|
Executive
Summary:
Document Text:
Distr.
GENERAL
E/ICEF/1999/AB/L.6
5
April 1999
ORIGINAL:
ENGLISH
FOR INFORMATION
UNITED NATIONS CHILDREN’S FUND
Executive
Board
Annual session
1999
7-11 June
1999
Item 7 of the
provisional agenda*
PROGRESS REPORT ON
THE UNICEF STRATEGY
AND
INVESTMENTS IN INFORMATION TECHNOLOGY
|
SUMMARY
The present report outlines the UNICEF information technology
(IT) strategy and reports on current progress in IT investments and
projects. |
__________________
*/ E/ICEF/1999/8.
LIST OF
ABBREVIATIONS
CIO
Chief Information Officer
EIC Electronic Information Committee
EIS Electronic Information
System
FLS Financial and
Logistics System
GFSS
Global Field Support System
IMIS Integrated Management Information System (United
Nations)
IMIS-HR
Integrated Management Information System - human resources
module
IT information
technology
ITD
Information Technology Division
ITO Information Technology Operation
LAN Local area networks
MEP Management Excellence
Programme
MOU Memorandum
of Understanding
NGOs
non-governmental organizations
PDC Programme Document Centre
PKN Programme Knowledge
Network
PROMS Programme
Manager System
PSD
Private Sector Division
SAP Systems, Applications and Products
SCSC Systems Coordination Steering
Committee
SITA
Société Internationale de
Traffic Aérien
TMWG
Transition Management Working Group
I.
INTRODUCTION
1. Th
present report outlines the UNICEF information technology (IT) strategy
and discusses progress in current IT investments and projects. The report
on IT, which has not previously been the subject of a report to the
Executive Board, has been prepared in response to a request by the
Advisory Committee on Administrative and Budgetary Questions for a
comprehensive “office automation” strategy for UNICEF (in its report on
the biennial support budget for 1998-1999 (E/ICEF/1998/AB/L.2)) and to
comments by Executive Board members during their discussion of the budget
itself (E/ICEF/1998/AB/L.1).
2. IT is a core function that enables UNICEF to fulfil its goals in
advocacy, information-sharing and fund-raising and to achieve medium-term
objectives in management and operations. IT also facilitates the
availability and use of data in critical areas.
3. The IT management leadership, the
establishment of a strong, commercial-strength IT infrastructure and the
development and effective use of new integrated systems are the foundation
and tools that support, facilitate and enhance the implementation of
redefined roles, accountabilities and interrelationships among country,
regional and headquarters offices.
4. Strategic directions outlined in the
present report and reflected in the corporate IT plan have been
established in five critical areas: (a) IT management, governance and
organization; (b) integrated systems for resource management; (c)
exploitation of the Internet and Intranet for knowledge management; (d)
global connectivity; and (e) the IT infrastructure required to support
these areas.
II. THE ROLE OF
INFORMATION TECHNOLOGY IN UNICEF
5. The full impact and successful
exploitation of IT is underestimated if it is regarded simply as
automation of existing functions, or a software implementation effort.
Rather, it is an initiative of wide-ranging changes, consisting of major
projects that revolve around the redesign of functional or organizational
processes, change and transition management, which must be accompanied by
training and coaching elements to capitalize on its benefits.
6. Appropriate use of
IT is key to achieving maximum performance in a number of areas: enabling
timely access to information on the situation of women and children for
programme design; providing information on the use of resources in
programme delivery; and day-to-day communication between UNICEF staff and
partners around the world.
7. The UNICEF mission to “help children meet their basic needs and
expand opportunities to meet their full potential” is achieved through
UNICEF cooperation within the country programme framework. This type of
successful collaboration relies on IT for effective management of
programmes and financial and human resources, as well as for the
dissemination and use of programme information and know-how.
8. Through the
development and use of new integrated systems, the IT structure also
facilitates the implementation of the objectives of the Management
Excellence Programme (MEP), which has redefined roles, accountabilities
and relationships among country, regional and headquarters offices.
9. The UNICEF
mission to “advocate for the protection of child right” is greatly
advanced by the fast-paced growth of technological development in
electronic communications and the Internet. IT facilitates the collection,
analysis and use of data that supports the organization’s goals. IT then
ensures that the information gathered is disseminated and made accessible
not only inside the organization but also externally to such key partners
as Governments, National Committees for UNICEF, non-governmental
organizations (NGOs) and other United Nations agencies, as well as to the
general public.
III. THE UNICEF
GLOBAL INFORMATION TECHNOLOGY ENVIRONMENT:
THE PAST AND THE
PRESENT
10. From the
1970s, IT progressed from clerical automation and punch card computing to
online, transaction-based systems operating on mainframe/mid-range
computing a decade later. By the late 1980s, the development of the
personal computer with client/server computing offered decentralized,
multi-tiered, partitioned, event-driven options. This opened new
possibilities for productivity and distributed computing.
11. Prior to the
introduction of e-mail throughout the organization in the mid-1990s, the
IT function and office automation principally referred to the financial
systems used by field offices - the Global Field Support System (GFSS) -
and a series of separate applications processed on mainframe or
mini-computers in headquarters locations.
12. Another revolutionary factor in the
changing IT environment is the advent of the Internet. The global
accessibility that it offers continues to have an unprecedented impact on
how business is conducted.
