Kingdom of Cambodia

Nation Religion King

    Royal Government of Cambodia

Council for Agricultural and Rural Development

Social Protection Coordination Unit

Communication & Knowledge Management Strategy For the National Social Protection Strategy

2012 - 2015

Mr Arnold Marseille, UNICEF Cambodia Communication & Knowledge Management Consultant

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Foreword

The National Social Protection Strategy 2012-2015 as adopted by the Council of Ministers of the Royal Government of Cambodia in April 2011 and launched at the Peace Palace on December 5-6, 2011, states that:

“The main goal of the Information and Knowledge Management component of the SPCU is to strengthen the management of information and knowledge on social protection so that relevant and up-to-date information can be shared and disseminated among relevant stakeholders. To achieve the set out goals, the IKM component of the SPCU is centered on four elements of engagement. Moreover, a detailed Communication Strategy for the SPCU will be developed.”

It is my pleasure to hereby present this SPCU Communication & Knowledge Management Strategy. The knowledge management processes and structures, and the information sharing inputs and outputs provided in this comprehensive document will be the cement with which a solid house of social protection in our Kingdom needs to be build.

The National Social Protection Strategy (NSPS) for the poor and vulnerable is necessary to promote the livelihoods of the people and to ensure achievement of the Cambodia Millennium Development Goals (CMDGs). I am therefore pleased that the public communication component of this CKM strategy also presents a conceptualized approach in which messaging on social protection is integrated with the CDMGs.

The CARD Social Protection Coordination Unit (SPCU) was created in 2010 to lead on social protection policy oversight, costing NSPS implementation, partnerships and dialogue, communication, monitoring and evaluation, and information management. The introduction of this CKM Strategy however rightly starts with the observation that: “The success of the SPCU in leading SP coordination and information sharing highly depends on cooperation by all NSPS stakeholders. And: successful implementation of the NSPS objectives highly depends on the success of the SPCU in fulfilling its roles and responsibilities.”

It is crucial indeed that all stakeholders – line and key ministries, sub-national authorities, development partners and civil society – fully understand the meaning of “leading” within this context. The SPCU is created to help us all working closely together and learning from each other in order to jointly realize the mission of the NSPS this CKM strategy is supporting: All Cambodians, especially the poor and vulnerable, will benefit from improved social safety nets and social security as an integral part of a sustainable, affordable and effective system.

Yours Truly,

H.E. Ngy Chanphal Secretary of State, Ministry of Interior Vice-Chair Council for Agricultural and Rural Development

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Table of Contents

Foreword ...... 2 Table of Contents ...... 3 Acronyms ...... 5 Glossary ...... 7 Executive Summary ...... 8 SPCU COMMUNICATION & KNOWLEDGE MANAGEMENT STRATEGY ...... 10 1. Towards effective SP Information & Knowledge Management ...... 11 1.1. Introduction ...... 11 Figure 1: SP IKM & Communication Circulation ...... 12 1.2. IKM Structures and processes for SP Key Stakeholders ...... 13 1.2.1. Appoint SP Communication Focal Points ...... 13 1.2.2. Implement efficient meeting procedures ...... 13 1.2.3. Create standardized reporting formats for all national and provincial stakeholders ...... 14 1.2.4. Establish SP Reporting by local authorities ...... 15 1.2.5. Build linkages with Civil Society Organizations ...... 16 1.2.6. Appoint an SP Grievance Council ...... 16 1.2.7. Build linkages with existing SP-relevant information resources ...... 17 Table 1: SP relevant resources ...... 17 1.2.8. Ensure IKM Capacity within SPCU ...... 19 1.2.9. Create an SPCU Think Tank & Research ...... 19 2. SPCU Information and Knowledge Sharing ...... 20 2.1. SPCU Publications ...... 20 2.2. Electronic internal information sharing...... 20 2.3. SP Web Portal ...... 21 Figure 2: SP Web Portal Structure ...... 23 3. Conceptualizing SP Public Communication Approaches ...... 24 3.1 Linkages between SP and CDMGs ...... 24 Figure 3: Integration of CDMGs in SP program IEC: ...... 25 3.2. IEC Tools for SP Program specific communication ...... 26 3.3. Pre-Testing IEC Materials...... 27

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4. SPCU & Public Interaction ...... 28 4.1. NSPS Events ...... 28 4.2. Media engagement ...... 28 4.2.1. SPCU Media Handbook ...... 29 4.2.2. SPCU CKM implementation & External Relations Support ...... 29 4.3. SPCU Public Resource & Training Center...... 30 5. CKM Monitoring and evaluation ...... 31 6. Operational Plan ...... 34 7. Costing ...... 40 7.1 Material costs ...... 40 7.2 Human Resources ...... 40 7.3 Tentative Budget ...... 41 ANNEX A ...... 42 THE CONTEXT OF SOCIAL PROTECTION COORDINATION IN CAMBODIA...... 42 1. Introduction to Social Protection in Cambodia ...... 43 1.1 The National Social Protection Strategy ...... 43 1.2 Existing Arrangements for Social Protection Provision ...... 45 2. The field of SP Coordination ...... 46 3. Roles & Responsibilities of the SPCU ...... 50 3.1. Guiding Principles...... 53 4. NSPS References to Cooperation & Information Sharing Needs ...... 54 5. Situation Analysis SP Information & Knowledge Management...... 57 5.1 Existing IKM observations ...... 57 5.2 IKM Inventory ...... 61 ANNEX B - Results SPCU Communication & Knowledge Management Stakeholder Assessment ...... 63 ANNEX C - SPCU/NSPS information leaflet 2011 ...... 73 References ...... 74

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Acronyms

ADB : Asian Development Bank AusAid : Australian Agency for International Development CARD : Council for Agricultural and Rural Development CARDI : Cambodian Agriculture Research and Development Institute CBHI : Community‐Based Health Insurance CDC : Council for the Development of Cambodia CDCF : Cambodian Development Cooperation Forum CDHS : Cambodia Demographic and Health Survey CDRI : Cambodia Resource Development Institute CESSP : Cambodia Education Sector Support Project CFP : Communication Focal Point CIDS : Cambodia Institute of Development Study CKM : Communication and Knowledge Management CMDG : Cambodia Millennium Development Goal CSES : Cambodian Socio‐economic Survey CSO : Civil society Organization DFID : Department for International Development (UK) EIC : Economic Institute of Cambodia EMIS : Education Management Information System FAO : Food and Agriculture Organization GDCC : Government–Donor Coordination Committee GESS : Global Extension of Social Security GIZ : Deutsche Gesellschaft für Internationale Zusammenarbeit (German Agency for International Development) HEF : Health Equity Fund HIS : Health Information System HIV/AIDS : Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome IDPoor : Identification of Poor Households ILO : International Labour Organization ISPC : Inter-Ministerial Social Protection Committee IWG : Interim Working Group KAP : Knowledge, Attitude, Practice M&E : Monitoring and Evaluation MAFF : Ministry of Agriculture Forestry and Fishery MDG : Millennium Development Goal MEF : Ministry of Economy and Finance MoEYS : Ministry of Education, Youth and Sports MoH : Ministry of Health Page 5 of 74

MoI : Ministry of Interior MoLVT : Ministry of Labour and Vocational Training MoP : Ministry of Planning MoSAVY : Ministry of Social Affairs, Veterans and Youth Rehabilitation MoWA : Ministry of Women Affairs MoWRAM : Ministry of Water Resource and Meteorology MPWT : Ministry of Public Works and Transport MRD : Ministry of Rural Development NCDD : National Committee for sub-national Democratic Development NCDM : National Committee for Disaster Management NGO : Non‐Governmental Organization NIS : National Institute of Statistics of Cambodia NSDP : National Strategic Development Plan NSPS : National Social Protection Plan NSSF : National Social Security Fund NSSF‐C : National Social Security Fund for Civil Servants ODA : Official Development Assistance OVC : Orphans and Vulnerable Children PWP : Public Works Program RGC : Royal Government of Cambodia R&R : Roles & Responsibilities SMART : Specific, Measurable, Attainable, Relevant, Time-bound SNEC : Supreme National and Economic Council SP : Social Protection SPF : Social Protection Floor SPCU : Social Protection Coordination Unit SPGC : Social Protection Grievance Council SPWG : Social Protection Working Group SSM : Social Service Mapping SSN : Social Safety Nets SWOT : Strengths, Weaknesses, Opportunities, Threats TB : Tuberculosis TVET : Technical and Vocational Education and Training TWG : Technical Working Group UNDP : United Nations Development Programme UNICEF : United Nations Children's Fund WB : World Bank WFP : World Food Program WHO : World Health Organization

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Glossaryi

Social protection helps people cope with major sources of poverty and vulnerability while at the same time promoting human development. It consists of a broad set of arrangements and instruments designed to protect individuals, households and communities against the financial, economic and social consequences of various risks, shocks and impoverishing situations and to bring them out of poverty. Social protection interventions include, at a minimum, social insurance, labour market policies, social safety nets and social welfare services.

The poor and vulnerable are defined as: people living below the national poverty line; and people who cannot cope with shocks and/or have a high level of exposure to shocks (of these, people living under or near the poverty line tend to be most vulnerable). The Rectangular Strategy Phase II and NSDP Update 2009-2013 define vulnerable groups as: people living with HIV and their families; homeless people; people living with disabilities; orphaned and at-risk children and youth; victims of violence, abuse and exploitation; indigenous and ethnic minorities; families of migrants; veterans; and the elderly.

Social insurance programs are designed to help households insure themselves against sudden reductions in work income as a result of sickness, maternity, employment injury, unemployment, invalidity, old age (i.e. pensions) or death of a breadwinner. They include publicly provided or mandated insurance, such as social health insurance schemes to provide access to health care. Social insurance programs are contributory, meaning that beneficiaries receive benefits or services in recognition of their payment of contributions to an insurance scheme. The terms “social insurance” and “social security” are often used interchangeably.

Social security is closely related to the concept of social protection and can be defined as the protection that a society provides to individuals and households to ensure access to health care and to guarantee income security, particularly in the case of sickness, maternity, employment injury, unemployment, invalidity, old age or loss of a breadwinner.

Social safety net programs consist of targeted interventions designed for the poorest and most vulnerable and financed out of general revenues – taxation or official development assistance (ODA). This is in contrast with social insurance schemes, which rely on prior contributions from their recipients. Safety net interventions include public works programs (cash for work and food for work); unconditional and conditional transfers (in cash or kind); and targeted subsidies designed to ensure access to health, education, housing or public utilities, such as water or electricity (CARD, 2009).

Social welfare services cover child care, elderly care, care for people with disabilities, home‐ based care and referral support for people living with HIV, return and reintegration of refugees, family preservation, family and community support services, alternative care, rehabilitation support for out‐of‐school youth, drug users and child labourers and psychosocial services, including in situations of emergency and distress. They are complementary to cash or in‐kind benefits and help reinforce outcomes generated by the former. Identifying points of contact between cash and in‐kind transfers and social welfare services is essential in a coordinated and integrated approach to social protection.

The Social Protection Floor (SPF) is a basic guarantee of social protection for the entire population through a package of benefits and complementary social services to address key vulnerabilities throughout the life‐cycle, for children, pregnant women and mothers, the working‐age population and the elderly. Instead of focusing only on demand (for health, education, food, minimum income security, etc.), the SPF takes a holistic approach by ensuring the availability of social services.

Labour market policies include interventions to address direct employment generation, employment services and skills development as well as income support for the working poor. Also covered is the setting of appropriate legislation on minimum wages, social security/social insurance contributions, child labour and other labour standards, to ensure decent earnings and living standards. Page 7 of 74

Executive Summary

The key objective of this SPCU Communication and Knowledge Management Strategy is to positioning the SPCU as the leading body in coordination, information sharing and communication on social protection programs as outlined in the NSPS.

This has to be done in a context wherein the field of SP coordination includes a wide range of different actors who currently find themselves in the very early stages of cooperation efforts with few functioning structures in place to facilitate these efforts. For the SPCU to take the lead in this process it will first have to invest further in its capacity as an organization with adequate and capable human resources, and will continue to depend on the ability and willingness of all stakeholders to cooperate and provide support.

In this light it is advisable to keep expectations realistic and avoid over-ambitious plans, targets and timeframes. A first priority will be for all stakeholders to put trust in the SPCU and its given mandate and to immediately start with including SPCU support in their SP programming.

The success of the SPCU in leading SP coordination and information sharing highly depends on cooperation by all NSPS stakeholders. And: successful implementation of the NSPS objectives highly depends on the success of the SPCU in fulfilling its roles and responsibilities.

The CKM strategy is built upon steps in which priority objectives are linked to the capacity of the SPCU to start implementation. The key objective of the steps outlined in Chapter 1 is to provide feasible tools to create basic structures and working processes among stakeholders to facilitate the SPCU. Outputs include:

 SP Communication Focal Points (CFP) for each national and provincial stakeholder, responsible for collecting and sharing all SP relevant information with the SPCU for further dissemination among all stakeholders (i.e. progress reports, meeting minutes, surveys, statistics, planned events)  Efficient meeting procedures to produce relevant, to-the-point minutes of meetings which – through the SPCU – keep stakeholders timely well-informed about relevant progress, delays, obstacles, responsibilities, changes, opinions, suggestions and feedback as discussed  A standardized reporting format provided by SPCU to establish uniform reports produced by national and provincial stakeholders  A simplified reporting format for district and commune authorities to facilitate personalized feedback on programs implemented and an early identification of potential grievances among both selected beneficiaries of a specific program as well as among those people not included but feeling they should have been entitled to it  An identical reporting format to the one for district and commune authorities, to be used by NGOs implementing SP program activities, which will help NGOs to lead by example in grassroots reporting  An SPCU proposal to the IWG to appoint among its members an SP Grievance Council to objectively review complaints and requests both directly addressed to the committee by people and as mentioned in reports from local authorities and NGOs  Identification of focal points for each institute offering SP relevant information and data (i.e. CDC, NCDD, NIS, HIS, CDRI) to collaborate with SPCU in the development of a coordinated approach to harmonize classification and reporting of SP relevant information and data  An SPCU Think Tank, linked to the Social Protection Research Fund, in which a select group of experts conduct in-depth research responding to NSPS implementation opportunities and challenges

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Chapter 2 provides information and knowledge sharing outputs under SPCU coordination to keep all stakeholders well-informed on SP progress and developments. Implementation of these outputs largely depends on successful implementation of the objectives described in this first Chapter and on human and financial resources as (made) available. Outputs include:

 SPCU Publications: - Complete meeting minutes of joined meetings from and to national stakeholders (ministries/DPs) - Key points of internal stakeholder meetings relevant for other stakeholders (national/provincial) - Progress reports on the implementation of all NSPS programs - NSPS Fact Sheets - SPCU quarterly Newsletters for all stakeholders, produced in an attractive and understandable manner for stakeholders at all sub-national levels - An internal information system only accessible for stakeholders, in which SP relevant reports, minutes, surveys, statistics, etc., are clearly categorized and archived for easy access  An SP Web Portal, offering links to all existing stakeholder websites and all SP relevant national institute databases, inclusive of clear guidance as to where which information and data can be found  SP Web features also include: News and feature stories related to SP; Frequently Asked Questions; SP Fact Sheets; IEC materials; A blog for online discussions on SP; SPCU and stakeholders contacts

Chapter 3 offers a conceptualized approach linking the universal SP communication concept with the existing concept as used for the Cambodia Millennium Development Goals (CMDGs) in terms of symbols and key messages. Specific messages as needed for communication on the objectives and benefits of each specific SP program are placed under these SP key messages.

