MITTZ 1998 Annual Report

Malta Information Technology and Training Services Ltd

MITTS Quality Policy MITTS

strives to infuse market expectations

throughout the company in the knowledge that MITTS customers are the only reason for its commercial existence.

We, management and employees of MITTS are committed to absolute customer satisfaction as our first priority. In achieving this high objective we: • understand that quality is central to achieving customer satisfaction • achieve quality through the active participation of all of us • achieve quality by continuously improving and surpassing ourselves • achieve the above cost-effectively All our activities sponsor quality as the centrepiece of our daily business.

23 July 1998

E.Camilleri

R. Navarro

C. Sammut

P. Bugeja

N. Scerri

R.M.Cachia

Contents Chairman’s Statement

2

1.0 1.1 1.2

The Information Age The Challenge of Tomorrow Know-how & Do-how

5 5 6

2.0 2.1 2.2 2.3 2.4 2.5 2.6

Our Business Culture A Competitive Environment MITTS’Commitment to Quality Partnership with our Customers Partnership with the Community Year 2000 Challenge New Developments

9 9 11 12 14 14 16

3.0 3.1 3.2 3.3 3.4 3.5 3.6

Information Sharing The Technological Backbone of Government The Networks Internet Applications Electronic Mail Connecting Embassies Disaster Recovery

19 19 20 20 21 22 22

4.0 4.1 4.2 4.3 4.4

Systems Across Government Common Database Management of Social Affairs Systems Civic Management Systems at the Core of Government

25 25 27 29 31

Financial Statements

34

Directors’Report Statement of Directors’Responsibilities Report of the Auditors Profit and Loss Account Balance Sheet Cash Flow Accounting Policies Notes to the Financial Statements

35 36 37 38 39 40 41 42

5.0 5.1 5.2 5.3 5.4 5.5 5.6 5.7

Chairman’s Statement

Board of Directors: Joseph W. Izzo, Anthony S. Diacono, Prof. Juanito Camilleri, Joseph R. Grima (Chairman), Norman Mifsud, Anna McKenna

For almost a decade MALTA INFORMATION TECHNOLOGY AND TRAINING SERVICES LTD (MITTS) has been delivering quality information technology solutions to Government and other organisations. We are proud o f t h e s e a c h i eve m e n t s. T h e c o u n t ry t o d ay h a s a s t r o n g i n fo rm a t i o n technology culture with widespread use of technology in business, education and Government. The Public Service and its customer, the Maltese public, are beginning to reap the benefits of the enhanced service and effectiveness that information technology brings.

The widespread use of IT in classrooms and the uptake of Internet and multimedia technologies in homes and businesses demonstrates Malta’s development into an information society. The country has one of the world’s highest teledensities - an indicator which reflects the number of personal computers, Internet hosts, cable networks, cell phones, telephone lines and televisions in use. The diffusion of IT in Malta compares favourably with that of other European countries.

MITTS is working with Government in implementing this vision of an information society. Set up in 1990 as a small unit external to the public administration, we have played a crucial part in developing and deploying information technology to promote efficiency, effectiveness and value-formoney in the Public Service.

2

The company’s Business Plan is in line with Government’s overall strategy for the Public Service. This strategy encourages a culture of delegation, accountability and full ownership of information systems. Our aim is to ensure that the technology is in place and that new systems delivered make a focused contribution to improving service to the public. This view is at the heart of Government’s new three-year Information Systems Strategic Plan (ISSP) which sets out to consolidate the benefits of the IT infrastructure currently in place.

M I T T S i s p l ay i n g a c e n t ra l r o l e i n d e l i ve ri n g t h e n ex t p h a s e o f t h e information society. Our commitment t o i n n ova t i o n a n d t o q u a l i t y i n everything we do will keep us at the forefront of IT providers in Malta. Our expertise lies firmly in delivering large s o p h i s t i c a t e d t u rn key s o l u t i o n s t o support the Public Sector. Earlier this year we received recognition for this formal and structured approach to our work in the form of ISO 9002 Certification, under the TickIT assessment scheme.

Customers who come to MITTS know they are working with a mature a n d c r e d i bl e s e rv i c e p r ov i d e r, a n d with a committed management c a p a bl e o f d e l i ve ri n g . T h i s i s t h e country’s first TickIT registration - an assessment option suited specifically t o t h e I T I n d u s t r y. C e rt i f i c a t i o n , c o m i n g a t t h i s t i m e, h a s a s p e c i a l relevance: it complements the wider a n g i n g p r o g ra m m e o f Q u a l i t y Service Charters launched recently by the Public Service.

