General Assembly: Update on the UN80 Initiative - Informal meeting of the plenary, 79th session

Ladies and gentlemen, it's time to start.

I call to order the informal meeting of the plenary on the UN 80 initiative.

We shall hear updates by the cluster coordinators on UN 80 work stream three on potential structural and program realignments. Thereafter, the floor will be open for comments, observations and questions.

I give the floor to Mr. Jean Pierre Lacroix on the Secretary General for Peace Operations to deliver an Update on cluster one entitled Peace and Security.

Thank you very much, Mr. President, Excellencies, distinguished Delegate. I thank you for this opportunity to provide a preliminary update on the work of the UNAT Peace and Security Close cluster. Together with UHDs, DiCarlo, Nakamitsu and Voronkov, we act as the coordinators of the Cluster. The Cluster convened for a first meeting at principal level on the 20th of May with the participation of the cluster called co coordinators as well as the heads or the representatives of dco, ocha, ohr, UN women, unodc, UNDP and the SRSG for Children and Armed Conflict. IOM has since expressed interest to be part of the cluster.

Discussions revolved around the various mandates and collaboration between entities. Participants acknowledged that there were many existing areas of close coordination and collaboration between entities in the cluster with different approaches to this cooperation on a variety of subject issues. Participants discussed the utility of consultations with Member States during the UNAT process to inform and shape any UN proposals going forward given Member States interest in the outcome of the work in the Peace and Security Cluster. A close cooperation and collaboration across DPPA and dpo, which are joined up through the single regional political operational structure created as part of the restructuring of the Peace and security pillars since 2019, was presented at the first cluster meeting as one such form of effective collaboration. USG, DiCarlo and I noted that we've been working closely to further refine those structures and adapt them to be more effective and efficient, with a view to better aligning work on thematic issues through joining up relevant capacities and neutralizing them for either department to draw on.

Participants also noted that dppa, dpo, ODA and OCT coordinate through the Standing Principles Group chaired by the Secretary General and created pursuant to the restructuring of the Peace and security pillar in 2019 as well, the four entities also coordinate closely on the implementation of Peace and security elements of the Pact for the future. Building on the experience of CO leading the preparatory work leading to the Summit for the future, including the joint development of the Secretary General's Policy Brief on a new agenda for peace, participants agreed that there was further scope for refining collaboration and coordination on specific aspects related to peace and security. For example, further discussion was envisaged around issues related to counterterrorism and related support. A related but broader discussion would focus on rule of law assistance matters relevant particularly to dpo, dppa, undp, unodc, OCT and ohr. A third important discussion would be convened on issues related to the implementing and advancing the women, peace and security agenda across the UN's peace and security work.

This would be chaired by UN women, DPPA and DPO and joined by all other entities mandated to implement this important agenda. There was strong emphasis on the importance of cross cutting and thematic issues related to peace and security, including human rights writ large, women, peace and security, youth peace and security, rule of law and governance, rights and needs of victims, misinformation, disinformation and hate speech and specific Security Council mandated agendas such as children and armed conflict. There was focus on the importance of delivery and impact at the field level to build and sustain peace and prevent conflict and that further thought needed to be given to how to enhance support to field missions and representatives, including peacekeeping operations, special political missions, envoys, resident coordinators and country teams. Improved delivery at the field level would require and benefit from greater coherence and collaboration at headquarters level and across the various entities, taking into account a number of relevant parallel frameworks and ongoing processes, including a review of peace building architecture, the review of peace operations mandated by the Pact for the Future, the IAC humanitarian reset, the OTHR review and ongoing UNDSS reform, including recalibration of the RSC system as requested by the General Assembly. DCO subsequently convened cluster entities at Director level to explore better support for country level implementation of peace and security mandates.

Further discussions among entities in the peace and security cluster have brought up a number of considerations in including with respect to structural adjustments. There was caution against creating new structures or merging existing structures without clear objectives or demand. At the same time, while transaction costs of existing interdepartmental coordination mechanisms were highlighted as a major barrier to effectiveness, there was consensus that form should follow function and that any structural changes should be driven by clearly defined needs and objectives. Objectives, not bureaucratic convenience. There was a general consensus that coherence, not consolidation, should be the goal and that practical context specific solutions that reduce duplication, enhance joint action and respond to the needs of the field should be pursued.

Further discussions are planned at various levels in the coming weeks which will also aim to connect the work of the peace and security pillar with other relevant discussions happening under unat. The meetings will focus on the subject issues identified above to enhance collaboration and clarity. Avenues for enhanced coherence and improved delivery with a strong emphasis on impact at the field level. Principal level meeting on women, Peace and Security Director level meeting on rule of law related matters, further meetings on counterterrorism aspect and finally second principal level Cluster meeting where the outcomes of of the DCO led discussions on improved delivery at the field level in the interest of building and sustaining peace and preventing conflict will be presented and principles will chart the way forward. So this is the meetings that will take place in the next weeks and days and that will basically form the follow up mechanism of the Cluster consultation as far as the Peace and Security Pillar is concerned.

Thank you Mr. President.

I thank the Under Secretary General for Peace operations. I now give the floor to Ms. Ligia Noronha, Assistant Secretary General of the United Nations Environment Program to deliver an Update on cluster 2 entitled Development Secretariat.

Thank you Mr. President, Excellencies, Colleagues, on behalf of the Development Secretariat Cluster Co led by the USGS of desa, unctad, UNEP and eca, I'm honored to brief you on our progress. To date, our work has been structured around three mutually reinforcing priorities driving efficiencies within the current institutional arrangements, ensuring full and faithful implementation of the mandates given to us by Member State and exploring structural and programmatic realignments that reflect the complexity of today's development terrain. To that end, we have laid the groundwork for improved coordination, coherence and collective ownership of the Secretariat work within the Development Group. While noting that UNEP's mandate addresses global environmental issues and therefore transcends as well as includes the development dimension, Four meetings of cluster principals helped align our vision and expectations. We held dedicated consultations with the USG Guyrider, clarifying the intent of the UN 80 initiative and mapping a shared course forward.

