| Pass your cursor over the topic titles below to learn about each aspect of the UN Secretariat's ICT Strategy. For the full UN ICT Strategy publication, click here. |
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The Growing Impact of Information and Communications Technology The technological advances of recent years, particularly the convergence of computer systems, wireless technology, software innovation, new media and the Internet, have brought increasing recognition of information and communications technology (ICT) as a resource of significant strategic importance. ICT is no longer merely a set of back office systems and tools. It is now a dynamic and strategic asset that extends an organization’s impact and supports its decision-making and staff productivity. However, despite commendable efforts in the past, the paradigm shift where ICT plays a critical role in meeting the needs of the Organization and enhances decision-making has not been realized fully in the UN Secretariat. This is largely due to a high level of fragmentation among ICT activities and resources, increasing the cost of ICT operation and decreasing the Organization’s effectiveness. The goal of the ICT Strategy is to overcome these difficulties and leverage ICT to increase the Organization’s effectiveness and efficiency. |
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The Growing Impact of Information and Communications Technology The technological advances of recent years, particularly the convergence of computer systems, wireless technology, software innovation, new media and the Internet, have brought increasing recognition of information and communications technology (ICT) as a resource of significant strategic importance. ICT is no longer merely a set of back office systems and tools. It is now a dynamic and strategic asset that extends an organization’s impact and supports its decision-making and staff productivity. However, despite commendable efforts in the past, the paradigm shift where ICT plays a critical role in meeting the needs of the Organization and enhances decision-making has not been realized fully in the UN Secretariat. This is largely due to a high level of fragmentation among ICT activities and resources, increasing the cost of ICT operation and decreasing the Organization’s effectiveness. The goal of the ICT Strategy is to overcome these difficulties and leverage ICT to increase the Organization’s effectiveness and efficiency. |
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The Secretariat’s ICT Strategy is a “living document”, expected to continue evolving and changing to meet growing demand for technological solutions for the Organization’s needs. To develop the ICT Strategy, a comprehensive planning process was put in place in 2007-2008 prior to the forming of OICT. The process began with a broad-based exercise aimed at identifying the key ICT needs of the global Secretariat. These organizational needs, combined with technological trends and market developments, served as the building blocks of the ICT vision for the Secretariat. The process involved a range of activities undertaken by the Chief Information Technology Officer and his advisers, including interviews with heads of departments and offices; an organization-wide ICT survey on staff needs and ICT-related activities; discussions with Permanent Mission representatives to assess how the Secretariat’s ICT can support Member State needs; and research on technology trends and products from industry-leading vendors, to review best practices and assess the industry’s current evolution. |
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The Secretariat’s ICT Strategy is a “living document”, expected to continue evolving and changing to meet growing demand for technological solutions for the Organization’s needs. To develop the ICT Strategy, a comprehensive planning process was put in place in 2007-2008 prior to the forming of OICT. The process began with a broad-based exercise aimed at identifying the key ICT needs of the global Secretariat. These organizational needs, combined with technological trends and market developments, served as the building blocks of the ICT vision for the Secretariat. The process involved a range of activities undertaken by the Chief Information Technology Officer and his advisers, including interviews with heads of departments and offices; an organization-wide ICT survey on staff needs and ICT-related activities; discussions with Permanent Mission representatives to assess how the Secretariat’s ICT can support Member State needs; and research on technology trends and products from industry-leading vendors, to review best practices and assess the industry’s current evolution. |
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Institutional Needs and Technological Trends A set of institutional needs were identified in the strategy development process, along with four major technological trends of recent years. Together, they formed the basis for the ICT Strategy for the Secretariat. To view a diagram showing the list of institutional needs taken into consideration, along with a list of technological trends that were identified, all of which formed the basis for the vision for a future of ICT at the Secretariat, click on the link below: |
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Institutional Needs and Technological Trends A set of institutional needs were identified in the strategy development process, along with four major technological trends of recent years. Together, they formed the basis for the ICT Strategy for the Secretariat. To view a diagram showing the list of institutional needs taken into consideration, along with a list of technological trends that were identified, all of which formed the basis for the vision for a future of ICT at the Secretariat, click on the link below: |
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The Secretariat is improving its ICT management processes and structures to establish a unified, high-performing ICT environment throughout the Organization. The new ICT Management Framework is a major part of the ICT Strategy and is built on five priorities: 1. Develop an ICT management structure enabling organization-wide management; 2. Deliver strategic programmes; 3. Enhance service delivery and performance management; 4. Implement global architecture and standards; and 5. Improve financial control and reporting. One example among many steps taken as part of the Management Framework was the establishment of a Project Management Framework and a Project Management Office, within OICT, to review the business cases for ICT projects and coordinate investments in ICT. A tool called “ePortfolio” has been created to support the ICT Project Management Framework and provide financial status reporting. Benefits include the ability to identify redundancies, monitor and allocate resources appropriately and more closely monitor the progress of projects, from both a financial and schedule perspective. |
