Management This chapter provides an overview of the efforts of UN Human Rights to ensure its decision-making, planning, monitoring and evaluation processes operate at high standard and includes examples of results achieved under the Office’s eight global management outputs (GMOs). Decision-making 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 decision-making takes place through two bodies, namely, the Senior Management Team (SMT) and the Programme and Budget Review Board (PBRB), which meet regularly to make recommendations to the High Commissioner on office-wide policies, operating procedures, programmes and resource allocations. In addition, the Policy Advisory Group (PAG) constitutes a forum for senior managers to exchange views and provide recommendations to SMT on a variety of topics related to policy and management. Accountability of these bodies was reinforced in 2017 by introduction of systematic monitoring of the implementation of their decisions. Introduction of electronic review, as an alternative to in-person meetings, also helped to improve timeliness in addressing urgent matters. The PAG’s terms of reference and meeting format were adjusted after review to strengthen its relevance, collegiality and link with other governance bodies. “48. The Office has introduced a common framework for the planning and reporting of its activities that has created coherence among its broad mandate, thematic priorities and field presences. Its programming cycle, which comprises OHCHR-wide strategic planning and monitoring, uses three main tools: workplans, country notes and endof-year reports. Clear guidelines have been developed for all of those tools. All of the 17 field presences reviewed had logical frameworks, most of which (14) were assessed as being of high quality. Some of the constructive features noted in such frameworks included clear and explicit links between resources, activities, outputs and expected ac- 66 UN HUMAN RIGHTS REPORT 2017 Based on advice received from PAG, in 2017, SMT approved new standard operating procedures (SOPs), including to facilitate field mission travel for staff members with disabilities and the classification and declassification of documents. SMT also adopted policy positions on, for example, engagement with the business sector and on peace and security architecture. SMT endorsed the recommendations of a staff task force on strengthening diversity, which are now being implemented and led to the development of the UN Human Rights Dignity@Work Policy. It also approved the recommendations of an internal review to strengthen the efficiency and effectiveness of trust funds managed by UN Human Rights. The review of the outcomes of a survey conducted by the Staff Committee on the staff members’ perception about the Office led to the implementation of a series of actions to address staff concerns. Moreover, SMT discussed and undertook key decisions in terms of thematic priorities, country engagement and organizational effectiveness outcomes related to the planning cycle for 2018-2021. Guidance provided and budgetary decisions made by PBRB contributed to the Office’s judicious management of its resources and its enhanced fiscal responsibility. In 2017, the income of UN Human Rights exceeded its expenditures for the second time since 2010. complishments and their alignment with broader organizational thematic priorities… In addition, of the staff members interviewed who discussed programme planning processes in OHCHR, most were of the opinion that such processes had improved, because all field offices now planned against a global set of expected accomplishments and results. They also assessed the performance monitoring system as a generally good planning and programming tool.” Evaluation of the Office of the United Nations High Commissioner for Human Rights, Report of the Office of Internal Oversight Services (E/AC.51/2017/9)