strategic)ict)leadership) - undp ihelp/img... · 2019-09-14 · 4! overview! connecting undp...

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Strategic ICT Leadership June 19, 2014

Office of Informa@on Systems and Technology United Na@ons Development Programme

Office of the Chief Technology Officer -‐ Directorate

UNDP’s Award-‐winning

Enterprise ICT Programme

Agenda

1.   ICT Opera1ng, Service

Delivery Model 2.   ICT Landscape in UNDP

3.   Opportuni1es for Transforma1on & Post 2015 Agenda

3!

Overview!

4!

Overview!

CONNECTING UNDP THROUGH ICT - Internal Use Only !

UNDP Strategic Plan 2014-‐17

ICT Medium-‐term Investment Plan 2014-‐17

ICT Roadmap for 2014-‐15 & 2016-‐17

Strategic Plan Work Areas"

Openness and transparency Knowledge mobiliza@on

Intelligence and real-‐@me monitoring Talent management Process integra@on

Resilience Social engagement

UNDP Technology Principles" Innova@on

Integra@on / Interoperability Openness & transparency

Lean ICT Sustainable (Green) ICT

Enhancing collabora@on & knowledge sharing Building confidence & security in the use of ICT

UN Coordina@on

ICT Governance Model

UNDP ICT MANDATE

UNDP will make beYer use of informa@on and communica@ons technology solu@ons to enhance business analy@cs, increase produc@vity, reduce transac@on costs, facilitate sustainability as well as provide direct programme/project support. Strategic Plan 2014-‐2017 EB session (DP/2013/40)

Service Types Plan Design Build/Configure Run/Operate 1. Strategic Oversight -‐ Enterprise solu@ons New York New York Relocated-‐Offshored

Outsourced Relocated-‐ Offshored Outsourced

2. Central and Regional Bureaux Support -‐Business unit systems

New York New York Client-‐based Relocated-‐Offshored Outsourced

Client-‐based Relocated-‐Offshored Outsourced

3. Run -‐ Opera1ons -‐ Produc@on support: email, network infrastructure, customer support

New York New York Client-‐based Relocated-‐Offshored Outsourced

Client-‐based Relocated-‐Offshored Outsourced

Service Centers (New York, Global Shared Service Centers, Regional Hubs, other off-‐shored loca@ons )

Customer support, Innova1on hub, CO advisory services and support

New York Global Shared Centers

New York Global Shared Centers

Client-‐based Regional Hub/Service Center Offshored

Client-‐based Regional Hub/Service Center Offshored

ICT Opera1ng Model

Global / Regional ICT Service Delivery Model

Four Global / Regional ICT Service Types

Operating Model

Source of Funds Reporting Structure Service Delivery

1. Global Advisory Services, supporting corporate services to Regional Hubs and COs (e.g., VSAT, firewalls, email, facilities design, and reporting

Global CentersRegional Hubs

OIST + cost recovery OIST Shared service

2. Regional ICT Advisory, focusing on Regional issues including CO issues in the Region

Preferably Regional Hubs

Cost shared50% funded by OIST50% by Regional Hub

Function to OIST Service to Regional Hub OM

Shared service

3. Regional Hub standard ICT service

Hub/CO Regional hub Regional Hub OMLocal ly served Dedicated or shared service

4. CO standard ICT services Hub/CO CO funded CO OMLocal ly served Dedicated or shared service

IMA Opera1ng Model (proposed)

Three Service Types Current

Workload Distribution

Proposed"Operating

Model Source of Funds Reporting Structure Service Delivery

1. Standard ICT Service" (ICT Help Desk Tier 1) 50% Primarily

Outsourced Per-Capita charging, or

alternatively Client funded (post or GOE)

OIST Shared common pool of ICT service

2. Specialized ICT Service, such as database administration for an office-specific system, office website work, technology innovation or corporate enterprise systems QA and testing

40% SLA with OISTBx/Unit-based

Client funded (post or GOE)

Function to OISTService to Bx/Unit OM Dedicated or shared service

3. Non-IT function 10% Realign with related functions N/A N/A N/A

Risk / Opportunity !•  Who will perform

the Tier 1 gap?!•  Leverage on IMA

institutional knowledge and strength to augment the service of OIST!

Current State!•  NY has 26.25 IMAs

distributed across Bureaus and units supporting 5 locations, ~2,500 personnel!

•  20.25 posts are affected by the SR !

•  The standard ICT support ratio to arrive at an optimum support capacity for standard ICT service is currently at 1:50 !

Impact on SR"•  With the SR

implementation: only 14 IMA posts are identified, 8 from affected units, 6 from non- affected unit!

•  GAP: 60% IMA service is unaccounted (12.25 IMA posts)!

9!

Mid-term ICT Investment Plan Framework!


Investment Type 1 - Optimize the Business (7.5% benchmark): !ICT resources for developing and enhancing ICT systems in support of business efficiencies. !Examples: Enhance Atlas, ACP Online, ERBM, SharePoint Intranet, Managed Print Services!

Run the Business (Operations - 85% based on historical costs and public sector benchmarks): !Regular operations, operations costs from new investments, and additional costs based upon 3-5 year cycle expenditures for software, hosting, and licensing!

Investment Type 2 - Transform the Business (7.5% benchmark):!ICT resources for implementing technology systems that enable the enterprise to enact transformative business models !Examples: IPSAS, IATI, E-Recruit/ e-Hire, Unified Communications, Mobile Banking!

Run-the-Business IT Spending Levels and General Enterprise Status

Run as a % of IT Spend General Enterprise Status

100% Retrenchment

85% Optimization

75% Mature steady state

67% Average for average performance

50% Transformation

20% Fast-growth startup

0% Not in business yet

10

Strategic business work areas (UNDP Strategic Plan)

•  Openness and transparency

Knowledge mobilization

Talent management

•  Process integration

•  Resilience

•  Social engagement

"

Organizational Performance Group approved plan Dec 2013:!•  Creates a multi-year funding framework (2014-2017)!•  Locks down calibrated operational/run rate!•  Identifies investment appetite (conservative to bold)!•  Prioritizes pipeline for 2014-15!•  Allows approved calibrated operating budget & investment !•  Prioritizes continued investment through ICT!

Annual Avg Run Rate:

$26.8M (85%)

Medium-term Investment Plan Principles - Lean ICT Priorities

Strategic •  Public Cloud

Operational Effectiveness •  Improved meeting practices •  CO ICT support model •  Self-service capabilities •  Process optimization •  Consolidation •  Shared / integrated service centers •  Retire old systems

Green •  Office of the Future design •  BYOD •  Green premises and infrastructure •  Paperless office

Smart Sourcing •  LTAs •  Inter-agency procurement •  Off-shoring, outsourcing, etc.

Ww!!!!!!!

ICT Medium-‐Term Investment Plan Annual

Optimize/ Transform Rate:

$4.8M (15%)

Annual Enterprise ICT Spend: $31.6M (1.3% of UNDP

revenue)


ICT Roadmap 2014-‐2015 !

!

!ICT!Roadmap!At-a-Glance:!Work!Areas,!Sponsors,!Derivations,!Projects,!and!Investment!and!Project!Types!

Business!Goals:!!