Public interaction activities to give shape to SPCU’s ambition to be acting as an advocate/champion of social protection as described in Chapter 4 include:

 Organizing of NSPS/SP Program Forums and events by the SPCU  SPCU media engagement activities  SPCU proposal to explore the feasibility of an SP Resource & Training Center

Chapter 5 provides leads as how the various outputs and their objectives are to be monitored and evaluated. Basic indicators on implementation progress are linked to the outputs and actions listed in the Operational Plan. In-depth M&E will be linked with approaches in the (to be drafted) SPCU M&E Strategy.

The Operational Plan (Chapter 6) links all outputs to actions to be taken within the following timeframe: Immediate priority: January – April 2012; Short-term priority: May – December 2012; Medium-term priority: 2013-2014; Long-term priority 2014-2015.

The total IKM & Communication tentative budget for human resources, technical assistance, research, grievance mechanisms, SPCU/NSPS publications and events, and all SP program specific IEC materials presented in Chapter 7, amounts to just over US$ 2 million for an anticipated 4 year nationwide implementation period as per NSPS 2012-2015, aiming to reaching 4 million poor and vulnerable people in Cambodia through well-informed qualified stakeholders at all levels.

The annexes of this document offer a detailed context for communication and IKM on social protection in Cambodia inclusive of a comprehensive situation analysis.

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SPCU COMMUNICATION & KNOWLEDGE MANAGEMENT STRATEGY

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1. Towards effective SP Information & Knowledge Management

1.1. Introduction

The key objective of this SPCU Communication and Knowledge Management Strategy is to positioning the SPCU as the leading body in coordination, information sharing and communication on social protection programs as outlined in the NSPS.

This has to be done in a context wherein the field of SP coordination includes a wide range of different actors who currently find themselves in the very early stages of cooperation efforts with few functioning structures in place to facilitate these efforts1. For the SPCU to take the lead in this process it will first have to invest further in its capacity as an organization with adequate and capable human resources, and will continue to depend on the ability and willingness of all stakeholders to cooperate and provide support.

In this light it is advisable to keep expectations realistic and avoid over-ambitious plans, targets and timeframes. A first priority will be for all stakeholders to put trust in the SPCU and its given mandate and to immediately start with including SPCU support in their SP programming.

The success of the SPCU in leading SP coordination and information sharing highly depends on cooperation by all NSPS stakeholders.

And: successful implementation of the NSPS objectives highly depends on the success of the SPCU in fulfilling its roles and responsibilities.

The CKM strategy is built upon steps in which priority objectives are linked to the capacity of the SPCU to start implementation. The key objective of the steps outlined in this Chapter is to provide feasible tools to create the basic structures and working processes among stakeholders to enable support for the SPCU.

The steps in Chapter 2 provide information and knowledge sharing outputs under SPCU coordination aiming to keep all stakeholders well-informed on SP progress and developments. Implementation of these outputs largely depends on successful implementation of the objectives described in this first Chapter and on human and financial resources as (made) available.

SPCU’s activities in public communication as an advocate/champion of social protection are covered in Chapters 3 and 4.

Figure 1 on page 12 conceptualizes the CKM inputs and outputs as described in the four chapters.

1 A detailed overview of the context of Social Protection in Cambodia is given in Annex A of this document Page 11 of 74

Figure 1: SP IKM & Communication Circulation

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1.2. IKM Structures and processes for SP Key Stakeholders

1.2.1. Appoint SP Communication Focal Points

Each key stakeholder will need to appoint one central SP Communication Focal Point (CFP) responsible for collecting and sharing all SP relevant information with the SPCU for further dissemination among all stakeholders (i.e. progress reports, meeting minutes, surveys, statistics, planned events).

Most development partners have already identified their CFPs. Line and key ministries are currently in a process of identifying their focal points, one for policy and one for technical matters. It is important to determine whether these focal points are also the right persons to take on this CFP task, since for example (deputy) ministers or secretaries of state can’t in their positions afford to fully focus on what will be a time consuming activity. At provincial levels SP coordination has for now been brought under the general responsibilities of either the governor or his deputy and here time constraints for these high officials are also an important factor to be taken into consideration.

For the identification of the right CFPs within ministries and all provinces it therefore is important to assess whether persons at a slightly lower management level can be appointed with the following profile:

 The appointed CFP has an excellent understanding of the overall SP context in Cambodia and in detail of programs as supervised and/or implemented by the respective ministry or province  The appointed CFP has sufficient authority to be given a generous mandate for sharing information with key stakeholders through the SPCU  The appointed CFP has limited or perhaps preferably even no other role and responsibilities within the organization beyond those related to SP  The appointed CFP has strong reporting and communication skills

1.2.2. Implement efficient meeting procedures

While the need for meetings is obvious and there certainly is no shortage of meetings in this sector, there is often also a general dissatisfaction about the effectiveness of meetings and its outcomes. This is mostly a result of failing to implement efficient meeting procedures or, where such procedures in principle do exist, failing to strictly hold on to them. The latter can only be avoided through strong leadership by the chair of the meeting, whose main task is to hold all participants to the procedures as set.

The ten efficient procedures for both internal organizational meetings and joined stakeholder meetings described below aim to result in relevant, to-the-point minutes of meetings which – through the SPCU – keep stakeholders timely well-informed about relevant progress, delays, obstacles, responsibilities, changes, opinions, suggestions and feedback as discussed.

Efficient procedures for both internal organizational meetings and joined stakeholder meetings include:

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1. Scheduling regular short meetings at fixed dates and times with strict durations (i.e. 1 hour) and requiring participants to include these meetings in their work planning. The frequency depends of course on the scale of the meetings with i.e. internal meetings bi-weekly, joined core stakeholder meetings monthly and larger stakeholder meetings quarterly with a longer duration (i.e. 3 hours) 2. Timely sharing of the agenda among all participants with clear objectives for each agenda point. Attach relevant documentation for each agenda point where needed 3. Attaching the participant list to the agenda, indicate whose attendance is considered mandatory for which objectives and require a timely notification of absence. Where relevant participants should include a person replacing her/him in their notification of absence 4. Avoiding PowerPoint Presentations during regular meetings since those do not fit in fixed durations. If seen as relevant for a discussion on a specific objective the presentation can be shared beforehand with the agenda inclusive of clear indications where inputs/feedback of participants is desired. Schedule for broader discussions/brainstorms on a presentation a separated meeting/workshop 5. Rotating responsibility for taking minutes among those capable to accurately cover the essence of the topics as discussed during the meeting 6. Identifying the need and then agree on clear action points after each agenda item 7. Identifying who is/are responsible for these action points and agree on timeframes/deadlines 8. Sharing concise minutes among participants within 3-5 working days after the meeting 9. Copying the SPCU in the distribution of all minutes of meetings it was not part of but need to be informed about. Clearly indicate whether the SPCU should distribute minutes further among other stakeholders for who the minutes might be relevant 10. Reviewing minutes of the previous meeting at the start of each next meeting (first agenda point) on its accuracy, to monitor progress made on agreed action points, identify (causes for) delays and ensure accountability for agreed actions

1.2.3. Create standardized reporting formats for all national and provincial stakeholders

A strict following of the meeting procedures will largely contribute to the ability of each stakeholder to timely draft progress reports, since agreed actions and identified delays are already covered in the meeting minutes. Reporting, often seen as a burden, will be further eased by introducing a standardized format, with the template as designed by SPCU to be used by all stakeholders to establishing uniform reports. The frequency of reporting might differ per stakeholder but in principle a quarterly brief (10 pages or less) progress report will be sufficient for most. The recommended SPCU reporting format for all stakeholders includes:

1. A brief general description of the SP program activities and the context of their implementation 2. A brief summary of progress made from the start of the program to the date of reporting 3. A brief description of each of the program outputs for which implementation has started 4. A brief description of complications encountered during the implementation (reasons for delay) 5. Lessons learned during the implementation 6. The way forwards – which outputs are due to be implemented and how are complications tackled? 7. Annex(es) with collected/used data for program implementation (if applicable) 8. A financial page with budget expenditures, available budgets and additional needs (this page can be submitted separately if wider sharing beyond the organization is considered inopportune)

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1.2.4. Establish SP Reporting by local authorities

The above three steps currently can’t expect to be fully introduced at district and commune level. However, it is evident that the much more direct interaction of these sub-national levels with the target groups of SP programs has to provide the crucial information and data for provincial and national stakeholders.

Districts and communes do receive technical support from development partners and civil society in the implementation of SP programs and this support should therefore include assistance to local authorities in collection and input of data and information. Mechanisms for this have been or are due to be developed such as the IDPoor programii as the primary tool for identifying beneficiaries of various programs under the NSPS and the PEOPLE Service ILO soon will start piloting in two provinces (Siem Reap and Banteay Meanchey), and which aims at linking together at the local level the delivery of services (health, skills, PWPiii, etc.), collecting information on persons covered as well as types and amounts of SP benefits.

Mentioned programs are designed with standardized formats for data collection with the ambition to implement these nationwide, and it should be included in SPCU’s mandate to oversee a consistent approach once programs are implemented by multiple stakeholders.

In addition the SPCU introduces a simplified reporting format for district and commune authorities with the objective to facilitate personalized feedback on programs implemented and an early identification of potential grievances among both selected beneficiaries of a specific program as well as among those people not included but feeling they should have been entitled to it.

A local reporting format for respectively district and commune authorities (separated forms) could include:

1. Name of district/commune 2. SP Programs running in district/commune 3. Number of identified beneficiaries per program 4. Program activities during the reporting period (i.e. quarterly) 5. Progress on program implementation as observed by the district/commune authority 6. Complications for program implementation as observed by the district/commune authority 7. Comments/requests/complaints received of beneficiaries in the district/commune 8. Comments/requests/complaints received of other citizens in the district/commune 9. Recommendations on program implementation(s) as seen by the district/commune authority 10. Comments on/Requests for (additional support) from/through national/provincial authorities by the district/commune authority

The reporting tasks of district and commune authorities will be included in their roles & responsibilities in SP program implementation. Ideally a pocket-size booklet is developed for local authority staff outlining their R&Rs. Most of these R&Rs have yet to be defined and since there is expected to be a need for constant updates of their R&Rs the booklet is best kept limited to general/overall job descriptions. Where needed district and communes should also be provided a computer and internet connection for this reporting task.

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Notes: There are important advantages for the SPCU to receive the reports as produced by district and commune authorities first hand, rather than having to wait for a screening process in which commune reports are summarized by their respective districts and district reports summarized by their respective provinces. Such a screening would inevitably result in (too) many losses of valuable information being left out in the respective summaries at sub-national levels where people might not fully oversee the relevance for other parts of the nation, or reaching the SPCU and through it national stakeholders too late to pro-actively respond to.

However, a point of concern for the SPCU is the human resources required to adequately absorb and use the many reports coming in from districts and communes in addition to all the ministerial, provincial and DP reports. And: how to translate all incoming information into brief updates and full reports to all stakeholders. The current SPCU staffing is already considered insufficient and expansion hence a priority pre-condition.

1.2.5. Build linkages with Civil Society Organizations

At the sub-national level several hundreds of Non‐governmental Organizations (NGOs) play a significant role in social protection implementation through their assistance to households in distress. According to the Council for the Development of Cambodia (CDC), NGOs channeled in 2009 roughly 10.4% of total Official Development Assistance (ODA) in Cambodia, and approximately the same in 2010 (10.3%)iv.

In cooperation with IWG-SSN partner NGO-Forum, representing 98 local and international NGOs working in Cambodia, the SPCU will seek to introduce an identical reporting format to the one for district and commune authorities presented under step 4, to be used by NGOs implementing SP program activities. By using an identical reporting format NGOs can lead by example to build the capacity of local authorities in reporting. It furthermore offers a second entry for people to express their grievances.

1.2.6. Appoint an SP Grievance Council

While the reports as proposed in paragraphs 1.2.4. and 1.2.5. include a mechanism for people to express grievances to local authorities and NGOs, a quarterly reporting schedule might not be adequate for stakeholders at the national level to timely respond to these grievances and requests at grassroots levels. Moreover, a fair review of grievances requires a certain level of distance to obtain objectivity.

The SPCU therefore will propose the IWG to appoint among its members an SP Grievance Council to objectively review complaints and requests both directly addressed to the committee by people and as mentioned in reports from local authorities and NGOs.

The formation, precise mandate and tasks of an SP Grievance Council go beyond the scope of an CKM strategy. But, with regards to communication, a National SP Hotline (phone number) should be introduced once a Grievance Council has been sworn in, to enable people at grassroots level to directly contact the Council. And, the Grievance Council itself will naturally need to report on its meetings, findings, recommendations and decisions.

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1.2.7. Build linkages with existing SP-relevant information resources

In absence of a national social protection strategy prior to 2011 it was not yet common practice to classify information and data provided in existing reports and databases as produced by ministries, sub-national authorities, development partners and CSOs in Cambodia under a label “social protection” wherever relevant. Obviously this does not mean such information is not available, but it is currently complicated and time consuming to trace SP relevant information present in existing sources.

The SP Web Portal as described in paragraph 1.3 will offer a first step in harmonizing online access to all SP relevant information and data available. Of equal importance is to ensure coordination between the SPCU and the organizations behind the various existing databases/resource centers in the development of indexes and search criteria for all information and data seen relevant for SP.

Table 1 provides an overview of relevant existing sources with which links need to be established. The SPCU will take a lead in identifying focal points for each institute to collaborate with in the development of a coordinated approach to harmonize classification and reporting of SP relevant information and data. The SPCU Think Tank (see §1.2.9., page 19) will advise and provide technical assistance in classification of data.

Table 1: SP relevant resources

* Council for the Development of Cambodia (CDC) – The CDC is a One Stop Service investment center, established in 1994 by the Royal Government of Cambodia. The roles and responsibilities of the CDC Cambodian Rehabilitation and Development Board (CRDB) are in particular relevant for SP stakeholders:

1. Focal point in contacts between the RGC and other countries, donors and DPs and among ministries and other governmental institutions in the coordination of development assistance; 2. Management of development cooperation to strengthen the ownership and the leadership of the RGC in the development activities, and to strengthen partnership with the DP community; 3. Mobilize and allocate development assistance for the implementation of the priorities set out in the National Strategic Development Plan and the Sectoral Development Programs; 4. Lead harmonization of the implementation of development projects and programs by development partners to enhance the effectiveness of development assistance; 5. Provide technical support to the Government-Donor Coordinating Committee (GDCC) and the joint-technical working groups (TWGs);

CRDB resources include coordination meeting minutes of the GDC, the Cambodia Development Cooperation Forum (CDCF) and development monitoring and evaluation reports: http://www.cdc-crdb.gov.kh/

* National Institute of Statistics of Cambodia (NIS) - The NIS compiles and consolidates since 1993 statistics provided by decentralized offices and also collects primary data through household and establishment surveys and population, agricultural and economic censuses. SP relevant reports include the Cambodian Socio-Economic Survey (CSES), the Cambodia Demographic and Health Survey (CDHS), the CAMINFO Indicator database, and indicators and progress reports on the National Social Development Plan (NSDP) - http://www.nis.gov.kh /

* Health Information System (HIS) - This HIS was formally launched in 1993 with complete coverage across the country achieved in February, 1995. The HIS focuses on collecting data from routine health service activities and health problems reported at all levels of public health facilities (referral hospitals and health centers) in the national health care system.

