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MSFP_C&KMS-FINAL_DRAFT_01.12.2015

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Kishor Pradhan, MA, DMC, CKM

This document outlines a Communication and Knowledge Management Strategy (C&KMS) for the Multi-Stakeholder Forestry Programme (MSFP) in Nepal. The strategy aims to ensure transparent knowledge sharing and two-way communication among MSFP stakeholders, manage knowledge based on learning and evidence, and uphold accountability and transparency. Key elements of the strategy include establishing dedicated communication roles, restructuring the MSFP website, producing an annual report, engaging with media, and developing a knowledge management system. The strategy also defines key messages tailored to MSFP outcomes and target audiences. Progress will be monitored based on indicators such as number of meetings held, website analytics, and reports produced.

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FINAL DRAFT/01/12/2015 Communication and Knowledge Management Strategy MULTI-STAKEHOLDER FORESTRY PROGRAMME October 2015 Kathmandu, Nepal
Page 1 of 18 Table ofContent Acronyms ............................................................................................................................................. 2 1. Introduction.....................................................................................................................................3 2. Guiding Framework ......................................................................................................................... 3 3. Goal and Objectives of the Strategy.................................................................................................4 4. Strategies ........................................................................................................................................4 5. MSFP Communication and Knowledge Management Strategy ......................................................... 6 6. Key Messages..................................................................................................................................9 7. Monitoring and Evaluation............................................................................................................. 10 8. Overall MSFP C&KMS Roll Out Action Plan and Estimated Budget (for 6 years) ............................ 11 9. Style Guide for Communication and Knowledge Products ............................................................. 12 Annex 1: Background, Methodology and Situation Analysis…………………………………………………..…..14 Annex 2: MSFP Publication Style Guide Figure 1: Conceptual Flow Chart ofC&KMS……………………………………………………………………….…5
Page 2 of 18 Acronyms C&KMP Communication and Knowledge ManagementPersonnel C&KMS Communication and Knowledge ManagementStrategy COFSUN Community-based Forestry SupportNetwork CPCO Cluster Programme Coordination Office DBS Data Base System DFID United Kingdom Departmentfor International Development DFO District ForestOffice FUG ForestUser Group I/NGO International and National Non GovernmentOrganization IA Implementing Agency KMS Knowledge ManagementSystem LPNGO Local Partner Non-governmentOrganization MFSC Ministry ofForestand Soil Conservation MIS ManagementInformation System MSFP Multi-stakeholder Forestry Programme MSSC Multi-stakeholder Steering Committee NEFEJ Nepal Forum for Environmental Journalist PCO Programme Coordination Office PNGO Partner Non-GovernmentOrganization SDC Swiss Agency for Developmentand Cooperation SSU Services SupportUnit
Page 3 of 18 1. Introduction 1.1 Though MSFP has developed a draftCommunication and Knowledge ManagementStrategy (June 2015) that is being used as a broad guideline for documentation and dissemination ofknowledge inside and outside MSFP. The MSFP Mid Term Review (MTR) that took place in August2015 had stressed for a comprehensive Communication and Knowledge ManagementStrategy (C&KMS) as one ofthe key tools to address issues ofMSFP visibility, as well as to manage knowledge products while maintaining healthy work relations with its stakeholders. 1.2 Additionally, the programme is now in its final year ofthe initial phase and needs to documentand disseminate its achievements and evidences,as well as learning based knowledge and information to wider stakeholders — global, national, regional, and local level. 1.3 MSFP requires to give coherently explicitkey messages in the wider contextofthe forestry sector and given the completion ofthe transition phase shortly (in the next 9 months, October 2015 – July 2016) and to steer into the succeeding phase or the implementation phase, and to fulfill the demand for learning and evidences. 1.4 Key messages require to be formulated in line with the four MSFP outcomes and key results and specific to the internal and external target audiences, tied to the goal and objectives ofthe C&KMS. 1.5 In this context, MSFP Services SupportUnit (SSU) contracted DevelopmentKnowledge Managementand Innovation Services Private limited (DeKMIS) to produce this C&KMS.1 2. Guiding Framework 2.1 The MSFP communication and knowledge managementactivities should be aligned to and based on the four outcomes and key results. 2.2 The MSFP should undertake communication and knowledge management to supporttransparency and good governance. 2.3 The MSFP’s communication and knowledge managementshould clearly and specifically target its multiple stakeholders. 2.4 Learning and evidence based knowledge management is key to effective communication. 2.5 The MSFP should undertake communication and knowledge managementactivities to uphold upward and downward accountability to its multiple stakeholders and to maintain transparency. 2.6 Access to information is a right and poor and disadvantaged people can be empowered by access to information. 2.7 Proactive communication aids in grievance managementand involvementofthird party can increase credibility ofprogramme communication. 1 See Annex 1 for detail Background, Methodology and Situation Analysis for developing the C&KMS.
Page 4 of 18 2.8 The target audience ofMSFP C&KMS can be overlapping as for example a donor can be both an internal and external target audience. Generically the targetaudience ofMSFP can be categorized as: i) Internal Target Audience such as the SSU, PCO, MSSC, Donors, IAs, LPNGOs; and ii) External Target Audience such as FUGs, MFSC, Parliamentary Environment Committee (policy- makers), other governmentdepartments and line agencies, other donors (who are notsupporting MSFP), media, civil society and general public. 3. Goaland Objectives ofthe Strategy 3.1 The overall goal is to aid good governance and thereby support the achievements ofthe MSFP’s outcomes and results. 3.2 Specific objectives are:  To ensure transparent, participatory knowledge managementand two-way communication among the MSFP stakeholders (both internal and external);  To manage knowledge in terms oflearning and evidences, and communicate effectively and coherently with key messages with the outcome specific multiple stakeholders; and  To uphold upward and downward accountability and transparency of MSFP beyond it’s immediate stakeholders and maintain transparent and accountable public relation. 4. Strategies Strategies as per the draft MSFP C&KMS are to:  Promote good governance with dynamic and transparent flow of information;  Promote accountability respecting the rightofinformation by all the stakeholders;  Balanced and evidence based information generation and management;  Proactive communication from programme;  Engage in public dialogue and maintain good public relation; and  Promote culture of learning and sharing, thereby improve effectiveness ofinterventions. See Figure 1 for the conceptual flow chart ofthe C&KMS.
