Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1697811018667.pdf (Malta)
IT-TLETTAX-IL LEĠIŻLATURA P.L.

6847 Dokument imqiegħed fuq il-Mejda tal-Kamra tad-Deputati fis-Seduta Numru 484 tal-5 ta’ Lulju 2021 mill-Ispeaker, l-Onor.

Anġlu Farrugia.
Anġlu Farrugia.

___________________________ Raymond Scicluna Skrivan tal-Kamra STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 1 ĠUNJU 2021 STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 2 STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 3 Viżjoni Pajjiż sigur, f’saħħtu u għani, mibni fuq il-prinċipji ta’ ugwaljanza, governanza tajba u żvilupp sostenibbli, lest biex iħaddan it-tranżizzjoni ekoloġika u diġitali sabiex itejjeb il-benesseri tal- ġenerazzjonijiet tal-lum u t’għada.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 4 STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 5 DR ROBERT ABELA Prim Ministru ta’ Malta L-aħħar 15-il xahar kienu perjodu ta’ sfida kbira.

Iżda, il-perseveranza u l-kuraġġ li wrew faxex differenti tas-soċjetà Maltija, flimkien mal-programm nazzjonali għat-tilqim b’saħħtu tagħna, wasslu biex issa ninsabu f’punt fejn nistgħu nħarsu ’l quddiem b’ottimiżmu lejn il-kapitlu li jmiss: l-irkupru ta’ wara l-pandemija.
Konxji li l-COVID-19 ikkawżat tbatija u sofferenza sostanzjali, imma tatna wkoll opportunità unika biex inħarsu lejn ir-realtajiet attwali, nirriflettu b’mod kritiku fuq ir-riskji u l-opportunitajiet li għandu l-pajjiż, filwaqt li nippjanaw għall-futur.
Dan wassal għall-iżvilupp ta’ strateġija ambizzjuża msejsa fuq ir-ri-orjentazzjoni tal- investiment u tar-riżorsi lejn ħames pilastri identifikati mill-gvern is-sena li għaddiet: il-kwalità tal-ħajja, l-infrastruttura, l-edukazzjoni, l-ambjent u l-governanza.

Il-kriżi tal-pandemija wriet kemm pajjiżna għandu oqsma nazzjonali b’saħħithom.
Is-saħħa u l-kwalità tal- ħajja tal-poplu Malti ġew imħarsa permezz ta’ implimentazzjoni f’waqtha ta’ regoli u restrizzjonijiet immirati biex irażżnu t-tixrid tal-virus, bis-sostenn ta’ sistema tas-saħħa u infrastruttura b’saħħithom u ta’ kwalità għolja.

Bosta pakketti ta’ għajnuna finanzjarja għenu biex jiġu ssalvagwardjati l-impjiegi u d-dħul, taw serħan il-moħħ lill-kumpaniji f’setturi ekonomiċi milquta ħażin u ppermettew setturi oħra jkomplu jirnexxu.
Il-konnettività u l-infrastruttura mifruxa tal-broadband għenu sabiex bosta aspetti tas-sistema edukattiva tagħna setgħu jaġġustaw għal-tagħlim online prattikament mil-lum għal għada, filwaqt li n-negozji malajr implimentaw prattiċi ta’ teleworking u proċessi online oħra.
Aspetti oħra pożittivi jinkludu l-aċċelerazzjoni bla preċedent fl-innovazzjoni u fl-adozzjoni ta’ teknoloġiji diġitali, apprezzament ġdid u aktar profond għall- familja u għall-ħajja soċjali, u rikonoxximent usa’ li l-ambjent huwa kruċjali għall-benesseri ġenerali tagħna.

Però, il-kriżi żvelat ukoll xi sfidi li għandha quddiemha Malta.
Fost dawn hemm id-dipendenza tal-ekonomija tagħna fuq l-industrija tat-turiżmu, ir-riskji u x-xkiel marbuta mal-provvista tal-ikel, kif ukoll il-konnettività bil-baħar u bl-ajru.

Dawn ilkoll urew l-oqsma li jeħtieġu iktar sigurtà u reżiljenza.

Barra minn hekk, dawk meqjusa bħala l-membri vulnerabbli tas-soċjetà qabel il-pandemija kienu fost dawk li l-aktar li ntlaqtu ħażin mill-kriżi, minkejja l-progress sostanzjali miksub f’dawn l-aħħar snin.
Il-COVID-19 kompliet toħroġ fid- deher ukoll numru ta’ sfidi għal ċertu faxex tas-soċjetà, bħal fost l-oħrajn is-solitudni fost l-anzjani tagħna u n-nuqqas ta’ attività fiżika fost it-tfal.
Bħala pajjiż, irridu nitgħallmu minn dak li għaddejna minnu f’dawn l-aħħar xhur, inkomplu ngħinu lil dawk li jħabbtu wiċċhom ma’ diffikultajiet, u nħejju pedamenti sodi biex il-ġenerazzjonijiet li jmiss ikollhom ħajja aħjar u jkunu parti minn soċjetà iktar ekwa, iħaddnu t-tranżizzjonijiet ekoloġiċi u diġitali, filwaqt li jkollhom impjiegi mħallsa tajjeb fi ħdan ekonomija stabbli u li tipprometti.

Issa huwa l-waqt li flimkien nibnu prosperità ġdida.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 6 STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 7 DR OWEN BONNICI Ministru għar-Riċerka, l-Innovazzjoni u l-Koordinazzjoni tal-Istrateġija ta’ Malta għal wara l-COVID-19 F’dawn l-aħħar xhur, il-gvern aġixxa b’mod deċiżiv biex itaffi t-tbatija li ġabet magħha l-pandemija u biex mhux biss isalva l-ħajjiet, grazzi għall-ħidma brillanti tal-professjonisti tas-saħħa tagħna, iżda anke l-għajxien ta’ bosta permezz ta’ skemi ta’ assistenza finanzjarja f’waqthom u mfassla apposta.
Bħala riżultat ta’ din il-ħidma eċċellenti, l-ekonomija tagħna tinsab fl-aqwa qagħda għal irkupru b’saħħtu wara l-pandemija, bl-għajnuna ta’ programm ta’ tilqim impressjonanti u effettiv, li huwa fost l-aqwa fid-dinja.

Madankollu, dan is-suċċess m’għandux u m’għandniex inħalluh iżommna milli nħarsu lejn il-ġejjieni.

Anzi, għandna noħolqu viżjoni dwar il-ġejjieni minn din il-pożizzjoni ta’ saħħa.

Il-pandemija tal-COVID-19 ser tkun waħda mill-ġrajjiet li jiddefinixxu l-istorja.
Hija heżżet bil-kbir lis-soċjetà u lill-ekonomija tagħna u ġabet magħha tbatija kbira għal ħafna nies.

Però, tatna wkoll opportunità unika sabiex nirriflettu, nerġgħu nevalwaw u nerġgħu norjentaw id-direzzjoni tagħna biex insawru pajjiż aktar b’saħħtu u f’saħħtu, aktar kuntent u aktar reżiljenti.

Jeħtieġ li nkunu miftuħin u onesti, u nieħdu t-tagħlimiet ta’ dawn l-aħħar xhur biex nirriflettu dwar kif se tinbidel id-dinja minn mindu l-COVID-19 daħal f’ħajjitna.
Irridu nieħdu l-opportunità sabiex ngħarblu kemm il-punti pożittivi u anke n-nuqqasijiet tagħna bħala pajjiż, u naraw kif l-irkupru li se nixprunaw ikun wieħed ekwitabbli u li jtejjeb il-benesseri tal-ġenerazzjonijiet tal-lum u t’għada.

Matul dawn l-aħħar xhur, kien hemm il-ħin kollu ħsieb wieħed ta’ faraġ f’moħħ kulħadd: il-wens li ġab miegħu l-fatt li għaddejjin minn dan kollu flimkien.
Dan l-aħħar, għaddejna lkoll minn esperjenzi li qanqluna u hemm bosta stejjer li jixhdu ġenerożità, tjubija, qlubija, tbatija personali, appoġġ u spirtu ta’ komunità.

Jeħtieġ inkomplu nibnu fuq dan is-sens ta’ għaqda nazzjonali u nsaħħu dan l-ispirtu ġdid ta’ kooperazzjoni.

L-Istrateġija Nazzjonali għal wara l-Pandemija li żviluppajna tevalwa u taġixxi fuq dawn il-bidliet u fuq l-effett tagħhom fuq il-bniedem, li huwa fil-qalba ta’ dak kollu li nagħmlu.
Għandha l-għan ukoll li toħloq approċċ ġdid fit-tfassil tal-politiki li jkun iktar koerenti u integrat, appoġġjat minn: governanza b’saħħitha, mekkaniżmi ta’ koordinazzjoni u implimentazzjoni; u msejjes fuq ippjanar fit-tul fuq bażi soda ta’ evidenza, biex jinħoloq approċċ li jinkludi l-gvern kollu u li jkun iffukat fuq il-ħtiġiet u l-opportunitajiet li jaffaċċjaw iċ- ċittadini u n-negozji Maltin.
Tfittex ukoll li taġevola l-kollaborazzoni bejn il-gvern, in-negozju u s-soċjetà fuq aġenda komuni li tagħti spinta lill-benesseri tal-ġenerazzjonijiet tal-llum u t’għada.

Ejja lkoll flimkien nagħtu l-massimu tal-enerġija tagħna favur pajjiżna.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 8 STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 9 PROF. SIMONE BORG President tal-Kumitat ta’ Tmexxija għall-Istrateġija Nazzjonali ta’ Malta għal wara l-Pandemija Il-pandemija tal-COVID-19 hija bla dubju l-ikbar kriżi globali ta’ dawn l-aħħar 70 sena, li ġabet magħha sfida straordinarja għas-saħħa, l-ekonomija u l-umanità.
Serviet ta’ katalist għal bidliet li kienu diġà qed jittrasformaw l-imġiba tas-soċjetà u tan-negozju, bħad-diġitalizzazzjoni u s-sostenibbiltà, filwaqt li kabbret sfidi oħra bħal kwistjonijiet ta’ saħħa mentali u inugwaljanza soċjali.

Huwa kruċjali li l-pajjiżi jwieġbu għal din is-sitwazzjoni daqstant kumplessa permezz ta’ sett ta’ azzjonijiet maħsuba sew u koerenti.
Malta żviluppat Strateġija Nazzjonali għal wara l-Pandemija (National Post- Pandemic Strategy, NPPS) li tirrifletti fuq l-isfidi kif ukoll l-opportunitajiet li ħarġu fil-beraħ minħabba l-COVID-19, bl-għan li nibnu mill-ġdid u aħjar.
Bħala pajjiż, issa għandna l-opportunità li noħolqu soċjetà iktar ġusta u inklussiva, ngħaddu għal prattiki iktar ekoloġiċi u sostenibbli, nipproteġu l-ambjent u l-assi naturali tagħna, u nfasslu ekonomija iktar kompetittiva u reżiljenti għall-ġenerazzjonijiet tal-lum u t’għada fi ħdan il-qafas ta’ finanzi pubbliċi sostenibbli.

L-oqsma li ffukajna fuqhom fl-NPPS joħorġu minn tliet mistoqsijiet prinċipali: 1) Kif nistgħu ntejbu l-kwalità tal-ħajja u l-benesseri?
2) Kif se nsostnu n-negozju u l-impjiegi u nixprunaw irkupru b’saħħtu?

3) Kif se nibqgħu reżiljenti u kompetittivi?

L-istrateġija żviluppata tippreżenta 12-il tema, kull waħda marbuta ma’ għan ta’ żvilupp sostenibbli tan- Nazzjonijiet Uniti, u tliet oqsma ta’ enfasi kruċjali u marbutin ma’ xulxin: is-soċjetà, l-ekonomija u l-ambjent.
Il-proġett tmexxa minn Kumitat ta’ Tmexxija magħmul minn esperti b’kompetenzi u esperjenzi differenti, minn oqsma akkademiċi u entitajiet pubbliċi inkluż, l-Università ta’ Malta; il-Kunsill Malti għall-Iżvilupp Ekonomiku u Soċjali; id-Dipartiment tal-Politika Ekonomika fi ħdan il-Ministeru għall-Finanzi u x-Xogħol; is-Sovrintendenza tas-Saħħa Pubblika; is-Segretarjat Permanenti għall-Fondi tal-UE; u l-Ministeru u s-Segretarjat Permanenti għar-Riċerka, l-Innovazzjoni u l-Koordinazzjoni tal-Istrateġija għal wara l-COVID-19.
Il-Kumitat ta’ Tmexxija ħa approċċ ibbażat fuq tliet livelli.

L-ewwel, wettaq riċerka estensiva biex jifhem x’qed jagħmlu pajjiżi oħra biex itaffu u jegħlbu l-isfidi komuni kkawżati mill-pandemija.

It-tieni, organizza iktar minn 80 laqgħa ma’ partijiet interessati ewlenin, imsieħba soċjali u ministeri tal-gvern kemm minn Malta kif ukoll minn Għawdex.
Flimkien dawn jirrappreżentaw firxa sħiħa ta’ interessi, oqsma u setturi fi ħdan is- soċjetà u l-ekonomija, u pprovdew perspettiva tas-sitwazzjoni attwali, l-isfidi ewlenin u l-oqsma prijoritarji li jeħtieġu enfasi nazzjonali.

Fl-aħħarnett, il-kumitat fittex ideat mill-pubbliku, permezz ta’ konsultazzjoni ta’ xahar, biex jiżgura li l-membri kollha tas-soċjetà Maltija jkollhom l-opportunità li jikkontribwixxu u jgħinu fit-tfassil tad-direzzjoni futura tal-pajjiż.
It-12-il tema strateġika jaħdmu flimkien b’mod kollettiv u koeżiv biex jgħinuna nsawru soċjetà ta’ wara l-pandemija li tkun tassew inklussiva u reżiljenti, ekonomija li tkun f’saħħitha, kompetittiva u ġusta u ambjent li jkun apprezzat u protett.

Għalkemm l-oqsma tematiċi huma orizzontali u għandhom l-għan li jipprovdu fokus nazzjonli olistiku, l-NPPS tikkunsidra l-ħtiġiet ta’ gruppi differenti ta’ partijiet interessati madwar Malta u Għawdex.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 10 WERREJ STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 11 PG 12 PG 16 SOMMARJU EŻEKUTTIV KIF NISTGĦU NTEJBU L-KWALITÀ TAL-ĦAJJA U L-BENESSERI?

1.

Inżommu l-enfasi fuq is-saħħa li ġiet imqanqla mill-kriżi u nkomplu noħolqu ambjent li jsostni u jippromwovi l-benesseri.
Nagħtu prijorità lill-benesseri mentali, fiżiku u emozzjonali bħala aspetti kruċjali għal soċjetà f’saħħitha u nsaħħu l-investiment u l-kapaċitajiet f’dawn l-oqsma, flimkien ma’ kura primarja u preventiva.

2.

Nindirizzaw l-isfidi tas-soċjetà aggravati mill-pandemija permezz ta’ approċċ minn isfel għal fuq, ibbażat fuq l-evidenza fil-livell tal-komunità.
Insaħħu l-kapital soċjali mmexxi mill-komunità biex inżidu l-għajnuna u nwessgħu s-servizzi offruti fuq livell lokali biex intejbu l-firxa, nrawmu l-fiduċja u nżidu l-użu tagħhom.

3.

Intejbu l-koeżjoni soċjali u l-ekwità fis-soċjetà Maltija kollha.

Niffukaw fuq is-sezzjonijiet tal-pajjiż li mhumiex moqdija biżżejjed, billi nippromwovu l-inklużjoni, insaħħu l-fiduċja, u niġġieldu l-forom kollha ta’ diskriminazzjoni u sfruttament biex noħolqu strutturi li jappoġġjaw u jagħtu s-setgħa lill- komunitajiet.
4.

Nadottaw approċċ aktar koeżiv għall-ippjanar u l-iżvilupp li jtejjeb l-ambjent urban u jħaddan prattiki sostenibbli.

Nipproteġu u noħolqu spazji ekoloġiċi tal-komunità u parks għall-użu pubbliku.

Nagħtu prijorità lir-restawr, lir-riġenerazzjoni u lill-estetika, u nintegraw il-mobbiltà alternattiva b’mod olistiku.

PG 27 KIF SE NSOSTNU N-NEGOZJU U L-IMPJIEGI U NIXPRUNAW IRKUPRU B’SAĦĦTU?

5.
5.

Niffaċilitaw l-investiment kummerċjali f’Malta u f’Għawdex, flimkien mal-infiq tal-gvern, biex naġevolaw attivitajiet li jkattru l-kompetittività, il-kwalità, it-trasformazzjoni u t-tkabbir sostenibbli.

Ninkoraġġixxu approċċ kostruttiv tan-negozju u nagħtu spazju lill-kummerċ internazzjonali u lin- negozji ġodda speċjalizzati.

6.
6.

Norjentaw mill-ġdid u nintegraw il-politiki tal-edukazzjoni, tax-xogħol u tal-ekonomija sabiex fuqhom insejsu l-qawmien , it-trasformazzjoni, l-innovazzjoni, il-benesseri u t-tkabbir sostenibbli soċjali u ekonomiċi.

7.
7.

Naċċelleraw it-tranżizzjoni u l-investiment ekonomiċi u ekoloġiċi bħala punt fokali tal-pjan ta’ Malta lejn in-newtralità karbonika sal-2050; nagħmlu progress fuq l-għanijiet ta’ żvilupp sostenibbli tan-NU; inħaddnu ekonomija ċirkulari; u nimplimentaw il-Patt Ekoloġiku tal-UE sabiex nibdlu l-mentalitajiet u noħolqu impjiegi ħodor ġodda u innovazzjoni.

8.

Nallokaw ir-riżorsi tal-gvern u nissimplifikaw il-politika biex nixprunaw l-innovazzjoni u niffukaw fuq ir-riżultati.
Nindirizzaw l-ostakli li l-aktar ixekklu l-innovazzjoni u naċċeleraw l-intrapriża privata fl-istart-ups, kif ukoll l-R&D immexxija mill-industrija u l-clusters tal-għarfien.

PG 37 KIF NISTGĦU NIBQGĦU REŻILJENTI U KOMPETITTIVI?

9.

Insaħħu u nagħtu prijorità lil kultura ta’ konformità u infurzar.

Inrawmu kuxjenza nazzjonali msejsa fuq l-iskop, l-interess pubbliku, il-governanza tajba, it-trasparenza u r-responsabbiltà.

10.

Naġevolaw l-investiment fl-infrastruttura diġitali, fil-ħiliet u fis-servizzi.
Nagħlqu d-distakk diġitali biex niżguraw li l-membri kollha tas-soċjetà u kull tip ta’ negozju jkunu kapaċi jħaddnu t-teknoloġija diġitali biex itejbu l-mod kif ngħixu u naħdmu.

11.

Inkattru l-ħarsien tal-assi naturali.

Niffukaw fuq l-edukazzjoni sistematika, il-konservazzjoni u t-tranżizzjoni lejn mod ta’ ħajja aktar sostenibbli u f’armonija mal-ambjent għall-ġid tal- ġenerazzjonijiet attwali u tal-ġejjieni.

12.
12.

Insaħħu t-tħejjija għall-irkupru minn diżastri, il-kapaċitajiet kritiċi u l-ekosistemi biex inqawwu r-reżiljenza.

Nassiguraw id-disponibbiltà ta’ infrastruttura fiżika u soċjali kritika, bħall-ikel, l-ilma, l-enerġija, u s-saħħa kif ukoll il-konnettività diġitali, bl-ajru u bil-baħar.
PG 47 PG 49 QAFAS TA’ KOORDINAZZJONI U IMPLIMENTAZZJONI METODOLOĠIJA U APPROĊĊ STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 12 SOMMARJU EŻEKUTTIV STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 13 L-ISTRATEĠIJA NAZZJONALI TA’ MALTA GĦAL WARA L-PANDEMIJA (NPPS) TIPPREŻENTA PJAN AMBIZZJUŻ BIEX JGĦIN LILL-PAJJIŻ JIBNI LURA AĦJAR WARA L-COVID-19.

QED NUŻAW IT-TERMINU ‘WARA L-PANDEMIJA’ BIEX NIRREFERU GĦALL-PERJODU MILL- BIDU TAL-2020 META L-VIRUS DAĦAL GĦALL-EWWEL DARBA F’ĦAJJITNA.
FILWAQT LI NIRRIKONOXXU LI L-KRIŻI GĦADHA MA SPIĊĊATX, M’GĦADHIEX FL-AQWA TAGĦHA, U ISSA WASAL IL-WAQT LI NIBDEW NIPPJANAW GĦALL-FUTUR.

L-NPPS hija msejsa fuq tliet mistoqsijiet prinċipali: 1) Kif nistgħu ntejbu l-kwalità tal-ħajja u l-benesseri?

Il-pandemija wrietna biċ-ċar l-importanza tas-saħħa u l-benesseri.
Il-prijorità immedjata tagħna hija li nikkontrollaw u nipprevjenu l-virus, imma rridu wkoll insaħħu l-benesseri fit-tul taċ-ċittadini, pereżempju billi nħeġġu lin-nies jieklu aħjar, jagħmlu iktar eżerċizzju, u jitkellmu fil-beraħ dwar kwistjonijiet ta’ saħħa mentali.
Filwaqt li nagħrfu l-irwol essenzjali li għandu ambjent urban u naturali pjaċevoli fis-saħħa, fil- kuntentizza u fil-kwalità tal-esperjenza turistika li noffru, se naddottaw approċċ aktar koeżiv, sostenibbli u li jħares ’il quddiem fl-ippjanar u fl-iżvilupp – li jikkumplimenta l-ibliet u l-wirt kulturali tagħna, jipproteġi u joħloq spazji ħodor pubbliċi, u jsaħħaħ l-infrastruttura biex iċ-ċikliżmu u l-mixi jkunu sikuri u pjaċevoli.
Evalwazzjoni tal-impatt sħiħ tal-pandemija fuq is-soċjetà Maltija hija biċċa xogħol imdaqqsa imma essenzjali.

Se nniedu studji dettaljati biex nifhmu x’għajnuna jeħtieġu partijiet differenti tas-soċjetà u kif l-aħjar li nipprovduha.

Se nappoġġjaw ukoll lill-istudenti biex ilaħħqu mat-tagħlim li tilfu.
Sabiex inżommu l-ispirtu ta’ komunità li kien prominenti matul il-pandemija, l-istrateġija tagħna se trawwem il-koeżjoni u l-ekwità soċjali fis-soċjetà Maltija kollha, pereżempju billi nagħtu lil persuni vulnerabbli aċċess akbar għal opportunitajiet ta’ taħriġ u impjieg u bit-tisħiħ ta’ programmi ta’ integrazzjoni, fid-dawl tal-irwol essenzjali tal-ħaddiema migranti fis-sistema tal-kura tas-saħħa tagħna u fl-ekonomija inġenerali.

2) Kif se nsostnu n-negozju u l-impjiegi u nixprunaw irkupru b’saħħtu?
L-appoġġ finanzjarju mogħti mill-gvern, f’livelli bla preċedent, żamm lil ħafna kumpaniji fil-wiċċ u lil eluf ta’ ħaddiema impjegati matul il-pandemija.

Issa wasal iż-żmien li ngħinu lin-negozji jibdew mill-ġdid, jirristrutturaw u jittrasformaw l-operazzjonijiet tagħhom lejn mudell aktar sostenibbli, permezz tal-adozzjoni ta’ teknoloġiji diġitali u nodfa.
Se niżguraw li Malta tħaddan din it-tranżizzjoni billi niżviluppaw programmi li jiggwidaw u jappoġġjaw lin-negozji u lill-ħaddiema biex ikunu lesti għall-futur.
Se nwettqu ri-orjentazzjoni u integrazzjoni tal-politiki tal-edukazzjoni, tal-impjiegi u dik ekonomika, se nimmodernizzaw il-kurrikuli edukattivi u ninkoraġġixxu programmi ta’ taħriġ mill-ġdid u ta’ titjib tal-ħiliet biex nattrezzaw il-ħaddiema preżenti u futuri tagħna bil-ħiliet tas-seklu 21 li huma meħtieġa biex nisfruttaw impjiegi mħallsa aktar u li jagħtu valur miżjud.
Il-politika u l-investiment se jkunu l-pedament ta’ aġenda ta’ innovazzjoni li tagħti prijorità lis-soluzzjoni ta’ problemi konkreti li huma importanti għas-soċjetà Maltija u li twassal għal riżultati ċari.
Se naġevolaw kollaborazzjoni bejn il-pubbliku u l-privat, billi naħdmu mill-qrib mal-industrija biex niżviluppaw riċerka u żvilupp (R&D), clusters ta’ għarfien speċjalizzati u sħubijiet edukattivi ma’ kumpaniji ewlenin ta’ investiment dirett barrani (FDI); u se niffaċilitaw l-investiment tan-negozju fis-setturi kollha tal-ekonomija u nwasslu l-finanzjament għand start-ups li jistgħu jikbru malajr u jbigħu lis-suq globali.

Ekonomija progressiva tista’ tinbena biss fuq pedament responsabbli lejn l-ambjent.
Malta għandha mira ta’ newtralità karbonika sal-2050, kif ukoll impenn lejn l-għanijiet ta’ żvilupp sostenibbli tan-NU u l-prinċipji tal-Patt Ekoloġiku tal-UE.

Se nsegwu din l-aġenda billi ninvestu f’enerġija rinnovabbli u f’infrastruttura ta’ enerġija nadifa, u billi nistabbilixxu ekonomija ċirkolari fejn ir-riżorsi huma apprezzati u l-iskart jitnaqqas.
Se noħolqu wkoll sensiela ta’ proġetti ta’ investiment ekoloġiku u nisfruttaw id-daqs żgħir tagħna biex nippruvaw soluzzjonijiet ta’ teknoloġija tal-karbonju.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 14 3) Kif se nibqgħu reżiljenti u kompetittivi?

Huwa importanti li nitgħallmu mill-pandemija u nieħdu azzjoni biex intejbu l-kapaċità ta’ Malta li tirrispondi fi kriżijiet futuri.
Se ntejbu l-kapaċitajiet ta’ rkupru minn diżastri u nistabbilixxu pjanijiet fit-tul għal konnettività aktar robusta bil-baħar, bl-art, bl-ajru, tal-enerġija u dik diġitali.

Se nibdew nirrimedjaw il-finanzi pubbliċi, li kienu taħt pressjoni qawwija matul il-pandemija, u noħolqu qafas għat-twaqqif u l-finanzjament ta’ fond għall-irkupru minn diżastri li jista’ jipprovdi xibka ta’ sikurezza fis-snin li ġejjin.
Ir-reżiljenza għal xokkijiet futuri tiddependi wkoll fuq il-protezzjoni tar-riżorsi naturali tagħna – kwistjoni li hija ta’ tħassib kbir għaċ- ċittadini.

Se niffukaw fuq edukazzjoni sistematika, il-konservazzjoni u l-bidla lejn stil ta’ ħajja iktar sostenibbli f’armonija mal-ambjent għall-benefiċċju ta’ ġenerazzjonijiet preżenti u futuri.

Se npoġġu wkoll l-ekoturiżmu u l-wirt fil-qalba tal-esperjenza turistika li toffri Malta.
Il-pandemija wriet biċ-ċar kemm hu importanti li s-soċjetà taħdem flimkien biex jiġu segwiti regolamenti żviluppati fl-interess komuni.

Se nsawru sens akbar ta’ responsabbiltà kollettiva, ibbażat fuq prinċipji ta’ governanza tajba, trasparenza u kontabbiltà.

Dan ifisser li nrawmu kultura ta’ mġiba etika, mill-età tal-iskola ’l fuq, biex niżguraw li l-membri kollha tas-soċjetà jkunu jistgħu jikkontribwixxu għall-ġid komuni.
Irridu wkoll niżguraw li kull individwu u negozju jkollu aċċess ugwali għat-teknoloġija diġitali, biex intejbu l-mod kif ngħixu u naħdmu.

Għal dan il-għan ser ninvestu f’infrastruttura robusta, filwaqt li nappoġġjaw lill-adulti, b’mod partikolari l-anzjani, biex jiżviluppaw il-ħiliet diġitali li għandhom bżonn f’soċjetà moderna.

Konklużjoni Il-pandemija tal-COVID-19 tatna opportunità unika sabiex nirriflettu dwar it-tip ta’ futur li rridu.
Il-viżjoni tagħna hija ta’ pajjiż sigur, b’saħħtu u għani fejn iċ-ċittadini jistgħu jgħixu ħajjiet sodisfaċenti, jaqsmu bejniethom f’soċjetà ekwa, iħaddnu t-tranżizzjoni ekoloġika u dik diġitali, u jsibu impjiegi mħallsa tajjeb f’ekonomija stabbli u dinamika.

Jekk is-soċjetà tagħna kollha taħdem flimkien, bl-istess kuraġġ, dinamiżmu u determinazzjoni li rajna matul il-kriżi, nistgħu nagħmlu din il-viżjoni realtà.
Il-Kumitat ta’ Tmexxija għall-Istrateġija Nazzjonali ta’ Malta għal wara l-Pandemija President - Prof. Simone Borg Membri - Joyce Dimech, Mario Galea, Godwin Mifsud, James Pearsall, Prof. Gordon Sammut, Clive Tonna, Paul Zahra.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 15 OQSMA TEMATIĊI LI JIRFDU L-ISTRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA Grafika: Verżjoni mqassra tal-Oqsma Tematiċi li jirfdu l-Istrateġija Nazzjonali għal wara l-Pandemija ARA KIF L-INIZJATTIVI STRATEĠIĊI HUMA MARBUTA MAL-GĦANIJIET TA’ ŻVILUPP SOSTENIBBLI TAN-NU STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 16 01KIF NISTGĦU NTEJBU L-KWALITÀ TAL-ĦAJJA U L-BENESSERI?

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 17 1.


INŻOMMU L-ENFASI FUQ IS-SAĦĦA LI ĠIET IMQANQLA MILL-KRIŻI U NKOMPLU NOĦOLQU AMBJENT LI JSOSTNI U JIPPROMWOVI L-BENESSERI.

NAGĦTU PRIJORITÀ LILL-BENESSERI MENTALI, FIŻIKU U EMOZZJONALI BĦALA ASPETTI KRUĊJALI GĦAL SOĊJETÀ F’SAĦĦITHA U NSAĦĦU L-INVESTIMENT U L-KAPAĊITAJIET F’DAWN L-OQSMA, FLIMKIEN MA’ KURA PRIMARJA U PREVENTIVA.
Kuntest Il-COVID-19 hija kriżi tas-saħħa qerrieda, li laqtet kemm is-saħħa fiżika kif ukoll il-benesseri mentali, b’impatti kbar fuq il-professjonisti tal-kura tas-saħħa, il-pazjenti u s-sistemi tas-saħħa fuq livell globali.

Filwaqt li l-impatt fiżiku huwa evidenti, l-effetti psikoloġiċi għadhom fil-biċċa l-kbira mhux magħrufa, bl-esperti jwissu dwar il-potenzjal ta’ pandemija tas-saħħa mentali aktar ’il quddiem1.
Il-kura tas-saħħa minn dejjem kienet prijorità ewlenija għal Malta, u infatti l-Profil tas-Saħħa tal-Pajjiż tal-2019 irrapporta li l-pajjiż irreġistra waħda mill-akbar żidiet fin-nefqa tas-saħħa ras għal ras fl-UE matul l-aħħar għaxar snin2.

Iċ-ċittadini Maltin jqattgħu 90% ta’ ħajjithom f’kundizzjoni ta’ saħħa tajba u l-popolazzjoni tgawdi minn waħda mill-itwal stennijiet ta’ ħajja fl-UE3.
Madankollu, minkejja l-aspetti pożittivi, ir-rapport jidentifika differenzi sostanzjali bejn il-gruppi ta’ dħul differenti, b’disgħa minn kull għaxar persuni fl-ogħla kwintil tad-dħul jirrappurtaw kundizzjoni ta’ saħħa tajba, meta mqabbla ma’ sitta biss minn kull għaxra fl-aktar kwintil baxx tad-dħul.

Barra minn hekk, kważi tnejn minn kull ħames imwiet f’Malta jistgħu jiġu attribwiti għal fatturi li għandhom x’jaqsmu mas-stil ta’ ħajja.
L-obeżità hija identifikata bħala riskju ewlieni għas-saħħa; ir-rati f’Malta issa huma l-ogħla fl-UE kemm għall-adulti kif ukoll għat-tfal.

Studju mill-Federazzjoni Dinjija tal-Obeżità jiżvela rabta b’saħħitha bejn l-obeżità u konsegwenzi aktar serji tal-infezzjoni COVID-194.

L-impatt tal-pandemija fuq il-qagħda tas-saħħa tal-popolazzjoni għadu mhux magħruf.

Hemm bżonn inġeddu l-enfasi nazzjonali fuq il-benesseri aħna u nħarsu ’l quddiem.
Il-problemi tas-saħħa mentali jibqgħu fost l-akbar sfidi għas-saħħa pubblika u ngħataw prijorità fi ħdan l-istrateġiji nazzjonali tas-saħħa preċedenti5.

