HLCM Far-Reaching Efficiency Initiatives
HLCM Far‑Reaching Efficiency Measures External Communications Package
Jump to Overview of Initiatives
I. Preserving Multilateral Action in a Changing Landscape
The United Nations in its eightieth year exists in a world in flux. Financial pressures, significant geopolitical tension, and growing domestic pressures in many capitals have converged into a challenging resource environment for international cooperation.
In this context, the humanitarian, development, peace and security, and human rights environment is the most demanding in decades: needs are rising while predictability and resources are quickly eroding.
Yet precisely in such moments, the value proposition of multilateral action should become clearest: collective problems demand collective solutions.
Across the UN system, organisations have already started responding with determination to sustain mandate delivery, to protect core functions and services, and to strengthen the credibility of multilateral action and sustain it.
The UN80 initiative has proposed a framework for action in this sense: a vision in which more streamlined mandates and structures enable more effective governance and more coherent action.
The operational efficiency roadmap proposed in the first progress report from UN80’s third workstream “Shifting Paradigms: United to Deliver”, captures the work that HLCM has already launched in February 2025 with extreme urgency at UN system-wide level: simplify where complexity has grown, further integrate operations where duplication persists, and ensure that limited means are used with maximum efficiency to sustain what matters most - results for people.
The High-level Committee on Management (HLCM), building on its long-standing role in strengthening management across the UN system, has assembled a portfolio of far-reaching efficiency measures designed to reduce fragmentation and cost, harness scale, and improve reliability, while respecting institutional diversity and mandates.
Detailed project plans, governance structures, and formal commitments have already been established, and implementation is starting for most measures, with first results expected as early as 2026.
These measures are not a proxy for across-the-board cuts. They are practical reforms that consolidate mature capabilities and enable the UN system to ‘deliver as one,’ with participation being voluntary and paced by readiness and needs.
This portfolio is driven forward in full recognition that efficiency creates space but cannot replace the scale of investment required to respond to today’s crises and to deliver on the mandates entrusted by Member States.
II. From Ideas to Action — The Process Behind the HLCM Efficiency Package
In February 2025, HLCM convened a special session to confront a troubling reality: needs were (and are) rising while resources were (and are) quickly depleting. UN System organisations decided to prioritise a coordinated effort to unlock savings and build resilience, keeping both urgency and sustainability in mind.
The Committee launched a system-wide call for efficiency proposals and received more than one hundred ideas spanning finance, human resources, procurement and supply, digital foundations, and shared services.
During the 49th HLCM session on April 3-4, 2025 these ideas were discussed, stress tested and prioritized for feasibility and impact. The portfolio has been rationalized first to twenty-two proposals and then narrowed to eighteen high priority initiatives. Leading organisations for the initiatives were identified and UN organisations came together in coalitions of the willing around either existing capabilities and expertise, or clear leadership and commitments to develop novel solutions.
Subsequently, coalitions and their lead organisations drafted comprehensive project plans that explain the purpose, goals, and implementation steps for each HLCM efficiency initiative. They outline the current challenges, describe the desired future state, and provide a clear roadmap including timelines, key milestones, resources, risks, and expected results. Advancements in implementation will be monitored by HLCM.
Through August 2025, lead entities worked with their coalitions on further concretising the initiatives into draft Terms of Reference (or equivalent agreements) where necessary, setting out scope, cost recovery, service levels, KPIs, governance, and change management arrangements. By mid-September, coalitions have reviewed and finalised these documents in preparation for the Fiftieth Session of HLCM in Vienna (30 September–1 October), which will take stock and mark the transition from planning to delivery.
From October onward, coalitions will move into implementation with phased rollouts and continued staff and external stakeholders engagement.
III. Delivering Strategic Efficiency with Integrity
1. A purpose-driven approach. The initiatives are not across-the-board cuts. All efficiency measures are instruments to strengthen the delivery of core objectives and services. Efficiencies are a means, not an end. Decisions will be judged by their contribution to more nimble operations, better reliability, and better value for money in support of outcomes on the ground.
2. One system, many pathways. The UN system’s diversity is an asset. Coalitions of the willing create scale where readiness exists, without forcing uniformity. Interoperable standards allow multiple providers to deliver common services while respecting diverse business models.