Page 5 of 18 Figure 1: Conceptual Flow Chart of the C&KMS GOAL The overall goal is to aid good governance and thereby supportthe achievements of the MSFP’s outcomes and results. SPECIFIC OBJECTIVES  To ensure transparent, participatory knowledge managementand two-way communication among the MSFP stakeholders (both internal and external);  To manage knowledge in terms oflearning and evidences, and communicate effectively and coherently with key messages with the outcome specific multiple stakeholders; and  To uphold upward and downward accountability and transparency of MSFP beyond it’s immediate stakeholders and maintain transparent and accountable public relation. MSFP C&KM STRATEGIES  Promote good governance with dynamic and transparent flow of information;  Promote accountability with respecting rightofinformation by all the stakeholders;  Balanced and evidence based information generation and management;  Proactive communication from programme;  Engage in public dialogue and maintain good public relation; and  Promote culture of learning and sharing and thereby improve effectiveness of interventions. Target Audience + Interventions/Actions + Means/Tools + Responsibility/Partnership Monitoring and evaluation of the implementation of the MSFP C&KMS MSFP LEARNING AND EVIDENCES (defining, standardizing and packaging in communication and knowledge activities/products) (Integrating Key Messages)
Page 6 of 18 5. MSFP Communication andKnowledge ManagementStrategy Basing on the above-mentioned C&KMS’s goal and objectives, strategies, and integrating them with the target audiences, interventions/actions,means/tools and responsibilities/partnerships the consolidated C&KMS was developed as follows. Overall goal: Aid good governance and thereby support the achievements of the MSFP’s outcomes and results C&KMS Objectives Strategies Target Audience Interventions/Actions Means/Tools Responsibilities/ Partnerships 1. To ensure transparent, participatory knowledge managementand two-way communication among the MSFP stakeholders (both internal and external).  Promote culture of learning and sharing thereby improve effectiveness of interventions  Promote good governance with dynamic and transparent flow of information  MFSC  MSSC  Donors  SSU, PCO, DFOs, IAs, PNGOs  FUGs  Development agencies in Nepal (I/NGOs)/civil society  Media  General public 1. Dedicated human resource or outsourced capacity at MSFC SSU for internal and external communication and knowledge I 1. In-house recruitment of communication and knowledge managementpersonnel (C&KMP) or contracting a service provider  SSU, PCO, IAs  Partnership - Team Building/Event Management Facilitation Service Provider - Knowledge Managementand Communication Service Provider - Online Publishing Service Providers (website etc.) 2. Effective and result based periodic and regular meetings, and other spaces for dialogues between the MSFP stakeholders atthe national and district levels 2. Coordination meetings; staff meetings; programme meetings; IA meetings 3. Clearly defining the purpose and targetofthe newsletter and making the content MSFP outcome and result based, and publishing it both in English and Nepali 3. Internal meeting to discuss and ascertain the purpose ofthe newsletter; thematic and focal managers to provide inputs (content) regularly for the newsletter and either MSFP’s in-house C&KMP or contracting to outside service provider to standardize the template, contentand publications ofthe newsletter.
Page 7 of 18 4. MSFP’s Year Book or Annual Reportthat is published and made public 4. MSFP C&KMP with supportfrom external service provider for compiling, writing, designing and publishing 5. Restructuring the website and making is coherentand interactive, regularly updated, and bilingual (English and Nepali 5. MSFP C&KMP with supportfrom outside service provider with expertise in content managementand technical supportservice 6. Periodic and regular interaction with national and local level media 6. Press meetings/dialogues with editors, reporters, producers; regular press conference/press release 7. A central, integrated MSFP Management Information System (MIS) or, Database System (DBS), or Knowledge Management System (KMS) aligned to the M&E System and accessible through Intranet, Local Network System and online through the MSFP website. 7. Contract a service provider to develop the integrated management, database and knowledge managementsystem 2. To manage knowledge in terms of learning and evidences and communicate effectively and coherently with Balanced and evidence based knowledge generation and managementand communication  MFSC and other related ministries  MSSC  FUGs  DFO and 8. Periodic assessment of knowledge need ofthe targeted stakeholders and need specific knowledge managementand production with focus on learning and evidences on 8. In-house monitoring activities and contracting external service provider MSFP internal and stakeholders’ knowledge audit and need assessment  SSU, PCO, IAs  Partnership - Knowledge Managementand Communication Service Provider
Page 8 of 18 key messages with the outcome specific multiple stakeholders. other related government departments and line agencies  Donors  SSU, PCO, IAs, PNGOs  Development agencies in Nepal (I/NGOs)/civil society both process and content - Documenting, Editing and Publishing Service Provider - EventManagement Service Provider 9. More MSFP outcome and key resultbased knowledge management (learning and evidences) and products for specific multiple stakeholders such as for policy makers, FUGs, donors, entrepreneurs, private sector etc. such as policy briefs, and working papers 9. Contract external service provider to assess and manage the learning and evidences and package itas stakeholder specific communications and knowledge products 10. Participatory multi- stakeholder policy and public dialogue forum at national and local levels 10. Either MSFC or external service provider organize national and local (regional, district) level workshops/seminars/conferences 3. To uphold upward and downward accountability and transparency of MSFP beyond it’s immediate stakeholders and maintain transparent and accountable public relation.  Promote accountability respecting the rights of information by all the stakeholders  Engage in public dialogue and maintain good public opinion  Proactive communication from the MSFP  FUGs  General public  Media 11. Media, print, radio and TV outcome specific products such as investigative and feature media reports, radio and TV magazines and discussion programmes, Public Service Announcements 11. Print, radio and TV service provider  SSU, PCO, IAs  Partnership - Media Service Provider (national and local levels) - Campaign Organizing/Social Marketing Service Provider - Public Event Management Service Provider - Theater Group/Organization 12. Street theaters 12. MSFP C&KMP with support from Theatre Service Provider 13. Community media (wall magazines, posters etc.) 13. MSFP C&KMP with support from community media service provider 14. Public Hearing 14. MSFP C&KMP with supportfrom eventmanagementservice provider
Page 9 of 18 6. Key Messages Potential MSFP outcome wise key messages for internal and external specific targetaudiences are suggested as follows. Programme Outcomes Target Audience Key Messages 1. Developmentand implementation of forestry sector strategies, policies and plans through multi-stakeholder processes.  MFSC  Parliamentary EnvironmentCommittee (policy-makers)  Multi-stakeholder forestsector managementmechanism has improved the governance ofthe forestry sector.  MSFP has contributed to improving the coordination and relationship between the stakeholders.  MSFP supported the MFSC to produce the Forestry Sector Strategy (FSS). 2. Creating jobs and incomes in forestry through partnership with private sectors and other actors.  MFSC  Parliamentary EnvironmentCommittee  Private investors and entrepreneurs  FNCCI  Local chapters of FNCCI  Internal investors/NRNs  MSFP has given recognition to the private sector and provided space for them to participate.  In one year (July 2013 – July 2014) MSFP was able to create 5,633 jobs from forestbased enterprises (FBEs). 3. Supporting rural livelihoods — especially of the poor, women and disadvantaged and climate vulnerable people.  MFSC  Parliamentary EnvironmentCommittee  Donors/DevelopmentPartners  In one year (July 2013-July 2014) 24,936 poor and disadvantaged group (DAG) households accessed livelihood options and 54,669 households received supportand services for climate change adaptation through MSFP. 4. Sustainable forest management, biodiversity conservation, and climate resilience.  FUGs  MFSC  Parliamentary EnvironmentCommittee  In one year (July 2013-July 2014) under MSFP 694,461 hectares of forestis managed by 10,418 ForestUsers Groups (FUGs) including private forests, and active forestmanagement practiced in 5,910 hectares. The key messages are to be accordingly integrated into the C&KMS framework means/tools specific to programme’s outcome and C&KMS’ objectives and targeted audience.
Page 10 of 18 7. Monitoring and Evaluation Following generic log frame is suggested for monitoring the C&KMS implementation that can be tied with the MSFP outcome monitoring schedules. Overall goal: Aid good governance and thereby support the achievements of the MSFP’s outcomes and results. Objectives/Outcomes Outputs/Activities Means of Verifications/Indicators 1. To ensure transparent, participatory knowledge managementand two- way communication among the MSFP stakeholders (both internal and external).  Effective regular internal and external meetings focused on MSFP outcome based learning and evidences organized  Restructured MSFP website  MSFP Annual Reportpublished  Meeting minutes  Restructured website and it’s content analysis (in terms of quantity and quality, features etc. with specific indicators)  Number of Annual Reports produced and disseminated  MSFP progress reports 2. To manage knowledge in terms of learning and evidences and communicate effectively and coherently with key messages with the outcome specific multiple stakeholders.  MSFP outcome specific learning and knowledge products produced  MSFP outcome specific learning and knowledge communicated to targeted stakeholders  Number of outcome specific learning and knowledge products produced  Number of outcome specific learning and knowledge managementevents and communication with targeted stakeholders 3. To uphold upward and downward accountability and transparency of MSFP beyond it’s immediate stakeholders and maintain transparent and accountable public relation.  Restructured MSFP website  MSFP Annual Reportpublished  Public events (public hearing, participation and knowledge sharing in national and international events etc.)  Number and nature ofvisits to MSFP website (back end visitor statistics)  Number of Annual Reports produced and number and nature of dissemination  Number of public accountability events For the evaluation ofthe goal and objectives’ achievements by the implementation ofthe C&KM strategy, a periodic evaluation can be planned every six months or it can be tied with the MSFP outcome evaluation schedule.