Qabel il-pandemija, kien magħruf li aktar minn nofs il- popolazzjoni ġenerali batiet minn disturb mentali mill-inqas darba f’ħajjitha6.
Ir-restrizzjonijiet matul il- pandemija kkawżaw effetti psikoloġiċi wesgħin7, mis-solitudni għall-ansjetà soċjali, u hemm tħassib li s-saħħa mentali se tkompli tmur għall-agħar fil-gruppi tal-etajiet kollha, inkluż it-tfal8.

L-innovazzjoni teknoloġika ngħatat spinta matul il-kriżi tal-COVID.
Għalkemm it-telemediċina ilha disponibbli għal bosta għexieren ta’ snin, kellha tkun il-pandemija biex imbuttat lill-fornituri tas-saħħa u l-pazjenti jaċċettawha u jaddottawha b’mod ġenwin, appoġġjati mill-fatt li fl-istess waqt ġew skjerati rekords elettroniċi tal-pazjenti.

Twaqqfu żewġ ċentri tat-telemediċina biex joffru kura virtwali, u bosta tobba żiedu l-użu ta’ għodod ta’ komunikazzjoni diġitali bħala l-ewwel forma ta’ interazzjoni mal-pazjenti.
Intuża apparat robotiku wkoll biex tingħata spinta lill-kapaċità tal-ittestjar9.

Dawn l-avvanzi huma żviluppi pożittivi li l-pajjiż jista’ jibni fuqhom għall-futur, biex joħloq aċċess aħjar għas-servizzi tas-saħħa u użu aktar effiċjenti tar-riżorsi.

L-impatt ta’ bosta fatturi fuq is-saħħa sar saħansitra aktar prominenti waqt il-pandemija.
Għaldaqstant, huwa kruċjali li d-determinanti soċjali tas-saħħa jiġu indirizzati b’mod olistiku biex minnhom joħorġu riżultati pożittivi għas-saħħa u l-benesseri tas-soċjetà.

1 Nazzjonijiet Uniti (2020).

Policy Brief: COVID-19 and the Need for Action on Mental Health 2 OECD (2019).

State of Health in the EU · Malta · Country Health Profile 2019 3 OECD (2019).

State of Health in the EU · Malta · Country Health Profile 2019 4 World Obesity Federation (2021).

Covid-19 and obesity: the 2021 atlas.


5 Qafas Nazzjonali tal-Istrateġija tas-Saħħa 2020-2030 6 Il-Ministeru għas-Saħħa (2019).

Strateġija ta’ Malta għas-Saħħa Mentali 2020-2030 7 Fondazzjoni Richmond (2021).

The Impact of COVID-19 on Mental Health – Interactive Dashboard 8 The British Academy (2020).

The COVID Decade: understanding the long-term societal impacts of COVID-19 9 https://newsbook.com.mt/en/2-telemedicine-centres-set-up/ STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 18 X’SE NAGĦMLU F’MALTA?
A. Inżommu l-enfasi fuq il-prevenzjoni u l-kontroll tal-mard infettiv, intejbu r-reżiljenza u t-tħejjija tas-settur biex iwieġeb b’mod effettiv għal aktar mutazzjonijiet u theddidiet mill-COVID-19 permezz ta’ programmi ta’ tilqim, monitoraġġ, protokolli ta’ prevenzjoni proattivi, infurzar, kuxjenza dwar l-iġjene u investiment kontinwu f’faċilitajiet tal-kura tas-saħħa biex nilqgħu għal theddidiet futuri.
B. Inwaqqfu klinika ta’ segwitu multidixxiplinari u servizz ta’ benesseri għall-persuni li kienu infettati bil- COVID-19 bil-għan li jibqa’ jsir monitoraġġ tas-saħħa u benesseri tagħhom.

Noffru appoġġ lill-professjonisti tal-kura tas-saħħa u lit-timijiet ta’ rispons li tul il-pandemija kienu fl-ewwel linja, li għadhom kemm ħarġu minn perjodu ta’ stress kbir.

C. Nattiraw u nappoġġjaw riċerka ffukata fuq il-prevenzjoni u l-monitoraġġ tal-COVID-19 u ta’ mard infettiv ieħor.
Nisfruttaw l-infrastruttura u l-leġiżlazzjoni sodi dwar id-dejta relatata mas-saħħa, id-daqs żgħir u l-profil soċjo-demografiku uniku ta’ Malta biex nippromwovu u naċċelleraw l-iżvilupp tas-settur tar-riċerka tas-saħħa f’Malta.

D. Inkomplu niffukaw fuq il-kura primarja u preventiva biex nindirizzaw il-ħtiġiet tas-saħħa taċ-ċittadini li setgħu tħarbtu minħabba l-enfasi nazzjonali fuq il-COVID-19.
Nagħtu spinta lill-programmi nazzjonali ta’ screening u nwessgħu il-kopertura pubblika tat-tilqim kontra l-influwenza staġunali u l-infezzjoni tal- pneumococcus, speċjalment fost il-popolazzjoni anzjana.

E. Nikkultivaw approċċ għall-benesseri għas-soċjetà kollha biex insaħħu s-sostenibbiltà tas-sistema tas- saħħa.

Inniedu kampanji wesgħin ta’ għarfien u nħeġġu liċ-ċittadini biex jerfgħu aktar responsabbiltà għall- benesseri tagħhom stess.
Ninkoraġġixxu dieti aktar tajbin għas-saħħa, eżerċizzju fiżiku li jagħmel ġid lis- saħħa u niskoraġġixxu mġiba li hi ta’ ħsara.

Nippromwovu l-użu ta’ għodod diġitali biex iċ-ċittadini jkunu jistgħu jimmonitorjaw u jżommu drawwiet ta’ stil ta’ ħajja tajbin għas-saħħa u nużaw l-iskejjel biex inrawmu kuxjenza.

F. Inżidu l-attenzjoni fuq l-obeżità bħala sfida nazzjonali urġenti għas-saħħa f’kull grupp ta’ età.
Inniedu strateġija ġdida li tindirizza l-kwistjoni b’mod olistiku, billi nħarsu lejn l-irwol li għandu ambjent li jippromwovi l-obeżità fl-iżvilupp tal-politika tal-ikel ta’ Malta, u nikkunsidraw bidliet leġiżlattivi u inċentivi li jappoġġjaw għażliet ta’ ikel u xorb aktar favur is-saħħa, flimkien ma’ attivitajiet li jippromwovu attività fiżika.

Inwessgħu l-finanzjament għall-counselling, kliniċi speċjalizzati, u programmi ta’ ġestjoni tal-piż.
G. Inżidu l-investiment f’infrastruttura li tinkoraġġixxi l-mobbiltà fiżika.

Noħolqu aktar spazji sikuri għall- mixi u għaċ-ċikliżmu, gyms fil-beraħ u klassijiet tal-komunità b’xejn, pereżempju permezz tal-kunsilli lokali jew klabbs u għaqdiet sportivi, kif ukoll spazji fil-beraħ għar-rikreazzjoni tal-familji.

H. Nallokaw aktar investiment f’faċilitajiet u attivitajiet sportivi.
Nagħtu rwol aktar prominenti lill-isport mhux kompetittiv fi ħdan il-programmi sportivi tal-iskejjel tagħna biex inħeġġu lill-istudenti jagħmlu l-eżerċizzju b’mod indipendenti, f’ambjenti fejn jistgħu jħossuhom aktar komdi, filwaqt li nibqgħu nappoġġjaw l-isport kompetittiv.

Noħolqu avvenimenti sportivi divertenti fejn l-enfasi tkun fuq il-parteċipazzjoni, mhux li tirbaħ, biex nimmotivaw.

lin-nies ta’ kull età biex itejbu l-kundizzjoni fiżika tagħhom.
I. Inżidu l-kapaċità u l-investiment fil-kura tas-saħħa mentali biex insostnu l-irkupru tas-soċjetà mill- COVID-19.

Nintroduċu monitoraġġ preventiv tas-saħħa mentali u nenfasizzaw aktar l-intervent bikri billi noffru aċċess akbar għall-appoġġ psikosoċjali ta’ intensità baxxa.

Nindirizzaw il-ħames għanijiet stabbiliti fl- Istrateġija ta’ Malta għas-Saħħa Mentali 2020-2030 u niżguraw li l-kura tas-saħħa mentali tkun integrata sew fi ħdan is-servizzi tal-kura tas-saħħa primarji u sekondarji.
Nibnu bażi ta’ evidenza b’saħħitha biex insegwu l-eżitu tal-kura tal-pazjenti.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 19 J. Inniedu kampanji nazzjonali u servizzi ġodda10 li jippromwovu l-benesseri mentali fi żminijiet ta’ stress u kriżi bil-għan li konversazzjonijiet dwar mard mentali jitqiesu normali u titneħħa l-istigma assoċjata ma’ aċċess għal servizzi tas-saħħa mentali, immirati lejn l-iskejjel u l-postijiet tax-xogħol flimkien mad-djar.
Niffukaw fuq l-indirizzar ta’ kwistjonijiet li setgħu ġew aggravati mill-pandemija u nwessgħu s-servizzi bbażati fil-komunità u dawk ta’ outreach attiva relatati mas-saħħa mentali.

K. Intejbu l-użu ta’ għodda tat-telesaħħa u dawk diġitali lil hinn mill-pandemija biex inżidu l-firxa u l-veloċità li bihom is-servizzi jistgħu jiġu pprovduti, filwaqt li fl-istess ħin titnaqqas il-pressjoni fuq is-sistema tal-kura tas-saħħa kkawżata mix-xogħol b’lura ta’ kura tal-pazjenti mhux relatata mal-COVID-19.
L. Inrawmu responsabbiltà lejn l-użu tajjeb tal-antimikrobiċi biex niżguraw li l-avvanzi mediċi ta’ dawn l-aħħar deċennji jibqgħu effettivi fil-prevenzjoni u t-trattament ta’ infezzjonijiet fil-bnedmin, fl-annimali u fil-pjanti – l-għan tal-Istrateġija u l-Pjan ta’ Azzjoni ta’ Malta għall-Prevenzjoni u t-Trażżin tar-Reżistenza għall- Antimikrobiċi11.
M. Nindirizzaw u ninvestu fid-determinanti soċjali tas-saħħa, fosthom il-fatturi soċjali, kulturali, politiċi, ekonomiċi, kummerċjali u ambjentali li jsawru l-kundizzjonijiet li fihom in-nies titwieled, tikber, tgħix, taħdem u tixjieħ.

Nikkultivaw “Is-Saħħa fil-Politki Kollha” bħala approċċ biex intejbu s-saħħa ta’ kulħadd billi nieħdu f’kunsiderazzjoni l-implikazzjonijiet fuq is-saħħa li għandhom id-deċiżjonijiet ta’ politika ewlenin.
10 Il-Fondazzjoni Richmond, bi sħubija ma’ Epic for Good, nedew OLLI chat.

OLLI chat hija chat 24/7 kunfidenzjali, online u bla ħlas, imfassla biex toffri appoġġ emozzjonali u gwida prattika lil kwalunkwe persuna f’Malta u f’Għawdex li għandha bżonn daqqa t’id biex tkompli miexja ’l quddi- em.

Is-servizz se jikkumplimenta l-helpline 1770.

11 Ministeru għas-Saħħa u Ministeru għall-Agrikultura, Sajd u Drittijiet tal-Annimali (2020).
Strateġija u Pjan ta’ Azzjoni għall-Prevenzjoni u t-Trażżin tar-Reżistenza għall-Antimikrobiċi f’Malta 2020 - 2028 STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 20 2.

NINDIRIZZAW L-ISFIDI TAS-SOĊJETÀ AGGRAVATI MILL-PANDEMIJA PERMEZZ TA’ APPROĊĊ MINN ISFEL GĦAL FUQ, IBBAŻAT FUQ L-EVIDENZA FIL-LIVELL TAL-KOMUNITÀ.

INSAĦĦU L-KAPITAL SOĊJALI MMEXXI MILL-KOMUNITÀ BIEX INŻIDU L-GĦAJNUNA U NWESSGĦU S-SERVIZZI OFFRUTI FUQ LIVELL LOKALI BIEX INTEJBU L-FIRXA, INRAWMU L-FIDUĊJA U NŻIDU L-UŻU TAGĦHOM.
Kuntest Għalkemm il-pandemija ħalliet impatt fuq il-popolazzjoni Maltija kollha, affettwat partijiet differenti tas- soċjetà b’modi differenti.

Bosta persuni qed jibku t-telfa tal-maħbubin tagħhom jew għadhom qed jirkupraw minn long COVID.

It-tnaqqis fl-attività ekonomika laqat ħażin ħafna l-istandards ta’ għajxien ta’ qabel il- pandemija u ħoloq grupp ġdid ta’ familji finanzjarjament vulnerabbli.
Kien hemm persuni li sabuha diffiċli biex jidraw jaħdmu mid-dar jew li jkunu fuq quddiem nett fir-rispons għall-kriżi fi żminijiet meta l-livelli ta’ infezzjoni kienu għoljin.

Ħafna persuni li jgħixu waħedhom esperjenzaw iżolament u marġinalizzazzjoni, persuni b’diżabbiltà kultant tħallew barra meta tfasslu politiki ta’ distanzi soċjali, u t-tfal kellhom jaffaċċjaw l-għeluq tal-iskejjel, it-tnaqqis fl-attivitajiet extra-kurrikulari, it-telf ta’ tagħlim u n-nuqqas ta’ interazzjoni soċjali ma’ sħabhom.
L-evalwazzjoni tal-impatt sħiħ tal-pandemija fuq is-soċjetà Maltija hija biċċa xogħol imdaqqsa imma essenzjali.

Din tirrekjedi eżerċizzju ta’ mmappjar tal-komunità dettaljat, minn isfel għal fuq li jista’ jgħin biex jiġu identifikati il-problemi li qed jaffaċċjaw partijiet differenti tas-soċjetà, kemm jekk dawn ġew aggravati mill-pandemija jew direttament ikkawżati minnha, u kemm jekk huma speċifiċi għal-lokalità jew għall-pajjiż sħiħ.
Huwa kruċjali li jidentifika wkoll kif il-komunitajiet jew il-gvern jistgħu jgħinu biex jindirizzaw dawn il-problemi.

Approċċ ta’ soluzzjoni waħda għal kollox mhux ser jaħdem u hemm riskju reali ħafna li l-inugwaljanzi strutturali li kienu diġà jeżistu fid-dħul u l-faqar, fl-edukazzjoni u l-ħiliet, u bejn il-ġenerazzjonijiet, jistgħu jiżdiedu jekk ma jitteħdux interventi mmirati12.
Fiż-żminijiet ta’ qabel il-pandemija konna mexjin f’direzzjoni biex ngħollu l-istandards tal-għajxien ta’ nies qiegħda, ħaddiema b’livell baxx ta’ kwalifiki, persuni b’diżabbiltà, dawk li qed ifittxu l-ażil, u nies f’riskju ta’ faqar13 – u dan kien jitiqes bħala protezzjoni soċjali.

Issa huwa l-waqt li niddefinixxu din l-azzjoni bħala investiment soċjali – opportunità biex tinħoloq soċjetà aktar ekwa u inklussiva.
L-infrastruttura soċjali mmexxija mill-komunità kienet waħda mill-aspetti pożittivi tal-pandemija.

Ħafna se jibqgħu jiftakru kif il-voluntiera taw sehemhom biex wasslu l-ikel u affarijiet essenzjali oħra lil dawk li kienu vulnerabbli, kif ġirien żgħażagħ għallmu lill-anzjani jużaw l-għodda tal-komunikazzjoni diġitali, u kif ir-ristoranti ngħaqdu biex jippreparaw ikliet għall-ħaddiema essenzjali u dawk fil-bżonn.
Irridu naraw kif nistgħu nagħmlu l-aħjar użu minn dawn il-pedamenti sodi tas-soċjetà Maltija, inkluż il-parroċċi, il-kunsilli lokali, in-netwerks soċjali u l-NGOs.

Dan ser iwassal biex jiżdied l-użu u l-impatt tas-servizzi, tisaħħaħ il- fiduċja f’tali servizzi, u titjieb il-kwalità tal-ħajja.

Minkejja l-isfidi u l-pressjoni finanzjarja tal-pandemija, xi entitajiet volontarji u NGOs nedew servizzi ġodda u sabu modi differenti kif jiġbru l-flus.
U bosta negozji bdew jiżviluppaw sens iktar qawwi ta’ skop, tmexxija u responsabbiltà lejn il-komunitajiet tagħhom.

Dawn huma kollha żviluppi pożittivi li jistgħu jiġu kkultivati u msaħħa b’politika soċjali infurmata.

12 British Academy (2021), The COVID decade: Understanding the long-term societal impacts of COVID-19, The British Academy, London 13 Il-limitu tar-riskju ta’ faqar huwa stabbilit mill-UE bħala 60 % tal-introjtu disponibbli ekwivalizzat medjan nazzjonali wara t-trasferimenti soċjali.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 21 X’SE NAGĦMLU F’MALTA?

A. Inniedu studji dettaljati dwar l-impatt tal-pandemija fuq partijiet speċifiċi tas-soċjetà sabiex jiġu identifikati oqsma problematiċi diġà eżistenti u dawk emerġenti.

Inżidu l-isforzi biex tinġabar dejta fil- livell tal-komunità biex jiġu identifikati u attwati azzjonijiet imfassla apposta, u b’hekk jiġi żgurat li l-kisbiet ikunu jistgħu jiġu diżaggregati u jsir monitoraġġ xieraq tal-progress.
Nużaw dejta dettaljata li tidentifika soluzzjonijiet lokali li jistgħu jiġu żviluppati u pprovduti minn organizzazzjonijiet differenti bbażati fil- komunità, flimkien mal-programmi tal-gvern.

B. Inwaqqfu ‘kumitat tal-popolazzjoni’ ta’ wara l-pandemija biex jirrapporta lill-gvern perjodikament dwar l-istatus ta’ gruppi differenti fis-soċjetà Maltija u l-kapaċità tagħhom li jirkupraw wara l-pandemija.
Niżguraw li l-istudji jkunu disponibbli għall-pubbliku biex jiġi żgurat li l-fornituri ta’ servizzi mhux governattivi jkunu jistgħu jibbenefikaw ukoll minn dan l-għarfien.

C. Niżviluppaw interventi mmirati biex inpattu għat-tfixkil fl-edukazzjoni kkawżat mill-COVID-19.

Permezz ta’ riċerka li tistabbilixxi l-livelli ta’ tagħlim mitluf minħabba l-pandemija, niżviluppaw programmi ta’ rkupru li jiżguraw li dawk li ġew affettwati ma jaqgħux lura.
Inniedu inizjattivi li jappoġġjaw lill-istudenti li għaddejin minn problemi ta’ saħħa mentali, riżultat tal-iżolament u tat-tagħlim online.

D. Nagħmlu monitoraġġ tar-rati ta’ tluq bikri mill-iskola u nniedu programmi biex itaffu l-isfidi li setgħu ġew aggravati mill-COVID-19.

Insegwu l-progress u ngħinu lil dawk li jitilqu mill-iskola jibnu ħiliet u għarfien aktar b’saħħithom biex inħejjuhom aħjar għas-suq tax-xogħol.
Nużaw għodod tal-IT bħal analitika tad-dejta u predittiva biex jiġu identifikati studenti li huma l-iktar f’riskju, sabiex ngħinu lill-edukaturi jieħdu azzjoni preventiva u jiksbu riżultati aħjar.

E. Nagħrfu u nsaħħu l-irwol tal-istat fl-għoti ta’ benefiċċji u servizzi soċjali u nsostnu l-isforzi biex jintlaħqu l-ħtiġiet ta’ nies li huma soċjalment esklużi jew f’riskju ta’ faqar.
Nippromwovu l-kunċett ta’ ċittadinanza attiva li nħass ħafna fl-eqqel tal-pandemija, meta l-voluntiera intervjenew biex jgħinu lill-anzjani u l-vulnerabbli.

Inkomplu nsaħħu l-programmi ta’ ħarsien soċjali u noħolqu iktar sħubijiet soċjali pubbliċi ma’ għaqdiet volontarji.

F. Nevalwaw kif diversi tipi ta’ organizzazzjonijiet volontarji ġew affettwati mill-pandemija u x’appoġġ addizzjonali jista’ jkun meħtieġ.
Nikkunsidraw għajnuna finanzjarja diretta, riżorsi umani u għajnuna għal bżonnijiet oħra bħall-bini u t-tagħmir.

G. Niżviluppaw programm ta’ solidarjetà għall-kultura, l-arti, l-isport u attivitajiet oħra li ġew imxekkla b’mod sostanzjali jew imwaqqfa mill-pandemija.

Nisponsorjaw programm ta’ avvenimenti ta’ spettakli fit- toroq u spettakli fuq skala żgħira (f’konformità mal-protokolli tas-saħħa) biex noħolqu atmosfera pożittiva għaċ-ċittadini u t-turisti wara l-COVID.
Nippromwovu l-iżvilupp tal-kultura, l-arti u l-kreattività bħala elementi essenzjali għall-benesseri tas-soċjetà.

Nikkwantifikaw il-benefiċċji ekonomiċi diretti u indiretti li s-settur joffri biex tissaħħaħ it-talba għall-finanzjament u appoġġ addizzjonali.

H. Intejbu l-kampanji ta’ komunikazzjoni biex niżguraw li l-partijiet kollha tas-soċjetà jkunu infurmati aħjar.
Nikkunsidraw il-faċilità tal-użu u l-aċċessibbiltà ta’ kanali differenti, filwaqt li nikkunsidraw individwi li jista’ ma jkollhomx aċċess għall-internet jew jeħtieġu materjali multilingwi.

I. Nippromwovu l-bilanċ bejn ix-xogħol u l-ħajja privata bħala fattur essenzjali għal soċjetà b’saħħitha, billi ngħinu lill-individwi jsibu bilanċ bejn l-eżiġenzi tax-xogħol, u l-obbligi tal-familja u tas-soċjetà.
Dan ser jitlob l-involviment attiv tal-partijiet interessati kollha, partikolarment hekk kif ix-xogħol ibridu u t-telexogħol se jkomplu lil hinn mill-pandemija.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 22 3.

INTEJBU L-KOEŻJONI SOĊJALI U L-EKWITÀ FIS-SOĊJETÀ MALTIJA KOLLHA.
NIFFUKAW FUQ IS-SEZZJONIJIET TAL-PAJJIŻ LI MHUMIEX MOQDIJA BIŻŻEJJED, BILLI NIPPROMWOVU L-INKLUŻJONI, INSAĦĦU L-FIDUĊJA, U NIĠĠIELDU L-FOROM KOLLHA TA’ DISKRIMINAZZJONI U SFRUTTAMENT BIEX NOĦOLQU STRUTTURI LI JAPPOĠĠJAW U JAGĦTU S-SETGĦA LILL-KOMUNITAJIET.

Kuntest Wieħed mill-aspetti pożittivi li ħarġu mill-pandemija kien is-sens ta’ għaqda nazzjonali, fejn is-setturi pubbliċi u privati kkollaboraw mill-qrib hekk kif in-nies ħadmu għal numru ta’ għanijiet komuni.
Issa huwa importanti li, bħala pajjiż, nistinkaw biex b’mod kollettiv nwasslu għal bidla pożittiva għal Malta aħjar, billi nħarsu lejn l-isfidi u s-soluzzjonijiet b’mod oġġettiv, u b’enfasi xierqa fuq il-medda ta’ żmien twila kif ukoll fuq kwistjonijiet aktar urġenti.

It-tħarbit ikkawżat mill-COVID-19 jista’ jservi ta’ opportunità biex is-soċjetà Maltija tibda mill-ġdid u tikkonsolida dan l-ispirtu ġdid ta’ kooperazzjoni.
Hekk kif il-pajjiż dieħel fil-fażi ta’ rkupru ta’ wara l-pandemija, l-aspirazzjoni tagħna hija li nsaħħu l-koeżjoni soċjali u l-ekwità bi spinta ġdida.

Soċjetà soċjalment koeżiva hija waħda fejn tiġi ċċelebrata d-diversità, u fejn il-persuni jafdaw u jirrispettaw lil xulxin u jħossu sens ta’ appartenenza.

L-ekwità fl-opportunitajiet u fl-eżiti hija l-ġebla tax-xewka ta’ tali soċjetà, kemm fir-rigward tal-parteċipazzjoni fis-suq tax-xogħol, tad-distribuzzjoni tad-dħul, tal-edukazzjoni jew tal-housing.
Biex nilħqu dan il-għan, irridu nindirizzaw id-dgħufijiet tas-soċjetà li ġew ikkawżati jew aggravati mill- pandemija.

L-inċertezza u l-inugwaljanza jistgħu tassew ikunu ta’ tfixkil għall-koeżjoni soċjali, u matul l-aħħar 12-il xahar dehru xi tensjonijiet hekk kif feġġet taqbida bejn l-interessi tas-saħħa u dawk ekonomiċi.

Diverġenzi bħal dawn jistgħu jikbru meta l-għajnuna finanzjarja tal-gvern titnaqqas, u għalhekk huwa importanti li nipprovdu trasparenza fit-teħid tad-deċiżjonijiet.
Hemm ukoll il-ħtieġa għal sensittività kontinwa għall-bżonnijiet, il-frustrazzjonijiet u d-dgħufijiet ta’ gruppi differenti, li jinkludu l-anzjani, dawk f’xifer il-faqar u f’sitwazzjonijiet tal-ħajja prekarji, persuni b’diżabbiltà u kundizzjonijiet tas-saħħa mentali, minoranzi etniċi u refuġjati, fost oħrajn.

Il-pandemija affettwat il-pożizzjoni ta’ ħafna nies, speċjalment dawk li diġà kienu qed jesperjenzaw diffikultajiet soċjali u ekonomiċi, u dawn il-problemi għandhom jiġu indirizzati.
Is-soċjetà Maltija, bħas- soċjetajiet l-oħra kollha, qed tinbidel kontinwament.

Qabel il-COVID-19, il-pajjiż kien qed jesperjenza immigrazzjoni rekord, u b’hekk ried jiżgura li s-servizzi pubbliċi essenzjali jkunu jistgħu jibqgħu jaħdmu u n-negozji jikbru.

Il-ħiliet, l-etika tax-xogħol u d-diversità tal-immigranti joffru lil Malta potenzjal enormi, u dan jista’ jintlaħaq bis-sħiħ jekk il-persuni li jkunu għadhom jaslu jiġu integrati b’suċċess fis-soċjetà Maltija b’mod sensittiv.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 23 X’SE NAGĦMLU F’MALTA?

A. Nibnu koeżjoni soċjali msejsa fuq id-drittijiet tal-bniedem.

Niżguraw li l-partijiet tas-soċjetà li mhumiex moqdija biżżejjed ikunu protetti mhux biss permezz tal-leġiżlazzjoni iżda appoġġjati b’mod attiv permezz ta’ miżuri politiċi mmirati li jipprovdu opportunità reali lill-partijiet vulnerabbli tas-soċjetà biex itejbu s-sitwazzjoni tagħhom.
B. Inkomplu nikkonċentraw fuq il-produzzjoni ta’ ġid ekwu bħala l-pedament għal soċjetà aħjar, aktar ġusta u aktar inklussiva.

Niffukaw il-politika fuq miżuri li jgħinu lill-persuni javvanzaw fil-karriera u jtejbu d-dħul tagħhom.

Inkomplu noffru l-appoġġ tal-gvern għal dawk li qed jaqgħu lura, flimkien ma’ politiki li jiżguraw li kulħadd ikollu aċċess għall-housing u għall-iskemi li jgħinu lill-persuni jkunu sidien ta’ djarhom.
C. Inżidu l-opportunitajiet ta’ impjieg u sekondar għal gruppi żvantaġġati, b’enfasi partikolari fuq il-persuni b’diżabbiltà.

Insaħħu l-finanzjament u l-programmi ta’ taħriġ, apprendistati, sekondamenti u aċċessibbiltà fuq il-post tax-xogħol u nisfruttaw l-opportunitajiet ta’ telexogħol biex tiżdied l-inklużjoni.

D. Nipprovdu għotjiet u għajnuna lill-klabbs, lin-negozji u lill-għaqdiet lokali biex inħeġġu attivitajiet immexxija mill-komunità.
Noħolqu rabta bejn l-għajnuna finanzjarja u l-għanijiet ta’ inklużjoni ta’ gruppi żvantaġġati f’attivitajiet u fi sħubija; dan se jħeġġeġ lill-klabbs biex jiffukaw fuq programmi ta’ outreach proattivi u ser jagħti spinta lill-parteċipazzjoni fl-avvenimenti soċjali inklussivi eżistenti tagħhom.
E. Niġġieldu l-forom kollha ta’ diskriminazzjoni u sfruttament permezz ta’ kampanji ta’ informazzjoni u trawwim ta’ kuxjenza mmirati lejn setturi differenti tal-popolazzjoni, kif ukoll permezz ta’ taħriġ speċjalizzat ta’ uffiċjali tal-infurzar tal-liġi, awtoritajiet lokali u NGOs rilevanti.

Nippubblikaw u nippromwovu linji gwida ta’ prassi tajba biex niġġieldu d-diskors ta’ mibegħda, ir-razziżmu u l-bullying.
Infasslu u nniedu kampanji ta’ komunikazzjoni, inkluż studji ta’ każijiet li jirrakkuntaw l-istejjer ta’ individwi u gruppi vulnerabbli u li juru biċ-ċar x’inhu l-kontribut tagħhom fis-soċjetà.

F. Nissimplifikaw il-proċessi biex dawk vulnerabbli jiksbu aċċess għas-suq tax-xogħol.

Niffukaw fuq il- gruppi vulnerabbli kollha, biex niżguraw li l-ħiliet, il-kompetenzi u l-kapaċitajiet eżistenti tagħhom jiġu sfruttati għall-benefiċċju reċiproku ta’ kulħadd.
Noħolqu ‘one-stop shops’ biex nippjanaw għall-ħtiġiet tal- ħiliet tas-settur privat, nidentifikaw lakuni fil-ħiliet, u nipprovdu opportunitajiet għat-taħriġ mill-ġdid biex niżguraw tqabbil aħjar mal-impjiegi.

G. Insaħħu l-programmi ta’ integrazzjoni għal ċittadini barranin.
Nintroduċu proġetti pilota fuq livell ta’ komunità biex nissensibilizzaw il-komunitajiet għall-ħtiġiet u t-tħassib kemm tas-soċjetà Maltija kif ukoll tal- migranti, fi proċess bidirezzjonali li jinkoraġġixxi d-djalogu u jsaħħaħ il-komprensjoni u l-empatija.

H. Inwaqqfu ċentru ta’ evalwazzjoni tal-ħiliet u ta’ taħriġ għal dawk li qed ifittxu l-ażil u għal persuni bi protezzjoni internazzjonali.
Inħeġġu n-negozji joffru opportunitajiet ta’ taħriġ, esperjenza ta’ xogħol u impjieg lil dawk bi ftit jew l-ebda kwalifiki formali, filwaqt li niżguraw li l-kundizzjonijiet ta’ impjieg jiġu mħarsa.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 24 4.

NADOTTAW APPROĊĊ AKTAR KOEŻIV GĦALL-IPPJANAR U L-IŻVILUPP LI JTEJJEB L-AMBJENT URBAN U JĦADDAN PRATTIKI SOSTENIBBLI.

NIPPROTEĠU U NOĦOLQU SPAZJI EKOLOĠIĊI TAL-KOMUNITÀ U PARKS GĦALL-UŻU PUBBLIKU.
NAGĦTU PRIJORITÀ LIR-RESTAWR, LIR-RIĠENERAZZJONI U LILL-ESTETIKA, U NINTEGRAW IL- MOBBILTÀ ALTERNATTIVA B’MOD OLISTIKU.

Kuntest Il-pandemija tal-COVID-19 ġabet magħha attenzjoni ġdida fuq l-ispazji fiżiċi, l-ambjenti urbani u r-rabta tagħhom mas-saħħa mentali u fiżika.
Uriet ukoll numru ta’ problemi li għandna f’Malta: il-maġġorparti tar-residenti m’għandhomx aċċess għal ġonna u spazji ħodor; l-infrastruttura tal-mixi u ċ-ċikliżmu mhix adegwata, u l-kostruzzjoni fil-viċinanzi żiedet l-istress għal dawk li jaħdmu mid-dar.

Wasal il-waqt li l-pajjiż jikkunsidra mill-ġdid l-approċċ tiegħu għall-iżvilupp u l-ippjanar, b’attenzjoni akbar fuq spazji komunitarji kondiviżi, żoni ħodor aċċessibbli, modi mhux motorizzati biex nivvjaġġaw, u prattiki ta’ żvilupp aktar sostenibbli.
Huwa meħtieġ pjan nazzjonali vijabbli biex jgħaqqad dawn il-fatturi kollha flimkien b’mod olistiku, billi jinkorpora r-restawr, ir-riġenerazzjoni, l-estetika u s-salvagwardja tal-wirt urban ta’ Malta bħala prinċipji ewlenin.

Se jkun hemm bosta benefiċċji ekonomiċi minn tali approċċ.

L-ekonomija Maltija sserraħ ħafna fuq it- turiżmu – industrija li tikber grazzi għas-sensittività kulturali, l-istil ta’ ħajja u l-estetika.
Jekk l-iżvilupp ikun imfassal tajjeb u implimentat bi ħsieb, dan iservi biex jipproteġi t-turiżmu bħala wieħed mill-muturi ekonomiċi ewlenin tagħna.

