MITTS Ltd 10th Anniversary Commemorative Booklet

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

print

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