MITTS Annual Report 1999

Gattard House National Road, Blata l-Bajda HMR 02, Malta Tel. (356) 234 710 • Fax. (356) 234701

Contents Chairman’s Statement

2

1.0 1.1

The information society Looking to the future

4 4

2.0 2.1 2.2 2.3 2.4 2.5 2.6

Major initiatives The reorganisation process Management commitment to quality Fostering customer care Preparing for European Union accession Year 2000 project Government on-line and initiatives with CIMU

6 6 8 9 10 11 12

3.0

A Partnership Approach

14

4.0 4.1 4.2 4.3 4.4 4.5 4.6 4.7

IT infrastructure and computer systems Information technology within Government The MAGNET Value added services The Foreign Affairs network The schools project Supporting the customer New infrastructure projects

15 15 15 16 17 18 18 19

5.0 5.1 5.2 5.3

Information systems across the public service Government strategic systems Management of social welfare systems Civic management

20 20 22 24

Financial Statements

25

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

26 27 28 29 30 31 31 32 34

6.0 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8

Chairman’s Statement

Joseph R Grima, Chairman

The performance of MITTS in 1999 has been outstanding. Last year was an extraordinary period of change, challenge and achievement.

The Company has emerged stronger, more focused and repositioned at the leading edge of technology as it invested in areas of critical importance.

Credit for MITTS's achievements was due to the dedication and professionalism of our staff. The commitment of our staff during such a demanding year was all the more impressive as during this same period the Company underwent an intense period of internal restructuring. Staff members were consulted widely and appointed to task forces in order to see how each area of our business could be strengthened to make our company more efficient and effective in serving the needs of our clients.

With modern governance requiring better information management systems, it was imperative for MITTS to continue to provide the best possible overview of all sectors of the Public Service. With the restructuring completed early this year, we have introduced more 2

flexibility and greater team building across our departments. We sought to sustain the currency of our specialised knowledge and establish clearer lines of communication both internally and in our client interface.

We are now in a stronger position to assist the Public Service in the next phase of its IT strategy, which calls for increased returns from the IT already in place.

One of the achievements in 1999 was undoubtedly the Y2K programme. In its reaffirmed role as the steward of information technology and systems within Government, MITTS assumed responsibility for the smooth functioning of IT in the run up to Y2K and beyond. It was an exacting year, but the Company met the Y2K challenge successfully, on time and within budget. MITTS also played an active role in Government's contingency planning.

MITTS's declared policy is to provide 'value for money' to clients. As Government's intended investment in IT increased by some 33% in 2000, we had to gear up to meet these new challenges. With over a decade of experience in designing,

Chairman’s Statement

Prof. Juanito Camilleri Joseph W Izzo Anna McKenna

Norman Mifsud

Board of Directors

Anthony S Diacono

implementing, commissioning and maintaining robust government-wide systems, MITTS has acquired unique expertise. Our ability to provide objective advice and stringent quality assessment means that we can help Government procure the right systems at the right price.

In 1999 MITTS worked in tandem with Government's own internal IT think-tank, the Central Information Management Unit (CIMU) in addressing the strategic IT needs of modern Government. Determining standards for interoperability and maintenance of systems across the Public Service was priority area.

MITTS has connected all Local Councils and more Embassies of Malta to the government network.

Implementing Government's ambitious programme of increasing and improving citizens’ access to Government services, and of

assisting the Public Service to prepare for European Union accession is at the heart of our vast agenda.

The past year has seen MITTS rise to new challenges, both internally and externally, and come through strengthened and better focused on delivering real value to clients, shareholders and to our own staff.

Over the years, our Company has been catalyst of change. We are now entering another exciting period in which the Internet and mobile devices will define not only private sector work and leisure but also how the public sector operates.

MITTS has set a precedent with its ability to anticipate, understand and harness change. The future will see us continue to bring the benefits of the new communications industries to the service of the Maltese public.

