ICT Strategy for the Secretariat

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1 ICT Strategy for the Secretariat Stronger ICT for a Better United Nations Briefing for the UN Reform Series organized jointly by UNITAR and the Permanent Mission of Switzerland to the United Nations 4 November 2011 OICT 1

2 Agenda 1. Key milestones related to ICT Strategy 2. ICT Strategy Overview 3. ICT Enterprise ICT Initiatives in the 66 th GA Session 4. Progress made since 2009 OICT 2

3 Key Milestones Related to ICT Strategy Approval of CITO post (A/RES/60/283) GA endorsement of ICT Strategy (A/RES/63/262) Resolution on ECM/CRM/DRBC (A/RES/64/243) GA approval of Secondary Data Centre (A/RES/ 63/269) GA partial approval of Structural Review (A/C.5/65/L.22) Section 30 budget finalised Strategy Formulation Strategy Implementation CITO post is filled Issuance of ICT Strategy (A/62/793) Creation of OICT Report on ECM/CRM/DRBC (A/64/477) Report on DRBC (A/63/774) Report on implementation of ICT Strategy and Section 30 budget prepared (A/65/491) Report on Enterprise ICT Initiatives A/66/94 OICT 3

4 ICT Strategy Overview Key ICT Indicators Key Indicators Total UNHQ OAHs, RCs, Others PK & SP Missions Annual ICT Budget* $774M $149M $62M $563M ICT Personnel 4, ,761 ICT Job Titles 173 ICT Units Application Programs 1, Physical Servers 4, Desktop Laptops and Computers 83,796 17,244 18,435 48,117 ICT Service Desks Data Centers/Server Rooms Service Desk Requests (Annual) 1,146, , , ,521 Estimated annualized ICT budget, excluding the Capital ICT budget. The ICT budget was calculated by using proposed budgets for Secretariat departments, offices and missions across budgetary sources for Approved budgets could not be used as they did not contain enough detail to accurately separate the ICT portion. OICT 4

5 ICT Strategy Overview Key Components ICT Management Framework Achieve Global ICT Governance ICT Management Structures Global Architecture & Standards System-wide Harmonization Service & Performance Management Financial Control & Reporting Strategic Programmes Delivery ICT Strategic Programmes Implement Enterprise ICT Initiatives Knowledge Management Resource Management Infrastructure Management OICT 5

6 ICT Strategy Overview Strategic Projects and Related Impacts OICT oversees Strategy, Policy and Implementation Knowledge Mgt (KM) Resource Mgt (RM) Infrastructure Mgt (IM) WCM Search Umoja Inspira ICT Service Desk Enterprise Data Centre Collaboration Doc Mgt ineed ICT Resilience Organizational Impact: Enhanced knowledge sharing Improved security & accuracy Retained institutional memory Increased visibility of the UN Organizational Impact: Increased transparency & results Improved administration Efficiently managed resources Increased quality of service Organizational Impact: Increased agility Extended hours of service Improve business continuity Increased quality of service OICT 6

7 Progress Made Since 2009 Initiative Improve Enterprise Current ICT Management State Leverage Knowledge Through ICT Enhance ICT Service Delivery Create Resilient ICT Infrastructure Progress Undertook Structural Review to Rationalize ICT Organization and Strengthen OICT Defined ICT functions and sourcing principles Completed OICT organisational review Established a new ICT governance framework Established a client services function Developed several ICT policies and increased use of standards Reviewed Secretariat-wide ICT budget proposals Issued policies and standards by the Working group on Knowledge Management Procured and set up Enterprise Content Management platform Deployed collaboration tools selectively Piloted document and records management, and information portal Improved ODS Search, along with other repositories Undertook Structural Review to propose Globalize Service Desks Further development of ineed and EIDMS functionality Made progress on Global Service Catalog Deployed ineed to UNHQ (OICT, DFS, DM, OCHA), UNLB, UNIFIL, ESCWA and UNOG (OCHA) Undertook Structural Review to propose Streamline Data Centres Aligned and leveraged functionality from existing projects (DRBC) Obtained approval for Valencia (UNSBV) as the mirror site to Brindisi (UNLB) Enterprise Data Centre concept was approved Primary and Secondary data centres were established in UNHQ as part of CMP; UNOG Data Centre was updated OICT 7

8 ICT Enterprise Initiatives in the 66 th Session A/66/94 Current State Fragmented ICT resources and technologies make it difficult to align ICT to business priorities and achieve efficiency gains Inadequate knowledge management policies, practices and systems hinder staff collaboration, decision-making, institutional memory and UN visibility Staff productivity suffers due to insufficient support to routine service requests Lack of ICT disaster recovery capability jeopardizes business continuity in crises Improve Enterprise ICT Management Leverage Knowledge Through ICT 2 1 Enhance ICT Service Delivery Create Resilient ICT infrastructure 4 3 Future State Strengthened ICT capability contributes to development of ICT solutions needed by the Organization Integrated knowledge management environment help the Organization carry out its mandate effectively Improved depth, quality and speed of ICT services increases staff productivity Robust ICT responses enable the Organization to manage crises OICT 8

