Gattard House National Road, Blata l-Bajda HMR 02 Malta Tel: (356) 234 710 • Fax: (356) 234701 e-Mail: mitts@mitts.net • Website: www.mitts.net
Chairman's Message
2
A Brief History 1990-2000
4
Maintaining the Pace of Change
6
Training: An Important Concern
8
MITTS Projects:
9
IT at the Service of Local Councils and the Public Registry
9
Finance and Taxation
10
Education Matters
13
Maltese Embassies Connected to Magnet
15
Year 2000 Compliance Programme
16
MITTS and Economic Services
17
Registration Systems
18
MITTS and Social Policy
20
IT and Improvements in the Health Service
21
The Creation of Essential Systems
22
Successes in the International Sphere
25
The Future
27
Mr Joseph R Grima's active involvement in MITTS Ltd dates back to 1990 when the Company's progenitor, the Management Systems
Unit
Ltd
(MSU),
was
first
constituted. As a member of the Board of Directors from 1990 till 1996, and Chairman of the Board from 1996 onwards, barring a four-month period from June to September 1998, he has witnessed and partaken of all the challenges required to build an organisation that has, throughout its decade of existence, left an indelible mark on the way Government conducts its day-to-day business.
It is not often that one has the opportunity of
management, human resources management and
being part of an initiative that from a conceptual
information technology.
stage, barely ten years ago, grew and evolved into an operational reality as large and complex as
In order to achieve that, people with the right
MITTS Ltd. What is striking is not only the growth
expertise, management experience and technical
and success that this organisation per se has
capabilities had to be identified to kick start the
achieved over such a relatively short timespan, but
initiative. It was also essential that from its very
the silent revolution that it has brought about in
start the consulting team would be complemented
the country.
by the appropriate resources in terms of both people and technology - a task that was by no
The MSU Ltd was one of several outcomes of an
means an easy one.
Operations Review that was launched in late 1988 aimed at addressing public service reform.
This was the context in which the MSU Ltd began
Among the many recommendations of that
its operations in July 1990. In identifying
review, upheld by the Public Service Reform
candidates for the growing team of specialists, the
Commission, was
emphasis was on providing training and on
organisation
that
the
constitution of an
would
the
capitalising on the initial investment of employing
changes
foreign expertise. The intended fallout was the
The objectives of the organisation
maximisation of the opportunity of skills transfer
were to provide the Public Service with
to the young civil servants and graduates chosen
consulting expertise in the fields of financial
to form part of that growing organisation.
implementation of many necessary.
facilitate of the
Today, MITTS Ltd is a young workforce of 325 employees that services much of Government's ongoing IT requirements with an average age profile of 32. It has played and continues to play a major role in the implementation of a long term vision and strategy that translated into a decade of investment in both people and technology. If we now have a local IT industry with the potential to serve as a hub for electronic commerce and software development, much of the credit goes to MITTS Ltd catalytic dynamism and
its
proliferation of
the
information
technology culture. As an off-shoot of its remit to assist the Public Service in its transformation,
years will see MITTS Ltd continuing to strive for
the Company has also stimulated growth of the
excellence in pursuing Government's goals for
private sector in the country. It has supported a
attaining
budding IT industry and motivated it to adopt
Public Service to prepare for European Union
new standards and practices. The value of this
accession through the medium of IT.
eGovernment and in
assisting the
fallout is proving its validity in the number of software companies and firms, both local
The aim to instill change in the Public Service as
and foreign, that have established themselves
a fundamental management "value" was, and
in Malta.
continues to be, a bold undertaking. It is not a challenge
of
merely
raising
information
thinking of the Company's people if the
acceptance of the culture of change and the
Government of Malta can boast an integrated
benefits that it brings to fruition. MSU Ltd /
and
and
MITTS Ltd has to date, achieved what it set out
infrastructure that will enable the realisation of
to do - and that is no less than to create a silent
Government's objectives of providing online
but total revolution.
government services to people within their own
celebrates its role as a pioneer for meaningful
homes and in the community. The picture is
change that has led to more effective government
already visible as all Local Councils and most of
in the span of just ten years. I have no doubt that
the Embassies of Malta are connected to the
the coming years will be just as exciting and that
government wide area network, the MAGNET.
MITTS Ltd will continue in its unwavering
IT
architecture
but
to
in
It is thanks to the resourcefulness and strategic
sophisticated
technology,
interest
promote
The Company today
commitment to provide a value-for-money service We now also have a Public Service that is not
to the public.
only technology literate, but is also addressing the strategic IT needs of modern governance
The history and achievements of these years are
through the Central Information Management
varied. The following pages attest to the extent
Unit (CIMU): - which MITTS Ltd is strongly
of the changes in technology and attitude that
committed to support.
have been implemented in all Government Departments and which have, in turn, spread
If the nineties was a decade that saw MITTS Ltd acting as the catalyst for change, the coming
outward to the IT industry in the private sector.