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The HIS does however not cover logistical and administrative data or data covering finance or vital statistics. Data is disaggregated by age group and geographic location. Gender information is available only for outpatient consultations, in-patient discharges, and laboratory results for malaria - http://www.hiscambodia.org

* National Committee for sub-national Democratic Development (NCDD) – The NCDD is the inter-ministerial mechanism for promoting democratic development through decentralization and de-concentration reforms throughout Cambodia. Its resources include commune, district and project databases in the CDB, including IDPoor. The CDB contains core information regarding demographic, socio-economic and physical assets of each commune. Starting in 2002, these data are collected by Village Chiefs and Commune Clerks and compiled at the commune level. The data are used by communes for preparation of socio-economic profiles at commune, district and provincial levels, as part of the annual planning exercises.

The CDB is maintained by the Ministry of Planning, with data collection taking place at the end of the year, and is used to produce the poverty index for the allocation of investment funds for communes - www.ncdd.gov.kh / http://www.ncdd.gov.kh/resources/database/cdb / www.ncdd.gov.kh/en/projects/ncddprojects/giz/idpoor

* Education Management Information System (EMIS) – The EMIS Center of the MoEYS collects data on all public schools ranging from enrolments to staffing, physical facilities and school financing - http://www.moeys.gov.kh

* SEILA Management Information System (MIS) - The SEILA (“foundation stone”) Program of the Royal Government of Cambodia is an aid mobilization and coordination framework to support the country's decentralization and deconcentration reforms. It was launched in 1996 as a government experiment in poverty alleviation in rural areas. Information on SEILA is accessible through the NCDD and CDC: www.cdc-crdb.gov.kh/cdc/practices_chapter8.htm

* Cambodian Agriculture Research and Development Institute (CARDI) - CARDI was in 1999 officially established as a semi-autonomous institute. CARDI’s mission of “Technology for Prosperity” is based on an analysis of how the agricultural sector in Cambodia is expected to evolve in the future - http://www.cardi.org.kh

Independent Institutes:

* Cambodia Resource Development Institute (CDRI) - CDRI produces independent, objective, high quality policy- relevant development research, aiming to maximize its accessibility to policy makers, influencers and stakeholders, and to have it affect policy in five interrelated areas that are key for Cambodia’s sustainable development: economy, trade and regional cooperation; poverty reduction, agricultural development and rural livelihoods; democratic governance and public sector reform; natural resources and the environment; human security, peace building and conflict transformation - http://www.cdri.org.kh

Economic Institute of Cambodia (EIC) – The EIC is an independent think-tank which provides essential information and a thorough insight into Cambodia’s socio-economic development. EIC bases itself on presenting reliable, accurate and research-based data and analysis of the country’s economic trends to participate in the formulation of sustainable economic development policies and strategies for Cambodia. EIC Database and Research provides extensive Economic Data and in-depth Policy Oriented Research - http://www.eicambodia.org

Cambodia Institute of Development Study (CIDS) - regulatory impact assessment, household surveys, risk assessments, business surveys, public opinion polls, sample survey, monitoring & evaluation, tracking surveys, value chain analysis, and indicatoring - http://www.cids-cambodia.org

* Prake – The National Wage Indicator for Cambodia - www.prake.org

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1.2.8. Ensure IKM Capacity within SPCU

The SPCU will need to develop an effective internal system in which a staff member i.e. is responsible for all minutes and reports coming in from six line ministries, another for the six key ministries, another for all (core) development partners, and four others to each manage information received from six provinces inclusive of districts, communes and NGOs.

Another option is to allocate incoming information over – groups of - SP programs, but the disadvantage would be that staff has to go through the same information since each province will implement multiple SP programs. It is also not recommended to separate the responsibilities of SPCU staff between the sub-national levels (commune, district, or province) because these three levels are for each province much more closely inter-related than districts and communes of different provinces are with each other.

A senior SPCU Reporting Officer will need to be in place to manage all reporting and information staff and take responsibility for overall reporting and distribution of information.

1.2.9. Create an SPCU Think Tank & Research

The Global Extension of Social Security (GESS) Platform could be considered a global virtual SP think tank (policy institute). It defines itself as a global knowledge sharing platform on the extension of social security and aims to facilitate the exchange of information and ideas, capture and document experiences, identify knowledge gaps, create new knowledge and promote innovation. To achieve this goal, GESS relies on the contributions of its users and the dialogue and exchange between them.

While the GESS Platform offers valuable inputs for all stakeholders and the SPCU should take the lead in linking Cambodia to GESS through the SP Portal as described, there will always remain many very Cambodia specific elements of SP implementation. For that reason the SPCU will take the initiative for the establishment of a Cambodian SPCU think tank in which a select group of experts as available among all stakeholders go beyond the regular more general SP meetings and are given time and resources to conduct in-depth research and brainstorm sessions on the most effective and sustainable ways to reach the objectives of the NSPS and respond to opportunities and challenges as met during the implementation of SP programs in Cambodia. The Think Tank will also support the SPCU in harmonizing classification and reporting of SP relevant information and data (§1.2.7.)

The Think Tank is to be linked with the Social Protection Research Fund for Cambodiav currently being set up by SPCU and UNICEF. The objective of the SPRF is to build capacity in national research and knowledge management related to social protection, and to promote informed discussions and knowledge sharing among the key stakeholders including those from researcher agencies, NGOs, academia and other entities in the civil society. The fund will assist the RGC in general and SPCU in particular in enhancing the quality of policy-making by learning from such research products thus promoting evidence-based policy and programme formulation.

Although the experts of the Think Tank will be selected from participating stakeholders it is recommended that the members are by protocol given the freedom for independent research, advices and opinions. While it is essential that the think tank closely communicates with the SPCU Monitoring & Evaluation component, this independency should include the possibility that findings of the two bodies differ. Page 19 of 74

2. SPCU Information and Knowledge Sharing

Once the objectives as outlined in Chapter 1 are at least partly in place and the secretariat has sufficient capacity, the SPCU can start producing and sharing the range of incoming information with all stakeholders.

2.1. SPCU Publications

2.1.1. Complete meeting minutes of joined meetings from and to national stakeholders (ministries/DPs) 2.1.2. Key points of internal stakeholder meetings relevant for other stakeholders (national/provincial) 2.1.3. (Semi) annual progress reports on the implementation of all NSPS programs in both Khmer and English (following the same format as outlined under paragraph 1.2.3., but more extensive) 2.1.4. (Semi) annual NSPS Fact Sheets for a quick overview of i.e.: % of population below poverty line; % of National Budget allocated to SP; % of budget allocated to each specific primary SP Program (Health Equity Funds, School Feeding, Public Works, Emergency Response, Assistance to Vulnerable Groups); % of identified beneficiaries reached in total and per program 2.1.5. SPCU quarterly Newsletters for all stakeholders (in both Khmer and English), but produced in an attractive and understandable manner for stakeholders at all sub-national levels, providing (illustrated) stories on i.e.:

 National NSPS implementation progress  Signaled trends in SP programs as being implemented (nationwide)  Lessons learned/mitigation strategies – i.e. presented as a list with “5 Tips/Suggestions”  Feedback received from districts and communes  Success stories – i.e. portrays (photo + text) of individual beneficiaries or entire communes  Updates on specific R&Rs for local authorities  (New) available resources – i.e. developed IEC materials  Upcoming SP Events (Calendar)  (Semi) annual NSPS Fact Sheets  Messages, findings, recommendations and decisions of the SP Grievance Council

2.2. Electronic internal information sharing

Nearly all of the above information will consist of word, excel, pdf or PowerPoint files shared through email. A great disadvantage – apart from the fact that most stakeholders are already overwhelmed with email correspondence on a daily base – is that email attachments expect receivers to create themselves a storage system. As a result documents are often left in emails, overlooked, not found back or lost all together. And, although storage capacities and internet connections as nowadays provided make this less and less an issue, people sometimes face difficulties receiving “heavy” attachments or are forced to delete emails because they have reached the maximum capacity of their email box.

It is therefore important to develop a reliable internal information system only accessible for stakeholders, managed by the SPCU, in which SP relevant reports, minutes, surveys, statistics, etc., are clearly categorized and archived for easy access. Page 20 of 74

Many organizations used to share internal information through the installation of an intranet, which offers a secure network within an organization, functioning as internet but only accessible for employees working on office computers or through logging in with a password on a private section of the public website of the organization . Intranet can, like internet, connect multiple locations of an organization worldwide, and hence can also be used by multiple accredited different organizations as needed for all SP stakeholders.

In recent years large organizations dealing with enormous amounts of data, but also public institutes and ministries worldwide, have fully or partly replaced intranet systems by “cloud computing”. In this system computer use is in fact offered as a service instead of a product. Computer software, data access, and data storage services do no longer require end-user knowledge of the physical location and configuration of the system that delivers the services. The model goes along with the term “cloud storage” in which data are virtually stored online, but in reality “land” in large data centers of hosting companies offering these services.

DP Members of the SPCG are currently exploring the use of such a “cloud service” for internal sharing of SP information, called Wikispacesvi. There are many others offering this service for a small fee. An interesting in- between option is “Dropbox”vii which does download shared files to computers of users, and has the advantage that information as put by members in online folders will automatically be updated inclusive of the folder structure once members are online, making it unnecessary to first visit the shared web space.

For any of these “cloud services” it is good to realize that there are security concerns which in various countries have resulted in governments keeping the most personal data of citizens out of such “clouds” and obviously also all classified data. However, the security of most – paid! – services is good enough to prevent even experienced network users access, and the majority of internal information shared on SP in Cambodia is unlikely to be of such interest that fear for inventive hacking should withhold stakeholders from the benefits using these services will bring. The alternative, intranet, requires a lot of technical expertise “in-house” and is much more expensive to set up and maintain.

The experiences of SPCG members with the creation of an SP library on Wikispaces will be valuable for the SPCU and the objective of the experiment is to enable the secretariat in time to take over the coordination and management of the library and extend membership to the CFPs of ministries and provinces.

2.3. SP Web Portal

The SPCU does have a website - www.socialprotection.card.gov.kh - which provides a good starting point for the creation of a redesigned informative, up-to-date and interactive SP web portal. Establishing the SPCU as a portal has the enormous advantage that it simply can offer links to all existing stakeholder websites and all SP relevant national databases (as in Table 1, pages 17-18).

The SPCU will explore future options to integrate all SP relevant data available into one central database accessible through the SPCU Portal, but this process will have to overcome many technical, political and property (ownership) complications, and even with full cooperation of all ministries and institutes involved it could take years to establish.

Nonetheless, CARD has, with support of DPs, started building a central Management Information System (MIS), developed SP data programs such as IDPoor and PEOPLE aim to “feed” this MIS and in time this will create a solid platform to integrate all available SP relevant data once complications have been overcome.

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A more urgent need than data ownership is however to facilitate public access to all available data on SP and therefore to equip the SPCU with a portal function designed with the following conditions:

1. Links to all stakeholder websites and relevant databases do open “inside” the SPCU website under an SP Portal banner and menu. Not only to visualize the leading “umbrella” function of the SPCU, but also in order to avoid that visitors are constantly led away from the portal menu. While this is the preferred option it might not be permitted in visibility protocols of some DP organizations. Would this be an obstacle than the link to their site will need to open in a new frame, next to the SP portal 2. All strategic and policy SP documents produced in Cambodia since stakeholders started in 2008 the process leading to the launch of the NSPS which are suitable to be also put on an open website (next to in the internal electronic information system), are brought under the SP portal library. Evidently all documents from the launch on will automatically be placed under the portal library. This should gradually reduce the need for visitors to go to the sites of most stakeholders for any SP related information, with the exception of the institutional databases 3. All stakeholders include a link to the SP Portal under their respective own SP sections on their sites 4. Links to the various databases do provide clear guidelines as to what kind of SP relevant information visitors can find in each database, inclusive of key word guidance for best search results 5. The SPCU portal will be interlinked with the Cambodia page on the global portal GESS (Global Extension of Social Security - www.social-protection.org ) This is preferable as opposed to uploading Cambodia’s SP information on GESS itself, to accentuate for both national and international online visitors the crucial Cambodian ownership of the SP process and related products Besides the function of the SPCU website as resource center and data portal, features will include:  News and feature stories related to SP  Frequently Asked Questions (FAQs)  SP Fact Sheets  Displays of developed IEC materials (posters, leaflets, videos, audio, etc.)  Open forum/blogs for online discussions on SP implementation in Cambodia  SPCU and stakeholders contacts facilitating specific inquiries by i.e. scholars and media Note: As with all SPCU publications, naturally all information on the SPCU Web Portal is to be offered in both Khmer and English

The SPCU website will be redesigned in accordance with this portal function. Figure 2 on page 23 provides a tentative website structure. Note that the listed links in the light green colours under the main menu bar open only when clicking the top menu category. All links open under this main menu bar, with on the homepage always the latest news release of the SPCU. The linkage with Cambodia’s Millennium Development Goals (CDMGs) is further explained in Chapter 3.

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Figure 2: SP Web Portal Structure

HOME CARD-SPCU MINISTRIES NSPS NSPS NSPS & SP NSPS IEC PARTNERS THINK TANK GRIEVANCE CONTACT KHMER Programs CDMGs RESOURCES Materials & RESEARCH COUNCIL SP BLOG ENGLISH

SP NEWS ABOUT CARD MAFF NSPS HEF SP & CDMG 1 SPCU SPCU LEAFLET ADB MANDATE MANDATE 2012-2015 LIBRARY SPGC

FAST FACTS ABOUT SPCU MEF NSPS SCHOOL SP & CDMG 2 CDC / CRDB SPCU ILO REPORTS FAQs SUMMARY FEEDING NEWSLETTER

FAQs ABOUT MOI BACKGROUND PWP SP & CDMG 3 NIS / HEF IEC GiZ SURVEYS REPORTS IWG-SSN DOCUMENTS CAMINFO MATERIALS

SPCU ABOUT SPWG MOSAVY PROGRESS AVG SP & CDMG 4 HIS S&S IEC FAO GESS HOTLINE NEWSLETTER REPORTS MATERIALS

SPCU EVENT SPCU MRD EMERGENCY SP & CDMG 5 EMIS PWP IEC UNICEF CONTACT CONTACT CALENDAR WORKPLAN RESPONSE MATERIALS

PRESS POLICY & MWA CASH SP & CDMG 6 NCDD / CDB AVG IEC UNDP RELEASES SUPPORT TRANSFERS IDPOOR MATERIALS NEWS M&E MOEYS IDPOOR SP & CDMG 7 SEILA MIS ER IEC WFP ARCHIVE MATERIALS

CAPACITY MOP PEOPLE SP & CDMG 8 CARDI WB DEVELOPMENT SERVICE

IKM & MOH RESEARCH SP & CDMG 9 CDRI AUSAID COMMUNICATION FUND

CONTACT MOLVT EIS DFID SPCU

STAKEHOLDER MWRAM CIDS NGO FORUM CONTACT LIST

MPWT PRAKE CDRI

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3. Conceptualizing SP Public Communication Approaches

The information and knowledge management outputs of Chapter 2 are (semi-) internal communication products, with the exception of the SP Web Portal and, possibly, the SPCU newsletter. The SPCU has in addition been given the lead in the coordination of harmonized public communication on the NSPS tools towards the specific target groups among the most vulnerable and to the Cambodian public in general. The extensive list of programs to be implemented under the NSPS – no less than 35 are identified as a priority activity for the coming two to three years – makes it evident that a conceptual approach will be needed to create transparency, consistency and synergy in SP Information, Education and Communication (IEC).