9 ICT Enterprise Initiatives in the 66 th Session 1 Improve Enterprise ICT Management Improve ICT organization to better support the Secretariat s programmes Organizational Impact Impact on Business Strong alignment of ICT solutions with business priorities Distribution of ICT workforce into roles that add most business value Faster, better ICT solutions for business Preservation of institutional knowledge Impact on ICT Increased funding for business solutions Strategic workforce planning Improved talent management Improved staff mobility Strengthened ICT leadership Methods Define ICT functions, jobs and career paths Determine organizational framework for ICT activities Establish and maintain a central repository of ICT capacities Create a performance management framework to measure ICT units and resources Reduce current and future application and infrastructure fragmentation though the ICT portfolio management function Develop an enterprise architecture and align ICT solutions with business needs Enhance capacity for ICT policy and strategy development Costs $8.4M OICT 9

10 ICT Enterprise Initiatives in the 66 th Session 2 Leverage Knowledge through ICT Provide an enhanced knowledge management environment to help the Organization carry out its mandate effectively Organizational Impact Qualitative benefits for business Enhanced knowledge sharing and collaboration within the Secretariat Improved ability to quickly respond to crises and a changing global environment Increased accuracy and security of information Improved retention of institutional memory Improved ability to anticipate and respond to new and evolving mandates Harmonized programme of work across the UN system in order to deliver as one Increased visibility of the UN to the world through better services to member states and other stakeholders Qualitative benefits for ICT Better resource utilization by consolidation and reduction of redundant technologies Improved productivity of staff Estimated Quantitative benefits $22.8M - $27.9M annually Methods Improve information management policies, governance and practices Provide collaboration tools for sharing knowledge and communications among work groups (e.g., committees, working groups and communities of practices) Provide enterprise document and records management tools Provide enterprise web content management (WCM) tools Provide search capabilities across all information sources Costs $11.5M OICT 10

11 ICT Enterprise Initiatives in the 66 th Session 3 Enhance ICT Service Delivery Implement enterprise service desks to improve the user experience and productivity Organizational Impact Qualitative Benefits for Business 24X7 availability, quicker problem resolution Optimized self service capabilities to enter, search, resolve and track requests for service One standard number to call (3333) for any issue Enhanced remote access to ICT resources Qualitative Benefits for ICT Standardized workstation environments to reduce complexity and costs of support Minimize desk-side visits by Increased workstation automation with software distribution and remote control capabilities A global knowledge base to ease local service desk migration and capture application knowledge for quicker answers to well known problems Estimated Quantitative Benefits $ $59.6 annually Methods Establish three Enterprise ICT Service Desk locations Deploy world class tools by leveraging ineed and EIDMS Launch best in class ICT service delivery technologies with a global service catalog Deliver ICT Self Service capability for password resets, request for service and searchable knowledge base Standardize the workstation environment Leverage remote control and software distribution tools for both enterprise and departmental users Establish a performance management framework to track Service Desk efficiency and effectiveness Implement a global dialing plan Extend CRM (ineed) to other business services through organic growth Costs $13.1M OICT 11

12 ICT Enterprise Initiatives in the 66 th Session 4 Create Resilient ICT Infrastructure Improve the Secretariat s infrastructure to support enterprise applications in a more agile and cost effective manner Organizational Impact Qualitative Benefits for Business Increased agility and flexibility Less downtime Increased speed of solution delivery Increased performance and reliability of applications and infrastructure Extended hours of service Increased productivity due to quicker data restoration Improved security and business continuity Qualitative Benefits for ICT Reduce complexity and cost of server and storage environments Increased automation and remote monitoring capabilities Improved utilization of servers and storage Increased virtualization Consolidation of physical server hosting facilities Implementation of global asset management Estimated Quantitative Benefits $ $26.9 annually Methods Complete implementation of Enterprise Data Centres Enhance archiving and storage reduction functionality Secretariat-wide Promulgate policies for enterprise application conformance Standardize server and storage environment tools for both enterprise and local data centres Utilize CRM ineed Application in all locations for work order and request for service transactions Minimize the number of local server rooms while reducing support needs with remote monitoring Enhance 24x7 service with high availability Adopt green technologies for sustainable data centres Implement performance based sourcing Costs $9.8M OICT 12

13 Link between Enterprise ICT Initiatives and Umoja Strategic Projects and Related Impacts 1 Improve Enterprise ICT Management Knowledge Mgt (KM) Resource Mgt (RM) Infrastructure Mgt (IM) 2 Leverage Knowledge through ICT Digital Docs Umoja Inspira and Others Support Enhance ICT Service Delivery Create Resilient ICT Infrastructure 4 3 Organizational Impact: Enhanced knowledge sharing Improved security & accuracy Retained institutional memory Increased visibility of the UN Organizational Impact: Increased transparency & results Improved administration Efficiently managed resources Increased quality of service Organizational Impact: Increased agility Extended hours of service Improved business continuity Increased quality of service OICT 13

14 Resource Requirements Existing resources are utilized to the fullest extent Cost for the Four Enterprise ICT Initiatives is $42.8M: RB: $6.4 M SA: $26.6 M XB: $9.8 M OICT 14

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