3. Common platforms and shared resources. Shared templates, data foundations and the convergence to selected shared solutions, including a shared digital identity, will lower transaction costs and enable secure movement of people, data and services across entities. ‘Build once, use many times’ will guide technology and policy design.
4. Risk‑informed governance. Efficiency cannot come at the expense of integrity. Clear risk assessments and risk mitigation plans are an integral part to every initiative, while clear and measurable objectives ensure goal-alignment and accountability.
5. A pragmatic, evidence-based approach. Initiatives will start where the evidence is strongest and prioritise proven solutions, avoiding excessive disruption and focusing on pragmatic, achievable results. We will scale through phased roll‑outs, and adapt using user feedback, benchmarking. Success will be measured and communicated consistently.
6. Coherence and alignment with broader goals and reform. The efficiency measures align with guiding frameworks and objectives such as the SDG’s, the Pact for the Future, or UN 2.0. The measures are an implementation pathway for the vision of the UN80 initiative: they bring together the management leadership of UN system organisations on pragmatic and diverse solutions that empower process improvements to reinforce policy and programmatic ambitions. Some initiatives will be supported in implementation by the UNSDG’s BIG, while others will remain under the HLCM umbrella, based on capacity, expertise and prior workplans.
IV. What Success Looks Like — What Stakeholders Should Expect
From fragmentation to scale. Procurement, supply, finance, HR and ICT services will increasingly operate through common catalogues, shared contracts and interoperable processes. This will translate into better unit prices, reduced bank and transaction fees, shorter onboarding and processing times, and fewer hand‑offs. This pathway for impact is consistent with the approach that has characterised HLCM initiatives from its inception, thus allowing us to leverage on many years of expertise and a proven track record in operational change management.
Transparent costs and informed choice. Published SLAs and KPIs will anchor service conversations. Cost‑recovery will be clearer and benchmarked. Managers will be able to choose among qualified providers within the system, confident in comparable service definitions.
A shared and coherent portfolio. The efficiency measures have been prioritised for feasibility and expected impact. Each is advanced by a coalition of the willing, with clear scopes, milestones and accountability. Where appropriate, HLCM Networks (Human Resources Network, Finance and Budget Network, Digital and Technology Network, Supply Chain Network) and other mechanisms are consulted and involved in designing and implementing the initiatives, while inter-initiative coordination ensures broad coherence in the overall package.
Sequenced delivery. Project plans are entering an adoption phase: coalitions confirm participation, validate Terms of Reference and finalise implementation arrangements, which often consist in gradual, progressive integration. Communication products will support external outreach and internal engagement as initiatives move from planning to delivery. Throughout the process organisations’ commitment to the health and welfare of its workforce remains paramount, including in high‑risk contexts.
Overview of Initiatives
F1 - US Income Tax Services Consolidation
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat | UNDP, UNICEF, UNOPS, UNSSC, UNU, UNWOMEN, WHO | UNHCR, UNIDO, WFP |
The UN Secretariat currently processes US tax obligations for ~7,500 staff and supports 22+ Funds and Programmes. Some agencies maintain their own tax units, leading to duplicated efforts.
The proposal consolidates tax services under the Secretariat’s Income Tax Unit, which has proven capacity and direct relationships with US tax authorities. It includes automation, integration with HR/ERP systems, and standardized workflows.
Benefits include cost savings, improved compliance, and better staff support. The unit already meets IRS deadlines and offers virtual consultations. Expansion to additional entities is feasible with minimal disruption.
F2 - UN Corporate Treasury and Cashier Service
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat, UNDP, UNHCR, UNICEF, UNOPS | UNSSC, UNU, UNWOMEN | ICC, IMO, IOM, UNESCO, UNIDO, UNV, WFP |
Treasury services across UN entities vary widely, with some agencies operating advanced systems and others managing independently. This leads to duplicated infrastructure and missed opportunities for cost savings and risk mitigation. Co-leads (UN Secretariat, UNDP, UNOPS, UNHCR, UNICEF) already offer mature services, with specific areas of expertise.
The proposal introduces two tracks: Track 1 allows Agencies, Funds and Programmes (AFPs) to opt into co-lead services like payments, FX, investments, and banking; Track 2 promotes inter-agency collaboration through shared tools, templates, and AI-powered solutions. Both tracks aim to improve efficiency without creating new structures.