The motto "catalyst for change" probably best epitomises the mission and raison d'ĂŞtre of the MSU Ltd / MITTS Ltd of the early nineties. Not unlike the institution it had been set up to change, the Company would itself undergo nothing less than a radical change as a consequence of the achieved results: from a management consulting firm to the Public in 1990, to a strictly core technical competence as an IT agency for the Government of Malta in the late nineties.
initial focus of the Company, upon its formation in July 1990, was quite holistic. This is embodied in its Mission Statement, which was: "To
facilitate
implementation
in
co-
operation with central agencies, ministries and departments of the recommendations proposed by the Public Service Reform Commission and the Operations Review in order to transform
Change and the ability to manage such change has indeed been the key to success of the Company. In today's highly technological world where
As a separate entity from the Public Service, the
speed
matters
more
than
size,
organisations that are unable to sustain the rapidity of environmental and technological change cannot survive. In this respect, the MSU Ltd / MITTS Ltd story might best represent the Malta we would all like to see: bright, fastmoving, determined and, above all, not afraid to face the challenges of change.
the Public Service in respect of its leadership, range and quality of services, quality of work life and role in contribution to achievement of vision." To fulfil its mission of modernising the Public Service the MSU Ltd was "to provide the public service with consulting expertise
in
the
fields
of
financial
management, human resources management and environment support‌"
Information technology as such was only looked
Internet and e-Mail facilities constituted a task of
upon as a technical means to support and achieve
an unprecedented complexity. With the Common
the Company’s objectives rather than constituting
Database (CdB) the concept of data-sharing for
its sole reason for existence. In this respect, an
the optimisation of data as a precious resource
Operations Review within a given Government
was conceived and successfully implemented.
Department
an
This was to prove its worth later in the
information systems project, but not necessarily
implementation of the one-stop shop concept in
so. The primary aim of the MSU Ltd was that of
Government. Methodologies for the improvement
catalysing and mobilising a massive culture
of software quality, previously unheard of in
change.
Malta, due in part to the reduced economies of
could
eventually
lead
to
scale, were consolidated. The Internet culture as a Given the priority attached to the implementation
technology
of
the
introduced. E-Mail as a means of communication
unprecedented nature of the project, foreign
within the Company and Government entities
expertise and experience were initially sought to
soon became a standard, and even a tool for
exploit the opportunity of skills transfer at both
practical day-to-day accountability.
the
Public
Service
Reform,
and
and
knowledge
resource
was
management and technical levels. Though the decision of recruiting expatriates was at times
On the logistics side, to match this cultural
seen as controversial, it was to prove its worth in
upheaval, candidates for key roles within the
the legacy that it created: a bright, young
organisation had to be identified, as did a suitable
workforce
site. Staffing was carried out locally as well as
that
had
benefited
from
exhilarating experience of working
the
in an
international and professional milieu.
internationally.
The site selected was Villa
Portelli in Kalkara.
This stately building was
beautifully renovated and refurbished, and on At a management level it promoted concepts like
Tuesday 25th September 1990 was inaugurated
strategic planning, quantitative management,
as the seat of the newly founded organisation.
resource management, accountability, the need for responsiveness to political change — in
The client portfolio is entirely composed of
essence a business planning and management
Government entities which to this day MITTS
culture that could meet the demands of modern
continues to service for their IT requirement.
governance. Through the expatriates, young Maltese managers, consultants and technical employees experienced the thrill and dynamism of a more confident, communicative approach to management. At a technical level, competencies were enhanced, and specialisation ensued. An IT project was a structured affair which had to be disciplined and subjected to constraints of time, cost and quality: which was how the project management culture and legacy came to be instilled. So too was the ongoing maintenance and operation of such a large
and complex IT infrastructure: the
administration and control of a sophisticated Wide Area Network like the MAGNET, its myriads of PCs, servers, databases, networks, switches,
Through collaboration and full partnership with various Government Departments, MITTS Ltd is focused
on
consolidating
and
monitoring
progress, while maintaining steady momentum in keeping up with the ever increasing pace of technology. Over the years a large number of systems have been
implemented
across
Government
Departments, a sample of which are described in the following pages. These systems have to be maintained and supported. Furthermore, while in operation, many new business requirements become apparent.
These often translate into
minor or major software modifications which are then implemented as projects in their own right by MITTS Ltd. Only some of the most fundamental support systems, teams and operations, and their benefits, are outlined here.
formerly allocated to the Company were devolved to the various Government Departments instead. This effectively meant that responsibility for IT The restructuring of MSU Ltd into MITTS Ltd in
now rested with the Ministries and that MITTS
1996 and 1997 was the most significant challenge
Ltd’s role became, primarily, that of a service
that the Company encountered in its ten-year
provider – by providing ‘end to end’ IT services
history. By then many of the original objectives
directly to Government entities, in competition
had been secured. The seeds for a culture change
with other IT companies in the private arena.
had been sown, and it was now up to the Public Service to build and develop on this initial investment under its own steam. The Government IT infrastructure boasted upward of 200
Government Departments are now operating
information systems, many of which mission-
autonomously with full control over their own
critical, 200 servers, 7000 PCs and a highly-
IT and Finacial resources.
advanced Wide Area Network with many new
'liberalising' the use of modern information
projects in the making or in the pipeline. Above all
technology tools and equipment complemented
the intensive training and skills transfer had
by the right training has enabled Public Service
borne the desired outcome. The organisation’s
staff to harness and manage the mass of
wealthiest resource was no doubt its people and
information at its fingertips.