Page 11 of 18 8. OverallMSFP C&KMS Roll OutAction Plan and Estimated Budget (for 6 years) Estimated generic budgetfor 6 year period (2016-2022) C&KMS’s objective/outcome and output/activity wise is as given below in US$. Objective/Outcome 1: To ensure transparent, participatory knowledge managementand two-way communication among the MSFP stakeholders (both internal and external). Outputs/Activities Y1 Y2 Y3 Y4 Y5 Y6 SubT 1. Restructuring the website 5,000 0 0 3,000 0 0 8,000 2. Maintaining/Updating the website 500 550 605 665 732 805 3,857 3. Annual Report compiling, editing and publishing (about 500 copies) 10,000 11,000 12,100 13,310 14,641 16,105 77,056 4. Interaction with media 5,000 5,500 6,050 6,655 7,321 8,053 38,579 5. MIS/KMS/Maintenance 15,000 6,000 6,000 6,000 6,000 6,000 45,000 Objective/Outcome 2: To manage knowledge in terms oflearning and evidences and communicate effectively and coherently with key messages with the outcome specific multiple stakeholders. Outputs/Activities Y1 Y2 Y3 Y4 Y5 Y6 SubT 5. Periodic multi- stakeholder (outcome based) knowledge management requirements assessment 2,500 0 2,750 0 3,025 0 8,275 6. Knowledge management(learning and evidence) products 10,000 11,000 12,100 13,310 14,630 18,288 79,328 7. Participatory multi- stakeholder policy and public dialogue forum at national and local levels 7,500 8,250 9,075 9,983 10,981 12,079 57,868 Objective/Outcome 3: To uphold upward and downward accountability and transparency ofMSFP beyond it’s immediate stakeholders. Outputs/Activities Y1 Y2 Y3 Y4 Y5 Y6 SubT 8. Print media 10,000 11,000 12,100 13,310 14,641 16,105 77,056 9. Radio 12,000 13,200 14,520 15,972 17,569 19,325 92,586 10. Television 25,000 27,500 30,250 33,275 36,603 40,263 192,891 11. Street theaters 5,000 7,500 10,000 12,500 15,000 20,000 70,000 12. Community media (wall magazine, posters/infographics etc.) 5,000 7,500 10,000 12,500 15,000 20,000 70,000 13. Public Hearing (1 each in 6 clusters) 18,000 21,000 24,000 27,000 30,000 33,000 153,000 TOTAL 130,500 130,000 149,550 167,480 186,143 210,023 973,496
Page 12 of 18 9. Style Guide for Communicationand Knowledge Products 9.1 MSFP under its programme implementation is required to produce and publish various print, audio visual (radio and TV) and online communication and knowledge products by itselfand by its partners (primarily the IAs and service providers). 9.2 In order to maintain consistency, branding, and copyright ofthe communication and knowledge products, MSFPis required to have a standard style guide. 9.3 Since MSFP through SSU has been managed by Swiss Agency for Developmentand Cooperation (SDC) as the lead donor agency,currentstyle guide standard for print publications ofMSFP was developed adhering to the style guide or template used by SDC. 9.4 The style guide already developed by MSFP for printpublications can be continued to be used with adherence to it made mandatory to IAs and service providers. See Annex 2. 9.5 In producing and publishing any communication and knowledge products (print, audio-visual, and online) under MSFP through IAs or service providers (NEFEJ, CONFSUN etc.) it should be clearly mentioned and adhered to in the partnership or service contract that the copyrightis retained by MSFP and due credit, copyrightand visibility ofMSFP maintained by using the standard MSFP logo/brand and disclaimers. 9.6 In the production and broadcast ofaudio-visual or TV products opening and closing credits and copyrightshould be maintained. See below for examples. 9.7 Opening Credit Style
Page 13 of 18 9.8 Closing and CopyrightStyle 9.9 For radio programmes a creditstatement like…“This radio programme is produced and broadcast under the MSFP… or supported by MSFP” needs to be inserted in the radio programs that are broadcast. The standard creditstatement can be finalized by discussing with the service provider for a particular radio programme. 9.10 Click and listen to the link below for a sample ofcreditstatement in radio programmes. http://www.equalaccess.org.np/gbv-psa/1784-gbv-psa-3 (Public Service Announcementon gender based violence in earthquake reliefwork issues supported by USAID
Page 14 of 18 Annex 1:Background, Methodologyand Situation Analysis 1. Background 1.1 Multi-Stakeholder Forestry Programme (MSFP) is a collaborative programme ofthe Governmentof Nepal (GoN) and three DevelopmentPartners (donors) — Governments ofFinland, Switzerland, and the United Kingdom. The programme builds on the achievements ofthe pasttwenty-years of work of the GovernmentofNepal in the forestry sector supported by various developmentpartners. 1.2 The purpose ofthe ten-year (2012 - 2022) MSFP is to maximize the contribution of Nepal’s forestry sector to inclusive economic growth, poverty reduction, and tackling climate change. The Programme when designed was divided into ‘initial phase’ (4 years, 2012 - 2016), and ‘implementation phase’ (6 years, 2016 - 2022). 1.3 The MSFP is currently running in the final year ofits initial phase that started in 2012. It aims to contribute to the vision ofthe Ministry of Forests and Soil Conservation (MFSC) ‘Forestry for Prosperity’ through its four major areas ofinterventions or outcomes as follows:  Developmentand implementation offorestry sector strategies, policies and plans through multi-stakeholder processes (outcome 1);  Creating jobs and incomes in forestry through partnership with private sectors and other actors (outcome 2);  Supporting rural livelihoods — especially ofthe poor, women and disadvantaged and climate vulnerable people (outcome 3); and  Sustainable forest management, biodiversity conservation, and climate resilience (outcome 4). 1.4 Though MSFP has developed a draftCommunication and Knowledge ManagementStrategy (June 2015) that is being used as a broad guideline for documentation and dissemination ofknowledge inside and outside MSFP. The MSFP Mid Term Review (MTR) that took place in August2015 has stressed for a comprehensive Communication and Knowledge ManagementStrategy (C&KMS) as one ofthe key tools to address issues ofMSFP visibility, as well as to manage knowledge products while maintaining healthy work relations with its stakeholders. 1.5 Additionally, the programme is now in its final year of the initial phase and needs to documentand disseminate its achievements and evidences,as well as learning based knowledge and information to wider stakeholders — global, national, regional, and local level. 1.6 MSFP requires to give coherently explicitkey messages in the wider contextofthe forestry sector and given the completion ofthe transition phase shortly (in the next 9 months, October 2015 – July 2016) and to steer into the succeeding phase or the implementation phase, and to fulfill the demand for learning and evidences. 1.7 Key messages require to be formulated in line with the four MSFP outcomes and key results and specific to the internal and external target audiences, tied to the goal and objectives ofthe C&KMS. 1.8 In this context, MSFP Services SupportUnit (SSU) contracted DevelopmentKnowledge Managementand Innovation Services Private limited (DeKMIS) to produce this C&KMS.