(1)!Strong!results4based!management!!!!!!!!(2)!Openness,!agility,!adaptability!in!knowledge!and!expertise!!!!!!!(3)!Sustainable!management!of!financial!4!human!resources!

UNDP!Strategic!Plan:!Improved!Country!

Programmes!

!

Work!Areas! Sponsor! Derived'from' ICT!Projects!Investment!Type!

!Project!

Type!

!

Openness'and'transparency'

BERA! ICT!Roadmap! 1.!IATI! Optimize! Carry!

!

• New Country Office

business models

• Country Office

support to improve

RBM of programmes

• Reform programme and

project management

cycle

• Integrate and strengthen

corporate planning

resource and results

systems

• Integrated resource

management

frameworks

• Organizational change

to provide service

efficiently

1. Workforce

analytics and integrated

talent management

2. Continued

streamlining of business

processes

BERA! ICT!Roadmap!! 2.!UNDP!public!websites! Optimize! Carry!

HLCM! Client!Conference! 3.!External!access! Transform! Carry!

OSG/BoM!! SP!2014-2017!A3! 4.!POPP!enhancements! Optimize! Carry!

MPTF! MPTF!Strategy! 5.!MPTF!Gateway!2.0! Optimize! Soft!

Knowledge'mobilization'

ExO! SP!2014-2017!A3! 6.!!New!knowledge!solutions! Transform! Soft!

BERA/BDP/BoM!

SP!2014-2017!A3! 7.!Enterprise!Content!Management! Optimize! Soft!

Intelligence'

BoM! SP!2014-17!A1! 8.!Integrated!reporting!and!analytics! Transform! Carry!

ExO! SCIG! 9.!!Enterprise!Information!Portal!! Transform! Hard!

ExO;!BoM! SP!2014-2017!A3! 10.!!BIG!DATA! Transform! Soft!

Talent'Management'

BoM! SP!2014-2017!A3! 11.!Talent!Management!eRecruit,!eHire,!eServices,!ePerformance,!eLearning,!HRMS!

Optimize! Carry!

BoM! SP!2014-2017!A3! 12.!HR!CRM!Helpdesk! Optimize! Hard!

Process'integration''

BoM! SP!2014-2017!A3! 13.!Atlas!financial!optimization! Optimize! Carry!

HLCM! HLCM;!QCPR;!SP! 14.!Enterprise!Applications!Integration! Transform! Carry!

BoM! SP!2014-2017!A3! 15.!!UNDP!service!delivery!model!! Optimize! Soft!

Resilience'

BoM! SP!2014-2017!A3! 16.!Managed!print!services! Optimize! Carry!

BoM! SP!2014-2017!A3! 17.!!Managed!virtual!meeting!practices! Optimize! Carry!

BoM! ICT!Strategic!Fr! 18.!Accounts/Identity!Management! Optimize! Carry!

HLCM! SP!2014-15!A3! 19.!Inter-Agency!cyber!threat!management! Optimize! Soft!

BCPR! SP!2014-15!A3! 20.!Crisis!Early!Warning!System! Optimize! Soft!

Social'engagement'

BoM! Fragile!COs! 21.!Mobile!banking! Optimize! Hard!

BoM! SP!2014-17!A3! 22.!UNDP!Office!of!the!Future! Optimize! Carry!

ICT Roadmap Snapshot with UNDP SP Alignments, Sponsors, Deriva1ons, Work Areas, Projects, Investment and Project Types

Business Value of ICT Roadmap aligned with CO Needs

Country Office business needs aligned to the 7 Business Work Areas (MCT Study, September 2013)

Demand for corporate solutions in the Business Work Area for Business

Intelligence/real-time monitoring, Knowledge

Mobilization and Process Integration.!

Process integration has to be informed by local business processes and work practices!

As there is more dependence on Country Offices for enterprise systems to ra@onalize local systems consolida@on, it is crucial that implementa@on @melines are programmed and communicated.

Budget Transparency to OPG, October 2013

!

There!is!a!variance!between!the!ICT!expenditure!brief!submitted!by!the!BoM!Director!on!August!2,!2013!to!

the!OPG!and!OIST/BoM's!analysis!of!expenditures!for!the!years!2009K2012!(as!seen!above).!!

O Between!2009K2011,!preKIPSAS,!the!average!difference!is!5%!per!annum,!which!is!likely!attributable!to!

cost!recovery!variances!

O PostKIPSAS,!the!difference!in!2012!was!21%,!is!attributable!to!the!two!different!ways!data!is!seen:!one!through!recorded!expenditures,!and!the!other!through!utilization!of!funds!

O While!the!number!between!those!presented!by!the!BoM!directorate!and!OIST!differ!in!overall!

movement!of!numbers,!up!or!down,!are!in!congruence!

O An!exhaustive!reconciliation!on!the!underlying!differences!has!not!been!completed!and!it!is!suggested!

that!the!numbers!presented!by!the!BoM!directorate!be!seen!as!the!official!reported!numbers!

2009 2010 2011 2012 20131/ 2009 2010 2011 2012 20131/ 2009 2010 2011 2012 20131/

Personnel.Costs 11.7 11.8 12.2 10.8 6.0 9.4 9.4 10.9 11.3 5.6 21.1 21.3 23.1 22.1 11.6

GOE 23.0 12.7 12.8 11.9 4.6 27.7 26.9 27.6 28.1 14.6 50.7 39.7 40.4 40.0 19.1

Special.Purpose:;

..........;.Cap.Investments 0.0 0.2 4.4 0.6 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2 4.4 0.6 0.0

..........;.IPSAS.Adoption 1.2 0.3 2.9 0.2 0.0 0.1 0.0 0.4 0.5 0.2 1.3 0.3 3.2 0.8 0.2

..........;GA.mandated.Security 0.0 0.0 0.0 0.0 0.0 1.0 1.0 0.8 0.4 0.0 1.0 1.0 0.8 0.4 0.0

Sub;Total.4/ 35.9 25.0 32.4 23.5 10.5 38.3 37.4 39.6 40.4 20.4 74.2 62.4 71.9 63.8 30.9

Fixed.and.Intangible.Assets.

acquired.in.the.period2/0.0 0.0 0.0 3.7 0.1 0.0 0.0 0.0 6.3 2.6 0.0 0.0 0.0 10.0 2.7

Total.utilization 35.9 25.0 32.4 27.2 10.6 38.3 37.4 39.6 46.7 23.0 74.2 62.4 71.9 73.8 33.6

OIST0reported0Numbers5/ 37.2 26.6 33.84 331/020130actuals0as0at0150July02013.2/0Fixed0and0Intangible0Assets0were0expensed0up0to02011,0from020120when0IPSAS0was0introduced0these0are0capitalized.3/0Data0is0for0ICT0related0accounts0only0and0therefore0does0not0show0the0full0utilization0for0both0"OIST0only"0and0"All0UNDP0excluding0OIST"0columns.4/0Expenses0excluding00depreciation0and0amortization.5/OIST0trend0on0expenditures0as0shown0in0the0ICT0medium0term0investment0plan0on0historical0spend.00

(in.$.millions)OIST.only All.UNDP.excluding.OIST Total.;.ALL.UNDP

Summary.of.total.UNDP.ICT.spending.2009;20133/

14!