Benefits include reduced bank fees, better FX rates, streamlined operations, and improved risk management. AFPs can adopt services based on their needs, supported by SLAs, KPIs, and a phased implementation roadmap.
F3 - Centralised Payroll Processing and Services
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat, UNDP, UNICEF, UNOPS | UNSSC, UNU, UNWOMEN, WFP, WMO | ICC, IOM, ITU, UNHCR, UNIDO, UNV |
Initiative taken forward under BIG.
Currently, payroll services are managed independently by many UN entities, despite three major providers—UNDP, UNOPS, and the UN Secretariat—already delivering large-scale, mature services to dozens of agencies. This fragmented setup leads to duplicated systems, inconsistent costs, and missed efficiency gains.
The proposal aims to consolidate payroll under fewer UN service providers, either by offering both ERP-agnostic services or by leveraging existing platforms like Umoja and Quantum. A feasibility analysis, benchmarking, and cost-benefit modelling will guide the design of future-state scenarios and identify the most scalable, cost-effective models.
Implementation includes forming an interagency working group, potentially sourcing external consultants, and developing KPIs and outsourcing templates. The goal is to reduce costs by up to 50%, standardize service quality, and enable data-driven decisions across the UN system.
HR1 - Common talent acquisition function for the UN system
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| [TBD] | IOM, UN Secretariat, UNDP, UNEP, UNSSC | ICC, IMO, ITU, UNAIDS, UNFCCC, UNFPA, UNHCR, UNIDO, UNOPS, UNU, UNV, UNWOMEN, WFP, WHO |
Talent acquisition in the UN system is currently fragmented, with agencies using separate branding, portals, and recruitment strategies. This leads to duplicated efforts, high costs, and a poor candidate experience.
The proposed initiative aims to enhance efficiencies and outcomes by introducing elements of a shared infrastructure such as a unified employer brand, common recruitment marketing, a single job portal, an internal AI-powered talent marketplace, or standardized job descriptions. These could lay the groundwork for a future potential common selection framework to attract better candidates and support inter-agency mobility.
To assess the feasibility and potential impact of the initiative and refine its scope, an initial technical analysis will be conducted by the HR Network’s Community of Practice for Recruitment and Outreach.
HR2 - Streamlining Non-Staff Contracting
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UNDP, UNOPS | UNFPA, UNODC, UNSSC, UNWOMEN | IMO, IOM, ITU, UNAIDS, UNFCCC, UNHCR, UNIDO, UNRWA, UNU, UNV, WFP, WHO, WMO |
Taken forward under BIG
Currently, UN entities use over 20 different non-staff contractual modalities, resulting in inconsistent treatment of personnel, varied entitlements, and administrative complexity. However, two modalities—UNDP’s Partner Personnel Services Agreement (PPSA) and UNOPS’s Individual Contractor Agreement (ICA)—are already widely used and offer scalable, centralized management structures.
The proposal aims to streamline non-staff contracting by consolidating modalities to PPSA and ICA. This would reduce administrative overhead, improve consistency in benefits, and enhance cross-agency mobility. The PPSA is managed through UNDP’s GSSC and offers standardized pricing and service quality, while ICA provides tailored solutions with SOPs and host-to-host banking.
Implementation will require increased staffing at UNDP and UNOPS, improved awareness of the modalities’ flexibility, and legal clarity. The initiative leverages the JIU review (JIU/REP/2023/8) and anticipates higher demand due to their cost-effectiveness.
HR4 - Consolidating Volunteer Programme Management under UNV
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UNV | FAO, IFAD, IOM, ITU, UN Secretariat, UNDP, UNESCO, UNWOMEN, WHO | UNAIDS, UNEP, UNFCCC, UNHCR, UNOPS, UNU, WFP |
Currently, over 18 UN entities manage their own volunteer programmes, resulting in duplicated processes, inconsistent support, and uneven duty of care. This fragmentation stems from funding constraints, limited awareness of UNV’s services, and the need for more flexible volunteer modalities.
The proposal offers two models: full consolidation of volunteer programmes under UNV’s existing infrastructure, or customized support for specific elements like recruitment, benefits, or learning. UNV already manages nearly 15,000 onsite and 23,000 online volunteers, with high satisfaction rates and a digital platform supporting rapid deployment and end-to-end volunteer management.