Ambjent tal-għajxien aktar pjaċevoli għan-nies tal-post se jikkontribwixxi wkoll b’mod pożittiv għall-benesseri fiżiku u mentali aħjar.

Malta esperjenzat tkabbir ekonomiku mgħaġġel matul l-aħħar għaxar snin, li wassal għal żvilupp u investiment konsiderevoli fl-infrastruttura.
Filwaqt li dan it-tkabbir għen biex itejjeb l-istandard tal-għajxien għal diversi faxex tas-soċjetà, ħoloq ukoll problemi sostanzjali minħabba żvilupp żejjed, espansjoni urbana, żieda fit-traffiku, livelli ogħla ta’ tniġġis akustiku u tal-arja, u pressjoni fuq l-infrastruttura nazzjonali bħan- netwerks tat-toroq, it-trattament tad-drenaġġ u l-utilitajiet.
il-pajjiż l-pandemija, Wara il- kunsiderazzjonijiet tal-ippjanar huma kumplessi u jeħtieġ li jaħsbu fid-diversità ta’ bżonnijiet u interessi soċjoekonomiċi filwaqt li jibqgħu flessibbli.

Madankollu, il-gvern u partijiet interessati ewlenin qed jagħrfu dejjem aktar li r-regolamenti u l-linji gwida eżistenti ma jirriflettux b’mod adegwat il-ħtiġiet attwali u futuri tas-soċjetà b’mod aktar ġenerali.14 il-kwistjonijiet b’mod urġenti.
Naturalment, jindirizza dawn jeħtieġ Aħna u nħarsu ’l quddiem, hemm bżonn nevalwaw b’attenzjoni l-aspirazzjoni nazzjonali tagħna rigward il-profil demografiku tal-pajjiż u l-influssi tal-popolazzjoni.

Liema tip ta’ ħiliet irridu nattiraw permezz tal- migrazzjoni u ta’ inċentivi rilevanti?

F’liema setturi ekonomiċi rridu ninvestu, u liema mudelli tal-forza tax- xogħol se jkunu meħtieġa biex isostnuhom fil-futur?

Dawn il-fatturi se jinfluwenzaw bis-sħiħ il-livell u t-tip ta’ żvilupp fiżiku f’Malta.
14 Fl-2020, il-gvern nieda reviżjoni komprensiva tal-Pjan Strateġiku għall-Ambjent u l-Iżvilupp tal-2015, proċess li huwa mistenni li jieħu tliet snin.

Ħoloq ukoll Forum għall-Ippjanar Intelliġenti, li jgħaqqad partijiet interessati ewlenin fl-iżvilupp, l-ippjanar u l-ambjent biex jidentifikaw azzjonijiet fuq medda ta’ żmien qasira u twila għal ippjanar intelliġenti u aktar sostenibbli.
Il-partijiet interessati ewlenin u l-imsieħba soċjali ppubblikaw ukoll proposti dettaljati, inkluż Qafas Regolatorju Modern għar-Regolamenti tal-Bini u tal-Kostruzzjoni (2020) mill-Kamra Tal-Periti u l-proposti tal-Movi- ment Graffitti Reforming Planning and Construction in Malta, fost oħrajn.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 25 X’SE NAGĦMLU F’MALTA?
A. Nagħtu prijorità lill-ippjanar bil-quddiem biex niżguraw li r-regolamenti tal-ippjanar ikunu addattati għall-iskop tagħhom li jipproteġu l-identità kulturali kif ukoll il-wirt naturali u mibni ta’ Malta.

Niżviluppaw regolamenti ta’ ppjanar apposta biex nindirizzaw ħtiġiet speċifiċi fil-livell lokali inkluż Għawdex, żoni kostali, siti tal-UNESCO, siti Natura 2000, ċentri ta’ divertiment, bini għoli, spazji pubbliċi u żoni turistiċi.
B. Niżguraw li r-reviżjoni tal-Pjan Strateġiku għall-Ambjent u l-Iżvilupp tipprovdi pjan nazzjonali dettaljat bl-involviment ta’ bosta partijiet interessati biex jiġi ggwidat l-iżvilupp futur.15 Insaħħu l-mandat tal- Awtorità tal-Wirt u l-Awtorità għall-Ambjent u r-Riżorsi fid-deċiżjonijiet tal-ippjanar.

Intejbu l-infurzar biex jitrażżan l-iżvilupp illegali u jiġu ssalvagwardjati ż-żoni barra l-iżvilupp (ODZ).
C. Niżviluppaw prinċipji ta’ regolamenti tal-ippjanar aktar sostenibbli u nintegraw il-bidla fil-mobbiltà fl-ippjanar b’mod aktar koerenti, billi niffukaw fuq it-tnaqqis tal-użu tal-karozza privata, l-obbligu ta’ spazji pubbliċi miftuħa, żoni rikreattivi ħodor u żoni pedonali, u t-titjib tal-konservazzjoni urbana u l-protezzjoni taż-żoni agrikoli.
Nesploraw l-iżvilupp ta’ mogħdijiet alternattivi mingħajr karozzi li jgħaqqdu l-lokalitajiet biex iċ-ċikliżmu u l-mixi jsiru sikuri u pjaċevoli, u nkomplu nieħdu vantaġġ mill-alternattivi li joffri t-trasport marittimu.

D. Inżidu l-investiment fil-parks nazzjonali u spazji ħodor fil-komunitajiet.

Niffukaw fuq li nipprovdu faċilitajiet lokali li jinsabu mixja qasira ’l bogħod u nużaw is-sħubijiet ma’ negozji u komunitajiet lokali biex itejbu u jsostnu dawn il-faċilitajiet.
E. Inniedu programm u struttura ddedikata għar-riġenerazzjoni ta’ żoni turistiċi b’mod sostenibbli, sensittiv u kreattiv.

Dan se jirrikjedi approċċ ta’ tiġdid urban, li jiġbor f’daqqa elementi ta’ ġestjoni taċ-ċentru tal-ibliet, ippjanar tal-komunità u riġenerazzjoni urbana, biex jiġu użati bl-aħjar mod ir-riżorsi disponibbli.

Inħeġġu sħubiji volontarji biex intejbu ż-żoni lokali u nagħmluhom aktar attraenti għat-turisti.
F. Nirrevedu l-liġijiet, il-linji gwida u l-politiki dwar l-ippjanar u l-bini, biex nippromwovu prinċipji estetiċi u ekoloġiċi tal-kostruzzjoni fl-istadju tad-disinn.

Niżviluppaw linji gwida ta’ adattament retroattiv u nintegraw teknoloġija li tagħmel l-ibliet aktar nodfa, sikuri u sostenibbli.

G. Meta jinħarġu permessi, jiġi żgurat li l-interpretazzjoni tal-politiki tirrispetta prinċipji ambjentali u prattiki sostenibbli.
Niżguraw li l-NGOs ambjentali jkollhom aċċess għall-ġustizzja fit-teħid tad-deċiżjonijiet ambjentali.

H. Nagħtu lill-Aġenzija tal-Bini u l-Kostruzzjoni li għadha kif twaqqfet is-setgħa li tissorvelja l-konformità mal-liġijiet rilevanti, matul il-kostruzzjoni, il-ħajja u d-dekummissjonar tal-bini.
I. Nistabbilixxu standards ta’ bini u kostruzzjoni b’saħħithom u li jistgħu jitkejlu biex nissalvagwardjaw il-kwalità fil-kostruzzjoni, nipproteġu s-saħħa u s-sigurtà tar-residenti u tal-ħaddiema,niksbu effiċjenza fl-enerġija u r-riżorsi, u nindirizzaw it-tniġġis relatat16.
Nintroduċu liċenzji u mandati speċjalizzati għall- attivitajiet ta’ kostruzzjoni, verifiki u spezzjonijiet biex jiġi kkonfermat li x-xogħlijiet ikunu konformi mal- kundizzjonijiet tal-permess u mar-regolamenti tas-sigurtà, impjieg u regolamenti oħra li jinsabu fil-Kodiċi Nazzjonali tal-Bini17, li qed jiġi stabbilit mill-Aġenzija l-ġdida ta’ Bini u Kostruzzjoni ta’ Malta.
15 Fl-2020, il-gvern nieda reviżjoni komprensiva tal-Pjan Strateġiku għall-Ambjent u l-Iżvilupp tal-2015, proċess li huwa mistenni li jieħu tliet snin.

Ħoloq ukoll Forum għall-Ippjanar Intelliġenti, li jgħaqqad partijiet interessati ewlenin fl-iżvilupp, l-ippjanar u l-ambjent biex jidentifikaw azzjonijiet fuq medda ta’ żmien qasira u twila għal ippjanar intelliġenti u aktar sostenibbli.
16 L-Istrateġija ta’ Rinnovazzjoni fit-Tul ta’ Malta sal-2050 tipprovdi numru ta’ skemi u pjanijiet għal użu aktar effiċjenti tal-enerġija fil-bini, biex nappoġġjaw id-dekarbonizzazzjoni tal-istokk tal-bini.

Il-Bord għall-Azzjoni dwar il-Klima waqqaf grupp ta’ djalogu mal-partijiet interessati biex jappoġġja inizjattivi relatati.

17 Il-Kodiċi Nazzjonali tal-Bini se jistabbilixxi standards minimi għall-industrija tal-bini u l-kostruzzjoni.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 26 STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 27 02KIF SE NSOSTNU N-NEGOZJU U L-IMPJIEGI U NIXPRUNAW IRKUPRU B’SAĦĦTU?

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 28 5.

NIFFAĊILITAW L-INVESTIMENT KUMMERĊJALI F’MALTA U F’GĦAWDEX, FLIMKIEN MAL-INFIQ TAL-GVERN, BIEX NAĠEVOLAW ATTIVITAJIET LI JKATTRU L-KOMPETITTIVITÀ, IL-KWALITÀ, IT-TRASFORMAZZJONI U T-TKABBIR SOSTENIBBLI.
NINKORAĠĠIXXU APPROĊĊ KOSTRUTTIV TAN-NEGOZJU U NAGĦTU SPAZJU LILL- KUMMERĊ INTERNAZZJONALI U LIN-NEGOZJI ĠODDA SPEĊJALIZZATI.

Kuntest Il-pandemija tal-COVID-19 ikkawżat xokk ekonomiku qawwi, li nħass fil-biċċa l-kbira tas-setturi tal-ekonomija.
Minkejja miżuri estensivi ta’ appoġġ għan-negozju mill-gvern, bosta kumpaniji għadhom qed jaffaċċjaw bosta diffikultajiet u inċertezzi finanzjarji serji, partikolarment dawk is-setturi li jiddependu mit-turiżmu jew mill-kummerċ mingħand numru kbir ta’ ħaddiema bbażati fl-uffiċini.

Ħadd ma jaf kemm se ddum din il-kriżi, jew sa fejn il-ħajja u n-negozju jistgħu jerġgħu lura għall-kundizzjonijiet ta’ qabel il-COVID-19.
L-appoġġ finanzjarju mogħti mill-gvern f’livelli bla preċedent, żamm ħafna kumpaniji fil-wiċċ u eluf ta’ ħaddiema impjegati matul il-pandemija.

Xi kumpaniji industrijali biddlu l-ktajjen tal-provvista tagħhom u bdew joffru prodotti u servizzi ġodda, hekk kif manifatturi globali ressqu l-operazzjonijiet tagħhom lura lejn l-Ewropa.
It-teknoloġija diġitali ppermettiet lill-ħaddiema bbażati fl-uffiċini li jaqilbu għat-telexogħol, filwaqt li l-pjattaformi diġitali ppermettew lil bosta negozji jibdew jagħmlu l-kummerċ tagħhom online.

Madankollu, ħafna kumpaniji sabuha diffiċli biex jadottaw din it-teknoloġija, partikolarment il-mikro- intrapriżi (93.1% tan-negozji Maltin kollha18) li ħafna drabi ma jkollhomx il-ħiliet u l-kapital meħtieġ.
Il-prospetti ekonomiċi jiddependu b’mod essenzjali fuq l-evoluzzjoni tal-pandemija u r-restrizzjonijiet meħtieġa biex tinżamm taħt kontroll.

L-appoġġ politiku fuq livell nazzjonali u tal-UE se jkun kruċjali għall- irkupru19.
F’dan ir-rigward, il-Faċilità għall-Irkupru u r-Reżiljenza tal-UE, il-Patt Ekoloġiku u l-baġit 2021- 2027 għandom għanijiet simili – li l-ekonomiji jaqilbu għal mudell aktar sostenibbli u inklussiv, bis-saħħa ta’ adozzjoni usa’ ta’ teknoloġiji diġitali u nodfa (Ara paġna 33 għal aktar dettalji).

Il-politika u l-viżjoni ekonomika ta’ Malta jridu jkunu kompletament konformi ma’ tali tranżizzjoni, li tinvolvi trasformazzjoni u investiment sostanzjali f’diversi aspetti.
L-organizzazzjonijiet għandhom ikunu kapaċi jadattaw, jkollhom aġilità u jkunu lesti għal iktar bidla.

Xi tibdiliet strutturali li seħħew f’xi setturi, f’opportunitajiet ta’ xogħol, fil-manifattura u fi prattiki tax-xogħol hemm mnejn jibqgħu lil hinn mill-pandemija.

Il-pressjoni fuq il-finanzi pubbliċi se ddum fit-tul ukoll.
Għalhekk huwa kruċjali li l-pajjiż joħloq l-ambjent meħtieġ biex jimmobilizza l-investiment privat hekk kif nixprunaw irkupru b’saħħtu u sostenibbli filwaqt li nissalvagwardjaw is-sostenibbiltà tal-finanzi pubbliċi.

Aħna u nħarsu ’l quddiem, Malta għandha tfittex li terġa’ tibni l-fiduċja tan-negozju u tħeġġeġ irkupru b’saħħtu permezz ta’ investiment koordinat.
Importanti ferm li kemm is-settur pubbliku kif ukoll dak privat, jitfgħu l-attenzjoni tagħhom fuq attivitajiet li jippromwovu l-kompetittività, itejbu l-kwalità, u jippermettu lin- negozji jaqilbu għal mudell operattiv aktar sostenibbli.

It-tipi kollha ta’ organizzazzjonijiet għandhom iqisu l-irwol ta’ msieħba f’ekosistema biex itejbu l-ktajjen ta’ valur tagħhom.

18 Malta SBA Fact Sheet (2019).

19 Il-Kummissjoni Ewropea (2020).

L-Istrateġija Annwali għat-Tkabbir Sostenibbli tal-2021.
COM(2020) 575 final STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 29 X’SE NAGĦMLU F’MALTA?

A. Niżviluppaw pjanijiet direzzjonali ta’ dijanjostika u trasformazzjoni għall-‘industrija futura’ li jiġbdu l-attenzjoni tan-negozji fuq ir-realtajiet ta’ wara l-COVID u jiggwidaw l-attivitajiet ta’ trasformazzjoni tagħhom lejn negozji, mudelli ta’ servizzi u produzzjoni, teknoloġija u ħiliet ġodda.
B. Nissalvagwardjaw iż-żamma ta’ industriji ta’ tkabbir filwaqt li nikkultivaw l-iżvilupp ta’ negozji speċjalizzati, clusters u setturi ġodda u nisfruttaw opportunitajiet ta’ kummerċ internazzjonali.

Nidentifikaw b’mod kritiku l-vantaġġi u l-karatteristiċi uniċi li jagħmlu lil Malta post attraenti biex il-kumpaniji joperaw minnu.
Naħdmu ma’ partijiet interessati ewlenin fl-ekosistema inkluż il-banek, ir-regolaturi u l-industrija biex jiġu żviluppati setturi ġodda b’mod koeżiv, f’konformità mal-Viżjoni Ekonomika ta’ Malta.

C. Noffru assistenza biex ngħinu lill-organizzazzjonijiet jerġgħu jirrankaw, jirrikostitwixxu u jittrasformaw l-operazzjonijiet tagħhom permezz ta’ sett ta’ inċentivi riformati.20 Nirrevedu u nevalwaw kemm l-iskemi ta’ inċentivi għal mudelli u operazzjonijiet ta’ negozji moderni huma adegwati u xierqa.
Intejbu l-programmi ta’ outreach u nagħmluha aktar sempliċi u faċli sabiex il-kumpaniji japplikaw għall-appoġġ.

D. Inniedu inċentivi li jħeġġu lin-negozji jinvestu l-profitti tagħhom mill-ġdid fi proġetti sostenibbli u li jsaħħu t-tkabbir, b’mod partikolari dawk li jgħinu t-tranżizzjoni ekoloġika u diġitali u joħolqu impjiegi u opportunitajiet ġodda.
E. Nagħmlu allinjament tal-infiq tal-baġit, inkluż il-prijoritizzazzjoni ta’ proġetti kapitali, ma’ attivitajiet sostenibbli b’multiplikaturi ekonomiċi u soċjali b’saħħithom, f’konformità mal-għanijiet ta’ żvilupp sostenibbli tan-NU.

Nallokaw siti ewlenin għall-iżvilupp mis-settur privat għal attivitajiet ekonomiċi ta’ valur miżjud għoli inkluż ir-riċerka u l-iżvilupp, attivitajiet edukattivi u użu industrijali.

F. Nirriġeneraw u ntejbu ż-żoni industrijali21.


Nevalwaw il-fattibbiltà tal-mudelli ta’ sħubija pubblika-privata biex inżidu l-ispazju industrijali b’mod vertikali flimkien mal-okkupanti attwali.

G. Ngħinu u niggwidaw in-negozji u lis-settur pubbliku biex jiġu sfruttati t-teknoloġiji diġitali u tittejjeb il-produttività.
Nippromwovu l-użu ta’ pjattaformi diġitali u servizzi kondiviżi biex ngħinu lin-negozji, b’mod speċjali l-intrapriżi żgħar u mikro, kif ukoll lis-settur pubbliku, biex jesternalizzaw ċerti partijiet tal-katina tal- valur bħall-kummerċ elettroniku u l-kunsinna.

H. Inkomplu nsaħħu l-ambjent kummerċjali biex nagħtu lill-impriżi spazju ħalli jirristrutturaw l-operazzjonijiet tagħhom.
Nindirizzaw lakuni legali u amministrattivi biex nappoġġjaw metodi ta’ soluzzjoni għat-tilwim aktar mgħaġġla rigward kwistjonijiet ta’ rkupru u insolvenza.

I. Nikkunsidraw kif tista’ tinħoloq kaxxa tal-għodda għal strumenti ta’ rikapitalizzazzjoni biex tgħin fl- appoġġ għar-ristrutturar tan-negozji wara l-pandemija bħal pereżempju permezz tal-konverżjoni, ir- ristrutturar u l-iskedar mill-ġdid tad-dejn.
20 Lista sħiħa tal-iskemi offruti minn Malta Enterprise hija disponibbli hawnhekk: https://covid19.maltaenterprise.com/regeneration-initiatives.
L-iskemi jinkludu għotjiet fi flus sa €50,000 għall-investimenti eliġibbli taħt l-iskema Smart and Sustainable Investment Scheme 2021; sa €10,000 f’finanzjament għal konsulenza dwar in-negozju taħt l-iskema Restart Incentive Scheme 2021; u sa €10,000 f’finanzjament għat-trasformazzjoni tan-negozju u attivitajiet ta’ tfassil mill-ġdid taħt l-iskema Change to Grow 2021.
21 INDIS Malta, li qabel kienet magħrufa bħala l-Malta Industrial Parks (MIP), il-kumpanija responsabbli għall-amministrazzjoni tal-proprjetajiet industrijali tal-gvern u faċilitajiet relatati madwar il-gżejjer, nediet programm ta’ investiment ta’ €470m f’Novembru tal-2020 biex toħloq spazju addizzjonali għall-faċilitajiet industrijali, b’għarfien intensiv u dawk start-up u taġġorna u tirriġenera żoni industrijali eżistenti.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 30 6.


NORJENTAW MILL-ĠDID U NINTEGRAW IL-POLITIKI TAL-EDUKAZZJONI, TAX-XOGĦOL U TAL-EKONOMIJA SABIEX FUQHOM INSEJSU L-QAWMIEN, IT-TRASFORMAZZJONI, L-INNOVAZZJONI, IL-BENESSERI U T-TKABBIR SOSTENIBBLI SOĊJALI U EKONOMIĊI.

Kuntest Malta, bħal ħafna pajjiżi oħrajn madwar id-dinja, qiegħda tħabbat wiċċha mal-isfida urġenti biex tgħammar lill-ħaddiema tagħha bil-ħiliet tajbin għall-ekonomija tal-lum u t’għada.
Hemm bżonn ta’ sett sod ta’ politiki interkonnessi dwar l-edukazzjoni, il-ħiliet, il-migrazzjoni u l-industrija sabiex nippreservaw il-kompetittività u l-attraenza ta’ Malta, li jwassal għal tkabbir sostenibbli kontinwu u titjib fil-benesseri għal kulħadd.

Ix-xejriet varji li kienu diġà prevalenti qabel il-pandemija, bħaż-żieda fl-awtomatizzazzjoni, l-AI u teknoloġiji oħra, komplew iħaffu l-pass matul din l-aħħar sena, b’organizzazzjonijiet jirriformaw il-mudelli ta’ produzzjoni, servizz u negozju tagħhom.
Ir-rikonfigurazzjoni tal-katini ta’ provvista, speċjalment iż-żieda fid- delokalizzazzjoni (nearshoring) u r-rilokalizzazzjoni (reshoring), flimkien mat-tħarbit sinifikanti fl-industriji tat-turiżmu u tal-ivvjaġġar, aktarx ser isarrfu f’bilanċ ġdid bejn it-talba għal ċertu impjiegi f’xi postijiet, inkuż f’Malta, mar-riperkussjonijiet li jistgħu jdumu ferm wara l-pandemija.
Sadattant, l-adozzjoni ta’ prattiki ta’ telexogħol u l-impenn ta’ ħafna kumpaniji li jkomplu b’dawn il-prattiki, jidher li ser iġibu magħhom aktar bidliet strutturali fis-swieq tax-xogħol globali.

Il-pandemija serviet ta’ xprun biex nindirizzaw kwistjonijiet sottostanti li ilhom hemm, pereżempju n-nuqqas ta’ ħiliet li għandha Malta fil-biċċa l-kbira tas-setturi ekonomiċi.
Matul il-ħames snin ta’ qabel il-pandemija, ħafna industriji fosthom tal-igaming, tal-manifattura, tat-turiżmu, tas-servizzi finanzjarji u professjonali u tal- kostruzzjoni kibru b’rata bla preċedent.

S’issa l-gvern adotta approċċ prattiku biex għamel tajjeb għan-nuqqas ta’ ħiliet.
Dawn l-isforzi kienu ffukati l-iżjed fuq l-importazzjoni tat-talent, iffaċilitat minn skemi ta’ ħruġ mgħaġġel ta’ viżi għal ċittadini ta’ pajjiżi terzi u l-ħolqien ta’ skemi speċjali tat-taxxa fuq id-dħul għal professjonisti bi kwalifiki għoljin f’ċerti industriji.

Filwaqt li dawn l-iskemi kienu effettivi, kellhom ukoll xi konsegwenzi mhux mixtieqa, bħat-tnaqqis tal-pagi u kundizzjonijiet mhux ugwali bejn l-esperti lokali u dawk internazzjonali.
Iż-żieda mgħaġġla fit-tkabbir tal- popolazzjoni li ġabet l-importazzjoni tal-ħaddiema kompliet iżżid il-pressjoni fuq il-housing, l-edukazzjoni, is-saħħa, l-iskart u l-infrastruttura, wasslet biex il-gvern kellu jiffoka r-riżorsi u l-investiment fuq attivitajiet ta’ rimedju minflok investiment produttiv, filwaqt li ħolqot pressjoni ’l isfel fuq il-pagi f’ċerti professjonijet.
Il- gvern jirrikonoxxi dawn l-isfidi u qiegħed fil-proċess li jfassal Politika tax-Xogħol ġdida li ser titnieda aktar tard matul l-2021.

Dan jirrikjedi ppjanar aktar koeżiv biex nallinjaw il-provvista u t-talba għall-ħaddiema mal-politika ekonomika.

L-edukazzjoni jeħtieġ li tiġi ri-orjentata lejn il-ħolqien ta’ massa kritika ta’ ħaddiema tas-sengħa.
Dan jista’ jirrikjedi riformi qawwijin biex jiġu indirizzati problemi bħall-fatt li bħalissa, inqas minn 50% tal-istudenti fl-iskejjel sekondarji jiksbu l-marki meħtieġa biex ikunu jistgħu jgħaddu għas-sixth form22.

Madankollu, it-tagħlim akkademiku għoli ma jgħoddx għal kull student, u Malta għamlet investiment kontinwu fl- edukazzjoni u t-taħriġ vokazzjonali (VET) fl-aħħar għaxar snin.
L-introduzzjoni ta’ suġġetti applikati u vokazzjonali u ta’ perkorsi ta’ tagħlim ġodda kellhom rwol importanti fil-ħolqien ta’ għażla ta’ karrieri għat- tipi kollha ta’ studenti.

Dawn l-oqfsa jirrikjedu monitoraġġ mill-qrib u kollaborazzjoni mal-industrija biex niżguraw li l-programmi jkunu allinjati mal-ħtiġiet tal-industrija.

22 Università ta’ Malta Eżamijiet tal-MATSEC (2021).
Rapport Statistiku Eżamijiet taċ-Ċertifikat tal-Edukazzjoni Sekondarja tal-2020 STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 31 X’SE NAGĦMLU F’MALTA?

A. Nintegraw il-politiki tal-edukazzjoni, tax-xogħol u tal-ħiliet.
Nistabbilixxu u nissorveljaw kif qiegħda tevolvi t-talba għall-ħiliet f’industriji u fi clusters differenti, kif ukoll liema settijiet ta’ ħiliet dejjem jinbidlu huma meħtieġa għal ċerti xogħlijiet, u noħolqu allinjament koerenti mal-politiki tal-edukazzjoni, tal-ħiliet, tax-xogħol (inkluż l-immigrazzjoni) u tal-ekonomija.

B. Norjentaw mill-ġdid l-edukazzjoni biex nagħtu preċedenza lill-iżvilupp tal-ħiliet.
Nikkonċentraw fuq is-soluzzjoni tal-problemi, il-ħsieb kritiku, il-komunikazzjoni u l-kreattività, b’bażi soda ta’ STEM u diġitali.

Nistabbilixxu reviżjoni bejn il-partiti u diversi partijiet interessati tal-kurrikuli edukattivi u tal-metodoloġiji tat-tagħlim, f’kollaborazzjoni mal-edukaturi, mal-mexxejja tal-industrija u mal-istudenti, biex inrawmu l-ħiliet tekniċi u personali meħtieġa għall-ħaddiema t’għada.
C. Nimmodernizzaw u ntejbu l-oqfsa tal-gwida għall-karriera biex nenfasizzaw opportunitajiet ġodda u teknoloġiji emerġenti filwaqt li fl-istess ħin, nisfidaw l-isterjotipi tal-ġeneru relatati ma’ industriji, professjonijiet u karrieri speċifiċi.
D. Nistituzzjonalizzaw it-taħriġ mill-ġdid, it-titjib tal-ħiliet u l-programmi ta’ tagħlim matul il-ħajja permezz ta’ azzjoni kkoordinata mal-industrija, mal-unions u mal-kmamar tan-negozju biex intejbu l-kapaċità ta’ Malta li tkun innovattiva u tagħti lill-ħaddiema l-ħiliet u l-kompetenzi li jeħtieġu biex jaċċessaw impjiegi li jitħallsu aħjar u jġibu valur miżjud.
Niżguraw li l-programmi u l-fondi relatati jkunu aċċessibbli għal kulħadd, anka għal persuni b’diżabbiltà, u flessibbli biex inkabbru kemm nistgħu l-parteċipazzjoni fost dawk li ġeneralment ikollhom ħin liberu limitat minħabba f’impenni tax-xogħol u tal-familja.

Nintroduċu korsijiet qosra online għal firxa wiesgħa ta’ setturi, biex inkomplu nibnu fuq is-suċċess tal-iskema ta’ taħriġ bl-e- learning għat-turiżmu li tnediet matul il-pandemija23.
E. Inwessgħu l-iskemi ta’ apprendistat, internship u traineeship sponsorjati mill-gvern biex naġevolaw lil min jidħol fis-suq tax-xogħol u lil min ikun qiegħed ifittex xogħol jew bidla fil-karriera.

F. Inwessgħu r-riżorsi umani speċjalizzati fuq is-suq lokali.
Nikkunsidraw inċentivi (pereżempju permezz tas-sistema fiskali) biex inħeġġu lill-istudenti jkomplu l-edukazzjoni terzjarja u ta’ wara l-lawrja f’oqsma fejn hemm nuqqas partikolari ta’ ħiliet u talba għolja minn min iħaddem, flimkien mat-tkomplija ta’ skemi ta’ mobbiltà professjonali bbażati fuq il-ħiliet li kienu ta’ suċċess, biex b’hekk nattiraw ħaddiema barranin.

Inniedu programmi biex niġbdu lura lejn pajjiżna lil ċittadini Maltin b’ħiliet għolja li jaħdmu barra mill-pajjiż.
G. Nimmobilizzaw lill-membri anzjani tas-soċjetà li jagħżlu li jkomplu jaħdmu wara l-età tal-irtirar.

Nisfruttaw l-esperjenza tagħhom għal taħriġ u fi programmi għat-trasferiment ta’ għarfien.

Nesploraw kif nistgħu ninvolvu iżjed lill-membri anzjani tas-soċjetà fi programmi ta’ mentorship għall-intraprendituri.

H. Nistabbilixxu lil Malta bħala ċentru internazzjonali għal edukazzjoni ta’ kwalità għolja.
Noħolqu sħubijiet edukattivi ma’ kumpaniji ta’ investiment dirett barrani (FDI) ewlenin u nesploraw opportunitajiet relatati mal-Brexit permezz ta’ programmi ta’ sħubija ma’ provvedituri ta’ edukazzjoni terzjarja ta’ prestiġju.

Inniedu programmi biex nattiraw riċerkaturi internazzjonali tal-post-dottorat li ser jiffurmaw il-ġenerazzjoni ta’ mexxejja li jmiss fl-oqsma partikolari tagħhom.
23 Il-Ministeru għat-Turiżmu u l-Protezzjoni tal-Konsumatur, flimkien mal-Awtorità Maltija għat-Turiżmu, joffri taħriġ online b’xejn f’firxa wiesgħa ta’ ħiliet meħtieġa fl-industrija tat-turiżmu.

B’kollox hemm disponibbli 300 kors akkreditat u madwar 750 il-kors qasir inkluż korsijiet tal-lingwi, b’baġit biex nappoġġjaw il-ħtiġiet għal taħriġ ta 25,000 – 30,000 ħaddiem.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 32 I. Noffru aktar appoġġ ekwitabbli lit-tfal kollha wara l-ħin tal-iskola, sabiex inħeġġuhom jitgħallmu u jiksbu edukazzjoni aħjar, speċjalment fost dawk li mhumiex jiksbu r-riżultati mistennija.

Inkomplu nibnu fuq l-investimenti fl-għodod diġitali li jippermettu lill-istudenti jaċċessaw lezzjonijiet u materjal anke barra mill- klassi, u nniedu programmi extrakurrikulari ġodda wara l-ħin tal-iskola.
J. Naġġornaw il-leġiżlazzjoni u l-oqfsa tax-xogħol biex nattiraw u naġevolaw forom ġodda ta’ xogħol, fosthom mudelli ta’ telexogħol u ibridi.

Niċċaraw liema każijiet ta’ stabbiliment permanenti huma suġġetti għat-taxxa24 u nniedu qafas attraenti ta’ tagħlim mid-dar biex insaħħu l-attraenza ta’ Malta għan-nomadi diġitali, billi nirriklamaw lill-pajjiż għal dawn il-finijiet meta dawn tal-ewwel jibdew jitħaddmu.
Niżguraw li min jaħdem għal rasu u l-ħaddiema tal-aġenziji jkunu mħarsa kif xieraq skont il-leġiżlazzjoni tax-xogħol.

24 Intrapriżi barranin li jkunu jixtiequ jħaddmu impjegati mill-bogħod ibbażati f’Malta jaffaċċjaw nuqqas ta’ ċarezza dwar l-esponiment potenzjali għat-taxxa korporattiva f’Malta.

Dan jgħodd ukoll għal individwi li jaħdmu għal rashom minn Malta għal numru ta’ xhur.
L-introduzzjoni ta’ regoli aktar ċari dwar it-taxxa minn ras il-għajn, flimkien ma’ gwida dwar il-limiti li jridu jinqabżu biex tkun suġġett għat-taxxa, għandhom jipprovdu ċarezza lill-intrapriżi u lill-intraprendituri barranin.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 33 7.