Consistency and synergy in communication at all levels is best assured by integrating the strategic top-down approach of the NSPS with a bottom up vision in public communication. Taking a bottom up vision in developing communication tools first and foremost ensures that although the messages as communicated at community level might not necessarily need to be that simplified for target groups at higher levels, people at all levels still need to be able to speak the language of the people they are ultimately working for. A bottom up concept ensures that also the information specifically designed for target groups at higher levels, i.e. the earlier mentioned booklets with specific roles and responsibilities for district and commune authorities involved with social protection, remains interlinked with the primary objectives of each social protection program, namely to protect the poor and most vulnerable.

3.1 Linkages between SP and CDMGs

Given the fact that all implementation programs are linked to one or more of Cambodia’s nine Millennium Development Goals (CMDGs)viii the universal SP communication concept is linked with the existing concept as used for the CMDGs in terms of symbols and colours. General SP key messages are in this concept linked to the CMDG key messages. Specific messages as needed for each of the SP programs are placed under these SP key messages. The concept is mandatory for the design of all IEC products, from simple public leaflets and media spots, to the R&R booklets for sub-national officials, a national SP Handbook and the SP Web Portal.

For the development of effective key messages the SPCU will organize a message brief session with selected experts of stakeholders to agree on all messages, keeping in mind that good messages have the potential to be used many years. Below SP key messages based on the seven CDMGs covered under the 35 priority SP programs are solely provided to illustrate the concept principle and thus not yet agreed SP key messages:

Social Protection Eradicates Extreme Poverty and Hunger

Social Protection Ensures Primary Education for All

Social Protection Supports Gender Equality and Empowers Women

Social Protection Reduces Child Mortality

Social Protection Improves Maternal Health

Social Protection Combats HIV/AIDS, Malaria and Other Diseases

Social Protection Assists Victims of Mines and Explosive Remnants of War (ERW)

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Message briefs with SP stakeholders might result in a preference for a less literal use of the CMDG messages, but the fact that these messages are meanwhile widely used and thus recognized does make them effective, powerful options. Each message needs in general SP IEC materials of the SPCU briefly further explanation of how NSPS programs are contributing in reaching each CMDG.

For SP program specific communication materials one or more of the above key messages will be accompanied by 3 or 4 messages informing/educating target groups on that program. Most programs have yet to be developed and specific messages to communicate the objectives and benefits to the target groups of each program can only be formulated at a later stage. Implementing partners of each program are expected to take the lead themselves in developing these program specific message briefs, keeping in mind that they need to be placed within the universal concept given by the SPCU. Of course existing messages as already used in i.e. health, education, food security, gender and disaster reduction communication by various stakeholders provide useful leads for specific SP program messages.

The SPCU does not yet have its own logo, but this should be considered, since the currently used CARD logo is designed for Agricultural and Rural Development and does not illustrate the specifics of Social Protection. It is possible to use the MDG symbols for each message within a new SPCU logo. This would benefit the overall visibility of the SPCU as leading secretariat in SP program implementation. Posters or i.e. a count calendar for an SP nutrition programme integrated in the universal SP concept could then be presented as follow:

Figure 3: Integration of CDMGs in SP program IEC:

SPCU/CARD LOGO Social Protection Reduces Child Mortality

(to be The First 1,000 Days Can Change the Future for Your Child! designed)

Breastfeed Your Baby for 6 Months – 3 Nutritious Meals a Day at Regular Times – Serve Fruits & Veggies for Vitamins!

X1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 1,000! Note: An SPCU logo design should keep the bottom right corner blank to enable this use with MDG symbols Page 25 of 74

3.2. IEC Tools for SP Program specific communication

Various stakeholders have indicated there is no real need for a full range of IEC materials communicating the overall objectives of the NSPS and SPCU. One leaflet (Annex C) globally explaining the vision and objectives of the NSPS, the role of the SPCU and a brief overview of SP stakeholders and programs is thought to be sufficient, next to detailed information provided through the web portal, newsletters and a Media Handbook.

However, as outlined in the previous paragraph, all SP program specific IEC materials need to carry the universal SP concept and the SPCU will have the task to supervise programmatic IEC materials developed by stakeholders on this mandatory inclusion of the concept. Therefore below a brief outline of IEC tools for stakeholders to communicate the objectives and benefits of their specific programs to the primary target groups within the design of the universal concept:

Picture or Photo posters are still a tool of choice in Cambodia, targeting both literate (including children) and illiterate people, both men and women. Messages and pictures of posters already existing are to be integrated as much as possible. Posters are best produced on durable, waterproof material for long lasting.

Although posters as stand-alone product need to be strong enough to create a basic understanding among people, printed visuals in general usually require additional explanation to be fully understood. The posters thus should be supported by leaflets and/or small passport-size (A6) booklets further explaining the meaning of the messages, the actions people can take themselves and the kinds of support they can expect from who, where and how. The SPCU will consider producing similar R&R leaflets for district/commune authorities.

Short instruction films are powerful tools because this visualization of messages is often best understood by people. Videos offer implementing stakeholders herein much more flexibility than TV programs, since they do not depend on broadcast times and access of the target groups to TV (which for poor and vulnerable people is limited) and can i.e. be shown during specific sessions (remote villages) or at public events (where electricity and suitable space are available), followed by discussions. Videos can also be developed for training of sub-national authorities on their understanding of and role in SP programs. These videos should include training in the roles and responsibilities of local authorities in the overall NSPS objectives. For short spots communicating key messages TV remains of course a must during specific awareness campaigns.

Radio, either at community, district, province or national level is a very popular media among women and men especially in rural areas. Radio provides easy access to information at low costs. Apart from being a medium for informative programs with i.e. an expert in the studio answering questions of listeners calling in, it is the most cost-effective medium to reach large populations with short SP program message spots. The universal SP key messages on the CDMGs should be included in such radio spots.

Text messaging (SMS) as a communication tool is becoming more and more popular and, with large parts of the population in possession of a mobile phone served by various networks with increasing coverage, is an excellent way to reach people anytime anywhere with simple messages. It can also be used for simple questionnaires to test people’s knowledge. People’s responses will be encouraged by prices/awards and responses will be free of charge.

Gadgets are helpful communication tools, if properly designed for women, men and children. Items can include T-shirts showing one or more key messages, pens, caps, umbrellas, shawls, stickers, etc. For children Games are equally useful tools to learn about i.e. their health, importance of education, and nutrition.

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3.3. Pre-Testing IEC Materials

While the SPCU will not take the lead in the development and production of SP program specific IEC tools as listed in paragraph 3.2., it will in its coordinating role and as guard of the universal concept for SP communication see to it that IEC materials are properly pre-tested by implementing partners before (nation)wide distribution. Pre-testing IEC materials is an important exercise to determine whether:

1. People understand the information given. This not only includes the information as such but also the way it is written (no complicated or technical language, long sentences for example) and the layout (size of fonts, spacing between characters, relation between text and photos)

2. People find the materials attractive. Do they like the used colors, photos, overall design

3. People accept the messages and corresponding photos. If people take offense of messages/photos – or find them not realistic, they will reject the message

4. People identify with the messages and photos. People need to understand that the messages are directed towards them, need to feel involved

5. People understand that the messages ask them to take action themselves, not only inform them

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4. SPCU & Public Interaction

Straight from the launch of the NSPS in December 2011, the SPCU will take on its ambition to establish itself as the leading instrument in SP coordination through pro-active visibility efforts among both all stakeholders at national and sub-national levels and the public. This ambition goes beyond NSPS/SPCU leaflets and inclusion of the SPCU communication concept in programmatic IEC materials. The SPCU work plan states that: “The SPCU will be acting as an advocate/champion of social protection”.ix

4.1. NSPS Events

The SPCU work plan outlines a dissemination plan for the NSPS in which after the launching ceremony during a National Forum on Social Protection, regional forums will be held in the following five regions:

1. Northwest: Battambang, Banteay Menchey, Uddor Meanchey, Pailin, Pursat 2. Northern and Central Kampong Thom, Kampong Chhnang, Siem Reap, Preah Vihear 3. Northeast Steung Treng, Kratie, Mondul Kiri, Rattanak Kiri 4. Eastern and Southeast Kampong Cham, Prey Veng, Svay Rieng, Kandal 5. Southwest Sihanoukville, Kep, Kampot, Kampong Speu, Koh Kong

The SPCU will not only organize these forums but also include presentations on its role, seek attention from media for these events, and have NSPS/SPCU materials as well as – through stakeholders - other program specific IEC materials available for distribution during these events.

Apart from these NSPS events the SPCU needs to ensure that ministries and DPs timely communicate the launches of their SP programs in order for the SPCU to develop an event calendar and plan preparations for communication and media coverage. UNICEF for example plans to organize a national event in January/February 2012 around the scaling-up of nutrition interventions nationwide, urgently needed to get Cambodia back on track for CMDG 4. Upcoming new SP programs include Public Works and Cash Transfers.

The SPCU can furthermore generate interest of the general public during events not related to SP, like information stands with IEC materials of SP programs during the Water Festival.

4.2. Media engagement

Large events make it usually easier to get media coverage, but the SPCU has also between events an important role in the encouragement and facilitation of media in covering SP related stories, supported by communication staff of implementing partners.

SPCU media activities may include: press releases and conferences on significant progress made, distribution of progress reports, facilitating interviews with i.e. key ministers, invitations for field visits by journalists i.e. joining high profile politicians visiting SP programs, round-table debates with live audiences, and offering high-profile SP representatives as guests for participation in call-in radio (and TV) shows.

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4.2.1. SPCU Media Handbook

In addition the SPCU will develop an SP Media Handbook, providing a summary of the vision, objectives, target groups and program interventions of the NSPS, an SP glossary, Frequently Asked Questions, key facts, data and figures on SP related issues, SP (online) resources, contacts of all relevant stakeholders at both the national and sub-national level, an SP Fact Sheet and information on the SP Grievance Council.

(Note: An excellent Cambodian example for a good setup and design for a Media Handbook is the in 2006 first presented HIV/AIDS Media Guide produced by the National Aids Authority with support of USAID).

4.2.2. SPCU CKM implementation & External Relations Support

For the SPCU to effectively take on its task in public interaction through – in particular – the media, it is necessary to either provide substantial training and support to the current SPCU junior communication assistant or recruit an additional experienced External Relations Officer to ensure below listed tasks are covered in a way relieving SPCU’s senior management of workloads rather than adding to it. Either option in addition is likely to require technical support through DPs for the implementation of CKM strategy outputs during at least the first year.

External Relations responsibilities include:

1. Create and update the contact list of stakeholders involved in the area of social protection 2. Update the inventory list of social protection programs and projects 3. Classify and categorize information products from stakeholders involved in Social Protection 4. Establish a network with communication sections of all stakeholders and classify and categorize their information products on social protection 5. Handling and recording of all incoming requests for information about the SPCU and its activities 6. Ensuring a timely response to questions from the media and assigning the most appropriate spokesperson (using a to be drafted media & communication protocol) 7. Drafting press releases and statements in both Khmer and English and distribute them following a sign-off procedure as included in the media & communication protocol 8. Compile and maintain a wide and detailed up-to-date media and external relations database for distribution of press announcements, news releases and SPCU statements 9. Monitoring media coverage on the SPCU, NSPS and all related issues 10. Preparing and/or coordinating the production of communication materials for general use, workshops, campaigns and press (brochures, press-kits, posters, TV spots, photos, etcetera) 11. Supervising and contributing content (text and visuals) to SPCU’s website 12. Proactively maintaining contacts with the media for coverage of SPCU’s mission 13. Organizing press conferences/briefings (i.e. to help explain complex issues, to launch an initiative and to communicate an important story), including: location, date, time, facilities, invitations to the press, speeches, preparation of press-kits. (Note: SPCU management should liaise with the CO/ERO about the need of a press conference in a timely way) 14. Coordinating and contributing to the quarterly newsletters on SP of the SPCU

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4.3. SPCU Public Resource & Training Center

Given the in the NSPS accepted reality that an SP Web Portal will add minimal value to sub-national stakeholders at district and commune level, the SPCU will – in time – consider opening a small physical resource center with hard copies of reports, books, studies, magazines, newsletters etcetera, which can be visited by local authorities when in Phnom Penh for trainings or workshops (or privately). Ideally the resource center offers also a reading/study corner, a few to internet connected computers and a meeting room where small trainings can be organized for local authorities, who then can use the resource center facilities.

Since Siem Reap is one of the poorest and therefore priority provinces, its capital city would be an interesting alternative location for such a resource and training center. Not just for being close to the local authorities and civil society groups involved in the various priority projects (to be) launched in Siem Reap, but also for offering the opportunity that authorities and civil society from other provinces can visit Siem Reap and learn from the experiences of their colleagues before implementation in their own provinces starts. As such the SP R&T Center would function as a knowledge sharing platform at the local level. An additional benefit is that Cambodians have Siem Reap close to their hearts and are usually keen to visit the city and thus this will stimulate participation in workshops/trainings.

Indeed, on a well-chosen location – i.e. a corner of the Angkor National Museum – it could furthermore serve to bring more visibility to the efforts of the RGC in providing social protection for the poor and vulnerable among the many foreign tourists visiting Siem Reap year-round. In that context it is worth noting here an observation from the Scoping study of an information and knowledge management strategy in CARD”, which the Asian Development Bank carried out in 2010 with the objective to propose a clear and client-orientated outline for CARD engagement in the field of information and knowledge managementx:

“During the visits of the libraries in CARDI, AIDOC and FAO, no visitors were present in the library, while all were stated to be accessible for students. There were no catalogues to find out which hardcopy information products are available. A high added value can be seen by inventorying and publishing a list of publications/reports on the internet and making them available to researchers and the interested public. The low number of visitors of the libraries indicates that the culture of reading and researching through libraries is still underdeveloped in Cambodia. A reason for this might be that the way of retrieving information is done by most students/researchers over the internet, as it is often more convenient.”

The verification round among DPs resulted in the following comments on this observation: “User-unfriendly accessibility and atmosphere of these libraries may also play a role”; Cambodia’s reading culture will improve with the increasing understanding of English (most documents are in English only), and quality of education in which students e.g. need to conduct a thesis requiring reference documents.”

