Strategic ICT Leadership

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1 + UNDP s Award- winning Enterprise ICT Programme Strategic ICT Leadership Office of the Chief Technology Officer - Directorate June 19, 2014 Office of Systems and Technology United Development Programme

2 Agenda 1. ICT Opera1ng, Service Delivery Model 2. ICT Landscape in UNDP 3. Opportuni1es for Transforma1on & Post 2015 Agenda

3 Overview 3

4 Overview UNDP Strategic Plan ICT Medium- term Investment Plan ICT Roadmap for & Strategic Plan Work Areas" Openness and transparency Knowledge Intelligence and monitoring Talent management Process Resilience Social engagement UNDP Technology Principles" / Interoperability Openness & transparency Lean ICT Sustainable (Green) ICT Enhancing & knowledge sharing Building confidence & security in the use of ICT UN CONNECTING UNDP THROUGH ICT - Internal Use Only 4

5 ICT Governance Model UNDP ICT MANDATE UNDP will make beyer use of and technology to enhance business increase reduce costs, facilitate sustainability as well as provide direct programme/project support. Strategic Plan EB session (DP/2013/40)

6 ICT Opera1ng Model Service Types Plan Design Build/Configure Run/Operate 1. Strategic Oversight - New York Enterprise 2. Central and Regional Bureaux Support - Business New York unit systems 3. Run - Opera1ons - support: , New York network infrastructure, customer support New York New York New York Relocated- Offshored Outsourced Relocated- Offshored Outsourced Client- based Client- based Relocated- Offshored Relocated- Offshored Outsourced Outsourced Client- based Relocated- Offshored Outsourced Client- based Relocated- Offshored Outsourced Service Centers (New York, Global Shared Service Centers, Regional Hubs, other off- shored ) Customer support, Innova1on hub, CO advisory services and support New York New York Global Shared Global Shared Centers Centers Client- based Regional Hub/Service Center Offshored Client- based Regional Hub/Service Center Offshored

7 Global / Regional ICT Service Delivery Model Four Global / Regional ICT Service Types Operating Model 1. Global Advisory Services, supporting corporate services to Global Centers Regional Hubs and COs (e.g., VSAT, Regional Hubs firewalls, , facilities design, and reporting 2. Regional ICT Advisory, focusing on Regional issues including CO issues in the Region Preferably Regional Hubs Source of Funds Reporting Structure Service Delivery OIST + cost recovery OIST Shared service Cost shared 50% funded by OIST 50% 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 OM Locally served Dedicated or shared service 4. CO standard ICT services Hub/CO CO funded CO OM Locally served Dedicated or shared service

8 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 OIST Bx/Unit-based Client funded (post or GOE) Function to OIST Service to Bx/Unit OM Dedicated or shared service 3. Non-IT function 10% Realign with related functions N/A N/A N/A Current State NY has IMAs distributed across Bureaus and units supporting 5 locations, ~2,500 personnel 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) Risk / Opportunity Who will perform the Tier 1 gap? Leverage on IMA institutional knowledge and strength to augment the service of OIST

9 Mid-term ICT Investment Plan Framework 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 (Operations - 85% based on historical costs and public sector benchmarks): 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 IT Spending Levels and General Enterprise Status Run as a % of IT Spend General Enterprise Status 100% Retrenchment Regular operations, operations costs from new investments, and additional costs based upon 3-5 year cycle expenditures for software, hosting, and licensing 85% Optimization 75% Mature steady state 67% Average for average performance 50% Transformation 20% Fast-growth startup 0% Not in business yet CONNECTING UNDP THROUGH ICT - Internal Use Only 9

10 ICT Medium- Term Investment Plan " Organizational Performance Group approved plan Dec 2013: Creates a multi-year funding framework ( ) Locks down calibrated operational/run rate Identifies investment appetite (conservative to bold) Prioritizes pipeline for Allows approved calibrated operating budget & investment Prioritizes continued investment through ICT Annual Enterprise ICT Spend: $31.6M (1.3% of UNDP revenue) Ww Annual Optimize/ Transform Rate: $4.8M (15%) Annual Avg Run Rate: $26.8M (85%) Medium-term Investment Plan Principles - Lean ICT Priorities Strategic Operational Effectiveness Green Smart Sourcing Public Cloud Improved meeting practices CO ICT support model Self-service capabilities Process optimization Consolidation Shared / integrated service centers Retire old systems Office of the Future design BYOD Green premises and infrastructure Paperless office LTAs Inter-agency procurement Off-shoring, outsourcing, etc. Strategic business work areas (UNDP Strategic Plan) Openness and transparency Knowledge mobilization Talent management Process integration Resilience Social engagement 10