I must thank our Directors for their contribution and support. I also wish to extend my gratitude to the management and staff for their competence and unswerving dedication over the past year. In 1999 MITTS delivered a huge, often daunting, programme of work.

Together we can face the exciting challenges of the future with confidence in the resilience, ability and commitment of our staff.

J R Grima Chairman April, 2000

3

1.0

The Information Society 1.1

Looking to the future

Governments all over the world are faced with the challenges of limited resources, increasing expectations and heightened public scrutiny. They must therefore have an adequate base of information to aid them in decision making. Information systems play an important role since they offer public service managers an excellent tool to help them implement the changes that will make Government more responsive, efficient and productive.

4

The strategic direction of the 19992001 Information Systems Strategic Plan for the Public Service (ISSP) did not advocate additional technology. Further investment in IT does not in fact automatically translate into increased benefits for the Public Service and its end user, the citizen.

During the past years, both Government and MITTS focused their energies on building the base

1.0

infrastructure for the information systems. This infrastructure is now facilitating the introduction of new applications and its utilisation increases as more systems are developed and integrated.

Furthermore, data residing within the systems can now be interpreted more effectively into useful management information. The ISSP had in fact recommended that efforts should be directed towards a process of consolidation and optimal use of

the information systems already in place. It is also important to realise that information systems and technology should not be viewed as ends in themselves, but rather as the backbone that helps the Public Service deliver services.

MITTS continues to act as the fundamental link that helps Government deliver the ISSP 19992001. Our commercial orientation also opens us up to competition from

The Information Society

other IT suppliers. Our responsiveness to clients' needs, our versatility and our multi-skilled pool of human resources are the characteristics which have distinguished us throughout our dynamic ten-year history. These continue to put us at the forefront as Government's first choice in its drive to bring the benefits of the next phase of the information age to all citizens.

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2.0

Major initiatives 2.1

The reorganisation process

IT companies around the world change their internal organisational structure on a regular basis and for two main reasons for such reorganisation are the ever-changing developments in the world of IT; and the need to accommodate the rapid growth both of the services they deliver and also the specialisations required of their employees. These changes are primarily geared towards meeting customer needs more effectively.

To provide excellence in IT means gaining a thorough understanding of our clients' business and future requirements so we can pre-empt their needs and implement the right, cost-effective solutions. The sheer scale, sensitivity and range of IT infrastructure and applications within 6

the Public Service means that we need to be leaders in the fields of best practices and quality delivery.

To do this, we needed to have another look at how we operate internally. In the past year, we undertook an extensive restructuring of the company with the clear aim of delivering greater value for money in our work for the Public Service.

We consulted staff widely and appointed several task forces, comprising staff and management from all company areas, to see how each sphere of our business could better serve the needs of Government. The process was a thorough review of individual and team roles, departments and management structures: the outcome is a company more focused

2.0

and united in its search for excellence, and a more open and transparent workplace for all our employees.

In fact, the success of the restructuring exercise, from review to implementation, was due to the personal commitment of each staff member. The smooth implementation of the recommendations is even more impressive when viewed against the demanding work programme the company faced in 1999, a year which included strict deadlines on projects such as the Y2K programme, and the expansion of the ISO 9000 certification.

The following is a short review of the new structure: Strategy and Relationships Management (SRM) This department is responsible for the fostering of excellent relationships both with our clients and with our major suppliers.

Promotion and Communications form an integral part of this department which also has the remit to seek new business ventures.

Major initiatives

Information Systems Services (ISS) The ISS department takes care of the development of new applications as well as extending and maintaining the ones currently in use. Here we are also responsible for the procurement of off-the-shelf large systems and for their implementation.

IT Consultancy Services (ITCS) The primary responsibility of ITCS focuses on applied research for new technologies and new solutions to keep improving the services we provide to our valued customers.

Financial Management and Human Resources These two groups play a very important role in facilitating the smooth running of our company by assisting all the other departments in matters regarding personnel and finances.