NAĊĊELLERAW IT-TRANŻIZZJONI U L-INVESTIMENTI EKONOMIĊI U EKOLOĠIĊI BĦALA PUNT FOKALI TAL-PJAN TA’ MALTA LEJN IN-NEWTRALITÀ KARBONIKA SAL-2050; NAGĦMLU PROGRESS FUQ L-GĦANIJIET TA’ ŻVILUPP SOSTENIBBLI TAN-NU; INĦADDNU EKONOMIJA ĊIRKULARI; U NIMPLIMENTAW IL-PATT EKOLOĠIKU TAL-UE SABIEX NIBDLU L-MENTALITAJIET U NOĦOLQU IMPJIEGI ĦODOR ĠODDA U INNOVAZZJONI.
Kuntest L-NPPS tippreżenta opportunità unika biex nappoġġjaw b’mod attiv it-tranżizzjoni ekonomika u ekoloġika ta’ Malta.

Din it-tranżizzjoni ser tiġi mnedija bl-Istrateġija ta’ Żvilupp b’Emissjonijiet Baxxi tal-Karbonju (LCDS), li tfassal rotta għall-ksib tan-newtralità karbonika sal-2050.

Minkejja l-ambizzjonijiet kbar li għandha Malta f’dan il-qasam, hemm ħafna sfidi inerenti għat-tnaqqis tal-emissjonijiet.
Malta hija nazzjon gżira żgħir mingħajr potenzjal għall-assorbiment tal-karbonju, u hija mxekkla minn sensiela oħra ta’ fatturi relatati mas-suq, bħan- nuqqas ta’ ekonomiji ta’ skala u dipendenza fuq teknoloġija importata.

L-NPPS ser tkun ta’ rfid għall-LCDS sabiex l-isforzi tas-setturi individwali jkunu jistgħu jikkontribwixxu għall-mira nazzjonali ta’ newtralità karbonika sal-2050, f’konformità mal-ambizzjoni tal-Ewropa li ssir l-ewwel kontinent li jikseb dan l-istatus25.
Il-Patt Ekoloġiku Ewropew jippreżenta l-qafas li permezz tiegħu l-Istati Membri tal-UE, fosthom Malta, jistgħu jwettqu t-tranżizzjoni ekoloġika u jilħqu t-tali miri.

Dan jiffoka fuq it-tkabbir ekoloġiku u l-użu effiċjenti tar-riżorsi billi nimxu lejn ekonomija ċirkolari u nadifa, filwaqt li fl-istess ħin nagħtu ħajja ġdida lill-bijodiversità u nnaqqsu t-tniġġis.

Malta tikklassifika fit-32 post minn fost 166 pajjiż fl-Indiċi tan-NU tal-għanijiet ta’ żvilupp sostenibbli (SDG)26.
Wara t-tranżizzjoni lejn il-gass għall-ġenerazzjoni tal-elettriku, fost l-oqsma għal titjib hemm il-ġenerazzjoni ta’ enerġija rinnovabbli, speċjalment offshore, u t-tnaqqis fl-emissjonijiet tal-gassijiet ta’ effett serra mit-trasport u minn setturi oħra.

Oqsma oħra ta’ tħassib ambjentali jinkludu l-użu sostenibbli tal-art, il-produzzjoni u l-konsum responsabbli, u li nagħmlu l-ibliet u l-komunitajiet tagħna sostenibbli.
Il-qasam tal-enerġija affordabbli u nadifa huwa mmarkat bħala miksub, grazzi għall-inizjattivi li ħa l-gvern biex jiddekarbonizza l-grilja u jinvesti fl-enerġija rinnovabbli; madankollu, ħadna impenn li nissukktaw bl-azzjoni biex innaqqsu l-emissjonijiet tal-gassijiet ta’ effett serra u nżidu s-sehem tal-enerġiji rinnovabbli.
Sabiex ngħinu fit-tiswija tal-ħsara ekonomika u soċjali li kkawżat il-pandemija, u sabiex l-ekonomiji u s-soċjetajiet Ewropej isiru aktar sostenibbli u reżiljenti, il-Kummissjoni Ewropea, il-Parlament Ewropew u l-mexxejja tal-UE qablu fuq strument ta’ rkupru temporanju ta’ €750b.

Disgħin fil-mija ta’ dan il-finanzjament ser jingħata permezz tal-Faċilità tal-UE għall-Irkupru u r-Reżiljenza27.

Mill-anqas 37% tal-investimenti taħt il-programmi nazzjonali ser jgħinu fl-ilħuq tal-miri tat-tibdil fil-klima.
Malta tinsab fil-proċess li tiffinalizza l-pjan lokali tagħha ta’ rkupru u reżiljenza, li l-pilastri ewlenin tiegħu ser ikopru l-investimenti fl-effiċjenza enerġetika, fl-ekonomija ċirkolari, fid-dekarbonizzazzjoni tat-trasport, fid-diġitalizzazzjoni, fl-edukazzjoni u fil-qafas istituzzjonali.

Il-Baġit il-ġdid tal-UE 2021-2027 ser jorbot ukoll parti sostanzjali tal-finanzjament ma’ proġetti ekoloġiċi.
Malta dalwaqt ser tniedi strateġija ta’ żvilupp b’emissjonijiet baxxi sal-2050 iffukata fuq il-ksib tan-newtralità karbonika fit-trasport, fl-enerġija u fil-binjiet – it-tliet oqsma li jipproduċu l-akbar ammont ta’ gassijiet ta’ effett serra fi gżiritna.

Meħuda flimkien, il-pjan tagħna ta’ rkupru u reżiljenza u l-istrateġija tagħna ta’ żvilupp b’emissjonijiet baxxi huma mistennija li jimmobilizzaw livelli sinifikanti ta’ investiment privat lokali.
Il-finanzjament ekoloġiku, l-enerġija u l-infrastruttura, it-teknoloġiji tal-karbonju, il-bijokonservazzjoni u l-ekoturiżmu huma kollha opportunitajiet konsiderevoli biex niżviluppaw il-kapaċitajiet ta’ innovazzjoni tagħna, intaffu l-effetti tat- tibdil fil-klima, noħolqu impjiegi sostenibbli u ntejbu l-kwalità tal-ħajja għar-residenti kollha.

Għawdex għandu rwol vitali bħala post fejn jiġu ttestjati ideat li ’l quddiem, potenzjalment jitħaddmu fuq skala akbar.

25 Il-Kummissjoni Ewropea (2019).


Patt Ekoloġiku Ewropew 26 Sachs, J., Schmidt-Traub, G., Kroll, C., Lafortune, G., Fuller, G., Woelm, F. (2020).

The Sustainable Development Goals and COVID-19.

Sustainable Development Report 2020.

Cambridge: Cambridge University Press 27 https://ec.europa.eu/info/business-economy-euro/recovery-coronavirus/recovery-and-resilience-facility_en STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 34 X’SE NAGĦMLU F’MALTA?
A. Naħdmu biex niksbu n-newtralità karbonika fi ħdan il-gvern sabiex jagħti l-eżempju, inebbaħ lill-oħrajn u jaġixxi fi sħubija mas-settur privat, mal-kunsilli lokali u maċ-ċittadini.

Dan il-proċess ser jitmexxa mill- istrateġija ta’ żvilupp b’emissjonijiet baxxi li ser tiġi mnedija fil-ġimgħat li ġejjin.

B. Inżommu ritmu tajjeb bid-dekarbonizzazzjoni sal-2050 fis-setturi kollha, permezz ta’ investiment f’aktar sorsi ta’ enerġija rinnovabbli, b’mod partikolari offshore.
Inkomplu ninċentivaw u nħeġġu t-tibdil fl-imġiba sabiex in-negozji, l-industrija u l-familji jadottaw aktar prattiki ta’ effiċjenza enerġetika.

C. Inwessgħu l-investimenti fl-infrastruttura tal-enerġija sabiex inkomplu nnaqsu t-tniġġis mill-gassijiet ta’ effett serra u tal-arja fit-toroq u fil-portijiet tagħna.

Nipprovdu inċentivi lin-nies biex jużaw it-trasport pubbliku u ninstallaw infrastruttura għall-iċċarġjar tal-vetturi elettriċi u provvista enerġetika mill-vapur għax-xatt.
D. Niżviluppaw politika li tiggwida lill-industrija tal-kostruzzjoni biex tadotta prattiki aktar effiċjenti fl- enerġija u toqrob aktar lejn emissjonijiet żero.

Innaqqsu l-iskart mill-kostruzzjoni bl-infrastruttura ta’ sostenn xierqa.

Nippromwovu l-użu ta’ disinni u materjali tal-kostruzzjoni effiċjenti fl-enerġija u ninċentivaw l-użu mill-ġdid u r-riċiklar tal-materjali.
E. Inħeġġu liċ-ċittadini u lin-negozji jibdlu l-attitudni u l-imġiba tagħhom rigward l-isforzi fit-tranżizzjoni ekoloġika u fis-sostenibbiltà.

Innebbħu r-residenti ta’ Malta biex ikunu fuq quddiem tal-ġlieda għal ambjent aħjar.

Ngħinu lill-kumpaniji jsiru aktar sostenibbli billi nippremjaw azzjonijiet u divulgazzjoni tal- ESG volontarji u bikrija.
F. Niżviluppaw lil Għawdex f’ċentru għall-varar ta’ soluzzjonijiet ekoloġiċi u teknoloġiċi tal-karbonju, li barra minn hekk, joħolqu postijiet tax-xogħol, jixprunaw l-investiment u l-innovazzjoni u jkattru turiżmu favur l-ambjent.

Nappoġġjaw lill-gżira fl-ambizzjoni tagħha li ssir newtrali fil-karbonju qabel Malta.
G. Nissuktaw niżviluppaw qafas legali u regolatorju sabiex inħaffu l-finanzjament sostenibbli li jsostni l-proċess ta’ dekarbonizzazzjoni u l-implimentazzjoni tat-tranżizzjoni ekonomika u ekoloġika.

Nappoġġjaw l-iżvilupp ta’ suq finanzjarju ekoloġiku għall-kumpens għal emissjonijiet tal-karbonju/tpartit tal-krediti.

H. Inkattru l-finanzjament u l-appoġġ għal proġetti ambjentali fil-komunità.

Nippromwovu l-investiment istituzzjonali, korporattiv u miċ-ċittadini fi proġetti ambjentali.
Nesploraw il-ħruġ ta’ bonds sovrani ekoloġiċi28, flimkien mal-inċentivazzjoni ta’ bonds ekoloġiċi korporattivi, u nappoġġjaw it-twaqqif ta’ fondi ta’ investiment ekoloġiċi.

I. Niffinanzjaw għotjiet għar-riċerka għall-iżvilupp ta’ teknoloġiji sostenibbli u prattiki ta’ ċirkolarità.

Niżguraw li l-iskejjel u l-istituzzjonijiet ta’ edukazzjoni terzjarja jattrezzaw lit-talent futur ta’ Malta bl-għarfien u l-ħiliet li għandhom bżonn għal impjiegi ekoloġiċi.
28 Bond ekoloġiku huwa tip ta’ strument b’redditu fiss li jkun maħsub biex jiġbor flus għal proġetti klimatiċi u ambjentali.

Bond blu jiffoka fuq proġetti għall-konservazzjoni u l-użu sostenibbli tal-oċean, tal-ibħra u tar-riżorsi tal-baħar.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 35 8.

NALLOKAW IR-RIŻORSI TAL-GVERN U NISSIMPLIFIKAW IL-POLITIKA BIEX NIXPRUNAW L-INNOVAZZJONI U NIFFUKAW FUQ IR-RIŻULTATI.
NINDIRIZZAW L-OSTAKLI LI L-AKTAR IXEKKLU L-INNOVAZZJONI U NAĊĊELLERAW L-INTRAPRIŻA PRIVATA FL-ISTART-UPS, KIF UKOLL L-R&D IMMEXXIJA MILL-INDUSTRIJA U L-CLUSTERS TAL-GĦARFIEN.

Kuntest Il-pandemija sarrfet f’żieda fir-riċerka xjentifika u fl-innovazzjoni.

Rajna firxa sħiħa ta’ kisbiet, mir-rintraċċar tal- virus sa trattamenti, dijanjostika u tilqim ġodda, filwaqt li l-AI għenet biex tirriproduċi s-sekwenza ġenomika tal-virus u l-istampar 3D għen fil-produzzjoni tal-PPE u tal-ventilaturi.
L-istimulazzjoni u s-sostenn tal-investiment fl-innovazzjoni huwa parti kruċjali mill-istrateġija ta’ Malta għal wara l-pandemija.

Il-Gvern jista’ jkollu rwol ewlieni, speċjalment jekk jadotta approċċ orjentat lejn missjoni, iffukat fuq li jsolvi problemi kbar u konkreti li jaffettwaw lin-nies29.
Dan l-approċċ jista’ jinkludi direzzjoni tal- politika, żvilupp tal-infrastruttura u l-allokazzjoni ta’ riżorsi biex jinġabar investiment privat u biex nistimolaw liċ-ċittadini u lin-negozji ħalli jużaw l-innovazzjoni biex jindirizzaw l-isfidi nazzjonali.

L-istart-ups għandom rwol ewlieni f’ħafna ekonomiji u huma ċentrali għall-istrateġija ta’ innovazzjoni ta’ Malta.
Sabiex nisfruttaw il-potenzjal tagħhom jeħtieġ li nibnu ekosistema aktar b’saħħitha, inżidu talenti relatati mal-iSTEM, intejbu l-aċċess għall-kapital ta’ riskju u noħolqu kultura aktar intraprenditorjali.

M’hemmx dubju li l-aptit hemm qiegħed: stħarriġ tal-2020 fost il-ġenerazzjonijiet żgħażagħ Maltin sab li 60% ta’ dawk li għandhom bejn 16 u 24 sena (Gen-Z) jippreferu jkunu intraprendituri milli impjegati, imqabbel ma’ 39% biss ta’ dawk li għandhom bejn 25 u 39 sena (Millennials)30.
Id-daqs żgħir ta’ Malta jġib miegħu wkoll sfidi ulterjuri li setgħu xekklu l-innovazzjoni diġitali u li hemm bżonn li jingħelbu, bħal pereżempju n-nuqqas ta’ dejta disponibbli, finanzjament u ekonomiji ta’ skala.

Għalkemm il-pajjiż huwa bilingwi, għal 88% ta’ min għandu nazzjonalità Maltija l-ewwel lingwa hija l-Malti.

Hemm bżonn aktar investiment f’għodod diġitali bil-lingwa Maltija u riżorsi li jippermettu lill-kompjuters jipproċessaw u jiġġeneraw test u diskors bil-Malti.
Tagħmir li jaħdem abbażi tad-diskors jista’ jkun partikolarment siewi biex jippermetti lill-anzjani jużaw it-teknoloġija diġitali u lill-utenti jwettqu kompiti sempliċiment billi jitkellmu.

Jeħtieġ li Malta tkattar il-produzzjoni ta’ riċerka u innovazzjoni tagħha kemm fl-akkademja kif ukoll fl- industrija.
Ir-riċerkaturi spiss isemmu l-finanzjament limitat għal proġetti ta’ riċerka akkademika bħala sfida ewlenija, flimkien ma’ xkiel ieħor bħall-iskarsezza tar-riżorsi u taż-żmien, il-frammentazzjoni u l-kompetizzjoni interna31.

Hemm ukoll opportunità għal Malta biex tisfrutta aħjar il-bażi industrijali b’saħħitha tagħha biex tixpruna r-riċerka u l-innovazzjoni f’setturi speċifiċi.
Sadattant, id-daqs żgħir tal-pajjiż jista’ jgħin biex jikkonvinċi lill-kumpaniji li qed ifittxu li jippruvaw ideat u teknoloġiji ġodda.

L-istrateġija nazzjonali għall-AI tal-pajjiż tistabbilixxi viżjoni biex Malta ssir post ideali għall-esperimentazzjoni tat-teknoloġija u tar-riċerka applikata li, meta tiġi ppruvata, tkun tista’ titnieda internazzjonalment.

Din il-viżjoni togħġob lil ħafna setturi u ser tkun qasam ta’ enfasi nazzjonali għall-ġejjieni.

29 Muzzacato, M (2019).


Governing Missions in the European Union.

Rapport minn esperti indipendenti għall-Kummissjoni Ewropea 30 EY (2020).

Generations rising: The pulse of Malta’s future generations — Generate 2020 31 Levikov, N., Quacinella, D., Duca, E. (2020).

Embedding RRI in a Higher Education Institution: Lessons learned from Malta’, l-Università ta’ Malta STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 36 X’SE NAGĦMLU F’MALTA?
A. Insawru l-aġenda tal-innovazzjoni madwar oqfsa politiki bbażati fuq sfida jew missjoni32, immirati lejn is-soluzzjoni ta’ problemi konkreti li jolqtu lis-soċjetà Maltija u li jwasslu għal riżultati ċari.

Inkattru l-kollaborazzjoni pubblika-privata u nżidu l-finanzjament għall-innovazzjoni biex niżguraw li l-baġits ikunu allinjati mal-ambizzjonijiet.

B. Inpoġġu l-innovazzjoni u d-disinn fil-qalba tal-oqfsa tal-politika u regolatorji.
Inwessgħu l-investimenti f’ambjenti ta’ sperimentazzjoni bid-dejta, teknoloġiċi u regolatorji biex niffaċilitaw l-iżvilupp ta’ prodotti u servizzi ġodda.

Nesploraw kif nistgħu ntejbu l-appoġġ għall-brevetti.

C. Insaħħu l-kapaċitajiet tal-gvern fl-innovazzjoni permezz ta’ investimenti f’kapaċitajiet speċjalizzati tar- riżorsi umani.

Niżviluppaw gwida ċara u nimplimentaw l-oqfsa tal-UE tal-akkwist għall-innovazzjoni biex niżguraw li l-akkwist ma jkunx ta’ xkiel għall-innovazzjoni.
D. Nindirizzaw ostakli infrastrutturali kritiċi għall-innovazzjoni.

Niffissaw miri ċari għat-tnedija ta’ għodod diġitali bil-lingwa Maltija u nagħmluhom disponibbli b’xejn taħt liċenzji b’sors miftuħ.

Ngħinu liċ-ċittadini, lin-negozji u lill-għaqdiet tas-settur pubbliku jagħmlu użu aħjar mid-dejta billi nwessgħu s-settijiet ta’ dejta miftuħa, inkomplu ninvestu fil-kapaċitajiet tal-big data u noħolqu ċentri li jmexxu ’l quddiem l-użu mill-ġdid ta’ dejta u ta’ assi diġitali anka f’kuntesti oħrajn.
E. Inkabbru l-appoġġ u l-investiment lill-istart-ups sabiex noħolqu grupp sostenibbli ta’ kumpaniji fissi li jistgħu jinbtu u jikbru f’Malta u jbigħu lis-suq globali.

Nisfruttaw il-politika fiskali biex nattiraw aktar investiment privat fin-negozji start-up.

Inniedu l-fond ta’ ko-investiment/kapital ta’ riskju mħabbar mill- gvern33 bil-għan li nżidu l-appoġġ finanzjarju34.

Insaħħu u nwessgħu l-faċilitajiet ta’ mentoring u ta’ appoġġ, inkluż l-inkubaturi u l-aċċeleraturi.
F. Niżviluppaw clusters speċjalizzati fl-R&D u fid-disinn fi sħubija mal-industrija.

Insaħħu l-kooperazzjoni bejn l-entitajiet u l-aġenziji pubbliċi, l-industrija u l-istituzzjonijiet edukattivi biex noħolqu prijoritajiet komuni koerenti.

G. Ngħinu lill-għaqdiet, lir-riċerkaturi u lill-istart-ups jiksbu aċċess għal programmi ta’ finanzjament kumplessi fuq livelli lokali u Ewropew.

Nevalwaw il-livell u l-komprensività tal-finanzjament u t-trasparenza tal-iskemi ta’ riċerka u innovazzjoni.
Insaħħu n-netwerks ma’ universitajiet internazzjonali biex inwessgħu l-finanzjament u l-għarfien disponibbli għar-riċerka akkademika lokali.

H. Inrawmu kultura ta’ apprezzament tax-xjenza mal-pajjiż kollu u nagħmluha aċċessibbli għal kulħadd.

Nappoġġjaw is-simplifikazzjoni ta’ informazzjoni kumplessa billi nsarrfu s-sejbiet ewlenin f’narrattivi sempliċi u f’dejta viżiva li jgħinu lill-pubbliku biex jifhem, jinvolvi ruħu u jaġixxi skont l-informazzjoni.
Noħolqu pjattaforma għall-promozzjoni, il-komunikazzjoni u l-involviment tal-pubbliku.

32 Missjonijiet huma “inizjattivi ta’ ambizzjoni u profil għoli li ser iressqu soluzzjonijiet konkreti għall-isfidi li qegħdin jaffaċċjaw iċ-ċittadini u s-soċ- jetà Ewropej” (Orizzont Ewropa, 2020) 33 L-Istrateġija Nazzjonali ta’ Malta dwar l-Intelliġenza Artifiċjali għandha l-għan li twaqqaf fond ta’ investiment għall-għoti ta’ kapital ta’ riskju bbażat fuq l-ekwità lill-istart-ups u l-iscale-ups.
Il-Baġit ta’ Malta 2021 inkluda finanzjament għat-twaqqif ta’ fond nazzjonali ta’ kapital ta’ riskju.

34 Malta Enterprise tmexxi għadd ta’ programmi li jipprovdu finanzjament lill-istart-ups.

L-intrapriżi eliġibbli jista’ jkollhom aċċess għal massimu ta’ €200,000 f’finanzjament taħt l-Iskema BStart 2021 u sa massimu ta’ €800,000 f’finanzjament taħt l-Iskema ta’ Finanzjament għall-Istart-Ups.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 37 03KIF NISTGĦU NIBQGĦU REŻILJENTI U KOMPETITTIVI?
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 38 9.

INSAĦĦU U NAGĦTU PRIJORITÀ LIL KULTURA TA’ KONFORMITÀ U INFURZAR.

INRAWMU KUXJENZA NAZZJONALI MSEJSA FUQ L-ISKOP, L-INTERESS PUBBLIKU, IL- GOVERNANZA TAJBA, IT-TRASPARENZA U R-RESPONSABBILTÀ.

Kuntest Ir-responsabbiltà kollettiva hija essenzjali biex nindirizzaw l-isfidi nazzjonali.
Il-COVID-19 tefa’ dawl fuq kemm hu importanti li s-soċjetà taħdem flimkien biex issegwi r-regolamenti mfassla fl-interess komuni, u fuq kif il-ksur ta’ dawk ir-regoli jista’ jirriżulta f’konsegwenzi mhux mixtieqa li jagħmlu ħsara lil ħaddieħor.

Minn dan l-avveniment nistgħu nisiltu xebħ ma’ kwistjonijiet oħra li qed taffaċċja Malta, fosthom l-obbligi tagħha li tirrispetta l-liġijiet u r-regolamenti li qegħdin hemm għall-ġid tas-soċjetà inġenerali.
Il-pandemija tefgħet pressjoni bla preċedent fuq parti kbira mill-komunità tan-negozju u tal-ħaddiema tagħna.

It-taffija ta’ din il-pressjoni ma kinitx tkun possibbli mingħajr sens qawwi ta’ responsabbiltà kollettiva u mingħajr il-kapaċità tal-gvern li jidderieġi l-fondi lejn dawk l-aktar fil-bżonn.

Dan tefa’ dawl qawwi fuq ir-responsabbiltà li għandna lkoll lejn id-dixxiplina fiskali, il-governanza tajba, l-użu effiċjenti tar-riżorsi pubbliċi u t-taxxi meħtieġa biex niffinanzjawhom.
Barra minn hekk, jidher ċar li s-sostenibbiltà tal-finanzi pubbliċi hija pre-kundizzjoni importanti għas-sostenn tal-programmi u tal-investimenti ta’ nefqa pubblika.

Filwaqt li saru numru ta’ avvanzi fit-titjib tal-prinċipji u tal-istrutturi ta’ governanza nazzjonali, għad fadal xi jsir biex niżguraw li n-negozji u ċ-ċittadini kollha jikkonformaw mar-regolamenti fiskali, jirrispettaw u jsegwu l-liġijiet tal-pajjiż u jfittxu li jagħmlu dak li hu sewwa u fl-interess pubbliku.
Dan huwa fundamentali f’ħafna aspetti ta’ ħajjitna – mill-konformità fiskali sal-mod kif ninteraġixxxu ma’ xulxin, mir-responsabbiltà ċivika sal-protezzjoni ta’ dawk l-aktar vulnerabbli fis-soċjetà tagħna, u sat-tip ta’ impriżi kummerċjali li jiġu varati, biex insemmu biss ftit minnhom.
Il-pajjiż qiegħed jaffaċċja wkoll sfidi marbutin ma’ kif nistgħu nikkompetu u niġbdu l-investiment barrani, kif nistgħu negħlbu d-dewmien fis-sistema tal-ġustizzja kriminali tagħna u kif nistgħu ntejbu t-trasparenza u l-kontabbiltà f’diversi istituzzjonijiet u livelli tas-soċjetà.
Il-ħtieġa li nagħmlu l-aħjar użu mir-riżorsi tagħna (finanzjarji, umani, naturali u ambjentali fost oħrajn), innaqqsu l-ħela u nistabbilixxu responsabbiltà kollettiva ċara fil-mod kif ngħixu ħajjitna qatt ma kienet daqshekk evidenti.

Hemm bżonn li Malta trawwem kuxjenza u kultura nazzjonali li jkunu ffukati fuq it-twettiq ta’ dak li hu sewwa, imsejsin fuq skop komuni u fl-interess pubbliku, u mirfudin minn azzjoni b’saħħitha li ġġib aktar kontabbiltà u responsabbiltà personali.
L-edukazzjoni, flimkien ma’ investiment sostnut fl-infurzar u fi strutturi ta’ governanza aktar sodi, ser ikunu tassew importanti biex infasslu t-triq lejn ġejjieni aħjar.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 39 X’SE NAGĦMLU F’MALTA?

A. Inkomplu nsaħħu l-istrutturi ta’ governanza u ta’ infurzar.

Inkattru t-trasparenza u l-kontabbiltà fl- istituzzjonijiet regolatorji, fiskali, ġudizzjarji, investigattivi u tal-infurzar tal-liġi tagħna biex naċċertaw li joperaw b’awtonomija u mingħajr indħil.
Inkomplu nappoġġjaw it-tiswir tas-servizzi tal-intelligence, tar-riżorsi u tat-teknoloġiji biex niggarantixxu li l-obbligi rigward il-ġlieda kontra l-ħasil tal-flus (AML) u l-finanzjament tat-terroriżmu (CFT) jiġu infurzati b’mod rigoruż biex nissalvagwardjaw ir-reputazzjoni internazzjonali u l-ekonomija ta’ Malta.

B. Inkattru r-responsabbiltà kollettiva b’rabta mal-aġenda dwar governanza tajba.
Nistabbilixxu għanijiet ċari li s-soċjetà tkun tista’ żżomm bħala boxxla morali u nsaħħu l-enfasi fuq l-etika u l-imġiba etika fis-sistema edukattiva tagħna u fost il-professjonisti.

Nistħarrġu l-possibbiltà ta’ twaqqif ta’ unità tax-xjenza tal-imġiba jew ‘nudge unit’ biex tiggwida l-politika dwar kif nistgħu ngħinu lin-nies jieħdu deċiżjonijiet aħjar fl-interessi tagħhom stess.
C. Insaħħu l-ġlieda kontra l-evażjoni tat-taxxa u l-ekonomija sewda bħala pilastru ewlieni ta’ finanzi pubbliċi sostenibbli wara l-pandemija.

Nużaw it-teknoloġija biex nidentifikaw b’mod proattiv il-lakuni u l-frodi.

Ninċentivaw l-użu ta’ pagamenti elettroniċi bħala alternattiva għall-flus kontanti b’mod li jgawdu kemm il-konsumaturi kif ukoll in-negozji.
D. Nipproteġu r-reputazzjoni internazzjonali ta’ Malta permezz ta’ azzjonijiet pożittivi u nuru l-kisbiet tagħna fil-mod kif irreaġixxejna għall-pandemija.

Nieħdu vantaġġ mid-daqs tal-pajjiż biex nużaw teknoloġiji ekoloġiċi u diġitali sabiex inħallu impatt sinifikanti fuq il-mod t’għajxien taċ-ċittadini, li pajjiżi oħra jkunu jistgħu jsegwu.

Inkomplu niffukaw fuq kwistjonijiet ta’ governanza.
Inħeġġu lin-negozji u lis- soċjetà jagħrfu u jisfruttaw l-attributi sbieħ li għandha Malta u nsaħħu d-djalogu mal-imsieħba tal-UE u internazzjonali tagħna, u nieħdu vantaġġ mir-rabtiet strorikament qawwijin li għandna mar-Renju Unit.

Naqsmu l-aħjar prassi u l-għarfien li żviluppat Malta ma’ stati gżejjer żgħar oħrajn u nitkellmu magħhom fuq ir-realtajiet speċjali u l-iżvantaġġi li jħabbtu wiċċhom magħhom dawn il-pajjiżi.

E. Nagħtu spinta lill-użu tad-dejta u tal-evidenza fit-tfassil tal-politiki.
Intejbu l-mod kif niġbru u naqsmu l-informazzjoni bejn il-ministeri tal-gvern, l-aġenziji, l-NGOs u l-pubbliku biex nippermettu lil kull min jieħu d-deċiżjonijiet jirreferi għal bażi ta’ fatti komuni.

Inżidu t-trasparenza u l-kontabbiltà fuq il-progress u r-riżultati.

F. Insaħħu l-koordinament fi ħdan il-gvern kollu biex inkunu żguri li l-prijoritajiet settorjali jkunu allinjati mal-politiki nazzjonali u internazzjonali.
Inħeġġu arranġamenti formali ta’ governanza li jkattru u jtejbu l-komunikazzjoni bejn il-ministeri u mas-soċjetà inġenerali.

G. Inkomplu niżviluppaw qafas nazzjonali tal-benesseri li jkejjel u jagħmel monitoraġġ ta’ sett usa’ ta’ indikaturi apparti l-PDG.

Nużaw dan il-qafas biex inżommu rendikont tal-progress nazzjonali b’mod olistiku, biex inkomplu nibnu fuq il-ħidma mmexxija mill-imsieħba soċjali, mill-komunità tan-negozju u mill- akkademja35 36.
H. Nesploraw kif jistgħu jiġu introdotti evalwazzjonijiet tal-impatt soċjali (SIAs) b’mod aktar wiesgħa fi proġetti ta’ tfassil ta’ politiki, leġiżlazzjoni, investiment u żvilupp biex insaħħu l-proċess ta’ analiżi, monitoraġġ u ġestjoni tal-konsegwenzi soċjali mixtieqa u mhux mixtieqa, kemm pożittivi kif ukoll negattivi, tal-interventi ppjanati u ta’ kwalunkwe proċessi ta’ bidla soċjali li jġibu magħhom dawk l-interventi.

Niżviluppaw linji gwida nazzjonali ċari dwar kif u meta għandhom jitwettqu l-SIAs.
I. Inkomplu ninvestu u nimmodernizzaw is-sistema tal-ġustizzja bil-għan li ntejbu l-effiċjenza, l-aċċessibbiltà u l-puntwalità tagħha.

Ninkorporaw it-teknoloġija diġitali biex inżidu l-effiċjenza.

Nipprovdu r-riżorsi umani meħtieġa biex nindirizzaw ix-xogħol b’lura.

J. Niffukaw fuq l-iżvilupp fit-tul ta’ sett olistiku ta’ attributi li Malta tista’ tibni fuqhom biex tattira l-investiment dirett barrani, issaħħaħ l-ekonomija lokali u ttejjeb il-benesseri tas-soċjetà.
35 Fl-2020, il-Kummissjoni Ġustizzja u Paċi fi ħdan il-Kurja, bl-għajnuna ta’ għadd ta’ msieħba, nediet Beyond GDP, dokument ta’ riċerka u rakkommandazzjonijiet dwar kif Malta tista’ taddotta approċċ aktar olistiku fit-tkejjil tas-suċċess u tal-benesseri tal-pajjiż.

36 Il-Fondazzjoni Maltija għall-Benesseri tas-Soċjetà u l-Università ta’ Malta ħabbru t-tnedija ta’ proġett għall-iżvilupp ta’ Indiċi tal-Benesseri ta’ Malta fl-2020.
Il-proġett ser jinkludi l-identifikazzjoni ta’ indikaturi, it-twaqqif ta’ netwerk ta’ riċerkaturi u partijiet interessati, it-tfassil ta’ strumenti għall-ġbir ta’ dejta u l-ġbir ta’ dejta fost tfal u adulti.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 40 10.

NAĠEVOLAW L-INVESTIMENT FL-INFRASTRUTTURA DIĠITALI, FIL-ĦILIET U FIS- SERVIZZI.
NAGĦLQU D-DISTAKK DIĠITALI BIEX NIŻGURAW LI L-MEMBRI KOLLHA TAS-SOĊJETÀ U KULL TIP TA’ NEGOZJU JKUNU KAPAĊI JĦADDNU T-TEKNOLOĠIJA DIĠITALI BIEX ITEJBU L-MOD KIF NGĦIXU U NAĦDMU.