Regularized Run Costs from 2013 Investments – 03 July OPG, 2013 !


!

Key Takeaway:"!•  The ICTGG recommends that these investments be operationalized!

•  In addition, the ICTGG expects a continuous optimization of the recurring costs (min 10% YoY), which is presented above!

•  We can see cost optimization in 2015 and 2016. However, in 2017, due to the cyclical nature of ICT cost, there is an expected 10% increase in 2017, still less than 2014 operational cost.!


Estimated Enterprise ICT Resources"

2014" 2015" 2016" 2017 " "

Total (2014-20

17)"Total ICT proposal 2014-2017 (Investment & Run costs)" "

39,660 " "

37,420 " "

38,170 " "

39,390 " "

154,640 "

Less ICT Contingency of 5%! " (610)" "

(510)" "

(540)" "

(600)" "

(2,260)"

Net ICT proposal 2014-2017 (Investment & Run costs)" "

39,050 " "

36,910 " "

37,630 " "

38,790 " "

152,380 "

Shortfall - Unfunded ICT proposal" " (2,561)" " (2,369)" " (3,636)" " (5,313)" " (13,879)"

16!2!CONNECTING UNDP THROUGH ICT!2!

Budget and Expenditure 2013!2013

Budget Expenditure

Payroll/SOF $13,483,437.36 $12,746,504.51

02300 $4,962,858.64 $4,458,926.32

11000 $5,120,989.90 $4,856,435.07

11810 $3,399,588.82 $3,431,143.12

GOE/SOF $19,139,175.34 $16,731,107.97

02300 $9,627,106.00 $9,147,009.34

02530 $2,322,269.62 $1,821,054.98

11000 $511,741.00 $390,324.18

11810 $2,450,000.00 $2,445,475.07

19980 $3,637,433.72 $2,578,841.80

04810 $590,625.00 $348,402.60

Grand Total $32,622,612.70 $29,477,612.48


Budget and Expenditure 2014!Account SOF Budget Expenditure Payroll 02300 $2,481,429.32 $1,849,687.48 11000 $2,560,494.96 $1,900,445.45 11810 $1,699,794.42 $1,384,240.83 80196 $93,791.14 $55,898.24 GOE 02300 $5,188,553.00 $4,292,236.27 02530 $375,160.00 $295,226.79 04810 $242,222.00 $230,062.00 11810 $1,225,000.00 $628,971.00 19980 $3,575,000.00 $3,113,704.14 Grand Total $17,441,444.84 $13,750,472.20

Hosting HW infra maint SW LIC Maint Vendor FTE Misc OIST M* Total$6,068,860.00 $756,000.00 $2,326,500.00 $5,642,000.00 $115,000.00 $655,000.00 $15,563,360.00

OIST M-‐-‐Telephones, paper, hired administrative support, travel, training, etc.

ICT Reserve Ww!!!!!!!

•  EG at its 9 May 2011 meeting, approved the establishment beginning 1/1/2012 of the ICT Reserve for centrally managed ICT costs for global software licensing. !

•  As factored in the EG-approved 2012-2013 budget strategy, the 2.5% payroll surcharge for learning is split between learning (1.0%) and ICT (1.5%), including a pro-rata split of the opening 2012 balance in the Learning Reserve (an estimated $10.3 million will be transferred to the ICT Reserve). !

•  The 1.5% ICT payroll surcharge will be applied to all international professional (IP), national officer (NO) and general service (GS) staff, both core and non-core funded!

Alterna1ve Model (IAEA Capital Fund)

•  Capital-intensive ICT Investments!•  Significant upgrades or migrations!•  Goal is to achieve a lower-operating-cost !•  Up-front funding for migration is a

challenge!•  Other orgs have ICT Capital Funds!•  Major equipment replacement whose cost

exceeds financial capacities of unit or office!•  Regular budget mid-biennium savings and

carry-over funds and unused funds!•  Extra-budgetary contributions!•  Earmarked for wide area network

upgrade; web server infrastructure upgrade; Infrastructure security enhancement; storage systems, etc.!

•  Usable for equipment purchasing, leasing or procurement of external services!

•  A capital fund in UNDP would be relatively painless (using unspent funds) but shield the organization from large ICT expenses for corporate systems!

Agency ICT Spend vs. InsItuIonal Spend (UNDP 2.0% in 2010 -‐ Gartner average 3.5%) -‐ UNODC/ITC CosIng Study, April 2013

Benchmarks

PWC ICT Review, 2011

Agency Central ICT Spend (UNDP 23%) vs. Non-‐

Central ICT Spend (UNDP 77%) -‐

UNODC/ITC CosIng Study, April 2013

Benchmark against UN Agencies

ICT Spend per user in 2010 (UNDP at 5,095 per user -‐

Gartner average $14,744 per user) -‐

UNODC/ITC CosIng Study, April 2013

ICT Common Costing and Benchmark for ICT Services, CEB, HLCM, April 2013* "

CalculaIon of Complexity Index for OrganizaIons Adapted using World Bank’s InternaIonal Financial InsItuIon Model & Gartner’s IT Key Metrics

ICT Common Costing and Benchmark for ICT Services, CEB, HLCM, April 2013* "

Ww!!!!!!!

Procurement

0! 5! 10! 15! 20! 25! 30!

1/1/1900!

1/2/1900!

1/3/1900!

Expected Savings in 5 years, $ millions

2011!2012!

2013!2014!

2015!2016!

2017!

0!1!2!3!4!5!6!7!8!

2008!

2010!

2012!

2014!

2016!

2018!

1! 2! 3! 4! 5! 6! 7!

$ Millions!

The BoM Central Procurement Unit has been providing services to BoM units since October 2010. !!Since that time – and owing to the value obtained through consolidated purchasing - CPU’s services have now been made available to BoM and other HQ units. CPU has also been asked to support other UN Agencies (UNOCHA and DOCO).!!This growth led to CPU’s 2013 procurement volume reaching approximately + $US 65 million. !


Products and Services Survey 2012!

Systems and services:!• All UNDP - 69% satisfied, 10% not (+3 on corporate average)

• COs - 79% satisfied, 5% not!• RBAS - RBLAC most satisfied (83%), RBA (82%), RBAP (72%), and RBEC (71%)!

* In 2011 RBLAC least satisfied!• Atlas reliability:!• All UNDP: 71% satisfied, 12% not (+3 on corporate average)!

• COs - 80% satisfied; 6% not

Email reliability:!• All UNDP - 84% satisfied, 5% not (+16 on corporate average)

• COs - 86% satisfied, 4% not!• RBA most satisfied (89%), RBAS, RBAP (86%), RBLAC (83%), RBEC (77%)! ALSO on Systems and services overall:!

•  CO D1 and above: 67% satisfied; 22 not (-1 on corporate average)!

•  COs (Special Dev. Situations): 84% satisfied; 0 not (+16 on corporate average)!

•  DaO COs: 94% satisfied; 3 not (+26 on corporate average)!•  LIC COs: 92% satisfied; 2 not (+24 on corporate average)!

How should OIST use this feedback to improve our services? !


Products and Services Survey (con’t)!