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The Secretariat is improving its ICT management processes and structures to establish a unified, high-performing ICT environment throughout the Organization. The new ICT Management Framework is a major part of the ICT Strategy and is built on five priorities: 1. Develop an ICT management structure enabling organization-wide management; 2. Deliver strategic programmes; 3. Enhance service delivery and performance management; 4. Implement global architecture and standards; and 5. Improve financial control and reporting. One example among many steps taken as part of the Management Framework was the establishment of a Project Management Framework and a Project Management Office, within OICT, to review the business cases for ICT projects and coordinate investments in ICT. A tool called “ePortfolio” has been created to support the ICT Project Management Framework and provide financial status reporting. Benefits include the ability to identify redundancies, monitor and allocate resources appropriately and more closely monitor the progress of projects, from both a financial and schedule perspective. |
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The ICT Strategy is comprised of a vision, a management framework and three strategic programmes. These building blocks come together to shape the future of ICT at the United Nations Secretariat. The ICT Strategy strives to harness the power of information, communications, and technology to increase its effectiveness and efficiency in delivering the United Nations’ services to the global community. The ICT Strategy enables ICT to contribute to the Organization in the following areas: Work: Creates an ICT operation that is aligned with the mission and work programmes of the Secretariat; People: Enables United Nations personnel and their stakeholders to connect and share knowledge anytime, anywhere; and Resources: Allows institutional resources to be efficiently deployed and utilized. |
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The ICT Strategy is carried out through solution delivery in three cross-cutting strategic programmes that build one upon the other: The infrastructure management programme provides the technological foundation for the essential ICT services employed globally by the Secretariat; the resource management programme builds upon the infrastructure management programme to create, process and store information on the Organization’s resources and enable their effective and efficient management; and the knowledge management programme depends upon the aforementioned two programmes to provide an enabling environment for capturing, managing and sharing the Organization’s information assets.  Read more… |
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The ICT Strategy is carried out through solution delivery in three cross-cutting strategic programmes that build one upon the other: The infrastructure management programme provides the technological foundation for the essential ICT services employed globally by the Secretariat; the resource management programme builds upon the infrastructure management programme to create, process and store information on the Organization’s resources and enable their effective and efficient management; and the knowledge management programme depends upon the aforementioned two programmes to provide an enabling environment for capturing, managing and sharing the Organization’s information assets. Read more… |
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The goal of the knowledge management programme is to provide an effective collaborative environment in which United Nations personnel and their stakeholders capture, share and disseminate the substantive knowledge relevant to their expertise. The impact that the United Nations is able to make on the world is critically dependent upon the quality of the information it collects, collates and publishes, as well as the knowledge of its staff; these variables are further dependant on new working methods that are required to support the development of innovative products and services. Benefits of this programme include providing United Nations substantive programmes, Member States and the global public with access to relevant, easy-to-find information on specific issues. Overall, improved information management policies, standards, processes and infrastructure support an environment in which the United Nations becomes an authoritative knowledge broker in its key areas of focus (i.e. Peace and Security, Development, Human Rights, Climate Change, etc.). |
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The ICT Strategy is comprised of a vision, a management framework and three strategic programmes. These building blocks come together to shape the future of ICT at the United Nations Secretariat. The ICT Strategy strives to harness the power of information, communications, and technology to increase its effectiveness and efficiency in delivering the United Nations’ services to the global community. The ICT Strategy enables ICT to contribute to the Organization in the following areas: Work: Creates an ICT operation that is aligned with the mission and work programmes of the Secretariat; People: Enables United Nations personnel and their stakeholders to connect and share knowledge anytime, anywhere; and Resources: Allows institutional resources to be efficiently deployed and utilized. |
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The Resource Management Programme aids management reform by providing effective tools for managing human, financial and physical resources, thereby improving performance, accountability and transparency throughout the Organization. The programme provides tools that can be used Secretariat-wide, including applications for the specific, critical, time-sensitive needs that characterize UN operations throughout the world. These tools provide crucial support for decision-making of all kinds, by linking programmes and operations with resource data. Benefits of the programme include increased opera¬tional effectiveness, improved accountability, compliance with best practices and standards (such as the International Public Sector Accounting Standards) and enhanced transparency in the utilization of financial, human and other resources. The Secretariat realizes great efficiency gains for administrative support staff and productivity gains for all staff, through the automation and improved channeling of administrative work. |