11 ICT Roadmap BusinessGoals: (1)Strongresults4basedmanagement(2)Openness,agility,adaptabilityinknowledgeandexpertise(3)Sustainablemanagementoffinancial4humanresources UNDPStrategicPlan: ImprovedCountry Programmes WorkAreas Sponsor Derived'from' ICTProjects Investment Type Proje ct Type BERA ICTRoadmap 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 Openness' and' transparency' Knowledge' mobilization' Intelligence' Talent' Management' Process' integration'' Resilience' Social' engagement' BERA ICTRoadmap 2.UNDPpublicwebsites Optimize Carry HLCM ClientConference 3.Externalaccess Transform Carry OSG/BoM SP A3 4.POPPenhancements Optimize Carry MPTF MPTFStrategy 5.MPTFGateway2.0 Optimize Soft ExO SP A3 6.Newknowledgesolutions Transform Soft BERA/BDP/ BoM SP A3 7.EnterpriseContentManagement Optimize Soft BoM SP A1 8.Integratedreportingandanalytics Transform Carry ExO SCIG 9.EnterpriseInformationPortal Transform Hard ExO;BoM SP A3 10.BIGDATA Transform Soft BoM SP A3 11.TalentManagementeRecruit,eHire, eservices,eperformance,elearning,hrms ICTRoadmapAt-a-Glance:WorkAreas,Sponsors,Derivations,Projects,andInvestmentandProjectTypes CONNECTING UNDP THROUGH ICT - Internal Use Only Optimize BoM SP A3 12.HRCRMHelpdesk Optimize Hard Carry BoM SP A3 13.Atlasfinancialoptimization Optimize Carry HLCM HLCM;QCPR;SP 14.EnterpriseApplicationsIntegration Transform Carry BoM SP A3 15.UNDPservicedeliverymodel Optimize Soft BoM SP A3 16.Managedprintservices Optimize Carry BoM SP A3 17.Managedvirtualmeetingpractices Optimize Carry BoM ICTStrategicFr 18.Accounts/IdentityManagement Optimize Carry HLCM SP A3 19.Inter-Agencycyberthreatmanagement Optimize Soft BCPR SP A3 20.CrisisEarlyWarningSystem Optimize Soft BoM FragileCOs 21.Mobilebanking Optimize Hard BoM SP A3 22.UNDPOfficeoftheFuture Optimize Carry ICT Roadmap Snapshot with UNDP SP Alignments, Sponsors, Deriva1ons, Work Areas, Projects, Investment and Project Types

12 Business Value of ICT Roadmap aligned with CO Needs Demand for corporate solutions in the Business Work Area for Business Intelligence/real-time monitoring, Knowledge Mobilization and Process Integration. Country Office business needs aligned to the 7 Business Work Areas (MCT Study, September 2013) 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 local systems it is crucial are programmed and communicated.

13 Budget Transparency to OPG, October 2013 (in.$.millions) / / / Personnel.Costs GOE Special.Purpose:;...;.Cap.Investments ;.IPSAS.Adoption ;GA.mandated.Security Sub;Total. 4/ Fixed.and.Intangible.Assets. acquired.in.the.period 2/ Total.utilization OIST0reported0Numbers5/ / actuals0as0at0150July Summary.of.total.UNDP.ICT.spending.2009;2013 3/ OIST.only All.UNDP.excluding.OIST Total.;.ALL.UNDP 2/ 0Fixed0and0Intangible0Assets0were0expensed0up0to02011,0from020120when0IPSAS0was0introduced0these0are0capitalized. 3/ 0Data0is0for0ICT0related0accounts0only0and0therefore0does0not0show0the0full0utilization0for0both0"OIST0only"0and0"All0UNDP0excluding0OIST"0columns. 4/ 0Expenses0excluding00depreciation0and0amortization. 5/ OIST0trend0on0expenditures0as0shown0in0the0ICT0medium0term0investment0plan0on0historical0spend.00 O O O O ThereisavariancebetweentheICTexpenditurebriefsubmittedbytheBoMDirectoronAugust2,2013to theopgandoist/bom'sanalysisofexpendituresfortheyears2009k2012(asseenabove). Between2009K2011,preKIPSAS,theaveragedifferenceis5%perannum,whichislikelyattributableto costrecoveryvariances PostKIPSAS,thedifferencein2012was21%,isattributabletothetwodifferentwaysdataisseen:one throughrecordedexpenditures,andtheotherthroughutilizationoffunds WhilethenumberbetweenthosepresentedbytheBoMdirectorateandOISTdifferinoverall movementofnumbers,upordown,areincongruence Anexhaustivereconciliationontheunderlyingdifferenceshasnotbeencompletedanditissuggested thatthenumberspresentedbythebomdirectoratebeseenastheofficialreportednumbers