13. Up to a few years ago, a typical UNICEF office had 10-20
stand-alone desktop computers. Only a few large or very advanced offices
had installed local area networks (LANs). GFSS worked on separate
machines, with information passed manually on diskette. Staff used
WordPerfect, with a few advanced users operating with Lotus 1,2,3 and
Harvard Graphics.
14.
The UNICEF IT environment is comprised of 245 offices located in over 136
countries around the world. Within the past five years, IT usage in UNICEF
has grown tremendously. Today, all headquarters and almost all field
offices have LANs, with all staff at all levels networking, passing
documents and e-mail, sharing files, etc., on one standardized platform
(Windows95/98, Office97 and cc:Mail). In addition, more then 60 per cent
of UNICEF offices have access to the Internet and Intranet, with this
number growing rapidly.
15. UNICEF has evolved from being a “paper-centric” to an
“e-mail-centric” organization, and is in the process of becoming
“Intranet-centric”. In other words, where transactional data,
correspondence and information previously were paper-based and routed
through the organization and to external partners through pouch and mail
services, they now are electronic-based, with a vast proportion being
transmitted by diskette or circulated through e-mail.
16. The installation and maintenance of LANs
in field offices that connect them by e-mail to headquarters and other
offices has had a revolutionary impact, with electronic communication now
essential to the functioning of field offices and the organization as a
whole. The electronic transmission of information and organizational
documentation is immediate and democratic; it has facilitated inter-office
communication, empowered staff at all levels of the organization, enforced
transparency and accountability and increased turn-around time.
Challenging by-products of this progress are an increase in the demand for
and supply of information, and the need for proper management of
electronic or “institutional memory” to preserve key documentation and
correspondence.
17. Many
UNICEF offices are located in countries where the telecommunications and
basic power infrastructure are weak, requiring an uninterrupted power
supply and generators to protect the equipment and guarantee operations.
Also, UNICEF offices are in countries that increasingly experiencing
instability, civil strife or ongoing emergency situations, and require
radio and other communications capacities to enable them to function. To
operate effectively in the field, UNICEF must be able to ensure the
electronic transmission of data under such circumstances where response
speed is critical. Satellite telephone communications are effective but
expensive. However, alternative technologies, such as the implementation
of radio hubs in two subregions, are being explored with positive
results.
18. Most
offices run several local databases and all are setting up or are already
running the Programme Manager System (PROMS), which requires routine data
replication and advanced database management.
19. In recent years, UNICEF has invested in
desktop computers and a new set of integrated systems and has provided ad
hoc training for staff. However, owing to financial and personnel
constraints, UNICEF has not been able to invest adequately in the IT
organization or the technical infrastructure needed to ensure the
sustainability of critical IT infrastructures and systems.
IV. INFORMATION
TECHNOLOGY IMPLICATIONS FOR THE FUTURE
20. To keep pace with changing technology,
UNICEF must routinely update both hardware and software in order to remain
operational. This requires that IT staff master new technology in all
systems areas where they are expected to support users. These
include
desktop computers, networks,
databases, office automation software, messaging software,
transaction-processing applications, Internet access, shared group-work
tools, data replication and sophisticated telecommunication
systems.
21. IT staff,
therefore, are facing tremendous challenges. Users are becoming more
sophisticated daily and they expect, indeed demand, more from IT and even
more technology. As the range of technology and the degree of
sophistication of usage develops, the pressures facing IT staff also
grows, and their capacity to plan, prioritize, and manage conflicting
demands needs to grow correspondingly.
22. Technological developments in IT also
offer new areas or opportunities for operational integration, information
dissemination for programming purposes and advocacy, and such fund-raising
opportunities as, for example, through electronic commerce.
23. In order to
communicate with and maintain a competitive advantage alongside other
development organizations and partners, UNICEF must use the Intranet to
develop and utilize a secure data and information exchange and
availability for internal purposes. Similarly, the Extranet and the
Internet are best suited for external relations and strategic information
purposes.
24. These changes are happening in a context
where the demand for good IT professionals is growing rapidly throughout
the industry, with commensurate salary increases. Competent IT staff are
becoming more difficult to find and retain, especially given constraints
in the United Nations system of post classification and salary structure.
These challenges need to be addressed urgently. Limitations on UNICEF
resources also create constraints.
25. Without adequately knowledgeable and
skilled staff, investments in IT have a high risk of failure. This has a
direct impact on programme delivery and effective management of resources.
In recognition of the personnel requirements for maintaining highly
complex IT operations, including the successful implementation and future
maintenance of new application systems, a limited amount of posts were
reclassified and progress made in this area during the 1998-1999 biennium.
Further organizational adjustments and strengthening of the Information
Technology Division (ITD) will be part of the 2000-2001 biennial support
budget, to be submitted to the Executive Board in September
1999.
Year 2000 – the
millennium transition
26. A key concern in IT is the so-called millennium bug, or year
2000 (“Y2K”) problem. In the early days of writing programmes for
computers, two numbers, instead of four, were used to indicate the year.
Many of these old programmes are still in use today. As a result, there is
the potential that when the calendar clock turns to 2000, computers or
appliances with microprocessors or embedded computer chips that have not
been made Y2K-compliant will read the year 2000 as 1900, thus causing
computer malfunction or failure. This applies not only to computers but
also to software applications and any machine that has a computer chip as
part of its operation, including photocopiers, elevators or banking
systems. Y2K compliance refers to the precautions that companies, banks
and other institutions have taken to reduce the risk of this occurring.
