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Malta

Public Servant Knowledge Sharing (MT0009)

Overview

At-a-Glance

Action Plan: Malta, Second Action Plan, 2015-17

Action Plan Cycle: 2015

Status: Inactive

Institutions

Lead Institution: Office of the Prime Minister - Centre for Development Research and Training

Support Institution(s): NA

Policy Areas

Capacity Building, Public Service Delivery

IRM Review

IRM Report: Malta End-of-Term Report 2015-2017

Starred: No

Early Results: Did Not Change

Design i

Verifiable: No

Relevant to OGP Values: Not Relevant

Potential Impact:

Implementation i

Completion:

Description

The main objective is to improve public services, strengthen the level of accountability and process of implementing governmental decisions through training and development of public service employees. Specialised training can motivate employees, create a sense of commitment, loyalty and accountability thus ensuring that they are an effective driving force for the government and general public.

IRM Midterm Status Summary

Commitment 2. Training and knowledge sharing amongst public service employees

Commitment Text:

The main objective is to improve public services, strengthen the level of accountability and process of implementing governmental decisions through training and development of public service employees. Specialised training can motivate employees, create a sense of commitment, loyalty and accountability thus ensuring that they are an effective driving force for the government and general public.

Milestones:

Continue to strengthen the role of the Centre for Development Research and Training (CDRT).

Ensuring that a wider range of middle and top managers receive on-going training.

Responsible Institution(s): Office of the Prime Minister – Centre for Development Research and Training

Supporting Institution(s): None specified

Start Date: 1 January 2015 End Date: 31 December 2017

Commitment Aim:

This commitment’s overall objective is to improve public services through the training and development of public service employees.

Status

Midterm: Not Started

At the time of the midterm assessment, this commitment had not started. There was no publicly available information on the activities carried out to strengthen the role of the Centre for Development Research and Training (CDRT), renamed to the Institute for Public Service (IPS). Furthermore, the Institute did not respond to the researcher’s queries relating to training for middle and top managers in public service.

End-of-term: Substantial

The commitment is substantially implemented. According to the Institute of Public Service they have established the Public Management Toolkit, a virtual training programme targeting aspiring or incumbent managers. The programme offers training in core skills and capacities deemed relevant to public management.[Note16: Information on the Public Management Toolkit, including course content, https://publicservice.gov.mt/en/institute/Pages/PublicManagementToolkit/Public-Management-Toolkit.aspx%5D The program’s modules cover areas such as procurement procedures, policy making, and diversity management. However, it was not possible for the researcher to assess the quality or nature of the content itself as the table of contents and training material of the course was not publicly available.

The Public Management Toolkit is an ongoing course, not a one-off activity. The course is compulsory for incumbent senior managers as well as those intending to apply for such positions. The government point of contact provided the researcher with information regarding participation in the programme, disaggregated by gender. In 2017, 4,048 public officers participated in the Toolkit: 1,857 men and 2,191 women.

Did It Open Government?

Did not change

According to the information provided by the government point of contact, the establishment of the Institute for Public Service, through a reform of the Centre for Development, Research and Training, is intended to ensure an overall raising of academic standards of training as well as providing public service staff with recognised certification. Currently, the IPS has close cooperation with the University of Malta and other higher-education service providers. While the Public Management Toolkit programme is a useful training course for managers in the public sector, this commitment did not result in opening up the government.

Carried Forward?

At the time of writing this report, the next draft action plan was not available. The IRM researcher does not recommend carrying this commitment forward but suggests making commitments that clearly articulate measures that will advance open government in Malta.


Malta's Commitments

  1. M-government

    MT0013, 2018, E-Government

  2. Integration of Maltese Islands

    MT0014, 2018, Capacity Building

  3. Investing in Technology

    MT0015, 2018, Capacity Building

  4. Industrial and Employment Relations Improvements

    MT0016, 2018, Capacity Building

  5. Strengthening Commission for Domestic Violence

    MT0017, 2018, Capacity Building

  6. Participation of Women in the Public Service

    MT0008, 2015, Capacity Building

  7. Public Servant Knowledge Sharing

    MT0009, 2015, Capacity Building

  8. E-Services Online

    MT0010, 2015, E-Government

  9. Public access to information

    MT0011, 2015, E-Government

  10. Social dialogue

    MT0012, 2015, Capacity Building

  11. Having Cleaner beaches

    MT0001, 2012, Environment and Climate

  12. Construction of Safer Roads

    MT0002, 2012, Infrastructure & Transport

  13. Environment

    MT0003, 2012, Environment and Climate

  14. Transparency in Public Spending

    MT0004, 2012, Oversight of Budget/Fiscal Policies

  15. Taxation and Benefits abuses

    MT0005, 2012, Oversight of Budget/Fiscal Policies

  16. Procurement

    MT0006, 2012, Open Contracting and Procurement

  17. One-stop shop for Citizens

    MT0007, 2012, Public Service Delivery