Although the establishment of an extranet infrastructure had been under review for several years, difficulties had repeatedly been encountered in ensuring security for the exchange of information over an "extranet". Organizations had been concerned that the security of their own systems could be made more vulnerable if they linked up too closely with others. This hurdle had been overcome through the evolution of technology and in particular the use of virtual private networks VPNs. As a result, the United Nations had established the extranet infrastructure on which one software application currently exists, the Directory of Senior Officials.
The implementation was successful and many organizations who had already joined the extranet had access to the Directory. Noting the positive progress, HLCM confirmed its support for a system-wide Extranet which it considered to be a valuable tool in meeting the goal of maximizing exchanges of information among UN system staff.
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On this basis, HLCM: a requested that detailed proposals of the costs and time frame for the implementation of a system wide search capability be presented to a future session taking into account experience gained by the UN and its collaborating partners; b endorsed the concept of a search engine for the UN system as a whole; c noted that based upon a full technical analysis, the United Nations considered that "Google" fulfilled the search engine requirements for the UN; d expressed its gratitude to the United Nations for the work accomplished and for the opportunity offered to organizations, if they were in a position to do so, to participate with the United Nations in piloting the search engine at no cost; and e urged organizations to complete the "clean up" of their public web sites as soon as possible in preparation for a possible implementation of the system wide search engine.
In this context the UN, as lead agency, had determined that the three basic concepts underpinning a common methodology for preparing budget proposals for ICT were: i the clear alignment of ICT investment with the core activities of the organization; ii the demonstration of return on investment through three possible approaches: total positive economic impact, qualitative return indicators and opportunity costs; and iii the separation of infrastructure costs from development projects.
The Committee requested the CEB Secretariat to broaden the scope of this exercise by consulting with other organizations that had made considerable progress in developing kpi's both in management and programme areas and share this information on organizational good practices in respect of kpi's with organizations of the system.
HLCM also agreed to task a task manager ILO to look at the commonality of achievement and programme effectiveness which had resulted from introducing results based budgeting and make recommendations to the Committee at a future session. HLCM expressed its thanks to the working group for the comprehensive report and endorsed, in its entirety, the working group's recommendations that: a organizations intending to improve the security of their information should follow a four-stage, ongoing process comprising: i risk assessment; ii policy development; iii implementation; and iv monitoring and review; b in order to enable, facilitate and monitor this process, each organization should set up a group dedicated to the purpose an "Information Security Oversight" body ; c policy enforcement was essential to maintain integrity of the process and protection of information assets; and d a specialist in Information Security should be appointed in organizations where assets and risks warranted the need.
It encouraged the UN as lead agency to implement the search engine project with all urgency and invited organizations to provide reports on their experiences with both of these sites to the Committee's next session.
This had entailed working with the web masters of the CEB organizations to "clean up" UN system public web sites and links. This process would need to be undertaken with related organizations and other UN system entities. It was noted that the United Nations had set aside a major portion of the Google search appliance it had purchased for this pilot project, a total of 15 million pages, and it was hoped that by cleaning up the public sites it would be possible to fit the whole system onto the three collections already allocated.
This process, including internal testing for appropriate search results, might be completed within the next six months, at which time the search engine would be opened to the public. Demand for the use of the Extranet in order to host applications had grown, and its content had expanded substantially to the point where a content management tool was required.
Considerable resources had been invested by the Division to establish the Extranet, but in order to maintain and further its development, dedicated resources would be required, which were not available in the present CEB secretariat budget. The agreement was reached on the understanding that the overall budgetary requirements for the Extranet project would be presented to the fall session of the Committee, within the context of the presentation of the total CEB secretariat budget for ; and c decided that, in future, the CEB budget would be presented at the fall session one year before the end of the preceding biennium, so as to provide organizations time to include their cost sharing responsibilities within their own budgets and to avoid later, significant add ons; at the request of some organizations with different budget cycles some preliminary indications of the amounts and related cost sharing implications would be forwarded by June.
It was their view that a common policy would not be practical but they would stand ready to assist the Committee in this matter. In the first instance, it could be useful to undertake a survey of what policies existed in various organizations of the system.
It was also noted that the UN Secretariat was in the process of elaborating such a policy statement, which could be used as a guide for other organizations in the future. The Committee: a requested the CEB secretariat to undertake a survey of existing policies in the area of information security and to continue to pursue the matter with ICT and HR managers with the assistance of the legal advisers and b also requested the CEB secretariat to follow up on the Chairperson's request for the establishment of a list of focal points in each organization who would be responsible for disseminating messages from the UN Secretariat in cases of emergency.