Another ADB observation from the same report offers an interesting suggestion to perhaps generate some income through an R&T Center in Siem Reap through selling data on CD-Roms, or – more likely to be successful -IEC products (i.e. videos, posters, T-shirts and possibly gadgets) to – foreign - visitors:

“Research organizations (e.g. CARDI, CDRI) and also the National Institute for Statistics in the Ministry of Planning also have their information products available as hardcopies (for sale). It seems that the model of commercially selling part of the information products (NIS, CDRI) results in a higher level of organizing data and making them accessible. However, the prices for documents also limit the access of information by the public with less purchase power, e.g. students. NIS provides some statistical data CD-ROMs for the price of 50 USD, which are predominantly sold to donor organizations or the private sector.” Page 30 of 74

5. CKM Monitoring and evaluation

Since the focus of the SPCU is on coordination and for this purpose M&E is one of its four key components, M&E reporting formats on Information and Knowledge Management are best integrated within the NSPS M&E framework of the SPCU which will be developed based on a set of output and process indicators relating to the implementation and coordination of the strategy and will span a wide range of components. An M&E consultant is due to start assessment of the NSPS for the development of an M&E strategy.

The NSPS mentions about M&E: “Data sources for M&E of the NSPS will include official statistics (Census, CDHS, CSES), administrative statistics from sector ministries, programme monitoring systems and specific surveys and assessments. CARD will compile an annual progress report on the NSPS based on indicators in the monitoring framework and information from implementing agencies. Monitoring results will be presented to policymakers, implementers and development partners on a regular basis (in the framework of the Government–Donor Coordination Committee (GDCC) and CDCF process) to influence programme planning, design of future interventions and overall resource management.”

With regards to specific SP programs the SPCU work plans states that “M&E of NSPS is not [on] the programs themselves but instead [through] receiving M&E data from implementers (both DPs and line ministries) and coordinating an annual review of the NSPS”. This hence is also applicable to M&E on program specific IEC.

Integration of M&E for this CKM strategy within the NSPS M&E framework does naturally not suggest a use of identical indicators, but rather it is recommended that a same M&E model is applied, and formats and frequency of M&E reporting is synchronized for both NSPS and CKM.

In its most basic, simple form M&E indicators are linked with the outputs and actions in the matrix of the CKM operational plan (Chapter 6) adding the following columns to the first 8 columns of the matrix:

Column 9: Output realized within timeframe (yes/%/no) Column 10: Action completed within timeframe (yes/%/no) Column 11: CKM Inputs received from stakeholders (% of total expected within given timeframe) Column 12: CKM Outputs produced by SPCU / implementing partners (% of total expected within timeframe) Column 13: Feedback received (Number of people commenting on outputs produced within M&E period) Column 14: Positive Feedback (% of number of feedback received) Column 15: Negative Feedback (% of number of feedback received)

While this format offers a quick reference of levels of successes being made, more in-depth evaluation is recommended for especially the impact of SPCU information outputs. For this purpose an M&E template can be designed following the terms and questions of the SMART model (Table 2, page 32). The advantage of SMART is that it also offers excellent leads for M&E on implementation of NSPS objectives.

Adequate M&E on SP program specific IEC is best served by requiring implementing partners to use the KAP modelxi – Knowledge, Attitude, Practice – to surveying levels of understanding and changes in behaviour before, during, and after implementation of IEC materials explaining objectives and benefits of each program.

Reports of the SP Grievance Committee will too play a crucial role in M&E on satisfaction at grassroots levels.

In addition the well-known program cycle management model SWOT can be implemented to assess Strengths, Weaknesses, Opportunities and Threats of both NSPS and CKM objectives (Table 3, page 33). Page 31 of 74

Table 2 - SMARTxii

Specific Also: Significant, Stretching, Simple

Specific stresses the need for a specific goal over and against a more general one. This means the goal is clear and unambiguous; without vagaries and platitudes. To make goals specific, they must tell a team exactly what is expected, why is it important, who’s involved, where is it going to happen and which attributes are important. S . What do I want to accomplish? . Why? Specific reasons, purpose or benefits of accomplishing the goal. . Who is involved? . Where? Identify a location . Which? Identify requirements and constraints Measurable Also: Meaningful, Motivational, Manageable

Measurable stresses the need for concrete criteria for measuring progress toward the attainment of the goal. The thought behind this is that if a goal is not measurable, it is not possible to know whether a team is making progress toward successful completion. Measuring progress is supposed to help a team stay on track, reach its M target dates, and experience the exhilaration of achievement that spurs it on to continued effort required to reach the ultimate goal. . How much? . How many? . How will I know when it is accomplished?

Attainable Also: Appropriate, Achievable, Agreed, Assignable, Ambitious, Aspirational

Attainable stresses the importance of goals that are realistic and attainable. While an attainable goal may stretch a team in order to achieve it, the goal is not extreme. That is, the goals are neither out of reach nor A below standard performance, as these may be considered meaningless. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. An attainable goal may cause goal-setters to identify previously overlooked opportunities to bring themselves closer to the achievement of their goals. . How can the goal be accomplished? Relevant Also: Realistic, Resourced, Resonant

Relevant stresses the importance of making goals relevant. A relevant goal must represent an objective that the goal-setter is willing and able to work towards. This does not mean the goal cannot be high. A goal is R probably relevant if the goal-setter believes that it can be accomplished. If the goal-setter has accomplished anything similar in the past they may have identified a relevant goal. . Does this seem worthwhile?

Time-bound Also: Trackable, Tangible

Time-bound stresses the importance of grounding goals within a time frame; giving them a target date. A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date. This part of the S.M.A.R.T goal criteria is intended to prevent goals from being overtaken by the day-to-day T crises that invariably arise in an organization. A time-bound goal is intended to establish a sense of urgency. . When? . What can I do 6 months from now? . What can I do 6 weeks from now? . What can I do today?

T

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Table 3 - SWOTxiii

The SWOT analysis stands for an analysis of the Strength, Weakness, Opportunities and Threats implementation of set objectives face. It can be applied to almost any organization, department, team or individual. Its popularity stems from its universal applicability and that it does not require extensive training to use it effectively. It has been in use since at least 1966.

The SWOT analysis is a two part approach in that the Strengths and Weaknesses are internal issues to the company whereas the Opportunities and Threats are usually external factors. Under Strengths and Opportunities those elements Helpful for your objectives are listed. Under Weaknesses and Threats those elements Harmful for your objectives.

 A Strength is a resource or capacity that can be used effectively to achieve the project objective. To identify strengths, ask: “What are our advantages in this situation?”, “What do we do well?” or “What do other people see as our strength here?”

 A Weakness is a limitation, fault or defect in the particular product, service or issue. To identify weaknesses, ask: “What could we improve in this?”, “What do we do badly?”, or “What should we avoid?”

 An Opportunity is a favorable situation in your project or organization’s environment, often a trend or a change of some kind or an overlooked need that increases the relevance or effectiveness of the project in question.

 A Threat is a danger or menace in your project or organization’s environment. Often threats are ignored until they become major problems. Threats can be identified by looking at the obstacles faced, initiatives by others, and changing circumstances for your objectives. However, SWOT is very subjective analysis and often two people will come up with completely different factors in the same SWOT analysis. This is partly because the analysis is so intuitive that anyone can express their opinions on the SWOT of any given situation, especially since it does not need bundles of numbers and facts to achieve a reasonable result. To tackle this issue and go beyond simply listing factors, there is also a so-called Enhanced SWOT Matrix to define answers on HOW identified SWOT factors should be dealt with :

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6. Operational Plan The final operational plan depends on whether and to which extent proposed outputs of the CKM strategy and suggested timelines are approved by the owner of the strategy, CARD.

The given timeframes for the outputs in below table are as follow:

Immediate Priority: January – April 2012 Short Term Priority: May – December 2012

Medium Term Priority: 2013 - 2014 Long Term Priority: 2014 - 2015

Nationwide Implementation of the NSPS will take place in phases. For provinces, districts and communes the timeframe therefore shows implementation in phases ranging from immediate to long-term, following the schedule of NSPS program implementation in selected (set of) province(s), districts and communes.

PRIMARY IMPLEMENTATION OUTPUT ACTIONS TO BE TAKEN PRIORITY § RESPONSIBILITY

JAN MAY 2013 2014

–

– – –

APR

DEC 2012 IKM STRUCTURES AND PROCESSES 2014 2014

1 2012 FOR NSPS KEY STAKEHOLDERS

1.1 Approval SPCU CKM Strategy ▪Submission of CKM Strategy to CARD (December 2011) SPCU/CARD x

▪Identification of CFPs in all 12 line and key ministries Ministries x

▪Identification of CFPs among all DP stakeholders DPs x 1.2.1 SP Communication Focal Points ▪Identification of CFPs among all provincial authorities Provincial Authorities x x (in phases) ▪Identification of SPCU focal point for CFP coordination SPCU x

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▪Drafting of roles & responsibilities CFPs (TORs) SPCU with DP support x

▪Training of ministerial CFPs on their TORs SPCU with DP support x

▪Training of provincial CFPs on their TORs SPCU with DP support x x ▪Assessing level of needs and availability funds for financial SPCU with DP support x support of ministerial and provincial CFPs (incentives) ▪Printing and distribution of one-pager and/or meeting room 1.2.2 Efficient Meeting Procedures SPCU with DP support x posters with the ten efficient meeting procedures

Standardized reporting formats for all ▪Template design reporting format SPCU x 1.2.3 national and provincial stakeholders ▪Training in reporting for ministerial and provincial staff SPCU with DP support x x

▪Identification reporting staff at district levels Provincial Authorities x x x

▪Identification reporting staff at commune levels District Authorities x x x 1.2.4 SP Reporting by local authorities ▪Template design reporting format local authorities SPCU x

▪Training in reporting for local authorities SPCU with DP support x x x

▪Template design reporting format CSOs SPCU & NGO Forum x 1.2.5 Linkages with CSOs/NGOs ▪Identification reporting focal points CSOs SPCU & NGO Forum x x

▪Drafting of, and agreement on mandate and TOR SPGC IWG-SSN x x 1.2.6 SP Grievance Council ▪Appointment of SPGC members IWG-SSN

▪Creation and launch of a national SP Hotline SPCU with DP support x x x Linkages with existing SP-relevant ▪Identification of contacts for SPCU within all institutes SPCU 1.2.7 information resources ▪Labeling/classification of SP relevant data of institutes Institutes/SP Think Tank x x x

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▪Assessment of current SPCU IKM staffing available for SPCU x handling of incoming information ▪Assessment of estimated increase of incoming information in 2012 and each following year in line with expansion of SPCU with DP support x implementation CKM strategy at sub-national levels 1.2.8 SPCU IKM Capacity ▪Assessment of additional IKM staffing needed in SPCU with DP support x respectively 2012, 2013, and 2014 ▪Assessment of needs and availability of funds for financial SPCU with DP support x support of SPCU IKM staffing (incentives) ▪Identification/appointment of Senior Reporting Officer to SPCU x manage all SPCU IKM staff ▪Drafting and agreement on mandate and TOR Think Tank SPCU with DP support x 1.2.9 SPCU Think Tank & Research ▪Appointment of Think Tank members IWG-SSN x

INFORMATION & KNOWLEDGE

2 SHARING OUTPUTS SPCU

▪Ensuring that effective meeting procedures are implemented during all meetings, with concise minutes IWG-SSN, SPCG, SPCU x x x x 2.1.1 Complete minutes joint meetings consistently being taken and shared with SPCU ▪Uploading of meeting minutes on selected Internal SPCU x x x x Information Sharing System ▪Ensuring that effective meeting procedures are MINISTRIES, DPs, implemented during all meetings, with concise minutes x x x x PROVINCES, SPCU consistently being taken and shared with SPCU Key points internal stakeholder 2.1.2 meetings ▪Summarizing of meeting minutes in key points SPCU x x x x ▪Uploading of meeting minutes on selected Internal SPCU x x x x Information Sharing System ▪Ensuring that standardized reporting formats are implemented ALL STAKEHOLDERS, x x x x by all stakeholders and reports timely shared with SPCU SPCU 2.1.3 NSPS progress reports ▪Uploading of progress and M&E reports received on SPCU x x x x selected Internal Information Sharing System Page 36 of 74

▪ Compilation of semi(annual) Public NSPS progress reports SPCU x x x from reports and meeting minutes received ▪Printing, distribution and presentation of Public NSPS SPCU x x x progress reports to all stakeholders and media ▪Compilation of key figures/data in (semi) annual one pagers SPCU x x x x

2.1.4 NSPS Factsheets ▪Presentation of Factsheets in SPCU newsletter SPCU x x x x

▪Uploading of Factsheets on SP Web Portal SPCU x x x x ▪Production, printing and distribution of newsletter with 2.1.5 SPCU Quarterly Newsletter content as outlined in §2.1.5. to all national and sub national SPCU with DP support x x x x stakeholders and media ▪Evaluation of DP experiences with SP library on Wikispace SPCG x ▪Decision on continuation on Wikispace or another “cloud” SPCG/SPCU x service under management of SPCU 2.2 Internal Information Sharing System ▪Training of SPCU staff in maintaining the selected system SPCG x ▪Consistent classification and uploading of all incoming SPCU x x x x minutes, reports, fact sheets, surveys, newsletters, etc. ▪Template design SP Web Portal (see figure 2, page 23) SPCU with DP support x ▪Production of brief descriptions of all stakeholders and links SPCU with DP support x to their websites (and vice versa from their sites to SPCU) ▪Production of brief descriptions of national institutes with SPCU with DP support x clear guidelines on what data can be found where + links ▪Production of short news stories on Social Protection SPCU with DP support x x x x

2.3 SP Web Portal ▪Production of Frequently Asked Questions on SP/NSPS SPCU with DP support x x x x ▪Production of an SP online library containing all SPCU with DP support x x x x reports/documentation which can be shared with public ▪Production of stakeholder contact list SPCU with DP support x x x x ▪Reports for stakeholders on feedback received online SPCU with DP support x x x x ▪Production of SP event calendar SPCU with DP support x x x x ▪Collection of IEC materials SP programs for display SPCU with DP support x x x x Page 37 of 74

3 SPCU COMMUNICATION CONCEPT

3.1 SP Universal IEC Concept ▪Agreement on proposed linkage with CDMGs IWG-SSN x ▪Agreement on proposed linkage with CDMG key messages 3.1.1 SP Universal Key Messages IWG-SSN x or SPCG message brief to further develop SP key messages 3.1.2 SPCU Logo ▪Decision on use of CARD logo or design of new SPCU logo IWG-SSN, SPCU x ▪Development of program specific messages under the SP Implementing partners x x x x 3.2 SP Program specific IEC key messages of the universal concept ▪Production and implementation of program specific IEC Implementing partners x x x x ▪Ensuring IEC materials developed by implementing partners 3.3 SP Program IEC pre-testing SPCU with DP support x x x x are properly pre-tested among their target groups

4 SPCU PUBLIC INTERACTION

▪Update of for launch produced leaflet (annex C) with SP key SPCU x 4.0 SPCU/NSPS Public Leaflet messages explaining CDMGs links, and (possibly) SPCU logo ▪Printing for distribution during NSPS events SPCU x x x x

▪Organization of regional NSPS launch events SPCU with DP support x x

▪Preparation of presentations on SPCU during events SPCU x x x x 4.1 NSPS events ▪Planning of SP program specific launch events SPCU, DPs, Ministries x x x x

▪Planning of SPCU/NSPS stands during national events SPCU with DP support x x x x ▪Production and distribution of press releases for events and SPCU with DP support x x x x major news on NSPS programs/progress ▪Organization of press conferences around events and 4.2 Media engagement SPCU with DP support x x x x progress reports ▪Facilitating interviews with i.e. key ministers SPCU with DP support x x x

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▪Invitations for field visits by journalists, i.e. joining high SPCU with DP support x x x profile politicians visiting SP programs ▪Organization of round-table debates with live audiences SPCU with DP support x x x ▪Offering high-profile SP representatives as guests for SPCU with DP support x x x participation in call-in radio (and TV) shows ▪Production of Media Handbook with content as suggested 4.2.1 SPCU Media Handbook SPCU with DP support x in §4.2.1. and distribution among media and stakeholders ▪Assessment of need for an additional ERO or training of 4.2.2 SPCU External Relations Office(r) SPCU with DP support x SPCU communication assistant in external relations 4.3 SPCU Resource & Training Center ▪Feasibility study for value, location and function SPCU RTC SPCU with DP support x

5 MONITORING & EVALUATION

▪Review of CKM M&E Chapter by M&E Consultant SPCU SPCU/UNDP x x x x

▪Agreement on indicators and M&E assessment model SPCG x x x x 5.1 M&E Reporting on CKM Strategy ▪Agreement on lead in CKM M&E SPCG x x x x

▪Annual M&E reports on CKM implementation SPCG/SPCU x x x x

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7. Costing

7.1 Material costs

The SPCU has only a modest budget for communication (US$ 10,000) which is probably just sufficient for the production of a limited number of NSPS/SPCU leaflets and quarterly newsletters in print (hardcopies) during the upcoming months. For ongoing publication of the newsletters, additional SPCU publications such as the (semi) annual progress reports and for the development and distribution of an SPCU Media Handbook financial resources need to be either re-allocated in the current overall budget of the SPCU or further supported by SP partners.