Unified Communications:

• All UNDP - 63% satisfied, 9% not (-5 on

corporate average)

• COs - 67% satisfied, 6% not!• RBAS most satisfied (85%), RBLAC (73%),

RBA (66%), RBEC (64%) and RBAP (61%)

Web applications (ROAR, IWP):

• All UNDP: 73% satisfied, 12% not (+5 on corporate average)!

• COs - 80% satisfied; 5 not (+12)!• CO MICs: 77% satisfied; 10% not (+9)!• CO D1 and above: 73% satisfied; 0 not (+5)!Connectivity!• All UNDP - 76% satisfied, 8% not (+8)!• COs - 75% satisfied, 8% not (+7)

• RBAS most satisfied (85%), RBLAC (82%),

RBEC (74%) RBA (73%) and RBAP (69%)!

ANECDOTAL:!•  LTAS - CO P4-P5: 43% satisfied; 0not (=11 on corporate average)!•  ICT Manual – CO LICs: 83% satisfied; 2 not (+14 on corporate average)!•  POPP ICT Chapter- COs RBEC: 83% satisfied; 3 not (+14)!•  Audio-videoconferencing - CO D1 & above: 20% satisfied;

30% not (-48)!

Help Desks: •  Email - 84% satisfied; 3 not (+6 on corporate average)

•  PS Support (Atlas) - 78% satisfied; 7 not (0 on corporate average)!• Connectivity (CSU) – 80% satisfied; 3 not (+2 on corporate average)

• Account management – 79% satisfied; 3 not (+1 on corporate average)!• GIA support – 70% satisfied; 3 not (-8 on corporate average)!

Action Plan Service Catalog; Functional Review!

Communications: Simplicity, Timeliness, Consistency Many channels to promote UNDP -Inter-Agency information sharing and DIALOGUE!

Strategic Prescrip1ve Programma1c Administra1ve Technical Informa1onal

ICT Medium-‐term Investment Plan 2014-‐2017

ICT Policies ICT Roadmap 2012-‐2013

ICT Roadmap 2014-‐2015

Managed Services Order Forms

Preliminary Design Documents

Informa@on Circulars

IM Strategy Extension to 2013

IM Strategy 2008-2011!

ICT Standards

ICT Procedures

LeYers of Agreement

ICT Manual Mission Reports

ICT Technology Blueprint

Mobility ICT Work Plans

ICT CO Service Catalog

ICT CO Database

Regional Workshop Reports

Medium-term Investment Plan!

Email records reten@on

Disaster Recovery Plans

TCO Surveys & Reports

ICT Manual Index

ICT Registry

Country Office Annual Reports

United Na@ons Volunteers Investment Plan

Information Security Advisories!

Crisis Support Checklist

ICT NewsleYers

Information screen –FF Bdlg!

Taking Stock -‐ 2012-‐2013

•  50 Remote mission reports •  7 CO Informa@on Circulars •  3 All UNDP Bulle@ns •  5 ICT newsleYers •  1 ICT Reference Group (DaO) newsleYer •  3 CTO LeYers; 35 mission briefs •  6 Client Issue Briefs •  15 Outage/maintenance messages •  15 policies in POPP •  15 regional webinars •  3 Regional ICT workshops (RBAP, RBLAC, RBA) & IMAs

•  2 Annual CO ICT reports •  5 posters (Green ICT, Office of Future, etc.) •  12 brochures (CO Toolkits, etc.), •  1 Opera@ons Manager ICT Manual •  1 ICT Drivers License programme (in 2013) •  9 Informa@on security advisories and 1 security awareness training (in 2013)

•  25 Intranet -‐Unified Communica@ons courses

•  1 ICT training programme/eBooks at LMS •  1 CO Service Catalogue (HQ catalog in 2013), •  25 videos (CO ICT staff, project updates, etc.) •  Project Ini@a@on Documents •  18 Intranet News and Announcements posts •  3 online blogs (UC, Intranet, Public Cloud) •  10 ICT document libraries •  3 ICT informa@on hubs (All UNDP; COs; OIST) •  9 ICT dashboards at Intranet •  12 ICT Quick Links at Intranet •  2 ICT Calendars (UNDP; COs) •  6 OIST Town Halls – 3 Expanded Manager Retreats

•  4 Teamworks sites

New Direc1ons for ICT (and for BoM)

•  Move away from email •  Move away from OIST and BoM iden@ty •  Align w/UNDP internal comms •  Align/synergize bet. BoM units •  SOCIAL MEDIA •  Knowledge mobiliza@on

•  Maintain calendar of cri@cal communica@ons •  U@lize Intranet ‘rollup’ hub •  Reestablish MPNs •  Overcome challenge of percep@on of ICT as back-‐office ‘keeping the lights on’ but as a strategic partner with real business value

26!

ICT Landscape!

ICT Priori1es 2014 1. Support the UNDP Strategic Plan 2014-‐2017

2. Deliver the ICT Roadmap 2104-‐2015

3. Complete migra@on to Microson Office 365, saving 60% per user account across the organiza@on with OneDrive for file storage and Yammer for networking

4. Innovate, integrate and streamline

5. Deliver ICT savings and efficiencies

6. Preserve informa@on security

7 Embrace Office -‐ Workspace of the Future

8. Green, lean ICT and sustainable development

9. Evolve ICT service delivery model to support transforma@onal change (SR)

10. Impact of disrup@ve technologies and innova@on with ICT programme support

Egypt Country Office in Cairo – Using SharePoint Atlas team in New York – Atlas infrastructure and PeopleTools upgrades

!!!!!!!!!

Body" ICT Component"

1. ! UNDP Strategic Plan 2014-2017"Enhance business analytics, increase productivity, reduce transaction costs, facilitate sustainability as well as provide direct programme/project support!

2. !Administrator Helen Clark"2014 Global Management Meeting (GMM) in Tarrytown, New York (2 -7 March 2014 !

Q: How do we work differently? More integration, innovation, mobility where people can work anywhere, anytime!!

Q: How do we align our programme for more effective results? Faster 'time-to-market' for sharing our expertise with state-of-the-art office productivity tools, continuous streamlining and optimization of business processes, business intelligence, and cloud-based services!!

Q: How do we work with partner for better delivery? Openness and transparency, interoperable systems, smarter meetings with external access for expanded partnerships and inter-Agency collaboration !

3. !

Administrator Helen Clark""Contributions of North-South, South-South, Triangular Co-operation, and ICT for Development to the Implementation of the Post-2015 Agenda” June 2014!

Harnessing the vast potential of information and communication technology (ICT) to transform development!!

UNDP to take leadership role in UN coordination, delivery, and support!

4.! Associate Administrator Rebeca Grynspan"

Commendation for enterprise ICT programme and its Chief Technology Officer, for sustained stewardship and engagement!

5.! Organizational Performance Group"

Approved the UNDP ICT Medium-term Investment Plan, signaling a strategic and transformative role for ICT in delivering on UNDP's mandates aligned to UNDP Strategic Plan!

6.! QCPR and UN Strategic ICT Framework"

Coordination-coherence through federated ICT systems (ERP, Intranet, knowledge systems, etc.) with shared technology principles!