The idea of
their knowledge. The constitution of the CIMU within the Public the
Service no doubt represents the materialisation of
environmental conditions had changed and it was
this newly found "information autonomy". The
now clear that its competencies needed further
initiative was the outcome of a joint MITTS Ltd
rationalisation. In keeping with its statute to serve
and MEU Working Group that undertook the new
and fulfil Government’s mandate, the Company
1999-2001 Information Systems Strategic Plan.
geared itself for the change. A report on possible
CIMU's mandate is to set the strategic direction
changes to its organisation and financial set-up
for IT in the Public Service, to draw up the
was
supporting policy and standards framework that
Six
years
after
commissioned
MSU’s
and
inception,
many
of
the
recommendations were implemented.
will permit the implementation of that plan, and to ensure and oversee ongoing compliance with
The most significant of these changes was the
this framework.
integration of the Consultancy Services within the Public Service through the creation of the
Ten years on, MITTS can look back at its original
Management Efficiency Unit (MEU) at the Office
aims with pride at having stimulated the
of the Prime Minister.
revolution in the country that it was created to address.
We have witnessed the best sort of
Moreover, the local workforce had by then
revolution - silent, peaceful, one that has achieved
matured in terms of skills, experience and
a radical change in the way people behave,
exposure, and thus, the dependency on foreign
communicate and work. A silent revolution has
expatriates was incrementally reduced. Seven
indeed taken place - with benefits that we have
years after the original set-up of the Company,
only recently grown accustomed to take for
there were now many Maltese with the necessary
granted.
skills to take over.
Effectively this transition
proved to be no more than a natural process. In 1997 Company funding was altered. All funds
Another of the important recommendations of the
benefited from training in IT awareness, office
1988 Operations Review that were upheld by the
applications and other advanced skills. From the
Public Service Reform Commission was the set-up
outset the MSU Ltd Training Centre at Swatar
of the Staff Development Organisation (SDO)
gradually began to expand its remit from the
within the Office of the Prime Minister. Its
provision of mainly computer training to offer a
purpose was the co-ordination of all training and
full complement of IT, business and customer
development activities within Government.
service training.
The Public Service at the time also possessed
Courses have since varied in range and technical
limited expertise in IT and the mass mobilisation
intensity over the years. From straightforward IT
of an IT culture within Government proposed in
awareness, through development of soft skills
the original Information Systems Strategic Plan
such as presentation or negotiation techniques, to
required a large infusion of skills.
office productivity tools and specific business applications such as the Department Accounting
Thus, in conjunction with the SDO, the MSU
System (DAS) and Public Registry; as well as
launched
training
training in some highly specialised technical
programmes with the objective of building
areas, various courses on software development
leadership skills and technical and administrative
tools such as PowerBuilder and Visual Basic,
competencies necessary for successful reform.
Database Administration using Informix or SQL
The challenge was to carry out the necessary
Server and Operating Systems like UNIX or
changes using existing staff.
Windows NT. The list is endless and attests to the
an
extensive
series
of
massive investment that was committed over the Between 1991 and 1999 thousands of civil servants
years.
The following pages outline some of MITTS greatest achievements over the last decade. Two aspects are highlighted: firstly that each of them required significant investment in technology and the training of staff, and secondly, that each new operation facilitates some aspect of citizens' lives - whether it is the reduction of time spent in queues to pick up birth certificates, or the efficiency and responsiveness of service available at the various departments or the accuracy of information provided and processed.
Local The Public Registries of Malta and Gozo are responsible for the notification and registration of births, adoptions, marriages and deaths. The Certificate Issuance and Civil Status system implemented at the Public Registry facilitates the above processes whilst providing a facility to issue the relevant certificates. It holds data from 1863 with regards to births and adoptions, from 1975 with regards to marriages and from 1993 on deaths. This application has been the first and one of the most important beneficiaries of the ground-breaking information-sharing concept represented by the CdB.
A system which automates the processes of handling complaints, of dealing with requests for information, and of mail registration between
Councils,
Government
Department
Authorities, and other private contractors. This system is based on Workflow Technology and uses the MAGNET to connect all Councils and Departments.
This system offers Local
Councils an efficient tool to log, forward and monitor complaints expeditiously, as well as to request information on their status and on the next pending action.
10
There has been much collaboration between
Government. By the year 2000 a broad spectrum
MITTS Ltd and the Ministry of Finance.
of results have been achieved.
Improved accounting and auditing programmes and applications are clearly a major instrument in
The means for computerised accounting and
the more efficient running of the Departments
financial control have been completed. A total of
that fall under this Ministry: these include the
196 sites in 143 departments across 15 ministries
Department of Inland Revenue and the VAT
have been implemented and over 1,300 users are
Department.
now accounted for. All Government departments are electronically linked on-line and able to conduct inter-departmental accounting transactions.
Focusing on all Government financial requirements, DAS is a comprehensive computerised financial system for Government. DAS provides a financial tool for the Ministry of Finance and the
A total of 295 workshops in Training in Application and Accounting have been carried out so far.
