SECRETARIAT FOR ADMINISTRATION AND FINANCE GS/OAS Modernization Program

1. Slide 1 SECRETARIAT FOR ADMINISTRATION AND FINANCE GS/OAS Modernization Program ERP Modernization Initiative Migration of GS/OAS ERP System from Oracle E-Business Suite 11g to Oracle Cloud Services Washington, D.C.February 2019

2. Slide 2 W E L C O M E TO

3. Slide 3 AGENDA • Welcome to OASCORE • Current Condition of GS/OAS ERP/ A Hybrid Solution for GS/OAS needs (Recap) • Expected Outcomes • Implementation • External Partners: From Design to Implementation • Roadmap (Tentative) • Activities from Pre-implementation and Kick-off • Implementation Project Activities • Innovation Center • Rules of Engagement • Governance Bodies: Challenges • Funds Allocation • Next Steps

4. Slide 4 2. GS/OAS CoreAdministrative Systems (ERP) are in a critical condition MS SQL MS SQL RBCS TECS Electronic Business Suite Release 11 DHR DFS LMS TXF Human Resources General Ledger OPDB Payables App Receivables CashManagement ORACLE DB Engine PES Grants/Projects App Payroll FixedAssets DP DGS App App Purchasing Fixed Assets (Inventory) App App Legal CPR PIMS OASES

5. Slide 5 2. GS/OAS Core Administrative Systems (ERP) MS SQL MS SQL RBCS TECS LMS TXF OPDB App PES App App App App App Legal CPR PIMS

6. Slide 6 2. GS/OAS Core Administrative Systems (ERP) Hybrid Solution according to GS/OAS needs Procurement Finance Project HCM MS SQL MS SQL RBCS TECS LMS TXF OPDB App PES App App App App App Legal CPR PIMS

7. Slide 7 3. ExpectedOutcomes • Automate, streamline and strengthenfinancial, procurement, humanresources management and business processes; Witha modern ERP, the GS/OAS willbe able to: Pull Reports • Increaseitsaccountability, improving the ability of the GS/OAS to report effectively and in a timelymanner to donors Manage informationefficientlyand securely; • Graduallyconvert to IPSAS, or anyother standard enabling GS/OAS capability to apply for grantsfromorganizationssuch as EU, WB. Manage projectsin a consistent way in order for donors to gatherproject information suchas progress, results and impact on beneficiaries. Self Service Integratein a consistent and proactive way GS/OAS National Offices. Promotea dramaticchange in the GS/OAS culture and way of doing business

8. Slide 8 4.1 Implementation • GS/OAS External Partners: from design to implementation Systems Integrator Change External • OAS SAF/DHR Audit Management PaaS/SaaS Implementation Team

9. Slide 9 4.2 ImplementationRoadmap (Tentative) February 15, 2019

10. Slide 10 4.3 Pre-Implementation Activities Oracle CSA Signed For 66 Months First Steering Committee Meeting Administrative Memorandum No. 137 Oracle Financials Cloud Workshop Oracle HCM Pre-Design Workshop and Gap Analysis Oracle Human Capital Management (HCM) Cloud Workshop Oracle Procurement Cloud Workshop Oracle Procurement Pre-Design Workshop and Gap Analysis SAF visit to the World Bank OASCORE Project Internal Kick-Off Doits and AMSs Workshop Start OASCORE project Activities Oracle Financials Pre-Design Workshop and Gap Analysis OASCORE Project Kick-Off First Quarterly CAAP Report Doits and AMSs Workshop Workshop with National Offices (Eng / Spa) 29 7 9 6 7 23 25 26 30 5 13 15 16 17 17 17 October December January July September August 40 40 14 40 54 55 18 13 49 29 13

11. Slide 11 4.4 Implementation Project Activities GS/OAS SAFand AMS Project Plan and Scope Sign-Off GS/OAS SAFand AMS OAS Project Plan Review and rediness Finalizing Project Plan, Risk and ResourcesPlanning. ReviewContract, Scope,workplan and Budget Start OASCORE Familiarization Workshops OASCORE EDD Document Sign-Off Enterprise Data Design Workshops Project PlanningActivitiesStart Up OASCORE Cloud Env Sign-in and initial setup OASCORE Project Kick-Off 7 7 22 19 23 12 30 February December November January 5 15 13

12. Slide 12 4.4 Implementation Activities Workshops Calendar - January 2019

13. Slide 13 4.4 Implementation Activities Workshops Calendar - February 2019

14. Slide 14 4.4 Implementation Activities February 15, 2019

15. Slide 15 4.5 Innovation Center

16. Slide 16 4.6 Rules of Engagement as Risk Factors Pull reports Pull reports Self-Service Self-Service SIMPLIFY SIMPLIFY Minimum Approvals Minimum Approvals Minimum customized routines Minimum customized routines One-stop-shop One-stop-shop REDUCE SILOS REDUCE SILOS Best Business Practices Best Business Practices Feel free to change historical rules Feel free to change historical rules Involve those that are missing – AND NEEDED Involve those that are missing – AND NEEDED Have Fun Have Fun Make new rules !!!!! Make new rules !!!!!

17. Slide 17 SAF in Figures Evolution of Approved Posts 2006 – 2017 2006 – 2017 reduction of approved posts - 42.85% In 2016 the DPE was transferred to SCODMR

18. Slide 18 SAF in Figures Evolution of Approved Posts by Department 2006 – 2017 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 SAF-EO DHR DP DGS DPE DFS DOITS - 42,85% In 2016 the DPE was transferred to SCODMR

19. Slide 19 4.7 Governance Bodies: Challenges Permanent Council Institutional Level CAAP “Working Group on the Review of OAS” Programs STEERING COMMITTEE Strategic Level Legal Representative AMS Representative SAF Directors CDORG Representative GENERAL MANAGEMENT TEAM Technical Secretariat AMS • Business Owners Process Group • BOPG DFS CREOAL Support Team Change Management Support Team Operation Level DHR Legal Oracle Support Team DPS DGS CDORG DOITS Support Team

20. Slide 20 4.8 Implementation • Funds Allocation

21. Slide 21 5. Next Steps February 15, 2019

22. Slide 22

23. SECRETARIAT FOR ADMINISTRATION AND FINANCE GS/OAS Modernization Program ERP Modernization Initiative Migration of GS/OAS ERP System from Oracle E-Business Suite 11g to Oracle Cloud Services Washington, D.C.February 2019