage technology for corporate based communications such as quarterly meetings between staff and the Chief Executive Officer, monthly networking sessions amongst staff from different units to enable cross understanding of functions, e-knowledge centres and blogs created by staff in order to share knowledge on policy and technical matters. The Intranet will be extended beyond corporate related matters to include social related matters such as corporate social engagements, e-suggestion forum etc.

Strategic Action No.33 Further to the initiatives and mechanisms introduced by the Office of Human Resources Identity Malta Agency will leverage technology for corporate-based communications, such as quarterly meetings with staff and monthly networking sessions amongst staff from different units to enable cross understanding of functions. E-knowledge centres and blogs created by staff will share knowledge on policy and technical matters.

11.2 External communication External communication will be driven by the Office of Marketing and PR. External communication is aimed at the Maltese public, EU citizens, TCNs, the media, employers, and constituted bodies as well as distinct client groups such as notaries and NGOs. Communication strategies and messages will be designed to reflect the needs of clients and the Agency’s desired outcomes. For instance, the messages which should be targeted to the local population should include service improvements, placing clients at the centre of the Agency’s raison d’etre, foreign workers’ valuable contribution in generating wealth and improving quality of life as well as the handling of illegal workers or workers whose VISA or residence permit has expired, and their families, within the parameters of local and EU legislation.

Strategic Action No.34 Communication strategies and messages will be designed expressively to reflect the needs of the distinct clients’ base and Identity Malta Agency’s desired outcomes. Environmental commitments for sustainable development, as corporate objectives,

12.

Pursuing Green Goals

Environmental commitments for sustainable development, as corporate objectives, will be fully integrated into the delivery of services and day-to-day activities. IMA will continuously seek to identify, implement, and drive green initiatives, and shall achieve this by implementing the EU Eco-Management and Audit Scheme (EMAS). The EMAS promotes continuous evaluation and improvements to an organisation’s environmental performance. Its main features are performance, credibility, and transparency. Environmental and sustainable performance under the EMAS is measured through KPIs relating to energy efficiency, water use, waste management, land use, emissions, and mass flow of different materials used.

Strategic Action No.35 Identity Malta Agency will continuously seek to drive green initiatives and implement the EU EcoManagement and Audit Scheme.

13.

Next Steps

The Strategy builds on the

attitudes, and cultures that are

strengths of the Agency and

rooted within the Agency, some of

presents opportunities to improve

which may be challenged as new

business delivery. A major change

ways of conducting management

envisaged is positioning the Agency

and operations are introduced.

to adopt and apply international

Central to successful change is

benchmarks and standards. This

that of winning over the hearts and

reform does not only embrace

minds of the people who will be

new ways of how business is

affected by the process, the end

performed (re-dimensioning

beneficiaries as well as the people

traditional functional organisations

within the Agency.

structures) but also the leveraging of technology, business process

The adoption of the Strategy needs

improvement (BPR), virtualisation

the necessary change management

and rapid process automation (RPA)

structure, full time resources

in order to drive further innovative

and financing to make it happen.

ways of doing business. Such

These are fundamental. The

complex change will be carried out

design of the Strategy is posited

as the Agency continues its day-to-

on the importance of internalising

day operations.

change, assigning the appropriate resources, and establishing strong

The implementation of the

leadership for its ownership.

Strategy consists of multiple

and parallel thrusts, competing

The change process resulting from

pressures, numerous stakeholders,

the adoption of the Strategy has

simultaneous activities, and sub-

two underpinning requirements:

initiatives. The level and degree of

(i) effective handling of the politics

the complexity of such a change

of change and (ii) careful attention

programme, even when phased and

to the management of change.

incrementally managed, involves

At the heart of both requirements

considerable risks and challenges.

is communication, for without

It is emphasised that change is not

support implementation change

about technology. Indeed, this is,

will not be mobilised nor will the

perhaps, the simplest part of the

expectations of staff, clients and

change process, but change is

other external stakeholders will be

primarily about norms, behaviour,

successfully managed.

To achieve this there will be change management structures. These are:

Establishing a Ministerial Change Management Steering Committee which will be chaired by the Parliamentary Secretary for Citizenship and the Communities responsible Minister or Parliamentary Secretariat. Establishing the loci for the implementation of the Strategy and the resulting change process together with the Chief Executive Officer of the Agency. Establishing a Change Management Board under the direction of the Chief Executive Officer of the Agency. Appointing a Change Manager who will report to the Chief Executive Officer of the Agency and the Change Management Board. Setting up of a Change Management Team to include four Change Agents appointed full-time within the Agency. Appointing a network of Change Ambassadors from the Agency’s individual management functions and operating units.

The constitution of the Change Management Team is presented in Figure 02 below.

Change Manager

Chief Officer External Communications and Media Management

Change Agent

Chief Officer

Client Service Excellence

Organisational and Continuous Improvement

Corporate Performance

ICT Framework

Human Resource Management and Sustainability

Customer Experience Standard (ICXS2019)

ISO 9001:2015

Balanced Scorecard Methodology

ISO 27000 Family

Investors In People – Human Resources

ISO 10002:2018

ITIL

ISO 31000: 2015

Investors in People Wellbeing EU EcoManagement and Audit Scheme

Internal Communications Change Ambassadors

Figure 02: Change Management Team

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