27. UNICEF has been
addressing the issue since May 1998. ITD has issued instructions on Y2K
compliance for UNICEF computer software and hardware in all offices.
Actions include establishing and clarifying an official UNICEF policy and
position on software and systems standards; and sharing via CD-ROM the
latest software patches, updates and fixes for products from different
vendors when available. Offices have also been instructed to request Y2K
compliant releases (where this is required due to licensing implications);
and have been informed about the status of Y2K compliance for UNICEF
standard hardware acquired since 1994. The deadline for the implementation
of the appropriate fixes in all locations is June 1999. At headquarters,
the replacement of non-compliant Y2K legacy systems is well under way,
with the implementation of the new set of integrated
systems.
28. UNICEF
locations that use appliances or services from external vendors can also
be affected by the Y2K problem. The Division of Financial and
Administrative Management has instructed all offices to contact all
equipment vendors to request written verification that their devices are
year 2000 compliant, or to ask them to specify the type of repairs and/or
replacements that may be required to comply.
V. STRATEGIC
FRAMEWORK FOR THE INFORMATION TECHNOLOGY FUNCTION
29. The UNICEF IT organization has been
repositioned as a customer- and field-oriented and service-based division
of UNICEF instead of a “back-office” support function. ITD has developed a
strategic framework that includes a vision, a mission and strategic IT
directions and initiatives.
30. The vision is to add value to UNICEF internal and external
partners and customers by providing secure and “best in class” information
management systems, networks, services and support based on strong
leadership, credibility and IT know-how.
31. The mission is to help UNICEF to achieve
its strategic business objectives by enabling the integration of IT within
the business processes, and by providing innovative, effective, secure and
integrated business information solutions and systems.
32. The IT strategy being implemented by
UNICEF goes far beyond tactical measures to migrate off obsolete
platforms, to reduce the costs of legacy system maintenance or to solve
Y2K problems. IT should not be dissociated from the environment in which
it operates. As an enabler and transformer of integrated business systems,
IT supports the relationships between strategy, structure and management
processes, and the proscribed roles of individuals. This has been tackled
within the MEP, and in the development and implementation of the three
core systems that manage UNICEF information: the Integrated Management
Information System for human resources (IMIS); the Financial and Logistics
System (FLS) for finance and logistics; and PROMS for the management of
field data.
VI. INFORMATION
TECHNOLOGY GOVERNANCE: STRUCTURE AND SYSTEM
33. In 1997, the former Office of
Information Resource Management was reorganized and upgraded to a full
division - ITD, with the Director, at D-2 level, as the Chief Information
Officer (CIO). All aspects of IT, information systems, telecommunications
and information management infrastructure are consolidated under the
leadership of the CIO as part of a comprehensive IT strategy. The UNICEF
IT function incorporates all IT staff and resources across the
organization, with ITD operating as one network of service centres with
appropriate administrative reporting structures.
34. In 1998, UNICEF established an
integrated corporate IT plan across divisions and regions, with specific
headquarters and field objectives. This plan is updated on a yearly basis.
The accountabilities of ITD were described in “The Organization of UNICEF”
(E/ICEF/Organization/Rev.3), which was presented to the Executive Board at
the 1998 annual session.
35. The governance system enables ITD to have input into
organizational strategic planning and policy formulation processes, thus
ensuring overall strategic coherence for UNICEF. It also insures that IT
priorities and strategies are established in conjunction with other
divisions. The governance process has been established or is being
developed in a number of areas.
36. At headquarters, the Systems Coordination Steering Committee
(SCSC) has been established to ensure coordinated development of the
integrated management information system, in the most efficient and
cost-effective way, serving the priority needs of the organization. The
SCSC is comprised of division directors, or substitutes with
decision-making authority, representing the major headquarters divisions.
The SCSC approves priorities, work plans, budgets and conceptual design of
integrated system; establishes interdivisional policies; resolves
conflicting priorities; and oversees project progress for all the systems
comprising the integrated management information system.
37. Subsidiary groups
of the SCSC are the Standing Working Group, which manages and coordinates
the work of the system’s projects; project teams; and the project
managers’ group, which also incorporates the legacy systems. The latter
group meets on a regular basis to ensure compliance with common standards
in all areas of IT, and to deal proactively with issues of interrelated or
common concern.
38. A
governance mechanism for an integrated information management strategy for
the management of information relating to children and women is being
constituted.
39. The
Electronic Information Committee (EIC) is the governance mechanism for the
UNICEF Internet, electronic information services or initiatives, including
World Wide Web pages for external audiences or participants, or for those
that may impact advocacy, mobilization, fund-raising and education for
development.
40. The
establishment of regional governance structures with linkages to the
Regional Management Teams became mandatory in 1998. Existing regional
governance structures have raised awareness of IT issues, developed
regional action plans, identified regional priorities and maintained
momentum on the issues. These structures are being refined and
strengthened based on experiences gained to date.
Global participation
41. A global IT meeting is held annually,
bringing together not only IT staff from the regions and some field
offices, but also representatives and headquarters staff from different
divisions, to assess progress in the implementation of the global IT work
plan. The meeting addresses issues of common concerns and emphasizes the
importance of IT accountabilities throughout the organization.