We are now extending this certification to other parts of MITTS. This year’s s t ra t e g i c t h ru s t fo r c e rt i f i c a t i o n covers the human resource element, training, procurement, and information sharing activities. A concerted effort in the Information Management area will support the Quality Ser vice Charter initiative.

The company’s greatest asset is its e m p l oye e s. E x c e l l e n c e i n h u m a n resource development ascertains that our staff are at the forefront of the l o c a l m a rke t a n d c o m p e t i t i ve fo r overseas work. Bringing certification to HR and Training will support our commitment to t e a m wo rk , flexibility a n d c o m p e t e n c e. I n l i n e w i t h G ove rn m e n t ’s t r e n d t o p u r c h a s e better products at a fair price, MITTS is looking at the credibility of suppliers, a n d t h e r e l i a b i l i t y o f t h e i r p r o d u c t s.

Our certification will cover purchasing and tendering activities.This will allow MITTS to offer better Service Level Agreements to its clients.

As the leading IT provider in Malta, we w i s h t o c o l l a b o ra t e f u rt h e r w i t h t h e private sector to help all of us involved i n t h e c o u n t ry ’s I T s e c t o r r e a c h international quality benchmarks. As part of this commitment, we have been involved in creating joint ventures with the private sector to pioneer excellence i n t h e p r ov i s i o n o f t ra i n i n g a n d t h e delivery of information systems.

Our expertise is also sought in delivering and supporting large, data-sharing systems and in Year 2000 consultancy. We have been commissioned by overseas central

and regional Government organisations to help implement Y2K compliance. We are confident that we can take advantage of further opportunities to extend our business both locally and overseas to other clients by continuing to provide cost-effective, quality work.

It is easy to overlook the fact that it is just 50 years since the first mainframe computer was developed, only 20 years since the first desktop personal computer appeared and a few years since Internet resulted in the worldwide web. At MITTS, we want the next step of the information a g e t o b ri n g b e n e f i t s t o m o r e a n d more citizens by making dependable technology the tool, but i n fo rm a t i o n management the heart of business.

I would like to salute and extend my thanks to our employees at MITTS who are helping deliver this vision.

Without their competence and dedicated teamwork, the country and its Public Service would not have developed one of the most forwardthinking strategies for the application o f i n fo rm a t i o n t e c h n o l o g y i n Government.

I am confident that MITTS’ contribution to the future will continue to be invaluable.

Joseph R. Grima Chairman May 1999

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1. 0

The Information Age The challenge of the future will be how to reconcile the discrepancy between what information technology can do, and what people can do with it. This overriding thought has guided our business in 1998.

1. 1

The Challenge of Tomorrow Late in 1998, the Government published its new Information Systems Strategic Plan (ISSP) 1999 – 2001. The primary objective of this plan is to establish direction for further IT investment within the public service now that a critical mass of IT and a widespread information technology culture have been introduced.

Government is aware that further IT investment may easily bring diminishing returns unless it is guided by a clear strategy. The thrust of the ISSP is to ensure that further investment consolidates and maximises the IT investment to date.

MITTS contributed to the team drawing up the new ISSP. This study takes stock of past achievements and assesses lessons learned. We helped identify the major areas to be addressed in the new ISSP. These fell broadly into three category groups: • regulatory and standard setting • areas for further IT investment • a conscious focus on our service levels.

The ISSP recommended the setting up of a small Central Information Management Unit (CIMU) within the Office of the Prime Minister. This is to be responsible for regulatory and strategic direction of IT systems in the Public Service.

5

MITTS is aware that IT should empower people, yet there has been an underutilisation of the IT installed in Government. Many processes in organisations are constrained because people who might have contributed are left outside the information loop. The ISSP reflects a need for greater information sharing and recommends further spending on: • the strategic management of information in applications like the common database, geographical information systems and electronic mail • key policy areas and ministries – Education, Health, Social Security, Malta Police Force, the Revenue Department and Customs • IT investment that is business driven, not technology led, coupled with implementation that supports users’ needs.

MITTS remains the key interface for Government in delivering the ISSP 1999 – 2001. We work in partnership with Government while being subject to open competition from other IT suppliers. Our history as an agent of change gives us a special role to play in helping Government deliver the next phase of the information age.

1. 2

Know-how & Do-how Managing this change requires creative people, technological competence and a deep understanding of user needs. At MITTS we have consistently sought and invested in the best people in Malta. With just over 300 employees, and almost ten years experience in IT provision specialising in national infrastructure and corporate solutions for the public sector, MITTS has evolved into a significant systems house serving the public sector. We continue to respond to the rising expectations of the end-users and of the public they serve.