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Since the launch of the ICT Strategy, a number of new projects and initiatives have been implemented, and many others are underway. For example, OICT established the ICT Fast Forward Programme in 2008 to facilitate rapid ICT solutions that are aligned with institutional needs and improve the working environment of staff and the larger UN community. Fast Forward initiatives are proposed by ICT units from across the Secretariat and are implemented in 90 days or less, with the aim of encouraging innovation and team collaboration among ICT personnel. Fast Forward initiatives that have been completed so far include: Instant Messaging, duplex printing, MyIMIS, e-Subscription, and more. For brief descriptions of some of the projects and initiatives that have been implemented or are under way throughout the Secretariat, including two Fast Foward initiatives, click on the link below:
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Since the launch of the ICT Strategy, a number of new projects and initiatives have been implemented, and many others are underway. For example, OICT established the ICT Fast Forward Programme in 2008 to facilitate rapid ICT solutions that are aligned with institutional needs and improve the working environment of staff and the larger UN community. Fast Forward initiatives are proposed by ICT units from across the Secretariat and are implemented in 90 days or less, with the aim of encouraging innovation and team collaboration among ICT personnel. Fast Forward initiatives that have been completed so far include: Instant Messaging, duplex printing, MyIMIS, e-Subscription, and more. For brief descriptions of some of the projects and initiatives that have been implemented or are under way throughout the Secretariat, including two Fast Foward initiatives, click on the link below:
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The ICT governance framework sets out the lines of authority, accountability and teamwork among the various bodies and units that, together, manage ICT at the Secretariat. These include: (1) management oversight committees; (2) the Chief Information Technology Officer; (3) the Office of Information and Communications Technology (OICT); (4) important high-level advisory bodies and working groups and (5) other ICT units throughout the Secretariat’s departments and missions, at headquarters and worldwide. The ICT governance framework clarifies how decisions are made, who provides inputs for the decisions, who is accountable and how ICT activities are coordinated within the Secretariat and ensures that key stakeholders take on well-defined roles and responsibilities to clearly and effectively guide the management of the Organization’s ICT activities and resources. |
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An effective and strengthened ICT operation is critical for the success of the United Nations in fulfilling its mission. In order to maintain its global outreach and influence in the areas of peace and security, development, human rights, humanitarian affairs and international law, the UN secretariat must strengthen and reform its ICT operation. The far-reaching mandate of the Organization and the vast geographical dispersion of staff, position ICT to act as the vital bridge between the Organization’s potential and its ability to achieve its mission-critical goals. The ICT Strategy represents Organization-wide agreements on the future direction of ICT for a five-year period. Overall, it allows the United Nations Secretariat to make efficient use of resources available for ICT, promoting better efficiency, effectiveness, transparency and accountability and realizing the envisaged benefits for both Member States and the Secretariat. |
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An effective and strengthened ICT operation is critical for the success of the United Nations in fulfilling its mission. In order to maintain its global outreach and influence in the areas of peace and security, development, human rights, humanitarian affairs and international law, the UN secretariat must strengthen and reform its ICT operation. The far-reaching mandate of the Organization and the vast geographical dispersion of staff, position ICT to act as the vital bridge between the Organization’s potential and its ability to achieve its mission-critical goals. The ICT Strategy represents Organization-wide agreements on the future direction of ICT for a five-year period. Overall, it allows the United Nations Secretariat to make efficient use of resources available for ICT, promoting better efficiency, effectiveness, transparency and accountability and realizing the envisaged benefits for both Member States and the Secretariat. |
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The ICT governance framework sets out the lines of authority, accountability and teamwork among the various bodies and units that, together, manage ICT at the Secretariat. These include: (1) management oversight committees; (2) the Chief Information Technology Officer; (3) the Office of Information and Communications Technology (OICT); (4) important high-level advisory bodies and working groups and (5) other ICT units throughout the Secretariat’s departments and missions, at headquarters and worldwide. The ICT governance framework clarifies how decisions are made, who provides inputs for the decisions, who is accountable and how ICT activities are coordinated within the Secretariat and ensures that key stakeholders take on well-defined roles and responsibilities to clearly and effectively guide the management of the Organization’s ICT activities and resources. |
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The Office of Information and Communications Technology Acknowledging the need to reform the ICT operation at the Secretariat, the General Assembly emphasized, in Resolution 63/262, the importance of strong leadership to establish and implement Organization-wide ICT standards and activities. Consistent with this resolution, the Office of Information and Communications Technology (OICT) was established on 1 January 2009 as an independent organizational unit, headed by the Chief Information Technology Officer (CITO) at the level of Assistant Secretary-General. Since its establishment, OICT has been working in collaboration with all departments and offices throughout the Secretariat, shifting the focus towards standardization and solution delivery. An ICT governance framework has been put in place to enable global oversight of ICT programmes, budgets and decision making that are aligned with the ICT Strategy. |