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 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. CONNECTING UNDP THROUGH ICT - Internal Use Only 14

15 Estimated Enterprise ICT Resources" Total ICT proposal (Investment & Run costs)" Less ICT Contingency of 5% " Net ICT proposal (Investment & Run costs)" " " Total ( " 2015" 2016" 2017 " 17)" 39,660 " " 37,420 " " 38,170 " " 39,390 " " 154,640 " (610)" " (510)" " (540)" " (600)" " (2,260)" 39,050 " " 36,910 " " 37,630 " " 38,790 " " 152,380 " Shortfall - Unfunded ICT proposal" " (2,561)" " (2,369)" " (3,636)" " (5,313)" (13,879)" CONNECTING UNDP THROUGH ICT - Internal Use Only

16 CONNECTING UNDP THROUGH ICT 2 16 Budget and Expenditure Budget Expenditure Payroll/SOF $13,483, $12,746, $4,962, $4,458, $5,120, $4,856, $3,399, $3,431, GOE/SOF $19,139, $16,731, $9,627, $9,147, $2,322, $1,821, $511, $390, $2,450, $2,445, $3,637, $2,578, $590, $348, Grand Total $32,622, $29,477,612.48

17 CONNECTING UNDP THROUGH ICT 2 17 Budget and Expenditure 2014 Account SOF Budget Expenditure Payroll $2,481, $1,849, $2,560, $1,900, $1,699, $1,384, $93, $55, GOE $5,188, $4,292, $375, $295, $242, $230, $1,225, $628, $3,575, $3,113, Grand Total $17,441, $13,750, Hosting HW infra maint SW LIC Maint Vendor FTE Misc OIST M* Total $6,068, $756, $2,326, $5,642, $115, $655, $15,563, OIST M- - Telephones, paper, hired administrative support, travel, training, etc.

18 ICT Reserve 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 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 noncore funded Ww 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

19 Benchmarks PWC ICT Review, 2011 Agency ICT Spend vs. InsItuIonal Spend (UNDP 2.0% in Gartner average 3.5%) - UNODC/ITC CosIng Study, April 2013

20 Benchmark against UN Agencies Agency Central ICT Spend (UNDP 23%) vs. Non- Central ICT Spend (UNDP 77%) - UNODC/ITC CosIng Study, April 2013 ICT Spend per user in 2010 (UNDP at 5,095 per user - Gartner average $14,744 per user) - UNODC/ITC CosIng Study, April 2013

21 ICT Common Costing and Benchmark for ICT Services, CEB, HLCM, 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

22 Procurement The BoM Central Procurement Unit has been providing services to BoM units since October 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. 1/3/1900 1/2/1900 1/1/ Ww Expected Savings in 5 years, $ millions $ Millions

23 CONNECTING UNDP THROUGH ICT 2 23 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 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%) How should OIST use this feedback to improve our services? 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)

24 CONNECTING UNDP THROUGH ICT 2 24 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%) Help Desks: - 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) 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) Action Plan Service Catalog; Functional Review