Support, Implementation and Maintenance Services (SIMS) This department focuses on the IT infrastructure of our clients. Support given at the clients' own site is supplemented by second line central support that is also responsible for government centralised services such as e-mail, Internet and the Malta Government Network (MAGNET). SIMS is also responsible for adding new infrastructure that ranges from the designing of new sites to full testing and commissioning.

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2.0

Major initiatives 2.2

Management commitment to quality

MITTS has registered another successful ISO 9000 audit under the TickIT scheme. The external review covered the activities previously certified, and extended certification to more company activities. Two audits were held in November 1999 and in March 2000. In conclusion, certificate number Q 15265 has continuing validity.

Certification relating to contract drafting and monitoring, general management and quality management activities was achieved in Phase I. ISO certification has also been extended to three activities that are now brought under external review in Phase II. These are human resources and staff training, purchasing, and information sharing relating to the Common Database (CdB).

The business relevance of this ISO 9000 implementation is that contract management for all Lm 8 million work with clients, and over Lm 3 million hardware purchases are under ISO 9000. The same applies to information sharing activities of the Common Database (CdB). The CdB, central to the government Service Charters, is used by over 700 endusers in over 27 government departments, and also feeds data to many other applications. MITTS' ISO 9000 is driven by client business needs, which the company follows closely.

Certification will be extended in Phase III to technical services in the software and the networks delivery arms. This next phase will target operation and maintenance of applications and of networks.

Application testing and training of end-users will enable a better return on government's IT investment.

Technical development work prior to entering operation and maintenance mode will be tackled as a subsequent phase.

Management pursues yearly company-wide quality objectives in support of attaining Service Levels that are agreed with clients. These company objectives are then filtered down as unit and personal objectives of managers. Departmental managers are individually and collectively committed to these service objectives and to extensions of certification of company credentials, in the form of ISO 9000 in the ISS and SIMS departments.

From left to right: Peter Bugeja ~ Department Manager for Information Systems Services, John Zahra ~ Group Manager for Human Resources Group, Rohan Debono ~ Department Manager for Support, Implementation & Maintenance Services, Victor Vella ~ CEO, Christian Sammut ~ Department Manager for Information Technology Consultancy Services, Raymond Navarro ~ Department Manager for Strategy & Relationships Management

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2.0

2.3

Major initiatives

Fostering customer care

The focus that MITTS puts on customer care is key in underpinning our success. As a leading company in the IT sector, we also have a role in setting benchmarks in customer care. We do more than simply provide a service: our staff is committed to translating a good quality service into exceptional service.

During 1999, many members of staff

underwent a training programme both in customer care and customer service. The training programme was extensive; we concentrated in particular on identifying the elements of good internal service and teamwork that already exist within our organisation. We then worked on setting up a framework for evaluation and action in order to improve and maximise customer satisfaction.

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2.0

Major initiatives

2.4

Preparing for European Union accession

The road for Malta towards European Union membership entails a concerted effort both within Government and outside.

Ongoing research has shown us that European Union membership will impact IT in Government in two major ways: • First, our systems must be compatible with existing European Union standards. The Customs Department, Value Added Tax (VAT), Accounting as well as the Immigration Department are a priority since the exchange of information among these sectors and with the European Union is of utmost importance. • Second, as legislation within the European Union changes, our systems too must change.

During 1999, MITTS worked extensively with the Department of Statistics in the area of information exchange. In fact, this department is already directly exchanging 10

information electronically with its European Union counterparts.

We are also working towards establishing MITTS as the official European Union gateway for Government. This step will enable us to act as a liaison point for the European Union network and the MAGNET. MITTS has also set up an EU Desk in order to keep abreast of the latest developments and to identify potential funds that the Government can utilise. Through its presence in Brussels, MITTS is currently researching the internal workings of this complex organisation. This resource will also identify those government departments that will feel most the impact of EU accession on their internal work. This will enable the government and MITTS to deploy the timely and appropriate IT to serve these departments as their role and responsibilities extend.

