A/HRC/13/26 Document and revised harmonized treaty-specific reporting guidelines; streamlining approaches to the issue of reservations; the production of “lists of issues” by all treaty bodies; and the standardization of technical terminology. The Inter-Committee Meetings have been of pivotal importance. At its tenth meeting in December 2009, the InterCommittee Meeting recommended that it should meet annually in reduced membership, while at the same time establishing thematic working groups composed of one expert per treaty body to discuss specific matters of common concern directed to harmonization of working methods. In recent statements to the Human Rights Council and the General Assembly, I have called on all stakeholders to develop proposals which could lead to a more rational, coherent, coordinated and effective human rights treaty body system. Treaty body experts are best placed to initiate such proposals, which should achieve the required balance between the specificity of tasks and coherence of outcome. VII. The High Commissioner’s Strategic Management Plan 2010– 2011 56. In January 2010, OHCHR’s third Strategic Management Plan (SMP), setting out the expected accomplishments and operational strategy for the 2010–2011 biennium, was launched. SMP is based on Programme 19 of the Secretary-General’s Strategic Framework. Reviewed and approved every two years by the General Assembly, the Strategic Framework establishes the goals and strategic priorities of the United Nations human rights programme, including OHCHR’s mandated tasks, and forms the basis of its request for regular budget resources. Complementing this approach, the SMP presents synchronized planning, implementation, and evaluation processes, providing OHCHR with the detailed operational plan and the management tool required to translate the Strategic Framework into action. In November and December 2009, OHCHR provided briefings for Member States in Geneva and New York, and civil society organizations, on the 2010–2011 SMP. 57. In an effort to sharpen our operational focus, the SMP identifies six substantive human rights priorities, which encompass the work carried out at Headquarters and in the field. These are: (a) countering discrimination, in particular racial discrimination, discrimination on the grounds of sex and against others who are marginalized; (b) pursuing economic, social and cultural rights and combating inequalities and poverty, including in the context of the economic, food and climate crises; (c) ensuring the realization of human rights in the context of migration; (d) combating impunity and strengthening accountability, the rule of law, and democratic societies; (e) protecting human rights in situations of armed conflict, violence and insecurity; and (f) strengthening international human rights mechanisms and the progressive development of international human rights law. Detailed strategies have been developed in respect of each of these priorities, taking into account OHCHR’s expertise, experience and capacity to add value to the work of the United Nations system as a whole. VIII. Conclusion 58. During 2009, OHCHR capitalized on the growth and consolidation of previous years. With the Human Rights Council and the universal periodic review in full operation, a dynamic system of support to special procedures and human rights treaty bodies in place, a high quality of expertise on substantive issues available in-house and the existence of a stronger field presence, the Office’s achievements are impressive. 59. The entry into force of several new international human rights treaties, resulting in the creation of new treaty bodies, as well as further developments in the GE.09-17604 15