MANAGEMENT PBRB’s monthly monitoring of the Office’s financial and programmatic implementation and its decision to establish an expenditure cap for the year contributed to this achievement. Planning In 2017, the Office worked to articulate its strategic direction for the next four years under the Human Rights Programme of the Secretary-General’s Strategic Framework. Compared to previous planning processes, UN Human Rights expanded consultations with external stakeholders and invested in a forecast exercise and an analysis of trends impacting on human rights. From January to May, the Office gathered technical information, reviewed the findings of independent evaluations and audits, and worked to open up the space with internal and external stakeholders for greater creative and innovative thinking. Consultations were held at country, regional and headquarters levels, involving Member States, the UN system and civil society. More than 140 external stakeholders participated in regional consultations (held in Addis Ababa, Bangkok, Beirut, Brussels and Panama), while 900 responses were generated by an online survey. Over 300 staff members also participated in the consultations. The findings were systematized for consideration by senior management at a leadership retreat. The results then formed the basis for a global UN Human Rights meeting, in July, attended by Heads of fields offices and staff from New York and Geneva. The meeting fleshed out the key building blocks for the new Management Plan for 2018-2021. From July to December, the Office took steps to define and draft its Thematic (pillar) Strategies, Country and Subregional Programmes and Organizational Effectiveness Action Plans. Monitoring The Office continued to regularly monitor the implementation of its Management Plan 2014-2017 through its Performance Monitoring System. For instance, the analysis of information collected through the System was used by PBRB on the occasion of the mid-year review of programme implementation. Furthermore, data collection forms were developed to facilitate the reporting on the achievement of indicators at the end of the 2014-2017 programming cycle. A guidance note on the use of these forms was developed, enabling a consistent and comprehensive assessment of the indicators in the context of the end of programme cycle report exercise. “Among the sample of organizations reviewed, OHCHR presented an interesting case of adaptation in the face of structural challenges posed by its institutional location. […] the organization [developed] a parallel system, including a web-based results portal for its four-year strategic plan, that better responds to the organization’s needs and is better aligned with results-based management practices, as it sought to increase its credibility and transparency for increased funding and to enhance its response to emerging demands emanating from its mandate.” Results-based management in the United Nations development system: Analysis of progress and policy effectiveness, Report of the Joint Inspection Unit (JIU/REP/2017/6) Evaluation Implementing its Evaluation Plan for 2014-2017, UN Human Rights finalized an evaluation of the Regional Gender Advisers Structure and began an evaluation of the Office’s support for the enacting of Legislation in Conformity with International Standards. Evaluations were also conducted in relation to the Regional Office for South-East Asia, the Country Programme for Honduras and the Maya Programme in Guatemala. During the year, the Office supported the evaluation by the Office of Internal Oversight Services of human rights protection in peacekeeping operations and the assessment of UN Human Rights by the Multilateral Organization Performance Assessment Network, which started later in the year. In order to enhance the Office’s capacity in this area, a number of tools and guidelines to support the management, undertaking and follow-up of evaluations have been developed. This guidance complements training on evaluation issues that is offered to staff as part of a series of results-based management (RBM) capacity-building activities and the participation of staff in evaluation processes as members of internal review teams, reference groups and the network of evaluation focal points. In previous years, evaluations were undertaken of the support provided by UN Human Rights to national human rights institutions, the Regional Office for Central Asia and the Country Programme Review for Mexico, UN HUMAN RIGHTS REPORT 2017 67