Organiza1onal Mandate for ICT Programme

Strategic Leadership from CTO Office Strategic and innovative use of ICT to deliver UNDP's mandate, deliver lean ICT for effective operational sustainability and stewardship, as well as support to UN harmonization efforts !!World-class, award-winning ICT Programme:!!

•  Information Security programme awarded CSO 40 award in 2014 as well as Computerworld World Good award for 2013!

•  CTO commendation from Associate Administrator!

•  Leadership in successful inter-Agency public cloud arrangements in record time (under a year)!

•  Leadership in successful inter-Agency cyber security working group!

•  Commendation from Audit Advisory Group for successful ICT Governance!

•  Chief Technology Officer awarded Computerworld 2014 IT Leader (one of 100 IT executives globally)!

Ww!!!!!!!

Office of the Informa1on Systems & Technology (OIST)

RESPONSIBILITY"•  Strategic ICT leadership, oversight, policies/standards, corporate goals alignment!•  Stewardship/vision for a strategic ICT agenda for UNDP operations and programme!•  Sets management targets, performs results-based financial management of resources, and

supports review of legal instruments (MOUs, LOUs, SDAs) with partners and clients!•  ICT investment plan (ICT MTIP approved by OPG, Dec 2013) and ICT roadmaps !•  Leadership and support for ICT governance!•  Promotes culture of innovation, agility, learning and growth, accountability, and transparency!•  Delivers integrated, lean, reliable and stable enterprise solutions!•  Ensures that mission-critical enterprise ICT systems are up and running!•  Contributes to UN Reform and harmonization efforts!•  Provides strategic internal and external ICT communications!•  Enhances working relations with clients within BoM, UNDP, and Partner Agencies!•  Oversees effective ICT emergency responses in case of crisis in Security Management Group!•  Manages operations, portfolio and change control management, quality assurance and global

ICT advisory services !!

Current State of OCTO, ODDO There is no management overhead. Strategy, planning, and designing are fit for purpose with a lean staff. As of 30 June 2014, the CTO Office (not including out-posted GIA advisory services group) will be functioning in a crippled state, requiring: !!

1.  PMO (open)!2.  Quality Assurance (open)!3.  Senior ICT Advisor (CFO) (voluntary separation 30 June 2014)!4.  Finance and Budget Assistant!5.  Operations Manager (retirement in January 2014)!6.  Operations specialist (voluntary separation 30 June 2014)!

Consolidate Legacy Applica1ons

The ICT GG recommends that a data governance process must be put in place to effec1vely archive data and re1re legacy applica1ons

Move from 67 custom applications to 17 over 2014-2015!

Note: 17 custom applica@ons include Financial Disclosure (FDP system); CARDS, Aperture, BIM CMDB,, CSO Toolkit,, GEF PIMS, HDR Stats, Managing Change, MPTF, OIST Wiki, PRC, Procurement dashboard/No@ces, and also Teamworks, UNDP public website, UNIFEM Snapshot, and UNV Snapshot WIKIs

MCT Survey : Top 10 Local ICT Applica1ons, Summer 2013

Figure 15: Top 10 application types developed in COs/Regional Centers (MCT Study, Sep 2013) !

•  The MCT and OIST have undertaken in Jul-‐Sept 2013 two global surveys to capture Regional and CO ICT business needs and capabili1es to map them with ICT corporate priori1es in this investment plan 1.

•  The list of locally developed applica1ons, a reflec1on of a CO’s past and current business needs, indicated strong demand for corporate solu1ons.

•  MCT notes that CO costs are lower than industry standards and are kept low by using enterprise systems.

1 The survey targeted 135 COs, and the RSCs. Response rate for survey on ICT applica?ons was 70% (96 countries) submiJed by ICT focal

points with input from supervisors. 34% (47 countries) provided full informa?on for all their local applica?ons and 36% (49 countries) provided par?al informa?on. The response rate for the survey on Business needs is 52% (72 countries).

Estimated yearly application costs (MCT Study, Sep 2013)!

Global Survey -‐ CO ICT Costs, Oct 2013 OPG

Key Observa1ons: 1. Most applica@on costs, par@cularly running costs (light helpdesk support aner launch), are generally low and standardiza1on of applica@ons across regions will bring limited cost savings

2. There is substan1al demand for corporate solu1ons to avoid local development and promote the standardiza@on of plaporms, par@cularly in the Business Work Area for Business Intelligence/real-‐@me monitoring, Knowledge Mobiliza@on and Process Integra@on

3. Rolling out corporate applica@ons may require addi@onal support to reengineer and harmonize the business processes locally

4. However, demand for local solu1ons will not disappear since many applica@ons are based on needs specific to the local environment

5. Key applica@ons in Country Offices that can be globalized are already on the ICT Roadmap 2014-‐2017: eRegistry, IPSAS repor@ng improvements, data analy@cs & repor@ng, process integra@on, business workflows through the App store, Talent Management improvements, mobile banking, etc.

•  Es@mate ICT spend at decentralized level •  Match CO business needs to ICT Roadmap •  Savings from CO consolida@on

58. ICTGG recommends that CO ICT top priority and business needs be incorporated into the ICT Roadmap at the enterprise level, where progress can be monitored towards globalizing top, local applica1ons for some ins1tu1onal savings

Clustering of ICT Services/Staff – HQ, OPG October 2013

Addi@onal sugges@ons for HQ ICT service delivery for this clustering model may be any (combina@on) of the following:

62a. The ICTGG requested that HQ units recommend a pilot for further modeling of IMA clustering and methodology

Model" Impact"Par@al rota@onal model IMAs spend only a por@on of the week in the FF building and the

remaining week is spent rota@ng and sisng with different units

Pro-‐ac@ve patrol model! IMAs spend a por@on of their day visi@ng units and troubleshoo@ng any ad-‐hoc issues. IMAs can be directed to calls from other units on the fly.

Par@al clustered model! Pools of IMAs are located by building or groups of floors but are, like all proposed models, managed centrally by OIST

Par@al outsourcing model! Help desk func@ons are par@ally outsourced. An outside provider will be the first point of contact and will aYempt to troubleshoot over the phone and online. If it is deemed that an IMA is required, the outside provider will alert OIST, relay informa@on and the IMA will take over

Clustering of ICT Services/Staff – COs, OPG, October 2013

•  The MCT study on global ICT costs (see MCT Global ICT Survey) provides observa@ons on this effort and recommends further study to ra@onalize and define next steps.

•  Based on the ongoing corporate financial sustainability exercise, COs are wai@ng for corporate direc@on on further resources clustering, including ICT services; however, implemen@ng clustered services requires more informa@on to make informed next steps

Figure 16: Ratio of ICT to CO Management Spend!

Figure 17: Size of Country Office (by core office and agency funded non-vacant positions)!

66. It is suggested that a pilot analysis be undertaken for a sampling of COs to validate methodology and criteria with the intended result to further refine the methodology and criteria for selec1on : •  With OIST/BoM, RBx and CO, iden1fy COs for pilot exercise per region

•  In-‐country mission to pilot COs to refine methodology

•  Iden1fy COs for clustering and assist in implementa1on

Review of ICT Roadmap 2012-‐2013 and other Enterprise Projects to ICT GG, Jan 2014

Note: Internet, Intranet, Teamworks Production support items from the Roadmap above were also accomplished, with production support to be included in Run budget, not capital investment planning going forward in 2014-2017.!