Kuntest Il-pandemija kompliet iżżid mal-importanza tat-teknoloġija diġitali, mhux biss bħala rotta għat-tkabbir ekonomiku iżda anka bħala mezz biex nibnu l-inklużjoni u l-benesseri fis-soċjetà.
Jekk naħtfu l-opportunità issa, il-gżejjer Maltin jistgħu joħorġu mill-pandemija aktar b’saħħithom, aktar flessibbli u b’konnettività globali aqwa minn qatt qabel.

Iż-żmien ta’ lockdown parzjali ħoloq opportunità għal ħafna persuni biex iħaddnu t-teknoloġija.

Madankollu, wera wkoll l-inugwaljanzi sinifikanti li jeżistu f’termini tal-aċċess diġitali u l-ħiliet fost il-popolazzjoni Maltija.
Huwa fundamentali li nindirizzaw din il-kwistjoni biex niżguraw li s-soċjetà tkun inklussiva u ekwa u li l-ekonomija tkun kompetittiva.

Dawk il-komunitajiet u l-gruppi li ma jistgħux jużaw it-teknoloġija moderna aktarx li jkunu żvantaġġati f’ħafna oqsma tal-ħajja, mill-edukazzjoni, ix-xogħol u l-opportunitajiet ta’ qligħ sal-interazzjoni soċjali u l-aċċess għas-servizzi.
Fil-bidu tal-pandemija, il-problemi kkaġunati mid-distakk diġitali f’familji bi dħul baxx mill-ewwel telgħu fil- wiċċ, u l-gvern intervjena biex sellef tagħmir diġitali u pprovda aċċess għall-internet – fuq kollox biex żgura li t-tfal setgħu jattendu l-lezzjonijiet online.

Ħafna ċittadini anzjani kellhom jipproteġu ruħhom matul il-pandemija.
Biex jegħlbu s-solitudni u l-iżolament, ħafna minnhom tgħallmu ħiliet diġitali bażiċi u xtraw jew bdew jużaw tagħmir diġitali b’modi ġodda, li ppermettewlhom iżommu kuntatt mal-familji u l-ħbieb tagħhom.

Xi wħud aċċessaw ukoll servizzi diġitali bħat-telesaħħa, li qatt ma kien jgħaddilhom minn moħħhom qabel.

Din il-kompetenza diġitali li ġiet skoperta tikkostitwixxi l-pedament li fuqu Malta tista’ tintroduċi teknoloġija tas-saħħa diġitali biex taġevola l-għajxien assistit.
Madankollu, filwaqt li dawn l-iżviluppi huma pożittivi, il-maġġoranza tal-anzjani xorta għad m’għandhomx tali ħiliet.

Il-bidla lejn it-telexogħol ġġib magħha bosta opportunitajiet ġodda ta’ xogħol għar-residenti, minħabba li l-preżenza fiżika f’post partikolari mhux ser tibqa’ essenzjali.

Dan jista’ jgħin lin-nies ilaħħqu aħjar mar- responsabbiltajiet tal-familja u anka jnaqqsu l-ammont ta’ ħin li jkollhom iqattgħu fi vjaġġi.
Ix-xogħol virtwali jista’ jservi wkoll biex jiġbed teleħaddiema u nomadi diġitali lejn ix-xtut ta’ Malta waqt li jsarraf f’benefiċċji addizzjonali bħat-tnaqqis fit-traffiku u fit-tniġġis.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 41 X’SE NAGĦMLU F’MALTA?

A. Niggarantixxu li kulma hu diġitali jkun aċċessibbli għall-membri kollha tas-soċjetà.

Nagħtu spinta lil skemi li jindirizzaw kwistjonijiet ta’ affordabbiltà relatati mal-aċċess għal tagħmir u għal konnettività veloċi.
B. Inniedu programm strutturat biex intejbu l-ħiliet diġitali tal-adulti fil-pajjiż, b’attenzjoni speċjali lill- anzjani.

Nisfruttaw in-netwerks komunitarji (il-familji, il-ħbieb, il-ġirien, il-parroċċi u l-għaqdiet lokali) u n-negozji għal skopijiet ta’ outreach u biex inħeġġu l-parteċipazzjoni.

C. Nirrevedu u naġġornaw il-leġiżlazzjoni relevanti kollha sabiex naċċertaw li tkun tirrifletti r-realtajiet tad- diġitalizzazzjoni tal-lum u t’għada u l-impatt li tħalli fuq oqsma differenti tal-ħajja.
D. Nippubblikaw standards għat-tfassil tas-servizzi biex norjentaw l-utilizzabbiltà, l-esperjenza u l-aċċessibbiltà tas-servizzi diġitali.

Ninvolvu faxex bħall-anzjani u l-persuni b’diżabbiltà fid-disinjar u l-ittestjar tas-servizzi pubbliċi.

Nimplimentaw l-istandards tal-aċċessibbiltà diġitali fis-servizzi u l-pjattaformi kollha tal-e-gov.

E. Naġevolaw l-investiment fl-infrastruttura diġitali u fil-wi-fi pubbliku nazzjonali b’xejn.
Nagħtu prijorità lir-reżiljenza tal-konnettività permezz ta’ cables taħt il-baħar li jgħaqqdu lill-gżejjer Maltin ma’ partijiet differenti tad-dinja.

Ninvestu fiċ-ċibersigurtà, fiċ-ċentri tad-dejta u fl-implimentazzjoni ta’ teknoloġiji tan- netwerk u tal-konnettività mill-aktar avvanzati, fosthom il-5G.

F. Inwessgħu l-użu tat-teknoloġija diġitali fl-għoti tas-servizzi pubbliċi kollha bil-għan li nixprunaw l-effettività, l-aċċess u s-sostenibbiltà finanzjarja.
Nibdew nużaw teknoloġiji emerġenti bħall-awtomatizzazzjoni tal- proċess robotiku (RPA) għall-proċessi standardizzati ta’ volum kbir; il-blockchain biex inkattru l-fiduċja; u l-intelliġenza artifiċjali (AI) biex intejbu s-servizzi.

Inħaffu l-isforzi għall-immodernizzar tas-sistemi tal-IT ewlenin tas-settur pubbliku u nżidu l-interoperabbiltà.

G. Nużaw it-teknoloġiji diġitali biex inrażżnu l-piż amministrattiv fuq iċ-ċittadini u n-negozji.
Nimplimentaw infrastruttura ta’ sostenn u kampanji għat-trawwim ta’ kuxjenza biex inħeġġu l-adozzjoni ta’ firem u kuntratti elettroniċi fuq skala nazzjonali.

Inniedu servizzi pubbliċi diġitali u portals diġitali minn tarf sa tarf għan- negozji u għaċ-ċittadini.

H. Niżguraw li l-pajjiż huwa ppreparat biex jisfrutta l-opportunitajiet li ser iġġib magħha d-dejta.
Nintroduċu prinċipji diġitali ‘ta’ darba biss’ biex naċċertaw li l-utenti ma jkollhomx għalfejn jerġgħu jdaħħlu informazzjoni li l-gvern ikollu diġà.

Nagħtu s-setgħa liċ-ċittadini li jiġġestjonaw huma stess id-dejta personali tagħhom, bil-possibbiltà li jagħtu permess u jirrevokaw l-aċċess.

I. Noħolqu l-infrastruttura biex it-telexogħol jirnexxi.
Nagħtu spinta lill-investiment fi spazji ta’ co-working lokali ta’ - kwalità għolja f’Malta u f’Għawdex, u niżviluppaw gwida u politiki li jsostnu prattiki flessibbli, ibridi u ta’ telexogħol.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 42 11.

INKATTRU L-ĦARSIEN TAL-ASSI NATURALI.

NIFFUKAW FUQ L-EDUKAZZJONI SISTEMATIKA, IL-KONSERVAZZJONI U T-TRANŻIZZJONI LEJN MOD TA’ ĦAJJA AKTAR SOSTENIBBLI U F’ARMONIJA MAL-AMBJENT GĦALL-ĠID TAL-ĠENERAZZJONIJIET ATTWALI U TAL-ĠEJJIENI.
Kuntest Matul il-pandemija, in-natura, l-ispazji mħaddra u l-apert kienu għajn ta’ serħan, rilassament u kuntentizza għal ħafna membri tas-soċjetà Maltija.

Ħafna nies imxew, użaw ir-rota, qadfu u esploraw partijiet tal-gżira li qatt ma kienu żaru qabel, u ħassewhom qrib tan-natura u b’sens ġdid ta’ skop.

Malta għandha pajsaġġ naturali uniku u ambjent mibni rikk li jvarja minn tempji preistoriċi għal bliet iffortifikati, li jagħmel lill-gżira tagħna kalamita għat-turisti.
L-ibħra tagħna huma għajn ta’ bijodiversità u opportunità li għad irridu nisfruttaw bis-sħiħ.

Iżda dawn l-assi kollha jinsabu taħt theddida mit-tkabbir mgħaġġel tal-popolazzjoni, mill-espansjoni turistika, mill-iżvilupp żejjed u mit-tniġġis.

L-ambjent kien fil-quċċata ta’ lista ta’ punti ta’ tħassib li tqajmu matul konsultazzjoni pubblika fl-2020 dwar ir-riforma tal- Kostituzzjoni ta’ Malta, fejn tqajjem ukoll tħassib dwar il-ħarsien tal-wirt kulturali37.
Sfida urġenti li Malta ilha tesperjenza ħafna snin tirrigwarda l-bilanċ bejn il-ħtiġiet tal-ekonomija tagħna u l-ħtieġa li nipproteġu l-ambjent ta’ madwarna.
L-Opinjoni tal-Ombudsman fuq ir-Rapport dwar l-Istat tal-Ambjent 201838 identifikat għadd ta’ problemi urġenti li jridu jiġu indirizzati, fosthom id-dipendenza żejda fuq l-użu tal-vetturi privati; it-tniġġis akustiku u tal-arja; l-erożjoni tal-ħamrija; il-ġestjoni ineffiċjenti tar-riżorsi u fir-rimi tal-iskart; il-preżenza tan-nitrat fl-ilma tal-pjan u tal-merkurju fl-ilma tal-baħar, l-iskart fil- baħar u l-mikroplastiċi; u s-sajd żejjed.
Element ċentrali fil-pjanijiet ta’ rkupru tagħna għal wara l-COVID għandu jkun l-investiment fl-indirizzar ta’ dawn il-problemi u fil-protezzjoni tal-assi naturali ta’ Malta.

Il-ħidma f’dan ir-rigward kienet diġà nbdiet qabel il-pandemija u l-gvern qiegħed fil-proċess li jiżviluppa Strateġija Nazzjonali għall-Ambjent, imsejsa fuq Viżjoni għall-2050 u qafas strateġiku bbażat fuq ‘il-benesseri l-ewwel’39.
Flimkien ma’ strateġiji40, politiki u regolamenti mmirati oħra, dan il-qafas jagħti lil Malta opportunità mill- aqwa biex issaħħaħ ir-riżorsi ambjentali tagħha, fi żmien meta l-apprezzament pubbliku tal-assi naturali laħaq livelli bla preċedent.

Sabiex niksbu l-bidla mixtieqa, irridu nitgħallmu mill-ispirtu ta’ sħubija li rajna biċ-ċar matul il-pandemija u nlaqqgħu flimkien ir-riċerka, il-politka tal-gvern, is-settur privat u s-soċjetà biex ilkoll flimkien immexxu ’l quddiem l-aġenda tas-sostenibbiltà.
Irridu nqisu l-impatt ta’ ċerti azzjonijiet b’mod aktar sħiħ u naraw kif nistgħu nużaw l-assi naturali li għandha Malta għall-ġid komuni u għall-benesseri tal- ġenerazzjonijiet tal-lum u t’għada.

37 Konsultazzjoni pubblika dwar ir-Riforma tal-Kostituzzjoni.

Kif rappurtat hawn https://timesofmalta.com/articles/view/environment-tops-public- concerns-in-consultation-on-constitution.824104 38 Ombudsman - Kummissarju għall-Ambjent u l-Ippjanar (2018).
Opinjoni fuq ir-Rapport dwar l-Istat tal-Ambjent 2018 39 Awtorità tar-Riżorsi Ambjentali (2020).

Wellbeing First - A Vision for Malta’s Environment National Strategy for the Environment for 2050 (Final - November 2020) 40 Tali strateġiji jinkludu l-Istrateġija Nazzjonali u l-Pjan ta’ Azzjoni ta’ Malta dwar il-Bijodiversità u l-Programm Nazzjonali ta’ Malta għall-Kontroll tat-Tniġġis tal-Arja.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 43 X’SE NAGĦMLU F’MALTA?
A. Nippromvowu l-azzjoni kollettiva fis-soċjetà biex ninstigaw bidla fl-imġiba bil-għan li nieħdu aktar ħsieb l-assi naturali u l-ambjent ta’ Malta.

Inwessgħu t-tagħlim dwar il-konservazzjoni tan-natura u dwar kwistjonijiet ambjentali fl-iskejjel biex ninkoraġġixxu liż-żgħażagħ Maltin jimbuttaw bidla fil-mentalità u fl- imġiba tal-membri anzjani tas-soċjetà.

Inżidu t-tabelli fiżiċi u diġitali fuq il-post biex inrawmu aktar kuxjenza.
B. Insaħħu l-bażi ta’ għarfien lokali u l-inventarju ta’ riżorsi ambjentali, inkluż il-Bażi ta’ Dejta Nazzjonali tal- Bijodiversità u tal-Ħabitats Naturali.

Niżviluppaw b’mod gradwali bażi soda ta’ riċerka fuq ix-xjenzi tal-baħar u t-teknoloġija agrikola biex ikollna servizzi tal-ekosistema sostenibbli.

C. Nissalvagwardjaw u nużaw l-assi tal-wirt Malti biex nixprunaw ekonomija sostenibbli.
Nagħmlu l-ekoturiżmu u l-wirt elementi ewlenin tal-offerta turistika ta’ Malta, inkluż il-wirt agrikolu u l-esperjenza ‘mill- għalqa sal-platt’.

Inkomplu nidderieġu l-fondi lejn ir-restawr u r-rinnovazzjoni tal-assi, is-siti u l-monumenti storiċi.

D. Niżviluppaw strateġija ċara għall-użu u l-protezzjoni tal-infrastruttura ewlenija tat-turiżmu, fosthom il-bajjiet, is-siti kulturali, il-mużewijiet, il-parks u ż-żoni għall-intratteniment tal-massa.
Nissupplimentaw l-iżvilupp mill-ġdid u r-riġenerazzjoni fit-tul tal-infrastruttura tat-turiżmu ta’ Malta b’titjib fil-kwalità tas-servizzi turistiċi u tisbiħ taż-żoni pubbliċi.

E. Nimmobilizzaw liċ-ċittadini u lin-negozji biex iħaddnu mġiba rimedjali u jissieħbu f’attivitajiet ta’ protezzjoni, konservazzjoni u tindif ambjentali.

Nipprovdu dejta u għodod ta’ monitoraġġ biex ngħinu lill- pajjiż jifhem aħjar l-impatt ta’ attivitajiet fuq l-ambjent.
F. Insaħħu r-riżorsi tal-infurzar sabiex nipproteġu aħjar żoni naturali importanti41.

Intejbu l-kapaċità u nwessgħu t-taħriġ lill-unitajiet lokali inkarigati mill-infurzar tal-liġi biex dawn iwettqu l-ispezzjonijiet meħtieġa.

G. Nintroduċu, nikkollegaw u nippubblikaw rappurtar tal-governanza ambjentali, soċjali u korportattiva (ESG) kif ukoll indikaturi ewlenin tal-prestazzjoni fil-gvern, inkluż il-kunsilli lokali sabiex nagħtu informazzjoni trasparenti liċ-ċittadini dwar il-prijoritajiet u l-progress.
H. Inwettqu evalwazzjonijiet tal-vulnerabbiltà u tar-riskju regolarment biex noħolqu sistemi ta’ twissija bikrija li jilqgħu kontra d-diżastri ambjentali u t-tibdil fil-klima.

I. Nirregolaw u ninfurzaw il-parametri tat-tniġġis akustiku, tal-ħamrija, tal-arja u tal-baħar biex intejbu l-benesseri tas-soċjetà, il-kwalità tal-ħajja u s-saħħa mentali u fiżika tal-individwi.
41 Fost iż-żoni naturali importanti insibu: żoni ta’ importanza ekoloġika, siti ta’ importanza xjentifika, żoni ta’ valur pajsaġġistiku għoli, santwarji tal-għasafar, riżervi naturali, żoni speċjali ta’ konservazzjoni, żoni ta’ protezzjoni speċjali u żoni ta’ protezzjoni tas-siġar.

STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 44 12.

INSAĦĦU T-TĦEJJIJA GĦALL-IRKUPRU MINN DIŻASTRI, IL-KAPAĊITAJIET KRITIĊI U L-EKOSISTEMI BIEX INQAWWU R-REŻILJENZA.
NASSIGURAW ID-DISPONIBBILTÀ TA’ INFRASTRUTTURA FIŻIKA U SOĊJALI KRITIKA, BĦALL-IKEL, L-ILMA, L-ENERĠIJA, U S-SAĦĦA KIF UKOLL IL-KONNETTIVITÀ DIĠITALI, BL-AJRU U BIL-BAĦAR.

Kuntest Id-dgħufijiet ta’ Malta bħala nazzjon gżira żgħir b’riżorsi naturali limitati u dipendenza fuq il-bqija tad-dinja għall-ikel, għall-provvisti u għall-konnettività dehru biċ-ċar meta l-biċċa kbira tad-dinja għalqet il-fruntieri tagħha u inroduċiet lockdown fil-bidu tal-pandemija.
Importanti li nużaw il-kriżi bħala opportunità unika biex minnha nisiltu tagħlimiet prezzjużi u nieħdu azzjoni biex inżidu r-reżiljenza ta’ Malta għal xokkijiet u diżastri kritiċi.

Matul is-snin, Malta investiet bil-kbir fl-infrastruttura f’bosta setturi, bħall-edukazzjoni, l-enerġija, l-utilitajiet, is-saħħa u t-trasport.

Il-modernizzazzjoni u l-manutenzjoni kontinwa tal-infrastruttura kritika hija kruċjali biex insostnu l-benesseri tal-popolazzjoni u nibqgħu kompetittivi u ekonomikament reżiljenti.
Għandna bżonn ukoll infrastruttura lokali kritika aktar b’saħħitha, kif ukoll tħejjija aħjar għall-irkupru minn diżastri biex niżguraw li nkunu ppreparati sew biex nirreaġixxu għal theddid futur.

Bħal f’bosta pajjiżi, il-gvern Malti spiss dar fuq is-settur privat u fuq mudelli ta’ finanzjament alternattivi biex dawn jgħinuna nilqgħu għall-isfida tal-iffinanzjar ta’ proġetti infrastrutturali.
Il-COVID-19 kompla żied mal- pressjoni fuq il-finanzi pubbliċi, u għafas fuq il-ħtieġa li nesploraw għażliet oħra ta’ finanzjament.

Fl-istess ħin, Malta trid tiżgura li tieħu valur għal flusha mingħand l-imsieħba privati, filwaqt li toffri qafas ċar, attraenti u trasparenti għall-investituri biex jipparteċipaw fi proġetti nazzjonali b’mod effettiv.
Sabiex niżguraw ir-reżiljenza u l-kompetittività tal-Gżejjer Maltin, irridu nqisu oqsma differenti: Konnettività bl-ajru: Il-pandemija kienet daqqa ta’ ħarta ġmielha għall-konnettività tagħna bl-ajru.

Għadd ta’ linji tal-ajru waqqfu t-titjiriet lejn Malta u tlifna wkoll ċertu rotot li huma importanti għall-ġarr tal-merkanzija u dak mhux tal-passiġġieri.
Huwa essenzjali li nerġgħu nistabbilixxu dawn is-servizzi; in-nuqqas tagħhom huwa ta’ ħsara għall-ekonomija tagħna li tiddependi ferm fuq it-turiżmu u n-negozju internazzjonali, u anka għall-katini ta’ provvista tagħna li jipprovdu lill-pajjiż b’ikel, provvisti kritiċi, prodotti u komponenti industrijali.

Konnettività bil-baħar: Il-kumpaniji ta’ trasport bil-baħar u tal-ġarr huma kruċjali biex niggarantixxu provvista xierqa ta’ prodotti essenzjali, bħall-ikel u l-mediċina.
Dawn il-faċilitajiet iridu jiġu ppreservati u mmodernizzati.

Barra minn hekk, l-użu ta’ servizzi ta’ fast ferry madwar il-gżejjer Maltin jista’ jtaffi parzjalment il-pressjoni fuq in-netwerk tat-toroq u jikkontribwixxi lejn bidla fil-modalitajiet tat-trasport f’konformità mal- għanijiet nazzjonali tat-trasport.
Enerġija: Il-pajjiż jissodisfa parti mill-ħtiġiet tal-enerġija tiegħu billi jinvesti f’bosta proġetti fosthom interconnector tal-enerġija mal-Ewropa, impjanti tal-gass naturali likwifikat (LNG) u enerġija rinnovabbli.
Aktar konnettività u investiment fis-sorsi ta’ enerġija rinnovabbli ser ikunu importanti, speċjalment il- potenzjal li nisfruttaw l-enerġija rinnovabbli fuq il-baħar biex inrażżnu d-dipendenza fuq l-enerġija importata u minflok, nimmiraw li nesportaw l-enerġija rinnovabbli lejn il-grilja Ewropea.

Trattament tal-ilma u tisqija: Malta żviluppat politika ta’ tmexxija għall-ġestjoni tal-ilma li hija kumplessiva u li għandha impatt żero.
Irridu naċċertaw li jibqa’ jkollna sigurtà tal-provvista tal-ilma fid-dawl taż-żieda fl- attività ekonomika, it-tkabbir tal-popolazzjoni u t-tibdil fil-klima.

Id-desalinizzazzjoni u l-produzzjoni ta’ ilma ġdid iridu jibqgħu sostenibbli u effiċjenti fl-enerġija.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 45 Trattament tal-iskart: L-iżvilupp ta’ faċilitajiet adegwati għat-trattament tal-iskart u għar-riċiklaġġ irid ikun kompletament allinjat mal-ħtiġiet tal-pajjiż u mal-perspettiva fit-tul tal-bidliet demografiċi u tan-negozju.

Malta għandha tiżgura li żżomm ir-rekord tajjeb li għandha fit-trattament tad-drenaġġ qabel ma jintrema’ fil-baħar.
Ikel: Malta sserraħ fuq l-importazzjoni tal-ikel u ż-żieda fil-popolazzjoni fil-futur ser tpoġġi pressjoni addizzjonali fuq sistema li diġà tinsab magħfusa.

Jeħtieġ li jkun hemm titjib fis-sigurtà tal-ikel, u l-potenzjal ta’ investiment fil-prodott lokali għal dan il-għan għandha tiġi kkunsidrata bħala għajn possibbli ta’ diversifikazzjoni ekonomika.
Ir-riformi riċenti fir-regolament tal-kirjiet jistgħu jkomplu jheddu s-sostenibbiltà tal-biedja, qasam li diġà jinsab taħt theddida minħabba firxa ta’ fatturi, inkluż art agrikola limitata, in-nuqqas ta’ riżorsi naturali u numru dejjem jiċkien ta’ bdiewa żgħażagħ42.

Hemm bżonn ċar li nipproteġu u nagħtu spinta lill-produzzjoni tal-ikel lokali biex insaħħu r-reżiljenza.
Saħħa: Ir-robustezza tas-settur tas-saħħa ta’ Malta kellha rwol kruċjali biex taffiet l-impatt tal-COVID-19 fil- pajjiż, kemm minn perspettiva ta’ saħħa kif ukoll ta’ ekonomija.

Malta trid tkompli tiżgura li jkollha biżżejjed professjonisti tas-saħħa, mediċini, tilqim, provvisti u tagħmir biex twieġeb għal din il-kriżi li dejjem qed tevolvi u anke għal diżastri futuri mhux magħrufa.

Irridu wkoll inkomplu nisħqu fuq il-kunċett ta’ xiri konġunt fuq livell tal-UE.
Diġitali: L-irwol tat-teknoloġiji diġitali fil-funzjonament tajjeb tal-aspetti kritiċi ta’ ħajjitna huwa importanti ferm.

Filwaqt li Malta għandha numru ta’ għażliet fil-konnettività diġitali/tat-telekomunikazzjoni, huwa importanti li nħarsu fuq perjodu ta’ żmien twil u niżguraw li nibqgħu moqdijin tajjeb bit-teknoloġija biex naċċertaw li fil-futur nibqgħu reżiljenti u kompetittivi.

42 Il-Kummissjoni Ewropea (2020).


Rakkommandazzjonijiet tal-Kummissjoni għall-pjan strateġiku tal-PAK ta’ Malta STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 46 X’SE NAGĦMLU F’MALTA?

A. Insaħħu l-kapaċitajiet ta’ prospettiva u l-governanza antiċipattiva fl-arkitettura kollha tal-governanza, inkluż l-analiżi politika, ir-riżorsi għall-involviment u għat-teħid ta’ deċiżjonijiet biex b’hekk nantiċipaw l-iżviluppi, nippreparaw aħjar għall-bidla u noħolqu sistema immunitarja organizzattiva b’saħħitha.
B. Intejbu l-kapaċitajiet ta’ rkupru minn diżastri, it-taħriġ, ir-ridondanza u l-investiment biex nilqgħu għal xokkijiet fuq skala kbira.

Nesploraw kif nistgħu nirreklutaw riżerva ta’ emerġenza u potenzjalment nisfruttaw gruppi ta’ professjonisti rtirati, li jistgħu jissejħu biex jgħinu f’sitwazzjonijiet speċifiċi u li jiġu mħarrġa kontinwament fit-tħejjija għall-emerġenzi.
C. Inkomplu nipparteċipaw f’inizjattivi tal-Akkwist Konġunt tal-UE li jappoġġjaw is-saħħa pubblika u t-tħejjija għal theddid transfruntier serju.

Infittxu appoġġ /derogi mill-UE biex niddiversifikaw l-importazzjoni tal-mediċini minn madwar l-UE biex innaqqsu d-dipendenza fuq swieq uniċi.

Ninkoraġġixxu lill-industrija lokali tikkonsidra timmanifattura tagħmir protettiv personali (PPE) biex titnaqqas id-dipendenza fuq is- swieq internazzjonali.
D. Niffukaw fuq li nerġgħu nistabbilizzaw il-finanzi pubbliċi li ntlaqtu mil-livelli bla preċedent ta’ appoġġ li ngħata lill-ħaddiema u lin-negozji.

Insostnu l-Fond Soċjali u ta’ Żvilupp Nazzjonali (NDSF) fuq terminu ta’ żmien medju biex jassisti lill-gvern fl-isforzi tiegħu biex jgħin u jkun ta’ spalla għas-soċjetà u għan-negozji.

E. Noħolqu qafas għat-twaqqif u l-iffinanzjar ta’ fond għall-irkupru minn diżastri li nkunu nistgħu nirrikorru għalih meta jseħħu avvenimenti eċċezzjonali u kritiċi.
Nikkwantifikaw l-ammont ta’ finanzjament meħtieġ u niddeterminaw liema huma l-aktar mekkaniżmi ta’ finanzjament effettivi, inkluż it-taħlita potenzjali ta’ għejjun ta’ finanzjament obbligatorji u volontarji.

Nappoġġjaw l-inizjattiva bi prinċipji ċari u trasparenti li jiggvernaw kif jista’ jinkiseb aċċess għall-fond, liema benefiċċjarji se jingħataw prijorità, u l-limiti minimi għall-finanzjament u meta dan għandu jiġi rilaxxat.
F. Nistabbilixxu pjanijiet fuq terminu twil għall-konnettività ta’ Malta bil-baħar, bl-art, bl-ajru u f’termini ta’ enerġija u ħtiġiet ta’ dejta/diġitali.

Il-pjan għandu jaħseb għal ridondanza xierqa biex niżguraw li r-riżorsi u l-infrastruttura kritika jkunu protetti.

G. Ninvestu f’sorsi innovattivi ta’ enerġija rinnovabbli u nadifa sabiex innaqqsu d-dipendenza fuq fornituri esterni, waqt li fl-istess ħin niżviluppaw approċċi aktar sostenibbli u ekoloġiċi għat-taħlita ta’ enerġija nazzjonali tagħna.
H. Insaħħu r-reżiljenza tal-provvista ta’ ikel lokali ta’ Malta.

Inħarsu l-art agrikola ta’ Malta permezz ta’ miżuri speċifiċi mmirati sabiex jgħinu lill-bdiewa jżommu d-dritt tagħhom għad-dominju ta’ art privata; nintroduċu razez u varjetajiet li jifilħu għall-pests u li huma adattati għall-klima, id-diġitalizzazzjoni u t-teknoloġiji agrikoli; u jaċċessaw swieq, kanali ta’ distribuzzjoni u pjattaformi ta’ bejgħ online ġodda.
Nimbuttaw ’il quddiem il-bidla lejn forom sostenibbli ta’ biedja b’enfasi speċjali fuq il-produzzjoni organika, il-benesseri tal-annimali, u ikel ħieles mill-pestiċidi u mill-antimikrobiċi permezz ta’ investiment fl-R&I u servizzi ta’ konsulenza lill-azjendi agrikoli.

Ninvestu fl-iżvilupp tal-industrija agroalimentari b’inizjattivi għall-ittikkettjar u ċ-ċertifikazzjoni tal-ikel, għall-ipproċessar u għall-prodotti tal-ikel b’kilometraġġ baxx.
I. Niżviluppaw pjan ta’ investiment fit-tul fl-infrastruttura bbażat fuq analiżi dettaljata tan-nuqqasijiet infrastrutturali u evalwazzjoni tal-impatt soċjali u ekonomiku.

Naċċertaw li l-finanzjament u r-riżorsi jkunu mqassma b’mod effiċjenti biex jimlew il-lakuni infrastrutturali u jiġġeneraw benefiċċji ekonomiċi fil-futur.
J. Nirrevedu u nimmodernizzaw ir-regolamenti ta’ Malta dwar l-isħubijiet pubbliċi-privati sabiex niffaċilitaw il-kollaborazzjoni ma’ investituri mis-settur privat u internazzjonali b’mod ċar u trasparenti, speċjalment b’rabta ma’ proġetti infrastrutturali fit-tul, waqt li niżguraw valur għal flusna.

K. Nistabbilixxu miri u mezzi li jgħinuna niċċaqalqu lejn ekonomija ċirkolari f’konformità mal-istrateġija usa’ ta’ Malta dwar il-ġestjoni tal-iskart u mal-implimentazzjoni ta’ strateġiji nazzjonali u tal-UE.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 47 QAFAS TA’ KOORDINAZZJONI U IMPLIMENTAZZJONI STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 48 L-Istrateġija Nazzjonali għal wara l-Pandemija għandha l-għan li ssawwar approċċ ġdid fit-tfassil tal-politika li jkun iktar koerenti u integrat, appoġġjat minn: governanza b’saħħitha, koordinazzjoni u mekkaniżmi ta’ implimentazzjoni, biex jinħoloq approċċ li jinkludi l-gvern kollu ċċentrat fuq il-ħtiġiet u l-opportunitajiet li jaffaċċjaw iċ-ċittadini u n-negozji ta’ Malta.
Turi wkoll l-importanza ta’ ppjanar fuq terminu ta’ żmien itwal bħala għodda biex torjenta t-tfassil tal-politika bbażat fuq l-evidenza.

Il-Ministeru għar-Riċerka, l-Innovazzjoni u l-Koordinazzjoni tal-Istrateġija għal wara l-COVID-19 (MRIC) se jiffaċilita l-koordinazzjoni tal-implimentazzjoni tal-istrateġija, f’konformità mal-mandat li ġie fdat lilu mill- Kabinett.
Tliet kumitati interministerjali, iffurmati abbażi ta’ tliet mistoqsijiet ċentrali li l-NPPS tipprova twieġeb , se jkollhom ir-responsabbiltà li jistabbilixxu mandati ċari u jimmobilizzaw riżorsi adegwati, biex jiżviluppaw u jmexxu ’l quddiem l-oqsma fdati lilhom.

L-għan huwa li jinħolqu konnessjonijiet u sinerġiji ta’ politika interministerjali effettivi biex jiġi żgurat li l-politiki settorjali jkunu koerenti mal-aġenda komuni tal-Istrateġija.
Il-ministeri kompetenti se jkunu responsabbli għat-tħaddim ta’ inizjattivi permezz ta’ gruppi ta’ ħidma stabbiliti mill-kumitati interministerjali.

L-inizzjattivi mfassla f’din l-istrateġija se jinbdew jew jiġu indirizzati, skont il-każ, fuq perjodu ta’ tliet snin.

In-natura tal-istrateġija li tiġbor kollox taħtha titlob struttura ta’ governanza b’saħħitha.
Ġie żviluppat qafas ta’ evalwazzjoni tal-prestazzjoni, ibbażat fuq prinċipji stabbiliti ta’ evalwazzjoni tal-proġett, biex jiġi żgurat li l-għanijiet tal-Istrateġija qed jintlaħqu b’mod effettiv.

Proċess ta’ evalwazzjoni ex-ante se jevalwa jekk l-inizjattivi, l-indikaturi u l-miri humiex mistennija li jilħqu l-għanijiet mixtieqa.