Treasury Department to carry out their financial and budgetary control responsibilities more effectively through greater delegation at both ministe-
The Inland Revenue Department has used com-
rial and departmental level. The DAS project was
puter systems to support its business operations
initiated in 1993.
since the early 1970s.
It was hailed as a pioneer
amongst other projects.
During 1991 the
Department carried out a feasibility study for the upgrading of its computer systems. As a result
The initial project focused on business require-
MITTS Ltd, then the MSU Ltd, was commissioned
ments, definition, analysis and design of the first
to carry out the job of implementing the necessary
prototype computerised financial system for
reform in its IT systems.
In 1996, the Inland Revenue Department embarked on one of its major tax reform programmes: the introduction of the Final Settlement System (FSS). This was to have a huge positive effect on the tax collection process. The new system was implemented to replace the old Pay As You Earn (PAYE) model. The Final Settlement System introduced a more accurate tax deduction methodology which improved
enforcement
and
guaranteed
a
continuous flow of revenue into the Department. Electronic lodgiment directly from employers made this process even more efficient due to the elimination of data input errors and data capture timeframes.
The concept of simple tax declaration was introduced for taxpayers who have had tax withheld from their income. implemented
new
modules
MITTS Ltd to
tax
declarations and tax returns using Barcode technology for better and faster turnarounds. New tax calculation software was developed to process tax declarations automatically and within the same year of assessment - a historical breakthrough in the Department, and a major contribution in the optimisation of revenue collection.
A Company Taxation project has also been implemented during 1999/2000.
The Inland
Revenue now has income information on Company’s Registration DataBase including updates from the Registrar of Companies at Malta Financial Services Centre.
Company Self-
Assessments are also being captured in more detail giving capabilities to the Department to identify potential audit cases.
11
In 1997 MSU Ltd / MITTS Ltd was responsible for the development of the Customs and Excise Tax (CET) project. CET was to replace the existing VAT system.
At the
end of 1998, MITTS was again
commissioned to redevelop and implement a renovated VAT system. Due to the extreme time constraints on this project, MITTS adopted Management and Development Techniques similar to the ones used for the CET project. Consideration had to be given to the substantial changes in legislation and business rules when compared to the previous two systems. Once again, after the VAT core system was implemented, a number of additional subsystems were developed and implemented to provide the department with additional support in the overall administration of the tax, and to improve the level of efficiency.
12
During 1995 MSU was responsible for the procurement and commissioning of the computer system to administer Value Added Tax (VAT). MSU was also responsible for the management of the VAT project on behalf of Government. This project introduced 'Client Server Technology' into the VAT Department. Once completed, a number of sub-systems were then identified and added to the core system in order to meet the new requirements of the business.
13
In the space of three and a half years the reThe programme for the conversion of the Public Libraries into info-centres was entrusted to MITTS Ltd. This major project involved many of the Public Libraries, which fall under the Ministry of Education.
Department
and
MITTS
Ltd
Consultants, worked together to re-engineer the libraries' existing business processes, and to reorganise the structure, roles and responsibilities within them.
The team was furthermore
responsible for the purchase of an internationally renowned Library Information System.
This
system
core
is being
used
to automate
administration work and to facilitate front office functions.
and
computerisation
of
the
following libraries took place: the National Library, the Central Public Library, the Gozo Reference Library, the Gozo Lending Library, all regional libraries, as well as a number of branch libraries across the islands. Simultaneously, a
A team composed of experts from the Library and Archives
organisation
refurbishment programme was also undertaken in a number of public libraries. As a result, the public now has access to a central as well as a national electronic index of the book stock and serials of all of Malta's libraries from their own local library.
14
The Schools Information Systems (SIS) is now
SIS modules, schools are in an even better
being implemented in all of the state schools. It
position to respond individually to the particular
provides an administration tool which benefits
needs of their students, teachers and parents.
teachers and administrative staff, as well as students.
The system has reduced paperwork
Hundreds
of
potential users
were given
and helped with the detailed planning of
comprehensive training in the use of the system.
timetables and administrative work and student
This was the most direct way to ensure that
attendance recording.
Information Technology was to be used to the maximum benefit.
Schools
have
been
made
increasingly
autonomous with respect to their budgets and day-to-day administration. With the aid of the
15
In 1998 MITTS Ltd was responsible for setting up the area networks in the Maltese Embassies in Brussels, London, Rome, Toronto, Washington and New York.
In 1999 these sites were
connected to the MAGNET via the Foreign Affairs network.
This network is constantly growing
both in size and geographical coverage. All the embassies at the above sites have been given access to the Government electronic mail service as well as to the Internet via a secure gateway. In the year 2000 MITTS expects to extend this network to the embassies in Paris and Stockholm.
Besides
constituting
a
major
historical
chronological marker, the year 2000 will be remembered
16
for
the
potential
45,000 person hours of work effort (equivalent to 5,600 person days).
disastrous
consequences it could have wrought across the
Internationally accepted best practices were
world of business and technology.
adopted and a system was devised to cover 340 information systems and databases in use within
The problem was remarkable in its simplicity. In
MITTS Ltd own organisation and those of its
the early days of computing, storage space was
clients, the vast majority of which are Government
expensive and in short supply.
entities.