42. A full set of
technology standards has been reviewed by the regions, countries and
headquarters locations. These standards are published and updated
periodically and have been incorporated in the organization’s procurement
policies, thus reinforcing a binding set of corporate IT standards for
UNICEF.
VII. INFORMATION
TECHNOLOGY PROGRAMMES, PROJECTS AND SERVICES
43. There are three major integrated systems
under implementation that will provide the entire organization with
state-of-the-art, commercial-strength technology and a common database set
by which UNICEF can more effectively manage and be accountable for the use
of human, financial and physical resources:
(a) PROMS, which replaces GFSS, is a field-based system for
planning, budgeting, requisitioning, spending and monitoring the use of
funds and other resources against programme
objectives;
(b) FLS is
the central financial system which will enable UNICEF to meet its
statutory accounting obligations, and provide management with the
necessary financial information to ensure that all resources are protected
and managed efficiently and effectively on a day-to-day basis;
(c) The human resources
module of IMIS (IMIS-HR), developed and maintained by the United Nations,
is the UNICEF central human resource management system, which will allow
the Division of Human Resources to manage central transactions regarding
recruitment, rotation, payment, provision of benefits, etc., for those
staff managed by headquarters. IMIS-HR is also the front end to the United
Nations payroll system.
A. Programme Manager
System
44. The
PROMS project was initiated in late 1996 in response to a groundswell of
requests from the field for a more rigorous and supportive programme tool
and because the United Nations IMIS could not support UNICEF programme
management requirements. The goal was to replace GFSS with a computer
system that addresses all business requirements and establishes a linkage
between programme and project plans, outputs and budgets. PROMS was also
designed to provide a tool for more accurate budget monitoring by more
closely integrating the field system with headquarters
systems.
45. The
innovative design process of the system involved users in a series of
meetings, where principles of the design and other details were worked out
for specific parts of the system. PROMS also addresses a number of
problems faced by GFSS, such as delayed financial reconciliation; poor
resource monitoring; repetitive tasks and duplication of entries;
customized systems and data in each field office; no early warning for
problems; and no standard planning feature.
46. The PROMS database is a series of
replicating databases in each office, which uses e-mail to send
information to a consolidated database (called a hub) in New York. Thus,
on a daily basis, transactions entered in the field are sent to New York
and are accessible from the consolidated database. They can then be passed
to the appropriate system in New York or Copenhagen. The flow of
information can also go from New York or Copenhagen to each field office
to allow timely delivery of corporate data, such as the Supply Division
catalogue and corporate staff tables.
47. The second phase of the project will
also include human resource management and payroll for field offices. An
integrated payroll and human resources management system, linked to plans
and budgets, will be rolled out to field offices during 1999,
decentralizing the human resource management function for local staff to
the country office level, and employing a single standard payroll function
that conforms with United Nations requirements.
48. The first country office migration to
PROMS occurred in February 1998, and now, one year later, more than one
half of UNICEF offices are using PROMS. This falls short of the original
target of all offices running PROMS by the end of 1998. Roll-out has been
delayed by a variety of factors, including an underestimation of the
complexity of data conversion and cleansing; insufficient Help Desk
support; inadequate field connectivity and infrastructure; and a lack of
preparation at the field level for this major shift in work processes and
procedures. Ongoing efforts during the first half of 1999 should result in
over 90 per cent of field locations running PROMS by May 1999.
B. Financial and Logistics
System
49. FLS is
based on the Systems, Applications and Products (SAP) commercial data
processing financial package. The final prototype configuring UNICEF
requirements was completed in April 1998, followed by testing, fine-tuning
and data cleansing, and going live in January 1999. FLS integrates and
maintains business and transaction data from all three headquarters
locations (New York, Copenhagen and Geneva, including the three warehouse
locations in New Jersey, Huningue and Copenhagen), in real time and in a
single database that is interfaced to PROMS and IMIS.
50. To facilitate the transition from the
legacy systems to FLS, a Transition Management Working Group (TMWG) was
set up in mid-1998. TMWG is a cross-divisional group that includes staff
representation to ensure efficient and coordinated transition, in line
with the work plan and timetable agreed to by the project owners. The
scope of the group covers business process reviews, communications,
end-user training, data conversion and data initialization. The TMWG will
continue with its mandate through 1999.
51. The benefits of FLS are numerous. In the
past, there were over 100 non-integrated systems on different platforms,
some of them obsolete or not Y2K-compliant. FLS is a unified system that
has streamlined UNICEF business processes, simplified systems maintenance
and reduced data entry; it automatically enforces business rules and
automates year end processes and on-line reporting, thus permitting more
integrated and timely management reports. The system is also Y2K and
euro-currency compliant.
52. Common to all systems is the completion and full functionality
of interfaces between PROMS, FLS and IMIS and the initiation of a data
warehouse. The legacy systems will be maintained until phase-out, with
only mandatory bug fixing, no enhancements and a major focus on data
cleansing and conversion. The legacy systems are scheduled to be archived
by the end of 1999.
C. Integrated Management Information System
(Human Resources)
53. The development of the IMIS for the United Nations was approved
by the General Assembly in December 1988, with the stated purpose of
having an integrated system for processing and reporting on administrative
actions at all major duty stations.
54. Following a thorough review and
evaluation of the United Nations IMIS, UNICEF determined that IMIS did not
provide the functionality it required for finance, programme and
contributions. Additionally, the account structure did not support either
the UNICEF Financial Regulations and Rules or the commercial aspects
required by UNICEF for fund-raising and management of its Private Sector
Division (PSD).
