November 2014
INITIATIVES & INNOVATIONS UNDP DRC
www.cd.undp.org
Why should we innovate?To respond efficiently to constraints and influences factors (internal and external)
Boost delivery
Effectiveness
Processes simplification
Optimization of Operational cost
New CPAP
Improvement of the quality of work and
performance
Financial SustainabilityLocal presence
Internal factors
External factors
ObjectivesInitiatives and innovations trough UNDP DRC
Development of solutions adapted to our needs and
process simplification
Improvement of quality of services
Better positioning of DRC office in regional
level
1
23
Optimization of financial resources
$
Performance et efficiency of staff
Leadership OneUN
Portfolio of products and agreements
(LTA) Greening
Gestion des innovations− Domains of innovations & initiativesSeveral domains were covered since 2012 in term of innovations and ongoing initiatives
UNDP RDCInnovation
Initiatives
Characteristics of our innovations et initiativesBenefit of users, Originality, Impact for the Office, UNDP and UN Agencies
Specificity
Degree of innovationBenefit for Organization,
Office and users
Features & quality
InitiativesB. Services et accords à long terme Bénéficiaire Impact Gain financier
Services et Accordsà long termes
1. LTA - Carburant All UN Agencies Discount on prices during 3 years
+59 600 $ saving per yearfor diesel and +18.320 $ per
year
2. LTA - Voyage All UN AgenciesPreferential rate, due diligence when processing booking or purchase, change and flexibility for cancellation
5% to 10 % saving
3. LTA - Garage All UN Agencies Efficiency in vehicles maintenance 5% to 10 % saving
4. LTA – Courrier express All UN Agencies Harmonized costing
Down from $ 78 to $ 61 for abroad shipment of a fold from 1 to 500g: $17 gain (17%)
5. LTA - InternetUNDP, UNICEF, OCHA, UNHCR, MONUSCO, UNFPA
Improvement of the quality of internet bandwidth fivefold, productivity (Atlas ERP and messaging).
75 000 USD (Annual) (gain only for UNDP), 25 % lessthan VSAT
6. LTA – Mobile Money All UN Agencies
Coverage of areas without bankingservices, no more cash Advance to staff, reduction of transfert time, diminution of management cost, first intitiative within UNDP
BIAC(3,99%)Standard (2,5%)SOFICOM(9%)Mobile Money (1,15%)+ 7,85 %
7. LTA – Service BancaireAll UN Agencies& MONUSCO
More coverage, Service Mobile Banking, Guichets avancés …
More than 70 % saving
8. LTA- Micro -évaluation UNDP,UNICEF, UNFPASharing of assessments (100 partners shared by the 3 Agencies)
From 1,2M $ to 400K $ (67%)
9. LTA- Téléphonie All UN AgenciesFree call for Close User Group (CUG ) within staff in all UN Agencies
17$ to 8$ per user (52.94%)
10. LTA- GardiennageUNDP, UNFPA, OCHA, ILO, IFAD, UNWOMEN,UNOPS
5% to 10 % saving
10. Audit des projets UNDP, UNICEF, UNFPA+26.600 $ saving per
year
InitiativesC. ICT Bénéficiaire Impact Gain financier annuel
Technologie 1. ConnectivityUNDP, UNICEF, OCHA, UNFPA, UNHCR, MONUSCO
Capacity multiplied by 5, Efficiency in use of Atlas and messaging
+75 000 dollars annuel (+25%)