MITTS knows it needs to employ bright and able professionals, and then invest in training to maintain their competencies. Each year, we sponsor employees on apprenticeship schemes and higher education courses including masters in

6

T h e

I n f o r m a t i o n

A g

computer sciences and management.

We run a flexible and personal approach to training. Staff may apply for sponsorship of any course that they feel will enhance their capabilities. We provide a range of t ra i n i n g , b o t h i n - h o u s e a n d by externals, at Swatar MITTS Training C e n t r e. I n 1 9 9 8 , we fo rm e d a partnership with NCC Ltd of the UK, a major force in IT training, and we now run a full portfolio of NCC courses at Swatar.

Last year, we merged our human resources and training depar tments to ensure we had a clear overview of t h e s k i l l s av a i l a bl e w i t h i n t h e company. This was complemented by the implementation of a Human Resource Information Management System (HRIMS).

Over the past year, our expertise has been instrumental in helping us gain

new business in the

development of infrastructure and Y 2 K c o n s u l t a n c y. S y s t e m s w h i c h The flexibility and commitment of our

have been developed and successfully

e m p l oye e s i s p a ra m o u n t t o o u r

operating here, act as a test bed for

s u c c e s s. Fo r l a r g e c o rp o ra t e o r

application elsewhere. MITTS has

technically involved projects it is

the experience and resources to

essential that we have a pool of multi-

implement similar systems

s k i l l e d p r o fe s s i o n a l s w h o c a n

w o rl d w i d e a n d we i n t e n d t o

i m p l e m e n t i n n ova t i ve t e c h n o l o g y

p r o m o t e t h i s k n ow - h ow t o w i n

w o rk i n g s m o o t h l y w i t h c l i e n t

further overseas business.

management teams and the end users.

7

2. 0

Our Business Culture The cost of computing has fallen by a factor of a million in the past 20 years and there is no indication that this is slowing.

Conscious of this worldwide trend, MITTS is committed to p roviding cost-effective solutions to our clients and to ensuring an efficient, value-for-money service for the public.

2. 1

A Competitive Environment A recent survey of some 100 senior decision makers in UK companies revealed that 66% had no means of measuring the return on their investment in information technology.Yet, nearly all claimed their IT strategy was in tune with their company’s business plan.

This lack of information on the costs and benefits of IT expenditure is something MITTS has been addressing. In 1998, we provided clients with strategic information and cost breakdowns on each project. This move was in line with the new ISSP which calls for the maximisation of IT spending in the public service within strictly defined budgets.

MITTS is a wholly-owned Government entity; 1998 though was the first year we received no subsidy from Government. Following an intense year of reorganisation during 1997 through to early 1998, we implemented a commercial mechanism charging Ministries and Government Departments for ser vices. This approach has helped define the relationship with Government for our mutual benefit.

We are providing clients with detailed, monthly invoices for packages of services. In the provision of large systems, such as the Malta Government Network (MAGNET), we now charge, for example, for e-mail accounts, the provision of high-speed data lines, and maintenance and support. Over the past year, MITTS has improved transparency by drawing up multi-year and fixed-term contracts for services and setting performance levels and costs in advance. The trend towards agreed service levels continues to evolve.

9

We assume that Government will

procurement

opt to retain full control of strategic

supplies. We therefore see our

s y s t e m s w h i c h s u p p o rt i t s d a t a -

current thrust to improve MITTS’

s h a ri n g p o l i c i e s a n d o b j e c t i ve s.

purchasing capabilities as beneficial

MITTS expects to provide services

to both our internal requirements

to support these systems in the

and as an added selling point for this

long term. We have a shared role

commercial service.

with

of

outsourced

IT

Government in providing for

the community – profit generation

G ove rn m e n t o r g a n i s a t i o n s m ay

is therefore not our overriding aim.

n o w s e e k o t h e r i n fo rm a t i o n t e c h n o l o g y f i rm s t o s e rv i c e t h e i r r e q u i r e m e n t s. T h i s n ew bu s i n e s s e nv i r o n m e n t h a s c r e a t e d a n enormous

challenge

for

the

company - a challenge that is seen as an opportunity for MITTS to grow and prosper by maintaining a satisfied

customer

base.

User

expectations are on the rise, and we are responsive to these needs.

Attention to customer needs is securing us new business.

Last year we recorded a pre-tax

As we have no links with any

profit of Lm400,000 on a turnover of

particular equipment manufacturer,

Lm6.5 million. Around 50% of our

we can offer Government credible

r eve nu e c a m e f r o m m a i n t e n a n c e

advice o n the quality and

a n d s u p p o r t s e rv i c e s fo r l a r g e

s u i t a b i l i t y o f t h e l a t e s t p r o d u c t s.

m i s s i o n c ri t i c a l s y s t e m s s u c h a s

This independence gives us an

those running the Social Security

edge.

b e n e f i t s y s t e m a n d M AG N E T.