2012-‐2013 Roadmap (21)

• Completed (14) • Interna@onal Aid Transparency Ini@a@ve (IATI)

• Strategic Planning Tool • Atlas Enhancements (ACP Online, Ex Snapshot, Procurement, PM, Budget, Governance, Off-‐servcie contract migra@on)

• Talent Management • Conference Room Videoconferencing • Intranet Development • IPSAS • ICT Compliance Tool • IM Strategy (MTIP and RM) • Internet Upgrade • Web Upgrade • Intranet Produc@on Support • Web Produc@on Support • Teamworks Produc@on Support

• Deferred (3) • Atlas Enhanced Security • Enterprise Architecture Framework • Atlas Financial Upgrade

• In Progress (3) • Atlas Data Archiving (10%) • Records Management (37%) • Atlas Enhancements -‐ Travel & Expense (20%)

• To Be Programmed (1) • Financial Strategic Repor@ng

New Demand (14)

• Completed (10) • HCM Upgrade • Single Email Logon • Mobile Banking • BoM Service Tracker • Legacy EmailArchive • Public Cloud Compu@ng • Managed Print Svces • People Tools Upgrade • Atlas Infra Upgrade • Intrusion Detec@on

• In Progress (4) • Enterprise Info Portal (53%) • Third-‐party Cos@ng (0%)* • Contribu@on Milestones (0%)* • Centro Uruguay (37%)

• * Funds received 28 August 2013

ICT Roadmap 2012-2013 59%

New Demand 41%

•  ICT Roadmap: 20 (+1 subproject) - Completed 14; 3 Deferred; 3 In Progress (1 subproject); 1 To Be Programmed"

•  New Demand: 10 Completed; 4 In Progress"

ICT Roadmap 2012-‐2013 and other Enterprise Projects

Lessons Learned"1.  Portfolio nearly doubled (41% increase) with new demands in 2013!2.  Impact of details, level of business engagement, prioritization on project budget and delivery!3.  Funds allocated late in a cycle has significant impact on delivery efforts!4.  Unit-level demands and requirements need to be prioritized in pipeline management!5.  Burden of customization vs. configuration management on off-the-shelve systems!

Recommendations"1.  Cluster projects by flexible and fixed components!2.  Ensure business commitment is clear and actionable from project onset to ensure requirements,

design, development, testing, and implementation are adequate and appropriately funded!3.  Program the portfolio with Atlas project management awards!4.  Ensure that each project has a project user and ICT lead!5.  Minimize customization!

Drivers for Change"1.  Programme the ICT Roadmap 2014-215!2.  Improve ICT pipeline management!3.  Improve quality of ICT services and delivery!4.  Align with UNDP Structural Review!5.  Increase transparency on delivery!

NEW ICT Operational Model 2014 onwards"1.  Mirror business processes and user

community - cluster approach (flexible business and fixed operational clusters) !

2.  Reduce customization!3.  More clearly reflect project costs!4.  Encourage active business engagement!!

End Users!Business SMEs!(User Communities)!

Technology Provider!

Business Integration!

Opera1onalizing of the ICT Roadmap, 2014

Production

Support!

Foundational Optimization !

Executive solutions!

HR Solutions!

Finance Solutions!

Mar

ket /

Sup

plie

rs!

Management!

Technology Strategy !

Cyber Security!

Policy! Administration!

Contract Managemen

t!

Portfolio!Management!

ITIL!Alignment!

Governance!

External Partners!

Customer Support!

(extending!toward “one stop

shop”)!

Flexible Clusters - Business Integration depending on work packages and resources!

Fixed Clusters – RUN - Keeping the Lights On, statutory functions and support to normal functioning of all systems !

Client Management and service delivery

spaces!

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Flexible Clusters

Programming 2014 Roadmap, prioriIzed by ASG BOM, cleared by ICT

GG, Feb 2014

Status Execu1ve Finance Founda1on HR Total

Completed 0 2 2 2 6

Impacted 3 3 5 4 14

On Hold 3 4 6 5 18

Proceed 1 5 9 1 17

Grand Total 7 14 22 12 55

11%!

25%!

33%!

31%!

Completed!Impacted!On Hold!Proceed!

**Does not include pipeline items"

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Impact of Structural Review on Roadmap (April) An initial analysis done with PwC when 81 posts were recommended to be cut to 74 in April 2014. The potential impact on the roadmap was 58% (33% + 25%) due to the Structural Review.!

Opportuni1es -‐ Post 2015 Agenda

Mandate from the Organization!There is a mandate from the UNDOP and other Agencies for UNDP leadership and innovation, as seen recently in the rollout of cloud solutions and cyber security initiatives. Leadership and innovation require a CTO function.! !A rich ICT innovation programme should leverage the robust progress of enterprise solutions and services over the past five years: Atlas ERP, Intranet, public websites, Teamworks knowledge networking, managed email and security services, business intelligence and results-based management tools, etc. We are well-positioned to deliver on the promises of the UNDP Strategic Plan and its Administrator Helen Clark. !!

UNDP will make better use of information and communications technology solutions to enhance business analytics, increase productivity, reduce transaction costs, facilitate sustainability as well as provide direct programme/project support. !!UNDP Strategic Plan 2014-2017 !!Helen Clark, in a 21May 2014 keynote address proposes an ambitious and universal post-2015 agenda, built on the successes of the MDGs, and a fast changing development landscape, fundamentally harnessing the vast potential of information and communication technology (ICT) to transform development.!!High-level Event of the General Assembly on the "Contributions of North-South, South-South, Triangular Co-operation, and ICT for Development to the Implementation of the Post-2015 Agenda”!!

43!

ICT Value!

Business Process Optimization !!

•  Public cloud arrangements – 60% savings on email services costs to Country Offices!

•  Unified Communications - MS Lync - Conservatively $3M in savings ($10/month savings on phone calls) while savings on travel for meetings might conservatively provide $500K to $5M in savings (based on a $5K flight times either 100 or 1000 trips!

•  Atlas Infrastructure Refresh - Transition to a faster and more reliable infrastructure that is 35% more green at a yearly cost reduction of $1M per annum!

•  Managed print services - The UN Secretariat has introduced paperless meetings, bringing considerable savings in labor, paper, printing costs, and ease of delivery to delegates. E-Subscribers are approaching 20,000, with print-runs down by more than 75% since 2009 !

Ww!!!!!!!

Sustainable ICT ""

•  Atlas e-Services - Brings significant time savings through staff self-service for personal information - staff at $60/hour times just two hours savings x10,000 staff is $1.2M /yearly!

•  ACP Online - Procurement through online processes can produce $500K in savings!

•  Clustering ICT services and staff: Ex: UNDP Venezuela with remote ICT management saves $100K/yearly !

•  Remote ICT support for selected CO business model change - Eliminate full-time CO ICT Managers for very small COs & replace with remote support. $90,000 (for 3 COs per year)!

•  Legacy applications phase-out - Retire or migrate legacy web applications currently hosted at NTT or Headquarters data center. Leverage on established architectures such as SharePoint, Adobe CQ5, Teamworks, Atlas!