2. Renew of equipment (Laptop, Printers, ...)
UNDPIncrease productivity and mobility, less energy comsuptionand less maintenance cost
+200 000 sur trois (3) ans
3. CCA – ISK & Website (Corporate) UNDP
Access to data from anywhere , anytime(mobility & productivity), leasing, easy and simplifiedadministration, no license fees
4. Solar system & GreeningUNDP (Possibility with several Agencies - OneUN House project)
Energy saving, greening
+ 30 000 USD grant for assessment+200 000 ( already invests for servers and public lightning in Kinshasa, Goma, Bukavu)
6. ONE ICT BOX UNDP
Telephony IP et Soft phone,100 % Secured Wifi,+ Cost saving, Cost saving on telephony system, sites interconnection (Kinshasa, Goma, Bukavu, Bunia…), Videoconferencing
See silde N°15 for furtherdetail
6. Fleet Management system UNDP
First corporateintitiative(Corporate), dailyfollow-up of vehicules …, alert system based on predefinedindicators, inteliigent dashboard, goolocalization, Can be usedother Cos
Cost saving for fuel, maintenance, sparses … Security for cars and users
6. Cloud computing ( Corporate) UNDP
Office 365, OneDrive, OnNote (License, mobilité, BCP, Productivity) + License
InnnovationsD. ICT Bénéficiaire Impact Gain financier annuel
Technologie
1. Mobile MoneyUNICEF, OCHA, UNFPA, UNHCR, MONUSCO
Coverage of areas without banking services, no more cash Advance to staff, reduction of transfert time, diminution of management cost, first intitiative within UNDP
De 9% de frais à 1,15 % (+87 %)
2. HACT Database UNICEF, UNFPA, PNUDShared and centralized database,easy evluation mechanisme
De 1,2M $ à 400K $ (67%)
3. Contract Management System PNUDContract management, includingconsultant, evaluation of consultant, alert system …
4. Atlas of renewable energyMinistry of Energy, Ministry of Environment
Mapping of the potential energy in DRC… Appropruation by Government(Interactive cd-room, web based application, web site under construction), advocay and resources mobilization tools
Web Application + CD Interactive + Web site (10.000 USD)
6. Gestion des fournitures du Bureau UNDP
Demande centralisée avec niveau une ségration de tâche pour les fournitures ( meilleur contrôle des demandes
5% to 10%
6. Suivi et tracking des tâches (Helpdesk, Osticket)
UNDP
-Assignation automatique de toutes requêtes assignées à ICT, mise en place de SLA ,,, Meilleur suivi et aucune perte des requêtes adressées
InnnovationsD. ICT Bénéficiaire Impact Gain financier annuel
Technologie 7. Innovation tracking System PNUD Tracking Innovation
8. Partnership and Resource Mobilization application
PNUDPipeline, agreement, reporting, donors profiling
11. Car usage billing system( privé et charter)
PNUDPaiement follow-up
12. Car booking system PNUDWeb on mobile application for car booking
13. Cost recovery system PNUD Cost recovery follow-up
14. managing GLJE et Vouchers for more than 30 000 $
PNUDSharePoint workflow follow-up and validation of GLJE
15. Asset Management System PNUDTracking et contrôle des assets par impression de code barre
16. UN Dispensary management system Toutes les agencesStock management, prescriptions, medical care
17. UNVs Database management system
PNUD UNV contrat management system
17. Judicial monitoring system PNUDCollecting data using mobile phone (KoBo) and web based application to access to information
Keep innovating − Keep innovating trough UNDPResult oriented service innovation process
Gate 1
Gate 2
Gate 3
Phase 2 Phase 3 Phase 4Phase 1 Gate 4
Phase 5
Rough concept variants
Detailed conceptIdea generation and evaluation
Identify innovation potential
Implementation and success control
Choice of search fields
Prioritization of project ideas
Decision on project implementation
Review of the concept
Initiation
Analysis
Search Box specifications
Defined search fields
Idea generation
Idea selection
Idea evaluation
Idea profiles
Analysis (UNDP Cos)
Requirement analysis
Financial analysis
Business Opportunity Description
Description of service Creation process Resource planning Implementation plan Marketing plan
Detailed concept
Implementationthe company
Launch
Performance review
Imported services
Initiatives et Innovations− Strengths and weaknesses
Critères d’évaluation Very good Good Medium Weak Very weak
Inititative
Productivity
Cost benefice analysis
Specificity
Popularization
Perception of the office
Competency
Appropriation
Uses of services
Initiatives et innovations RDC
Intitiatives et Innovations− Pipeline initiative et innovation
Pipeline Purpose / Interest Cost
One UN House
Dashboard for the Office Recommendation of support mission in October
Partnership tools (V2) UNDP DRC (Program), UNDP Guinea
“Notes verbales” follow-up Travel unit UNDP DRC
« Alerte et suivi des discours à préparer » PNUD RDC
Staff Knowledge tracking system UNDP DRC (Requested by staff association)
Absence and leave monitoring system UNDP DRC
Leave monitoring system for UNVs PNUD RDC
Asset Management System Senegal, Burundi et Chad, Goma, Bukavu
Ticket management system, DSA, RSCA transaction more than 2500 $, Procurement, FACES, Mail workflows
UNDP DRC, Senegal, Ethiopia
Judicial Monitoring Database UNDP DRC
Next
• Identify potentials domains of improvement?