Computer
The systems were based on an
programmers adopted the practice of using two
infrastructure environment which at the time
digits to represent the year: for example '95'
comprised over 240 servers including various
instead of '1995'. This practice was inadvertently
operating systems, over 8000 PCs, approximately
carried on through the years despite the original
200 Local Area Networks (LAN), a Wide Area
reasons having been superseded by newer
Network (the Malta Government Network, or
technology. As a result, were no action taken most
MAGNET) and various other network and
computer software at the turn of the century
infrastructural equipment such as hubs and
would have interpreted year '00' as '1900', rather
routers.
than '2000', leading to inaccuracies, disruption or even system failure.
The most notable characteristic of Y2K was the immovable deadline of 31.12.1999, which had to
MITTS Ltd immediately realised the magnitude of
be met.
This was achieved with hardly any
the so-called Y2K problem in all its complexity and
hiccups. Besides the technical prowess and
ramifications. As early as 1996 research began on
extreme pragmatism needed to overcome all the
the best way to contain and manage the risks. A
technical difficulties, much of the credit for the
formal project team was set up in June 1997 and a
huge success of the Y2K Compliance Programme
fully-fledged Y2K Compliance Programme initiated
is owed to the Company's project management
covering MITTS' own business and its entire client
skills, the great flexibility and versatility of its
portfolio. The programme notched up a total of
people, and the full co-operation of its clients.
A variety of applications have been developed by
the same sequence suggested by the interviewing
MITTS for the Ministry of Economic Services.
sheets.
These cover a range of economic activities from levy
Department reduce the time previously required
control to the creation of statistical reports.Some
to publish the Retail Price Index.
This application has helped the
17
major areas of collaboration are outlined below. A Household Budgetary Survey
was also
formulated through detailed questionnaires that focused on the income and expenditure patterns The systematic collection and reliable analysis of data is of fundamental importance to planners and economists. In 1995 a Census of Population and Housing was carried out. The Census entailed the capture of data resulting from 380,000 questionnaires and the production of about 1,500 different types of reports. MITTS Ltd also developed an application which manages the production of the Retail Price Index. This entails the collection of some 20,000 prices of items sold locally ranging from food to clothes to furniture. The system prints survey sheets incorporating a number of variables including: the month of the year, outlet to be visited, and by which interviewer. These sheets facilitate the data gathering process. Input is organised according to
of Maltese households. MITTS Ltd was involved in the development of the 1994 application and was responsible for the modifications necessary for the 1995 survey. In 2000, MITTS Ltd provided a new data entry system for the 2000 Household Budgetary Survey.
Also during 2000 MITTS
developed data entry applications for Tourism Statistics, Continuous
Accommodation Vocational
Statistics
Training
and
Statistics
Surveys. Other systems developed for the Ministry of Economic Services include a Levies Control Application, a Levies Statistics System, and a Surveys Application.
18
MITTS Ltd has collaborated with the Ministry of
Personalised number plates were also offered for
Transport and Communication and the Ministry
the first time. Initially, the replacement of plates
of Home Affairs in a number of areas. Projects,
from the old to the new format was optional,
which involved the Police, have brought about
however as from April 1995, vehicle owners were
greater
and
summoned to change their plates. Appointments
investigation of incidents. Projects have also been
were staggered over a twelve-month period and
carried out for Airport Security and the Lands
the exercise was completed ahead of schedule.
efficiency
in
the
reporting
Registry. In February 1999, the Traffic Fines System was launched. This scheme operated through the Law Courts. The VERA, a fully integrated computer system for the Licensing and Testing Department (LTD), first went live in August 1995.
out manually at the counters of the Department, thereby creating a more efficient customer service. Before the advent of this system, the Licensing and Testing Department was notorious This reputation was
subsequently eradicated.
contraventions were barred from having their road license renewed until fines were settled. The next major milestone in the history of VERA
VERA substituted procedures previously carried
for its long queues.
Vehicles with outstanding traffic
Furthermore, the
Department committed itself to guarantee that applications for license renewals received by post would be serviced within three working days. Soon after the launch of VERA in November 1995 new format number plates were introduced.
occurred in October 1999 when the Vehicle Roadworthiness Test (VRT) was introduced. All registered vehicles were assigned to a VRT class and given a date when to be first tested.
The Traffic Wardens System, operational in 2000,
of a GIS-based corporate-wide system such as that
is yet another phase to be incorporated within
for the Land Registry.
VERA. In principle, this system is very similar to the Traffic Fines System, but the mechanism of
GIS consultancy work has been carried out for
the interface is more complex since it has to
Local
integrate with an external system which is being
Division, and other Government Departments. A
developed by a third party on different hardware
number
and software engines.
undertaken. These include feasibility studies, and
Councils, of
GIS
the
Government
pilot
Property
projects were
analysis and design activities, such as those
also used
in the Land and Water Section of the Agriculture The Police Incident Reporting System has over
Department.
900 registered users and has been implemented in 30 police stations throughout Malta and Gozo. These
are
connected
to
Police
General
Headquarters through a wide area network, utilising high-speed data telecommunication lines. The Police Incident Reporting System is designed to improve the standard of incident and crime recording and to provide on-line information to aid in crime investigation. The system utilises data from the Common Database (CdB) and Vehicle
Licensing
Department
(VERA)
to
optimise the information available to Police Officers during the investigation and recording of incidents.