10

Other revenue is generated by

Our commercial evolution has also

leasing professionals and from

s t i mu l a t e d i m p r ove d i n t e rn a l

consultancy and professional fees

controls. We now compile monthly

for advice and support for the

m a n a g e m e n t a c c o u n t s r e p o rt i n g

A

C o m m e r c i a l

C u l t u r

the status and costs of projects and implement a just-in-time system for stock to ensure the hardware we sell is up to date.We carefully select our suppliers to ensure we buy reliable equipment that gives end users trouble-free operation. Our relationship with suppliers has strengthened too – we settle accounts on a timely basis, and insist on better products in return.

2. 2

MITTS’ Commitment to Quality MITTS has strong and public commitment to foster customer satisfaction.

MITTS listens to its clients to gauge their views about our performance, services and products. We hold regular opinion surveys among our clients, and among our own employees, to gain a better understanding of how our clients can be better served.

The ISO 9002 programme highlighted in the Chairman’s statement is an ongoing management effort across all units in the company. MITTS’ Quality Policy, which we make available to all our customers, has been e n d o r s e d by t h e c o m p a ny ’ s m a n a g e m e n t , t h e C h i e f E xe c u t i ve O f f i c e r a n d d i v i s i o n a l h e a d s. I t i s their responsibility to ensure our quality aims are promoted among all staff.

C o m p a ny - w i d e o b j e c t i ve s h ave b e e n a gr e e d a n d a r e c a s c a d e d down to ensure we all understand, endorse and feel part of the drive to promote our quality goals. MITTS’ management has placed the responsibility of employees’ output in their hands. In this way, we have made the customer the focus of each person’s work.

To put this into practice, we run internal controls to ensure excellence in

11

development, delivery and implementation of our IT solutions. While testing is done as part of development activities, it is also undertaken by an independent team to ensure high quality. Similarly, another control team monitors services. These control units work closely, but separately, from the quality unit to ensure independence – a system of checks and balances – across all MITTS’ operations. The quality management unit retains the endto-end view of our business delivery.

Our drive for quality is seen as a partnership among staff and management.

To make employee empowerment real and effective, management has the responsibility to motivate individuals and to ensure they are truly in a position to deliver.

We realise that to get the best from our quality programme we must ensure our employees are fully aware of the importance of quality throughout our operations and able to take ownership of quality control in their day-to-day work. MITTS has identified human resource management and training as vital to its technical and business consolidation. All employees attend customer care and customer service courses. These also provide a valuable forum for our employees to have open discussions on a range of client issues and internal operations.

All these measures have enabled MITTS to achieve its first major goal:TickIT certification under phase one of our quality programme. Phase two is due for completion in November this year.

2. 3

Partnership with our Customers Providing information technology to the public service requires specialist knowhow. The scale, sensitivity, range of applications and users presents an immense challenge to software and hardware companies. Over the years, MITTS has developed a unique insight into delivering systems for Government.

This gives us leverage in implementing the right solutions for our clients.

12

A

C o m m e r c i a l

C u l t u r

We aim to retain this leading role by continuing to provide excellence. In 1 9 9 8 , we i n t r o d u c e d a s e ri e s o f organisational changes which allow u s t o g i ve a m o r e r e s p o n s i ve s e rv i c e. To s t r e n g t h e n o u r c o o p e ra t i o n w i t h G ove rn m e n t we have account executives attached t o e a c h m i n i s t ry. T h e i r r o l e i s t o p r ov i d e e a rl y i n s i g h t i n t o c l i e n t needs – for instance, the upgrading of systems, the introduction of value a d d e d s e rv i c e s, o r n ew s y s t e m

departments may have concentrated

d eve l o p m e n t . T h ey a r e t h e m a i n

on gathering information, but lack

client focus and guide all services

the expertise or time to analyse

provided.

and use it. MITTS provides a full ove rv i ew

of

our

clients’

IT

Once a request is identified, we

communication needs – we often

carry out an initial function analysis

advise change management or

or ‘scoping’ of the project. This is

human resource solutions.

delivered within a short timeframe and is costed separately.

We have run many courses over the

Departments can then evaluate the

past year in collaboration with the

project costs and the timefr ame

Staff Development Organisation on

before committing further resources.

a range of skills which help

Government can also compare

increase

our solutions with other options

competencies in the public service.

available on the market.