• Identify opportunities?
• Evaluation internal capabilities to achieve projects ?
• Identify gaps and resources needed?
Office innovation &
Program support
Case study
Case 1
CO-in-BoxIn November 2013, DRC CO under leadership of RR requested OIST and RBA mission, in order to review all aspects of ICT life cycle services and infrastructure. The mission provided relevant recommendations to drive ICT full transformational changes.
Diagnostics and Recommendations
Staffing
DaO (Delivery as One)
Governance, Staffing and Capacity Building
Connectivity
Telephony
ICT infrastructure
Cabling and Wireless coverage
Workstation Backup
Electrical Power Generation and Distribution
Greening ICT
Knowledge Management and Content Collaboration Architecture (CCA)
Workstation Image Standardization
Support Mission from OIST and RBA
Dedicated satff to help for implementation (6 months), Yerim Fall from Dakar office
Fiber procurement process completed (used by MONUSCO and 4 other agencies … Excellent exemple of DaO and procurement process selected by PSO as best practice)
In collabration with GIA Unit high level design provided for infrastructure
OneBox solution adapted for Kinshasa , field office (Goma) and Project Office (Bukavu)
Solutions
Fiber (main saving projet 75.000 $ per year)
CO-in-Box
CO-in-BoxTurnkey solution to offices and calls for a compact, transportable rack with ready-mounted active and passive equipment which is meant to meet the needs of different types of offices, namely COs, Regional Centres, project offices, multi-agency offices, and HQ units.
Information security - physical security for all equipment, particularly active equipment
Green ICT - Energy friendly and environment friendly
Less hardware footprint - the least number of hardware devices, particularly active equipment
Standard implementation - across offices with high level of simplicity
Resilience and Disaster recovery - fail over in case of hardware failure and configuration files uploaded in the cloud.
Case 1
Telephony IP et Soft phone (Cost saving in telephony charge)
Sites intégration (Kinshasa, Goma, Bukavu, Bunia…)
Greening
Resilience and disaster recovery (Specially in Eastern DRC)
Case 1
Power Consumption
Real Estate
Environment Control: fire extinction, cooling,
physical security, etc.
Labour
Maintenance
Productivity Gain due to staff enhance mobility,
business continuity, ICT focus on business
need, beter connectivity (faster Internet), etc.
Cost Driver
Key facts per componentCO-in-Box
80%
75%
75%
80%
80%
ReductionTCO over 5 years for data centre
A typical data centre: 7500 kw
One ICT Box: 1500 kw
A typical data centre: 20 sqm
One ICT Box: 5 sqm
Sophisticated systems not needed, a simple rack
has these protection build-in
A typical data centre: 1 FTE-year
One ICT Box: 0.1 FTE-year
Reduce to 1 or 2 device for providing
connectivity to the office
Intangible gain that help to improve how
business is done
Details
Equipment One-time Cost$250k
$50k No servers, smaller rack, UPS
Energy resources atlas and heat mapOperations and Program to strengthen Government and provide them with advocacy tools for SE4ALL initiative
Program
1. Commitment to SE4ALL2. Decision to assess potential in DRC3. Design projects based on
assessment4. Atlas hard copy (580 pages)
Operations
1. Input in TOR for technical aspect2. Consolidation of data collected3. Build web based application4. Build Interactive cd-room
Government (Ministry of Energy and Ministry of Environment)Advocacy to include projects in
government annual budget
Atlas of renewable energy
Case 2
Case 2
Energy resources atlas and heat map Key results
30 000 MW identified and dispatched in 770 new hydro sites in 145 territories Unlimited Biomasse energy and solar Information represented using
10 national maps (per type of energy) 11 provincial maps (one map per province) 145 map of territories 20 thematic maps 450 project documents developped
Policy guidelines formulated Comparative studies for 10 countries with lessons learned
Interactive cd-room ( one file) which contains all resources related to project and interactive maps
Online web based application
The next step is to make this tool (i) a showcase of attraction of investments in the sector of energy in DRC, (ii) a platform for knowledge management (ii) a framework of follow-up of the implementation of the agenda sustainable energy for all.