The design of the SP Web Portal can be managed with the in-house web designer of SPCU, with technical support and cooperation of SP partners. Design costs of the universal SP concept for communication are limited to an integration of the SPCU logo and universal SP key messages with the already existing CDMG symbols.

Members of the SP Think Tank and SP Grievance Council are expected to be appointed among available personnel of IWG-SSN members, but resources are required for research and the launch of a national hotline.

Implementing partners are expected to carry themselves the costs for the development and distribution of their respective SP program specific IEC materials.

Mentioned expenses highly depend on scale, volume, range of IEC products selected and various quality options for i.e. printing materials. The tentative budget (§7.3) provides therefore only a proposed lump sum for a realistic total cost indication.

7.2 Human Resources

For the SPCU, but especially for the ministries and local authorities involved the main costs to be covered are caused by training of available staff and recruitment of additional staffing as needed to successfully implement the various structures and processes for information and knowledge management as outlined in Chapter 2. Nationwide implementation takes of course place in phases and although the NSPS does not provide details on this, the here given tentative budget for human resources (§7.3) is based on six provinces per year, inclusive incentives for all districts and communes in those provinces, hence completing a nationwide implementation in all 24 provinces within the four year timeframe of the NSPS (2012-2015).

Once available staffing for SP and additional needs within ministries and local authorities have been assessed the SPCU can take the lead in assessing training needs – i .e. in reporting skills. DPs can provide support through facilitating these trainings, conducted by either own staffing or consultants. There are also options within i.e. the UN system for the provision of incentives to support available and additional staff within ministries and at all sub-national levels to produce the reports as required.

The current SPCU staffing is by many already considered inadequate to take on its coordination role and additional staff for the SPCU secretariat is certainly going to be necessary if the reporting inputs as outlined in Chapter 2 are fully implemented. There will also be a need for technical advisor support to existing staff and/or an additional external relations officer for implementation of the CKM strategy and external relations. Page 40 of 74

7.3 Tentative Budget

The total IKM & Communication budget amounts to just over US$ 2 million for the four year nationwide implementation period as per NSPS 2012-2015, aiming to reaching and serving 4 million poor and vulnerable people in Cambodia through well-informed qualified stakeholders at all levels. Page 41 of 74

ANNEX A

THE CONTEXT OF SOCIAL PROTECTION COORDINATION IN CAMBODIA

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1. Introduction to Social Protection in Cambodiaxiv

Social protection is a priority of the Royal Government of Cambodia (RGC), as expressed in the Constitution, the Rectangular Strategy for Growth, Employment, Equity and Efficiency Phase II, the National Strategic Development Plan (NSDP) Update 2009-2013 and national legislation, as well as international conventions to which Cambodia is a signatory.

Social protection is not merely a cost, not a relief operation, not a rescue package for the poor and vulnerable against the impacts of economic downturn. Social protection is an investment to the country’s development, offering returns in poverty reduction, increased demand, translating to expanded markets and a healthier, better educated, and more productive workforce.

1.1 The National Social Protection Strategy

The development of this NSPS began at the 2nd Cambodia Development Cooperation Forum (CDCF) on December 3‐4, 2008. At this meeting, the RGC and development partners acknowledged the significant progress made in reducing overall poverty levels, but recognized that parts of the population remained vulnerable to various economic and social shocks, which were thus pushing them into poverty. To respond to this issue, the RGC and development partners agreed to undertake a scoping and mapping exercise to determine the nature of existing social safety nets to address risks resulting from the instability of food prices and economic crises, which were seen as likely to have had a negative impact on the livelihoods of the poor and vulnerable in Cambodia.

The main rationale behind a National Social Protection Strategy for the Poor and Vulnerable (NSPS) is the need to accelerate progress towards the Cambodian Millennium Development Goals (CMDGs). Achievement of the CMDGs has been further delayed by the recent food, fuel and financial crises, which have had a negative impact on the poor and vulnerable.

The development of the NSPS was supported through a number of technical consultations with a broad range of stakeholders, including government representatives at national and sub-national levels, development partners, civil society representatives and other development practitioners. This transparent and rigorous consultation process has ensured that the analytical and policy inputs have gone through comprehensive discussions. As a result, the NSPS was approved by the Council of Ministers in March 2011.

An effective social protection strategy for the poor and vulnerable requires a balance between relieving chronic poverty, helping the poor to cope with social, economic and climatic shocks and promoting their human capital for the future towards enabling them to break the cycle of poverty. The NSPS therefore pursues a threefold approach:

1. Supporting the poorest and most disadvantaged groups who cannot help themselves through social transfers and services; 2. Reducing the impact of risks that could lead to negative coping strategies and further impoverishment; and 3. Supporting the poor to move out of poverty by building human capital and expanding their opportunities.

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As for the strategy itself, the NSPS envisions that all Cambodians, especially the poor and vulnerable, will benefit from improved social safety nets and social security as an integral part of a sustainable, affordable and effective system.

The main goal of the NSPS is that poor and vulnerable Cambodians are increasingly protected against chronic poverty and hunger, shocks, destitution and social exclusion and benefit from investments in their human capital. Under this goal, the NSPS has the following objectives:

1. The poor and vulnerable receive support, including food, sanitation, water and shelter, etc., to meet their basic needs in times of emergency and crisis 2. Poor and vulnerable children and mothers benefit from social safety nets to reduce poverty and food insecurity and enhance the development of human capital by improving nutrition, maternal and child health, promoting education and eliminating child labour, especially its worst forms 3. The working‐age poor and vulnerable benefit from work opportunities to secure income, food and livelihoods, while contributing to the creation of sustainable physical and social infrastructure assets 4. The poor and vulnerable have effective access to affordable quality health care and financial protection in case of illness 5. Special vulnerable groups, including orphans, the elderly, single women with children, people with disabilities, people living with HIV, patients of tuberculosis (TB) and other chronic illness, etc., receive income, in‐kind and psychosocial support and adequate social care.

Achieving these objectives requires the scaling‐up and harmonization of existing social protection programs and the piloting of new interventions to fill any gaps. As a priority, public work programs to provide job opportunities and incomes for the poor and vulnerable will be scaled up. Cash transfer programs for household with many children, geared towards improved nutrition and education will be implemented to provide protection for children from short‐term impacts of crises and to ensure human capital development in the long term.

Implementation is the responsibility of line ministries and decentralized government institutions. The NSPS thus complements the efforts of line ministries in achieving sector targets by developing a framework for sustainable, effective and efficient implementation. Most programs in the NSPS are by nature inter‐sectoral and require coordination across ministries and government agencies, to avoid thematic and geographical overlaps, to harmonize implementation procedures and to coordinate the effective and efficient use of available funds from the national budget and development partners. They also entail active dialogue with supportive development partners and civil society.

To implement the strategy, the RGC will consider structures and mechanisms of coordination to provide policy support, monitoring and evaluation, information and knowledge management and capacity building. The priorities are institutional arrangements, capacity building for coordination agencies at national and sub‐national level and functionalized cooperation together with a monitoring structure for medium‐ and long‐term implementation. In the medium‐ and long‐term implementation of the NSPS, ongoing social protection activities and new pilots will be assessed and integrated into a more comprehensive national program in order to bring various schemes under one integrated program, at least per objective.

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1.2 Existing Arrangements for Social Protection Provisionxv

The following types of programs have been particularly successful in reaching large numbers of beneficiaries and effectively enabling access to services, food and income in Cambodia, and as such represent the building blocks for a comprehensive system of social protection for the poor and vulnerable in Cambodia:

1. Food and Nutrition Interventions  General food distribution to food‐insecure areas in times of emergency  School feeding and take‐home rations or food scholarships  Food for work programs addressing food insecurity, seasonal unemployment, chronic poverty and sustainable asset creation  Maternal and child health and nutrition programs, including transfer of fortified foods conditional on nutrition training  Food assistance to people living with HIV, TB patients, and orphans and vulnerable children (OVC)

2. Health Interventions  Measures to raise awareness on health promotion and vaccination  Health Equity Funds and CBHIs, addressing basic health protection for the general population

3. Education, Technical and Vocational Training Interventions  Scholarships addressing poverty of schoolchildren  School feeding and take‐home rations  Training programs of the National Fund for Poverty Reduction, the Special Fund of the Prime Minister, through technical and vocational training centers and community training programs  Certified training programs of pilots on post‐harvest technology and the skills‐bridging program  Training & education programs through NGOs, associations and private sector actors

4. Social Welfare and Work Condition Interventions  Occupational health and safety system inspection to ensure appropriate workplace conditions  Expansion of occupational health and safety protection for small enterprises and the informal sector  Affiliation to professional associations to establish conflict resolution at the workplace and Arbitration Council to promote harmony between employers and employees  Work injury insurance  Social safety net for migrants abroad  Prevention of all worst forms of child labour and forced labour  Social welfare services to special vulnerable groups, including disabled people, elderly, orphans, etc.

Labour Market Interventions  Establishment of a national qualification framework, national capacity standards and a capacity test package as tools to measure labour force capacity, promote productivity and transform skilled labourers into certified labourers  Ensuring the quality of technical and vocational education and training (TVET) through the recognition of training courses at technical and vocational training centers run by the public sector, the private sector, NGOs or associations  Public job service of the National Employment Agency, which complements existing private services to enable equity of labour market information for the labour force at provincial level  Thorough inspection of apprenticeship training to increase opportunities for apprentices to acquire a wide range of skills  Research on employment and vocational skills required by the market to manage and integrate the labour force gradually and prioritize the division of labour in labour markets

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2. The field of SP Coordination

CARD is a permanent structure of the government to coordinate the activities of agricultural and rural development with a specific task on social protection strategy development. In 2009, this mandate was expanded to include coordinating the development, implementation and M&E of the NSPS to enhance its effectiveness and efficiency. As stated in the NSDP Update 2009‐2013, CARD has been tasked with ensuring that effective inter‐ministerial coordination mechanisms are in place to link up RGC ministries and agencies that are responsible for delivering social safety net programs to the poor and vulnerable. CARD, with the support of line ministries and development partners, has since worked to build consensus on key concepts and a comprehensive direction for the development of a social safety net policy.

CARD is formed by the representatives from about 27 Ministers or Secretaries of State representing all ministries and government institutions. The modality of process is mainly a mandate-based and pro- mechanism approach where CARD is fixing itself as coordinator but not as an implementer of any program.

Figure 3: CARD Organigramxvi

CARD supervision of the NSPS is currently mainly led by six permanent member line ministries; the Ministries of Environment (MoE), Agriculture, Forestry and Fisheries (MAFF), Environment (MoE), Health (MoH), Public Works and Transport (MPWT), Rural Development (MRD) and Water Resources and Meteorology (MoWRAM). These line ministries have a dual role to play in social protection by ensuring the creation of sustainable physical assets and also ensuring food security and income generation for the poor and vulnerable. Page 46 of 74

In addition there are three so-called Invited Members; The Ministries of Interior (MoI), Economy & Finance (MEF), and Planning (MoP). In view of the RGC’s prioritization of improved decentralized service provision, MoI plays a critical role in identifying entry points to ensure quality and equitable provision of social protection at sub‐national levels. MoP’s contribution to identifying and targeting the poor through IDPoor is acknowledged as creating the basis for strengthening social protection provision and ensuring a streamlined approach to delivery.

Identified key ministries for SP implementation attending CARD SP meetings on a case by case basis are the Social Sector Ministries of Education, Youth and Sports (MoEYS), Health (MoH - Department of Health and Planning Information - DPHI), Social Affairs, Veterans and Youth Rehabilitation (MoSVY), Women’s Affairs (MoWA) and Labour and Vocational Training (MoLVT).

These Social Sector Ministries play a critical role in advancing social protection and providing benefits and services to the poor and vulnerable. Social protection has become an important part of social ministries’ scope of activities, given the focus of sector strategies and plans on reducing inequality in access and utilization of essential social services, especially at sub‐national levels.

Plans are prepared for the establishment of an inter-ministerial Social Protection Committee to take on the role of overseeing the NSPS implementation. As of to date it has not been decided whether the Social Sector Ministries will be invited to take place in this ISPC along with the line ministries.

Among others, capacity building within CARD in the near future is needed in order to achieve effective coordination, monitoring and evaluation of social protection interventions.

For this aim the CARD Social Protection Coordination Unit (SPCU) was created in 2010, as identified in the strategy, for the implementation of the NSPS.

Fundamentally, the SPCU will lead on social protection policy oversight, costing NSPS implementation, partnerships and dialogue, communication, monitoring and evaluation, and information management.