Fo r t h e p a s t t wo ye a r s, we h ave

IT

and

management

b e e n p a rt n e r s i n a j o i n t ve n t u r e Often we recognise that IT does not

t ra i n i n g i n i t i a t i ve, N u c l e u s, w h i c h

provide the entire answer. In the

b ri n g s t o g e t h e r p ri va t e a n d p u bl i c

r a p i d l y c h a n g i n g w o rl d o f

s e c t o r o p e ra t o r s i n t h e s h a ri n g o f

information technology, some of the

know-how.

most difficult changes are for users t o a s s i m i l a t e t h e t o o l s . M a ny

13

2. 4

Partnership with the Community MITTS is also active in helping all members of the community share in the advantages of the information age and enjoy greater freedom in their personal and professional lives. We have supported local non-governmental organisations active in disability and community issues.

Without efforts to make the benefits of IT available to all sectors of society, the future information age could bring social exclusion for those unable to access and use new technology. As part of the Opportunities for the Disabled through Computer Technology (ODCOT) programme, MITTS has run a resource centre for several years supplying on-line support and information to the disabled community.

This initiative is housed at our main site in Blata l-Bajda and is run in conjunction with the National Commission for the Disabled and the Employment and Training Corporation. It provides a showcase of disability-related products and assists in IT training.

MITTS also provided free of charge a database to support the work of the Malta Community Chest Fund. The system is used by the Office of the President to

administer all

fundraising

and

distributions. The Fund’s work includes the distribution of white goods and groceries to those in need and help for people receiving medical treatment abroad. With our assistance, the Fund can now spend less time on administration and improve its response time to those in need.

2. 5

Year 2000 Challenge The Year 2000 (Y2K) project is unique. The millennium bug, as it is better known, can cause major disruption across all companies and organisations whether private, parastatal or governmental. MITTS was given the mandate to ensure full compliance of all Government business systems, hardware and infrastructure.

14

A

C o m m e r c i a l

C u l t u r

Last year saw concerted Y2K activity within MITTS. The inventory was completed successfully and on target. This was not a simple task Government has over 190 live systems spread over 350 sites, around 8,000 PCs, over 190 servers and infrastructure to s u p p o rt t h e s e s y s t e m s. T h r o u g h o u t t h e p r o j e c t , we e n s u r e h i g h q u a l i t y c o n t r o l through extensive testing, version control and IT change management. A high percentage of systems have already been tested, remedied or replaced, re-tested and implemented in a live environment. The majority of our goals and objectives for Y2K have been achieved.The project is due for completion in July 1999.

We have organised seminars on the millennium bug. In addition, we have won a number of contracts on Y2K consultancy locally including those for Maltacom plc and Tug Malta. We were also awarded an overseas consultancy contract

for the Caribbean countries following a proposal we made to the Commonwealth Network of Information Technology for Development (COMNET-IT).

15

2. 6

New Developments The unique expertise MITTS has built up in providing holistic IT solutions to Government is moving the company into new areas of work.

Under the remit of the new ISSP, MITTS is helping the Government realise the one-stop shop concept for the public by expanding the connectivity and u s e o f M AG N E T t o l i n k L o c a l Councils and parastatal entities. The aim is for MAGNET to become the information highway for Government and parastatal companies - a move which will bring greater efficiency in t h e i r o p e ra t i o n s a n d i m p r o ve d service to their customers.

Our commitment to quality has been key i n o u r a b i l i t y t o i n s t a l l a n d maintain reliable, secure n e t wo rk s.

We provide stringent service levels and long-term warranties to our clients. This quality guarantee has enabled us to become a certified installer of Alcatel network systems.

Workflow solutions Workflow is a key solution for enterprises striving to improve customer service and organisational productivity and aiming to gain a competitive edge through greater efficiency. In Gove rnment, the ability to log and tr a ck communication with the public is useful in the area of a one-stop shop in public services. Once implemented, workflow will allow the public to use Local Councils to contact Government Departments and parastatal entities in the knowledge that their requests can be easily traced.

16

A

C o m m e r c i a l

C u l t u r

After our market research last year, we formed a partnership agreement with Staffware plc, the world’s largest supplier of workflow management solutions.

We ran two seminars to introduce the idea of workflow to local organisations.

Workflow is an area of high added value and one which we intend to promote in the coming years.

Geographical Information System (GIS) MITTS prepared the preliminary work in order to become a partner in a joint venture company which will seek to exploit the data available on the GIS system - a project which we have been developing over several years. MITTS is now working with Maltacom plc, Enemalta and the Planning Authority to ensure the detailed geographical and urban information stored on the GIS will serve the whole community. The system will provide public utilities and Government with precise and technically complex information made available from surveys at local council level. Malta will have an essential information tool for planning and maintaining its infrastructure and the environment.

