Atlas presentation to Executive Board

1
Atlas presentation to Executive Board
Informal EB session

• 29 November 2005

2
Implementation Status of PeopleSoft

• Rolled out to 145 UNDP offices and 119 UNFPA
  offices took place in January 2004
• There are currently 8,000 users across 3 UN
  partner agencies.
• The UNDP/UNFPA/UNOPS partnership has contracted
  UNISYS/IBM to host and manage hardware and
  PeopleSoft application
• 21.4 increase in UNFPA program expenditure, 17
  program increase in 2004 in UNDP with a total
  turnover of USD4billion
• Underpins admin/payroll support for more than
  8,000 staff (for 40 UN agencies/missions and
  after service medical insurance for 1,300
  retirees
• External access capability will be offered to
  partner agencies and governments

3
Atlas Expenditure
Estimated development cost for Wave II
Atlas2
2002-03
2002-05a
a denotes projected figures for Wave I
Till Mar 05
2005
2006
26.6m
67.8
57.6m
12.6m
6.9m
19.5m 3
Source Table I and II of Internal Audit report
IAPSO0114 dated 4 Aug 2005
2 Atlas cost include Business process
reengineering, IMIS assessment, ERP software Fit
Gap assessment, Atlas Wave I implementation, ERP
software license and installation, Helpdesk cost,
ERP training etc) 3 Based on present scope ICT
support cost includes Infrastructure support,
telecoms, email support, legacy system support,
web/portal support, Data Center support etc
4
Implementation challenges

• Ongoing review further to Atlas roll out
• Independent reviews by internal auditors
  external professional
• User feedback
• Continuous dialogue across UN agencies
• Lessons learned
• User Training and staff competency
• Data quality (Atlas Dashboard)
• Projectization of Wave II (PRINCE2)
• Governance
• Quantification of benefits
• Organizational changes including policy reviews
  to be in line with International accounting
  standards i.e. Accrual accounting

Atlas, which in all fairness needs to be viewed
as a work in progress at this juncture, has
already brought appreciable gains to the
organization. Finally, many of the issues we
came across are surprisingly not unlike those
relating to the implementation of any ERP system.
Source Extracts of Executive Summary of OAPR
Report Report No. IAS0114 (4 Aug 2005)
The system works well and has clearly changed
the way UNFPA is working. Source Director, Div
Oversight Services, UNFPA on audit of Tanzania 1
Sep 2005
This project enabled UNDP to underpin its global
network of offices with a means to standardize
business processes and adopt best practices
internationally across main business areas,
including HR, finance, procurement and project
management," said Jackie Cheng, consulting senior
practice director, Oracle. "It is one of the
fastest, most complex deployments of ERP software
in the world. Source Press release, 14 Nov
2005 http//biz.yahoo.com/prnews/051114/sfm006.htm
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Qualitative benefits
Value to UN Partners UN system
Benefit

• Single entry of data into system reduces risk of
  reconciliation and human error1
• More timely reporting and responsive in handling
  partners requests (to be enhanced in Wave II)1
• Data quality and integrity help reduce write
  offs
• Consistent reliable processes established for
  payroll and purchasing in country offices

• Web architecture enables operations to continue
  in safe locations during crisis/attacks and pre
  reconstruction phase
• Use of electronic banking in remote sites reduces
  cash exposure and threats of theft

• Comprehensive implementation of internal control
  framework with potential for incremental
  improvements
• Transparent reporting based on single source of
  information

1 Internal Audit following post implementation
review of Atlas (page 9 of report IAS0114)
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Benefit example Internal Control Framework

• Key Features
• ICF Guidelines formalized and reinforced by
  regular communications
• Compliance with Financial Rules and Regulations
• Leveraged Atlas and non Atlas procedural
  controls
• Clear segregation of duties
• Stratified approval authority lines for PO,
  Vouchers etc
• Managerial accountability
• Compensating controls
• Incrementally adjusted through audit findings

• Finance Profiles

Manager I/II
Senior Manager
General User
Finance User
Buyer
HR Profiles
HR/ Payroll Manager
Payroll Admin-istrator
Position Admin-istrator
HR Admin-istrator
Absence Processor
7
Quantifiable benefits
Value to UN Partners UN system
Benefit

• Improved portfolio management. Uneven across
  portfolio but estimated at 1 of total delivery
  per year (starting 2005 approximately USD 30
  millions)
• E banking capability

Streamlined, more efficient processes

• No need for multiple systems at country offices
  and HQ (partially realized)
• No need for local tape back ups
• Single centralized disaster recovery plan ensures
  availability of data and system