Il-progress fuq l-indikaturi u l-miri maqbula se jiġi segwit b’mod konġunt mill-MRIC u l-ministeri kompetenti rispettivi.
Se jsiru evalwazzjonijiet interim kull sena biex tiġi evalwata l-effettività tal-implimentazzjoni f’termini ta’ proċess, impatt u valur għall-flus.

L-evalwazzjoni se tinkludi wkoll tagħlimiet u rakkommandazzjonijiet biex jgħinu fit-titjib tar-riżultati.

Dawn il-kontributi mbagħad jiġu kkonsolidati f’rapport interim li jiġi ppreżentat lill-Kabinett fuq bażi annwali.

Wara li jgħaddi l-perjodu ta’ tliet snin issir evalwazzjoni u jiġi ppreżentat rapport finali lill-Kabinett.
Il-Kabinett OPM (Uffiċċju tal-Kabinett) – Implimentazzjoni Ministeru għar-Riċerka, l-Innovazzjoni u l-Koordinazzjoni tal- Istrateġija Wara COVID-19 Kumitat Interministerjali M1 Kumitat Interministerjali M2 Kumitat Interministerjali M3 Grupp ta’ Grupp ta’ Grupp ta’ Grupp ta’ Grupp ta’ Grupp ta’ Grupp ta’ Grupp ta’ Grupp ta’ ħidma 1 ħidma 2 ħidma 3 ħidma 1 ħidma 2 ħidma 3 ħidma 1 ħidma 2 ħidma 3 Entità Il-Kabinett Rwol • Responsabbiltà u direzzjoni ġenerali OPM (Uffiċċju tal-Kabinett) – • Monitoraġġ Implimentazzjoni • Rappurtar Ministeru għall-Koordinazzjoni • Koordinazzjoni ċentrali tal-Istrateġija Nazzjonali għal wara l-Pandemija biex tgħin tiżgura koerenza ġenerali, koordinazzjoni u tal-Istrateġija għal wara l-Covid-19 konsistenza fl-approċċ bejn il-Kumitati Inter-Ministerjali u tmexxija tar-rappurtar dwar il-progress ġenerali lill-OPM (Uffiċċju tal- Kabinett) – Implimentazzjoni • Rwol amministrattiv fuq kull Kumitat Interministerjali biex jiġu pprovduti koordinazzjoni u appoġġ fir-rappurtar, finanzjament u koordinazzjoni mal-OPM (Uffiċċju tal-Kabinett) – Implimentazzjoni Tirraporta lill- • Mhux applikabbli • • Il-Kabinett / Segretarju Permanenti Ewlieni Il-Kabinett / OPM Implimentazzjoni • Kumitat Interministerjali Kumitat Interministerjali Gruppi ta’ Ħidma • • • • Jidderiġi l-elementi tematiċi tal-Istrateġija b’responsabbiltà tas-sjieda, tal-iżvilupp u tal-promozzjoni tal-implimentazzjoni ta’ inizjattivi • Il-Kabinett strateġiċi stabbiliti fl-Istrateġija, inkluż il-prijoritizzazzjoni u l-finanzjament tagħhom Joħloq konnessjonijiet u sinerġiji ta’ politika interministerjali effettivi biex jiġi żgurat li l-politiki settorjali jkunu koerenti mal-aġenda komuni tal-Istrateġija Jifforma u jissorvelja l-grupp ta’ ħidma fdat bl-implimentazzjoni tal-inizjattivi strateġiċi Jimplimentaw l-inizjattivi strateġiċi fdati lilhom mill-Kumitat Interministerjali • Kumitat Interministerjali Grafika: Qafas ta’ implimentazzjoni u koordinazzjoni għall-Istrateġija Nazzjonali ta’ wara l-Pandemija METODOLOĠIJA U APPROĊĊ STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 49 METODOLOĠIJA U APPROĊĊ STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA 50 L-Istrateġija Nazzjonali ta’ wara l-Pandemija ġiet żviluppata abbażi ta’ approċċ minn isfel għal fuq u minn fuq għal isfel, bl-użu ta’ dejta kwalitattiva u kwantitattiva estensiva, u firxa ta’ metodi differenti biex jiġu identifikati, strutturati u indirizzati sett ta’ problemi kumplessi fuq livell nazzjonali.
Żvilupp ta’ bażi ta’ fatti, u identifikazzjoni ta’ oqsma ta’ attenzjoni u prijoritajiet • Intbagħat kwestjonarju lill-Ministeri kollha tal-gvern fejn intalbu jaqsmu l-pjanijiet għal wara l-COVID-19, ir-riżultati mixtieqa, il-kwistjonijiet u t-tħassib, u d-dettalji relatati ma’ kwalunkwe azzjoni ppjanata.

• Saru laqgħat ta’ segwitu mas-Segretarji Permanenti tal-Ministeri biex jiddiskutu u jelaboraw il-viżjoni u l-isfidi għal setturi taħt il-portafolli tagħhom, proġetti ppjanati u inizjattivi ta’ politika.
• Saru laqgħat ma’ msieħba soċjali ewlenin biex jiddiskutu l-viżjoni, l-opportunitajiet, l-isfidi ta’ wara l-COVID-19 u jfittxu kontribut dwar temi u prijoritajiet strateġiċi li għandhom jiġu indirizzati fl-istrateġija.

Ittieħed approċċ ta’ intervisti strutturati u semi-strutturati matul il-proċess.

• Riċerka sekondarja dwar strateġiji lokali, pjanijiet ta’ azzjoni u pubblikazzjonijiet relevanti.
• Riċerka sekondarja dwar pjanijiet internazzjonali ta’ rkupru mill-COVID-19, programmi nazzjonali ta’ rkupru u reżiljenza, strateġiji ewlenin tal-UE, u analiżi u riċerka relati mal-COVID-19.

• Diskussjonijiet u analiżi tar-rapport dwar The State of the Maltese Economy mħejji mill-Ministeru għall- Finanzi u d-Dipartiment tal-Politika Ekonomika tax-Xogħol biex jipprovdu bażi ta’ fatti biex issostni l-NPPS.
Ir-rapport jiffoka fuq l-impatt tal-COVID-19 fuq l-ekonomija, l-impjiegi u l-iżviluppi soċjali, il-kompetittività, il-produttività u l-finanzi pubbliċi f’Malta.

Żvilupp ta’ temi strateġiċi u identifikazzjoni ta’ inizjattivi li jsostnu l-Istrateġija • Imsejsa fuq il-bażi ta’ fatti u r-riċerka li twettqet, ġew identifikati u preċiżati l-kwistjonijiet ewlenin li l-istrateġija għandha tindirizza permezz ta’ eżerċizzju ta’ prijoritizzazzjoni bbażat fuq firxa ta’ fatturi.
• L-inizjattivi mbagħad ġew miġbura f’temi strateġiċi biex jiġu kategorizzati f’silos politiċi settorjali, u jiġi żgurat li l-kwistjonijiet kienu qed jiġu trattati b’mod koeżiv u olistiku u kienu qed jiġu identifikati l-għanijiet prinċipali.
• Sar eżerċizzju ta’ mmappjar biex jiġi determinat jekk u kif l-inizjattivi kienu qed jiġu ttrattati taħt strateġiji settorjali / tematiċi (ippubblikati jew li qed jiġu żviluppati mill-Ministeri), u jiġu identifikati nuqqasijiet potenzjali u oqsma li jistħoqqilhom attenzjoni akbar.

• Saru laqgħat ta’ segwitu mal-Ministri biex jiddiskutu l-oqsma ta’ attenzjoni, flimkien mal-viżjoni tagħhom għas-setturi / portafolli tagħhom, oqsma ta’ opportunitajiet, sfidi u prijoritajiet.
• Ġew organizzati workshops biex ġew żviluppati, sfidati u rfinati l-oqsma tematiċi li kellhom jservu ta’ bażi għall-Istrateġija.

Proċess ta’ konsultazzjoni li dam xahar ippermetta lill-individwi u lill-organizzazzjonijiet biex joffru input fuq l-oqsma identifikati u jressqu rakkommandazzjonijiet u inizjattivi strateġiċi.
It-Tfassil tal-Istrateġija • Ġiet definita, analizzata u mirquma lista inizjali ta’ inizjattivi strateġiċi biex fuqhom tissejjes l-istrateġija permezz ta’ proċess iterattiv li involva bosta partijiet interessati u li inkluda dikussjonijiet ras imb’ras, laqgħat u sessjonijet iffukati.
• Imbagħad l-inizjattivi komplew jiġu analizzati u evalwati f’termini ta’ adegwatezza, impatt, spiża u faċilità ta’ implimentazzjoni u mmappjati skont l-għanijiet ta’ żvilupp sostenibbli tan-NU, kif ukoll skont fatturi ekonomiċi, soċjali u ambjentali biex ġie żgurat bilanċ xieraq.

• Il-feedback li rċivejna fl-eżerċizzju ta’ konsultazzjoni pubblika ġie mmappjat fuq temi strateġiċi u inizjattivi ġodda ġew evalwati skont l-adegwatezza u l-allinjament tagħhom.
• Saru attivitajiet għall-allinjament tal-istrateġija biex ġiet żgurata attenzjoni konsistenti mad-direzzjoni politika ewlenija prevista mill-Gvern u mill-Pjan ta’ Malta għall-Irkupru u r-Reżiljenza.

• Wara nbeda proċess ta’ reviżjoni Ministerjali qabel ma l-Istrateġija ġiet imressqa lill-Kabinett għall- approvazzjoni u wara ppubblikata.
STRATEĠIJA NAZZJONALI GĦAL WARA L-PANDEMIJA NATIONAL POST-PANDEMIC STRATEGY 1 JUNE 2021 NATIONAL POST-PANDEMIC STRATEGY 2 NATIONAL POST-PANDEMIC STRATEGY 3 Vision A safe, healthy and prosperous nation, built on principles of equality, good governance and sustainable development, ready to harness the green and digital transitions to enhance the wellbeing of current and future generations.
NATIONAL POST-PANDEMIC STRATEGY 4 NATIONAL POST-PANDEMIC STRATEGY 5 DR ROBERT ABELA Prime Minister of Malta The past 15 months have been a period of great challenge.

The coming together of all segments of Maltese society, in a display of heroic levels of perseverance and courage, and the success of our robust national vaccination programme, has led us to a place where we look forward with optimism towards a post-pandemic future.
COVID-19 caused significant hardship and suffering, but it has provided an opportunity for our society to take stock of present realities, critically reflect on the risks and opportunities facing the country and plan for a better future.

It led Government to develop an ambitious and holistic economic strategy to refocus investment and resources towards five priority pillars: quality-of-life, infrastructure, education, environment and governance.
The crisis confirmed a whole range of important national strengths.

The population’s health and wellbeing were safeguarded with timely implementation of rules and restrictions aimed at curbing the spread of the virus, supported by a robust and high-quality public health system and infrastructure.

Numerous packages of financial aid helped to safeguard employment and income, providing lifelines to companies in hard-hit economic sectors, while enabling other sectors to continue to thrive.
Widespread broadband connectivity and an excellent digital infrastructure helped us adjust rapidly, with our education system pivoting to remote teaching and learning practically overnight, while businesses implemented remote work practices and online processes.
Other positive takeaways include an unprecedented acceleration in innovation and adoption of digital technologies, a newfound and deeper appreciation of family and social life and wider recognition that the environment is crucial to our overall wellbeing.

However, the crisis also threw light on some important challenges for Malta.
The economy’s significant reliance on the tourism industry was brought to the fore, while potential risks and disruptions to the food supply, as well as sea and air connectivity, highlighted areas requiring greater security and resilience.

Furthermore, the pandemic confirmed the importance of ensuring a strong safety net as economic and social shocks affect most the vulnerable members of society and threaten the significant progress achieved in recent years.
COVID-19 also exacerbated challenges for certain groups, for instance loneliness among our elderly population and the lack of physical activity amongst our children.
As a nation, we have to build on the lessons learnt in recent months, continue to help those who still face difficulties and lay strong foundations so that future generations can live better lives, participate in a more equitable society, embrace the green and digital transitions and secure well-paid jobs within a flourishing and stable economy.

It is time, together, for us to build a new prosperity.
NATIONAL POST-PANDEMIC STRATEGY 6 NATIONAL POST-PANDEMIC STRATEGY 7 DR OWEN BONNICI Minister for Research, Innovation and the Co-ordination of Post COVID-19 Strategy The government, in the past months, acted decisively to alleviate the hardships of the pandemic in order to save not only lives, through the brilliant work of our health carers, but also livelihoods by means of perfectly timed and designed schemes of financial assistance.
As a result of this excellent work, our economy is in the prime position for a strong post-pandemic recovery, aided by an impressive and efficient vaccination programme which is among the best in the world.

This success, however, should not and must not mean that we should not look towards tomorrow.

Rather, we should construct a vision about the future from this position of strength.

The COVID-19 pandemic will be one of the defining events in history.
It has shaken our society and economy to the core and created immense hardships for many.

Yet, it has also provided us with a unique opportunity to reflect, revaluate and refocus our direction to shape a stronger, healthier, happier and more resilient nation.

We need to be open and honest and learn from the lessons of recent months to think about how our world will change after COVID-19 entered our lives.
We need to take the opportunity to reflect on both our strengths and weaknesses as a nation and consider how the recovery we will drive will be an equitable one which enhances the wellbeing of current and future generations.

Throughout the past months, there was one constant, heart-warming realisation: the comfort that we are truly all in this together.
We have all gone through experiences which have touched us in the past months and there are a lot of stories of kindness, warmth, human bravery, personal hardships, support and community spirit.

We need to build on this sense of national unity and cement this new spirit of cooperation.

The National Post-Pandemic Strategy that we have developed evaluates and acts on such changes and their effect on the human person, which is at the centre of everything that we will do.
It also aims to shape a new approach to policy making that is more coherent and integrated, supported by: strong governance, coordination and implementation mechanisms; and underpinned by a strong evidence base and long- term planning, to create a whole-of-government approach centred on the needs and opportunities facing Malta’s citizens and businesses.

It seeks to drive collaboration between government, business and society on a common agenda which enhances the wellbeing of current and future generations.
Let us all give our utmost towards a better Malta.

NATIONAL POST-PANDEMIC STRATEGY 8 NATIONAL POST-PANDEMIC STRATEGY 9 PROF. SIMONE BORG Chair of Malta’s National Post-Pandemic Strategy Steering Committee The COVID-19 pandemic is undoubtedly the biggest global crisis of the last 70 years, presenting an extraordinary health, economic and humanitarian challenge.
It has been a catalyst for shifts that were already altering societal and business behaviours, such as digitalisation and sustainability, while also amplifying other challenges such as mental health issues and social inequality.

It is vital that countries respond to this highly complex situation with a well thought-out, coherent set of actions.
Malta has developed a National Post-Pandemic Strategy (NPPS) that reflects on both the challenges and the opportunities revealed by COVID-19, with the aim of building back better.

As a nation, we now have the chance to create a fairer and more inclusive society, transition to greener and more sustainable practices, protect our environment and natural assets, and shape a more competitive and resilient economy for present and future generations within the framework of sustainable public finances.
The areas of focus within the NPPS derive from three central questions: 1) How do we improve quality of life and wellbeing?

2) How do we sustain business and employment and drive a strong recovery?

3) How do we remain resilient and competitive?

The resulting strategy outlines 12 themes, each linked to UN sustainable development goals, and three critical and interconnected areas of focus: society, economy and environment.
The strategy was led by a Steering Committee comprised of seasoned experts with diverse skillsets and experience, drawn from academia and public bodies including: the University of Malta; the Malta Council for Economic and Social Development; the Economic Policy Department at the Ministry for Finance and Employment; the Superintendence of Public Health; the Permanent Secretariat for EU Funds; and the Ministry and Permanent Secretariat for Research, Innovation and the Coordination of the Post-COVID-19 Strategy.
The Steering Committee took a three-pronged approach.

Firstly, it conducted extensive research to understand what other countries are doing to alleviate and overcome common challenges brought about by the pandemic.

Secondly, it held more than 80 meetings with key stakeholders, social partners and government ministries from both Malta and Gozo.
Collectively they represent a whole range of interests, domains and sectors within society and the economy, and provided an understanding of the current situation, the key challenges and the priority areas for national focus.

Finally, the committee sought ideas from the public, via a one-month consultation, to ensure all members of Maltese society had the opportunity to contribute and help shape the country’s future direction.
The resulting 12 strategic themes collectively and cohesively work together to help us construct a post- pandemic society that is truly inclusive and resilient, an economy that is strong, competitive and fair, and an environment that is valued and protected.

Although the thematic areas are horizontal and aim to provide a holistic national focus, the NPPS takes into account the needs of different stakeholder groups across Malta and Gozo.
NATIONAL POST-PANDEMIC STRATEGY 10 TABLE OF CONTENTS NATIONAL POST-PANDEMIC STRATEGY 11 PG 12 EXECUTIVE SUMMARY PG 16 HOW DO WE IMPROVE QUALITY OF LIFE AND WELLBEING?

1.

Maintain the focus on health sparked by the crisis and support an enabling environment that promotes wellbeing.

Prioritise mental, physical and emotional wellness as critical aspects for a healthy society and strengthen investment and capabilities in these areas, together with primary and preventative care.

2.
2.

Address societal challenges which the pandemic has amplified through a bottom-up, evidenced- based approach at a community level.

Strengthen community-led social capital to increase assistance and expand services delivered locally to enhance reach, build trust and increase uptake.

3.

Enhance social cohesion and equity across Maltese society.
Focus on the under-served segments of the country, championing inclusion, building trust, and combatting all forms of discrimination and exploitation to create structures which support and empower communities.

4.

Adopt a more cohesive approach to planning and development which enhances the urban environment and enshrines sustainable practices.

Preserve and create green community spaces and parks for public use.
Prioritise restoration, regeneration and aesthetics, and integrate alternative mobility in a holistic manner.

PG 26 HOW DO WE SUSTAIN BUSINESS AND EMPLOYMENT AND DRIVE A STRONG RECOVERY?

5.

Facilitate business investment in Malta and Gozo, alongside government spending, to spur activities that drive competitiveness, quality, transformation and sustainable growth.

Foster a ‘can do’ business approach and support openness to international business and new niches.

6.
6.

Refocus and integrate education, labour and economic policy to underpin social and economic revival, transformation, innovation, wellbeing and sustainable growth.

7.

Accelerate green economic transition and investment as a focal point in Malta’s plan towards carbon neutrality by 2050; progress the UN’s sustainable development goals; foster a circular economy; and implement the EU Green Deal in order to change mindsets and deliver new green jobs and innovation.

8.
8.

Channel government resources and mainstream policy to drive innovation and focus on outcomes.

Address critical blockers that hamper innovation and accelerate private enterprise in start-ups, as well as industry-driven R&D and knowledge clusters.

PG 36 HOW DO WE REMAIN RESILIENT AND COMPETITIVE?

9.

Strengthen and prioritise a compliance and enforcement culture.

Nurture a national conscience built on purpose, public interest, good governance, transparency and accountability.

10.
10.

Support investment in digital infrastructure, skills and services.

Close the digital divide to ensure all members of society and all types of business are fully able to embrace digital technology to improve the way we live and work.

11.

Foster the safeguarding of natural assets.

Focus on systematic education, conservation and the transition towards a more sustainable way of living in harmony with the environment for the benefit of current and future generations.

12.
12.

Reinforce disaster recovery preparedness, critical capabilities and ecosystems to enhance resilience.

Ensure the availability of critical physical and social infrastructure such as food, water, energy and health as well as digital, air and sea connectivity.
PG 47 PG 49 COORDINATION AND IMPLEMENTATION FRAMEWORK METHODOLOGY AND APPROACH NATIONAL POST-PANDEMIC STRATEGY 12 EXECUTIVE SUMMARY NATIONAL POST-PANDEMIC STRATEGY 13 MALTA’S NATIONAL POST-PANDEMIC STRATEGY (NPPS) OUTLINES AN AMBITIOUS PLAN TO HELP THE NATION BUILD BACK BETTER IN THE WAKE OF COVID-19.

WE ARE USING THE TERM ‘POST-PANDEMIC’ TO REFER TO THE PERIOD SINCE EARLY 2020 WHEN THE VIRUS FIRST ENTERED OUR LIVES.
WHILE WE RECOGNISE THAT THE CRISIS IS NOT YET OVER, IT IS NO LONGER AT ITS HEIGHT, AND NOW IS THE RIGHT MOMENT TO START PLANNING FOR THE FUTURE.

The NPPS is structured around three central questions: 1) How do we improve quality of life and wellbeing?

The pandemic has brought the importance of health and wellbeing into sharp relief.
Our immediate priority is to control and prevent the virus, but we also want to reinforce the longer-term wellness of citizens, for example by encouraging people to eat better, exercise more, and talk openly about mental health issues.
Recognising the vital role a pleasant urban and natural environment plays in health, happiness and the quality of our tourism offering, we will adopt a more cohesive, sustainable and forward-looking approach to planning and development – enhancing our towns and cultural heritage, preserving and creating public green spaces, and enhancing infrastructure to make cycling and walking safe and enjoyable.

Assessing the full impact of the pandemic on Maltese society is a sizeable but essential task.
We will launch detailed studies to understand what assistance different segments of society need and how best to provide it.

We will also support students to catch up with lost learning.
To maintain the community spirit that came to the fore during the pandemic, our strategy will foster social cohesion and equity across Maltese society, for example by giving vulnerable people greater access to training and employment opportunities and strengthening integration programmes, given the critical role of migrant workers within our healthcare system and wider economy.

2) How do we sustain business and employment and drive a strong recovery?
Unprecedented levels of government financial support kept many companies afloat and thousands of workers employed throughout the pandemic.

Now is the time to help businesses restart, restructure and transform operations to a more sustainable model, enabled by the adoption of digital and clean technologies.

We will ensure Malta embraces this transition by developing programmes that guide and support businesses and workers to get future-ready.
We will refocus and integrate education, labour and economic policy, modernising educational curricula and driving reskilling and upskilling programmes to equip our current and future workforce with the 21st-century skills required to unlock higher-paid and value-adding jobs.

Policy and investment will underpin an innovation agenda which prioritises solving concrete problems that matter to Maltese society and delivers clear outcomes.
We will foster public-private collaboration, working closely with industry to develop specialist R&D and knowledge clusters and educational partnerships with key foreign direct investment (FDI) companies.

And we will facilitate business investment across all sectors of the economy and channel funding into start-ups that can rapidly scale and sell to the global market.

A progressive economy can only be built on an environmentally responsible foundation.
Malta has a target of carbon neutrality by 2050, as well as a commitment to the UN’s sustainable development goals and the EU’s Green Deal principles.

We will pursue this agenda by investing in renewables and clean-energy infrastructure, and by instituting a circular economy where resources are valued and waste reduced.

We will also create a pipeline of green investment projects and leverage our small size to pilot carbon tech solutions.
NATIONAL POST-PANDEMIC STRATEGY 14 3) How do we remain resilient and competitive?

It is important that we learn from the pandemic and take action to increase Malta’s ability to respond to future crises.

We will enhance disaster-recovery capabilities and establish long-term plans for more robust sea, land, air, energy and digital connectivity.
We will begin to repair public finances, which underwent severe strain during the pandemic, and create a framework for the setting up and financing of a disaster-recovery fund that can provide a safety net in the years ahead.

Resilience to future shocks also relies on protecting our natural resources – an issue that is of great concern to citizens.
We will focus on systematic education, conservation and a shift towards a more sustainable way of living in harmony with the environment for the benefit of current and future generations.

And we will make eco-tourism and heritage a key component of Malta’s tourist offering.

The pandemic has underlined how crucial it is that society works together to follow regulations developed in the common interest.
We will forge a greater sense of collective responsibility, founded on principles of good governance, transparency and accountability.

This means instilling a culture of ethical behaviour, from school-age upwards, to ensure all members of society can contribute to the common good.

We also want to make sure every individual and business has equal access to digital technology, to improve the way we live and work.
To this end we will invest in robust infrastructure, while supporting adults, particularly the elderly, to develop the digital skills they need in a modern society.

Conclusion The COVID-19 pandemic has provided a unique opportunity to think about the kind of future we want.
Our vision is of a safe, healthy and prosperous nation where citizens can live fulfilled lives, share in an equitable society, embrace the green and digital transitions, and secure well-paid jobs within a flourishing and stable economy.

If our whole society works together, with the same courage, dynamism and determination seen during the crisis, we can make this vision a reality.
The National Post-Pandemic Strategy Steering Committee Chair - Prof. Simone Borg Members - Joyce Dimech, Mario Galea, Godwin Mifsud, James Pearsall, Prof. Gordon Sammut, Clive Tonna, Paul Zahra.

NATIONAL POST-PANDEMIC STRATEGY 15 THEMATIC AREAS UNDERPINNING THE NATIONAL POST-PANDEMIC STRATEGY How do we improve quality of life and wellbeing?

How do we sustain business and employment and drive a strong recovery?

How do we remain resilient and competitive?
Maintain the focus on health sparked by the crisis Facilitate investment to activities which drive competitiveness and sustainable growth Strengthen community-led social capital to deliver evidence based solutions to societal challenges Enhance societal cohesion, inclusion and equity to make life better and fairer for all Refocus and integrate education, labour and economic policy to underpin economic revival Accelerate green investment and jobs as a focal point in Malta’s plan to transition towards carbon neutrality Adopt a more cohesive, green and sustainable approach to planning and development Channel Government resources, policy and industry collaboration to drive innovation Close the digital divide and invest in digital infrastructure, skills and services to improve the way we live and work Nurture a culture and national conscience built on purpose, public interest and good governance Strengthen the safeguarding of natural assets and the environment through systematic education and conservation Reinforce disaster recovery preparedness, critical capabilities and ecosystems to enhance resilience Linked to UN Sustainable Development Goals Integrated societal, economic and environmental focus Cohesive cross-Ministerial focus Graphic: Abridged version of Thematic Areas underpinning the National Post-Pandemic Strategy SEE HOW THE STRATEGIC INITIATIVES ARE LINKED TO THE UN SUSTAINABLE DEVELOPMENT GOALS.
NATIONAL POST-PANDEMIC STRATEGY 16 01 HOW DO WE IMPROVE QUALITY OF LIFE AND WELLBEING?

NATIONAL POST-PANDEMIC STRATEGY 17 1.

MAINTAIN THE FOCUS ON HEALTH SPARKED BY THE CRISIS AND SUPPORT AN ENABLING ENVIRONMENT THAT PROMOTES WELLBEING.

PRIORITISE MENTAL, PHYSICAL AND EMOTIONAL WELLNESS AS CRITICAL ASPECTS FOR A HEALTHY SOCIETY AND STRENGTHEN INVESTMENT AND CAPABILITIES IN THESE AREAS, TOGETHER WITH PRIMARY AND PREVENTATIVE CARE.
Context COVID-19 is a devastating health crisis, spanning both physical health and mental wellbeing, with major impacts on healthcare professionals, patients and health systems globally.

While the physical impact is evident, the psychological fallout is still largely unknown, with experts warning of a potential mental health pandemic ahead1.
Healthcare has always been a top priority for Malta, with the Country Health Profile 2019 reporting that the nation recorded one of the largest increases in per capita health expenditure in the EU over the past decade2.

Maltese citizens spend almost 90% of their lifespan in good health and the population enjoys one of the longest life expectancies in the EU3.
Yet despite the positives, the report highlights substantial disparities between income groups, with nine out of ten people in the highest income quintile reporting good health, compared with only six out of ten in the lowest income quintile.

Furthermore, almost two in five deaths in Malta can be attributed to lifestyle factors.

Obesity is identified as a major health risk; rates in Malta are now the highest in the EU for both adults and children.
A study by the World Obesity Federation reveals strong links between obesity and more serious consequences of COVID-19 infection4.

The impact of the pandemic on the health status of the population is yet to be determined.

A renewed national focus on wellness is needed as we look ahead.

Mental health problems remain one of the most substantial public health challenges and have been prioritised within previous national health strategies5.
Prior to the pandemic, more than half the general population were known to suffer a mental disorder at least once in their lives6.

Restrictions during the pandemic have caused widespread psychological effects7, from loneliness to social anxiety, and there are concerns about a worsening of mental health across all age groups, including children8.

Technological innovation came to the fore during the COVID crisis.
Although telemedicine has been available for many decades, it took the pandemic to catalyse genuine acceptance and adoption by health providers and patients, supported by the concurrent deployment of electronic patient records.

Two telemedicine centres were set up to offer virtual care, and many doctors increased the use of digital communication tools as the first line of interaction with patients.

Robotic apparatus was also used to boost testing capacity9.
These advances are a positive development that the country can build on for the future, to create better access to health services and more efficient use of resources.

The impact of various factors on health have become even more prominent during the pandemic.

Hence, it is critical that the social determinants of health are tackled holistically to drive positive outcomes for the health and wellbeing of society.

1 United Nations (2020).


Policy Brief: COVID-19 and the Need for Action on Mental Health 2 OECD (2019).

State of Health in the EU · Malta · Country Health Profile 2019 3 OECD (2019).

State of Health in the EU · Malta · Country Health Profile 2019 4 World Obesity Federation (2021).

Covid-19 and obesity: the 2021 atlas.

5 National Health Strategy Framework 2020-2030 6 The Ministry for Health (2019).

Malta Mental Health Strategy 2020-2030 7 Richmond Foundation (2021).
The Impact of COVID-19 on Mental Health – Interactive Dashboard 8 The British Academy (2020).

The COVID Decade: understanding the long-term societal impacts of COVID-19 9 https://newsbook.com.mt/en/2-telemedicine-centres-set-up/ NATIONAL POST-PANDEMIC STRATEGY 18 WHAT WILL MALTA DO?

A.
A.

Maintain the focus on infectious disease prevention and control, enhancing the resilience and preparedness of the sector to respond effectively to further COVID-19 mutations and threats through vaccination programmes, monitoring, proactive prevention protocols, enforcement, hygiene awareness and ongoing investment in healthcare facilities to safeguard against future threats.

B.
B.

Set up a multidisciplinary follow up clinic and wellbeing service for people who have had COVID-19 to monitor their health and wellbeing.

Support healthcare professionals and pandemic front-line response teams who have just emerged from a highly stressful period.

C. Attract and support research focused on the prevention on monitoring of COVID-19 and other infectious diseases.
Capitalise on Malta’s strong health-related data infrastructure and legislation, small size and unique socio-demographic profile to nurture and accelerate the development of Malta’s health research sector.

D. Continue to focus on primary and preventative care to deal with citizens’ health needs which may have been disrupted due to the national focus on COVID-19.
Ramp up national screening programmes and enhance public vaccination coverage against seasonal influenza and pneumococcus infection, particularly amongst the elderly cohort.

E. Champion a whole-of-society approach to wellness to reinforce the health system’s sustainability.

Launch widespread awareness campaigns and nudge citizens to take more responsibility for their own wellness.

Encourage healthier diets, health enhancing physical activity and discourage harmful behaviours.
Promote the use of digital tools to enable citizens to monitor and maintain healthy lifestyle habits and leverage schools to enhance awareness.

F. Elevate the focus on obesity as an overriding national health challenge across all age groups.
Launch a new strategy to tackle the issue holistically, addressing the role played by the obesogenic environment in the development of Malta’s food policy and considering legislative changes and incentives to support healthier food and drink choices, alongside activities to promote physical activity.

Expand funding for counselling, specialised clinics, and weight-management programmes.

G. Increase investment in infrastructure that encourages physical mobility.
Create more safe spaces to walk and cycle, outdoor gyms and free community classes, for instance through local councils or sports clubs and associations and open spaces for family recreation.

H. Channel further investment in sports facilities and activities.

Give non-competitive sports a more prominent role within our school sports programmes to encourage students to exercise independently, in settings where they may feel more comfortable, while sustaining competitive sport.
Develop fun sporting events where the focus is on participation, not winning, to motivate people of all ages to increase their fitness.

I.

Expand mental health care capacity and investment to support society’s recovery from COVID-19.

Introduce preventative monitoring of mental health and focus more on early intervention by offering increased access to low-intensity psychosocial support.
Address the five objectives set out in Malta’s 2020- 2030 Mental Health Strategy and ensure mental health care is well integrated within primary and secondary healthcare services.

Build a strong evidence base to track patient outcomes.

NATIONAL POST-PANDEMIC STRATEGY 19 J.


Launch national campaigns and new services10 to promote mental wellbeing during times of stress and crisis with an aim to normalise conversations about mental illness and remove the stigma associated with accessing mental health services, targeting schools and workplaces alongside households.

Focus on tackling issues that may have been exacerbated by the pandemic and expand community-based and active outreach mental health services.
K. Bolster the use of telehealth and digital tools beyond the pandemic to increase the reach and speed with which services can be delivered, while simultaneously reducing the strain on the healthcare system caused by the backlog of non-COVID-19 patient care.
L. Drive robust stewardship on the proper use of antimicrobials to ensure medical advances of recent decades remain effective in preventing and treating infections in humans, animals and plants – the goal of Malta’s Strategy and Action Plan for the Prevention and Containment of Antimicrobial Resistance11.
M. Tackle and invest in the social determinants of health including the social, cultural, political, economic, commercial and environmental factors that shape the conditions in which people are born, grow, live, work and age.

Champion ‘Health in All Policies’ as an approach to improving the health of all people by factoring health implications across key policy decisions.