Organigram CARD-Social Protection Coordination Unitxvii

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The SPCU is functioning in close collaboration with the interim Working Group on Social Safety Nets (IWG_SSN). The latter is technically supported by the Social Protection Core Group (SPCG) which has as overall objective to coordinate the dialogue on social protection among Development Partners at a narrow scale and technically assist the preparation of IWG-SSN meetings.xviii

The IWG-SSN consists of the following members:

Government Development Partner Civil society CARD (chair) UNDP NGO-Forum MOP WFP CDRI MoEYS FAO MoH UNICEF MOSAVY WHO MoLVT WB MWA ADB MRD DFID MAFF AUSAID MEF GiZ NCDM CRDB/CDC

Members of the SPCG include:

CARD UNDP ADB UNICEF AusAid World Bank GiZ (GTZ) WFP ILO

CARD is currently furthermore exploring options for close cooperation in social protection coordination with another important inter-ministerial body of the RGC, The Supreme National Economic Council (SNEC). SNEC was established in 2001 to advice on socio-economic policy including governance. It is attached to the PM’s Cabinet and is administratively placed under the Council of Ministers. SNEC has four principal functionsxix:

1. coordinate policymaking for domestic and international economic issues 2. coordinate economic policy advice for the PM, 3. ensure that policy decisions and government programs are consistent with the RGC's economic goals, and 4. monitor implementation of the PM's socioeconomic policy agenda (Rectangular Strategy or RS)

In addition to the social sector and infrastructure ministries, a number of specialized agencies and institutions have social protection at the core of their mandate. The Cambodian Red Cross and the National Committee for Disaster Management (NCDM) help people mitigate and cope with the effects of disasters. They have successfully contributed towards addressing food insecurity and lack of shelter and access to basic services, including water and sanitation, for those affected by floods and other natural disasters.

At the national level the field of SP coordination also includes various databases/resource centers of ministries and national institutes with relevant data for social protection programs (See Table 1, page 17-18). Page 48 of 74

At the sub-national level several hundreds of Non‐governmental Organizations (NGOs) play a significant role in social protection implementation through their assistance to households in distress. According to the Council for the Development of Cambodia (CDC), NGOs channeled in 2009 roughly 10.4% of total Official Development Assistance (ODA) in Cambodia, and approximately the same in 2010 (10.3%).

Sub-national implementation of the NSPS requires furthermore well-organized close coordination with all 24 provinces/autonomous municipalities. Specific Social Protection focal points within provincial authorities do not yet exist – this role is currently included in the general tasks of (deputy) governors in each province – but will be essential to coordinate further decentralized implementation through the 185 district authorities to 1621 commune councils nationwide.

Although not all communes of Cambodia share the same levels of poverty, below geographic map ( source?) showing variations in poverty rates with a national estimated total of 4 million Poor & Vulnerable people living below the national poverty line of US$ 0.60 per day (27% of 14.7 million Cambodians), does clearly illustrate that very few commune councils are outside the scope of the NSPS:

Geographic variations in poverty rates (%)xx

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3. Roles & Responsibilities of the SPCU

Article 3 of the “Decision on the establishment of the Social Protection Coordination Unit of the Council for Agricultural and Rural Development”xxi stipulates the roles of the SPCU as follow:

1. Leading and coordinating the consultation dialogues with Development Partners, line Ministries and stakeholders involved in the development, dissemination, and implementation of social protection 2. Costing the implementation of social protection in Cambodia 3. Organizing forums, workshops, and consultative meetings to disseminate the NSPS 4. Assessing the human capacity development needs among line ministries and stakeholders involved in the implementation of the NSPS 5. Developing training packages, curricula, and short and medium term training courses to line ministries, particularly to the sub-national level institutions involved in the implementation of social protection strategy 6. Harmonizing and aligning the NSPS to other legal frameworks of line ministries and the RGC 7. Collaborating the dialogues with other Technical Working Groups of RGC and Development Partners 8. Collaborating and coordinating with other thematic working groups of CARD 9. Developing the work plan for the dissemination, monitoring and evaluation of social protection programs 10. Collaborating and coordinating with other stakeholders involved to develop the progress reports on the implementation of the NSPS to the Royal Government

The SPCU is established with four coordination components envisaged in the Strategic Framework of CARDxxii:

• Policy option identification Policy support and • Partnership and dialogue harmonisation • Policy alignment and harmonisation • Institutional support

• Collaborating and Assessing the Performance Monitoring and • Monitoring evaluation • Evaluation • Recommendation, Reporting, and Dissemination

• Training need assessment Capacity • Curriculum and training package development development • Training operation • Follow-up assessment

Knowledge and • Communication channel and collection mechanism • Analysing the information information • Storing and retrieving the information management • Disseminating the information

All four components are closely interrelated and for the SPCU to successfully take on this important role in coordination and information sharing it is evident that excellent levels of cooperation and support by all stakeholders to the SPCU are required. Indeed, the successes of stakeholders in implementing NSPS programs will highly depend on the success of the SPCU.

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This interdependency is recognized in the current process of consideration as described in the SPCU work plan (March 2011xxiii):

“Attention is arising whether the coordination role in the NSPS is confined only at the mandate of the CARD- structured SPCU or a more expanded (formal or informal structure) with other line ministries”. “Furthermore, if the structure of the SPCU has to be expanded to line ministries, the representative focal points at technical and political level need to be identified. Currently, focal persons from several line ministries are being identified. However, a more formal mechanism has to be developed. This structured task force is to identify the priority and sustainability of programs as integral part of NSPS.”

“The coordination of social protection development in Cambodia needs also to be effectively linked to the official government–development partner dialogue through technical working groups (TWGs). Moreover, for successful implementation, the involvement of decentralized structures of government (provincial, district, commune councils) is essential. The support to cohesion and policy on social protection, therefore, will ensure effective coordination of social protection activities among implementing line ministries and at national and sub-national levels.”

The levels of coordination, cooperation as well as communication are hence key to the ability of the SPCU to take on the challenging responsibility for knowledge and information management.

While there are various definitions of Knowledge Management (KM), in its essence successful implementation of KM comes down to how effective an ministries and development partners communicate (share) what they know – and learn - among all stakeholders and among its programmatic target groups in order to ensure transparency, consistency and synergy in the approaches and implementation of the NSPS programs and activities. A pragmatic communication and KM strategy for the SPCU is therefore the essential priority to provide the tools for first successfully structuring and sharing knowledge and second for integrating KM into effective communication on program goals towards target groups.

The SPCU work plan describes this priority as follow: “Information and Knowledge Management plays a crucial role in coordination, in particularly to enable the environment for NSPS development and implementation. This specific coordination role will be developed [building on] on the enormous experience of Cambodia in Social Protection provision to the poor and vulnerable people since 1980s. However, the main challenges to this task are the patchiness of the information in various institutions and geographical region and the willingness toward the common channel of information dissemination. As stated in NSPS, the main goal of the IKM component is to strengthen the management of information and knowledge on the social protection so that relevant and up-to-date information can be shared and disseminated among relevant stakeholders. To achieve the set out goals, the IKM component of the SPCU is centered on 4 elements of engagement. Moreover, a detailed Communication Strategy for the SPCU will be developed.”

Each of the first three SPCU coordination components includes tasks which could have been included under the fourth IKM component as well, i.e.:

Partnership & Dialogue (Component 1);

Recommendation, Reporting and Dissemination (Component 2), and;

Curriculum & Training package development (Component 3)

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SPCU tasks under the four elements of the fourth, IKM component are:

1. Communication channeling and collection mechanism

- Create and update the contact list of stakeholders involved in the area of social protection - Maintain the IWG-SSN membership list and the status/involvement of members in the SP dialogue - Update the inventory list of social protection programs and projects - Review, classify and categorize information products from SP stakeholders - Establish contacts with communication sections of different stakeholders to request information

2. Analyzing information

- Review and validate all information before archiving - Collaborate with other components of the SPCU to analyse the significance and relevancy of the collected information to NSPS and issue comments/feedback if necessary - Compile, re-format, and transform analyzed information into information products designed under a unique guideline and theme

3. Storing and retrieving information

- Set up a secure place to store/archive information electronically and physically - Assess the possibility and further develop an intranet system for CARD and relevant stakeholders to access secured information - Maintain and improve the existing CARD website on social protection - Update the website regularly with news, articles, and other relevant SP information

4. Disseminating information

- Estimate the necessary amounts of information products to be published physically - Distribute the information products to relevant recipients

The SPCU secretariat currently consists of 15 staff members. Four employees are directly involved with the information and knowledge management component:

 One chief of Information and Knowledge Management  One Information and Knowledge Management assistant  One junior assistant for website maintenance and graphic design  One junior assistant for communication

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3.1. Guiding Principlesxxiv

In order to leverage the benefits of an integrated social protection system as per the vision of the NSPS, a set of ‘Guiding Principles’ has been drafted for the approval of the Prime Minister at the National Forum on Disseminating of the NSPS on December 5 and 6, 2011. The SPCU will be custodian of the Guiding Principles, ensuring as much as possible that both existing and future social protection interventions fit within these criteria.

Guiding Principles of an Integrated National Social Protection Programme for the Poor & Vulnerable (NSPP)

1. Targeting Method: Interventions within the NSPP will target the poorest and most vulnerable, using the Ministry of Planning’s Identification of Poor Households (IDPoor) Programme data as the primary data source. However, if necessary, and subject to agreement with the Ministry of Planning, data derived from other appropriate complementary targeting mechanisms may also be used.

2. An integrated monitoring and reporting framework will be coordinated by the SPCU in cooperation with all relevant line ministries, sub-national authorities, development partners and civil society in order to improve information sharing and responsiveness.

3. An integrated evaluation framework will be developed by the SPCU as a key element of the NSPP in order to provide evidence to inform policy decisions, evaluate impact and mobilize resources.

4. New and existing programs should aim to be scaleable to nationwide levels in line with government national priorities as considered appropriate.

5. Programs should build on existing structures and mechanisms where possible.

6. Programs should have the ability to become nationally-owned and funded and should be designed as sustainable programs that can be initially supported by development partners and progressively financed by the Royal Government of Cambodia over the long-term.

7. Sub-national implementation and planning: Programs will be planned and implemented in accordance with the principles of Sub-National Democratic Development agenda to the extent feasible.

8. Interventions will give due consideration to capacity development needs using a coordinated framework.

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4. NSPS References to Cooperation & Information Sharing Needsxxv

The overview as given in Chapter Two makes clear that the SP field of coordination is enormous and as such brings enormous challenges with it. The NSPS mentions no less than 51 times the word “coordination” throughout its pages, and in addition 11 times “coordinate” and another 11 times “cooperation”. Mostly the words refer to the current gaps and weaknesses in social protection coordination:

“Coverage for the poor and vulnerable is still very limited: programs do not necessarily focus on the poorest areas and efforts have been largely fragmented, with weak coordination between the many ministries and institutions involved.”

“Matching main sources of vulnerability and existing programs requires scaling up and harmonizing existing interventions. HEFs, school feeding, scholarships and public works are already addressing major vulnerabilities faced by the poor and are proving effective. However, as we have seen, some of these programs, such as public works, tend to be implemented by multiple development partners on an ad hoc basis without much coordination, and their medium‐term sustainability is often questionable.”

Effectiveness of NSPS depends on Coordinationxxvi

“Social protection is a cross-cutting, multi-sector undertaking. At least ten ministries are already implementing or are involved in different social protection interventions as well as a number of Development Partners and civil society organizations. Successful implementation of the Strategy will therefore rely on effective coordination, between Development Partners and between relevant ministries. Coordination will be necessary in order to avoid thematic and geographic overlap or gaps, harmonize implementation procedures and ensure effective use of available funds from the national budget and Development Partners. Coordinating activities would need to include policy oversight, development of a common results-based monitoring and evaluation framework, knowledge and information management, capacity building at sub-national level and appropriate targeting mechanisms.

Establishing appropriate institutional arrangements for coordination and ensuring complementarity with existing social sector strategies will be crucial to the successful implementation of the Strategy. Development Partners welcome guidance from the Royal Government regarding the institutional arrangements for implementation of the National Social Protection Strategy.

The effectiveness of the national social protection system will depend on predictable and sustainable financing for coordination, targeting the poor and vulnerable, benefits and service delivery. Development Partners support the harmonization and alignment of existing social protection programs and stand ready to support a Government-led program-based approach to implement the National Social Protection Strategy.”

Mr. Jean-Pierre de Margerie, World Food Program Country Representative speaking on behalf of Development Partners at the 3rd Cambodia Development Cooperation Forum in Phnom Penh, June 2, 2010

Chapter 4 of the NSPS addresses specifically the gaps and challenges in existing Social Protection provision. All are indirect related to the need for coordination, communication, information and knowledge management. Below ten gaps and challenges explicitly referring to this need:

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1. In situations of emergency and crisis, public works have been an effective instrument, especially in the rehabilitation phase, but there is currently limited coverage and coordination 2. To tackle seasonal unemployment and food insecurity, social protection interventions include food distribution, school feeding and public works, but again there is limited coverage and coordination of PWPs, and funding and assistance for these activities remain volatile 3. The labour market information system needs to be further developed and expanded 4. Domestic and overseas worker/employee data management is not appropriate to the current economic situation 5. Programs are often implemented in parallel with the RGC structure, failing to build capacity in local government to gradually take over safety net management, therefore generating a vicious cycle of low local capacity and sustained parallel implementation of programs 6. Limited coordination among social protection interventions has resulted in uneven coverage, duplication of efforts and lack of sustainability and overall impact 7. Geographic coverage of existing programs, even the largest ones, is far from universal. Moreover, programs do not necessarily prioritize poor areas 8. Targeting has not yet been mainstreamed into safety net implementation and many safety net programs still rely on ad hoc targeting procedures whose accuracy has not been investigated, adding to transaction costs and inefficiencies 9. Few programs or institutions are actually collecting critical monitoring information beyond inputs, outputs and the mere list of beneficiaries, which makes it difficult to assess the effectiveness of ongoing programs and improve them on an ongoing basis. Even fewer are using monitoring data to improve their procedures on a continuous basis. Moreover, there are few rigorous and thorough evaluations of existing safety net interventions, making it difficult to assess how well they perform by international standards and where there are areas for improvement 10. Feedback and complaint resolution systems – a central pillar for guaranteeing good governance, transparency and effectiveness of safety net interventions – tend to remain underdeveloped. Very few programs have evaluated the effectiveness of their feedback systems

To respond to these gaps Chapter 6 of the NSPS sets out the institutional arrangements for social protection coordination, including policy oversight, M&E, knowledge and information management and capacity building, with the following ten objectives:

1. Avoid geographical overlaps or gaps in the provision of social protection 2. Avoid over‐targeting or gaps in coverage of beneficiaries 3. Harmonize implementation procedures 4. Strengthen the capacity of ministries and agencies to implement social protection interventions 5. Support the decentralized structures of government (provincial, district, commune councils) to engage on social protection 6. Strengthen vulnerability assessment and monitoring 7. Strengthen M&E of social protection interventions 8. Strengthen information and knowledge management for social protection 9. Strengthen the participation of beneficiaries (in design, review, feedback mechanisms) 10. Coordinate the use of available funds

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To establish these levels of coordination the NSPS identifies five priority actions to be taken:

1. Establish an appropriate structure and mechanisms to coordinate the development and implementation of the NSPS, ensuring policy oversight, partnership and dialogue, M&E and information and knowledge management 2. Establish an M&E framework for the NSPS in order to ensure effective, cost‐efficient and transparent implementation and provide evidence‐based feedback for the further development of programs and interventions of the NSPS 3. Develop an annual progress report on the NSPS through a technical consultation process 4. Strengthen social protection information and knowledge management to ensure the up‐to‐date collection, generation and dissemination of information among stakeholders 5. Develop capacity to ensure understanding and build skills for effective implementation of the NSPS at national and decentralized levels

Capacity development at the national coordination unit and with stakeholders at national and sub‐national level is the immediate priority of the NSPS, including on institutional arrangements, functional coordination and the monitoring and evaluation structure in the medium‐ and long‐term implementation.