Page 15 of 18 2. Methodology 2.1 Literature Review Related literatures or documents such as programme document, progress reports, outcome monitoring reports, draft communication and knowledge managementstrategy, summary ofMTR report, innovation fund framework, publication produced under MSFP and by Implementing Agencies (IAs) and others were reviewed. Besides review ofother national and international strategies, practices and bestpractices for communication and knowledge managementby programmes or projects or organizations in the forestry, natural resource managementand environmentsectors were carried out. 2.2 Consultations Consultations were carried out basically at two levels. Firsta preliminary online consultation using SurveyMonkey was carried out. The online consultation questionnaire went out to about40 people related to MSFP including the PCO, SSU, cluster offices, IAs, and donors. Ofthe 40 about15 (38%) responded. Key informant in-depth and group consultations followed the preliminary online consultation. In this regard, about 30 people representing the PCO, SSU, cluster offices, IAs, and donors were consulted. A generic checklistwas used to conductboth the online survey and the in-depth consultations. 2.3 Situation Analysis The situation analysis was undertaken in terms ofcurrent communication and knowledge management practices, gaps and requirements ofMSFP. For both communication and knowledge managementinternal and external perspectives were taken into account. 2.3 Framework Derivation After the literature reviews and the consultations inputting to the situation analysis a guiding framework for preparing the C&KMS was derived which is presented and discussed later. 3. Situation Analysis Practices 3.1 Though a written draft C&KMS was recently developed by MSFP in June 2015, communication and knowledge managementpractices have been undertaken by MSFP since the very outset. 3.2 The draft C&KMS describes its rationale in the contextprior to the MSFP MTR. It has outlined strategies, guiding principles,and scope ofcommunication, knowledge management, and internal and external communication. Under the ‘scope ofcommunication section’ ithas outlined in line with the strategies, actions, targetgroup, means and responsible units under the MSFP. 3.3 Under the ‘knowledge managementand internal and external communication’ section ithas described and defined the internal communication within MSFP, purpose and stakeholders. Similarly, under external communication it is described whatit means, the purpose and the stakeholders.
Page 16 of 18 3.4 As far as knowledge managementis concerned itis described what kind ofknowledge management will be carried outfor what purpose and how it will be shared and communicated using different appropriate communication tools and media. 3.5 Under internal communication some ofthe current key MSFP practices include:general communication practices through e-mails, telephones; weekly meetings between SSU and PCO; bi- monthly team meeting ofSSU including Cluster Programme Office Coordinators (CPOCs); has recently started a Knowledge Sharing/Learning Session with resource person from outside; monthly progress reporting (written) to SSU by CPOs; bi-monthly team meeting ofSSU including the CPOCs; has recently started a Knowledge Sharing/Learning Session with resource person from outside during the MSFP bi-monthly team meeting; monthly progress reporting (written) to SSU by CPOCs; bi-monthly meeting ofSSU, CPOCs with PCO; bi-monthly meeting ofSSU with IAs; written (project progress and financial) trimester, half yearly and yearly reporting by IAs to SSU; MSFP’s Annual Progress Reportto MFSC, three donors (Embassies ofSwitzerland and Finland, and DFID); MSSC Meetings every six months. 3.6 Key external communication practices include: service contractwith NEFEJ to produce, radio, TV and print communication products; service/projectcontractwith Community-based Forestry Support Network (COFSUN) to undertake Multi-Stakeholder Media Forestry Dialogue — conducted real time and recorded broadcastby Sagarmatha TV; Newsletter (recently started); MSFP public awareness and promotional materials (posters, diary, calendar); MSFP website. 3.7 Key knowledge managementpractices include:studies commissioned by SSU in general and specifically on the programme outcomes such as outcome monitoring synthesis reports; studies/projects commissioned by SSU under the Innovation Fund’s 7 thematic areas (28 projects); and publications produced by IAs. 3.8 Templates as style guides have been also developed by MSFP for printpublications. Gaps 3.9 The draft C&KMS documentcan be enhanced by building on itexplicitclarity on the target audiences and specific strategies. 3.10 The SSU and PCO meetings could be organized with specific time allocation or separately and frequently for discussing MSFP administrative and specific MSFP outcome resultachievements. 3.11 Ownership of the Cluster Programme Office Coordinator’s meetings by PCO can be improved by dividing the responsibility and jointsetting ofthe agenda for such a meeting. 3.12 The bi-monthly meetings with the IAs can reinforce its effectiveness by setting the agenda jointly with the IAs and allocating time and space for IA’s issues. 3.13 In external communication MSFP needs to develop key messages specific to a targetaudience and knowledge and communication products thatare aligned to the four outcomes and 11 key results. 3.14 Some ofthe key knowledge managementand communication products ofMSFP like the website and newsletter can be improved with more coherence and explicitpurpose. 3.15 The current MSFP website can be more effective in communication and knowledge managementby revamping itto be dynamic, interactive, participatory and that the content regularly and well
Page 17 of 18 managed. 3.16 The website overall lacks being aligned to the MSFP outcome based results. 3.17 The content of the newsletter lacks clarity on its target audience. The purpose and targetaudience of the newsletter needs to be clearly defined and accordingly the contentrevamped. 3.18 Some ofthe knowledge products and communication means are only in English, such as the website, strategies and other knowledge products. 3.19 There is a lack of clarity on what is the purpose ofand target audience for producing some of the communications and knowledge products. 3.20 The MSFP lacks regular capacity and clarity offunctions to overall manage and integrate the outcome and resultbased knowledge managementand communication activities. 3.21 There is a different level ofunderstandings and perceptions regarding communication, knowledge, and knowledge managementamongstthe MSFP staff members (SSU including field staff and PCO) and IAs. 3.22 If learning and evidences as emphasized by the MTR are to be taken as ‘knowledge’ then they are required to be defined and standardized and accordingly managed and communicated. Requirements 3.23 To build MSFP’s capacity for communication and knowledge management (both internal and external). 3.24 To have assessmentand clarity on what is needed or anticipated by the stakeholder atthe national and local (district) levels as communication and knowledge. Or upward and downward accountabilities. 3.25 Need to define and standardize the framework for ‘knowledge’and ‘knowledge management’ and if learning and evidences are to be taken as the ‘knowledge’ to be managed and communicated (as emphasized and recommended by the MTR) then these two elements should be defined and standardized across the MSFP multiple stakeholders. 3.26 To separate the internal and external communication between as administration and MSFP outcome and resultbased. 3.27 To have explicitclarity on target audience and key messages for knowledge management, sharing and communication aligned to the MSFP outcomes and key results. 3.28 To have more strategic activities for outcome and key resultbased knowledge management(on learning and evidences), sharing, and communication. 3.29 More specific and strategic communication with MSFP outcome specific stakeholders. 3.30 More integrated approach in knowledge managementand communication. 3.31 More specific integrated knowledge sharing and communication products for public, sectoral and beneficiary accountability such as yearbook or annual reportthat is made public.
Page 18 of 18 3.32 To prioritize knowledge managementand communication activities with explicitkey messages to specific intended audiences in line with the exitstrategy of MSFP (September 2015 – July 2016) to steer MSFP into the implementation phase (2016 – 2022). 3.33 The website needs to redesigned to contain interactive features such as discussion lists, blogs, content submission (upload) by stakeholders and IAs, and other online activities that attribute to maintaining and building a community of practice. 3.34 The publication produced by SSU and the IAs can be more effective by making itdemand driven. By carrying out a rapid audience/readership survey and accordingly aligning and categorizing the publications could make itmore effective. 3.35 Making the publication target specific such as for forestusers, policy makers, donors, development workers etc. can add value to its effectiveness.

