1. Atlas presentation to Executive Board 29 November 2005 Informal EB session

2. 2  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 USD$4billion  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 Implementation Status of PeopleSoft

3. 3 Atlas 2 2002-03 $26.6m $57.6m Atlas Expenditure Estimated development cost for Wave II $12.6m Till Mar ‘ 05 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 $67.8 2002-05 a 2005 2006 $6.9m $19.5m 3 a denotes projected figures for Wave I

4. 4 Implementation challenges 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)  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 “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.html?.v=27 http://biz.yahoo.com/prnews/051114/sfm006.html?.v=27

5. 5 Value to UN Partners & UN system Benefit Enhanced operational security Improved data and process integrity Qualitative benefits Single entry of data into system reduces risk of reconciliation and human error 1 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 1 Internal Audit following post implementation review of Atlas (page 9 of report IAS0114) 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 Management Accountability & transparency

6. 6 Benefit example: Internal Control Framework Buyer Finance User Senior Manager Manager I/II Finance Profiles HR/ Payroll Manager HR Profiles Payroll Admin- istrator Position Admin- istrator Absence Processor General User HR Admin- istrator 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

7. 7 Benefit Savings from phased out legacy systems Corporate pay- roll for national staff & ALDs Quantifiable benefits 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 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 Value to UN Partners & UN system 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

8. 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. 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. 10 Atlas roll out has been a lever for improving infrastructure’s performance, as well as awareness Example: UNFPA sites Performance

11. 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. 12 Path to future benefits realization Regionalization & globalization of functions Professionalization Organizational structures Incentives to declare benefits  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)  Align staff against business processes – flat structure  Inclusion of partners (Donors, UN & Govt.)  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 29 November 2005 Informal EB session

14. 14 UNDP Dashboard (1/2)

15. 15 UNDP Dashboard (1/2)

16. 16 UNFPA Dashboard (1/6)

17. 17 Dashboard: Implementation Rates UNFPA Dashboard (2/6)

18. 18 UNFPA Dashboard (3/6) Dashboard: Implementation Report

19. 19 UNFPA Dashboard (4/6)

20. 20 UNFPA Dashboard (5/6)

21. 21 UNFPA Dashboard (6/6)

22. 22 Executive Snapshot Tsunami Activities View by UNDP, by Region, Country View by resource balance Close to real time

23. 23 Results based management (1/6) Project Summary Project: 00011090 (DZA10) - “Renforcement des capacites des ONGs” in Algeria

24. 24 Results based management (2/6) Project Summary Project: 00011090 (DZA10) - “Renforcement des capacites des ONGs” in Algeria

25. 25 Results based management (3/6) Project Summary Project: 00012068 (COL10) - “Fighting corruption and advocacy of citizen participation” in Colombia

26. 26 Results based management (4/6) Project Summary Project: 00012068 (COL10) - “Fighting corruption and advocacy of citizen participation” in Colombia

27. 27 Project tree – MYFF and Country Programme DEV OutputKAA Output UNC Output DEV Output KAA Output CP Outcome 1 CP Outcome 2 CO Management Service Line 1 Service Line 2 Goal MYFF MGMT Core Result 1 Core Result 2 Prog Sup KAA Prog Sup DEV Prog Sup UNC Org Support Service Line Global/ Regional/ Country Program BU All Results based management (5/6)

28. 28 Results based management (6/6) Project Trees Example below: Indonesia projects

29. 29 e-Procurement (1/6)

30. 30 e-Procurement (2/6)

31. 31 e-Procurement (3/6)

32. 32 e-Procurement (4/6)

33. 33 e-Procurement (5/6)

34. 34 e-Procurement (6/6)

35. 35 Important URLs Executive snapshot Atlas data quality dashboard Result based management - Award Summary Result based management – Project tree