Weekly technical meetings have since sustained momentum and allowed space for detailed constructive engagement across entities. Most critically, we've expanded the scope of participation by incorporating voices from from across the Secretariat, including UN Habitat, undrr, the Office for the Youth Envoy, the TECH Envoy, ohr, lls, OSAA and all five regional commissions. We believe that for reform to be effective, it must be system wide, drawing from the full breadth of thematic expertise and regional insight that the UN system offers within this framework to three major reform directions are beginning to take shape. First, we are streamlining our outputs by examining flagship reports, toolkits and other deliverables to reduce the duplication and sharpen the impact of our mandate delivery. Second, we are exploring the creation of joint technical hubs in key thematic areas where we have complementary competencies, these hubs are envisioned as spaces for consolidated expertise and coordinated delivery of avoiding existing duplication, cutting across institutional boundaries to support UN delivery at the country level.

And third, we are working to align internal structures more deliberately with our reform objectives to ensure that each entity contributes based on its comparative advantage while remaining anchored in its legal mandates and strengthening existing coordinating mechanisms such as those at the regional level post UN reforms and and the UN Environmental Management Group. At our most recent meeting on 17 June, this vision began to crystallize. There was consensus to develop a standalone reform report with actionable recommendations. Entities also expressed strong support for piloting thematic hubs open to both global and regional configurations. We further agreed to establish a dedicated task team to deepen the analysis on on how we implement mandates, to identify overlaps, clarify responsibilities synergies and assign roles based on programmatic strengths.

Yes, these are early steps, but they could be consequential. Looking ahead, a draft progress report will be tabled at the Cluster Retreat, which is planned during the High Level Political Forum in July. And the task teams will soon begin the focused work of designing the hubs and advancing the mandate, mapping exercise and strengthening the coordination mechanisms. We believe that the Unity can be both a celebration and a turning point of transformation. With your guidance, and with a shared determination to deliver better, the Development Secretariat Cluster is ready to help support a UN Development system that's more coherent, more credible and more capable of delivering for all.

Thank you, Mr. President.

I thank the Assistant Secretary General of the United Nations Environment Program.

I give the floor to Mr. Haoyang Xu, Associate Administrator of the United Nations Development Program to deliver an Update on cluster 3, entitled Development System.

Thank you very much, Mr. President, Excellencies, distinguished delegates, thank you for the opportunity to speak on behalf of the UN Development Cluster, UN System and the UNITY Initiative. The Cluster is coordinated by the principals of undp, unops, unicef, Young Women and and the Development Coordination Office. Our task is to explore what the future of the UN Development System should look like, its form, its function and its ability to deliver effectively on the SDGs in an increasingly complex and rapidly changing world. From the beginning, we have taken a collaborative approach.

Our work has been guided by four key elements. First, a shared view of the future. One, where the UN Development System is highly effective and truly and fully focused on delivering impact. Second, we have used six common criteria to address all options under consideration. To assess all options under consideration.

They are relevance, effectiveness, coherence, efficiency, impact and sustainability. Third, we're developing three reform scenarios ranging from incremental improvements to transformative system consolidation. And the fourth, we're taking a functional design lens, breaking down reform opportunities across key areas from global coordination to normative mandates to country level policy support and to program delivery and to operations. Let me briefly outline the three reform scenarios we are contemplating. First, the incremental alignment scenario which focuses on deepening the current reform agenda and doing more within existing structures.

Second, the integration scenario, in which it envisions an integration at all levels to reduce fragmentation and enhance coherence and the third, the transformative consolidation scenario, which considers the consolidation of entities based on the aforementioned criteria and the design principles to deliver a more streamlined and fit for purpose development appeal. Across all three, we take into consideration country typologies, recognizing that the nature of UN support must differ depending on the country context. Since May, the Cluster has convened several principal level meetings and worked closely with the Secretariat Development Cluster. We have launched a system wide survey, convened working level brainstorm sessions and are preparing peer reviews and additional principal level engagements in July. Our goal is to generate actionable evidence based proposals that reflect diverse agency perspectives and respond to real operational needs.

Looking ahead, we are finalizing our recommendations for submission by 31st of July. In line with and after consulting with other Clusters, we will continue coordination across the clusters and remain open to further consultations with Member States and stakeholders. Our final product will include the reform scenarios, a design framework, criteria for assessments and a set of priority recommendations to support both but feasible decisions for the future of the UN development system. In closing, we recognize that the reform brings complexity and concern for both Member States and the UN staff. As the Development Cluster advances its work, we remain committed to supporting our people, safeguarding our mandates and upholding the integrity of UN's services.

We share your call for transparency, equity and inclusivity. Reform must reflect diverse country contexts, protect institutional strength and be anchored in the principles of the UN charter. UN 80 is a pivotal opportunity to reinvigorate the UN system. Its success depends on shared ownership, trust and renew the commitment to multilateralism. We look forward to continuing close consultations with Member States, guided by your priorities and working together throughout the unity process.

Thank you very much, Mr. President.

I thank the Associate Administrator of the United Nations Development Program.

I give the floor to Mr. Carl Skao, Deputy Executive Director and Chief Operating Officer of the World Food Program, to deliver an update on cluster four entitled Humanitarian via video link.

Thank you, Mr. President, Mr. President, Excellencies, distinguished Delegates. Before I turn to reform proposals, let me start with a stark reminder of the context that we are operating in the world is already facing a dire humanitarian situation. The steep decline in funding has forced us to cut back on our operations even though conflict, famine and climate induced disasters continue to ravage the most vulnerable on our planet. In response to these funding cuts, we just launched a hyper prioritized survival appeal focused on 114 million people facing the most immediate life threatening needs. With a 29 billion dollar funding requirement, we still hope to reach the 178 million we initially targeted.