In setting out the terms of reference for the Working Group, the ICT Network had identified the following goals for an ICT strategy for the UN system: a Set out a vision for harnessing the totality of the investment in ICT by the UN system, for the benefit of its stakeholders and the civil communities at large; b Harmonize efforts, promote and achieve standardization and cost effective investments, to avoid duplication, which would lead to significant system wide savings; c Promote individual organizational objectives and a UN wide dimension to ICT investment; and d Contribute to achieving of the Millennium Development Goals MDGs and to bridging the digital divide.
At its recently concluded session, HLCP in its consideration of the document had expressed its appreciation and strong support for the strategy.
The strategy sought to ensure that ICT investments were aligned with the programmes of the organizations; it should generate value added service or improvement in the delivery of activities. The value of a system wide strategy resided in the capability of the UN system as a whole to agree on common ICT policy initiatives, and the programmatic focus of the strategy would be on areas that were common to all UN system organizations.
The governance structure of the UN system would shape the pace and direction of the strategy. At the same time, it was noted that executive heads were responsible to separate and distinct legislative bodies that established and approved their programmes of work and allocated their funding. A consistent theme was the importance of support from senior management for the business changes necessary to realize any long-term potential savings from additional ICT investment.
Information and communications technologies (ICT)
The need for effective governance from the business leadership of all the organizations was also emphasized. The Committee expressed strong support for the work of the ICT Network and recognized the potential of ICT to produce substantial savings through the increased efficiency and effectiveness of management practices and programme delivery. Noting that information technology systems did not operate independently of the business of the organizations, it was considered that business processes might need to change for savings to be achieved.
The Committee endorsed the business case selection methodology and the following eight selected priority areas: i ICT services sourcing strategy; ii ICT development network; iii Common application solutions; iv Knowledge-sharing; v Enterprise resource planning ERP systems; vi ICT governance and best practices; vii Business case development and costing; and viii ICT training.
The Committee: a expressed its continued support for the work of the ICT Network in advancing the UN System ICT Strategic Framework and endorsed its report; b noted that the true cost of large ICT-based systems was not only in the cost of the software licenses, which typically accounted for only a fraction of the cost, but development costs configuration and customization , training and other implementation costs; c noting the value of global purchasing agreements, decided to establish a task force comprised of both ICT and procurement specialists, facilitated by the CEB Secretariat, to document any existing global software licensing purchasing agreements and explore possible new ones for the major ERP software products currently in use throughout the UN system.
Documentation available referred, but was not limited to, the activities of the FB Network working groups. There were plans to develop the site from a platform for the sharing of information to a broader communication tool.
SHSM Policy and Implementation Guide – Information and Communications Technology
The Network had made progress, particularly on global network and knowledge sharing. At the request of the HLCP, the secretariat was finalizing terms of reference for a task force to develop an inter-agency knowledge-sharing framework, as the topic of knowledge sharing was becoming evermore important. One emerging issue was the role that not only technology, but also management policies play in enhancing participation in the knowledge economy that existed across the system.
Attention was drawn to current work on regional coordination that could create further opportunities for co-located organizations to consider sharing support capabilities and potentially data-center consolidation. Multilateral, informal knowledge sharing was proceeding through the ICT Network. To help us improve GOV. It will take only 2 minutes to fill in. Skip to main content. Accept cookies. Cookie settings. Published 21 October Request an accessible format.
It provides: an overview of the key sustainability challenges and opportunities in relation to a circular economy, sustainable procurement, ecological footprints and ISO International Organisation for Standards guidance on best practice, including the key steps expected of organisations to integrate sustainable ICT into their own supply chains, systems and ways of working It should be used by ICT managers and architects, ICT users and ICT manufacturers, disposers and recyclers.
Sprenger the Netherlands , J. Thorpe United Kingdom brought a range of relevant expertise and country representation to this initiative. The guide is specifically targeted to those who will be implementing the data collection efforts and calculating benchmark measures. There are two primary components of the guide. The first is the model survey. It is composed of self-contained modules that ensure flexibility and adaptability to a rapidly changing environment.
The use of core modules as an add-on to existing national surveys or as a stand-alone survey allows measurement on an internationally comparable basis. Additional modules and new measures can be added to respond to evolving or country-specific policy needs in this area. Each module contains sample questions and there is an accompanying glossary with explanations of key terms.