MANAGEMENT LESSONS LEARNED RBM is about developing a culture of results. A key component of developing a culture of results is to recognize the actions that promote learning from experience. Compiling, systematizing and disseminating good practices and lessons learned supports more effectiveness in programme implementation because it allows effective programmes to be replicated with the knowledge and experience of others. The 2018-2021 OMP is based on robust contextual analysis and broad consultations with many different stakeholders, drawing on achievements and lessons learned, including from internal reviews, external evaluations and audits. The MOPAN assessment, which was published in April, rated the uptake of lessons learned and good practices from evaluations and other reports as an area of improvement. UN Human Rights stepped up its efforts to capture and share good practices and lessons learned. For example, during the consultation process of the virtual planning month, which was launched as part of the preparations for the 2020 AWPs, all teams reflected on the lessons learned (what worked and what did not) that would require a change in their strategy for programme implementation. In 2019, the Task Forces on SDGs, prevention and ESCR, established by the High Commissioner to expand work in these three critical areas, produced essential analysis and recommendations. The Surge Initiative confirmed that while there is limited knowledge about the opportunities that are available for human rights implementation in the 2030 Agenda, there is considerable interest among field presences to operationalize the pledge of “Leaving No One Behind;” link UN human rights reviews and SDG 66 UN HUMAN RIGHTS REPORT 2019 reporting and accountability; invest in the new Common Country Analysis and UNSDCF; and do more related to data disaggregation. Amid rising inequalities, field presences responded positively to specialized and technical advice to work on economic and other inequalities and their impact on the enjoyment of economic, social and other human rights. One of the objectives of the evaluations that UN Human Rights conducted in 2019 was to produce useful lessons learned and good practices that illustrate successful and unsuccessful strategies. For example, the Independent Evaluation of the Implementation of Results-Based Management at UN Human Rights identified lessons learned and good practices in the implementation of the RBM approach. The evaluation report concluded that UN Human Rights’ investment in RBM had paid off and had positioned it in a far better position than it was in 10 years ago, both in terms of knowing what it is contributing to and why and its capacity to communicate this to others. At the same time, UN Human Rights placed more emphasis on accountability than on the learning component of RBM. Lessons learned exercises were also undertaken in the context of UN Human Rights country engagement. For example, in a follow-up to a lessons learned exercise on the response to the Honduras crisis, UN Human Rights developed new standard operating procedures on its preparedness and response. In another example, a lessons learned workshop was jointly organized by UN Human Rights and the Department of Peace Operations regarding cooperation between UN Human Rights and military components of peace operations. This also provided an important opportunity to reflect on the potential for collaboration between the two UN departments to promote and protect human rights. The identified good practices and lessons learned will be used to update the UN Handbook on integrating human rights into the work of UN military components. Furthermore, identifying and applying lessons learned was integral to the 2019 Mid-Year and End-of-Year Reviews. In some cases, the Mid-Year Reviews revealed that adjustments to country or regional programmes were required. This was taken up during the preparation of the 2020 AWPs. Finally, substantial programmatic analysis and discussions fed into the programmatic guidance for the AWP 2020 process.