But the magnitude, gravity and suddenness of the humanitarian aid cuts force us to make these extremely difficult choices, one that we do not make lightly. Even though we are forced to now do less with less, the scale and complexity of today's crisis compel us to act with greater speed, discipline and coherence. Against this backdrop backdrop, being more efficient and effective is an imperative. It is an essential part of our collective ambition to continue serving the people most in need. That is what the proposals I will outline today aim to achieve.

Our structural reform work has been organized through principal level discussions with iom, ocha, unhcr, UNICEF and wfp. This group has worked actively to advance proposals across the reform tracks and ensure coordination within the broader unit effort. And as is often the case with humanitarians, we have worked and taken on this task with urgency and with ambition. So, following from this discussion, the Humanitarian Cluster is pursuing six initial reform tracks that reflect both internal transformation and a shared ambition for a better system wide delivery. First, simplifying humanitarian processes The Cluster is working to streamline the humanitarian program cycle by reducing reporting burdens, shortening planning cycles and simplifying the existing cluster system itself.

This will make responses faster, lighter, more effective and better adapted to different crisis settings. Second, Scaling up Common Services Building on existing efforts, the cluster is expanding shared services such as fleet premises, travel, engineering and digital platforms. This also includes common services on data and advanced analysis for the humanitarian sector to establish more efficient and advanced core data infrastructure. These unbranded services aim to improve efficiency and agility across our operations. Third, integrating Humanitarian Supply Chains the aim is to move from a fragmented procurement and logistics system to an integrated cost shared supply chain framework.

This includes common governance, data sharing and stronger collaboration with private sector partners. The approach aligns with HLCM led UN wide supply chain reform process. Fourth, strengthening field Coherence the cluster is seeking to harmonize coordination and coherence in complex settings where refugees and internally displaced people both exist alongside other humanitarian needs to avoid duplicative and parallel coordination structures. In addition to empowering RCHCs and HCTs and strengthening the use of pooled funds, putting the country level fieldwork at the center of all our efforts. This includes better joint analysis and planning in displacement situations where humanitarian and development roles overlap.

Fifth, closer coordination on humanitarian diplomacy, coordinate and explore synergies for strengthened humanitarian diplomacy and ensure sustained and strategic political engagement in crisis, including on access, protection of civilians and calling for political solutions to prevent and address root causes of crisis. 6. Enhancing programmatic effectiveness Agencies are identifying opportunities for joint delivery, clear division of labor and reduced overlap across mandates and programs. Mr. President, across all tracks, the Cluster's ambition is to break through institutional silos by building interoperable systems, joint analysis tools and more coherent field level programming. These reforms build on ongoing interagency collaboration and are aligned with the Interagency Standing Committee led humanitarian reset.

The UN 80 initiatives bring new political momentum and with it an opportunity to align efforts, unlock long needed synergies and generate a more unified push for change across the system. The Humanitarian Cluster is committed to engaging with other operational partners, build upon the expertise of resident and humanitarian coordinators, and ensure that the perspectives of international and local NGOs are also taken into account. Already, the Cluster has engaged closely with dco, DSS and others on issues involving performance management, field coherence and shared services. As we continue, our focus remains on pragmatic yet ambitious initiatives that improve efficiency and effectiveness of humanitarian operations and ultimately deliver more impact for the people we serve. I thank you, Mr. President, and all of you for your attention and looking forward to the engagement.

Thank you. I thank the Deputy Executive Director and Chief Operating Officer of the World Food Program.

I give the floor to Ms. Ilse Bruns Kerris, Assistant Secretary General for Human Rights and Head of the Office of the United Nations High Commissioner for Human Rights, to deliver an Update on cluster 5 entitled Human Rights

Mr. President, Excellencies, Distinguished Delegates, I have the honor to present the preliminary steps and progress regarding the Human Rights Cluster on behalf of the High Commissioner for Human Rights, Volker Turk, who coordinates it. The Human Rights Cluster's approach prioritizes ongoing outreach to member States, UN entities, heads of peace missions, human rights experts, civil society organizations and staff members. The consultative approach aims to generate proposals for more efficient, effective and coordinated delivery by the UN on human rights. The initial suggestions are diverse, representing preliminary thinking based on inputs received so far from various stakeholders, including member states. Some suggestions in key areas include the following 1.

Improve aspects of the functioning of the UN human rights ecosystem, including the Human Rights Council and its mechanisms and the Human Rights Treaty bodies. Recognizing that the General assembly will review the Human rights council in 2026. Some ideas centered on the proliferation, duplication and overlapping of mandates with a call for rationalization the life cycle of mandates, including standardizing the use of sunset clauses regarding treaty bodies. Several suggestions relate to steps for efficient and effective functioning of the treaty bodies, including some proposals for simplified reporting and regional level engagement. 2.

The High Commissioner's Office Initial ideas focus on comprehensive fulfillment of the full mandate of the High Commissioner General Assembly Resolution 48 to promote and protect all human rights for all. This includes the High Commissioner's leadership of the Human Rights Pillar and coordinating human rights activities across the UN system away from duplication and fragmentation towards a more coherent and effective way for the UN to advance human rights as recognized by Member States in the Pact for the future. Effective and efficient human rights delivery requires a High Commissioner's office commensurate with with the mandate. 3. More effective coordination of human rights activities across the system in line with the High Commissioners mandate and as agreed by Member States in the Pact for the future.

The aim would be to reduce overlap and strengthen coherence, efficiency and effectiveness. One proposal in this regard concerns a UN interagency standing human rights group at principal level to institutionalize quantity coordination for investigative mandates and accountability where consideration could be given to a range of options to integrate, rationalize and consolidate functions of multiple UN bodies mandated to undertake or support investigative work in relation to alleged violations of international human rights, humanitarian or criminal law and support associated accountability processes. 5. More coherent, coordinated and efficient mandate delivery across the UN protection activities. Inputs received pointed to the need to address fragmentation of protection mandates, notably concerning sexual violence in conflict, children and armed conflict, genocide, responsibility to protect and reprisals.