•  Reduce infrastructure footprint at NTT and Headquarters Data Center - Reduce number of servers and services at Headquarters Data Center and NTT to support legacy web applications and directories. Rough estimate is over $250,000 yearly by retiring SiteMinder, LDAP, 1/2 servers in FF Data Center !

•  Off-shore selected OIST/BoM support functions to low-cost locations - Off-shore OIST development and transactional functions; $400,000 (functions equal to 4 Professional posts or consultants!

Smart Sourcing""

Inter-Agency VSAT LTA for Satellite Internet services -Save 50% from current costs as these new agreements take place in 2013 for 1$M in savings yearly !

Projects that demonstrate value to the organiza@on hinge on leadership for their delivery:

Business Value of Strategy and Planning

Ww!!!!!!!

IT leaders continue to create connections - to play well with others - within their organizations and external to it. Their objective - become more strategic, find efficiencies, boost productivity, reduce costs, and safeguard the intellectual property of their organizations, as well as the bottom-line. Increasingly, they are also being called upon to help create true differentiation and a competitive advantage for their companies.!!

Top offensive strategies we are deploying:!ü  Growing overall IT budgets!ü  Securing a significant portion for new initiatives!ü  Hosting and outsourcing more applications and services!ü  Making modest moves on mobile and analytics!ü  Prioritizing organization and departmental re-design!!Top defensive strategies we are deploying:!ü  Prioritizing risk, compliance and security!ü  Reducing privacy and up-time reliability as a concern!ü  Limiting vulnerabilities on new applications!ü  Taking care of last year`s issues, especially staffing!ü  Identifying cost containment opportunities!

Benchmarking Strategic Business Value

IT World Canada Benchmarking the IT Function and CIO Role!CIO Census 2014!

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2013 Achievements

FOUNDATIONAL*• Develop'ICT'Roadmap'201432015'w/Technology'

Principles'''• Develop'Medium3term'Investment'Plan''• Guidance'on'Transfer'to'Public'Cloud'computing''• Information'Classification'and'handling'procedures''• Email'retention'policy'(annex'to'records'retention'

policy)'''

CONTINUOUS*INNOVATION*• ICT'usage'standard'(revision'on'mobile'devices)''

'

INTEGRATION,*INTEROPERABILITY,*PRODUCTIVITY*• Service'catalog'in'alignment'with'BoM'Service'Center'• Functional'Review'and'structural'recalibration'• Service'delivery:'strategic'use'of'ICT;'oversee'AOC'

improvements;'ICT'Governance'Group,'ICT'Technical'Committee'leadership'and'support'Feasibility'study'on'inter3operability'of'ERPs'and'report'progress'in'2016'(coordination'with'BERA)'

'

SUSTAINABLE*DEVELOPMENT*• Deliver'a'UNDP'Office'of'the'Future'model''

'

COLLABORATION*AND*KNOWLEDGE*SHARING*• Ongoing'business'optimizations'of'Intranet,'public'

websites,'Teamworks'UN*REFORM*

• Chair'policies'and'standards'group'in'ISSIG''• Co3chair'CABIO'• Provide'ICT'support'for'DaO'Country'Offices'• Participate'in'ICT'Network,'HLCM,'Harmonization'of'

Best'Practices,'Sg'Change'Plan''

2014 Work Plan '

FOUNDATIONAL*• Maintain'ICT'Governance'oversight'and'input'• Deliver'Medium3term'Investment'Plan''• Operationalize'ICT'Roadmap'201432015'• Oversee'Public'Cloud'computing''• Publish'email'retention'policy''• United'Nations'Volunteers'investment'plan'support'

CONTINUOUS*INNOVATION*• ICT'usage'standard'update'

'

INTEGRATION,*INTEROPERABILITY,*PRODUCTIVITY*• Service'catalog'in'alignment'with'BoM'Service'Center'• Structural'Review'and'recalibration'• Service'delivery:'strategic'use'of'ICT;'oversee'AOC'

improvements;'ICT'Governance'Group,'ICT'Technical'Committee'leadership'and'support'Feasibility'study'on'inter3operability'of'ERPs'and'report'progress'in'2016'(coordination'with'BERA)'

''

COLLABORATION*AND*KNOWLEDGE*SHARING*• Holistic'strategy'for'Enterprise'Content'Management'

UN*REFORM*• Inter3Agency'Public'Cloud'Initiative'• Public'cloud'MS'Office'365'delivery'• ERP'Inter3operability'study'and'CABIO'• Inter3Agency'federation'project'• CISO'Inter3Agency'Incident'response'Working'Group'• Provide'ICT'support'for'DaO'Country'Offices:'DaO'

Guidelines,'Cloud'RFP;'ICT'Reference'Group;'network'harmonization;'CO'common'network,'scale3ups,'and'relocations'

• Inter3Agency'leadership'and'support'(HLCM,'HLCP,'CEB'ICT'Network,'Atlas'IT'Directors'Roundtable,'CABIO,'ERP'

*

Strategic, Innova1ve Use of ICT -‐ Results!

Innovative uses of ICT, emphasizing strategic ICT oversight, good governance, harmonized technology principles, support to UNDP Strategic Plan, and a service for a global programme of business systems, services and support. !

Unlocking the Value of ICT for Programme Support : ICT Signature Services

•  Signature services extend ICT services to programme to provide proven, nimble, and innova@ve services to partners, governments, other Agencies and stakeholders, par@cularly on the programme side.

!

73. The ICT Governance Group, with the support from OIST/BoM and the organiza1on, will put in place a service delivery model for ICT Signature Services that will provide increased programme/project support.

ICT Signature Services is a new vision UNDP is exploring to best leverage innova@on and exper@se already going on in Country Offices and extend the service suite to provide proven, nimble, and innova@ve services to partners, governments, other Agencies and stakeholders, par@cularly on the programme side.

Bangladesh: Gmail for government project!

Egypt: Na1onal ICT projects with Ministry of Communica1ons and Technology: smart schools network, mobile IT units, illiteracy eradica1on and other projects!

Guatemala: Ministry of Health cell phone malnutri1on monitoring and mobile crisis center!

Afghanistan: VC to reach programme staff in remote areas plus assis1ng Ministry of Informa1on and Culture with communica1ons

Senegal: Na1onal ICT framework review, ICT for rural areas, medical response telephony, and solar-‐based PCs!

Bhutan: inter-‐Agency Common Services -‐ Green ICT!

Africa Adapta1on Programme Teamworks dialog UNDP, UNIDO, WFP and UNICEF!

Panama: OCHA to use!External Access to Atlas for financial services!

Slovakia: RSC Solar panels Green ICT!

Eritrea: Solar panels Green ICT!

RBA RBAP RBAS RBEC RBLAC HQ

Argen1na: LTAs for Cisco networking equipment for projects!

Honduras: Inter-‐Agency site to host ICT for development projects!

Turkmenistan: Management advisory services to Government for bemer dialogue in delivering local –self-‐government!

Brazil: RIO+20 ICT procurement for Government; South-‐South coopera1on to share free sooware !

Ethiopia: RSC an Office of the Future; UNFPA ICT procurement for Zip car leasing! China: Bike to

Work App -‐ Green ICT!

Vietnam: inter-‐Agency Common Networks -‐ Green ICT!