The Technological Backbone of Government

17

3. 0

Information Sharing Government has built up considerable IT infrastructure in its drive to provide ‘government-on-line’ - a one-stop shop for its customers, the public. Capturing and handling information will present opportunities to MITTS as it helps Government use the IT infrastructure intelligently to offer new services to the public.

3. 1

Last year, around 50% of our work in delivering information technology to Government focused on maintenance and support services. This shift reflects worldwide trends which show professional services for network services, the maintenance of computer centres and consulting as the fastest growing sector in the information technology industry.

Our experience in corporate, large-scale networks has given us a holistic view of the flow of information in public service. Few other IT houses are equipped to carry out product and network development in such an inherently multifunctional, multi-site and multi-organisational entity as Government.

In the future, we will concentrate more on technology which is bound to the management of documents – that is, retrieving, manipulating, communicating and storing them as digital media. As Government’s information needs increase in complexity, so too does the amount of technology needed to document them.

With the backbone of the Malta Government Network

(MAGNET) already in place, our work will focus more on developing new services and products such as intranets, extranets and other knowledge management tools to help realise government online.

The Networks

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3. 2

As MAGNET grows there continues to be requirement for support and maintenance as well as the roll out of its services to more levels of public servants. MITTS is responsible for the up-keeping and smooth running of the networks on the MAGNET. The fibre-optic link provides Government with a reliable data service, which can

host the introduction of innovative

applications such as video conferencing and electronic data exchange.

MITTS, as a single point of reference overseeing the network, guarantees the necessary high levels of service and security. However, even with a c o m m o n i n f ra s t ru c t u r e t h e r e a r e s i g n i f i c a n t d i f fe r e n c e s i n t h e way information

is

shared.

Careful

planning of the information flow is vital if Government is to avoid a ‘language barrier’ among Ministries and systems.

3. 3

Internet Applications Last year, MITTS worked further on developing innovative applications to run on MAGNET which will extend information sharing. The aim is for MAGNET to be rolled out to other Government entities, such as parastatal organisations and Local Councils, to allow the public greater access to Government services.

We are looking at internet based technologies to develop innovative applications for closed user groups within the public service and extranets to allow public access to selected information. Today, some 1,000 public officers are connected to the Internet. To ensure security we have installed a firewall to protect MAGNET from unauthorised access.

Electronic Mail

20

M a n a g i n g

3. 4

I n f o r m a t i o n

The three-year pilot project to roll out e-mail ended in December 1998. Around 2,600 users are now connected and Government is committed to extending e-mail: only when a large number of users are connected will the benefits of e-mail be fully realised.In 1998, we continued to train new users and provided workshops on email applications.

We

also

extended

other

electronic

government services such as mobile mail, fax, calendar, library and paging facilities. MITTS is also developing bulletin board facilities to circulate general information to public servants.

Connecting Embassies

21

3. 5

By the end of 1998, local area networks (LANs) were set up in New York, Washington, Rome and Toronto as part of a plan to connect all embassies to MAGNET - the network is due for completion in Spring 1999.

3. 6

Disaster Recovery MITTS has established and tested a complete range of disaster recovery

s o l u t i o n s t o p r ov i d e a l t e rn a t i ve c o m p u t e r p r o c e s s i n g c a p a b i l i t i e s fo r G ove rn m e n t bu s i n e s s. We c a n a s s e s s t h e ri s k s a n d f i n a n c i a l i m p a c t s associated with temporary or full loss of IT infrastructure and provide a complete and fully functional recovery service. Our service is more than just having another computer available to reload data – we draw up detailed plans and procedures to ensure a speedy and secure response for business to

22

M a n a g i n g

I n f o r m a t i o n

continue as usual.In 1998, we completed phase one of our plans, identifying key areas for Government investment in disaster recovery planning.

Common Database

23

4. 0

Systems Across Government In a rapidly changing world of information technology, some of the most difficult challenges come from users trying to assimilate new software, and from enabling new and old systems to work together. MITTS has concentrated efforts on ensuring that the systems installed are interoperable and achieve the aim of information sharing. This complements our pledge to full software testing to ensure re l i a b l e operation.

4. 1

It is Government policy that public domain information which is commonly used should be shared among Government Departments. The CdB has been developed to serve as the major platform for information sharing, and also to facilitate the implementation of the one-stop shop concept in Government services where civil status details are required. As it is sponsored by the Department of Civil Registration, it is also a point of reference for Government Departments to verify civil status.