55. In
1995, at the request of the Secretary-General, and due to a lack of viable
alternative at that time in terms of payroll, UNICEF migrated its
headquarters human resources systems and began to implement of Releases I
and II of IMIS, which cover personnel (posts and all actions relating to
recruitment, promotion, transfer and separation) and entitlements,
respectively.
56.
UNICEF installed Release I in May 1998 and also implemented major
enhancements to make the system function at a level equivalent to that of
the legacy systems. UNICEF also developed recruitment and classification
modules as those present in IMIS were not adequate. Most of these add-on
modules and enhancements have been incorporated into the IMIS base system
and are now available to other United Nations organizations. UNICEF went
live with Release II, for entitlements, in January
1999.
57. Implementation
of Release IV, covering payroll, had been planned and budgeted for
1997-1998, but due to delays in the overall development of IMIS at the
United Nations, the date has been changed to September 1999 for the United
nations and early 2000 for other agencies. The United Nations is taking
action to ensure that its legacy payroll system is made Y2K compliant.
UNICEF is currently reviewing the operational modalities for interfacing
IMIS payroll with FLS.
D. Initiatives exploiting the Internet and
Intranet for
knowledge management
58. To maximize fully the benefits of the Internet, Intranet and
Extranet, specific strategies must be in place. These are: enhancing
document classification; implementing an information management strategy;
updating and sustaining the content of the UNICEF site on the World Wide
Web; and changing the work practices of most staff to increase use of
these tools.
Internet
59.
The consolidated UNICEF Internet site on the World Wide Web
(www.unicef.org) is used for advocacy, information and fund-raising.
Global advocacy using the World Wide Web requires effective Internet
management. ITD and the Division of Communication have jointly established
and disseminated guidelines for the Internet, which are updated
periodically. The guidelines cover UNICEF web specifications, centralized
hosting of all UNICEF field web sites, links with commercial web sites and
tips on web site development. The web technical infrastructure and staging
processes have been upgraded to support this, and processes for
centralized web hosting are being documented and put into
effect.
60. Sustaining
the content of a web site is a challenge faced not only by UNICEF but by
all organizations utilizing the Internet. The UNICEF guidelines for the
Internet caution users on this issue, and the governance process, which is
provided by the EIC, helps to avoid initiatives that cannot be sustained.
61. In 1997 and 1998,
the number of visitors to the UNICEF web site more then tripled from below
1 million per month to an average of almost 4 million per month. Usage
statistics reveal that the audience is broad-based, with visits from all
regions of the world including developed countries. All major publications
such as State of the World’s
Children report and
The Progress of
Nations, press releases and
basic UNICEF information are offered online. The site also hosts
interactive views through Voices of Youth, material relating to the
International Children’s Day of Broadcasting and fund-raising,
demonstrating that the web has strong advocacy potential and is a
cost-efficient means for reaching a young, literate and interested
population.
Intranet
62.
The UNICEF Intranet is steadily becoming the working tool for UNICEF staff
worldwide. A survey conducted in 1998 revealed that offices use the
Intranet to verify policies and procedures or exchange rates. With newer
sites such as the Programme Document Centre (PDC), the Learning Web and
the Vacancy Bulletin, the Intranet is becoming an increasingly valuable
reference centre for programme-related information, self-paced training
materials and general information. Staff response to the new material has
been extremely positive, as measured by the monthly increase in “hits”.
Although most offices have Internet access, slow speed discourages regular
and active use. To alleviate this problem, ITD distributes quarterly a
CD-ROM of all Intranet content, which can be accessed by computer users
through the local office LAN.
Programme Document Centre and Programme
Knowledge Network
63. Within the Intranet, the PDC and the Programme Knowledge
Network (PKN) support one of the newly defined accountabilities of
Programme Division for knowledge generation and management. UNICEF has
valuable information about the situation of women and children, including
studies, statistics, evaluations, technical papers and research findings.
Traditionally located in libraries and bookshelves in various locations
worldwide, this information is being made available to all staff globally
in a cost-effective manner through the PDC, using current technology. The
PDC, which originally held programme documentation, is being enhanced with
other materials, such as lessons learned in a very wide spectrum of
topics. During 1997-1998, Programme Division began to develop and test a
prototype system - the PKN - which encompasses this material. Technical
infrastructure enhancements are required to bring the prototype up to
scale for use in all country, regional and headquarters locations.
Availability to other agencies via the Internet or Extranet is also being
explored.
Extranet
64.
The UNICEF Extranet provides National Committees for UNICEF, Executive
Board Members and selected NGOs and other UNICEF partners with access to
different types of UNICEF-related information. The initial content covers
Executive Board documents and decisions, the Media Planner (for National
Committees) and the UNICEF e-mail address list, as well as selected
programme and advocacy information. Enhancements will begin in mid-1999.
Possible expansion will be considered, based on the feedback and interest
of the partners.
E-commerce
65. Ongoing developments in commerce via the Internet (e-commerce)
have strategic value for UNICEF and its National Committees through
greeting card sales, advocacy and fund-raising. The UNICEF web presence
and Internet commerce thus represent serious business propositions that
require thoughtful, coordinated and informed responses. PDS, in
association with National Committees and ITD, will explore and determine
the future direction for UNICEF in this area.