MObile MOney Developped in close collaboration with PSO (TOR, RFQ Process, Evaluation, SOPs, Implementation …)
How it works ?
Reduce the amount of advances
Reduce delay and time transfer
Reduce cost and management expenses
Reach areas where there is no bank presence
Planing
Registration
Activation
Paiement
Coverage 61 % of country with only two carrier
Program basic activities (seminar, workshops)
Program medium activies (Policemen training)
Elections (local, national) and Emergency
Case 3
Process et Workflow
Coverage
Domains
Objective: Support the activities of the program efficiently even in localities without banking structure
Paiement comparaison with similar activities
1.85% 3.99% 2.85% 9.00%
Service de paiement en
faveur des apprenants à
Kapalata
Paiement des agents électoraux, élections de 2011 dans 20 localités avec structures
bancaires
Paiement des agents électoraux, élections de 2011 dans 190 localités
sans structures bancaires
Appui au fonctionnement des
chambres provinciales de
discipline à Goma, Kananga et Mbandaka
B C D
$11 670,00
SOFICOM BIAC STANDARD BANK SOFICOM
1,15%
Paiement des participants à
l'atelier d'Uvirapar Mobile Money
E
AIRTEL MONEY
A
$314 731,00 $140 955,55 $24 168,00 $3 369,00
MObile MOneyCase 3
HACT ImprovementImplementation of the HACT by the EXCOM agencies in the DRC has allowed them to implement a joint mechanism of evaluation of the capacity of the partners. HACT implementation started in 2010 with EXCOM agencies
1. Common procedures and cash resources justifications by implementing partners
• HACT promotes a mechanism of risk management by focusing on the results achieved by the programs of cooperation as opposed to the classic administrative system based on the control of resources and activities
• Thus the use of a single form for expenditures call FACE advocated by the HACT, help to reduce volume of work of the partners in relation to reporting and allows them to spend more time and efforts on the implementation of activities and the achievement of the outcomes defined in work plans and project documents
2. Adoption by all Agencies a risk management approach and specific procedures for cash management based on common management of financial capability of implementing partners (HACT web application used to shared assessments)
Case 4
• UNDP, UNFPA and UNICEF have in common 100 implementing partners, before HACT mechanism each of them was driving its own assessment process (4.000 $ per assessment for audit firms) which means 400.000 $ per agency, 1.200.000 for 3 agencies, today the assessment costs 133.000 $ which correspond to 66 % in term of saving.