2.0

2.5

Major initiatives

Year 2000 project

The year 2000 will be remembered for the potentially damaging consequences it could have brought across the world of business and technology.

MITTS immediately realised the magnitude of the so-called Y2K problem, and as early as 1996 began research on the best way to contain and manage the risks. A formal project team was set up in June 1997 and a fully-fledged Y2K Compliance Programme was initiated covering our own business and our entire client portfolio. The programme notched up a total of 45,000 person hours of work effort (equivalent to 5,600 person days).

difficulties of Y2K, much of the credit for the huge success of the Y2K Compliance Programme is owed to the company's project management skills, the great flexibility and versatility of its staff and the full cooperation of its clients.

Following internationally accepted best practices, the year 2000 Compliance Programme covered 340 different information systems and databases in use within our own organisation and that of our clients, the vast majority of which are government entities. The systems were based on an infrastructure environment comprising over 240 servers including various operating systems, over 8,000 PCs, approximately 200 Local Area Networks (LAN), a Wide Area Network (the MAGNET) and various other network and infrastructural equipment such as hubs and routers.

The most notable characteristic of Y2K was the immovable deadline which was met with few difficulties.

Despite the sheer magnitude of the task, we identified only three incidents which were of relevance.

We tackled these promptly leaving no adverse effects on our clients' business. Besides the technical prowess and extreme pragmatism needed to overcome all the technical 11

2.0

Major initiatives

2.6

Government on-line & initiatives with CIMU

In line with the terms of reference of the ISSP 1999-2001, last year saw the establishment of a Central Information Management Unit (CIMU) within the Office of the Prime Minister (OPM). This unit is responsible for the regulatory and strategic direction of information management within the Public Service. In the past these roles were undertaken by MITTS. We continue to act as the prime supplier of information technology to Government and thus we work very closely with CIMU as an advisor on IT issues. For example MITTS takes an active part in the IT investment planning process of government together with CIMU, the Budget Office and the Ministries. We have also

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worked on various projects for CIMU and following are some of the major initiatives: Information Practices Legislation In the information age, the Government of Malta is aiming to introduce legislation to establish a framework enabling the good use of information.

At the same time, personal data and individual privacy has to be protected.

Government has thus appointed an inter-ministerial working group to develop and draft the necessary legislation under the chairmanship of CIMU. As part of this working group, MITTS participated actively in all sessions and contributed to the draft legislation which consists of the following:

• Electronic Communications and Transactions Act - to enable and promote the use of ecommerce, and conduct electronic transactions, while at the same time providing the necessary safeguards against misuse.

• Data Protection and Privacy Act - to establish a legislative framework that protects the privacy rights and freedoms of individuals with respect to the processing of personal data.

• Computer Misuse Act - to provide safeguards against unauthorised use of computers and unauthorised access to data. It enables such offences to be considered criminal acts, and provides for penalties

2.0

against computer-related crimes.

This legislation is perceived as a breakthrough in the country's modern legislation, providing a framework to promote and regulate the use of IT on the islands.

Information Sharing and One-Stop Shop The extensive investment in IT by the Maltese Government is to be complimented by an efficient and effective Information Resource Management to maximise the return on the investment already made. For this reason, the Common Database (CdB) sponsored by the Department for Civil Protection has been indicated as one of the most strategic systems in the ISSP 1999-2001. The Maltese Government aims to promote an information-sharing culture across all government departments in order to improve data correctness, consistency and currency. The CdB therefore serves as the basic platform to implement this policy, and also to consolidate public domain information that is commonly used across government departments.

The CdB has been integrated within various business processes in a number of government departments.

By the end of 1999, there were already 768 users in 37 government departments connected with the CdB through the MAGNET. Through the CdB, government departments are introducing the concept of the onestop-shop thus offering the public a more effective and efficient service.