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The Infrastructure Management Programme consists of programmes and initiatives to strengthen the Secretariat’s global ICT infrastructure, to ensure it supports UN programmes and operations effectively, and to consolidate and standardize its components so they can be managed reliably and efficiently. A consistent, manageable, global infrastructure can ensure the continued operation of the global Secretariat during disasters or other organizational interruptions, can assist in the protection of resources, including information assets and personnel, especially in regard to the ICT aspects of business continuity and disaster recovery and can eventually lead to the ability to harmonize activities with other United Nations organizations and external partners. Benefits of this programme include the ability of United Nations personnel to communicate anytime, anywhere, accessing a large array of information systems; help-desk support to be provided around the clock; and enhanced videoconferencing services. This is made possible by a global communications network that is robust and reliable, providing common services for the Secretariat and for other United Nations organizations in the future. |
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The Office of Information and Communications Technology Acknowledging the need to reform the ICT operation at the Secretariat, the General Assembly emphasized, in Resolution 63/262, the importance of strong leadership to establish and implement Organization-wide ICT standards and activities. Consistent with this resolution, the Office of Information and Communications Technology (OICT) was established on 1 January 2009 as an independent organizational unit, headed by the Chief Information Technology Officer (CITO) at the level of Assistant Secretary-General. Since its establishment, OICT has been working in collaboration with all departments and offices throughout the Secretariat, shifting the focus towards standardization and solution delivery. An ICT governance framework has been put in place to enable global oversight of ICT programmes, budgets and decision making that are aligned with the ICT Strategy. |
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The General Assembly had asked the Secretary- General to prepare a comprehensive inventory of ICT capacities across the Secretariat and to identify and quantify the efficiency gains and other benefits expected to result from carrying out the ICT Strategy. In response, OICT conducted a Secretariat-wide exercise, called “ICT Structural Review” to collect the necessary data and provide detailed recommendations on strategic and organizational changes that will boost the efficiency, impact and cohesiveness of the ICT operation. The review yielded eye-opening findings and, for the first time, aggregate, organization-wide data about the Secretariat’s global ICT operation. This led to four proposals – submitted to the General Assembly for consideration – to globalize, streamline, rationalize and strengthen the Secretariat’s ICT operation, in ways that would both reduce projected cost growth and boost the effectiveness and efficiency of the Secretariat’s ICT resources.
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The General Assembly had asked the Secretary- General to prepare a comprehensive inventory of ICT capacities across the Secretariat and to identify and quantify the efficiency gains and other benefits expected to result from carrying out the ICT Strategy. In response, OICT conducted a Secretariat-wide exercise, called “ICT Structural Review” to collect the necessary data and provide detailed recommendations on strategic and organizational changes that will boost the efficiency, impact and cohesiveness of the ICT operation. The review yielded eye-opening findings and, for the first time, aggregate, organization-wide data about the Secretariat’s global ICT operation. This led to four proposals – submitted to the General Assembly for consideration – to globalize, streamline, rationalize and strengthen the Secretariat’s ICT operation, in ways that would both reduce projected cost growth and boost the effectiveness and efficiency of the Secretariat’s ICT resources.
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The ICT Strategy currently encompasses the period of 2009-2013. Click here to see a diagram that depicts projects that are completed, underway or planned. Each project is either a part of the ICT Management Framework or is encompassed within one of the three ICT Strategic Programmes: Infrastructure management, Resource Management or Knowledge Management. |
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The ICT Strategy currently encompasses the period of 2009-2013. Click here to see a diagram that depicts projects that are completed, underway or planned. Each project is either a part of the ICT Management Framework or is encompassed within one of the three ICT Strategic Programmes: Infrastructure management, Resource Management or Knowledge Management. |
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One of the objectives set forth following the establishment of the ICT Strategy was to increase system-wide harmonization on ICT matters through various inter-agency mechanisms. This coordination is intended to promote development of common ICT approaches and solutions for the benefit of the entire UN System. A significant amount of work has been undertaken and is planned, in the realm of promoting knowledge sharing, communication among UN agencies and common solutions for the UN system. In addition to the enhanced collaboration these initiatives create, the System can benefit from significant efficiency gains through leveraging of economies of scale and reducing redundant infrastructure and applications.
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One of the objectives set forth following the establishment of the ICT Strategy was to increase system-wide harmonization on ICT matters through various inter-agency mechanisms. This coordination is intended to promote development of common ICT approaches and solutions for the benefit of the entire UN System. A significant amount of work has been undertaken and is planned, in the realm of promoting knowledge sharing, communication among UN agencies and common solutions for the UN system. In addition to the enhanced collaboration these initiatives create, the System can benefit from significant efficiency gains through leveraging of economies of scale and reducing redundant infrastructure and applications.
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