MANAGEMENT MANAGEMENT This chapter provides an overview of the efforts of UN Human Rights to ensure its decision-making, planning, management and evaluation processes operate at a high standard. It includes highlights of results achieved under UN Human Rights’ nine Organizational Effectiveness Action Plans (OEAPs). Decision-making and accountability framework (PAG), chaired by Directors on a rotational basis, is an additional forum for senior managers to exchange views. It provides recommendations to the SMT on critical policy- and management-related matters. EXTERNAL TO UN HUMAN RIGHTS In 2018, the SMT met on nine occasions and, taking advice from the PAG, approved a number of new standard operating procedures (SOP) (i.e. for donor relations and resource mobilization, classified and declassified documents) and adopted Office-wide engagement with non-State armed groups and de facto authorities and on reasonable accommodation for staff with disabilities. The SMT also discussed the position of UN Human Rights on a number of human rights issues, including climate change and migration, and examined the work of internal task forces established in October by the High Commissioner on Economic, Social and Cultural Rights (ESCR), on the SDGs and on prevention. These task forces identified gaps in capacity and information management, and developed recommendations for adjustments to programme implementation. Next steps are underway to integrate the arising activities into the 2018-2021 OHCHR Management Plan (OMP). In cooperation with the PBRB, the SMT also adopted the UN Human Rights field deployment strategy and analysed budget allocations to the human rights mechanisms. Overall, the SMT provided the High Commissioner with a clear overview of critical operations and ensured a more strategic positioning of UN Human Rights within the UN System and with Member States and other partners. Mandated by General Assembly resolution 48/141, UN Human Rights is a department of the United Nations Secretariat. It does not have its own executive board but is directly accountable to the SecretaryGeneral and the General Assembly. The High Commissioner for Human Rights is the United Nations principal independent human rights official being appointed by the UN General Assembly for a fixed term of four years, with the possibility of one renewal for another fixed term of four years. UN Human Rights is led by the High Commissioner for Human Rights, with the support of the Deputy High Commissioner and the Assistant Secretary-General for Human Rights, who is based in New York. INTERNAL TO UN HUMAN RIGHTS Office-wide decision-making takes place through the Senior Management Team (SMT) chaired by the High Commissioner and the Programme and Budget Review Board (PBRB) chaired by the Deputy High Commissioner. These bodies meet regularly to make recommendations to the High Commissioner on policies, operating procedures, programme and resource allocations. The Policy Advisory Group 56 UN HUMAN RIGHTS REPORT 2018 In the course of 2018, through its monthly and virtual meetings, the PBRB reviewed more than 55 fundraising/fund allocation proposals submitted by Divisions, for programme activities under their annual workplans, to ensure that those proposals were in line with the Office’s overall strategic direction. Exercising its financial and income monitoring functions, the PBRB ensured fiscal responsibility in the allocation and management of human and financial resources under the Office’s programme. Results of independent evaluations and programme reviews, and thematic analyses of implementation of planned activities, were regularly presented to the PBRB to inform its strategic and programmatic decision-making. The PAG met 28 times throughout the year on a variety of thematic issues, including digital governance, the SDGs, climate change, emergency response, disability, LGBTI persons and the human rights treaty bodies. The group also received country/regional briefings on Afghanistan, Asia, Europe, the Pacific and Somalia; and discussed proposed strategic partnerships with the African Union and the European Union, and strengthened engagement with the business sector. These discussions ensured that proposals were informed by perspectives from across the office before being presented to the SMT. In 2018, the terms of reference of the PAG were revised to improve its effectiveness and responsiveness. A more management-oriented “extended” PAG was also introduced to provide a regular management and organizational matters forum for managers of four or more staff. The extended PAG considered matters related to the Secretary-General‘s reforms; gender parity; the Office Dignity@Work policy; branding, and reasonable accommodation for staff with disabilities. It helped strengthen the capacity of managers to apply coherently both Secretariat-wide and Office-specific policies which in turn enhanced organizational effectiveness. Results-Based Management PLANNING UN Human Rights work is guided by the OHCHR Management Plan (OMP) that is firmly situated under the SecretaryGeneral’s strategic framework 2018-2019. It integrates the mandates given to UN Human Rights by United Nations intergovernmental bodies and engages the High Commissioner’s overarching mandate to promote and protect all human rights for all. In 2018, UN Human Rights transitioned into its new OMP 2018-2021, which was launched in June with printed versions available in all six UN languages. A longer version which includes more detailed results, the programmes of all field presences in all regions, and key targets is available online in English. The OMP positions the work of UN Human Rights under its ongoing thematic “Pillars”: Support for the international human rights mechanisms; Mainstreaming human rights within development and within peace and security efforts; and Advancement of the core human rights principles of non-discrimination, accountability and participation. To maintain relevance in a changing world, UN Human Rights also introduced “Shifts” under the Pillars in order to strengthen its work to prevent conflict, violence and insecurity; help expand civic space; broaden the global constituency for human rights; and further explore emerging human rights concerns (frontier issues) in the context of climate change, corruption, inequalities, people on the move and UN HUMAN RIGHTS REPORT 2018 57