By consolidating volunteer management, UN entities can reduce administrative burdens, improve service quality, and ensure consistent standards. The initiative is scalable, cost-effective, and designed to enhance HR efficiency across the UN system while preserving flexibility for participating agencies.
O2 - Common mechanism for policy and technical solutions for AI-powered language services
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| ICAO, ITU, UN Secretariat | UNDP, UNEP, UNESCO, WMO | ILO, IMF, IMO, IOM, UNAIDS, UNFPA, UNHCR, UNICEF, UNOPS, UNRWA, UNSSC, UNV, UNWOMEN, UPU, WIPO |
The O2 initiative proposes a UN-wide mechanism to coordinate AI-powered language services, aiming to reduce duplication, cut costs, and expand multilingual content. It will operate through two workstreams: one for identifying and implementing AI use cases, and another for developing shared policies on translation, interpretation, and related services.
Rather than a centralized solution, the mechanism supports voluntary collaboration on specific projects—such as shared tools, vendor evaluations, and post-editing standards—tailored to each entity’s needs. It builds on existing tools like eLUNa, and WIPO and ITU’s machine translation tools, and aligns with Member States’ interest in AI for multilingualism.
Initial implementation begins in 2025, with early deliverables including an inventory of tools, shared policies, and pilot use cases. The initiative targets 20–75% cost reductions in translation workflows and aims to introduce AI interpretation in at least 10% of meetings, subject to Member States approval, or for meetings where interpretation is not otherwise provided.
O3 - Medical Services Optimization
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| [TBD] | IOM, UN Secretariat, UNDP, UNHCR, WFP, WHO | UNESCO, UNFPA, UNHABITAT, UNOPS, UNV, UNWOMEN |
The UN Medical Directors (UNMD) network proposes a phased approach to “right-sizing” UN Medical Services. The proposal emphasizes the system’s complexity and diversity, and safeguards Duty of Care. A full system review is recommended for 2026, after the JIU report on the matter is released, and would require external resources and coordination.
In the meantime, UNMD suggests three immediate efficiency gains: (1) adopting a risk-based, questionnaire-driven medical clearance process to replace routine physical exams; (2) promoting shared use of EarthMed, a cost-effective electronic medical records system; and (3) consolidating MEDEVAC contracts into a single master agreement to reduce costs.
UNMD’s leadership of the initiative is conditional on receiving dedicated funding and staffing. The initial measures can be implemented using internal expertise, but a full review would require a funded project team, external lead, and structured governance.
O4 - UN Digital ID as the all-in-one digital solution for the UN Family
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat | UNDP, UNHCR, UNICEF, UNOPS, WFP, WHO | IOM, ITU, UNFCCC, UNFPA, UNHABITAT, UNRWA, UNSSC, UNV, UNWOMEN, WIPO |
The UN Digital ID Programme proposes four new use cases: Single Sign-On, system-wide job applications, digital badges, and digital salary payments. These will be rolled out in phases, starting with low-effort, high-visibility features to accelerate adoption.
The initiative targets a 30% reduction in administrative costs, faster salary disbursements, and real-time access provisioning. It replaces fragmented legacy systems with a secure, integrated platform, improving efficiency, transparency, and user experience.
Implementation begins in late 2025, with pilots in 2026 and full rollout by end-2027. Risks include integration, compliance, and user resistance, mitigated through phased deployment, and a dedicated change management strategy. Effective governance will be guaranteed by the current UNDID Steering Committee.
P1 - Enhancing a one-UN Procurement architecture through the United Nations Global Market Place
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat, UNICEF, UNOPS | FAO, IFAD, ILO, IOM, UNDP, UNEP, UNESCO, UNFPA, UNHABITAT, UNODC, UNRWA, UNSSC, WFP, WHO, WMO | ICAO, ICC, IMF, ITU, UNAIDS, UNFCCC, UNHCR, UNIDO, UNU, UNWOMEN |
Pending
This initiative is currently under review. However, given the centrality of UNGM to supply chain and procurement cooperation, we are optimistic that the proposal will be adjusted and finalized, and will move forward. Its potential for system-wide impact remains significant, and we encourage continued engagement from all interested parties.
