Thèmes - Information and communication technology
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93. The Advisory Committee notes that the lack of effective coordination of information and communication technology activities has made it difficult to enforce and develop standard methodologies and implement enterprise-wide systems (ibid., para. 65). The Committee points out that such lack of coordination has created a situation in which various systems of the Secretariat were developed as stand-alone systems and that they do not allow the exchange and transfer of data. For example, the Integrated Monitoring and Documentation Information System of the Department of Economic and Social Affairs, which is used in the preparation of the programme aspects of the proposed programme budget, is not linked to other information systems, such as IMIS or the budgetary information system (BIS). Moreover, the Committee observes that although the Secretary-Generalâs report appears to stress the need to integrate systems and to exchange and merge data between systems (see ibid., paras. 69-70), it is stated in paragraph 21 of the annex to the Introduction that there is no intention of linking IMDIS to IMIS or BIS. The Committee has requested, in this connection, that a review of the issue of linking these systems be conducted and that its results be included in the comprehensive progress report referred to in paragraph 90 above.
94. In view of the risk that costly, incompatible and duplicative systems will proliferate among the United Nations funds and programmes, the Advisory Committee is of the view that collaborative efforts should be enhanced in order to adapt IMIS to the needs of field and country offices and peacekeeping operations wherever possible (see also A/55/7/Add.8, para. 12).
|A/58/7||126. The Advisory Committee therefore recommends a thorough review of the staff and non-staff resources devoted to the coordination, control and direction of information and communication technology throughout the United Nations with a view to the creation of a new senior position of Chief Information Officer of the United Nations. The position should be located in the office of the Deputy Secretary-General. The incumbent would report directly to the Deputy Secretary-General and should possess a high degree of technical experience and expertise along with proven managerial and leadership ability. It would be expected that effective control would be exercised to develop the Organizationâs ICT structure, strategic growth plans and all ICT operational policies and procedures so as to lead and coordinate the development of the next generation of major systems.||2003|
40. As indicated above, the Board of Auditors reviewed the management of the ICT strategies across the United Nations and its funds and programmes focused on the economy and efficiency of the processes that support the ICT strategy. The Advisory Committee has also been concerned with the large number of incompatible ICT solutions in the organizations of the United Nations system, which represent costly investments on the part of Member States. These entities largely have common financial and personnel rules and programmes and activities in the same geographical areas. The Joint Inspection Unit has also indicated in its report (A/58/82) that multiple solutions of ICT represent substantial expenditures, estimated to be in the range of about $1 billion over the last decade. Moreover, some agencies (for example, UNHCR) have not clearly documented the investment in ICT for the period 1994-2003 (A/59/5/Add.5, chap. II, para. 143).
41. The Board of Auditors has confirmed the need for greater inter-agency cooperation on ICT matters, particularly in the light of the commonality under the United Nations system (A/59/162, para. 96). At present, only a few organizations of the United Nations system have documented ICT strategies; there is no United Nations system-wide formal method for the evaluation of ICT investments and expenditures; and the system does not have a comprehensive view or the total cost of ICT (A/59/162, paras. 97 and 99). No common solution has been sought among the various entities with a significant number of field offices. For example, peacekeeping operations have implemented IMIS; UNICEF implemented its own enterprise resource planning solution at its headquarters (with a separate system for the field offices) several years ago; UNHCR developed and implemented its own enterprise resource planning system in relative isolation from other United Nations entities (A/59/5/Add.5, paras. 135 and 144-147); and, as mentioned below, UNDP, UNFPA and UNOPS are beginning to implement the Atlas system. The Committee was informed that organizations often claim that their state of IT development, needs, âbusiness modelâ, governance and standards might not be relevant or cost-effective for another organization. Because they have a perceived need for custom development to support specific processes and rules, they have not shared, to a significant degree, economies of scale or returns on experience, which could have already occurred at the development stage.
42. On the positive side, the Committee was informed that the ICT Network created recently as part of the High-Level Committee on Management of the United Nations Chief Executives Board for Coordination has adopted some initiatives towards the implementation of a United Nations Extranet and search engine, as well as towards common approaches on information security, procurement and knowledge-sharing. The Committee joins the Board in its recommendation that a more proactive approach needs to be taken in the coordination of ICT efforts in the United Nations and its funds and programmes to ensure that the approach taken is cost-effective and meets the requirements of organizations and other Member States (A/59/162, para. 118).
|A/60/7||112. The Advisory Committee is of the view that the Office of Central Support Services should play a leading role in the coordination and implementation of the information and communication technology strategy and that it should enjoy the strong backing and full cooperation of the Organizationâs senior officials. The Secretariat should pay increased attention to the need to eliminate duplication and parallelism in such projects. It also needs to take into account that the requirements for information and communication technology are different in the various units of the Secretariat (see chap. II, sect. 28 D below). The Committee reiterates, in this connection, its view that, given the magnitude of resources the Organization spends on information and communication technology, the creation of a new senior position of Chief Information Officer of the United Nations who would be responsible for developing the information and communication technology strategy, operational policies and procedures and the most appropriate structure for the service, would appear to be justified. The Committee stressed the importance of appointing to the post an expert with extensive professional expertise in the day-to-day running of a complex information technology system (see A/58/7, para. 126).||2005|
|A/60/7/Add.10||24.The Advisory Committee calls upon UNOTIL to take into account the foreseen time frame of the utilization of the equipment when replacing information technology equipment wherever possible, rather than simply applying the standard replacement cycle.||2005|
|A/62/781/Add.12||15. The Advisory Committee also notes that, during 2008/09, the Communications and Information Technology Services would undertake several initiatives, including achieving full compliance with approved information and communications technology standards and the International Organization for Standardization (ISO) code of practice for information security management (ibid., para. 14). The Committee recommends that information and communications technology initiatives be coordinated with the Chief Information Technology Officer.||2008|