Lessons 1.34 Investment of time in a comprehensive baseline study can be cost effective in the long run, rather than a programme spending many resources to correct gaps in project design. The programme could have avoided the risks posed by the design through investing at the outset of the programme in a 3 month baseline study vs. three years of corrective action. 1.35 Communication of national programme goals can help in distribution of resources, build blocks in inter government and CSO relations, and guide implementation with better understanding of the overall picture and each individual agency?s contribution to it. It is for this reason that national governments share their strategies with the nation - for all to understand what is at stake. 1.36 The mandates, powers, and authorities of the PUNO may be an obstacle for genuine realisation of outcome 5. Many lessons were offered by the numerous UNJPs implemented by UN Agencies worldwide. Success comes when individuals in coordinating roles are able to navigate the politics of individual agencies to effectively deliver the goals of ONE UN. Uganda, with 8 UNJPs, offers many lessons for the UNJPGE Coordinating Team in their achievement of Outcome 5. 1.37 The UNJPGE remained a high level programme focussed towards Kampala stakeholders. There is need to strengthen institutions in the districts through resourcing of local government institutions and institutional capacity building of CBOs. Success stories and lessons in coordination at community levels should be shared to support the role of those coordination agencies that support provision of services to GBV survivors especially on referral systems and centralized data collection to improve programme efficiencies at community level. More forums were needed to engage and capture voices of beneficiaries of the programme. 1.38 Programme visibility plays out differently at national and district levels. At national level, the programme participants engaged in the various activities and management structures can speak to the over-arching goal and outcome; the same could not be said for the district level participants. There is lack of understanding of the goals and outcomes of the national UNJPGE. The programme is compromised by lack of visibility at all levels of operation. The programme strategy of integration is commendable; however, the programme could have avoided the information gaps by sharing the goals of the programme to enable all programme participants to have common understanding in order to facilitate better management and contribution to the overall picture. 1.39 Pilot projects and small scale interventions meant to benefit the whole country tend to remain confined to the target areas due to lack of planning for scale up. The UNJPGE implemented in 10 out of over 100 districts can facilitate the roll out of lessons and good practices from its initiatives to the rest of the country. This can only be done where IPs recognise the potential for replication and documentation of those initiatives that can be scaled up or replicated outside of the 10 districts. 1.40 The multiple stakeholder approach to SGBV creates numerous channels for survivors to access services and creates user-friendly spaces for women and children, men and boys who face human rights violations. The UNJPGE can contribute to central data collection and management through coordinated approach to reporting given the limitations in the central data collection system. 1.41 The intensified training of health workers at both national level and district level on clinical management of survivors of rape has contributed to the improved health care. It has also caused a policy consideration of developing service standards and guidelines for delivery of forensic services in health and management of SGBV cases. This training and supervision has also involved the university departments of Forensic Medicine and Obstetrics and Gynaecology as well as Mulago hospital as a national referral hospital. This initiative provides indicators of sustainability that the programme can leverage. Lessons on knowledge management have shown it goes beyond information technology, ¬¬¬-document management, and building information portals. MoGLSD has taken key steps in establishing these and it should translate into value addition through leveraging the improved human capital and strengthened institutional capability to deliver quality public service on gender in Uganda.