25 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 IM Strategy Extension to 2013 IM Strategy ICT Technology Blueprint Mediumterm Investment Plan United Volunteers Investment Plan ICT Policies ICT Standards Mobility records ICT Roadmap ICT Roadmap ICT Procedures ICT Work Plans Disaster Recovery Plans Information Security Advisories Move away from Move away from OIST and BoM Align w/undp internal comms Align/synergize bet. BoM units SOCIAL MEDIA Knowledge Managed Services Order Forms LeYers of Agreement ICT CO Service Catalog TCO Surveys & Reports New Direc1ons for ICT (and for BoM) Preliminary Design Documents ICT Manual ICT CO Database ICT Manual Index ICT Registry Crisis Support Checklist Circulars Mission Reports Regional Workshop Reports Country Office Annual Reports ICT NewsleYers Information screen FF Bdlg Maintain calendar of Intranet rollup hub Reestablish MPNs Overcome challenge of of ICT as back- office keeping the lights on but as a strategic partner with real business value Taking Stock Remote mission reports 7 CO Circulars 3 All UNDP 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 Manager ICT Manual 1 ICT Drivers License programme (in 2013) 9 security advisories and 1 security awareness training (in 2013) 25 Intranet - Unified 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 Documents 18 Intranet News and Announcements posts 3 online blogs (UC, Intranet, Public Cloud) 10 ICT document libraries 3 ICT 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

26 ICT Landscape 26

27 ICT Priori1es Support the UNDP Strategic Plan Deliver the ICT Roadmap Complete to Microson Office 365, saving 60% per user account across the with OneDrive for file storage and Yammer for networking 4. Innovate, integrate and streamline 5. Deliver ICT savings and efficiencies 6. Preserve security 7 Embrace Office - Workspace of the Future 8. Green, lean ICT and sustainable development 9. Evolve ICT service delivery model to support change (SR) 10. Impact of technologies and with ICT programme support Egypt Country Office in Cairo Using SharePoint Atlas team in New York Atlas infrastructure and PeopleTools upgrades

28 Organiza1onal Mandate for ICT Programme Body" 1. UNDP Strategic Plan " 2. Administrator Helen Clark" 2014 Global Management Meeting (GMM) in Tarrytown, New York (2-7 March 2014 ICT Component" Enhance business analytics, increase productivity, reduce transaction costs, facilitate sustainability as well as provide direct programme/project support 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 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 Associate Administrator Rebeca Grynspan" Organizational Performance Group" QCPR and UN Strategic ICT Framework" Harnessing the vast potential of information and communication technology (ICT) to transform development UNDP to take leadership role in UN coordination, delivery, and support Commendation for enterprise ICT programme and its Chief Technology Officer, for sustained stewardship and engagement 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 Coordination-coherence through federated ICT systems (ERP, Intranet, knowledge systems, etc.) with shared technology principles

29 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)

30 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

31 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)

32 Consolidate Legacy Applica1ons Move from 67 custom applications to 17 over The ICT GG recommends that a data governance process must be put in place to effec1vely archive data and re1re legacy applica1ons Note: 17 custom include Financial Disclosure (FDP system); CARDS, Aperture, BIM CMDB,, CSO Toolkit,, GEF PIMS, HDR Stats, Managing Change, MPTF, OIST Wiki, PRC, Procurement and also Teamworks, UNDP public website, UNIFEM Snapshot, and UNV Snapshot WIKIs

33 MCT Survey : Top 10 Local ICT Applica1ons, Summer 2013 Figure 15: Top 10 application types developed in COs/ Regional Centers (MCT Study, Sep 2013) Estimated yearly application costs (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).

34 Global Survey - CO ICT Costs, Oct 2013 OPG ICT spend at decentralized level Match CO business needs to ICT Roadmap Savings from CO Key Observa1ons: 1. Most costs, running costs (light helpdesk support aner launch), are generally low and standardiza1on of across regions will bring limited cost savings 2. There is substan1al demand for corporate solu1ons to avoid local development and promote the of plaporms, in the Business Work Area for Business monitoring, Knowledge and Process 3. Rolling out corporate may require support to reengineer and harmonize the business processes locally 4. However, demand for local solu1ons will not disappear since many are based on needs specific to the local environment 5. Key in Country Offices that can be globalized are already on the ICT Roadmap : eregistry, IPSAS improvements, data & process business workflows through the App store, Talent Management improvements, mobile banking, etc. 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

35 Clustering of ICT Services/Staff HQ, OPG October for HQ ICT service delivery for this clustering model may be any of the following: Model" model Pro- patrol model clustered model outsourcing model Impact" IMAs spend only a of the week in the FF building and the remaining week is spent and sisng with different units IMAs spend a of their day units and any ad- hoc issues. IMAs can be directed to calls from other units on the fly. Pools of IMAs are located by building or groups of floors but are, like all proposed models, managed centrally by OIST Help desk are 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 and the IMA will take over 62a. The ICTGG requested that HQ units recommend a pilot for further modeling of IMA clustering and methodology

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