HACT Improvement
3. Realization and coordination of oversight for cash granting
Before HACT
• Pooled Fund mange 300 projects, 150 implementing partners, annual assessment 1.650.000 $ (5.500 per project)
With HACT
• Partner audit instead of project audit
• Partner audit cost is equal to 4.500 $ VS 5.500 for project
• Using partner assessment, the total cost is 675 000 USD which represents 60 % saving
Case 4
Actors Benefit
Donors
• Reduce significantly (between 60 % to 70 %) of transactional an operational costs paid for the implementation of programs and projects that they fund, consequently a large part of the budget of the projects and program will be devoted to the project;
UN Agencies
• Allow to establish a better harmonization of their procedures and to establish a concerted and consensual management oftheir implementing partners. It promotes a sharing of risk between agencies and mutual management plans for capacity-building for national partners;
Implementing partners• It reduces the charge of work and enables them to focus on
the implementation of activities and the achievement of the outcomes defined in the PTA and PRODOC;
Beneficiaries• Projects and programs are better coordinated, better targeted
and significantly meet their needs
HACT ImprovementCase 4
Case 5
Fleet management system
Challenges
2
Better security for
vehicles, drivers and
passengers
1
Technical monitoring of
vehicles and geo-
localization
4
Effective reporting and
reliable indicators
available instantly
3
Efficient fuel
management
Objectives
Approach
Steps
• Challenges identifications
• Current situation analysis
Steps
1. Analysis 2. Brainstorming 3. HQ Support 4. Result
• Internal and external review (WFP, UNHCR)
• Specification document prepared
• Approval of PSO for Ex-ante procurement process
• Orientations for procurement process
• Procurement process done
• Provider identified
• Cotation received
Case 5
Fleet management system
Combined and integrated solutions
FLEETWAVE NOVACOM
Localisation
Security
• Web based application• Routin visualization using
interactive maps• Archiving vehicles rounting
• Panic alert message• Zone fencing alert• Stop a vehicle remotely
Registration of vehicles
Dashboard and KPI
Follow-up ( alert and notifications)
Fuel
• Determine remotely fuel quantity used by vehicles
• Capture all data (brand, model, use... accidents, repairs,...)
• Daily fuel consumption ( good and bad fuel consumption per vehicle, unit,...)
• Maintenance date, valid insurance and licenses,
• Service cost analysis
Electronic card for fuel rationing
Case 5
Fleet management system
www.cd.undp.org
Dashboard
Cette Page d’accueil offre une vue instantannée des indicateurs de performance selectionnés,
Ici, les utilisateurs ont la possibilité de mésurer directement les performance sur base des KPIs,
Des rapports spécifiques peuvent être exécutés automatique et des alertes pour les processus temps critiques peuvent également être envoyés automatiquement..
Case 5
Fleet management system
FleetWave
Fuel Consumption
Case 5
Fleet management system
NOVACOM
Case 5
Fleet management system
Budget
FleetWave
45 900 £
(69 405,849 $)
NOVACOM
343 503.17 $
Investment Breakdown Cost £ Coût en $
One-Off Fee 22681,65Software and Licence Fee with unlimited user access rights 15 000 0Professional Services (Estimated) @ £750 per day 1134,0825Scoping and business analysis 1 day 750 6804,495Installation, Configuration and Implementation Services 6 days 4 500 2268,165Data conversion of standing and historical data 2 days 1500 4082,697Imports / Interface to tracking system 3 developer days 2700 2268,165System Administrator and user training 2 days 1500 16557,6045Total for Software, Implementation and Training 10 950 0Annual Support Fee for a minimum 3 year contract 4536,33Support and Maintenance 3 000 9072,66Annual hosting optional 6 000 22681,65
CST Daily Mission Costs $ 8 337,00
Airfares $ 1 500,00
Terminals $ 228,00
DSA $ 6 438,00
Novacom Tracking Device Package for 162 units $ 298 630,00
Hazard Pay/Danger Pay $ -
Preparation /Report Writing in Dubai $ 1 588,00
Excess Baggage ( Tool Box) $ 1 500,00
Mounting Bracket $ 1 510,00
Accessories/Tools for Training $ 1 000,00
Other Cost ( Phone Card ) $ 300,00
Total $ 321 031,00
Admin Fee $ 22 472,17
Total : 412 909,019 $
Case 5
Fleet management system
Next steps
Case 5
Fleet management system
1 Testing phase with all vehicles dedicated for pool services for NOVACOM
2 Implementing Fleetwave for all vehicles CO, Projects, Sud Offices ...
2 Identified potential COs to join the LTA
"The best way to have agood idea is to have a lotof ideas."Linus Carl Pauling, Nobel Prize winner
https://intranet.cd.undp.org/innovationwww.cd.undp.org
“Thanks."