E. Customer and end-user
support
66. ITD is
improving customer focus and the quality of services for field and
headquarters locations. The Help Desk is evolving from a New York-based
support that helps users with machine configurations, trouble-shooting and
problem solving, to a global service centre providing technical support
and advice, responding to technical, business and applications process
queries, including for PROMS, FLS, and IMIS. The global span of UNICEF
operations and time differences demands that IT support from headquarters
must be a 24-hour, seven-days-per-week operation.
67. By implementing a global IT Help Desk
with expanded hours, UNICEF will provide better support to the field,
especially offices in Africa and Asia. For the present, the Help Desk must
continue to be situated in New York, where development teams are located,
and since the regional IT structure is not staffed to take on this
additional role. To understand better and support the real needs of field
offices, a majority of Help Desk staff must have field experience. Since
the global service centre is a function within ITD, field staff can be
rotated, thereby increasing their skills, enabling them to support better
their countries and regions.
68. In 1997, a Help Desk tool was introduced for problem-tracking
and version control. This “one-stop shopping” approach aids the resolution
of most issues, directs advanced problems to appropriate technical experts
and communicates responses to the field. Enterprise management will soon
replace this tracking system and install a more sophisticated
state-of-the-art set of tools throughout ITD. The immediate benefits of
such systems are the ability to recognize training needs, better tracking
of application versions and the automatic distribution of fixes. It also
enables the consolidation of multiple problems caused by a single failure,
and simultaneous closure of all problem tickets.
69. End-user support is further promoted and
supported by the focal point function, the outsourcing of a support unit
for laptops and the use of proactive communication tools. Printed
material, such as “HelpDesk Express”, “Tips, Tricks & Techniques”, and
“Plugged-In”, the ITD newsletter, which are shared globally through the
Intranet, increase user skills and alert them on a number of issues,
including the need for back-up and increased security. Additionally, the
introduction of CD-ROM
and web-based training modules enables cost-effective and self-paced
technical training of IT staff.
F. Global network
connectivity
70.
Global network connectivity has been rapid, with all countries connected
to e-mail (cc:Mail) and over 100 countries using the “x28" and “x25"
dial-up services of the of the Societe internationale de traffic aerien (SITA), a non-profit organization providing
telecommunications for the airline industry and other selected partners.
SITA provides a more efficient and cost-effective means for many field
offices to connect to New York for their e-mail services. However,
countries with poor infrastructure, legal restrictions, low available
bandwidths and last-mile connection problems that severely limit data
throughput for Internet and PROMS file transfer, are still facing many
challenges. Additionally, UNICEF traffic, of which almost two thirds is
regular e-mail, one fourth PROMS data transfer and 12 per cent Internet
mail, will expand as PROMS is implemented in all locations and as field
staff increasingly use Internet and Intranet services.
71. The implementation
of the global network strategy has contained UNICEF telecommunication
costs as traffic volume has increased seven-fold. Developing a global
virtual private network through SITA “IPConnect” offers a secure, fully
managed, end-to-end service with guaranteed throughput, service level
agreements and unlimited traffic, all at a fixed cost. Other network
initiatives include separating the global PROMS hub from the New York hub
and minimizing cc:Mail downtime and disruption through server
redundancy
and “bullet proofing” of the
cc:Mail New York hub servers. The implementation of the selected
enterprise management systems tools for LAN and wide-area network
monitoring will also help to further these goals.
G. Information technology security and disaster
recovery
72. As
UNICEF becomes more reliant on IT systems, a comprehensive IT security
strategy needs to be put in place. A network security strategy for field
locations is dependent upon the upcoming SITA “IPConnect service”, and
therefore will need to coincide with the SITA “IPConnect”
roll-out.
73. Creating,
maintaining and sustaining a secure, global, cost-effective and robust IT
infrastructure requires a number of activities. An immediate concern is
ensuring that the UNICEF-controlled IT infrastructure is made Y2K
compliant, including a simulation exercise by mid-1999.
74. One basic element
of an IT infrastructure security strategy has been formulated and
implemented for New York, Geneva and Copenhagen. All three locations are
utilizing a leading industry package (Firewall software) that secures all
UNICEF systems and the Intranet.
75. Disaster recovery options and forms have
been reviewed, especially for FLS and the PROMS hub. In the meantime, in
lieu of a comprehensive disaster recovery set of systems, UNICEF has
established a stringent policy for daily off-site data back-up and
off-site storage. Selected elements of the infrastructure are also
enhanced or made redundant to reduce the risks of failure.
H. Infrastructure and enterprise
management
76.
Global management of the IT infrastructure and systems is a costly and
extremely challenging endeavour. In the past, systems and infrastructures
were dispersed and autonomous. The absence of a unified systems management
resulted in the creation of numerous “islands” of incompatible systems and
infrastructure with poor support and obsolete processes. Today, as all
systems are globally integrated and information is automatically
transferred across them, managing a global infrastructure is not an option
but a necessity.
77. UNICEF requires
a set of enterprise management systems to monitor and/or manage all key IT
assets, including the SITA Global Virtual Private Network and such key
field office hardware as PROMS servers and cc:Mail routers. The primary
overall objective for implementing an enterprise management system in
UNICEF is to reduce the risks associated with end-to-end service delivery
of systems applications and information, particularly related to the
roll-out and sustainability of PROMS.