6. A call for human rights aspects of of UN rule of law work to be delivered more efficiently and impactfully. Inputs highlighted a dispersion of rule of law across the system, raised questions around fragmentation and overlaps and called for coordination, coherence and or consolidation. 7. The imperative of human rights mainstreaming in the Development Pillar we are engaging with all relevant stakeholders and elaborating proposals for more effective and efficient mainstreaming of human rights.

This is linked to the coordination proposals and the streamlining of activities, especially at country level, for the greater impact with due regard to the proposals emerging from the UN development clusters. 8. Similarly, the integration of human rights in the Peace and Security Pillar is critical. We are reaching out to a broad range of actors and elaborating proposals to ensure effective integration of human rights in the UN's Peace and Security action. Emerging proposals will ensure coherence with human rights integration in the Peace and security cluster.

UN80 provides a unique opportunity to ensure that human rights inform UN peace and security action better and more consistently, which would also achieve efficiencies from strengthened collaboration and streamlining with a focus on impact on the ground 9 and lastly, more progress on integrating human rights into UN humanitarian action inputs highlighted the ongoing humanitarian reset and increasing OHCHR's effectiveness in collaboration across the UN system, including with regard to the coordination of protection clusters. Mr. President Excellencies, @ this stage, follow up consultations with Member States and other stakeholders have been scheduled to to deepen analysis and receive additional observations and feedback. Recognizing that the global human rights landscape is marked by serious crises and challenges, the Cluster seeks to ensure that human rights pillar is consolidated, coherent, efficient, effective and ensures impact on people's lives. Thank you.

I thank the Assistant Secretary General for Human Rights and Head of the Office of the United Nations High Commissioner for Human Rights.

I give the floor to Mr. Chilizi Walmala Marwala, Rector of the United Nations University, to deliver an Update on cluster 6 entitled Training and Research via video link.

Mr. President, Excellencies, I thank you for this opportunity to update you on behalf of the UN 80 cluster on training and Research. Let me begin by warmly acknowledging my co lead of this effort, Michelle Giles McDonough, UN Assistant Secretary General and Executive Director of UNITA. Together, UNITA and UNU have coordinated the work of this cluster with a shared objective of strengthening the UN's research and learning ecosystem. I would also like to thank all the dedicated members of our Cluster, unicry, unider, unrisd, United Nations System Staff College, the International Training center of the ilo, the International Telecommunication Union and unodc. Over the past few weeks we have convened weekly meetings at two levels.

On Fridays, a gathering of all principals of the nine entities of this cluster. Guiding the effort of this cluster by reviewing the analysis and monitoring progress from the working level and on Monday's focal points at the working level have been meeting to dive into the analysis and report drafting. We see this review as an opportunity to strengthen the UN system by reviewing the research and training setup that we currently have to ensure the way it will be adjusted will better serve the needs of Member States and the UN system. We are convinced that a strong research and training system, one where research informs training and ultimately learning is essential bedrock on which the UN system with its manifold specialized expertise and knowledge rests. The stronger the research, training, learning nexus, the stronger the United nations and its Member states.

Now, how have we approached this work within the research and Training Cluster so far? First, we are using a concentric circles approach. Let me explain what we mean by that. The core focus is on the dedicated research and training entities formally recognized within the UN system, what we call the inner circle. The outer circle includes UN specialized agencies and secretariat departments with strong research and training functions.

Our final recommendations will distinguish between these two sectors, acknowledging their different governance structures and reform opportunities, while embracing the value this research ecosystem offers member states and the UN. Let me now highlight our preliminary findings along the three UN 80 work streams. Mandates, efficiencies and structure. First, mandates while mandates vary, they are largely complementary rather than overlapping. Research entities focus on areas like peace and security, sustainable development and emerging technology.

Training and education efforts delivered by unita, UNSSC and unu, with UNU mandated to offer university degrees, show thematic convergence in digital transformation, climate, leadership and gender with different target audiences but some areas of overlap. Together, these findings reveal strong potential for greater collaboration, especially in linking research and training in more intentional ways. Second, efficiencies we found promising practices across the cluster, from joint training initiatives to shared platforms and back office services. Examples include shared and in some cases outsourced HR and finance systems, coordinated program delivery and collaborative education partnerships. However, fragmentation persists.

Most institutions rely on voluntary contributions, often targeting the same donors. The current patchwork of administrative structures and funding models creates vulnerability and limits strategic coherence. Shared services, stronger interagency collaboration and funding patterns that incentivize staying within mandates could offer early practical wins. Third, structure the Cluster is now considering three broad options for the future. One A networked ecosystem enhancing coordination and visibility while preserving institutional identities.

2 a two pillar model consolidating training and research into two integrated but distinct entities. 3 a full measure combining all learning functions, research, education and training into a unified UN knowledge institution. Each path comes with its own trade offs between ambition and feasibility, identity and integration, breadth and depth. Our final report will provide a clear overview of the pros and cons of each along with possible transition pathways and governance considerations. No matter which model is ultimately pursued or the combination thereof, we believe the following early steps are essential.

Number one Developing a shared UN research and learning strategy. Number two Launching a joint digital portal providing a common UN knowledge gateway. Number three Creating shared governance tools and results framework and Number four expanding use of system wide services and partnerships. In closing, I wish to thank all members of the Cluster for the highly constructive and collegial spirit that has shaped our discussions together. We are committed to co creating a more coherent, more efficient and ultimately impactful UN research and training ecosystem ready to meet the challenges of our Times.

Thank you, Mr. President.

I thank the Rector of the United Nations University. I give the floor to Ms. Doreen Bogdan Martin, Secretary General of the International Telecommunications Union to deliver an Update on cluster seven entitled Specialized Agencies via video link.