Savings from phased out legacy systems

• Cost savings from the elimination of requirement
  for a team of staff reconciling pension
• ATLAS now ensures that one pay-roll pays staff,
  pension and medical benefit plan correctly

Corporate pay-roll for national staff ALDs
8
Quantifiable benefits
In Sri Lanka and its 11 sub-offices e-banking has
led to the cutting down in payment delays from 30
90 days to 3 5 days. This has allowed for
significant increase in disbursement and made the
local projects more effective. Source Extracts
of upcoming Atlas Benefits Realization document

• Benefits tracking process in place
• Initial improvements
• Decision support tool for portfolio management,
  allowing costs / benefits analysis
• In line with Prince 2 methodology

UNDP can now efficiently and effectively exercise
its role as an 'Administrative Agent' of UN Joint
Programmes. Through one of such facilities
(Pass-through method of Joint Programming), UNDP
has been able to disburse a total of 500 million
dollars of Donor funds to other UN agencies in
2004. Source BOM/OBR
UNDP has also been able to improve its role as a
service provider to other UN agencies,
in disbursing an amount of 449 milion in those
locations where UN agencies do not have such
disbursing capacity making use of all benefits
of Atlas including EFT payments, etc, while
ensuring that the amount disbursed does not
exceed funds transfered to UNDP in advance by the
respective UN agency HQs. Source BOM/OBR
9
Performance

• The 4 mile approach provides a structured
  framework for analyzing performance and
  specifying corrective actions
• The upgrade of some PeopleSoft modules in
  September already allowed for significant
  improvements at the servers level

10
Performance

• Atlas roll out has been a lever for improving
  infrastructures performance, as well as
  awareness

Example UNFPA sites
11
Future Directions Wave II initiatives

• Contribution to overall corporate goals and
  alignment on management best practices will be
  further supported by the implementation of
  additional capabilities (Wave II programme) over
  the next 12 - 24 months such as

• Improved Revenue management and financial policy
  review
• Donor Reporting
• PDR enhancements
• Results-based budgeting
• e-Procurement, Strategic Sourcing
• Travel management
• Global HR management (additions of International
  personnel, UN Volunteers and Service Contracts,
  competency management)
• Enhanced Project Management

• Collaboration and sharing of information among
  the UNDP/UNFPA/UNOPS partnership is an ongoing
  priority

12
Path to future benefits realization
Regionalization globalization of functions

• Increased levels of regionalization of process,
  oversight and support will allow higher levels of
  benefit realization (economies of scale).

• Increase skill levels by functions
• Approach competency mapping and certification
  plans (e.g. PRINCE2, Finance and Procurement
  buyer certifications etc)

Professionalization
Organizational structures

• Align staff against business processes flat
  structure
• Inclusion of partners (Donors, UN Govt.)

Incentives to declare benefits

• Provide offices, regions and HQ units incentives
  to declare and track benefits

Systematic close down of legacy systems

• Close legacy systems down and harmonize around
  corporate platforms

13
Atlas presentation to Executive Board Demo
slides
Informal EB session

• 29 November 2005

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UNDP Dashboard (1/2)
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UNDP Dashboard (1/2)
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UNFPA Dashboard (1/6)
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UNFPA Dashboard (2/6)
Dashboard Implementation Rates
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UNFPA Dashboard (3/6)
Dashboard Implementation Report
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UNFPA Dashboard (4/6)
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UNFPA Dashboard (5/6)
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UNFPA Dashboard (6/6)
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Executive Snapshot
Tsunami Activities

• View by UNDP, by Region, Country
• View by resource balance
• Close to real time

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Results based management (1/6)
Project Summary Project 00011090 (DZA10) -
Renforcement des capacites des ONGs in Algeria
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Results based management (2/6)
Project Summary Project 00011090 (DZA10) -
Renforcement des capacites des ONGs in Algeria
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Results based management (3/6)
Project Summary Project 00012068 (COL10) -
Fighting corruption and advocacy of citizen
participation in Colombia
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Results based management (4/6)
Project Summary Project 00012068 (COL10) -
Fighting corruption and advocacy of citizen
participation in Colombia
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Project tree MYFF and Country Programme
Results based management (5/6)
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Results based management (6/6)
Project Trees Example below Indonesia projects
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e-Procurement (1/6)
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e-Procurement (2/6)
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e-Procurement (3/6)
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e-Procurement (4/6)
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e-Procurement (5/6)
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e-Procurement (6/6)
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Important URLs

• Executive snapshot
• Atlas data quality dashboard
• Result based management - Award Summary
• Result based management Project tree