MITA Strategy 2021-2023

Is a strategy needed within a digital environment which faces constant and rapid change? The short answer is ‘yes’. This week, MITA launched its strategy which is all about where the Agency intends to be in three years’ time. Its purpose is to provide direction within this dynamic environment in order to be able to achieve its goals.

Indeed, to have a clear strategic direction, to know exactly what priorities to focus on and ultimately to attain the set objectives, is crucial - especially today when we are facing a global pandemic. The Agency has been supporting Government and the Public Administration for the past thirty years and has continuously evolved since being set up. It is with a clear vision and direction that an organisation remains relevant, important and a valid point of reference to its client, in this case the Government.

In conceptualising this highlevel strategic plan for the period 2021 to 2023, the organisation has considered the external environment, has taken stock of the current situation, and the achievements attained so far. In view of this, along with an analysis of strengths, weaknesses, opportunities and threats, the Agency has set its strategic position. The vision, “a commitment to a digital future”, is intended to serve as a key inspirational driver to the Agency’s current and future employees and other stakeholders. MITA will embrace digital innovation and future digital challenges to fulfil its mission to its best ability, that is, to “provide technology direction and implement digital solutions for Government”.

The MITA Strategy makes reference to the Agency’s values and the strategic drivers at its core. The values: People, Empowerment, Continuous Improvement, Client Focus and Professionalism are continuously used as a reference point in whatever the organisation does. Moreover, the strategic drivers emphasise the mind-set required to achieve objectives. They assert that MITA has the responsibility to lead, that is, to communicate and delegate while supporting technological implementations. MITA triggers the use of innovative concepts which require commitment and support. To ensure effectiveness, MITA will seek to maximise the potential of employees and its investments. All this requires careful analysis of the risks, protection of data assets and accountability.

The Agency’s Board and Executive Committee, together with a specifically assigned Action Team, worked to formulate Policy Statements accompanied by several Actions which will be directing the organisation to implement its strategy.

For the coming three years, MITA will focus on seven main domains.

The Strategy will provide digital architecture frameworks and will continue to assist the Government in the conceptualisation of digital policies and strategies. It also, acknowledges the importance of trust in the Government services and remains committed to safeguard the Government’s digital assets while also contributing to cybersecurity at a national level.

Three specific domains are essentially at MITA’s core: the upkeep of the Government’s digital infrastructure; the constant application of digital technologies and better use of data; as well as the continuous modernisation and updating of shared platforms and vertical information systems. The objective for the next three years is to maintain these domains and bring about the required growth to keep them at par with current technological trends and social expectations.

The strategy also delves into two other key domains, client relations and internal improvements. Through the former, MITA intends to continue applying its knowledge expertise and experience to promote ICT consultancies and to further assist clients in their digital agenda. The latter acknowledges the need for continuous improvement of services through improved processes and application of tools, all within an environmental-friendly perspective.

People Management is intentionally given special attention in the strategy. The Agency is a knowledge-based organisation; employees are central to its achievements and the strategy can only be implemented through the dedication and diligent work of its people.

Finally, the strategy will only yield value if it is implemented; this requires ownership, careful planning and budgeting. The MITA Board of Directors owns this Strategy, and the Executive Committee will spearhead its implementation.

Following the publication of the strategy, MITA will implement various initiatives, projects, and services as defined in the yearly Business and Financial Plan which aligns to the strategy. Having said that, the Strategy remains dynamic and will thus go through continuous review and updates, as necessary.