P2 - Procurement of Common User Items at Country Level
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat, UNDP, UNFPA | FAO, IFAD, ILO, IOM, UNESCO, UNICEF, UNOPS, UNSSC, UNWOMEN, WHO | ICAO, ICC, IMO, UNHCR, UNIDO, UNU, WIPO, WMO |
UN agencies currently collaborate on procurement at the country level under the BOS framework, with UNDP often acting as lead. While this has yielded over $100M in efficiencies in 2024 alone, procurement of common user items remains fragmented, limiting the potential for greater savings and streamlined operations.
The proposal introduces two models: (1) a lead agency approach where one UN entity manages joint procurement processes, and (2) an outsourcing model where agencies delegate procurement to another. Both models aim to formalize collaboration, reduce duplication, and leverage economies of scale through shared LTAs, standardized procedures, and coordinated vendor management.
Future implementation will proceed in phases—starting with spend analysis and joint LTAs, followed by feasibility assessments and ongoing procurement execution. Expected benefits include lower costs, improved supplier relationships, reduced administrative burden, and stronger alignment with “One UN” principles.
P3 - Integrated ICT procurement and Shared Software Services
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat, UNDP | CTBTO, FAO, ILO, IOM, ITU, UNAIDS, UNEP, UNESCO, UNFPA, UNHCR, UNICEF, UNOPS, UNSSC, UNWOMEN, WFP, WHO, WMO | ICAO, IFAD, IMF, IMO, UNFCCC, UNIDO, UNU, UNV, UPU, WIPO |
UN agencies currently manage ICT procurement independently, with varied sourcing strategies and contracts. Some agencies use their own agreements, while others piggyback on existing ones. This leads to inefficiencies and missed opportunities for scale.
Lead agencies will negotiate and manage shared contracts, enabling better pricing, reduced admin burden, and improved service. A shared catalogue and ordering system will support this, with smaller agencies gaining access to enterprise-grade tools for a competitive price.
Implementation includes a system-wide contract survey, negotiation strategies per contract, and centralized or coordinated ordering. The 38-week timeline targets measurable cost savings and contract consolidation. Long-term success depends on formalizing inter-agency governance and maintaining joint procurement momentum.
P4 - Standard Contract Templates Platform
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat | UNDP, UNFPA, UNOPS, UNRWA, UNSSC, UNWOMEN, WHO, WMO | ICC, ILO, IMO, IOM, UNFCCC, UNHCR, UNICEF, UNIDO, WIPO |
P4 proposes creating a single, easily accessible portal for all OLA-cleared UN contract templates. This would streamline procurement by centralizing storage of legal templates, reducing duplication, and improving consistency across entities.
Templates will remain adaptable to specific procurement needs, but centralized access will simplify use and reduce risk. Implementation requires IT support and some external funding, with completion targeted by end-2025.
P5 - Common Insurance Services
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| FAO, UN Secretariat, UNDP, UNHCR, UNICEF | CTBTO, UNFPA, UNOPS, UNU, UNWOMEN | ILO, IMF, IMO, IOM, ITU, UNFCCC, UNIDO, UNRWA, UNV |
The P5 initiative introduces a two-track, opt-in model to streamline insurance across UN entities. Track 1 focuses on shared access to existing insurance tools already procured by some agencies. This includes: (a) global commercial insurance policies managed by the UN Secretariat’s Commercial Insurance Section (CIS); (b) UNHCR-managed medical insurance for non-staff; and (c) LTAs with insurance brokers coordinated by FAO and UNICEF. These offerings are ready-to-use and allow agencies to join for immediate efficiency gains.
Track 2 enables agencies to co-develop tailored risk-transfer solutions for specific needs. This includes joint procurement of new insurance lines, shared claims management, and advisory services. Agencies can collaborate on design, sourcing, and implementation, depending on their risk profiles and internal capacity.
Both tracks are supported by a strengthened UN-wide insurance network, which facilitates coordination, knowledge-sharing, and access to tools and expertise. The model is modular and scalable—agencies can plug into shared solutions while retaining autonomy over their insurance decisions.
S2 - Coordinated UN Supply Chain
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat, UNICEF, WFP | IOM, UNDP, UNESCO, UNFPA, UNHCR, UNOPS, WHO | FAO, ICC, ILO, IMO, UNRWA, UNWOMEN |
Under the auspices of the newly formed Supply Chain Network, the S2 initiative proposes a coordinated and voluntary framework for UN supply chain collaboration. This aim is to map and catalogue existing agency service offerings to reduce duplication and leverage economies of scale. Agencies can voluntarily opt in to receive or provide services for enhanced efficiency, effectiveness, and impact.