Burundi -‐Sierra Leone -‐ VSAT for Government/elec1ons!

Libya: Crisis support during Arab Spring – ICT Roster experts, BCP/DR, and Online communica1ons and networking for backup!

Teamworks My World portal

External Access VSAT services for elections "

Mobile Banking

Sub-‐Region Infrastructure-‐in-‐a-‐Box for programmes

Public cloud service offering (NEW?) Solar panels PDDs (NEW?)

ICT advisory services (NEW?)

Information security services (NEW?)"""

Early Recovery GIS system (NEW?) Procurement LTAs !

What are some

examples from your

Country Office?

UNDP Programme -‐ ICT Support

Ideas to inspire new thinking on innovation"

ICT Blueprint for Success – UNDP ICT Programme – April 2014!!

1.  ICT in Highly Adverse Environments!2.  UNDP Collaboration and Innovation

(inter-Agency - UNV, UNICEF, etc.)!3.  The Internet of Things!4.  Television White Space frequency use!5.  Mobile banking!6.  Thuraya satellite sleeve for mobile

devices!7.  Office of the Future!!

Innova1on (with UNDP Programme Hub)

Business value: ICT can drive change by promo@ng produc@vity enhancements and invest in innova@on and signature projects, driving the vision of the UNDP Office of the Future.

A proposed Global ICT Innovation Hub would extend regionalized enterprise ICT systems, support, and transactional processes. It would also expand ICT services and solutions for local programme delivery around the world from one cost-effective location, in partnership with national and local entities that will benefit from UNDP's global expertise and drive UNDP value with their own innovative programmes.!

2015 and Beyond -‐ Strategic Direc1on 1. Support the UNDP Strategic Plan 2014-‐2017

2. Deliver the ICT Roadmap

3. Develop Global Innova@on Hub

4. Formalize ICT services for programme support

5. Deliver ICT savings and efficiencies

6. Con@nue informa@on security

7 Promote UNDP Office of the Future

8. Con@nue green, lean ICT and sustainable development

9. Deliver an effec@ve ICT service delivery model

10. Integrate social media into Communica@ons plan

RBA-‐RBAS Regional ICT Workshop in Addis Ababa, Sep 2013

Country Office Orientation Ww!!!!!!!

•  Global ICT Advisory Leadership!•  Advisory and Technical Support !•  Capacity Development !•  Connectivity Services and Infrastructure Support !•  Benchmarking, Monitoring, Information, Collaboration!•  Service Management and Delivery!•  Crisis Response !

Regional Impact - Regional Bureau for Africa - In Liberia, a consolidated network now links UN Agencies in Liberia (World Food Programme, World Bank, UNICEF, UNMIL, FAO, WHO, UNHCR, UN Women, UNIDO, UNDP, UNFPA, UNESCO) with a 1200 km robust microwave network using a Cote D'Ivoire sub-marine fiber optic cable. In Lesotho, a ramp-up of the Intranet means collaborative teamwork and business process workflows. In Democratic Republic of Congo, harmonized cash transfers, fuel logistics, and mobile banking are just three projects underway. ! !Regional Bureau for Asia and the Pacific - In Myanmar, the Internet Satellite migration went well. All LLB and firewall configuration processes were done in a timely manner, with no Internet outages and improved connectivity from the local service provider.!!Regional Bureau for Arab States - In Egypt, a ramp-up of the Intranet means better business continuity and document management. !!Regional Bureau for Europe and Commonwealth States- In Uzbekistan, the office is busy with Intranet adoption, programme support to e-Justice, an e-Document system for local government, and a cost recovery tool. !"Regional Bureau for Latin America and the Caribbean- In Guatemala, the ICT team supports programme in developing an ICT project of $1.1M for the Ministry of Interior under a Peace-building Fund "Strengthening Institutional Capacities."!

Our Talent -‐ Country Office Ini1a1ves •  Mustahsen Qureshi -‐ UNDP Pakistan -‐ Job Tracking and Hiring Portal •  Ugyen -‐ UNDP Bhutan -‐ One Inter-‐Agency ICT Unit and Infrastructure •  Pavol Mates – Regional Service Centre Istanbul -‐ Office of the Future •  Dara Bunhim -‐ UNDP Cambodia -‐ Automated Device Configura@on Management •  Tanya Janjarasskul -‐ Regional Service Centre Bangkok -‐ UNDP Enterprise Solu@ons (MS Lync,

Polycom, O365, etc.) using Cisco and Jabber technology •  Shailendra Rajbhandari – UNDP Nepal -‐ SharePoint business process automa@on -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ •  Pavel Mkrtchayn -‐ UNDP Kyrgyztan -‐ Support mission to Zimbabwe •  David Ioselliani -‐ UNDP Georgia -‐ Support Mission to Jordan •  Olijmon Bakirov -‐ UNDP Uzbekistan -‐ Cost Recovery mission to Cameroon •  Elidelson Tapia – UNDP Philippines -‐ Post-‐typhoon sub-‐office setup in Tacloban •  Ulderico Ze Machado – UNDP Timor Leste – Government ministry project monitoring support

See more at UNDP Talent showcase.

Next, New, Now: 1.  Shaping new ways of

connec@ng and communica@ng

2.  Crowd-‐sourcing 3.  Consumers as business 4.  Paperless office 5.  Visualiza@on 6.  Systems that learn 7.  Technology enabling

new ways of working: •  Networking (people,

processes, technology) •  personalized and proac@ve

insights are required to cut through the noise

•  The power of an open development plaporm

•  People must be empowered to work anywhere and on any device

!!!!!!!!!

Now: Private Cloud with UNICC

Next: SharePoint Online in Office 365

OnePersonal OneDrive:

50 GBMysite: 300 MB

UNDP + UN agencies + others via Federated Authentication

Personal Storage

User Audience and Access

UNDP account holders

Max 200 GB shared per region, in practice: ~10 GB per ISK Site Mailboxes – doc libs

integrated with Exchange

1 Site Collection per CO

Team site storage

Future of Collabora1on & Produc1vity

UN House Vietnam (UNICEF, WHO, UNDP, UNAIDS, UNESCO, FAO)

Solar laptop, wireless, paperless, mobile, and smart prin@ng

The UNDP Office of the Future is here, providing aspects of what may become a standard ‘footprint’ for offices going forward (ONE UN Houses in Copenhagen, Vietnam, and Bhutan, the Regional Service Center in Addis Ababa, Ethiopia, and the Global Shared Services Centre in Cyberjaya, Malaysia. Staff in future may enjoy a flexible working environment with videoconferencing, Voice-‐over IP connec@ons, managed print services and mobility enhancements.

Cisco Connected Workspace -‐ Telepresence lab (Polycom OTX) in New York, 2014

UNDP Office of the Future

Business value: Universal presence in offices with light carbon and infrastructure footprints and ICT setups where most everything is ‘in the cloud.’ Lean and green ICT, cloud-‐based systems and services, mobility and simplifica@on of enriched user experience, analy@cs, an energy-‐efficient, paperless and wireless infrastructure, cost-‐containment measures, and an beYer security posture to meet increasing global cyber threats.

Ww!!!!!!!

55!

PwC Value Proposition to support UNDP’s ICT Transformation Change !