The Land Registry Archive System (LRAS) adds document image processing capabilities to the Land
Registry
Certification
System,
a
Geographical Information System (GIS) already in use at the Land Registry. LRAS integrates images of large-scale plans and other legal documents to data contained in the Land Registry Certification System.
A number of Geographical Information System (GIS) initiatives were undertaken by MSU Ltd /MITTS Ltd since the early 1990s. These include thematic mapping and spatial (geo-referenced) data analysis activities for the Roads Department and also for various parastatal organisations, as well as the implementation and ongoing support
19
of cheques, Integrated File Registry Systems, the generation and printing of correspondence, the issue of Statistical and Financial Reports, Development of the Department of Social Security (DSS) system commenced in 1993 and was based on a DSS feasibility study by Price Waterhouse consultants in 1991. "Sistema ghallAmministrazzjoni ta' Beneficcji Socjali" (SABS) was first implemented on 27th May 1995 as the first step towards a fully integrated computer system for the Department of Social Security. The system provides for the capture of all benefit application forms, the automatic assessment of claims, the generation of rates of payment, and the calculation of any arrears or overpayments due on the benefits to beneficiaries and institutions. SABS also caters for the recording of contributions and means data, cheque and
20
correspondence printing, direct credit payments to banks, and the administration of benefit payments.
It also serves to integrate the
information on all existing benefits on the SABS database to further enhance accuracy of benefit entitlements and payments. Sub-systems have been implemented in the following areas:
Age
Pensions,
Social
Assistance,
Medical
Assistance and Milk Grants, Supplementary Allowance System
Children’s
Allowance
On-Line,
Disabled
Children’s Allowance System, Maternity Benefit System
Sickness Benefit System, Unemployment Benefit System, Marriage Grant System and Injury Benefit System The SABS system also supports other operations at the DSS such as the Automatic Reconciliation
Automated
Reassessments and
Institution
Payments Processing. The systems also provides comprehensive audit and security features. Furthermore, by the end of the year the loading of Security
Contributions
Data
from
Inland
Revenue and the automatic assessment of noncontributory benefits will be implemented.
over 1500 live users and this figure is projected to This highly critical system is used on a 24-hour basis, seven days a week and is accessible from three main sites: the National Blood Transfusion Centre (NBTC), the Floriana Sovereign Military Order of Malta Donations Centre and the Gozo General Hospital. Four modules, namely the Donor Donation, Planning, Autologous Transfusion and Ten Set, are in use by over 50 users. modules
namely
Patients,
A further four Automated
Instruments, Quality Control and Stock of Consumables are due to become operational by the mid 2001.
increase to over 2500. PAS is used on a round-the-clock basis and is accessible from five Hospitals and eight Healthcentres. It is already being used in a number of wards and departments at St. Lukes Hospital. The modules that are currently live are the following: Patient Master Index, Outpatients Booking and Registration, File-tracking, and Admissions Discharge and Transfer. Two further modules: Accident and Emergency, and Patient Billing, are due to go live by mid next year. The entire PAS project is planned to be completed by the year 2002.
Despite a number of operational difficulties, this project has been successfully implemented and is today considered to be an important tool that helps
The Ministry of Health has entrusted four further
the NBTC provide a better service to its customers
projects to MITTS Ltd.
(the patients) and its suppliers (the donors).
specifically devised applications to cover the
They each required
specific requirments. These included the Drug Control System, the Cardiac Investigation and PAS is a multi-year, multi-million and multi-site implementation which involves at least three main parties: the Ministry of Health, a foreign contractor and MITTS. It currently caters for
Patient Record System (CIPR), the Child Health Surveillance:
Analysis & Design, and
an
application for the organisation of data on Cemeteries and Burials.
21
22
MITTS Ltd has been directly involved in the
archipelago. Each of these sites itself makes up
creation of a number of IT systems that are
what is known as a Local Area Network. Together
essential to the modern and efficient running of
the networks make up an overall Wide Area
the country. Perhaps the most central of these
Network that greatly facilitates the interaction of
systems is the MAGNET which connects all
data, information systems and services, including
government departments, ministries and soon, all
e-Mail and
of Malta’s embassies, within a single network.
enormous.
The Office of the Prime Minister (OPM) has relied
Featuring a total of 17,000 Network Points, the
on MITTS for the creation of these systems. The
MAGNET connects over 5,500 PCs. To achieve
OPM was also instrumental in selecting MITTS
this the network uses 500 Network Hubs, 170
Ltd as the appropriate institution for dealing with
Routers, and 50 Switches, 30 of which are ATM
the Y2K threat.
(Asynchronous Transfer Mode) Networks. Users
Internet. The
advantages are
on these networks are served through a total of 75 UNIX Servers and 120 Windows NT Servers. Together with the CdB, the MAGNET probably stands
out
as
MITTS
most
ambitious
technological and infrastructural achievement. Built using high-speed dark fibre, it is one of the largest and most advanced networks in Malta. Over the last ten years the MAGNET has been enlarged and enhanced, and now connects up to 200 distinct Government sites across the
In addition, over the past two years Structured Cabling Networks have been installed in various Primary, Secondary and Post-Secondary State schools. Throughout the past four years about 4000 PCs/laptops and 800 printers have been distributed and connected to the various networks in Government State Schools.