Thank you, Mr. President. Good afternoon, Excellencies, distinguished delegates. I am honored to address you today on behalf of the specialized agency cluster that I co coordinate with Director General Gilbert On Beau of ilo. I'm pleased to share an update of our collective efforts and our initial inputs to this crucial initiative uniting our diverse mandates from technology and transportation to agriculture, labor, amongst others. As Under Secretary General Guy Ryder noted just last week at the ITU Council, while specialized agencies with their elected leadership and independent budgets could opt to stand aside, the Secretary General believes a system wide response is critical given the pressures facing the United Nations.

Indeed, Mr. President, specialized agencies bring technical expertise, normative functions and operational strengths which are vital for enhancing efficiency, reviewing mandates and considering structural changes. Our 15 agency cluster submitted initial key recommendations to the UNAV task force on 13 June, building on ongoing processes achieved by many specialized agencies in close consultation with our respective governing bodies and our Member States. This submission is part of what I would say has been a highly consultative process within our Cluster. Our principals have met on two occasions. The last one was in the presence of Guy Ryder We have had five parallel Deputy meetings, including the last one which was yesterday.

We have welcomed the Under Secretary General Katherine Pollard. We have also welcomed Kirsten Jawer to our meetings, which we felt was instrumental for our overall understanding of the Secretariat's reform proposal, proposals and mandate review process respectively. As a cluster, our initial focus has been on ambitious efficiencies, efficiencies that prioritize impact over mere savings. Key recommendations include developing a standardized methodology for assessing and quantifying efficiency gains, capturing qualitative improvements, measurable monetary impacts like cost avoidance, improved delivery and tangible cost reductions where applicable, ensuring transparency and system wide comparability. We've also looked at accelerating HLCM initiatives with demonstrably high impact and broad agency participation, leveraging artificial intelligence, joint procurement, shared ICT and other shared services to achieve economies of scale and avoid duplication.

We've looked at seeking tangible efficiency improvements by optimizing things like language services with AI assisted translation, remote interpretation, encouraging facility cost coordination across geographic resource sharing and co location in UN hubs from Geneva to New York, Rome, Nairobi, Bangkok, etc. We've also looked at fostering administrative cost efficiencies through centralization, outsourcing and artificial intelligence. Redirecting savings to enhance programmatic delivery in alignment with respective agency mandates. We're looking at establishing and actively utilizing a robust platform with comprehensive data exchange mechanisms integrating with existing frameworks like the UN AD Efficiencies Working Group HLCM UN2 to share successful efficiency measures and lessons learned. We've looked at strengthening system wide integration by systematically leveraging specialized agencies, unique technical expertise, their normative functions and field networks, reinforcing the lead specialized agency by strategic mandate and sector in UN planning to avoid mandate duplication and to enhance collective impact.

Mr. President on mandates we welcomed the Secretary's Mandate source document which we are reviewing to identify potential overlap synergies and complementarities so that we can address enhanced collaboration and resource maximization. On structural proposals, we will be primarily focusing on program realignments identified through this mandate review, aiming of course to maximize system wide efficiency and collective impact. Again, this approach involves systematically leveraging that specialized agency unique technical expertise, that normative function that we have, and of course those networks in the field so that we can ensure that the organization is best, that the organization that is best positioned to lead in a specific sector or for mandated initiatives is reinforced. We also see great potential in positioning, for example Geneva as a potential global science, technology and innovation hub, leveraging existing infrastructure and expertise. We recognize the need for bold member state driven UN80 reforms committed to inclusive consultations through agency governance mechanisms, especially for mandate or budget changes.

And I think this commitment has been underscored by Guy Ryder who has addressed many governing bodies of specialized agencies in recent weeks from ILO to wmo, UNESCO and most recently itu, which we have found most helpful. The specialized agency cluster with its complementary strains, Mr. Chairman, remains united in its commitment to building a stronger United States nations. We look forward to continuing this work under your leadership and we thank you for your partnership in advancing a more effective United nations. Thank you, Mr. President.

I thank the Secretary General of the International Telecommunications Union.

We will now proceed to hear from Member States. There is no pre established list of speakers for the meeting this afternoon. Please press the microphone button if you wish to speak and approach the Secretariat. If you are speaking on behalf of a group of States, in order to allow maximum participation by all in the limited time available, I strongly encourage you to be as brief as possible. As announced in the Journal, delegations are requested to limit their statements to three minutes.

Time limits will be strictly enforced.

I now give the floor to the distinguished representative of Iraq.

I have the honor to deliver this intervention on behalf of the Group 77 and China, we thank the distinguished Cluster Coordinators for their presentations on UN80 Walk Stream 3 on potential structural and program realignments and wish to really express our appreciation for all the hard work undertaken by the various VOX teams. While the Group sees the work to be undertaken by this WOX team as extremely crucial and important, we believe it is essential that any structural adjustment respect to the operational realities of the field, persistent presences, particularly in countries hosting regional offices or vulnerable populations, and therefore emphasizes the importance of an inclusive dialogue with the Member States and affected stakeholders. The Group welcomes further engagement on how structure proposal will be developed and assist in terms of cost implications, the governing of a site and the impact of the delivery of surfaces on the ground. The Group 77 and China supports the objectives of enhancing the cost, efficiency and effectiveness of the United Nations. We agree on the need to eliminate duplications, rationalize structures and promote a more integrated and coherent UN system.

However, this must not come at the cost of development priorities, institutional expertise and more importantly, equitable geographical representations of all Member States. We are deeply concerned about the risk of reforms disproportionately affected developing countries, especially SIDS of disease LLDCs as well as MICS. Any proposed merger or relocation must pressurize, retaining and strengthening developing mandates enhancing, not tweaking the Resident Coordinator system preserving institutional knowledge and regional expertise, particularly within the regional commissions, avoiding disruptions 2 field pest support and surface delivery be coordinated with the governing bodies of specialized agencies and programs. We welcome the assurance that the resident coordination system will remain unaffected and call for transparency in any reductions or relocations being considered. However, this must not be be at the determine of development programs, activities and projects on the ground in program countries.

