executive summary
When the COVID-19 pandemic began in early 2020, digital transformation across UNICEF’s organization was already well underway, but the pandemic created an urgent need to accelerate aspects of the process. A need was born. With the child poverty index slipping for the first time in 20 years and child education and development looking to be one of her victims of the pandemic, UNICEF’s mission is to harness the power of digital technology and innovation to To realize the rights of children around the world. – became more and more pressing.
Impending changes, such as the expansion and development of digital learning programs for out-of-school children, have suddenly become a lifeline for millions of students around the world. By the end of 2021, Learning Passport, a digital platform powered by Microsoft Community Training and powered by UNICEF, will enable children everywhere to access their school curriculum online, with 2 million people in 17 countries. Delivered to more than 100 children and was selected as one of them. Time Magazine’s Top 100 Innovations of the Year. UNICEF’s Information and Communication Technology Department (ICTD), as Learning Passport’s digital innovation partner, worked with Microsoft to develop the platform’s offline solution. We provide connectivity and serve those who need it most.
The speed of change we have witnessed over the past two years has been unprecedented, not just for UNICEF, but for the application of technology in humanitarian aid and development settings. In 2021, his second year of the COVID-19 pandemic, the ICTD continued to support activities across the organization, ensuring program continuity in the face of ongoing social restrictions and increasing needs. ICTD has rapidly expanded the range of UNICEF virtual meeting facilities in response to the pandemic. Our remote services support children’s courts in Bangladesh, facilitate educational and health seminars in India, and throughout the year he hosts over 840,000 conferences to keep the organization functioning as a cohesive whole. made it possible. ICTD has also increased connectivity and improved the resilience of UNICEF systems around the world. Moving 50 offices to the cloud in 2021 has reduced our carbon footprint, made our systems more resilient, and simplified our work environment.
UNICEF partners creatively with a wide range of universities, social media companies, polling platforms and more to expand innovation possibilities and capabilities. By transforming UNICEF’s programs and operations, the ICTD will further improve the organization’s digital resilience, modernize humanitarian assistance, harness the power of digital technology to improve health care for women and children, and improve health care for women and children around the world. Strengthened the social protection system.
Social protection has been in the spotlight during the pandemic as governments and other actors have witnessed the critical role shock-responsive social protection systems play in mitigating citizens and economies during crises. A case study in Yemen shows how UNICEF adapted the management information system behind the country’s cash transfer initiative to enable it to operate in two different local currencies and improve real-time data visualization for responsiveness. Outline what you have improved.
The Internet offers young people opportunities to learn and protect, but it also poses serious and increasing risks. ICTD has been committed to increasing safe spaces for children and girls online. This included updating the chatbot with a simple plugin, so it became more empathetic and helpful to people who were able to help people going through trauma and life-threatening situations. A quick introduction. Another tool developed by ICTD is the E-referral Pathway App. This ensures that referral channels for survivors of gender-based violence are up to date. Bangladesh and Zimbabwe were selected for his 2021, with the app being piloted for testing in the first quarter of 2022.
ICTD has successfully launched a range of apps and web-based platforms that put credible and up-to-date information at the heart of UNICEF’s response to the COVID-19 pandemic. These include tools for monitoring immunization stocks and schedules, accessible information about COVID-19, and menstrual tracking apps in operation or under development in over 12 countries.
UNICEF constantly evaluates its internal processes with the aim of improving operational efficiency and effectiveness. In 2021, the organization’s new invoice processing system saved him over 4,000 hours of work through automation. 55% of the more than 60,000 UNICEF purchase order invoices annually are now processed by bots. Business process transformation is progressing rapidly across all UNICEF business areas, unlocking new data sets and insights as well as new time and cost savings.
The climate crisis is undoubtedly a child rights crisis, exposing children to climatic and environmental dangers, shocks and stresses around the world. To prioritize action for those most at risk, the ICTD has worked with partners to launch the Children’s Climate Risk Index in 2021. It provides the world’s first comprehensive view of children’s exposure and vulnerability to the impacts of climate change. Working with volunteer data scientists from Carnegie Mellon University’s Solve program, the ICTD has also begun investigating the potential benefits and pitfalls of using frontier data to tackle air quality problems around the world. In 2021, the ICTD led the development of a transformation plan using digital as a key transformation strategy for UNICEF, according to UNICEF’s new Strategic Plan 2022-2025. In addition, the OneDigital initiative, developed by ICTD to strategically and financially strengthen digital governance, was implemented to address the challenges of digital transformation in organizations. The initiative aims to consolidate UNICEF’s efforts in enterprise architecture, information and cybersecurity, and organization-wide digital governance and oversight.
In leading the development of these strategies, the ICTD actively encouraged staff and stakeholders to adopt innovative technologies in the planning, implementation and scaling up of UNICEF programmes. Looking ahead, the division will continue to focus on digital transformation across the organization, improve digital governance and accountability, and strengthen and enhance UNICEF’s technology investment portfolio while laying the foundation for a global real-time data strategy.
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