78. Enterprise management will be divided
into at least two phases. The first will concentrate on the underlying
tools and infrastructure required to support PROMS at New York
headquarters. This includes a Consolidated Service Desk, integrated with
SITA “Vision” and combining the New York, Copenhagen and Geneva
headquarters Help Desks. Support for FLS and IMIS will also be provided.
Also to be installed is IT Operation (ITO), the network and operating
system agents required by the PROMS application.
79. The second phase will concentrate on
rolling out enterprise management to field offices. This involves
implementing ITO agents on the PROMS database hub, replicating field
office personal computer and cc:Mail routers to enable the monitoring of
PROMS transactions. Installing a network monitoring system, including for
SAP and Lotus Notes, will enable proactive ITD
management.
80.
Expediting these tools and processes will enable ITD to manage better the
UNICEF IT infrastructure and systems and is contingent upon the
availability of funds in 1999 and into the next biennium.
VIII. INTER-AGENCY
COOPERATION
81. UNICEF
regularly attends meetings of the Technical Subgroup of the Ad Hoc
Open-ended Working Group on Informatics of the United Nations. This
working group, which has broad responsibilities for United Nations
information management, is now addressing Y2K issues, in terms both of how
United Nations agencies are affected and of raising awareness, promoting
action and information sharing among Member States.
82. In the Great Lakes region of Africa and
other countries affected by emergencies, UNICEF and the World Food
Programme are jointly utilizing the UNICEF SITA network and sharing
wireless communications to send via e-mail, as well as sharing skills and
resources based on an inter-agency Memorandum of Understanding (MOU). This
has reduced cost compared to satellite telephone communications, which
often are the only international option in other emergency situations.
Most of the other field-based United Nations agencies have established
contracts with SITA and are increasingly utilizing it for dial-up e-mail
(used already in more then 100 UNICEF field offices) or in future, for
Internet and Intranet access.
83. While there have been some common IT initiatives with different
United Nations agencies, in general the IT environment of the United
Nations system in the field is ad hoc, which impedes the sharing of
services. Most other agencies do not have organizational standards. If
they do, those standards cannot be economically shared or are not updated,
or the agencies do not have IT field staff. In addition, managerial
enforcement and IT strategy tend to be haphazard, resulting in a variety
of equipment that is incompatible with UNICEF standards. Further, IT
architecture may be based on decisions undertaken by a locally contracted
support company, or by referring to old standards which have not been
updated.
84. UNICEF
regularly attends meetings of the common services task forces on IT and
telecommunication as well as IMIS. Common services for IT, both in the
field and at headquarters, provide the opportunity to reduce costs and
share expertise, if exercised with a clear cost-benefit analysis and
specific service level agreements, rooted, if required, in inter-agency
MOUs. As various United Nations agencies and field-based funds and
programmes are at different stages of maturity in terms of IT and its
usage and role, the common service approach is a very challenging one.
IX. UNICEF
INFORMATION TECHNOLOGY INVESTMENTS
85. The Executive Director and UNICEF senior
management are fully committed to the expanded and critical role of IT for
the organization and are actively involved in the numerous change
processes for the implementation of the new systems and technologies and
the global IT infrastructure. Budgetary restrictions, however, limit the
pace at which the IT strategy can be executed organization-wide. A
supplementary funds window was approved for the 1998-1999 biennium for the
acceleration, deployment and enhancements of UNICEF global connectivity
and the IT infrastructure, specifically for PROMS. To date, two donors
have contributed. Contributions in cash or in kind (software or hardware)
compliant with the UNICEF IT strategy and standards are also needed.
86. The level of IT
investments, spending and staffing in relation to the total income of
UNICEF and the global and decentralized nature of the organization’s
activities is far below the industry norm (both private and government
sectors).
87. The
ability of UNICEF to remain competitive is linked to the adequate
allocation and sustainability of funds and investments in technology and
IT staff at the level necessitated by the breadth and scope of UNICEF
activities.
Investment
structure and budgetary considerations
88. The strategic element of investment in
IT addresses two aspects identified by the Secretary-General as critical
to the success of the United Nations: to promote the comparative advantage
in development knowledge; and to instil a new culture of communications
within the United Nations. UNICEF IT investments can be divided into four
different categories: informational; strategic; transactional; and
infrastructure.
89.
Informational
investments. The major
areas of investment in informational and document management for UNICEF
are the Intranet and the Executive Information Systems. Document
management encompasses the classification and categorization of the
different studies, evaluations, analyses and knowledge-building
documentation generated from UNICEF-assisted programme implementation. It
falls under the purview of the Evaluation, Policy and Planning Division.
In the past, this information was stored in the location where it was
generated and not widely accessible to other staff in other locations.
Developments in IT permit this information and experience to be accessible
globally via CD-ROM and increasingly through the UNICEF Intranet. The
Intranet is for the exclusive use of UNICEF staff worldwide (see paragraph
62 above).
90. The
Internet and Extranet provide a means for advocacy and programme knowledge
development and dissemination, represent a competitive necessity and are
key determinants for the UNICEF market position, new business and
activities and potential for increased resource
mobilization.
91.
Transactional
investments. As discussed
in chapter VII above, UNICEF is replacing a multitude of legacy systems
for transactional activities in the areas of finance, supply and
logistics, programme management and human resource management with three
main integrated systems. The benefits include accurate, complete and
reliable data that are available in a timely manner.