The Group would also like to point out that any proposal aimed at achieving efficiencies by reducing duplications and redundancies across the UN system should not aim at dismantling the UN Agency's funds and programs to the determine of due support of Member States. Most of the UN entities accumulate specific institutional know how that must not be lost in the process streamlining. In this regard, the Group underscored the vital role of regional commissions and indispensable institutional assists with the deep regional knowledge, policy integrations, functions and proximity to the country needs that need to be strengthened and diminished. Mr. President, we understand that the need undertake these changes as a matter of urgency. However, noting the possible implications and impacts to the organization and its staff, there needs to be careful and meticulous analysis weighing the pros and cons of every decision to be proposed to Member States for their considerations and approval.

Again, the Group wishes to retreat that these reforms cannot and should not be undertaken heavily influenced by the current liquidity and austerity crisis facing the organizations, but must be conducted in the context of making the UN fit for purpose. In conclusion, the Group 77 and China Men's dedicated to the world considerably to ensure that this reform will place this august organization in a place where it can better deliver to those most it needs and those furthest behind. Most importantly is the facilitation for our vision for people of planet prosperity, peace and partnership. I thank you, Mr. President.

I thank the distinguished representative of Iraq. Ladies and gentlemen, may I remind you that delegations should not speak for speaking in the national capacity are limited to only 3 minutes and limits will be strictly enforced. Thank you. I now give the floor to the distinguished representative of China.

President China supports the statement by Iraq. On behalf of G77 and China, I thank all the cluster coordinators for their briefings.

From the briefings we have just heard, all Clusters have emphasized the necessity of the reform and emphasized that the reform must be in line with the evolving reality and the aspiration of Member States that it must help improve quality and efficiency and improve the capacity to serve the Member States and to implement mandates so as to better promote the work of the UN in all fields. China thinks positively of the above comments and would like to thank all for their work.

The UN restructuring is the most challenging part in the UN reform and must be based on thorough prior discussions. I will make three preliminary observations. First, goals must be clear and work must stay on track. The UN restructuring aims at reducing duplications and improving quality and efficiency. All parts of the UN should prioritize the delivery of core mandates.

Addressing overlapping functions requires comprehensive analysis, reasonable demarcation and full coordination with the relevant bodies. Second, in depth study and comprehensive analysis must be carried out. The UN restructuring comes with high stakes and far reaching implications. Based on experience and a forward looking approach, the Secretariat shall come up with a reform plan and after consideration of all the pros and cons and scientific assessments and after broad consultations with and consensus among Member States. Third, the Development pillar should be strengthened, not weakened.

China hopes that DESA will play a central role in coordinating the implementation of the 2030 Agenda, strengthen communication and coordination with agencies at regional and field level and provide greater support to Member States in their full implementation of SDGs. 4th end of July is an important point in time in the reform process. We hope that all clusters will speed up their work and under the leadership of the Secretary General, submit a work plan to Member States. China stands ready to work with all the parties and the Secretariat to help sail the boat of the UN reform steadily and afar. Thank you.

I thank the distinguished representative of China. And I now give the floor to the distinguished representative of the European Union.

Thank you, Mr. Chair. And this time I don't have a prepared statement, but I just would like to react and like to really express our sincere appreciation for the presentation by the cluster this afternoon. It's very encouraging, I think, to hear how much valuable work and thinking has already been done behind the scenes. And as my Chinese colleague said, there is a lot of positive things that we have heard.

There is a clear focus on increasing coherence, on increasing impact and on improving delivery on the ground. And the EU supports all of that. I think it will be very important to see how the outputs of all these seven clusters in eventually come together to improve the UN as a whole. And we look forward, of course, to engaging more on the substance of the output of the different clusters in due course. And that would also be my question because I've heard several of the spokespersons on behalf of the clusters refer to the July report.

So my question is whether in the SG report that we expect by July on mandate implementation, will also the information on the cluster proposals be presented or if not, when will we be able to have a look at all the valuable thoughts and proposals coming from the clusters? I thank you very much.

I thank the distinguished representative of the European Union. I now give the floor to the distinguished representative of the United Arab Emirates.

Mr. President. I thank the cluster coordinators for their presentations. The UAE aligns itself with the statement delivered by Iraq on behalf of the group of G77 and China and offers the following comments on our national capacity. We take this opportunity to reiterate that structural reform should be guided first and foremost by the need to refocus and enhance the delivery of the UN score mandates. As we underscored earlier today, the aim must be a more legitimate, credible and efficient United nations that's better positioned to meet the growing needs around the world.

Looking ahead to the submission of cluster findings to the Task Force by end July, we would appreciate further insight on the anticipated timeline for the Secretary General's review of these findings following their submission and for his subsequent consultations with the membership on the recommendations under consideration. The UAE remains committed to engaging on this matter with pragmatism. Thank you, Mr. President.

I thank the distinguished representative of the United Arab Emirates I now give the floor to the distinguished representative of Poland.

Thank you, Mr. President. All protocols observed. I would like to express the gratitude of my delegation to all high level officials representing the agency's funds and programs, as well as the departments of the UN Secretariat present here today. Many thanks for your time and the updates of the work of the clusters of the reform. Your presence here today is proof that the whole system is working together to improve the way it delivers on mandates.

We are convinced that all principals and other officials working within the clusters are closely following the main goals of the reform and that every team is working hard on finding ways to streamline, consolidate, reduce overlap and duplication, as it was reiterated many times during the briefings we have just heard. On a practical note, perhaps as we proceed with the work on the reform quite quickly, maybe it would be beneficial for the transparency of this process to compile an informal summary containing main ideas and scenarios considered during the meetings mentioned today by the distinguished representatives of various entities. Such concise readout from today's briefing and from your valuable work, containing preferably of maybe just a few bullet points for each cluster, could perhaps be beneficial for facilitating communication with the member states. I think that highlighting of those concrete ideas which many of them we've heard today, even preliminary and subject to further analysis, could be useful for the member states to prepare for the assessment of the direction in which the reform of the system is heading. And we trust that you are doing what is necessary and we are ready to strongly support you to achieve greater synergy of the system and more efficient implementation of mandates.

