MANAGEMENT which resulted in the release of various recommendations. Action plans for their realization are being implemented. These plans are monitored every six months and their updates are regularly submitted to PBRB to ensure that the recommendations from evaluations are used for strategic decision-making. Furthermore, the results of all evaluations and audits conducted during the programming cycle provided an important input for the formulation of the Office’s Management Plan for 2018-2021. Change Initiative Due to time constraints, the Fifth Committee of the General Assembly was unable to conclude its consideration of the UN Human Rights regional restructuring proposal at the end of 2017. The discussion therefore continued at the General Assembly’s first resumed session, in spring 2018. At that session, the Office presented an updated report consolidating the details that were provided to the Fifth Committee during their previous deliberations on the issue. Despite the fact that the proposal entailed no additional costs and involved only a simple redistribution of existing resources in order to use them more effectively, the Committee was unable to reach agreement that it could proceed. The Committee’s decision was a formal request that the Secretary-General consider submitting a new proposal to the General Assembly at its 74th session in 2019, if necessary. function. Evaluation and audit outcomes and recommendations were fed into the decisions of the governance bodies, particularly PBRB. This has helped achieve a rate of implementation of over 85 per cent of critical and important audit recommendations. As a result of an investment in training at the beginning of the cycle, staff members from the Office have substantially improved their knowledge about results-based management. In addition, a more efficient decisionmaking system has been established through the strengthened accountability of governance bodies (PAG, SMT and PBRB) and the implementation of additional working methods, such as fast-tracked electronic project reviews. Finally, all projects and plans were reviewed by PBRB on the basis of their current and potential contributions to the Office’s planned results for 2014-2017. In 2017 alone, a total of 94 per cent of the outputs planned for this GMO were fully or substantially achieved, as evidenced in the examples below. uu uu Global Management Outputs uu Global Management Outputs describe the managerial improvements that UN Human Rights commits to achieve to support the effective delivery of its planned thematic results. From 2014 to 2017, significant progress was accomplished in relation to the eight GMOs outlined below. GMO 1: Strategic decisions are made in line with results-based management principles and are implemented in a timely manner During the 2014-2017 programme cycle, the basis for strategic decision-making was significantly enhanced, including through the strengthening of the evaluation 68 UN HUMAN RIGHTS REPORT 2017 The UN Human Rights Dignity@Work Policy entered into force, reaffirming the Office’s commitment to ensuring that all staff enjoy and actively promote diversity and dignity at work, free of any form of discrimination, abuse of authority and harassment, including sexual harassment. Moreover, a network of first-contact points was established, composed of a group of staff members trained to guide colleagues as to the full range of options that are available to them if they have concerns about prohibited conduct. In terms of performance assessment, all parts of the Office were required to report on their contributions to the OMP 2014-2017 results and to reflect on challenges and lessons learned. Data collection forms and an accompanying guidance note were developed to facilitate this. Information collected was analysed and shared with PBRB, enhancing accountability for results achieved. As noted above, in 2017, the Office embarked on an extensive exercise of reflection, consultation and analysis to help set out an evidence-based Management Plan for 2018 to 2021. The resulting Plan is built around six pillars reflecting UN Human Rights’ core mandate. Those pillars are: support for the international human rights mechanisms; mainstreaming of human rights in development, and in peace and security; accountability; participation; and non-discrimination. In addition, a number of “shift” areas were identified on which the Office will focus in order to adapt effectively to the changing external context. These include preventing conflict, violence and insecurity; protecting and expanding civic space; building a global constituency for human rights; and delivering human rights in the