The one-stop shop concept, which eliminates the need for the public to visit various government departments in person, is now forming an integral part of the Quality Service Charters of most government departments.

Major initiatives

One-stop shop services are currently available in the following departments both in Malta and Gozo: • Examinations Branch • Public Lending Libraries • Passport Office • Department for Social Services Children's Allowances Section.

Data Architecture Standards MITTS has been working closely with CIMU to issue a policy on Data Architecture Standards across government departments. This will help improve data quality and consistency across government applications and will further facilitate information sharing within government departments to make better use of information as a corporate resource.

Government On-Line and other initiatives MITTS is further involved in various initiatives undertaken by CIMU. Some of the work we do involves the development, implementation and monitoring of security standards, desktop standards, Geographic Information Systems (GIS) and policies on use of e-mail and Internet.

One major project that started in 1999 and is now increasing in pace is the building of the Government-On-Line infrastructure. In many countries the task of bringing the government closer to the people through the use of new technologies like the Internet is a priority and Malta is committed to do likewise. MITTS is therefore investing heavily in building capacity to be able to meet the IT challenges that this project is sure to offer. Accessing the government from one's home or office will soon be a possibility for companies and citizens alike.

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3.0

A partnership approach

One of MITTS' priorities is that of establishing and maintaining close relationships with our clients. Over the years such an approach has enabled us to further understand our clients' needs and the environment in which they operate. This has allowed us to be proactive and to provide timely and customised solutions and assistance in the planning, budgeting and implementation phases of our clients' IT projects.

The Relationship Management Unit acts as MITTS' focal contact point to the client, thereby ensuring that co-ordination and synergy are achieved in all the activities and services with which MITTS provides its clients. The Unit insists on being proactive when identifying clients' needs and their future IT requirements. It is therefore imperative that it maintains a strong 14

and open relationship with clients in order to establish close partnership agreements with both clients and suppliers. In doing so the Unit must be capable not only of being diligent when putting forward its proposals and sales quotations but it must also provide impetus to its human resources so that they can identify how new technology and solutions can best meet client requirements.

MITTS has set up a Communications team in order to further promote the company's image and to disseminate information on the services and products we offer. The team is also responsible for the company's promotion campaigns and for its web-site. In 1999 MITTS ventured into the overseas market through its provision of Y2K consultancy services to various Caribbean countries.

4.0

4.1

IT infrastructure & computer systems Information technology within Government

The rollout of information technology within government has resulted in an IT framework that is forward looking and extendible. This framework has primarily been based upon a shared infrastructure, which facilitates access to applications and information, which may be stored by various government ministries and departments. This approach enables efficient use of data that is secure but at the same time available to several computer applications. This is in line with what the interoperability that the ISSP 1999-2001 advocates, that is, ensuring that technology is not an end in itself, but is the means

4.2

that will enable the Public Service to fulfil its goals of being an economic, efficient and effective provider of services.

The Malta Government Network, commonly known as MAGNET, is the single, most significant part of the Government's information technology infrastructure. The opportunities the MAGNET already provides are being utilised well and will be exploited more fully in the near future. This will ensure a high return on the investment made and will form a basis for the drive towards electronic government.

The MAGNET

As the backbone for all government systems, the MAGNET facilitates the concept of data sharing within government departments, and indeed across ministries.

Furthermore, it is a primary means for disseminating selective information to decision-makers reliably and on an 'as needed' basis.

In 1999, we carried out a large number of infrastructural projects further extending the MAGNET. Some of these projects involved the installation of new networks, while others catered for the expansion of existing networks within various client sites. To date, there are over 150 government offices connected to the MAGNET. There are also over 200

application and file servers and over 5,300 networked personal computers (PCs) in the public service.

Moreover, the MAGNET can be securely accessed from remote sites - even from other countries - through remote access facilities using modems. Government employees can also access their e-mail accounts and the Internet from home or from abroad using this remote-access service.

Malta has, bar one or two other countries, the most comprehensive and sophisticated government computer network worldwide. MITTS is proud to be the company that has built this network and is responsible for its operation.