10 Richmond Foundation, in partnership with Epic for Good, has launched OLLI.chat.
OLLI.chat is a confidential, online, and free 24/7 live chat, designed to offer emotional support and practical guidance to anyone in Malta and Gozo who needs a helping hand to keep moving forward.

The service will run alongside its telephone helpline 1770.

11 Ministry for Health and Ministry for Agriculture, Fisheries and Animal Rights (2020).

A Strategy and Action Plan for the Prevention and Contain- ment of Antimicrobial Resistance in Malta 2020 - 2028 NATIONAL POST-PANDEMIC STRATEGY 20 2.
ADDRESS SOCIETAL CHALLENGES WHICH THE PANDEMIC HAS AMPLIFIED THROUGH A BOTTOM-UP, EVIDENCED-BASED APPROACH AT A COMMUNITY LEVEL.

STRENGTHEN COMMUNITY-LED SOCIAL CAPITAL TO INCREASE ASSISTANCE AND EXPAND SERVICES DELIVERED LOCALLY TO ENHANCE REACH, BUILD TRUST AND INCREASE UPTAKE.

Context Although the pandemic has had an impact on the entire Maltese population, it has affected different sections of society in different ways.
Many people are mourning the unfortunate loss of loved ones or still recovering from long COVID.

The drop in economic activity has hit pre-pandemic standards of living hard and created a new segment of financially vulnerable households.

Some people struggled to adjust to working from home or being on the frontline of crisis response during times when infection levels were high.
Many living alone experienced isolation and marginalisation, people with disabilities were sometimes overlooked when social distancing policies were designed, and children had to cope with school closures, reduced extra-curricular activities, learning loss and lack of social interaction with their peers.

Assessing the full impact that the pandemic has had on Maltese society is a sizeable but essential task.
It requires a granular, bottom-up community mapping exercise which can help to identify problems faced by different segments of society, whether these were exacerbated by the pandemic or directly caused by it, and whether they are location-specific or nationwide.

Critically, it must also identify how communities or the government can help address these problems.
A one-size-fits-all approach will not work and there is a very real risk that pre-existing structural inequalities in income and poverty, in education and skills, and between generations may increase if targeted interventions are not made12.

In pre-pandemic times we were moving in a direction to raise the living standards of unemployed people, low-skilled workers, people with disabilities, asylum seekers, and people at risk of poverty13 – and this was considered social protection.
Now is the time to redefine such intervention as social investment – an opportunity to create a more equitable and inclusive society.

Community-led social infrastructure has been one of the silver linings of the pandemic.

Many will remember how volunteers stepped in to deliver food and other essentials to those who were vulnerable, how young neighbours taught the elderly to use digital communication tools, and how restaurants teamed up to prepare meals for essential workers and those in need.
We must explore how we can make the most of these strong underpinnings of Maltese society, including parishes, local councils, social networks and NGOs.

Doing so will increase the take-up and impact of services, deepen trust in such services, and enhance quality of life.

Despite the challenges and financial pressures of the pandemic, some voluntary bodies and NGOs launched new services and found different ways of raising money.
And many businesses started to develop a stronger sense of purpose, stewardship and responsibility towards their communities.

These are all positive developments that can be cultivated and reinforced by enlightened social policy.

12 British Academy (2021), The COVID decade: Understanding the long-term societal impacts of COVID-19, The British Academy, London 13 The at-risk-of-poverty threshold is set by the EU at 60 % of the national median equivalised disposable income after social transfers.
NATIONAL POST-PANDEMIC STRATEGY 21 WHAT WILL MALTA DO?

A.

Launch detailed studies on the impact of the pandemic on specific segments of society in order to pinpoint pre-existing and emerging problem areas.

Increase efforts to collect data at a community level to identify and enact tailored actions, thereby ensuring that achievements can be disaggregated and progress appropriately monitored.
Use granular data to identify local solutions that could be developed and provided by different community-based organisations, alongside government programmes.

B.

Set up a post-pandemic ‘population committee’ to report back to the government periodically on the status of different groups within Maltese society and their ability to recover post-pandemic.

Ensure that studies are made publicly available to ensure that non-governmental service providers can also benefit from the insights.
C. Develop targeted interventions to counteract educational disruption caused by COVID-19.

Based on research to establish levels of learning lost due to the pandemic, develop catch-up programmes to ensure those who have been affected do not fall behind.

Launch initiatives to support students who are coping with mental health issues brought about by isolation and remote learning.
D. Monitor rates of early school leaving and launch programmes to counteract challenges that may have been exacerbated by COVID-19.

Follow up on progress and help school leavers build stronger skill-sets and knowledge to better equip them for the job market.

Use IT-based tools such as data and predictive analytics to identify students at most risk, in order to help educators take preventative action and drive better outcomes.
E. Acknowledge and consolidate the state’s role in the provision of social benefits and services and sustain efforts to meet the needs of people who are socially excluded or at risk of poverty.

Champion the concept of active citizenship which was widespread at the height of the pandemic, when volunteers mobilised to assist the elderly and vulnerable.

Continue to strengthen social welfare programmes and forge more public social partnerships with voluntary organisations.
F. Assess how various types of voluntary organisations have been affected by the pandemic and what additional support may be needed.

Consider direct financial assistance, human resources and assistance for other needs such as premises and equipment.

G. Develop a solidarity programme for culture, the arts, sport and other activities that were severely curtailed or halted by the pandemic.
Sponsor a programme of street-performance and small-scale performing arts events (in line with health protocols) to create a positive post-COVID atmosphere for citizens and tourists.

Foster the development of culture, the arts and creativity as critical elements for societal wellbeing.

Quantify the direct and indirect economic benefits that the sector delivers to strengthen its case for additional funding and support.
H. Enhance communication campaigns to ensure that all segments of society are better informed.

Consider the usability and accessibility of different channels, taking account of individuals who may not have access to the internet or require multilingual materials.

I.

Promote work-life balance as a critical enabler for a healthy society, helping individuals to reconcile the demands of work, family and societal obligations.
This will require the active involvement of all stakeholders, particularly as hybrid and remote working continue beyond the pandemic.

NATIONAL POST-PANDEMIC STRATEGY 22 3.

ENHANCE SOCIAL COHESION AND EQUITY ACROSS MALTESE SOCIETY.

FOCUS ON THE UNDER-SERVED SEGMENTS OF THE COUNTRY, CHAMPIONING INCLUSION, BUILDING TRUST, AND COMBATTING ALL FORMS OF DISCRIMINATION AND EXPLOITATION TO CREATE STRUCTURES WHICH SUPPORT AND EMPOWER COMMUNITIES.
Context One of the positives arising from the pandemic was a sense of national unity, with public and private sectors collaborating closely as people worked towards a set of common goals.

It is now vital that, as a nation, we collectively drive positive change for a better Malta, looking at challenges and solutions objectively, and with an appropriate focus on the long term as well as more pressing issues.
The disruption caused by COVID-19 may serve as an opportunity to reset Maltese society and cement this new spirit of cooperation.

As the country enters its post-pandemic recovery phase, our aspiration is to bolster social cohesion and equity with renewed impetus.

A socially cohesive society is one where diversity is celebrated, and where people trust and respect one another and feel a sense of belonging.
Equity of opportunities and of outcomes is the cornerstone of such a society, be it with respect to labour market participation, income distribution, education or housing.

To achieve this goal, we must address the societal vulnerabilities that have been caused or exacerbated by the pandemic.

Uncertainty and inequality can play a big part in unsettling social cohesion, and some tensions have been apparent during the past 12 months, as the trade-off between health and economic interests emerged.
Such divisions may deepen as and when government financial intervention is scaled back, so it is important that we provide transparency in decision-making.

There is also a need for continued sensitivity to the needs, frustrations and vulnerabilities of different groups, which include the elderly, those in borderline poverty and precarious life-situations, people with disabilities and mental health conditions, ethnic minorities and refugees, among others.
The pandemic has affected the position of many people, especially those who were already experiencing social and economic difficulties, and these problems must be addressed.

Maltese society, as with all other societies, is constantly changing.

Prior to COVID-19, the country was experiencing record inward immigration, thus ensuring that critical public services could run and businesses grow.
The skills, work ethic and diversity of immigrants present Malta with enormous potential, and this can be fully realised if newcomers are successfully integrated into Maltese society in a sensitive manner.

NATIONAL POST-PANDEMIC STRATEGY 23 WHAT WILL MALTA DO?

A.

Build social cohesion on the basis of human rights.
Ensure that the under-served segments of society are not only protected through legislation but actively supported through targeted policy measures that provide a real opportunity for vulnerable segments of society to better their situation.

B.

Continue to concentrate on equitable wealth generation as the foundation for a better, fairer and more inclusive society.

Focus policy on measures to help people climb the career ladder and improve incomes.
Continue to channel government support to those who are falling behind, alongside policies to ensure everyone has access to housing and schemes to support home-ownership.

C. Increase employment and secondment opportunities for underprivileged groups, with a particular focus on people with disabilities.

Strengthen funding and programmes for training, internships, secondments and workplace accessibility and harness remote-working opportunities to increase inclusion.
D. Provide grants and assistance to local clubs, businesses and organisations to support community- driven activities.

Link financial assistance to inclusion targets for disadvantaged groups in activities and membership; this will encourage clubs to focus on proactive outreach programmes and boost participation in their existing inclusive social events.
E. Counter all forms of discrimination and exploitation through information and awareness-raising campaigns targeted at different sectors of the population, as well as through specialised training of relevant law enforcement officials, local authorities and NGOs.

Publish and champion good practice guidelines to combat hate speech, racism and bullying.
Design and roll out communication campaigns, including case studies that tell the stories of vulnerable individuals and groups and make clear their contribution to society.

F. Streamline processes for the vulnerable to gain access to the labour market.

Focus on all vulnerable groups, to make sure their existing skills, competencies and proficiencies are harnessed for everyone’s mutual benefit.
Create ‘one-stop shops’ to map the skills requirements of the private sector, identify skills gaps, and provide opportunities for retraining to ensure better job matching.

G. Strengthen integration programmes for foreign nationals.

Introduce pilot projects at a community level to sensitise communities to the needs and concerns of both Maltese society and migrants, in a two-way process that fosters dialogue and deepens understanding and empathy.
H. Set up a skills assessment and training centre for asylum seekers and people with international protection.

Encourage businesses to offer training, work experience and employment opportunities to those with few or no formal qualifications, while ensuring that employment conditions are safeguarded.

NATIONAL POST-PANDEMIC STRATEGY 24 4.

ADOPT A MORE COHESIVE APPROACH TO PLANNING AND DEVELOPMENT WHICH ENHANCES THE URBAN ENVIRONMENT AND ENSHRINES SUSTAINABLE PRACTICES.
PRESERVE AND CREATE GREEN COMMUNITY SPACES AND PARKS FOR PUBLIC USE.

PRIORITISE RESTORATION, REGENERATION AND AESTHETICS, AND INTEGRATE ALTERNATIVE MOBILITY IN A HOLISTIC MANNER.

Context The COVID-19 pandemic has brought renewed attention to physical spaces, urban environments and their connections with mental and physical health.
It has also highlighted a number of problems we face in Malta: most residents lack access to gardens and green space; walking and cycling infrastructure is inadequate, and neighbourhood construction amplifies stress for those working from home.

It is time for the country to rethink its approach to development and planning, with a heightened focus on shared community spaces, accessible green areas, non-motorised ways to commute, and more sustainable development practices.
A viable national plan is needed to bring all these factors together in a holistic way, embedding restoration, regeneration, aesthetics and the safeguarding of Malta’s urban heritage as key principles.

There will be significant economic benefits from such an approach.

Malta’s economy is highly reliant on tourism – an industry that thrives on cultural sensitivity, lifestyle and aesthetics.
If development is well conceived and thoughtfully executed, it will serve to protect tourism as one of our core economic drivers.

A more pleasant living environment for locals will also positively contribute to better physical and mental wellbeing.

Malta has experienced rapid economic growth over the past decade, resulting in considerable development and investment in infrastructure.
While this growth has helped to improve the standard of living for various segments of society, it has also created significant problems in the form of over-development, urban sprawl, increased traffic, higher levels of noise and air pollution, and stresses on national infrastructure such as road networks, sewage treatment and utilities.

Post-pandemic, the country urgently needs to tackle these issues.
Of course, planning considerations are complex and need to cater for various socio-economic needs and interests while remaining flexible.

However, it is increasingly recognised by the government and key stakeholders that the existing regulations and guidelines do not adequately reflect the current and future needs of society in a broader sense.14 Looking ahead, we need to carefully assess our national aspiration regarding the country’s demographic profile and population inflows.
Which skill sets do we want to attract through migration and relevant incentives?

Which economic sectors do we want to invest in, and what workforce patterns will be needed to sustain them in the future?

These factors will heavily influence the level and type of physical development in Malta.

14 In 2020, the government launched a comprehensive review of the 2015 Strategic Plan for the Environment and Development, a process which is expected to take three years.
It also created an Intelligent Planning Forum, which brings together key development, planning, and environment stakeholders to identify short- and long-term actions for smarter, more sustainable planning.

Key stakeholders and social partners have also published detailed proposals, including the Kamra Tal-Periti’s A Modern Building and Construction Regulation Framework (2020) and Moviment Graffitti’s Reforming Planning and Construction in Malta proposals amongst others.
NATIONAL POST-PANDEMIC STRATEGY 25 WHAT WILL MALTA DO?

A. Prioritise forward planning to ensure planning regulation is fit for purpose in protecting Malta’s cultural identity as well as the natural and built heritage.

Develop bespoke planning regulations to address specific needs at the local level including Gozo, coastal areas, UNESCO sites, Natura 2000 sites, entertainment hubs, high-rise developments, public spaces and tourism zones.

B.
B.

Ensure that the revision of the Strategic Plan for Environment and Development provides a nationwide, multi-stakeholder blueprint to guide future development15.

Bolster the Heritage Authority and Environment and Resource Authority’s remit in planning decisions.

Enhance enforcement to curb illegal development and safeguard outside development zones (ODZ).
C. Develop further sustainable planning regulation principles and integrate the mobility shift into planning in a more coherent manner, focusing on reducing private car-use, mandating open public spaces, green recreational areas and pedestrian zones, and enhancing urban conservation and agricultural-zone protection.

Explore the development of alternative car-free pathways which connect localities to make cycling and walking safe and enjoyable, and continue to maximise maritime transport options.
D. Expand investment in national parks and green spaces in communities.

Focus on providing local amenities that are within walking distance and harness partnerships with local businesses and communities to enhance and sustain those amenities.

E. Launch a programme and dedicated structure for the regeneration of tourism zones in a sustainable, sensitive and creative manner.
This will require an urban revitalisation approach, combining elements of town centre management, community planning and urban regeneration, to maximise available resources.

Encourage voluntary partnerships to improve local areas and make them more attractive to tourists.

F. Revise planning and building laws, guidelines and policies to promote aesthetic and green principles of construction at the design stage.
Develop retrofitting guidelines and embed technology to make towns cleaner, safer, and more sustainable.

G. When granting permits, make sure the interpretation of policies respects environmental principles and sustainable practices.

Ensure that environmental NGOs have access to justice in environmental decision making.

H. Grant the newly established Building and Construction Agency the power to monitor compliance with relevant laws, throughout the construction, lifetime and decommissioning of buildings.
I.

Establish robust and measurable building and construction standards to safeguard quality in construction, protect residents’ and workers’ health and safety, achieve energy and resource efficiency, and address related pollution16.
Introduce licences and specialised warrants for construction activities, audits and inspections to confirm works align to permit conditions, safety, employment and other regulations contained within the National Building Code17, which is being established by Malta’s new Building and Construction Agency.

15 In 2020, the government launched a comprehensive review of the 2015 Strategic Plan for the Environment and Development, a process which is expected to take three years.
It also created an Intelligent Planning Forum, which brings together key development, planning, and environment stakeholders to identify short- and long-term actions for smarter, more sustainable planning.

16 Malta’s Long-Term Renovation Strategy 2050 provides a number of schemes and plans for more energy-efficient use of buildings to support the decarbonisation of building stock.

The Climate Action Board has set up a stakeholder dialogue group to support related initiatives.
17 The National Building Code will set out minimum standards for the building and construction industry.

NATIONAL POST-PANDEMIC STRATEGY 26 NATIONAL POST-PANDEMIC STRATEGY 27 02HOW DO WE SUSTAIN BUSINESS & EMPLOYMENT AND DRIVE A STRONG RECOVERY?

NATIONAL POST-PANDEMIC STRATEGY 28 INVESTMENT IN MALTA AND GOZO, ALONGSIDE 5.

FACILITATE BUSINESS GOVERNMENT SPENDING, TO SPUR ACTIVITIES THAT DRIVE COMPETITIVENESS, QUALITY, TRANSFORMATION AND SUSTAINABLE GROWTH.
FOSTER A ‘CAN DO’ BUSINESS APPROACH AND SUPPORT OPENNESS TO INTERNATIONAL BUSINESS AND NEW NICHES.

Context The COVID-19 pandemic created a deep economic shock, felt across most sectors of the economy.

Despite extensive business-support measures from government, many companies still face severe financial difficulties and uncertainties, particularly those sectors that depend on tourism or on trade from large numbers of office-based workers.
Nobody knows how long this crisis will last, or to what extent life and business will return to pre-COVID conditions.

Unprecedented levels of government financial support have kept many businesses afloat and thousands of workers employed.

Some industrial companies altered their supply chains and started to offer new products and services, as global manufacturers moved their operations back to Europe.
Digital technology enabled office-based staff to shift to remote working, while digital platforms enabled many businesses to start trading online.

However, a lot of companies have struggled to adopt this technology, particularly micro enterprises (93.1% of all Maltese businesses18) which often do not have the necessary skills and capital.

The economic outlook crucially depends on the evolution of the pandemic and the restrictions necessary to contain it.
Policy support at national and EU level will be crucial for the recovery19.

On this front, the EU’s Recovery and Resilience Facility, Green Deal and 2021-2027 budget share similar objectives – to shift economies towards a more sustainable and inclusive model, enabled by a broader adoption of digital and clean technologies (see page 32 for further details).

Malta’s economic policy and vision must be fully aligned to such a transition, entailing substantial transformation and investment on multiple fronts.
Organisations must be adaptable, agile and open to further change.

Some structural shifts to sectors, job opportunities, manufacturing and working practices could last long beyond the pandemic.

The strain on public finances will be long-lasting too.

Hence it is critical that the country creates the right environment to mobilise private investment as we drive a strong and sustainable recovery while safeguarding the sustainability of public finances.
Looking ahead, Malta must seek to rebuild business confidence and drive a strong recovery through concerted investment.

Critically, both the public and private sectors need to focus their attention on activities that boost competitiveness, improve quality, and enable businesses to transition to a more sustainable operational model.

All types of organisations must consider the role of ecosystem partners to enhance their value chains.

18 -Malta SBA Fact Sheet (2019) 19 European Commission (2020).
Annual Sustainable Growth Strategy 2021.

COM(2020) 575 final NATIONAL POST-PANDEMIC STRATEGY 29 WHAT WILL MALTA DO?

A.

Develop ‘future industry’ diagnostics and transformation roadmaps which focus businesses on post- COVID realities and guide their transformation activities towards new business, service and production models, technology and skills.

B.
B.

Safeguard the retention of current growth industries while cultivating the development of new niches, clusters and sectors and leverage international trade opportunities.

Critically identify the strengths and unique characteristics that make Malta an attractive location for companies to operate from.

Engage with key ecosystem stakeholders including banks, regulators and industry to develop new sectors in a cohesive way, aligned with Malta’s Economic Vision.
C. Provide assistance to help organisations restart, reengineer and transform their operations through a revamped set of incentives.20 Review and assess the suitability and fit of incentives schemes for modern- day business models and operations.

Enhance outreach programmes and make it simpler and easier for firms to apply for support.
D. Launch incentives to encourage businesses to re-invest profits in sustainable and growth- enhancing projects, particularly those that aid the green and digital transition and create new jobs and opportunities.

E. Align budget spending, including capital project prioritisation, to sustainable activities with strong economic and social multipliers, in alignment with the UN’s sustainable development goals.
Earmark key sites for private-sector development for high-value added economic activities including research and development, educational activities and industrial use.

F. Regenerate and upgrade industrial zones21.

Assess the viability of public-private partnership (PPP) models to increase industrial space vertically in conjunction with current tenants.

G. Assist and guide businesses and the public sector to leverage digital technologies and enhance productivity.
Promote the use of digital platforms and shared services to help businesses, particularly small and micro enterprises, as well as the public sector, to outsource certain parts of the value chain such as e-commerce and delivery.

H. Continue to strengthen the business environment to give firms breathing space to restructure operations.

Address legal and administrative gaps to support swifter dispute-resolution methods regarding recovery and insolvency matters.

I.
I.

Explore how a toolbox of recapitalisation instruments could be created to help support the restructuring of businesses post-pandemic such as through the conversion, restructuring and rescheduling of debt.

20 A full list of the schemes offered by Malta Enterprise are available at: https://covid19.maltaenterprise.com/regeneration-initiatives.
Schemes include cash grants of up to €50,000 for eligible investments under the Smart and Sustainable Investment Scheme 2021; up to €10,000 of funding for business advisory con- sultancy under Restart Incentive Scheme 2021; and up to €10,000 of funding for business transformation and reengineering activities under the Change to Grow 2021 Scheme.
21 INDIS Malta, previously known as Malta Industrial Parks (MIP), the company responsible for the administration of the government-owned industrial estates and related facilities around the islands, launched a €470m investment programme in November 2020 to create additional space for industrial, knowledge intensive and start-up facilities and upgrade and regenerate existing industrial zones.

NATIONAL POST-PANDEMIC STRATEGY 30 6.


REFOCUS AND INTEGRATE EDUCATION, LABOUR AND ECONOMIC POLICY TO UNDERPIN SOCIAL AND ECONOMIC REVIVAL, TRANSFORMATION, INNOVATION, WELLBEING AND SUSTAINABLE GROWTH.

Context Malta, like many other countries across the world, faces a pressing challenge to equip its workforce with the right skills for the economy of today and tomorrow.
A strong set of interconnected policies spanning education, skills, migration and industry is required in order to maintain Malta’s competitiveness and attractiveness, leading to continued sustainable growth and improved wellbeing for all.

Various trends that were already prevalent before the pandemic, such as the rise in automation, AI and other technologies, have rapidly accelerated over the past year, with organisations reinventing their production, service and business models.
Supply-chain reconfigurations, particularly the rise in nearshoring and reshoring, together with significant disruption to the tourism and travel industry, are likely to result in a rebalancing of demand for certain jobs in certain locations, including Malta, with repercussions that may last long beyond the pandemic.

Meanwhile, the adoption of remote working practices, and many companies’ commitments to continue such practices, look set to drive further structural change to global job markets.
The pandemic has acted as a spur to address long-term, underlying issues, such as Malta’s skills shortage across most economic sectors.

In the five years prior to the pandemic, many industries including igaming, manufacturing, tourism, financial and professional services and construction grew at unprecedented rates.

The government has so far adopted a pragmatic approach to plug skills shortages.
These efforts have largely focused on importing talent, facilitated through fast-track visa schemes for third-country nationals, and the creation of special income-tax schemes for highly qualified professionals in certain industries.

While effective, these schemes have also had certain unwanted consequences, such as wage depression and an unequal playing field between local and international experts.
And rapid population growth due to labour importation has raised pressure on housing, education, health, waste and infrastructure, requiring government to focus resources and investment on remediation activities rather than productive investment, while generating downwards pressure on wages in certain professions.

The government recognises these challenges and is in the process of drafting a new Employment Policy which will be launched later in 2021.
This necessitates more cohesive planning to align the supply and demand for labour with economic policy.

Education needs to be refocused towards creating a critical mass of skilled workers.

This may require deep reforms to address problems such as the fact that less than 50% of secondary school pupils currently obtain the necessary grades to progress to sixth form22.
Not every student is suited to higher academic learning, however, and Malta has seen a continuous investment in vocational education and training (VET) over the past decade.

The introduction of new applied and vocational subjects and learning pathways have played an important role in creating career options for all types of students.

Such frameworks require close monitoring and collaboration with industry to ensure programmes are aligned with industry needs.
22 University of Malta MATSEC Examinations (2021).

Statistical Report Secondary Education Certificate Examinations 2020 NATIONAL POST-PANDEMIC STRATEGY 31 WHAT WILL MALTA DO?

A.

Integrate education, employment and skills policies.

Establish and monitor how the demand for skills is evolving within different industries and clusters, as well as the changing skill sets needed for certain jobs and create coherent alignment with education, skills, employment (including immigration) and economic policy.
B. Refocus education to give precedence to skills development.

Concentrate on problem solving, critical thinking, communication and creativity, with a strong STEM and digital underpinning.

Establish a cross- party, multi-stakeholder review of educational curricula and teaching methodologies, in collaboration with educators, industry leaders and students, to cultivate the technical and soft skills required for tomorrow’s workforce.
C. Modernise and enhance career guidance frameworks to highlight new opportunities and emerging technologies while simultaneously challenging gender stereotypes related to specific industries, professions and career paths.

D. Institutionalise reskilling, upskilling and lifelong learning programmes through coordinated action with industry, unions and business chambers to improve Malta’s capacity to innovate and give workers the skills and competencies they need to unlock higher-paid and value-adding jobs.
Make sure programmes and related funding are accessible to all, including people with disabilities, and flexible to maximise participation among those who generally have limited free time due to work and family commitments.

Introduce short online courses for a wide range of sectors, building on the success of the e-learning training scheme for tourism launched during the pandemic23.
E. Widen government sponsored apprenticeship, internship and traineeship schemes to support people entering the labour market and those seeking work or looking to change career.

F. Broaden the pool of specialist human resources in the local market.
Consider incentives (for example via the tax system) to encourage students to pursue tertiary and post-graduate education in fields with particular skills shortages and high demand from employers, alongside the continuation of successful skill- based labour mobility schemes to attract foreign workers.

Launch programmes to attract highly skilled Maltese nationals working overseas back to the country.

G. Mobilise elderly members of society who choose to continue working past retirement age.
Leverage their experience for training and knowledge-transfer programmes.

Explore how to get elderly members of society more involved in mentorship programmes for entrepreneurs.

H. Establish Malta as an international hub for high-quality education.

Create educational partnerships with key foreign direct investment (FDI) companies and explore Brexit-related opportunities through partnership programmes with highly-ranked tertiary educational providers.
Launch programmes to attract international post-doctoral researchers who will become the next generation of leaders in their particular fields.

I.

Strengthen equitable after-school support for all children, to inspire learning and better educational attainment, particularly among those who are underperforming.

Continue to build on investments in digital tools which enable students to access lessons and materials beyond the classroom and pilot new after- school extra curricular programmes.

J.
J.

Upgrade employment legislation and frameworks to attract and support new forms of work, including remote and hybrid models.

Clarify permanent establishment tax triggers24 and launch an attractive home-schooling framework to enhance Malta’s appeal to digital nomads, marketing the country for such purposes once these are in place.

Ensure that freelance and agency workers are appropriately protected under labour legislation.
23 The Ministry for Tourism and Consumer Protection, together with the Malta Tourism Authority, offers free online training in a wide range of skills needed by the tourism industry.

In total, 300 accredited courses and around 750 short courses including language courses are available, with a budget to support the training needs of 25,000 – 30,000 workers.
24 Foreign enterprises which seek to employ Malta-based remote employees are faced with uncertainty regarding potential corporate tax exposures in Malta.

This also holds for self-employed individuals who work from Malta for a number of months.

The introduction of clearer source taxation rules, together with guidance on thresholds which must be exceeded for a tax exposure to arise, should provide foreign enterprises and entrepreneurs with clarity.

NATIONAL POST-PANDEMIC STRATEGY 32 7.


ACCELERATE GREEN ECONOMIC TRANSITION AND INVESTMENT AS A FOCAL POINT IN MALTA’S PLAN TOWARDS CARBON NEUTRALITY BY 2050; PROGRESS THE UN’S SUSTAINABLE DEVELOPMENT GOALS; FOSTER A CIRCULAR ECONOMY; AND IMPLEMENT THE EU GREEN DEAL IN ORDER TO CHANGE MINDSETS AND DELIVER NEW GREEN JOBS AND INNOVATION.

Context The NPPS presents a unique opportunity to actively support Malta’s green economic transition.
This transition will be launched by the Low Carbon Development Strategy (LCDS), which presents a pathway to achieving carbon neutrality by 2050.

Despite Malta’s keen ambitions in this area, there are many inherent challenges to reducing emissions.

Malta is a small island nation without carbon sink potential, and is constrained by a range of other market-related factors such as a lack of economies of scale and a reliance on imported technology.
The NPPS will support the LCDS so that the efforts of individual sectors can contribute to the national carbon neutrality target by 2050, in line with Europe’s ambition to become the first continent to achieve this status25.

The European Green Deal presents the framework by which EU Member States, including Malta, can achieve the green transition and reach such goals.
It focuses on green growth and the efficient use of resources by moving to a clean, circular economy, while simultaneously restoring biodiversity and curbing pollution.

Malta ranks 32nd out of 166 countries in the UN’s sustainable development goals (SDG) index26.

Following the transition to gas for power generation, areas for improvement include renewable energy generation, particularly from offshore, and reduction in greenhouse gas emissions from the transport and other sectors.
Further areas of environmental concern include sustainable land use, responsible production and consumption, and making our cities and communities sustainable.

The area of affordable and clean energy is marked as achieved, thanks to the government’s initiatives to decarbonise the grid and invest in renewables; nevertheless, we have committed to further action on reducing greenhouse gas emissions and increasing the share of renewable energy.
To help repair the economic and social damage caused by the pandemic, and to make European economies and societies more sustainable and resilient, the European Commission, the European Parliament and EU leaders have agreed on a €750b temporary recovery instrument.

Ninety percent of this funding will be channelled through the EU Recovery and Resilience Facility27.

A minimum of 37% of national programme investments will support climate change objectives.
Malta is in the process of finalising its local recovery and resilience plan, the main pillars of which will cover investments in energy efficiency, the circular economy, decarbonisation of transport, digitalisation, education and the institutional framework.

The new 2021-2027 EU Budget will also link a substantial proportion of funding to green projects.
Malta will shortly launch a 2050 low carbon development strategy focusing on achieving carbon neutrality in transport, energy, and buildings – the three areas that produce the largest share of greenhouse gases on the island.

Taken together, our recovery and resilience plan and our low carbon development strategy are expected to mobilise significant levels of local private investment.
Green finance, energy and infrastructure, carbon tech, bio-conservation and eco-tourism all present sizable opportunities to develop our innovation capabilities, mitigate the effects of climate change, create sustainable jobs and improve quality of life for residents.

Gozo has a vital role to play in serving as a test bed where ideas can be piloted, for potential future scalability.

25 European Commission (2019).


A European Green Deal 26 Sachs, J., Schmidt-Traub, G., Kroll, C., Lafortune, G., Fuller, G., Woelm, F. (2020).

The Sustainable Development Goals and COVID-19.

Sustain- able Development Report 2020.

Cambridge: Cambridge University Press 27 https://ec.europa.eu/info/business-economy-euro/recovery-coronavirus/recovery-and-resilience-facility_en NATIONAL POST-PANDEMIC STRATEGY 33 WHAT WILL MALTA DO?

A.
A.

Work towards the achievement of carbon neutrality within government in order to lead by example, inspire others and act in partnership with the private sector, local councils and citizens.

This process will be driven by the low carbon development strategy which will be launched in the coming weeks.

B.

Keep up the pace on decarbonisation by 2050 across all sectors, through investment in more renewable sources of energy, particularly offshore.
Further incentivise and nudge behavioural change so that businesses, industry and households adopt more energy-efficient practices.

C. Expand investments in energy infrastructure to help reduce greenhouse gases and air pollution from our roads and ports.

Provide incentives for people to use public transport and install electric vehicle charging infrastructure and ship-to-shore energy supply.
D. Develop policy to direct the construction industry to adopt more energy-efficient practices and move towards zero emissions.

Reduce building waste with the right supporting infrastructure.

Promote the use of energy-efficient designs and building materials and incentivise the re-use and recycling of materials.

E. Prompt citizens and businesses to change attitudes and behaviour regarding the green transition and sustainability efforts.
Inspire Malta’s residents to lead the charge for a better environment.

Help corporates become more sustainable by rewarding early voluntary ESG actions and disclosures.

F. Develop Gozo into a hub to pilot green and carbon-tech solutions that also create jobs, spur investment and innovation, and incubate environmentally friendly tourism.

Support the island in its ambition to become carbon neutral before Malta.
G. Further develop a legal and regulatory framework to accelerate sustainable finance to support the process of decarbonisation and the implementation of the green economic transition.

Support the development of a green finance market for carbon offset/credit trading.

H. Catalyse funding and support for community environmental projects.

Promote institutional, corporate and citizen investment in environmental projects.
Explore the issuing of sovereign green bonds28, alongside the incentivisation of corporate green bonds, and support the setting-up of green investment funds.

I.

Finance research grants for the development of sustainable technologies and circularity practices.

Ensure schools and tertiary education institutions equip Malta’s future talent pool with the knowledge and skills they need for green jobs.
28 A green bond is a type of fixed-income instrument that is earmarked to raise money for climate and environmental projects.

