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Reviews technical feasibility, defines an implementation time frame, and details expected savings plus qualitative and non-quantifiable benefits. 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Deborah Wynes Ion Gorita  \nVictor Vislykh  \nJoint Inspection Unit  \nGeneva 2005  \nUnited Nations  \nCONTENTS  \nParagraphs Page  \nAcronyms .......................................................................................................... iv  \nGlossary .......................................................................................................... v  \nExecutive summary: objective, conclusions  \nand recommendations ....................................................................................... A-D vi  \nINTRODUCTION............................................................................................. 1-6 1  \nI. TECHNICAL FEASIBILITY ................................................................ 7-11 2  \nII. TIME FRAME ......................................................................................... 12-16 3  \nIII. SAVINGS AND BENEFITS ................................................................... 17-24 4  \nA. Savings ............................................................................................. 18-21 4  \nB. Qualitative and non-quantifiable benefits ........................................ 22-24 5  \nIV. STRATEGY AND GOVERNANCE ...................................................... 25-32 6  \nV. STRENGTHENING UNITED NATIONS SYSTEM COOPERATION 33-37 8  \nAnnex ................................................................................................ 9  \nCEB  \nFAO  \nHLCM  \nHLCP  \nICAO  \nICC  \nICSC  \nILO  \nIMO  \nITU  \nJIU  \nUNDPUNFPA  \nUNHCR  \nUNICEF  \nUNIDO  \nUNOPSUPU  \nWFP  \nWHO  \nWMO  \nWTO  \nACRONYMS  \nUnited Nations System Chief Executives Board for Coordination (formerly ACC) Food and Agriculture Organization  \nHigh-level Committee on Management (ofCEB)  \nHigh-level Committee on Programmes (ofCEB)  \nInternational Civil Aviation Organization  \nInternational Computing Centre  \nInternational Civil Service Commission  \nInternational Labour Organization  \nInternational Maritime Organization  \nInternational Telecommunication Union  \nJoint Inspection Unit  \nUnited Nations Development Programme  \nUnited Nations Population Fund  \nOffice of the United Nations High Commissioner for Refugees  \nUnited Nations Children’s Fund  \nUnited Nations Industrial Development Organization  \nUnited Nations Office for Project Services  \nUniversal Postal Union  \nWorld Food Programme  \nWorld Health Organization  \nWorld Meteorological Organization  \nWorld Tourism Organization  \nGLOSSARY  \nEnterprise resource planning  \nEnterprise resource planning (ERP) systems are software packages composed of several modules, such as human resources, sales, finance and production, providing cross-organization integration of data through embedded business processes. These software packages can be customized to cater to the specific needs of an organization. During the 1990s, ERP systems became the de facto standard for replacement of legacy systems in large, and particularly in multinational, companies.1  \nIn-sourcing  \nIn this report, the term “in-sourcing” has been used to differentiate between external (to the United Nations system) outsourcing and internal outsourcing. In this report, in-sourcing is used to refer to the provision of services by organizations belonging to and within the United Nations system.  \nOffshoring  \nOffshoring means relocating non-core activities to low-cost areas while maintaining the activity within the organization. Back-office and support functions, such as payroll processing, helpdesks, staff records data entry, etc., are performed by the organization’s own staff but in areas where operating costs are significantly lower than the average for the organization.  \nOutsourcing  \nOutsourcing means to seek resources outside an organizational structure, usually to save money and/or exploit the skills of another entity. Typically used in the business world, outsourcing oft","cbCaiokHrW3FlvMk","https://ap.wps.com/l/cbCaiokHrW3FlvMk","pdf",366742,"English","# INTRODUCTION\n## I. TECHNICAL FEASIBILITY\n## II. TIME FRAME\n## III. SAVINGS AND BENEFITS\n## IV. STRATEGY AND GOVERNANCE\n## V. STRENGTHENING UNITED NATIONS SYSTEM COOPERATION\n## Annex","[{\"question\":\"What is the main objective of the report?\",\"answer\":\"To address significant financial savings that could accrue to United Nations organizations and Member States through establishing a common payroll.\"},{\"question\":\"Which areas does the report analyze to support a common payroll?\",\"answer\":\"It examines technical feasibility, the time frame for implementation, savings and benefits (including qualitative and non-quantifiable ones), and strategy and governance.\"},{\"question\":\"What does the report emphasize regarding cooperation within the United Nations system?\",\"answer\":\"It focuses on strengthening United Nations system cooperation as part of the overall approach for successful implementation.\"}]","A COMMON PAYROLL FOR UNITED NATIONS SYSTEM ORGANIZATIONS - United Nations document 2005 | PDF",1789261274,6]