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4.0

IT infrastructure and computer systems

4.3

Value added services

Throughout the year, we continued to extend the use of electronic mail within government. In 1999 alone, over 500 additional users were given access to e-mail. While the deployment of e-mail had originally been only available to top-structure users within government, MITTS was requested to make the service more widely accessible to public service officers. This, besides facilitating communication, also maximises business benefits in terms of the return on the investment already undertaken.

The opportunities provided by Internet and Intranet technologies were also identified as areas to be exploited in order to bring about electronic government. We developed standards and protocols 16

for the application of Internet and Intranets, and also initiated projects in order to evaluate the use of such technologies. Consequently, we launched a number of initiatives, developing various government web sites and web-based applications.

As a result of this development, the MAGNET is expected to undergo further growth not only within government ministries and departments, but also within local councils and other public service entities. MITTS realises that it carries a great deal of responsibility to ensure that this widespread use of applications frequently working together leads to the reliable performance of individual applications.

4.0

4 .4

IT infrastructure and computer systems

The Foreign Affairs network

Foreign Affairs

Brussels Embassy

Rome Embassy

Washington Embassy New York Embassy

MITTS was responsible for setting up local area networks in Brussels, London, Rome, Toronto, Washington and New York. In 1999, these offices were further connected to the MAGNET via the Foreign Affairs network. This network is not only growing in size, but also in geographical coverage. All the embassies within the above sites were given access to the Government electronic mail service as well as to the Internet via a secure gateway. During the year 2000, we expect to further extend this network to the embassies in Paris and Stockholm.

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4.0

IT infrastructure and computer systems 4.5

The Schools Project MITTS continued with the distribution and installation of multimedia PCs in government primary schools. We installed over 700 multimedia PCs in Year 4 classes, bringing the total number of PCs and laptops within schools to approximately 4,000 units.

The rollout of technology however did not stop here. We also networked classrooms in 65 primary schools and also set up over 10 IT laboratories. In total MITTS installed more than 4,000 network points within these schools.

4.6

Supporting the customer MITTS is responsible for the day-today support of the infrastructure and applications of government. We support over 9,000 PCs (from the oldest 386s to the latest Pentium IIIs), 200 servers on Unix and NT, all the networks, databases, large and small applications, desktop software like the Windows operating system, Microsoft Office, e-mail, Internet and more. We also organise the daily backups and undertake preventive maintenance. IT installed and serviced by MITTS can be found in every government office, all schools and now also in local councils. We put a great deal of effort in coordinating the upkeep of all this infrastructure among so many users. We are also investing in solutions which facilitate maintenance and enable support from a centralised location. MITTS is committed towards constant research and investment in new technologies to be able to serve its customers in a more efficient and cost effective manner.

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4.0

4.7

IT infrastructure and computer systems

New Infrastructure Projects

The number of projects aimed at expanding government infrastructure are constantly materialising. In 1999 MITTS installed miles of Fibre Optic and UTP cable in various networks in order to accommodate the needs of the many departments. These projects included the connection of many sites to the MAGNET using dedicated telephone leased lines from Maltacom. One of the most recent projects was the connection of 68 local councils' sites together

with the Local Tribunals in support of the new responsibilities that the central government is handing over to the local government. Work of this type requires the continuous effort and attention of many people who must also keep abreast of the latest technologies. In this process MITTS also handles the procurement of practically all the IT equipment needs of government. Naturally all of this places a lot of responsibility and work on our organisation.

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5.0

Information systems 5.1

Government strategic systems Within the context of constrained funds, the ISSP 1999-2001 recommended that further introduction of information systems within the Public Service should be directed towards key strategic policy areas. The following were identified as some of the most important: Department of Social Security The Department of Social Security (DSS) is responsible for providing timely financial assistance and benefits to eligible citizens. DSS is one of the first government departments that embarked on the computerisation process and MITTS was instrumental in developing the "Sistema ghall-Amministrazzjoni ta' Beneficcji Socjali" or SABS (system for the administration of social benefits).