Importantly, the MAGNET is designed to provide redundant links for mission critical systems, and
Since its early beginnings in 1995, the CdB has
if any one link fails, it will in most cases
come a long way. Today over 40 Government
automatically re-connect using an alternate link.
departments and some 900 users regularly access
This makes it possible for users in different
and utilise data stored in the system.
departments to communicate in a seamless and
them are the Inland Revenue, VAT Department,
uninterrupted fashion.
the Electoral Office, Local Councils Department
Among
and Police General Head Quarters just to mention In addition to Government ministries and
a few. It has already allowed the realisation of the
departments, the MAGNET extends across all
one-stop shop concept in departments such as the
Local Council offices, police stations, health
Examinations Branch, Public Lending Libraries,
centres, social service district offices, public
the Passport Office and Department for Social
libraries, and a number of embassies in Europe,
Services - Children’s Allowances Section. As a
Canada and the United States. More sites and
testimony to its success, the CdB actually forms an
more PCs are planned to be connected.
integral part of those Government Departments that deploy a Quality Service Charter.
The improvement that the MAGNET has brought about in the way government departments operate has facilitated communication processes. It has actually enabled direct and secure access to data and systems located elsewhere within Government. If a department can accommodate a one-stop shop concept, it is certainly thanks to the MAGNET and the information-sharing concept of the Common Database (CdB).
The concept behind the Common Database is the optimisation of information as a valuable resource and asset to the organisations making use of it — in our case Government. Commonly used data processed and originating from many different sources
is
bound
to
become
redundant,
inconsistent, under-utilised, out of date and ultimately costly to maintain. The CdB is a central data repository that uses specific informationsharing principles and data management concepts to address these risks and ensure that data can be shared according to the needs and privileges of the different departments, and in accordance with the law and security controls. In a nutshell, the information must be correct, consistent, up to date, available at the right time and at the right place to better service the public. Importantly, the CdB does not contain and process sensitive data, but information which falls exclusively within the public domain.
23
Much of the credit to this success across the Public Service is owed to the Department of Civil Registration, who are the controlling authority, and to the different information source owners, namely the Public Registry, Electoral Office, Planning Authority, Department for Local Councils and VAT Department. The benefits to the public are for all to see. For example, when applying for a passport, it is now
HRIMS provides Government with employees information including a detailed overview of its staffing requirements and structures including training needs and pay-for-performance. HRIMS is still being implemented at a number of sites and will eventually be utilised by all Ministries by the end of 2000.
no longer necessary to first apply for a birth certificate from the Public Registry. The Passport Office employee will simply refer to the
In August 1999 MITTS installed a new document
information available on line on the CdB to verify
registry system at the Office of the Prime
the details. This principle is extended to many
Minister. The system now provides, among other
other services provided by individual government
features, a new graphical user interface, a
departments.
powerful
Informix
database
advanced querying facilities.
and
The system has
It is envisaged that this information sharing
enabled the automation of various manual
principle will continue to play a major role in
registry administrative functions which greatly
other Government initiatives (not excluding the
increase the registry's efficiency.
one on eGovernment). The CdB provides added value and cost benefits to systems where an
24
engine,
integrated approach is essential for the effective use of information as a corporate resource. This is achieved by providing the commonly used data to a number of applications across government departments.
institutional and human networks through the The Commonwealth Network of Information Technology for Development (COMNET-IT) was first set up on 28 January 1995 as an international foundation hosted by the Government of Malta and also sponsored by the Commonwealth
mediation of computer communication networks. The organisation facilitates the brokering and funding of IT-related projects, develops Internetbased services and engages in capability building through policy and training workshops.
Secretariat, London, U.K. It works primarily within Commonwealth member countries to support activities related to policy-development
COMNET-IT has been instrumental in securing
and
implementing,
funding from the Commonwealth Secretariat for
managing, and using new information and
the accomplishment of a Y2K assignment in the
communications technologies.
Caribbean by a team of three IT specialists from
capability-building
in
In this respect
MITTS Ltd acts as the operational and resource
MITTS Ltd.
centre
providing
because it was the first overseas project of a
infrastructure services and expertise as the need
substantial size ever undertaken by MITTS Ltd; it
may arise. Staff from MITTS have participated in
was, moreover, unprecedented in its potential for
several international conferences both in Malta
future similar opportunities.
for
COMNET-IT
by
The assignment was significant
and overseas, and IT consultancy projects in Tanzania and in a number of Caribbean island
The consultancy assignment covered a total of
states.
nine weeks spanning March, April and May 1999 with considerable work effort being invested prior
COMNET-IT is a network organisation whose
to departure in the preparation of documentation
mission is to foster the building and enhancing of
and material including a testing tool. The brief
25
included the delivery of two one-week training
solutions; and there were many unknowns that
workshops in Port-of-Spain, Trinidad and
the three specialists would have had to cope with:
Tobago on tackling the Millennium Bug using a
the
structured and project-based approach. The team
individual country infrastructures and the
subsequently accomplished week-long individual
discomfort of constant travel from island to
assessments in a total of eleven Caribbean
island. The assignment eventually proved to be
countries comprising: Anguilla, Antigua and
an exhilarating experience for the three team
Barbuda, Barbados, the British Virgin Islands,
members from both human and professional
Dominica, Guyana, Montserrat, St Kitts and
perspectives.