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MSFP_C&KMS-FINAL_DRAFT_01.12.2015

  • 1. FINAL DRAFT/01/12/2015 Communication and Knowledge Management Strategy MULTI-STAKEHOLDER FORESTRY PROGRAMME October 2015 Kathmandu, Nepal
  • 2. Page 1 of 18 Table ofContent Acronyms ............................................................................................................................................. 2 1. Introduction.....................................................................................................................................3 2. Guiding Framework ......................................................................................................................... 3 3. Goal and Objectives of the Strategy.................................................................................................4 4. Strategies ........................................................................................................................................4 5. MSFP Communication and Knowledge Management Strategy ......................................................... 6 6. Key Messages..................................................................................................................................9 7. Monitoring and Evaluation............................................................................................................. 10 8. Overall MSFP C&KMS Roll Out Action Plan and Estimated Budget (for 6 years) ............................ 11 9. Style Guide for Communication and Knowledge Products ............................................................. 12 Annex 1: Background, Methodology and Situation Analysis…………………………………………………..…..14 Annex 2: MSFP Publication Style Guide Figure 1: Conceptual Flow Chart ofC&KMS……………………………………………………………………….…5
  • 3. Page 2 of 18 Acronyms C&KMP Communication and Knowledge ManagementPersonnel C&KMS Communication and Knowledge ManagementStrategy COFSUN Community-based Forestry SupportNetwork CPCO Cluster Programme Coordination Office DBS Data Base System DFID United Kingdom Departmentfor International Development DFO District ForestOffice FUG ForestUser Group I/NGO International and National Non GovernmentOrganization IA Implementing Agency KMS Knowledge ManagementSystem LPNGO Local Partner Non-governmentOrganization MFSC Ministry ofForestand Soil Conservation MIS ManagementInformation System MSFP Multi-stakeholder Forestry Programme MSSC Multi-stakeholder Steering Committee NEFEJ Nepal Forum for Environmental Journalist PCO Programme Coordination Office PNGO Partner Non-GovernmentOrganization SDC Swiss Agency for Developmentand Cooperation SSU Services SupportUnit
  • 4. Page 3 of 18 1. Introduction 1.1 Though MSFP has developed a draftCommunication and Knowledge ManagementStrategy (June 2015) that is being used as a broad guideline for documentation and dissemination ofknowledge inside and outside MSFP. The MSFP Mid Term Review (MTR) that took place in August2015 had stressed for a comprehensive Communication and Knowledge ManagementStrategy (C&KMS) as one ofthe key tools to address issues ofMSFP visibility, as well as to manage knowledge products while maintaining healthy work relations with its stakeholders. 1.2 Additionally, the programme is now in its final year ofthe initial phase and needs to documentand disseminate its achievements and evidences,as well as learning based knowledge and information to wider stakeholders — global, national, regional, and local level. 1.3 MSFP requires to give coherently explicitkey messages in the wider contextofthe forestry sector and given the completion ofthe transition phase shortly (in the next 9 months, October 2015 – July 2016) and to steer into the succeeding phase or the implementation phase, and to fulfill the demand for learning and evidences. 1.4 Key messages require to be formulated in line with the four MSFP outcomes and key results and specific to the internal and external target audiences, tied to the goal and objectives ofthe C&KMS. 1.5 In this context, MSFP Services SupportUnit (SSU) contracted DevelopmentKnowledge Managementand Innovation Services Private limited (DeKMIS) to produce this C&KMS.1 2. Guiding Framework 2.1 The MSFP communication and knowledge managementactivities should be aligned to and based on the four outcomes and key results. 2.2 The MSFP should undertake communication and knowledge management to supporttransparency and good governance. 2.3 The MSFP’s communication and knowledge managementshould clearly and specifically target its multiple stakeholders. 2.4 Learning and evidence based knowledge management is key to effective communication. 2.5 The MSFP should undertake communication and knowledge managementactivities to uphold upward and downward accountability to its multiple stakeholders and to maintain transparency. 2.6 Access to information is a right and poor and disadvantaged people can be empowered by access to information. 2.7 Proactive communication aids in grievance managementand involvementofthird party can increase credibility ofprogramme communication. 1 See Annex 1 for detail Background, Methodology and Situation Analysis for developing the C&KMS.
  • 5. Page 4 of 18 2.8 The target audience ofMSFP C&KMS can be overlapping as for example a donor can be both an internal and external target audience. Generically the targetaudience ofMSFP can be categorized as: i) Internal Target Audience such as the SSU, PCO, MSSC, Donors, IAs, LPNGOs; and ii) External Target Audience such as FUGs, MFSC, Parliamentary Environment Committee (policy- makers), other governmentdepartments and line agencies, other donors (who are notsupporting MSFP), media, civil society and general public. 3. Goaland Objectives ofthe Strategy 3.1 The overall goal is to aid good governance and thereby support the achievements ofthe MSFP’s outcomes and results. 3.2 Specific objectives are:  To ensure transparent, participatory knowledge managementand two-way communication among the MSFP stakeholders (both internal and external);  To manage knowledge in terms oflearning and evidences, and communicate effectively and coherently with key messages with the outcome specific multiple stakeholders; and  To uphold upward and downward accountability and transparency of MSFP beyond it’s immediate stakeholders and maintain transparent and accountable public relation. 4. Strategies Strategies as per the draft MSFP C&KMS are to:  Promote good governance with dynamic and transparent flow of information;  Promote accountability respecting the rightofinformation by all the stakeholders;  Balanced and evidence based information generation and management;  Proactive communication from programme;  Engage in public dialogue and maintain good public relation; and  Promote culture of learning and sharing, thereby improve effectiveness ofinterventions. See Figure 1 for the conceptual flow chart ofthe C&KMS.
  • 6. Page 5 of 18 Figure 1: Conceptual Flow Chart of the C&KMS GOAL The overall goal is to aid good governance and thereby supportthe achievements of the MSFP’s outcomes and results. SPECIFIC OBJECTIVES  To ensure transparent, participatory knowledge managementand two-way communication among the MSFP stakeholders (both internal and external);  To manage knowledge in terms oflearning and evidences, and communicate effectively and coherently with key messages with the outcome specific multiple stakeholders; and  To uphold upward and downward accountability and transparency of MSFP beyond it’s immediate stakeholders and maintain transparent and accountable public relation. MSFP C&KM STRATEGIES  Promote good governance with dynamic and transparent flow of information;  Promote accountability with respecting rightofinformation by all the stakeholders;  Balanced and evidence based information generation and management;  Proactive communication from programme;  Engage in public dialogue and maintain good public relation; and  Promote culture of learning and sharing and thereby improve effectiveness of interventions. Target Audience + Interventions/Actions + Means/Tools + Responsibility/Partnership Monitoring and evaluation of the implementation of the MSFP C&KMS MSFP LEARNING AND EVIDENCES (defining, standardizing and packaging in communication and knowledge activities/products) (Integrating Key Messages)
  • 7. Page 6 of 18 5. MSFP Communication andKnowledge ManagementStrategy Basing on the above-mentioned C&KMS’s goal and objectives, strategies, and integrating them with the target audiences, interventions/actions,means/tools and responsibilities/partnerships the consolidated C&KMS was developed as follows. Overall goal: Aid good governance and thereby support the achievements of the MSFP’s outcomes and results C&KMS Objectives Strategies Target Audience Interventions/Actions Means/Tools Responsibilities/ Partnerships 1. To ensure transparent, participatory knowledge managementand two-way communication among the MSFP stakeholders (both internal and external).  Promote culture of learning and sharing thereby improve effectiveness of interventions  Promote good governance with dynamic and transparent flow of information  MFSC  MSSC  Donors  SSU, PCO, DFOs, IAs, PNGOs  FUGs  Development agencies in Nepal (I/NGOs)/civil society  Media  General public 1. Dedicated human resource or outsourced capacity at MSFC SSU for internal and external communication and knowledge I 1. In-house recruitment of communication and knowledge managementpersonnel (C&KMP) or contracting a service provider  SSU, PCO, IAs  Partnership - Team Building/Event Management Facilitation Service Provider - Knowledge Managementand Communication Service Provider - Online Publishing Service Providers (website etc.) 2. Effective and result based periodic and regular meetings, and other spaces for dialogues between the MSFP stakeholders atthe national and district levels 2. Coordination meetings; staff meetings; programme meetings; IA meetings 3. Clearly defining the purpose and targetofthe newsletter and making the content MSFP outcome and result based, and publishing it both in English and Nepali 3. Internal meeting to discuss and ascertain the purpose ofthe newsletter; thematic and focal managers to provide inputs (content) regularly for the newsletter and either MSFP’s in-house C&KMP or contracting to outside service provider to standardize the template, contentand publications ofthe newsletter.