A blue bond focuses on projects to conserve and sustainably use the ocean, seas and marine resources.

NATIONAL POST-PANDEMIC STRATEGY 34 8.

CHANNEL GOVERNMENT RESOURCES AND MAINSTREAM POLICY TO DRIVE INNOVATION AND FOCUS ON OUTCOMES.
ADDRESS CRITICAL BLOCKERS THAT HAMPER INNOVATION AND ACCELERATE PRIVATE ENTERPRISE IN START-UPS, AS WELL AS INDUSTRY-DRIVEN R&D AND KNOWLEDGE CLUSTERS.

Context The pandemic led to a surge in scientific research and innovation.

We have seen a whole range of breakthroughs, from virus-tracking to new treatments, diagnostics and vaccines, while AI helped to recreate the virus’s genome sequence and 3D printing helped produce PPE and ventilators.
Stimulating and sustaining investment in innovation is a critical part of Malta’s post-pandemic strategy.

Government can play a key role, particularly if it adopts a mission-oriented approach, focused on solving big, concrete problems that matter to people29.

This approach can include policy direction, infrastructure development, and the allocation of resources to crowd-in private investment and galvanise citizens and business to harness innovation to address national challenges.
Start-ups play a key part in most economies and are central to Malta’s innovation strategy.

Harnessing their potential requires us to build a stronger ecosystem, increase STEM-related talent pools, enhance access to risk capital and create a more entrepreneurial culture.

The appetite is certainly there: a 2020 study of Malta’s younger generations found that 60% of 16 to 24-year-olds (Gen-Z) would rather be entrepreneurs than employees, compared with just 39% of 25 to 39-year-olds (Millennials)30.
Malta’s small size also creates some further challenges which may have hampered digital innovation and which need to be overcome, such as a lack of data availability, funding and economies of scale.

Although the country is bilingual, 88% of nationals have Maltese as their first language.

Further investment is needed in digital Maltese-language tools and resources to enable computers to process and generate Maltese text and speech.
Speech-driven devices can be particularly helpful in enabling the elderly to use digital technology, allowing users to perform tasks simply by talking.

Malta needs to foster a stronger research and innovation output in both academia and industry.

Limited funding for academic research projects is often cited as a key challenge by researchers, alongside other barriers such as scarce resources and time, fragmentation and internal competition31.
There is also an opportunity for Malta to better harness its strong industrial base to drive forward research and innovation in specific sectors.

Meanwhile, the country’s small size can be a big selling point for companies looking to try out new ideas and technology.

The country’s national AI strategy sets out a vision for Malta to become an ideal location to pilot technology and applied research which, once proven, can be scaled internationally.
This vision resonates with many sectors and will be an area of national focus looking ahead.

29 Muzzacato, M (2019).

Governing Missions in the European Union.

Independent expert report for the European Commission 30 EY (2020).

Generations rising: The pulse of Malta’s future generations — Generate 2020 31 Levikov, N., Quacinella, D., Duca, E. (2020).

Embedding RRI in a Higher Education Institution: Lessons learned from Malta’, University of Malta NATIONAL POST-PANDEMIC STRATEGY 35 WHAT WILL MALTA DO?
A. Construct the innovation agenda around challenge- or mission-led policy frameworks32, geared to solving concrete problems that matter to Maltese society and that deliver clear outcomes.

Foster public- private collaboration and increase innovation funding to ensure budgets are aligned with ambitions.

B.

Make innovation and design a central component of policy and regulatory frameworks.
Expand investments in data, technology and regulatory sandboxes to facilitate the development of new products and services.

Explore how patent support can be further enhanced.

C. Strengthen government innovation capabilities through investments in specialised human resource capabilities.

Develop clear guidance and implement EU procurement frameworks for innovation to ensure that procurement is not an obstacle to innovation.

D. Address critical infrastructure barriers to innovation.
Set clear targets for the roll-out of digital Maltese- language tools and make them freely available under open-source licences.

Help citizens, business and public-sector organisations better harness data by expanding open data sets, further investing in big data capabilities, and creating hubs to drive the re-use of data and digital assets in other settings.
E. Amplify start-up support and investment to create a sustainable pipeline of anchor companies that can build and scale in Malta and sell to the global market.

Tap fiscal policy to attract more private investment into start-up businesses.

Launch the announced government co-investment/venture capital fund33 to increase funding support34.

Strengthen and expand mentoring and support facilities, including incubators and accelerators.
F. Develop specialist R&D and design clusters in partnership with industry.

Strengthen cooperation between public entities and agencies, industry and educational institutions to create a coherent shared focus.

G. Help organisations, researchers and start-ups access complex funding programmes at local and European levels.

Assess the level and comprehensiveness of funding and transparency of research and innovation schemes.
Strengthen networks with international universities to enhance the pool of available funding and expertise for local academic research.

H. Incubate a culture of appreciation for science across the country and make it accessible to all.

Support the distillation of complex information by translating key findings into simple narratives and data visualisations that help the public understand, engage with and act on information.

Create a platform for promotion, communication and public engagement.
32 Missions are “high-ambition, high-profile initiatives which will put forward concrete solutions to challenges facing European citizens and society” (Horizon Europe, 2020) 33 The Malta National Artificial Intelligence Strategy seeks to establish an investment fund to provide equity-based risk capital to start-ups and scale-ups.

The Malta 2021 Budget included funding for the establishment of a national venture capital fund.
34 Malta Enterprise runs a number of programmes which provide financing for start-ups.

Eligible enterprises may be able to access up to €200,000 of funding under the BStart 2021 Scheme and up to €800,000 of funding under the Start-Up Finance Scheme.

NATIONAL POST-PANDEMIC STRATEGY 36 NATIONAL POST-PANDEMIC STRATEGY 37 03HOW DO WE REMAIN RESILIENT & COMPETITIVE?

NATIONAL POST-PANDEMIC STRATEGY 38 9.

STRENGTHEN AND PRIORITISE A COMPLIANCE AND ENFORCEMENT CULTURE.
NURTURE A NATIONAL CONSCIENCE BUILT ON PURPOSE, PUBLIC INTEREST, GOOD GOVERNANCE, TRANSPARENCY AND ACCOUNTABILITY.

Context Collective responsibility is essential in addressing national challenges.

COVID-19 has emphasised how important it is that society works together to follow regulations developed in the common interest, and how breaking those rules can result in harmful unintended consequences for others.
Parallels can be drawn from this event to other issues Malta faces, including its obligations to abide by laws and regulations that are there to benefit wider society.

The pandemic has put an unprecedented level of pressure on much of our business community and workforce.

The alleviation of this hardship could not have been achieved without a powerful sense of collective responsibility and the ability of government to direct public funds to those most in need.
This has brought into sharp focus the responsibility we all have towards fiscal discipline, good governance, the efficient use of public resources and the taxes needed to fund them.

Furthermore, it is evident that the sustainability of public finances is an important pre-condition for the support of public expenditure programmes and investments.
While a number of advances have been made to improve national governance principles and structures, more can be done to ensure that all businesses and citizens abide by tax regulations, respect and follow the laws of the country, and pursue what is right and in the public interest.
This is fundamental in various aspects of our life – ranging from fiscal compliance, the way we interact with each other, civic responsibility, protecting the vulnerable in our society, and the type of business ventures that are pursued, to name but a few.
The country also faces challenges regarding how we can compete and attract foreign investment, how we can tackle backlogs in our criminal justice system, and how we can improve transparency and accountability across various institutions and levels of society.

The need to optimise the use of our resources (financial, human, natural and environmental, among others), reduce leakages and establish a clear collective responsibility in the way we live our lives has never been more evident.
Malta needs to nurture a national conscience and culture that is focused on doing what is right, rooted in common purpose and public interest, and supported by strong action to drive accountability and personal responsibility.

Education, together with sustained investment in enforcement and stronger governance structures, will be paramount in shaping the path towards a better future.

NATIONAL POST-PANDEMIC STRATEGY 39 WHAT WILL MALTA DO?

A.

Continue to strengthen governance and enforcement structures.
Foster transparency and accountability in our regulatory, fiscal, judicial, investigative and law enforcement institutions to ensure they operate autonomously and without interference.

Continue to support the build up of intelligence services, resources and technologies to ensure anti-money laundering (AML) and combating the financing of terrorism (CFT) obligations are rigorously enforced to safeguard Malta’s international reputation and economy.

B.
B.

Drive collective responsibility around the good governance agenda.

Establish clear objectives which society can aspire to as a moral compass and enhance the focus on ethics and ethical behaviour in our education system and among professionals.

Explore the setting-up of a behavioural science or ‘nudge’ unit to guide policy on ways to help people make better choices in their own interests.
C. Step up the fight against tax evasion and the shadow economy as a key pillar of sustainable public finances beyond the pandemic.

Deploy technology to proactively identify leakages and fraud.

Incentivise the use of electronic payments as an alternative to cash in a way which benefits both consumers and businesses.

D. Secure Malta’s international reputation through positive actions and showcase our achievements in responding to the pandemic.
Harness the country’s size to deploy digital and green technologies to make a meaningful impact on citizens’ way of life, which other countries look to follow.

Continue to focus on governance matters.

Foster engagement with business and society around Malta’s positive attributes and strengthen dialogue with our EU and international partners and leverage our historically strong links with the UK.
Share best practice and the expertise Malta has developed with other small-island states and engage on the special realities and vulnerabilities such countries face.

E. Bolster the use of data and evidence in policy-making.

Enhance the way we collect and share information between government ministries, agencies, NGOs and the public to enable all decision makers to refer to a shared fact base.

Increase transparency and accountability on progress and outcomes.
F. Enhance whole-of-government coordination to ensure sectoral priorities are aligned with national and international policies.

Encourage formal governance arrangements that foster and enhance communication between ministries, and with wider society.

G. Continue to develop a national wellbeing framework, which measures and monitors a wider set of indicators in addition to GDP.
Use this framework to track national progress in a holistic manner, building on work led by social partners, the business community and academia35 36.
H. Explore how social impact assessments (SIAs) can be introduced more widely across policy making, legislation, investment and development projects to enhance the process of analysing, monitoring and managing the intended and unintended social consequences, both positive and negative, of planned interventions and any social change processes invoked by those interventions.

Develop clear national guidelines on how and when SIAs should be carried out.

I.
I.

Continue to invest in and modernise the justice system with a view to improving its efficiency, accessibility and timeliness.

Embed digital technology to increase efficiency.

Provide the human resources needed to tackle backlogs.

J.

Focus on the long-term development of a holistic set of attributes that Malta can build on to attract foreign direct investment, strengthen the local economy and enhance societal wellbeing.
35 In 2020, the Justice and Peace Commission within the Curia, with the support of a number of partners, launched Beyond GDP, a piece of research and recommendations on how Malta can adopt a more holistic approach towards measuring the country’s success and wellbeing.

36 The Malta Foundation for the Wellbeing of Society and the University of Malta announced the launch of a project to develop a Malta Wellbeing Index in 2020.
The project will include the identification of indicators, the set-up of a network of researchers and stakeholders, the design of data-collection instruments and collection of data among children and adults.

NATIONAL POST-PANDEMIC STRATEGY 40 10.

SUPPORT INVESTMENT IN DIGITAL INFRASTRUCTURE, SKILLS AND SERVICES.

CLOSE THE DIGITAL DIVIDE TO ENSURE ALL MEMBERS OF SOCIETY AND ALL TYPES OF BUSINESS ARE FULLY ABLE TO EMBRACE DIGITAL TECHNOLOGY TO IMPROVE THE WAY WE LIVE AND WORK.
Context The pandemic has heightened the importance of digital technology, not just as an avenue for economic growth, but also as a means to build inclusion and wellbeing in society.

If we seize the opportunity now, the Maltese islands can emerge from the pandemic stronger, more flexible, and with better global connectivity than ever before.

The periods of quasi-lockdown created an opportunity for many to embrace technology.
However, they also highlighted the significant disparities that exist in terms of digital access and skills among the Maltese population.

Tackling this issue is fundamental to ensure an inclusive, equitable society and a competitive economy.

Communities and groups that cannot use modern technology are likely to experience disadvantages in many areas of life, from education, employment and earning opportunities to social interaction and access to services.
At the onset of the pandemic, the problems resulting from the digital divide within low-income households were quickly recognised, and the government stepped in to loan digital devices and provide internet access – primarily to ensure that children were able to attend online classes.

Many elderly citizens had to shield during the pandemic.
To overcome loneliness and isolation, many learned basic digital skills, and acquired or started to use digital devices in new ways, enabling them to stay connected to their families and friends.

Some also accessed digital services such as telehealth that they would have never considered before.

This newfound digital competence lays the groundwork for Malta to introduce digital health technology to support assisted living.
However, while these developments are positive, the majority of elderly people still lack such skills.

The shift to remote working presents a wealth of new employment opportunities for residents, since physical presence in a certain location will no longer be essential.

This may help people to juggle family responsibilities as well as reducing the amount of time they have to spend on commuting and travel.
Virtual working may also serve to attract remote workers and digital nomads to Malta’s shores while bringing additional benefits such as reduced traffic and pollution.

NATIONAL POST-PANDEMIC STRATEGY 41 WHAT WILL MALTA DO?

A.

Guarantee that digital is accessible to all members of society.

Bolster schemes which address affordability issues relating to device access and high-speed connectivity.

B.

Launch a structured programme to digitally upskill the nation’s adults with a special focus on the elderly.
Leverage community networks (family, friends, neighbours, parishes and local clubs) and businesses to drive outreach and boost uptake.

C. Review and update all relevant legislation to make sure it reflects the present and future realities of digitalisation and its impact on the various domains of life.

D. Publish service-design standards to guide usability, experience and accessibility of digital services.
Involve segments such as the elderly and people with disabilities in the design and testing of public services.

Implement digital accessibility standards across all e-gov services and platforms.

E. Support investment in digital infrastructure and free national public wi-fi.

Prioritise connectivity resilience through additional submarine cables linking the Maltese islands to different parts of the world.
Invest in cyber security, data centres and the implementation of cutting-edge connectivity and network technologies, including 5G.

F. Expand the use of digital technology across public service delivery to boost effectiveness, access and financial sustainability.

Deploy emerging technologies such as robotic process automation (RPA) to handle high-volume standardised processes; blockchain to increase trust; and artificial intelligence (AI) to improve services .
Accelerate efforts to modernise public-sector core IT systems and increase interoperability.

G. Use digital technologies to relieve the administrative burden on citizens and businesses.

Implement enabling infrastructure and awareness campaigns to drive nationwide adoption of electronic signatures and contracts.

Launch end-to-end digital public services and digital portals for businesses and citizens.

H. Ensure national readiness to exploit the opportunities that will arise from data.
Introduce ‘once-only’ digital principles to ensure users do not need to re-enter information that government already holds.

Empower citizens to directly manage their digital personal data, with the ability to grant permission and revoke access.

I.

Create the infrastructure for remote working to thrive.

Support investment in high-quality local co- working spaces in Malta and Gozo and develop guidance and policies to support flexible, hybrid and remote-working practices.
NATIONAL POST-PANDEMIC STRATEGY 42 11.

FOSTER THE SAFEGUARDING OF NATURAL ASSETS.

FOCUS ON SYSTEMATIC EDUCATION, CONSERVATION AND THE TRANSITION TOWARDS A MORE SUSTAINABLE WAY OF LIVING IN HARMONY WITH THE ENVIRONMENT FOR THE BENEFIT OF CURRENT AND FUTURE GENERATIONS.

Context Throughout the pandemic, nature, green spaces and the outdoors provided a source of relief, relaxation and happiness to most members of Maltese society.
Many walked, cycled, paddled and explored parts of the island that they had never previously visited, and engaged with nature with a new sense of purpose.

Malta has a unique natural landscape and a rich built environment that ranges from prehistoric temples to fortified cities, making our island a magnet for tourists.

Our seas are a source of biodiversity and opportunity that we have yet to truly harness.
Yet all these assets are under threat from rapid population growth, a tourism boom, over-development and pollution.

The environment topped a list of concerns raised during a public consultation in 2020 on the reform of Malta’s Constitution, with concerns also raised about safeguarding cultural heritage37.

Balancing the requirements of our economy with the need to protect our surroundings has been a pressing challenge for Malta for many years.
The Ombudsman’s Opinion on the State of the Environment Report 201838 identified a number of pressing problems needing to be addressed, including over-reliance on private car use; noise and air pollution; soil erosion; inefficient management of resources and waste disposal; the presence of nitrate in groundwater and mercury in marine waters; marine litter and micro- plastics; and overfishing.
A central plank of our post-COVID recovery plans must be an investment in tackling these problems and preserving Malta’s natural assets.

Work on this front had already started prior to the pandemic and the government is in the process of developing a National Strategy for the Environment, underpinned by a Vision for 2050 and strategic framework based on ‘wellbeing first’39.
Coupled with other targeted strategies40, policies and regulations, this framework gives Malta a prime opportunity to strengthen its environmental resources, at a time when public appreciation of natural assets has never been higher.

To achieve the desired shift, we need to learn from the spirit of the partnership that has been evident across the pandemic and bring together research, government policy, the private sector and society to collectively advance the sustainability agenda.
We need to consider the impact of certain actions more holistically and look at how we can harness Malta’s natural assets for shared prosperity and the wellbeing of current and future generations.

37 Public consultation on Reform of the Constitution.

As reported in https://timesofmalta.com/articles/view/environment-tops-public-con- cerns-in-consultation-on-constitution.824104 38 Ombudsman - Commissioner for Environment and Planning (2018).
Opinion on the State of the Environment Report 2018 39 Environmental Resources Authority (2020).

Wellbeing First - A Vision for Malta’s Environment National Strategy for the Environment for 2050 (Final - November 2020) 40 Such strategies include Malta’s National Biodiversity Strategy and Action Plan and Malta’s National Air Pollution Control Programme.

NATIONAL POST-PANDEMIC STRATEGY 43 WHAT WILL MALTA DO?

A.
A.

Promote collective action across society to instil behavioural change to take better care of Malta’s natural assets and environment.

Expand teaching on nature conservation and environmental issues in schools to encourage Malta’s young people to drive a change in the mindset and behaviours of older members of society.

Expand physical and digital on-location signage to promote wider awareness.

B.
B.

Strengthen the local knowledge base and inventory of environmental resources, including the National Database on Biodiversity and Natural Habitats.

Incubate a robust research base in marine sciences and agricultural technology to ensure sustainable ecosystem services.

C. Safeguard and harness Malta’s heritage assets as a sustainable economic driver.

Make eco-tourism and heritage key elements of Malta’s tourist offering, including our agricultural heritage and the farm-to- fork experience.
Continue to channel funds into the restoration and renovation of historic assets, sites and monuments.

D. Develop a clear strategy for the use and protection of core tourism infrastructure including beaches, cultural sites, museums, parks and mass entertainment zones.

Supplement the long-term redevelopment and regeneration of Malta’s tourism infrastructure with an improvement in the quality of tourism services and an enhancement of public areas.
E. Mobilise citizens and businesses to engage in remedial behaviour and join environmental protection, conservation and clean-up activities.

Provide data and monitoring tools to help the country better understand the impact of activities on the environment.

F. Bolster enforcement resources to better protect important natural areas41.

Increase capacity and expand training to local law enforcement units to carry out necessary inspections.
G. Introduce, link and publish environmental, social and corporate governance (ESG) reporting and key performance indicators across government including local councils to provide transparent information to citizens on priorities and progress.

H. Carry out regular vulnerability and risk assessments to create early warning systems which mitigate against environmental disasters and climate change.

I.
I.

Regulate and enforce noise, soil, air and marine pollution parameters in order to improve social wellbeing, quality of life, and individuals’ mental and physical health.

41 Important natural areas include: areas of ecological importance, sites of scientific importance, areas of high landscape value, bird sanctuaries, nature reserves, special areas of conservation, special protection areas and tree protection areas.

NATIONAL POST-PANDEMIC STRATEGY 44 12.


REINFORCE DISASTER RECOVERY PREPAREDNESS, CRITICAL CAPABILITIES AND ECOSYSTEMS TO ENHANCE RESILIENCE.

ENSURE THE AVAILABILITY OF CRITICAL PHYSICAL AND SOCIAL INFRASTRUCTURE SUCH AS FOOD, WATER, ENERGY AND HEALTH AS WELL AS DIGITAL, AIR AND SEA CONNECTIVITY.
Context Malta’s vulnerabilities as a small island nation with limited natural resources and a dependence on the outside world for food, supplies and connectivity were highlighted when much of the world closed its borders and went into lockdown at the beginning of the pandemic.

It is important that we use the crisis as a unique opportunity to learn valuable lessons and take action to increase Malta’s resilience to critical shocks and disasters.
Over the years, Malta has invested heavily in infrastructure across various sectors including education, energy and utilities, health and transport.

The ongoing modernisation and upkeep of critical infrastructure is crucial to sustain the wellbeing of the population and maintain our competitiveness and economic resilience.

We also need stronger critical local infrastructure and better disaster recovery preparedness to ensure we are well placed to respond to future threats.
As in many countries, the Maltese government has often turned to the private sector and to alternative financing models to help meet the challenge of funding infrastructure projects.

COVID-19 has only added to the strain on public finances, accelerating the need to explore other financing options.
Accordingly, Malta needs to ensure that it receives value for money from private partners, while offering a clear, attractive and transparent framework for investors to participate in national projects effectively.

To ensure the Maltese Islands’ resilience and competitiveness, different areas need to be considered: Air connectivity: The pandemic has significantly eroded our air connectivity.
A number of airlines ceased flights to Malta, and we also lost certain routes that are important for cargo and non-passenger transportation.

Re-establishing these services is a must; their absence damages our economy, which is significantly dependent on tourism and international business, as well as our supply chains, which provide the country with food, critical supplies, products and industrial components.
Sea connectivity: Shipping and transportation companies are critical in ensuring an adequate supply of essential goods such as food and medicine.

These facilities must be preserved and modernised.

Furthermore, the use of fast ferry services around the Maltese islands may in part alleviate the demand on the road network and contribute towards modal transport shifts in line with national transport objectives.
Energy: The country meets part of its energy needs by investing in various projects including an energy interconnector to Europe, liquid natural gas (LNG) plants, and renewables.

Further connectivity and investment in renewable energy sources will be important, especially the potential to exploit offshore renewable energy to replace dependency on imported energy and instead aim at exporting renewables to the European grid.
NATIONAL POST-PANDEMIC STRATEGY 45 Water treatment and irrigation: Malta has developed a leading water-management policy that is comprehensive and has zero impact.

We must ensure security of water supply is maintained in the face of increased economic activity, population growth and climate change.

Desalination and the production of new water must remain sustainable and energy efficient.
Waste treatment: The development of adequate waste treatment and recycling facilities needs to be fully aligned with the country’s needs and with the long-term outlook on demographic and business shifts.

Malta should ensure it maintains its leading track record in treating sewage before effluent is discharged at sea.

Food: Malta is dependent on food imports and future population growth will place additional pressure on an already strained system.
Food security needs to be improved, and the potential of investing in local produce for this purpose should be considered as a possible source of economic diversification.

Recent rent-regulation reforms may further threaten the financial sustainability of farming, a sector already under threat due to a variety of factors including limited agricultural land, a lack of natural resources and a shrinking number of young farmers42.
There is a clear need to protect and bolster local food production to enhance resilience.

Health: The robustness of Malta’s health sector has played a critical role in minimising the impact of COVID-19 across the country, from both a health and an economic perspective.

Malta must continue to ensure sufficient capacity of health workers, medicines, vaccines, supplies and equipment to respond to this evolving crisis as well as future unknown disasters.
We must also continue to argue for the concept of joint procurement at EU level.

Digital: The role of digital technologies in the proper functioning of critical aspects of our life cannot be overstated.

While Malta enjoys a number of digital/telecommunication connectivity options, it is important to take a long-term view and ensure we remain well served on the technology front, to guarantee future resilience and competitiveness.

42 European Commission (2020).


Commission recommendations for Malta’s CAP strategic plan NATIONAL POST-PANDEMIC STRATEGY 46 WHAT WILL MALTA DO?

A.

Strengthen foresight and anticipatory governance capabilities across governance architecture, including policy analysis, engagement and decision-making resources to anticipate developments, better prepare for change and create a strong organisational immune system.

B.
B.

Enhance disaster recovery capabilities, training, redundancy and investment to safeguard against large-scale shocks.

Explore how an emergency reserve could be enlisted, potentially tapping pools of retired professionals, which could be brought in to support with specific situations and be continuously trained in emergency preparedness.

C. Continue to participate in EU Joint Procurement initiatives which support public health and serious cross-border threat preparedness.
Seek EU support /waivers to diversify importation of medicines from across EU to decrease reliance on single markets.

Encourage local industry to consider manufacturing personal protective equipment (PPE) to decrease dependence on international markets.

D. Focus on restoring public finances which have been affected by the unprecedented levels of support provided to workers and businesses.
Sustain the National Development and Social Fund (NDSF) over the medium term to assist the government in its endeavours to help and support society and businesses.

E. Create a framework for the setting-up and financing of a disaster recovery fund which can be tapped when exceptional and critical events occur.

Quantify the amount of financing needed and determine the most effective financing mechanisms, including the potential mix of mandatory and voluntary sources of funding.
Support the initiative with clear and transparent principles governing how the fund can be accessed, the prioritisation of beneficiaries, and the thresholds and triggers to release funding.

F. Establish long-term plans for Malta’s connectivity in terms of sea, land, air, energy and data/digital needs.

The plan should cater for adequate redundancy to ensure critical resources and infrastructure are safeguarded.
G. Invest in innovative renewable and clean-energy sources to reduce reliance on external providers, while at the same time developing more sustainable and environmentally friendly approaches to our national energy mix.

H. Strengthen the resilience of Malta’s local food supply.
Safeguard Malta’s farmland via specific measures aimed at supporting farmers to maintain tenure over privately-owned land; introduce pest-resistant and climate-adapted breeds and varieties, digitalisation, and agricultural technologies; and access new markets, distribution channels and online sales platforms.
Support the shift towards sustainable forms of farming with special emphasis on organic production, animal welfare, and food that is free from pesticides and antimicrobials through R&I investment and farm advisory services.

Invest in the development of the agri-food industry with initiatives for food labelling and certification, processing and low food- mileage products.

I.
I.

Develop a long-term infrastructure investment plan based on a detailed infrastructure gap analysis and social and economic impact assessment.

Ensure funding and resources are allocated efficiently to fill key infrastructural gaps and sustain future economic benefits.

J.
J.

Revisit and modernise Malta’s public-private partnership (PPP) regulations to facilitate collaboration with private-sector and international investors in a clear and transparent manner, especially in relation to long-term infrastructure projects, while ensuring value for money.

K. Establish targets and enablers to transition towards a circular economy in line with the broader waste- management strategy for Malta and the implementation of national and EU strategies.
NATIONAL POST-PANDEMIC STRATEGY 47 COORDINATION & IMPLEMENTATION FRAMEWORK NATIONAL POST-PANDEMIC STRATEGY 48 The National Post-Pandemic Strategy aims to shape a new approach to policy making that is more coherent and integrated, supported by strong governance, coordination and implementation mechanisms, to create a whole-of-government approach, centred on the needs and opportunities facing Malta’s citizens and businesses.
It also brings to the fore the importance of longer-term planning as tool to orientate evidence- based policy making.

The Ministry for Research, Innovation and Coordination of the COVID-19 Strategy (MRIC) will facilitate the coordination of the strategy’s implementation, in line with the mandate it was entrusted with by Cabinet.
Three inter-ministerial committees, formed around the three central question the NPPS seeks to address, will have responsibility to establish clear mandates and mobilise adequate resources, to develop and drive forward the areas entrusted to them.

The aim is to create effective inter-ministerial policy linkages and synergies to ensure sectoral policies are coherent with the Strategy’s common agenda.
Line ministries will be responsible for operationalising initiatives through working groups established by the inter-ministerial committees.

The initiatives set out in the strategy will be initiated or undertaken over a 3-year working period, depending on each case.

The over-arching ‘umbrella’ nature of the strategy requires strong a governance structure.
A performance evaluation framework has been developed, based on established project evaluation principles, to ensure that objectives of the Strategy are being effectively achieved.

An ex-ante evaluation process will assess whether the initiatives, indicators and targets are expected to achieve the desired objectives.

Progress against agreed indicators and targets will be monitored jointly by the MRIC and respective line ministries.
Interim evaluations will be conducted annually to assess implementation effectiveness in terms of process, impact and value-for-money.

The evaluation will also include learnings and recommendations to help enhance outcomes.

These inputs will then be consolidated into an interim report which will be presented to Cabinet on an annual basis.

An evaluation will be undertaken following the conclusion of the 3-year period and a final report presented to Cabinet.
Cabinet OPM (Cabinet Office) – Implementation Ministry for Research, Innovation and the Co-Ordination of Post Covid-19 Strategy Inter-Ministerial Committee Inter-Ministerial Committee Inter-Ministerial Committee Q1 Q2 Q3 Working Group 1 Working Group 2 Working Group 3 Working Group 1 Working Group 2 Working Group 3 Working Group 1 Working Group 2 Working Group 3 Entity Cabinett Role • Overall responsibility and direction OPM (Cabinet Office) - Implementation • Monitoring • Reporting Reports to • N/A • Cabinet / Principal Permanent Secretary Ministry for Research, Innovation • Central coordination of National Post Pandemic Strategy to help general coherence, coordination and consistency of approaches across • Cabinet / OPM and Coordination of Post Covid inter-ministerial committees and lead reporting on overall progress to OPM (Cabinet Office) - Implementation Implementation Strategy • Administrative role on each inter-ministerial committee to provide coordination and support for reporting, funding and coordination • Inter-Ministerial Committee with OPM (Cabinet Office) - Implementation Inter-Ministerial Committee • Lead thematic elements of the strategy with responsibilities for owning, developing and driving forward the implementation of strategic • Cabinet initiatives set out in the strategy including their prioritisation and funding.
• Create effective inter-ministerial policy linkages and synergies to ensure sectorial policies are coherent with the strategy’s common agenda.

• Formulate and oversee working group entrusted to implement strategic initiatives.
Working Groups • Implement strategic initiatives entrusted to them by inter-ministerial committee • Inter-Ministerial Committee Graphic: National Post-Pandemic Strategy implementation and coordination framework METHODOLOGY & APPROACH NATIONAL POST-PANDEMIC STRATEGY 49 METHODOLOGY & APPROACH NATIONAL POST-PANDEMIC STRATEGY 50 The National Post-Pandemic Strategy was developed based on a bottom-up and top-down approach, using extensive qualitative and quantitative data, and a range of different methods to identify, structure and address a complex set of problems at a national level.
Development of fact base, and identification of areas of focus and priorities • Questionnaire sent to all government Ministries requesting input on post COVID-19 plans, desired outcomes, issues and concerns, and details pertaining to any planned actions.

• Follow-up meetings held with Ministry Permanent Secretaries to discuss and elaborate on the vision and challenges for sectors under their portfolios, planned projects and policy initiatives.
• Meetings held with key social partners to discuss post COVID-19 vision, opportunities, challenges and seek input on themes and strategic priorities to be addressed in the strategy.

Structured and semi- structured interview approaches were used across the process.

• Desktop research on local strategies, action plans and relevant publications.
• Desktop research on international COVID-19 recovery plans, national recovery and resilience programmes, key EU strategies, and COVID-19 related analysis and research.

• Discussions and analysis on the State of the Maltese Economy report prepared by the Ministry for Finance and Employment’s Economic Policy Department to provide a fact-base to underpin the NPPS.
The report focuses on the impact of COVID-19 on the Maltese economy, employment and social developments, competitiveness, productivity and public finances.

Development of strategic themes and identification of initiatives to underpin Strategy • Based on the fact base and research that was undertaken, key issues that the strategy should address were identified and refined through a prioritisation exercise based on a range of factors.
• Initiatives were then clustered into strategic themes to break down sectoral policy silos, and ensure issues were being tackled cohesively and holistically and key goals identified.

• A mapping exercise was undertaken to determine if and how initiatives were being tackled under sectoral / thematic strategies (published or being developed by Ministries), with potential gaps and areas deserving greater focus identified.
• Follow up meetings were held with Ministers to discuss the areas of focus, together with their vision for their sectors / portfolios, areas of opportunities, challenges and priorities.

• Co-creation workshops were held to develop, challenge and refine the thematic areas that would underpin the Strategy.

A month-long public consultation process enabled individuals and organisations to provide input on the areas identifies and put forward recommendations and strategic initiatives.
Building out the Strategy • An initial list of strategic initiatives to underpin the strategy were defined, analysed and refined through an iterative process involving various stakeholders which included one-to-one discussions, meetings and focus sessions.

• Initiatives were then further analysed and assessed in terms of fit, impact, cost and ease of implementation and mapped to UN sustainable development goals, as well as economical, societal and environmental factors, to ensure appropriate balance.
• Feedback received through the public consultation exercise was mapped to strategic themes and initiatives new initiatives assessed considering suitability and alignment.

• Strategy alignment activities were undertaken to ensure consistency of focus across key policy direction provided by Government and Malta’s National Recovery and Resilience Plan.

• A Ministerial review process was then undertaken prior to the Strategy being presented to Cabinet for approval before publication.
NATIONAL POST-PANDEMIC STRATEGY