Thank you, Mr. President.

I thank the distinguished representative of Poland. And I now give the floor to the distinguished representative of Pakistan.

Thank you, Mr. President. We thank the cluster coordinators for their presentations. We align with Iraq on behalf of G77 in China on work stream 3. We see value in eliminating duplication, enhancing synergies, but we also guard against centralization that dilutes regional or country specific capacities. Optimization should also mean ensuring the delivery is context specific, field oriented and accountable.

Structural consolidation should not come at the cost of responsiveness, especially in peacekeeping, humanitarian assistance and country level SDG support. The development pillar in particular must not be eroded. We appreciate the creation of thematic clusters across the UN system and once again express our appreciation for the updates provided today. We stress that the findings must feed into intergovernmental consultations, not bypass them, nor should it be taken as an opportunity by some to expand mandates. The integrity of the three pillars must be respected.

And I would end on a question. The Background node mentions that the Secretary General would initiate consultations with Member States and specific recommendations emanating from the Task Force. Our question is, would the final findings of the Task Force also be shared or would the consultations only be on specific recommendations which are deemed to be feasible? And would there be a report from this work stream expected as well? Thank you.

I thank the distinguished representative of Pakistan. I now give the floor to the distinguished representative of Indonesia.

Thank you, Mr. President. We appreciate the updates on the seven thematic clusters of the UN at initiative which share critical assessment over the use of resources and the impacts to the UN system architecture. Against this backdrop, allow us to highlight three key messages.

First, engagement with Member States to update potential structural changes must be made in an inclusive manner. We take note of the plan of the Secretary General to consult Member States on specific recommendations for implementation. However, Member States should also be given a broader picture and comprehensive understanding on the overall proposal for structural changes of the UN. Member States should also be equipped with better understanding on how each cluster connects with each other. This will allow us to ensure that the whole machinery of the UN would work more effectively to avoid duplications and create stronger synergies with one another.

Second, Indonesia fully supports the objective to enhance coherence, eliminate duplication and promote more efficient use of resources. We share the vision for a UN system that delivers with greater impact and purpose through a better streamlined structure and more efficient working process. However, let us be clear. Efficiency should never come at the expense of the development priorities of those who need the UN most. In particular, reforms must not erode institutional expertise, diminish field presence or disrupt the much needed support to developing countries.

Nor should they undermine equitable geographical representation, a core principle that keeps this organization credible and truly global. Third, we stress that this exercise must not be perceived as merely an austerity measure to address current liquidity gaps. Reforming the UN is not about cutting corners. It is about building a better system, better structure and better working method that is fit for purpose for current and future challenges. Structural adjustments should be guided by long term vision, not short term budget constraints to create a more agile, responsive and effective multilateral system that leaves no one behind.

In closing, Indonesia stands ready to engage constructively to ensure that this process strengthens the organization. Let us ensure that the Unity delivers meaningful reform rooted in inclusivity and geared toward just, equitable and sustainable future for all. I thank you, Mr. President.

I thank the distinguished representative of Indonesia. I now give the floor to the distinguished representative of Kenya.

Thank you, Mr. President. I take this opportunity to thank all the privas for the seven clusters this afternoon. Kenya aligns itself to the statement made by Iraq on behalf of G77 and China and we wish to make a few remarks in our national capacity. Kenya encourages an inclusive and data driven approach to rearrangement that factors in regional equity, operational effectiveness and long term sustainability. Rationalization of overlapping entities, if grounded in evidence and guided by function, can enhance focus and agility in mandate delivery.

Mr. President, my delegation wishes to propose the following three 1. Structural reform should reflect the evolving geography of multilateralism. Field oriented reconfigurations should be thoughtfully applied to democratize access and increase the UN impact on the ground. 2. With respect to rebalancing global presence, any reconfiguration should be informed by comparative advantage, including institutional maturity, regional security, program alignment and value for money considerations.

3. In considering structural realignments, it may be helpful to map delivery capacities across the global footprints of the UN to identify where functions can be decentralized or repositions to strengthen impact while managing overheads. In conclusion, Kenya remains fully committed to constructive engagement in the UN AIDS process and to reforms that reinforce the units relevance, integrity and impact in delivering for present and future generations. I thank you.

I thank the distinguished representative of Kenya. I now give the floor to the distinguished representative of Congo.

Thank you, President. We would like to thank Secretary General for the briefings and all the efforts he has made in a very challenging context. We're aware of the financial crisis we face and appreciate the UN 80 initiative. However, we do not wish to see.

The principles of respect for geographical representation to be undermined when it comes to budgetary restriction measures. We also wish to avoid having the major efforts made by the Secretary General in the area of gender equality to be reversed. And we wish to receive assurances in this regard. Africa remains a vulnerable continent and we must avoid making it even more vulnerable. To conclude, Africa would like to reiterate its commitment to the Secretary General in ensuring the success of the UN80 initiative.

Thank you.

I thank the distinguished representative of Congo. And I now give the floor to the distinguished permanent representative of Cameroon. You have the floor.

Thank you very much. President.

I align myself with the statement delivered by the representative Iraq on behalf of the G77 and I thank the briefers on the seven thematic clusters. The first challenge I see, President, is that every time these reforms take place in the system, we must stay aware of the fact that the system also has other bodies where issues need to be negotiated. Unless the Secretary General has discussed this with the CB and presents a report on behalf of the cb. Secondly, any restructuring, in order to succeed must have a program, an administrative framework and budget, everything that has been presented. Now, does that mean we're changing programs administratively and that the budgets will follow in terms of the regular budget and the voluntary contributions?

It goes without saying that when projects are presented in a report from the sg, as I said this morning, we will have the benefit of the cpc, the acabq, the International Civil Service Commission.