  • 8. Page 7 of 18 4. MSFP’s Year Book or Annual Reportthat is published and made public 4. MSFP C&KMP with supportfrom external service provider for compiling, writing, designing and publishing 5. Restructuring the website and making is coherentand interactive, regularly updated, and bilingual (English and Nepali 5. MSFP C&KMP with supportfrom outside service provider with expertise in content managementand technical supportservice 6. Periodic and regular interaction with national and local level media 6. Press meetings/dialogues with editors, reporters, producers; regular press conference/press release 7. A central, integrated MSFP Management Information System (MIS) or, Database System (DBS), or Knowledge Management System (KMS) aligned to the M&E System and accessible through Intranet, Local Network System and online through the MSFP website. 7. Contract a service provider to develop the integrated management, database and knowledge managementsystem 2. To manage knowledge in terms of learning and evidences and communicate effectively and coherently with Balanced and evidence based knowledge generation and managementand communication  MFSC and other related ministries  MSSC  FUGs  DFO and 8. Periodic assessment of knowledge need ofthe targeted stakeholders and need specific knowledge managementand production with focus on learning and evidences on 8. In-house monitoring activities and contracting external service provider MSFP internal and stakeholders’ knowledge audit and need assessment  SSU, PCO, IAs  Partnership - Knowledge Managementand Communication Service Provider
  • 9. Page 8 of 18 key messages with the outcome specific multiple stakeholders. other related government departments and line agencies  Donors  SSU, PCO, IAs, PNGOs  Development agencies in Nepal (I/NGOs)/civil society both process and content - Documenting, Editing and Publishing Service Provider - EventManagement Service Provider 9. More MSFP outcome and key resultbased knowledge management (learning and evidences) and products for specific multiple stakeholders such as for policy makers, FUGs, donors, entrepreneurs, private sector etc. such as policy briefs, and working papers 9. Contract external service provider to assess and manage the learning and evidences and package itas stakeholder specific communications and knowledge products 10. Participatory multi- stakeholder policy and public dialogue forum at national and local levels 10. Either MSFC or external service provider organize national and local (regional, district) level workshops/seminars/conferences 3. To uphold upward and downward accountability and transparency of MSFP beyond it’s immediate stakeholders and maintain transparent and accountable public relation.  Promote accountability respecting the rights of information by all the stakeholders  Engage in public dialogue and maintain good public opinion  Proactive communication from the MSFP  FUGs  General public  Media 11. Media, print, radio and TV outcome specific products such as investigative and feature media reports, radio and TV magazines and discussion programmes, Public Service Announcements 11. Print, radio and TV service provider  SSU, PCO, IAs  Partnership - Media Service Provider (national and local levels) - Campaign Organizing/Social Marketing Service Provider - Public Event Management Service Provider - Theater Group/Organization 12. Street theaters 12. MSFP C&KMP with support from Theatre Service Provider 13. Community media (wall magazines, posters etc.) 13. MSFP C&KMP with support from community media service provider 14. Public Hearing 14. MSFP C&KMP with supportfrom eventmanagementservice provider
  • 10. Page 9 of 18 6. Key Messages Potential MSFP outcome wise key messages for internal and external specific targetaudiences are suggested as follows. Programme Outcomes Target Audience Key Messages 1. Developmentand implementation of forestry sector strategies, policies and plans through multi-stakeholder processes.  MFSC  Parliamentary EnvironmentCommittee (policy-makers)  Multi-stakeholder forestsector managementmechanism has improved the governance ofthe forestry sector.  MSFP has contributed to improving the coordination and relationship between the stakeholders.  MSFP supported the MFSC to produce the Forestry Sector Strategy (FSS). 2. Creating jobs and incomes in forestry through partnership with private sectors and other actors.  MFSC  Parliamentary EnvironmentCommittee  Private investors and entrepreneurs  FNCCI  Local chapters of FNCCI  Internal investors/NRNs  MSFP has given recognition to the private sector and provided space for them to participate.  In one year (July 2013 – July 2014) MSFP was able to create 5,633 jobs from forestbased enterprises (FBEs). 3. Supporting rural livelihoods — especially of the poor, women and disadvantaged and climate vulnerable people.  MFSC  Parliamentary EnvironmentCommittee  Donors/DevelopmentPartners  In one year (July 2013-July 2014) 24,936 poor and disadvantaged group (DAG) households accessed livelihood options and 54,669 households received supportand services for climate change adaptation through MSFP. 4. Sustainable forest management, biodiversity conservation, and climate resilience.  FUGs  MFSC  Parliamentary EnvironmentCommittee  In one year (July 2013-July 2014) under MSFP 694,461 hectares of forestis managed by 10,418 ForestUsers Groups (FUGs) including private forests, and active forestmanagement practiced in 5,910 hectares. The key messages are to be accordingly integrated into the C&KMS framework means/tools specific to programme’s outcome and C&KMS’ objectives and targeted audience.
  • 11. Page 10 of 18 7. Monitoring and Evaluation Following generic log frame is suggested for monitoring the C&KMS implementation that can be tied with the MSFP outcome monitoring schedules. Overall goal: Aid good governance and thereby support the achievements of the MSFP’s outcomes and results. Objectives/Outcomes Outputs/Activities Means of Verifications/Indicators 1. To ensure transparent, participatory knowledge managementand two- way communication among the MSFP stakeholders (both internal and external).  Effective regular internal and external meetings focused on MSFP outcome based learning and evidences organized  Restructured MSFP website  MSFP Annual Reportpublished  Meeting minutes  Restructured website and it’s content analysis (in terms of quantity and quality, features etc. with specific indicators)  Number of Annual Reports produced and disseminated  MSFP progress reports 2. To manage knowledge in terms of learning and evidences and communicate effectively and coherently with key messages with the outcome specific multiple stakeholders.  MSFP outcome specific learning and knowledge products produced  MSFP outcome specific learning and knowledge communicated to targeted stakeholders  Number of outcome specific learning and knowledge products produced  Number of outcome specific learning and knowledge managementevents and communication with targeted stakeholders 3. To uphold upward and downward accountability and transparency of MSFP beyond it’s immediate stakeholders and maintain transparent and accountable public relation.  Restructured MSFP website  MSFP Annual Reportpublished  Public events (public hearing, participation and knowledge sharing in national and international events etc.)  Number and nature ofvisits to MSFP website (back end visitor statistics)  Number of Annual Reports produced and number and nature of dissemination  Number of public accountability events For the evaluation ofthe goal and objectives’ achievements by the implementation ofthe C&KM strategy, a periodic evaluation can be planned every six months or it can be tied with the MSFP outcome evaluation schedule.