During 1999 this department commissioned MITTS to continue expanding SABS to cater for: • Marriage Grants • Maternity Benefits • Unemployment/Special Unemployment Benefits.

These extensions now fully automate the capturing of benefit application forms and the automatic assessment of claims. Payment rates, calculation of arrears and of overpayments are automatically calculated by the system. Moreover, these three benefits are now integrated with all the other benefits on the SABS system.

In addition to the above, our project team implemented a number of enhancements such as the assessment of children's allowance entitlements for children living in institutions and Y2K upgrades to all systems' hardware and software. It is worthy to note that during 1999

20

over 100,000 letters sent to the public were automatically generated by the SABS system.

Departmental Accounting System (DAS) The DAS project started more than 4 years ago. In late 1999 we worked on an accelerated implementation plan to complete this project quickly.

The completion of this project by end 2000 is critical for Malta since it impinges upon Malta's application to join the European Union. This means that by December 2000 all government accounting will be managed through this system. The obvious benefits of this project are the overhaul of the financial management institutional framework within the Public Service and the improved management and control of public funds.

In 1999, 21 new government departments benefited from the introduction of this system, surpassing our original plans. The number of current users that we support is over 800 and is expected to increase to about 1,200 by December 2000. Our project team also delivered new application upgrades to DAS for the benefit of various government departments and ministries.

Inland Revenue Department Taxation is one field of public administration where information technology is vital, since a reliable and accurate system provides the public with fair and more transparent taxation. In 1999, we undertook a number of IT projects for the Inland Revenue Department (IRD) in order to help it reach its business objectives: • A Company Taxation Project that included a new Company

across the public service Registration that automatically Module computes together with the a tax new due.

Tax Computation System that • Anautomatically IRD-NI Merger computes Projectthe where tax due. a new suite of software, regarding • An the IRD-NI enforcement Merger of Project social security where a contribution new suite ofpayments, software, regarding has been the installed. enforcement of social security • contribution An Assessment payments, and Accounting has been installed.

Project which involved the • An introduction Assessment of a and totally Accounting new Project concept which regarding involved tax computation. the introduction This new system of a totally is based new both on concept a year-by-year regarding calculation tax of the computation. tax due and also Thison new taxsystem is based declarations both on anda self year-by-year assessed tax calculation returns. Furthermore of the tax due theand whole also on process tax declarations was complemented and self by a assessed series of tax taxstatements returns. that were Furthermore sent by the Inland the whole Revenue process was Department complemented to all taxpayers by a series within of tax the statements same year of that assessment were sent by for the Inland first time Revenue in its recent Department history.

• Enhancements to all taxpayers to within IRD the Systems same Various year of assessment software enhancements for the first were time in implemented its recent history. within the IRD • systems Enhancements in ordertotoIRD improve Systems its performance Various software as well enhancements as to increase its were facilities. implemented Thesewithin additions the IRD included systems ainnew order and to improve highly its advanced performance Individual as wellTaxpayer as to Registration increase its facilities. module together These with the additions migration included to a new a new platform. and highly advanced Individual Value Taxpayer AddedRegistration Tax (VAT) module Work together to develop with the the migration three systems to a in this newdepartment platform. was always performed within strict deadlines. The professionalism Value Added Tax of (VAT) our staff enabled us Work to successfully to develop the deliver threethe systems new VAT in this system department within very was always tight timeframes. performed within We worked strict deadlines. on a number of The extensions professionalism to the systems of our staff as well as enabled on Y2K uscompliance to successfully of existing deliver systems the new VAT and system applications. within Recent very tight

enhancements timeframes. We undertaken worked onincluded a the number snowball of extensions lottery, a to new thestock systems refund as wellextension as on Y2K and compliance an appeals of subsystem. existing systems and applications.