The model is focused on category leadership and the development of shared services. Services will be offered on a full cost recovery basis. Participation is voluntary but incentivized through efficiency gains and improved access to specialized expertise.
The convening entities (co-conveners) facilitating this initiative are the UN Secretariat (DOS), UNICEF, and WFP. Implementation is phased, starting with interagency conversations across four initial priority categories: Infrastructure; Health; Logistics; and Core Relief Items (previously referred to as Shelter). Key deliverables include establishing a catalogue of services and developing standard operating procedures (SOPs) to access each service. Success will be measured through four core KPI categories: cost and efficiency, speed and reliability, quality, and uptake.
S3 - The One UN IT
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat | IOM, UNEP, UNHABITAT, UNHCR, UNICEF, UNODC, UNRWA, UNSSC, WFP, WHO | FAO, ICAO, IMF, IMO, ITU, UNDP, UNFPA, UNOPS, UNU, UNV, UNWOMEN, WIPO, WMO |
This initiative is presently anchored in the UN Secretariat’s IT consolidation strategy. The S3 “One UN IT” initiative proposes a consolidation of UN data centers and the creation of regional Digital Service Hubs for the UN Secretariat. The goal is to centralize ICT infrastructure and services to reduce duplication, cut costs, and improve operational efficiency. The initiative is structured in two parts: (1) consolidating data centers into high-performance facilities in Brindisi and Valencia, and (2) establishing Digital Service Hubs in those locations and others.
The future model combines a UN private cloud hosted in Tier III-certified centers with a hybrid-cloud strategy balancing on-prem and commercial cloud solutions. Digital Service Hubs will deliver centralized support for enterprise systems, cybersecurity, and technical operations, while location-dependent services remain at headquarters. The hubs will act as centers of excellence, fostering specialization and cross-agency collaboration.
Implementation starts with data center consolidation, with a 36-month rollout. Digital Service Hubs follow a phased setup through 2028. KPIs include infrastructure cost reductions (15–25%), personnel savings (25–35%), and service delivery metrics (e.g., 99.8% uptime, <9h incident resolution).
S4 - ERP as a service
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat, UNDP | ICAO, UNFPA, UNSSC, UNU, UNWOMEN, WFP, WMO | FAO, ITU, UNHCR, UNICEF, UNIDO, UNOPS, UNV, WHO |
Taken forward under BIG
The S4 initiative proposes a shared ERP-as-a-Service model to modernize and consolidate ERP systems across the UN. It builds on UNDP’s Quantum (Oracle Cloud) and the UN Secretariat’s Umoja (SAP), aiming to reduce duplication and costs while improving interoperability.
The plan unfolds in three stages: (1) expand Quantum and formalize Umoja as shared services; (2) offer modular ERP options for medium-to-large agencies; (3) consolidate ERPs into clusters hosted by experienced agencies.
Agencies join through a structured process—initial inquiry, discovery workshops, business case, and tailored implementation (9–18 months). Benefits include up to 60% cost savings, shared upgrades, and interagency collaboration.
S5 - UN Services Hub
| Leading Entities | Participating Entities | Observers |
|---|---|---|
| UN Secretariat, UNHCR, WFP | FAO, IFAD, ILO, IOM, UNDP, UNEP, UNESCO, UNFPA, UNICEF, UNOPS, UNWOMEN | UNAIDS, UNIDO, UNU, UNV |
Taken forward under BIG.
This initiative proposes a UN Services Hub—a digital one-stop shop for accessing shared enabling services like fleet, travel, facilities, and asset disposal. Led by WFP, UNHCR, and the UN Secretariat, it consolidates mature offerings under a unified platform to reduce duplication and improve operational efficiency across the UN system.
Phase 1 focuses on listing existing services with standardized SLAs, transparent pricing, and service details. Phase 2 will explore deeper integration, new service lines, and expanded participation. The Hub supports faster adoption, better visibility, and cost savings, leveraging proven platforms like UN Booking Hub and UN FLEET.
After service mapping and consultations, next steps include onboarding new entities, launching the digital access point, and activating communication campaigns. KPIs will track adoption and signed SLAs, with service-specific metrics introduced in Phase 2.
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