But we will perhaps also need to seek some further inputs from other bodies and that will help us decide.

I thank the distinguished Permanent Representative of Cameron, Distinguished Representative of South Africa, who is the last speaker on my list. You have the floor.

Thank you, Mr. Chair. South Africa would like to align itself with the statement made by on behalf of by Iraq, on behalf of the G77 in China and would like to make a few comments in our national capacity.

South Africa thanks the coordinators of the various clusters for their presentations which have been extremely useful and sheds further light on the activities of work stream 3. Structural changes for realignment of programs to enhance program delivery need careful consideration with well thought out proposals. Due to the long term and far reaching implications of these decisions, structural adjustments would need to be based on the realities on the ground following intensive consultations with the relevant relevant stakeholders and partners where applicable. In addition, structural changes would have to be closely aligned to the mandates in order to efficiently and effectively deliver on those mandates. These proposed changes should be undertaken in an open, transparent and objective manner, setting out clear and justifiable motivations as well as the envisaged impact of such reforms aimed at making our organization a better functioning structure.

In this regard, a roadmap on the intended timelines with the relevant financial implications and the impact on the liquidity crisis and current financial situation should be clearly articulated. It would be important for UN Member States to have a much clearer indication as to what and how the staggered short, medium and long term structural changes will be proposed and implemented, as well as their implications over the coming years. Customer responsiveness and service delivery should not be compromised by any structural reform proposals. Otherwise this will compromise and consequently defeat the overall purpose of implementing the UN 80 initiative. Finally, due consideration would have to be given to the stresses and the psychological impact of the proposed structural changes that will result in the relocation of UN staff members.

The mental well being of our most revered UN staff members and their families should not be overlooked as we embark on this process of revamping our organization. Thank you.

I thank the distinguished representative of South Africa. I now turn to the Under Secretary General For Policy Guy Ryder to give some comments and responses, you have the floor, Under Secretary General.

Well, thank you very much, Chair. Let me first thank you, those who have intervened for their comments. And since the interventions have, I think been pitched more at the general level about this process of the structures than raising specific questions to the individual clusters.

I will try to respond as best I can to the debate that has taken place. The first thing I want to acknowledge is what has been said that I think that you have heard from the coordinators this afternoon that truly the whole system is working together in a truly inclusive way to try to come up with practical proposals to the Secretary General that would meet the needs and objectives of the UN 80 initiative. And let me thank my colleagues, some of them at quite awkward times of the day, for their presentations to you. Now, just one point I need to make clear because this conversation this afternoon has focused mostly on the question of structural change and program realignment. I think that's natural.

It's the way we've structured the meeting. But it does bear recalling, Chair, that the clusters are looking at all three work streams of the UN80 initiative. They are looking, and I think that the Director General of the ITU mentioned this in respect to the specialized agencies. They're looking at system wide efficiencies. So that's stream one.

They will be absorbing and taking on board the work in progress that you heard about this morning on Work steam, true on mandates, because clearly issues around mandate coherence, possible overlaps, applies not just in the secretariat, but as I said this morning, needs to extend horizontally to look at the system as a whole. So it's not just the third work stream, but rather all three which figure on the in the work programs of the different clusters. I want to acknowledge, but without perhaps repeating in detail everything that was said this morning, what has been said about the need for a balanced approach to the three pillars of the UN Charter, there's been emphasis particularly on the development pillar once more, the need to ensure the preservation of equitable geographical representation, diversity questions. And obviously there is no case, there is no case for structural change. There is no case for program realignments unless it was improving delivery and impact of the UN system as a whole.

There is less danger, let me say, and I've said this already this morning, of this work stream being driven by austerity or liquidity considerations, because quite simply, a number of the entities involved in this process are not immediately subject to that type of liquidity pressure. This is, I think, very, very obviously a case of Improvement in the way that we work, focus on impact being the order of the day.

Comments about process Firstly, I think I should underline that the clusters at the early stages of their work, they were only established last month in a decision by the Secretary General arising by a focused discussion on UNH initiative of the CEB in Denmark in the month of May, which by the way, I think also is a demonstration of a system wide response to system wide challenges. We are therefore on a slightly different time frame for this work stream, the work of the clusters, than in the other two. Let's not confuse the report that you'll get on the work of Work Stream 2 on mandate implementation. That will be a report to Member States at the end of July. It will be in your hands on or around the end of July.

The report of the clusters will be presented to the Secretary General by coincidence around the same time at the end of July through the UNAT Task Force. It will then be for the Secretary General, on the basis of the reports that he receives from the different clusters, to determine how he wishes to present their findings or his proposals based on those findings to you, the Member States, which self evidently have the prerogative of decision making in all of the areas covered under this work stream. So there is a slightly different and staggered time frame involved in this regard. And I'm not in a position to tell you today exactly how or when the Secretary General will communicate his reactions to the reports of the clusters in due course.

The last point I want to make, Chair, is that decision making processes in this regard, in terms of structural change and program realignment, are again by definition perhaps more complex than in the other work streams. Anything that involves structural change will have to involve the different governance bodies that would have responsibility for the entities involved. And one can imagine, I'm not trying to predict where we will go in the future, that there might be some quite complicated processes to be followed. Let's not forget that we have a fragmented governance system across the un, with the specialized agencies, for example, having their own elected leadership and elected executive bodies. Depending on the types of proposals the Secretary General wishes to pursue, we will of course have to act in accordance with the exigencies of these differentiated and fragmented governance processes.

It's probably going to be quite complex, it's probably going to take a little bit longer, but we will of course act in respect of all of the governance prerogatives that would come into play. I think that's all I can say at this point. Chair and I thank you for the opportunity

I thank you, Under Secretary General, for your comments. And to all of your colleagues here and online, thank you for their earlier presentations. Colleagues, we have come to the conclusion of our discussions today.

This informal meeting of the plenary is now concluded. The meeting is adjourned.