92. Infrastructure investments A secure and reliable IT infrastructure is required for efficient,
secure operations, providing support for the transactional, informational
and strategic elements of UNICEF operations. This is critical for
organizational integration, flexibility and standardization and reduced IT
costs. The IT infrastructure spans areas of security services; software
and hardware systems; operations, including telecommunications and data
centres; global connectivity; database management and databases; the Lotus
Notes infrastructure (used for the Intranet); and enterprise management.
X. AREAS REQUIRING
FURTHER DEVELOPMENT
93. UNICEF has staff and partners in over 245 physical locations,
almost all of them in developing countries. In order to take advantage of
its global structure and maintain accountability, UNICEF requires proper
IT staffing and skills, a global IT infrastructure, systems and tools.
Some areas that require further development are discussed
below.
A. Communication channels
94. Low-cost, reliable voice and data
communication channels are essential to the operation of the organization.
Presently, UNICEF has telecommunications and e-mail connections with all
245 offices and sub-offices, and Intranet access for over 60 per cent of
country offices. However, the quality of e-mail and Internet connections
in many countries needs to be upgraded and made secure to carry financial
data. This is being addressed by the SITA “IPConnect” initiative. In the
future, LAN-to-LAN connections and voice and video communications may be
added over the same network.
95. The successful implementation of the global communication
strategy requires increased capacity in the IT infrastructure beyond what
is currently planned. As the ability to communicate quickly and easily
across offices increases, the volume of traffic over the networks has
grown exponentially. Already, the networks are faltering under the strain
of the increased load and available funds are not sufficient to upgrade
the network.
B. Resource management
systems
96.
Resource management systems, which allow the organization to monitor the
work of managers who have decentralized authority, are a prerequisite for
the responsible delegation of authority.
97. Work is well underway to replace all
current UNICEF systems with an integrated system (PROMS, FLS and IMIS-HR)
by mid-1999. The new integrated corporate system will give UNICEF a global
capacity to manage its business processes effectively and efficiently and
that will serve the organization well into the future.
98. However,
systems changes of this magnitude require additional capacity to enhance
and maintain the software, and run the sophisticated operational support
needed to manage a multi-location system. Resources allocated for systems
development will need to be redeployed for enhancements and maintenance.
In addition, a capacity will be needed to analyze business processes in
the major functional areas to ensure long-term dynamic evolution of the
use of information for planning and management. A corporate EIS will have
to be developed beyond the current planned reporting tools that will
facilitate the use of this data for oversight by managers at country,
regional and headquarters locations.
C. Information
management
99.
UNICEF needs tools and systems that allow the different parts of the
organization to work together from different locations to develop, filter,
store, disseminate and manage information on women and children. These
tools will allow staff to develop and share relevant knowledge within
UNICEF and with the external world. The Intranet is already a good source
for this purpose with such tools as Lotus Notes being used for information
management in different locations, and the PKN for the shared development
of new program policies and the derivation of lessons learned and best
practices in program management. Databases have been established on
evaluations and monitoring, emergency-related information and child
rights. (See also paragraph 59 above for information on the UNICEF web
site).
100. To use the World Wide Web effectively
for advocacy and fund-raising requires capacity to manage the content of
the web site, including contributions from all parts of the organization.
D. Information technology
organization
101.
ITD and the IT function have been reorganized as described in chapter VI
above. However, once the major systems are in place, in order to reflect
the shift in emphasis from applications development to operational support
and systems maintenance, additional changes in the IT organization will be
required. Staff skills and job responsibilities in all locations must be
upgraded to provide the capacity to sustain the new systems and
technologies. The systems’ success requires a high level of competence in
staff at all locations to manage the IT infrastructure and to provide
support to users. Currently, at headquarters, a number of key corporate
functions are in the hands of temporary staff or consultants. This is a
risk area that needs to be addressed, for without knowledgeable and highly
skilled staff who are informed on UNICEF business processes, UNICEF IT
investments have a higher risk of failure. This would have a direct impact
on programme delivery and the effective management of resources. While
some posts were reclassified in the previous biennium budget, the
conversion of long-term consultants into staff functions at headquarters
and the creation and upgrading of competencies at the regional and field
office levels are required for successful implementation and future
maintenance of new application systems.
E. Information technology infrastructure and
support services
102. The transactional, informational and strategic elements of
UNICEF operations must be supported by a robust, reliable and secure IT
infrastructure. This is critical for organizational integration,
flexibility, standardization and reduced IT costs. The complete IT
infrastructure spans areas of security services; software and hardware
systems; operations, including telecommunications and data centres; global
connectivity; databases and database management; the Lotus Notes
infrastructure; and enterprise management.
103. Some strengthening of the IT support
services was possible in the 1998-1999 biennium budget, but this process
is incomplete. As an example, the budgeted amount for support services per
user at New York headquarters was around $2,850 per user in 1998, far
below the industry norm of $6,000-$13,000 for adequate quality services.
In addition, the range and complexity of UNICEF systems and services have
increased significantly in recent years as UNICEF moves to a more
connected environment of systems and networks. The result is an
unacceptable level of strain on the operational support staff, and an
inability to provide the level of user support and system stability
required. Continued strengthening of the IT infrastructure to accommodate
the ever-expanding volume of data flowing through the networks and being
processed in the databases will be required.
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