different
cultural
idiosyncrasies,
the
Nevis, St Lucia, Trinidad and Tobago and Turks and Caicos. The purpose of the assessments was
The success of the project was reflected in the
to establish and report on the state of national
laudable commendations earned by the Company
preparedness for the Year 2000 problem in these
in a formal letter from the Commonwealth
countries, and to advise on the formulation of
Secretariat. MITTS Ltd recognises the potential
strategies and task forces for mitigation of the
that similar opportunities offer in terms of
Y2K risk.
international exposure and prestige.
The assignment was a major challenge for the team on many counts. Nobody really knew the extent of the problem and the effectiveness of the
26
Mr. David Spiteri Gingell has also influenced the vision and implementation of IT in the Public Service over the past decade though his involvement in the 1990 ISSP for the Government and the chairing of working groups leading to the articulation of the 1999 – 2001 ISSP for the Public Service, the legislative framework for Information Practices, and the Vision and Strategy for the attainment of eGovernment.
Economic statistics and predictions affirm that
telephony, WAP services, digital TV and other
ecommerce is a lasting revolution. It is inducing
emerging technologies
a radical change in values, culture, behavior,
• a middle-tier Portal using Public Key
work patterns and organisational designs.
Infrastructure technology for the application of data protection rules and security
It so follows that the next revolution will be
• a back end consisting of applications clustered
eGovernment. It emerges that eGovernment will
into episodes to reflect citizen-friendly real life
both cause a radical redefinition of government
situations such as Education, Family, Health,
services, as well as a change in the relationship
Settling in Malta and so on
between Government and its citizens. Like
the
construction
of
the
MAGNET
The vision is underpinned by a fundamental
infrastructure in its early days, the challenge for
number of principles, which include:
the Central Information Management Unit will
• a 24 hour x 7 day service to persons and
be to create an eGovernment architectural
organisations that is fast, easy and affordable.
framework that is cohesive, coherent and
• the absence of discrimination against persons
seamless.
with disabilities or who in some way are marginalised from society
In this regard, MITTS Ltd will play a pivotal role
• a guarantee that privacy of individuals and the
in
supporting
the
Central
Information
integrity of the on-line services are non-
Management Unit in establishing the appropriate
repudiated.
standards required for the eGovernment interoperability framework, the architectural building
Much
work
is
necessary
eGovernment into reality.
to
translate
The eGovernment
blocks which underpin eGovernment – data intechange
mechanisms,
security
and
framework is based on a three-tier technology
authentication mechanisms, interfacing of a host
architecture which will encompass:
of different delivery channels – and the
• front end delivery channels for interaction
intergration of services across different functions
with the public using conventional and third
to provide a virtual ‘one stop shop’ electronic
generation technologies from public kiosks,
delivery of public services.
local
councils
and
schools
to
mobile
27
Embarking upon the eGovernment programme
Ltd. The next decade will see the attainment of
of works also bring with it exciting challenges to
Malta as an advanced information society and an
MITTS Ltd as an organisation. MITTS Ltd must
information economy. It is my firm conviction
establish knowledge management as one of its
that MITTS Ltd will play a critical role in
fundamental strategic principles – to ensure that
achieving this goal.
the Company is concurrent with technology trends and practices in the fast evolving
Government's recognition of the potential of
eGovernment arena, and thereby maintain on a
Information Technology for the improvement of
constant basis currency in the skills set required
service has been reflected in the fruition of a
to deliver the eGovernment programme of works.
vision that translated into ten years of investment
A leverage that MITTS Ltd will seek to employ in
in IT. This has been the establishment of an
order to strengthen its knowledge base is that of
advanced
entering into strategic peer relationships with
infrastructure that is now able to accommodate
major international players in order to graft onto
an even more ambitious vision: the attainment of
it
on-line government service to people within their
methodologies,
tools,
disciplines
and
benchnmarks.
undertaken in parallel with the service delivery obligations that MITTS Ltd provides to the Malta Public Service – obligations that MITTS Ltd will continue to deliver as well as seek to improve the quality of service it provides. MITTS Ltd will aggressively seek to draw in the IT industry as a strategic partner in order to assist it to meet the objectives set for it.
It is
strategically recognised that a public private partnership – based on trust and shared responsibilities
IT
homes and in the community.
The eGovernment programme of works will be
28
integrated
–
in
the
eGovernment
programme of works as well as other Public Service related IT initiatives constitutes the optimum way forward for Government, and more significantly, the Nation. MITTS Ltd, over the past decade, has left an etched impact on the Public Service and society at large. The roots of the information society we see today, in essence, stem as a direct consequence of the IT Vision set for the Public Service in 1990 and its subsequent implementation by MITTS
architecture
and
Gattard House National Road, Blata l-Bajda HMR 02 Malta Tel: (356) 234 710 • Fax: (356) 234701 e-Mail: mitts@mitts.net • Website: www.mitts.net