  • 12. Page 11 of 18 8. OverallMSFP C&KMS Roll OutAction Plan and Estimated Budget (for 6 years) Estimated generic budgetfor 6 year period (2016-2022) C&KMS’s objective/outcome and output/activity wise is as given below in US$. Objective/Outcome 1: To ensure transparent, participatory knowledge managementand two-way communication among the MSFP stakeholders (both internal and external). Outputs/Activities Y1 Y2 Y3 Y4 Y5 Y6 SubT 1. Restructuring the website 5,000 0 0 3,000 0 0 8,000 2. Maintaining/Updating the website 500 550 605 665 732 805 3,857 3. Annual Report compiling, editing and publishing (about 500 copies) 10,000 11,000 12,100 13,310 14,641 16,105 77,056 4. Interaction with media 5,000 5,500 6,050 6,655 7,321 8,053 38,579 5. MIS/KMS/Maintenance 15,000 6,000 6,000 6,000 6,000 6,000 45,000 Objective/Outcome 2: To manage knowledge in terms oflearning and evidences and communicate effectively and coherently with key messages with the outcome specific multiple stakeholders. Outputs/Activities Y1 Y2 Y3 Y4 Y5 Y6 SubT 5. Periodic multi- stakeholder (outcome based) knowledge management requirements assessment 2,500 0 2,750 0 3,025 0 8,275 6. Knowledge management(learning and evidence) products 10,000 11,000 12,100 13,310 14,630 18,288 79,328 7. Participatory multi- stakeholder policy and public dialogue forum at national and local levels 7,500 8,250 9,075 9,983 10,981 12,079 57,868 Objective/Outcome 3: To uphold upward and downward accountability and transparency ofMSFP beyond it’s immediate stakeholders. Outputs/Activities Y1 Y2 Y3 Y4 Y5 Y6 SubT 8. Print media 10,000 11,000 12,100 13,310 14,641 16,105 77,056 9. Radio 12,000 13,200 14,520 15,972 17,569 19,325 92,586 10. Television 25,000 27,500 30,250 33,275 36,603 40,263 192,891 11. Street theaters 5,000 7,500 10,000 12,500 15,000 20,000 70,000 12. Community media (wall magazine, posters/infographics etc.) 5,000 7,500 10,000 12,500 15,000 20,000 70,000 13. Public Hearing (1 each in 6 clusters) 18,000 21,000 24,000 27,000 30,000 33,000 153,000 TOTAL 130,500 130,000 149,550 167,480 186,143 210,023 973,496
  • 13. Page 12 of 18 9. Style Guide for Communicationand Knowledge Products 9.1 MSFP under its programme implementation is required to produce and publish various print, audio visual (radio and TV) and online communication and knowledge products by itselfand by its partners (primarily the IAs and service providers). 9.2 In order to maintain consistency, branding, and copyright ofthe communication and knowledge products, MSFPis required to have a standard style guide. 9.3 Since MSFP through SSU has been managed by Swiss Agency for Developmentand Cooperation (SDC) as the lead donor agency,currentstyle guide standard for print publications ofMSFP was developed adhering to the style guide or template used by SDC. 9.4 The style guide already developed by MSFP for printpublications can be continued to be used with adherence to it made mandatory to IAs and service providers. See Annex 2. 9.5 In producing and publishing any communication and knowledge products (print, audio-visual, and online) under MSFP through IAs or service providers (NEFEJ, CONFSUN etc.) it should be clearly mentioned and adhered to in the partnership or service contract that the copyrightis retained by MSFP and due credit, copyrightand visibility ofMSFP maintained by using the standard MSFP logo/brand and disclaimers. 9.6 In the production and broadcast ofaudio-visual or TV products opening and closing credits and copyrightshould be maintained. See below for examples. 9.7 Opening Credit Style
  • 14. Page 13 of 18 9.8 Closing and CopyrightStyle 9.9 For radio programmes a creditstatement like…“This radio programme is produced and broadcast under the MSFP… or supported by MSFP” needs to be inserted in the radio programs that are broadcast. The standard creditstatement can be finalized by discussing with the service provider for a particular radio programme. 9.10 Click and listen to the link below for a sample ofcreditstatement in radio programmes. http://www.equalaccess.org.np/gbv-psa/1784-gbv-psa-3 (Public Service Announcementon gender based violence in earthquake reliefwork issues supported by USAID
  • 15. Page 14 of 18 Annex 1:Background, Methodologyand Situation Analysis 1. Background 1.1 Multi-Stakeholder Forestry Programme (MSFP) is a collaborative programme ofthe Governmentof Nepal (GoN) and three DevelopmentPartners (donors) — Governments ofFinland, Switzerland, and the United Kingdom. The programme builds on the achievements ofthe pasttwenty-years of work of the GovernmentofNepal in the forestry sector supported by various developmentpartners. 1.2 The purpose ofthe ten-year (2012 - 2022) MSFP is to maximize the contribution of Nepal’s forestry sector to inclusive economic growth, poverty reduction, and tackling climate change. The Programme when designed was divided into ‘initial phase’ (4 years, 2012 - 2016), and ‘implementation phase’ (6 years, 2016 - 2022). 1.3 The MSFP is currently running in the final year ofits initial phase that started in 2012. It aims to contribute to the vision ofthe Ministry of Forests and Soil Conservation (MFSC) ‘Forestry for Prosperity’ through its four major areas ofinterventions or outcomes as follows:  Developmentand implementation offorestry sector strategies, policies and plans through multi-stakeholder processes (outcome 1);  Creating jobs and incomes in forestry through partnership with private sectors and other actors (outcome 2);  Supporting rural livelihoods — especially ofthe poor, women and disadvantaged and climate vulnerable people (outcome 3); and  Sustainable forest management, biodiversity conservation, and climate resilience (outcome 4). 1.4 Though MSFP has developed a draftCommunication and Knowledge ManagementStrategy (June 2015) that is being used as a broad guideline for documentation and dissemination ofknowledge inside and outside MSFP. The MSFP Mid Term Review (MTR) that took place in August2015 has stressed for a comprehensive Communication and Knowledge ManagementStrategy (C&KMS) as one ofthe key tools to address issues ofMSFP visibility, as well as to manage knowledge products while maintaining healthy work relations with its stakeholders. 1.5 Additionally, the programme is now in its final year of the initial phase and needs to documentand disseminate its achievements and evidences,as well as learning based knowledge and information to wider stakeholders — global, national, regional, and local level. 1.6 MSFP requires to give coherently explicitkey messages in the wider contextofthe forestry sector and given the completion ofthe transition phase shortly (in the next 9 months, October 2015 – July 2016) and to steer into the succeeding phase or the implementation phase, and to fulfill the demand for learning and evidences. 1.7 Key messages require to be formulated in line with the four MSFP outcomes and key results and specific to the internal and external target audiences, tied to the goal and objectives ofthe C&KMS. 1.8 In this context, MSFP Services SupportUnit (SSU) contracted DevelopmentKnowledge Managementand Innovation Services Private limited (DeKMIS) to produce this C&KMS.