The CdB has already made a significant contribution towards greater efficiency in the public service by strengthening rapport and cooperation among departments. Only a few countries worldwide have such sophisticated IT applications providing electronic data interchange (EDI) in Government. In Malta, where resources are stretched, the CdB is an essential tool at Government’s disposal and for the creation of a one-stop shop service for the public.

During the year, MITTS tested and implemented changes to software and data to cater for Y2K compliance, and provided development initiatives for:

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• inputting death details from the Electoral Office and Health Information Department • setting up a family relationship database for occurrences before 1994 • carrying out a requirements definition and a proposal for building the organisation area of information • printing facilities through the CdB terminal base and a graphical user interface query program • downloading data to other departments.

The number of CdB users in Government Departments continued to increase over the year: by December, the database had some 650 users. The interest

shown in the Common Database by Government Departments is very encouraging as it will help to achieve the Government’s policy of information sharing and the goal of one-stop shop services in Government Departments.

Management of Social Affairs Systems

26

S y s t e m s

4. 2

f o r

t h e

F u t u r

MITTS will continue to evolve Government systems in the areas of Civic management, core Government financial systems and large applications in Health and Education.When appropriate, such systems will utilise the data in the CdB in support of the one-stop shop concept. This may additionally involve developing GIS interfaces to render a graphical and geographical representation of user data. We continued to manage large, multi-year projects such those supporting schools administration and the public health service.

Health Care Patient Administration System

This large system, which already links five hospitals and eight health centres, caters for some 1000 users. It was extended in 1998 to include four more modules: • outpatients booking and registration – installed in 11 clinics • the updating of the patient master index through the common database

27

• file tracking for X-ray files • patient files at Boffa Hospital.

Blood Transfusion A significant achievement last year was the successful implementation of the donor, donation, production, labelling and inventory modules of the Blood Management Information System at the National Blood Transfusion Service (NBTS).

As a result, the Blood Donation Unit at the Gozo General Hospital and the Blood Bank of the Sovereign Military Order of St. John in Floriana are now directly linked to the NBTS. This has brought many benefits, including: • a reduction in data entry at the various sites, resulting in more accurate data • a decrease in many manual processes • entry of donor information and data at source • real-time availability of non-confidential information • better and immediate statistical reporting and report generation • improved public and staff safety • an easier flow of the whole business process.

IT in Education Information technology brings numerous benefits to education. Studies have shown that when IT and Internet are introduced in schools and integrated closely into the curriculum, literacy and writing skills are enhanced.

Computers complement non-technology-based learning.

We have a dedicated client focus team supporting the roll out of information technology in Malta’s schools. Our CENTRIS programme, maintains some 4,000 PCs across schools in Malta for use as part of the curriculum and gives administrative support to staff, teachers and the Education Ministry.

28

S y s t e m s

f o r

t h e

F u t u r

There are now four PCs in every class in years o n e t o t h r e e a t p ri m a r y l eve l . M I T T S i s currently evaluating a new tender to enable the roll out of the next phase of the project. We will a l s o b e wo rk i n g w i t h G ove rn m e n t t o s e t u p c o m p u t e r l a b s i n s e c o n d a ry s c h o o l s, a n d t o network classrooms in a drive to help students and teachers share information.

Civic Management

4. 3

MITTS has developed several systems in the area of civic management. As our clients’ business develops, we help them identify the software changes needed to ensure their new business requirements can be accommodated well into the future.

Law Courts D u ri n g t h e ye a r we i n s t a l l e d a ‘ S u bb a s t i ’ System at Malta’s Law Courts. Subbasti is the p r o c e s s o f s e l l i n g a p r o p e rt y o r i t e m s i n relation to the conclusion of a court case. The system tracks down information related to the parties involved in cases as well as items for sale, dates of sales, buyers and the respective prices. The system is fully integrated with the Windows environment to ensure it is easy to o p e ra t e. I t a l s o h e l p s i m p r ove o t h e r wo rk practices in the Law Courts.

Property management In November, MITTS installed a

property

29

management system at the Joint

as security features required by

Office

such a system.

in

Flor iana.

This

was

commissioned to help implement the 1991 agreement between the Holy

Traffic Fines & Vehicle Licensing

See and the Republic of Malta.This provides for the transfer to State

of

property

owned

the by

ecclesiastical entities in Malta.

The Joint Office gains numerous administrative benefits and will be able

to

offer

better

customer

service on issues such as rental payments.