Recent enhancements undertaken Itincluded is important the snowball to highlight lottery, that MITTS a new isstock maintaining refund extension three taxation andsystems an simultaneously, appeals subsystem. namely the original VAT introduced in 1995 which is still inIt use, is important the Customs to highlight Excisethat TaxMITTS (CET) and is maintaining the new VAT. threeWe taxation are therefore systems currently simultaneously, working namely on integrating the original these three VAT introduced separate systems in 1995 which so thatisthe still VAT in use, department the Customs and the Excise taxpayers Tax can (CET) reap and even themore new VAT. benefits.

We are therefore currently working on integrating these three separate systems so that the VAT department and the taxpayers can reap even more benefits.

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5.0

Information systems across the public service 5.2

Management of Social Welfare systems

Government continued to direct new investment in information systems towards strategic policy sectors so as to consolidate the significant information systems already in place.

Health and Education were two major policy sectors identified.

Health The health of citizens is one of government's priorities. For this reason, MITTS has been at the forefront in the delivery of information technology in the health care sector that can be used to the benefit of both the institution and the patient.

The current year saw the successful implementation of one of the largest and most critical modules of the Patient Administration System (PAS) at St.Luke's Hospital, that is, the Admissions/Discharge/Transfer (ADT) module. This system affected 22

a cross-section of users and has yielded a number of benefits both directly to the end-users of the system as well as indirectly to the patients making use of services.

In this very important project 600 users were trained and the system went live in 40 wards simultaneously.

Naturally this required a lot of preparatory work as well as excellent coordination and cooperation between our staff and our client.

We were supported by our client's commitment and eagerness to go live with the complex rollout of a system which brings immeasurable benefits.

Another system which benefits the Maltese public is the Blood Transfusion System. A number of enhancements were made to this system as well as Y2K compliance.

5.0

Education Computer literacy is vital for citizens to realise their full potential in the information society. Government has emphasised that to allow for an improved educational basis that enriches the nation, investment in information technology in the educational sector is needed.

To meet current objectives in this area and to help implement government's commitment towards these ends, MITTS has continued with its efforts to devise, upgrade and support new systems. The

Information systems across the public service

Schools Information System (SIS) is now introduced and working in all schools. In addition the administration, attendance and timetable modules are now operational in most of the state schools.

Ongoing projects in the area of education include those currently being undertaken in the Public Lending Libraries and the Exams Division. These applications are making it possible for the public to reap the benefits of computerisation by receiving more prompt and efficient services.

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5.0

Information systems across the public service 5.3

Civic management

Civic management is another area where MITTS was entrusted with the development of information systems for government. This year a number of new applications were delivered to address our clients' needs, thereby improving their capabilities and productivity.

more easily. Integration and further systems' development is in process for the Police Reporting and Enquiry, the Preliminary Investigations, Case Management and also the Magistrate roster. These applications will provide end-users with easier access to more accurate and reliable information.

Work on police applications such as the Incident Reporting System is enabling the service to achieve increased benefits of the IT investment made in the past.

Furthermore, applications like the Vehicle Registration Systems (VERA) is providing access to users in various departments like the Police, the Law Courts, the Local Councils and naturally the Licensing and Testing Department. The Traffic Fines and Renewals Systems is also being used across the departments with the obvious benefits arising from the onestop-shop concept.

We are also deeply involved with the local councils in the area of IT. All 68 local councils are now directly connected to the MAGNET and work on the Customer Care System is highly advanced. Through the use of this system, citizens will be able lodge their needs or complaints directly at the offices of their respective local councils. This application makes use of the new concept of Workflow where the computer passes the information to the various operators and alerts and reminds them about actions they need to take. Work being done in these areas is ground breaking since it starts the process of bringing the Government closer to the people.

This will enable all citizens to look forward to reaping more benefits in the near future.

Within the Law Courts MITTS is also involved in building new, as well as enhancing existing, applications.

Display systems for example, are helping the public locate information

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