  • 16. Page 15 of 18 2. Methodology 2.1 Literature Review Related literatures or documents such as programme document, progress reports, outcome monitoring reports, draft communication and knowledge managementstrategy, summary ofMTR report, innovation fund framework, publication produced under MSFP and by Implementing Agencies (IAs) and others were reviewed. Besides review ofother national and international strategies, practices and bestpractices for communication and knowledge managementby programmes or projects or organizations in the forestry, natural resource managementand environmentsectors were carried out. 2.2 Consultations Consultations were carried out basically at two levels. Firsta preliminary online consultation using SurveyMonkey was carried out. The online consultation questionnaire went out to about40 people related to MSFP including the PCO, SSU, cluster offices, IAs, and donors. Ofthe 40 about15 (38%) responded. Key informant in-depth and group consultations followed the preliminary online consultation. In this regard, about 30 people representing the PCO, SSU, cluster offices, IAs, and donors were consulted. A generic checklistwas used to conductboth the online survey and the in-depth consultations. 2.3 Situation Analysis The situation analysis was undertaken in terms ofcurrent communication and knowledge management practices, gaps and requirements ofMSFP. For both communication and knowledge managementinternal and external perspectives were taken into account. 2.3 Framework Derivation After the literature reviews and the consultations inputting to the situation analysis a guiding framework for preparing the C&KMS was derived which is presented and discussed later. 3. Situation Analysis Practices 3.1 Though a written draft C&KMS was recently developed by MSFP in June 2015, communication and knowledge managementpractices have been undertaken by MSFP since the very outset. 3.2 The draft C&KMS describes its rationale in the contextprior to the MSFP MTR. It has outlined strategies, guiding principles,and scope ofcommunication, knowledge management, and internal and external communication. Under the ‘scope ofcommunication section’ ithas outlined in line with the strategies, actions, targetgroup, means and responsible units under the MSFP. 3.3 Under the ‘knowledge managementand internal and external communication’ section ithas described and defined the internal communication within MSFP, purpose and stakeholders. Similarly, under external communication it is described whatit means, the purpose and the stakeholders.
  • 17. Page 16 of 18 3.4 As far as knowledge managementis concerned itis described what kind ofknowledge management will be carried outfor what purpose and how it will be shared and communicated using different appropriate communication tools and media. 3.5 Under internal communication some ofthe current key MSFP practices include:general communication practices through e-mails, telephones; weekly meetings between SSU and PCO; bi- monthly team meeting ofSSU including Cluster Programme Office Coordinators (CPOCs); has recently started a Knowledge Sharing/Learning Session with resource person from outside; monthly progress reporting (written) to SSU by CPOs; bi-monthly team meeting ofSSU including the CPOCs; has recently started a Knowledge Sharing/Learning Session with resource person from outside during the MSFP bi-monthly team meeting; monthly progress reporting (written) to SSU by CPOCs; bi-monthly meeting ofSSU, CPOCs with PCO; bi-monthly meeting ofSSU with IAs; written (project progress and financial) trimester, half yearly and yearly reporting by IAs to SSU; MSFP’s Annual Progress Reportto MFSC, three donors (Embassies ofSwitzerland and Finland, and DFID); MSSC Meetings every six months. 3.6 Key external communication practices include: service contractwith NEFEJ to produce, radio, TV and print communication products; service/projectcontractwith Community-based Forestry Support Network (COFSUN) to undertake Multi-Stakeholder Media Forestry Dialogue — conducted real time and recorded broadcastby Sagarmatha TV; Newsletter (recently started); MSFP public awareness and promotional materials (posters, diary, calendar); MSFP website. 3.7 Key knowledge managementpractices include:studies commissioned by SSU in general and specifically on the programme outcomes such as outcome monitoring synthesis reports; studies/projects commissioned by SSU under the Innovation Fund’s 7 thematic areas (28 projects); and publications produced by IAs. 3.8 Templates as style guides have been also developed by MSFP for printpublications. Gaps 3.9 The draft C&KMS documentcan be enhanced by building on itexplicitclarity on the target audiences and specific strategies. 3.10 The SSU and PCO meetings could be organized with specific time allocation or separately and frequently for discussing MSFP administrative and specific MSFP outcome resultachievements. 3.11 Ownership of the Cluster Programme Office Coordinator’s meetings by PCO can be improved by dividing the responsibility and jointsetting ofthe agenda for such a meeting. 3.12 The bi-monthly meetings with the IAs can reinforce its effectiveness by setting the agenda jointly with the IAs and allocating time and space for IA’s issues. 3.13 In external communication MSFP needs to develop key messages specific to a targetaudience and knowledge and communication products thatare aligned to the four outcomes and 11 key results. 3.14 Some ofthe key knowledge managementand communication products ofMSFP like the website and newsletter can be improved with more coherence and explicitpurpose. 3.15 The current MSFP website can be more effective in communication and knowledge managementby revamping itto be dynamic, interactive, participatory and that the content regularly and well
  • 18. Page 17 of 18 managed. 3.16 The website overall lacks being aligned to the MSFP outcome based results. 3.17 The content of the newsletter lacks clarity on its target audience. The purpose and targetaudience of the newsletter needs to be clearly defined and accordingly the contentrevamped. 3.18 Some ofthe knowledge products and communication means are only in English, such as the website, strategies and other knowledge products. 3.19 There is a lack of clarity on what is the purpose ofand target audience for producing some of the communications and knowledge products. 3.20 The MSFP lacks regular capacity and clarity offunctions to overall manage and integrate the outcome and resultbased knowledge managementand communication activities. 3.21 There is a different level ofunderstandings and perceptions regarding communication, knowledge, and knowledge managementamongstthe MSFP staff members (SSU including field staff and PCO) and IAs. 3.22 If learning and evidences as emphasized by the MTR are to be taken as ‘knowledge’ then they are required to be defined and standardized and accordingly managed and communicated. Requirements 3.23 To build MSFP’s capacity for communication and knowledge management (both internal and external). 3.24 To have assessmentand clarity on what is needed or anticipated by the stakeholder atthe national and local (district) levels as communication and knowledge. Or upward and downward accountabilities. 3.25 Need to define and standardize the framework for ‘knowledge’and ‘knowledge management’ and if learning and evidences are to be taken as the ‘knowledge’ to be managed and communicated (as emphasized and recommended by the MTR) then these two elements should be defined and standardized across the MSFP multiple stakeholders. 3.26 To separate the internal and external communication between as administration and MSFP outcome and resultbased. 3.27 To have explicitclarity on target audience and key messages for knowledge management, sharing and communication aligned to the MSFP outcomes and key results. 3.28 To have more strategic activities for outcome and key resultbased knowledge management(on learning and evidences), sharing, and communication. 3.29 More specific and strategic communication with MSFP outcome specific stakeholders. 3.30 More integrated approach in knowledge managementand communication. 3.31 More specific integrated knowledge sharing and communication products for public, sectoral and beneficiary accountability such as yearbook or annual reportthat is made public.
  • 19. Page 18 of 18 3.32 To prioritize knowledge managementand communication activities with explicitkey messages to specific intended audiences in line with the exitstrategy of MSFP (September 2015 – July 2016) to steer MSFP into the implementation phase (2016 – 2022). 3.33 The website needs to redesigned to contain interactive features such as discussion lists, blogs, content submission (upload) by stakeholders and IAs, and other online activities that attribute to maintaining and building a community of practice. 3.34 The publication produced by SSU and the IAs can be more effective by making itdemand driven. By carrying out a rapid audience/readership survey and accordingly aligning and categorizing the publications could make itmore effective. 3.35 Making the publication target specific such as for forestusers, policy makers, donors, development workers etc. can add value to its effectiveness.