MANAGEMENT digital space and emerging technologies. This new roadmap is anchored in the 2030 Sustainable Development Agenda and has a particular focus on the Agenda’s human rights-based commitment to “Leave No One Behind”. The OMP also shines a human rights “spotlight” on women, persons with disabilities and young people. The OMP leads to a strong results framework with risk management, introduced in 2018, as an integral component of programme management. MONITORING Monitoring of the UN Human Rights performance against the targets set by the OMP takes place through the Performance Monitoring System; a tailor-made online tool that facilitates planning, monitoring and reporting on a common set of office-wide results in line with results-based management principles and standards. As the 2018-2021 OMP introduces a new results framework, the Performance Monitoring System was also updated. In 2018, key performance indicators reflect the utility of the Performance Monitoring System: • More than 570 unique users accessed the system; • Over 11,500 sessions by users with editing rights; • Over 95 per cent of user support requests addressed within 3 hours; • Less than 1 per cent downtime throughout 2018. 58 UN HUMAN RIGHTS REPORT 2018 MANAGEMENT EVALUATION MOPAN ASSESSMENT HIGHLIGHTS SIGNIFICANT PROGRESS IN ORGANIZATIONAL PERFORMANCE The Multilateral Organization Performance Assessment Network (MOPAN), composed of 18 governments, assesses the performance of multilateral organizations. Its mission is to support its members in assessing the effectiveness of multilateral organizations that receive development and humanitarian funding. Together, the members of MOPAN provide 95 per cent of all Official Development Assistance (ODA) to multilateral organizations. MOPAN assessed UN Human Rights during 2017-2018. The assessment proved to be of great value for UN Human Rights, offering recommendations for strengthening its capacity to provide the best possible support to those whom it serves. The report analysed the strengths of UN Human Rights, as well as the opportunities and challenges it faces in fulfilling the High Commissioner’s mandate. The assessment concluded that: “During the period under review, but especially compared with the situation in 2008, the Office has come a long way, despite the fact that its relatively limited resources are constantly stretched – across functions, themes and regions. Today, human rights violations are on the rise, and the fundamental principles that underpin their universality, indivisibility, interdependency and interrelations are being contested by UN Member States themselves. Furthermore, the gap between OHCHR’s mandate and resourcing is increasing, and funding is becoming less predictable. Nonetheless, OHCHR’s organizational performance has, paradoxically, never been better.” (…) “The relatively small Office of the High Commissioner is punching above its weight. This situation was created by the combination of (1) a corporate culture that sees as its mission to protect rights-holders, to set ambitious goals and targets for itself and to weather the storm if necessary, and (2) its dynamic inspirational leadership. However, when the Office’s mandate and its own ambitions do not keep pace with its financial and human resources, and partners are unwilling or unable to engage more heavily themselves, this raises pertinent questions about the Office’s future sustainability.” Full assessment of OHCHR is available at: http://www.mopanonline.org/ assessments/ohchr2017-18/index.htm During 2018, the UN Human Rights evaluation unit managed an unprecedented 10 evaluations and evaluative exercises, including thematic evaluations, programme and project evaluations and reviews at headquarters and in the field, and management reviews of field presences. A number of assessments initiated in 2017 were finalized in 2018, including an evaluation of UN Human Rights support for the conformity of legislation with international standards; an evaluation of the country programme in Honduras and the review of a technical cooperation project in Nigeria. United Nations Development Assistance Frameworks (UNDAFs) using a gender lens. It also initiated a peer learning exchange for reporting on the UN Systemwide Action Plan on Gender Equality and the Empowerment of Women (UN-SWAP) evaluation indicator within the framework of the Working Group’s workplan for 2018-2019. Follow-up on the implementation of the recommendations stemming from the evaluations is a PBRB responsibility and managers are requested to submit updates on this every six months. The Evaluation Plan under the new OMP 2018-2021 was also approved and its implementation initiated with: management reviews of the country programmes of offices based in Yaoundé and Seoul; a review of the Dignity@Work Contacts Network; the planning and preparation of evaluations of the Uganda country programme, the Doha-based Training and Documentation Centre for South-West Asia and the Arab Region; and a thematic evaluation of the implementation of results-based management in UN Human Rights that will be concluded in 2019. Support was also provided to the Multilateral Organization Performance Assessment Network (MOPAN) assessment of UN Human Rights; the Office of Internal Oversight Services (OIOS) evaluation of the effectiveness of human rights monitoring, reporting and follow-up in the United Nations multi-dimensional peacekeeping operations; the OIOS evaluation of UN system-wide support to the implementation of the 2030 Agenda for Sustainable Development and for the OIOS biennial report of the evaluation function. The UN Evaluation Group’s Working Group on human rights and gender equality, which was co-convened by UN Human Rights, began its preparations for a meta-analysis of UN HUMAN RIGHTS REPORT 2018 59