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."