Permanent Residence Information System I n S e p t e m b e r, we i m p l e m e n t e d a

This system is due to go live in

residence information system at the

early 1999 following a widespread

Office of the Prime Minister with the

awa r e n e s s c a m p a i g n . I t

aim of improving efficiency through-

Government the means to track

out the Department of Citizenshipand

outstanding revenue in relation to

Expatriate Affairs.The benefits include

t ra f f i c o f fe n c e s. D eve l o p e d a n d

the automation of registration and

tested last year, it provides a direct

applications and the speeding up of

link from the Law Courts to the

q u e ri e s, r e p o rt i n g a n d d e c i s i o n -

Vehicle

making within the department.

Department.

Licensing

and

g i ve s

Testing

Police Citations This system was developed to replace an existing one. It has several key functions: the recording of tickets and charges; allocation of sittings for hall and magistrates; a

30

direct link to the Vehicle Registration

Weapons Registration

and Administration System; as well

S o m e 1 7 p o l i c e s t a t i o n s a r e n ow

S y s t e m s

f o r

t h e

F u t u r

linked to the Police Weapons Office in Floriana to enable citizens to deal with weapons registration and licence renewal in their localities. The extensive system, which took around 16 months to develop and test, has brought tangible benefits to the public, police force and weapons dealers.

4. 4

Systems at the Core of Government MITTS has been involved in designing and developing large, complex systems that are the cornerstone of the public service’s work and have a direct impact on citizens’lives. In 1998, we were heavily involved in producing and testing large systems for the Inland Revenue and Social Security Department.These are some of the highlights of the past year.

Social Security System MITTS actively participated in the t a s k fo r c e t o c o n s o l i d a t e r eve nu e departments. In the first phase, we streamlined the enforcement of social s e c u ri t y c o n t ri bu t i o n s w i t h i n t h e Inland Revenue business process.

The system at Inland Revenue has b e e n u p gra d e d t o c a p t u r e a n d process data related to Social Security Contributions.We ran a pilot which supports the collection of social security contributions. The complete enforcement system will operate from early 1999.

Our project team helped identify and implement a number of changes to

31

improve the current processes as well as upgrading the system to make it a more effective tool for the department. The main benefits include: • a children's allowance on line assessment and correspondence system • a n ew s i ck n e s s b e n e f i t s y s t e m c ove ri n g s o m e 2 5 0 , 0 0 0 m e d i c a l certificates received by the department.

Inland Revenue System During 1998, MITTS initiated the implementation of electronic lodgement for the end of year reporting of tax and social security from employers to the Inland Revenue. Some of the benefits of this system include: • a reduction of errors in the data capture process, resulting in a better service • a reduction in costs of data capture • a reduction in the time needed to obtain information, giving our clients a quicker response to their customers • a reduction in physical storage space and related costs.

We supported our clients in the widespread roll out of the Final Settlement System (FSS) to all employers. MITTS also assisted the Inland Revenue Department’s information campaign by providing publicity material and running a series of seminars for the local business community. Our staff also updated the Department’s web site to give more timely and user-friendly information.

Customs & Excise Tax (CET) and Value Added Tax (VAT) The development and implementation of both these systems within tight deadlines required considerable flexibility by our staff. We worked closely with our clients to ensure the systems incorporated their policy requirements.

In early 1998, we finalised the implementation of the CET Core System and added other functions on an ongoing basis as requested by our clients. In order for the CET Department to monitor and control the collection of tax via the Customs Department, we developed a customs data transfer system.

Towards the end of the year, as requested by our clients, we stopped work on

32

S y s t e m s

f o r

t h e

CET and directed our efforts towards

ed in 1998 which are already

a new VAT system. By 1

bringing benefits to the Treasury

January,

we delivered the first part of the VAT

F u t u r

and other live departments.

system, the registration sub-system, to enable business as usual for the

Human Resources Information

country on the change over to the

Management System

new tax regime.

This

s y s t e m p r ov i d e s

the

Management and Personnel Office Departmental

Accounting

with information at a glance. HRIMS

System

gives

The departmental accounting system

overview of its staffing requirements

(DAS) provides a financial tool for

and structures including training

the Ministry of Finance and the

n e e d s a n d p ay - fo r - p e r fo rm a n c e.

Treasury Department to carry out

T h e s y s t e m wa s i n s t a l l e d a t fo u r

their financial and budgetary control

new sites:

responsibilities more

Government

a

detailed

effectively

through greater delegation at both

• Gozo

ministerial and departmental level.

• Law Courts Departments • Customs Division

DAS is successfully running in 23

• Police.

ministries and departments. A large number

of

new

software and

hardware solutions were implement-

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G ATTARD H OUSE N ATIONAL R OAD B LATA L-B AJDA HMR 02 MALTA T EL : (356) 234710 FAX : (356) 234701