The Social Protection Knowledge and Information Management component is outlined in paragraph 6.1.3. of the NSPS:

“Information and knowledge management is central to coordination, but information on existing social safety nets in Cambodia is still separate and patchy. Better knowledge and information management will improve linkages and information flows between all stakeholders. This involves the collection and management of information and the generation and dissemination of knowledge products and services. Access to information on innovations and lessons learnt, and capacity to create and transfer knowledge, are important to promote the success of social protection programs.

Information campaigns will create awareness about social protection programs. The outcome of the NSPS and its programs will be shared through national and regional fora and thematic workshops. Social protection discussions in districts and communes will ensure a feedback mechanism to the provincial and national policy level. CARD will develop and update a web‐based information and knowledge platform on social protection to bring forward new ideas and foster inter‐ministerial and development partner dialogue on social protection. While the website will be useful for many individuals and institutions, it will be difficult for sub‐ national stakeholders or even some national institutions to access. To complement web‐based technology, newsletters and magazines at regular intervals are an option.”

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5. Situation Analysis SP Information & Knowledge Management

As stated in the NSPS, information and knowledge management is central to coordination, but information on existing social safety nets in Cambodia is still separate and patchy. While the previous chapters of this CKM strategy document show that the field of SP coordination is enormous and that improvements are required at all levels among all stakeholders, national ownership of the NSPS implementation puts line and key ministries for SP at the heart of this need for improved information and knowledge sharing mechanisms.

5.1 Existing IKM observations

Between January and April 2010 the Asian Development Bank carried out a “Scoping study of an information and knowledge management strategy in CARD”xxvii, with the objective to propose a clear and client- orientated outline for CARD engagement in the field of information and knowledge management. CARD’s coordinating role in social protection was included in the thorough consultation rounds among CARD’s line ministries and relevant development partners and as such the findings of this study were largely, if not entirely reflecting the ministerial environment for information and knowledge sharing on SP as well. The ADB study eventually did not translate the findings into an IKM strategy; the output was limited to the creation of a CARD website as tool to “improve the concept of knowledge management in CARD”.

Relevant key observations of the ADB IKM study have now been shared with SP stakeholders for verification, in order to identify the areas where scaling-up actions are needed and within reason can be asked for. In general experiences and impressions among SP development partners do largely confirm the observations as made by ADB. Representatives of the ministries themselves consider most observations at least partly as a correct reflection of the situation in their ministry. Comments as made during these verification rounds are included under below listed ADB observations wherever seen relevant in the context of this chapter:

Observation 1: “In a steep hierarchy as established in the Cambodian Government, a high level of suspicion was shown [among line ministry interviewees - A.M.] as CARD somehow was often seen as a competitor, rather than a supporter or coordinator. During every interview, it was emphasized by the interviewer, that the mandate of managing information by the line ministries will not be questioned by CARD. However, the low level of cooperation attitude reflected the difficulties of horizontal communication within all government entities and therefore also limited the output of the study.”

Comments: “Before 2010 there was not any cooperation and communication and now still not much”. “Now we have the NSPS”. ““This may change with the establishment of an Inter-Ministerial coordination mechanism and when roles and responsibilities of the SPCU and line ministries on SP implementation are clearly defined”. “In a meeting with IWG and line ministries in February 2011 line ministries officially supported the NSPS and its implementation strategy”. “At SPCU level, there is to date no management information system in place to keep track of the implementation of the NSPS and the expansion of the strategy”. “There are no linkages with existing management information systems established by line ministries. However CARD has started the development of a MIS at central level. At local level the implementation of the PEOPLE service aims at linking together the delivery of services (health, skills, PWPs, etc.) and at collecting information on persons covered as well as types and amounts of SP benefits. PEOPLE data will feed CARD’s MIS and the databases of line Ministries. In the future a unique central database should be established as it is the case for instance in Indonesia (TNP2K)”. “IDPoor works closely with CARD”.

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Observation 2: “Ministries and a high number of multilateral and bilateral donor organizations and NGOs are interacting on ministerial, provincial, district, commune and village level. While many organizations often produce useful manuals, papers and policy documents or other media, it is often difficult for other organizations and the government to keep track which information is available where, in particular in the field of cross-cutting issues. In addition, the ownership of these materials often remains unclear, when various ministries/organizations are involved.”

Comments: “Keeping track of information from different organizations is always a challenge. With the coordination and communication efforts, with the launch and the planned upgrading of the website etc. this may be positively affected”. “Improvements can also be expected when SPCU’s coordination role is commonly understood, agreed and supported among the involved line ministries and as a result gets timely well- informed”. “Ownership should be with the government. Most NGOs and donors are aware of this and willing to provide technical assistance”. “It could be useful to conduct an Assessment Based National Dialogue Exercise. Experiences in other countries such as Thailand and Indonesia learn that this it is a great opportunity to have stakeholders around the table, sharing knowledge on current SP situations, identifying policy gaps and implementation issues, and coming up with shared recommendations”. “Some DPs directly contact NGOs and do not report to the ministry. And, some NGOs receiving support from DPs also do not report to the ministry”. “This is under control of the government so we need permission [to share information outside the ministry. A.M.]”.

Observation 3: “Another problem is that a number of these information products are also confidential or could be prone to criticism; that is why many organizations do not share a wide range of documents or information products. The situation gets aggravated by the fact, that there is in some cases no line ministry responsible to take over the role of managing information on cross-cutting issues, or that more than one ministry could be potentially responsible. As a result, it is to some extent unclear, who owns which information products, and who is in charge of managing them.”

Comments: “The SPCU is mandated to take on this role and is gradually developing capacity to deliver on this”. “The Council for the Development of Cambodia (CDC) has an information management role and improvement of links between CDC and SPCU could ensure improved information-sharing”. “Government institutions need to present their results in order to request for funding, therefore they need to well manage information”. “CARD is willing to launch the NSPS, and disseminate it to a wide audience”. “Our ministry provides information as per our partner’s needs”. “Each ministry has its own responsibility to share information”.

Observation 4: “Most ministries interviewed had at the time of the interview lack of capacities to update their websites within the recent years while some of them are currently underway of designing a new website (e.g. MAFF). As a result, many ministerial websites were not updated comprehensively or timely or had only documents from recent years available. The reasons mentioned for lack of updating were stated as the lack of staff, lack of technical knowledge (regarding computer handling, virus issues, use of Khmer Unicode), and insufficient computer and internet infrastructure.”

Comments: “We select and have sufficient qualified staff”. “CARD’s mother website gets meanwhile reasonably updated (albeit not the CARD social protection pages)”. “Low salaries within the government system make it difficult to compete with the private sector in recruitment of high qualified staff in this sector”. “It would be interesting to train and subsidize a focal point within CARD and within each line ministry to add relevant resources, web links etc. to Cambodia’s page on the Global Extension of Social Security Platform”.

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Observation 5: “In addition, ministries only publish information upon approval from the higher management level (minister and secretaries of state). Therefore the publication was mentioned to be sometimes delayed, depending on the approval policy of the ministry and the availability of staff responsible for approval.”

Comments: “Publication of any kind of information needs approval from higher management levels, because lower staff will not take the risk of being held responsible for providing sensitive information”. “In this environment self-censorship prevails”. “Publications are sometimes approved, sometimes not”.

Observation 6: “Most ministries do not consider research data produced outside their government as useful for cross checking of data generated through their provincial, district and commune offices. Some interviewees also stated that communication between research institutions and ministries requires improvement. There is often lack of trust in research information from sources outside the own organization.”

Comments: “Increasing use of the internet within ministries provides staff with wide access to data and may lead to use of additional information for planning and monitoring activities”. “It is not only a lack of trust, the culture of data is not really developed in Cambodia, people may be afraid of producing and using data. This needs to change to keep track of the extension of coverage and also to evaluate the impact of SP on other indicators such as poverty reduction, access to sustainable jobs. When limited to two indicators per program (i.e. one of coverage and one of benefits or access to services) everyone can understand the indicators easily”. ”Information is based on the tasks of each ministry itself and therefore not shared with other organizations”. “It is true that there is a lack of trust. But this will improve once we get better organized”.

Observation 7: “All organizations interviewed did not name [specific - A.M.] information gaps, but often stated that it is sometimes hard to get access to information, or that it is not clear where information is accessible. Furthermore, retrieving information from government institutions that has not yet been published is often a time consuming procedure, which many development organizations are not willing to spend time for. This might be due to the fact that information can only be disclosed by higher ranking ministry staff that is often too busy and not available to timely respond to those requests. Therefore, the main question with regard to IKM in Cambodia still is: Where is which information available?”

Comments: “Unwillingness to share information stems from several reasons, i.e.: Information may not be available, the quality of data might be considered too poor to refer to as source of information and insecurity whether higher management approves with sharing or not. This is why the role of CARD in monitoring the NSPS using a few indicators as suggested under observation 6 is key to a solution”. “We only work with one partner from whom we take information”. “This could change when the coordination structure improves”.

Observation 8: “Another problem, addressed by many ministries and some organizations, was that there is insufficient manpower, skills or infrastructure to manage information effectively. In particular, ministries often faced the problem of being supported only from projects for a particular time frame. When the projects phased out, websites were not updated, due to lack of knowledge, partly lack of interest of publishing information, or due to an unclear IKM policy. For the future, the ministries must be able to run and update their websites independently on their own funding, in order to be in line with a sustainable IKM policy.”

Comments: “Development partners are aware of the need for sustainability and willing to see continuation of activities, so there is local capacity development. But: how to keep the trained staff at their working place? Generally there is a high turn-over rate of government staff in the field of information management because lack of motivation”. “Provide support for GESS focal points as mentioned under observation 4.” Page 59 of 74

“The website ends when the project and thus the budget ends”. “We rely on our partners but staff is qualified”. “To improve updating of information a strong commitment is needed”. “This will only change when there is an exact development plan [for IKM, A.M.]”.

Observation 9: “Inter-ministerial exchange of information as well remains often difficult. The steep hierarchies and centralized power often does not allow or favor horizontal communication between departments without time consuming formal procedures. That is why most organizations see the government institutions not responsive in particular where urgent decisions have to be made on quickly delivered information (e.g. disaster response), or where timely updates of data are crucial for efficient cooperation and development.”

Comments: “There is support from DP to push for improved coordination through e.g. establishing technical working groups with representatives from line ministries and facilitating of regular meetings”. “Some areas have seen improvements, such as coordinated responses to avian influenza”. “If official information was produced, shared and disseminated we would not have to go through all this procedures of authorizations. It will change if we manage to establish the MIS at central level and PEOPLE services at sub national level”. “It depends on the kind of information”. “We do have a network with lower authorities”. “It will change when the social protection system works well”.

Observation 10: “Due to the steep hierarchy and approval mechanisms, staff on the lower level (where often information is handled and produced) is not empowered to manage the information. Some ministries have overcome this problem recently and now develop websites with a more decentralized data management and a less complicated approval procedure. This model would highly enhance the flow of information.”

Comments: “Agree with the above that this model would highly enhance the flow of information”. “Build linkages between SPCU and existing decentralized websites of relevant ministries (i.e. MEF, MoH)”. “Lower level staff has rights to manage but no budgets to publish information”.

Observation 11: “Although CARD has been given the mandate of managing information on social protection, some participants were unsure whether CARD as an institution should be managing information outside their field of interest. As CARD by its name reflects only subjects like Agriculture and Rural Development, the question came up if the Ministry of Health would support CARD in managing information on the Health Equity Funds. Therefore, the discussion of the group leaded to the suggestion to develop a neutral platform with a domain on social protection (e.g. www.socialprotection.gov.kh), and manage the information under the lead of CARD. However, CARD did not accept this proposal, therefore CARD aims at managing all information by itself. However, no decision has been made by CARD to define a person responsible for web content editing. Since the staff available for maintaining the social protection website is expected to be very low, if there is no support from development partners, the design of the website is also created basically on editing webpages rather than developing complex web databases.”

Comments: “No, because ministries have the right to dominate information. Yes, if there is no help from DPs”. The name CARD indeed does not show its mandate on SP. What about including Social Protection in the name, i.e. Council of Agricultural and Rural Development & Social Protection (CARDSP)?” “The SPCU is mandated to manage SP information”. “Do we plan to have complex web databases under SPCU?”

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5.2 IKM Inventory

In addition to the above verification of earlier findings an inventory list has been distributed among focal points of SP stakeholders in order to assess current levels of coordination, communication and knowledge sharing among SP stakeholders, the levels stakeholders would like them to be and the ways stakeholders see to get there.

Below main outcomes include feedback from six of the eight SPCG members (ILO, GiZ, UNICEF, WFP, World Bank, UNDP) and five of the twelve line/key ministries (MoH, MRD, MAFF, MoEYS, MWRaM).

Full results are attached in Annex B with DP responses in red and ministry responses in blue. These full results show clearly that the answers of the in total twelve respondents are extremely diverse with nearly every option ticked by one or more respondents. This as such already indicates a high need for improved communication and coordination among all stakeholders.

1. Current levels of (communication related to) SP coordination between DPs and the SPCU, between ministries and DPs and among DPs themselves are considered to be fairly well. Coordination levels on SP with counterparts at sub-national levels, inclusive of civil society partners are mostly seen as poor or none existent by DPs, while the majority of the ministries also consider these to be quite good.

2. Gaps as identified in (communication related to) SP coordination show in several cases remarkable different perceptions. Consensus does exist among DPs with regards to a current lack of clearness about the specific mandates of line ministries. While several ministries disagree, they do mostly agree that their decision making processes are rather slow. Both agree that SPCU’s mandate is not very clear and – as a result – that decision making processes within SPCU are slow. Most respondents share the opinion that the SPCU currently lacks the human resources for coordination. And, agree that sub-national authorities do not have the capacity to take on their role in SP.

3. From a list with 18 possible tools to Improve SP coordination and/or communication almost all agree these suggestions are very important or at least useful and that few of them are in place. Priorities include:

 Regular planning and progress meetings between SPCU, line ministries and DPs and sharing of minutes to be made during these meetings  Clear mandates, roles and responsibilities for each stakeholder  Delegated mandates for responses from line ministries to SPCU  Accelerated decision making processes within line ministries as well as among DPs  Strict action plans with realistic and therefore strict timelines and identified key individuals responsible for (lack) of progress reporting to all stakeholders  Assigned reporting officers at each line ministry and SPCU itself  Assigned provincial and district SP focal points with clear roles and responsibilities

4. The Inventory of existing (shared) information resources and identification of gaps/needs herein shows that few of the 30 suggested information resources are in place or otherwise people are not aware they are, such as DP meeting minutes on SP, which according to half of the respondents do exist and according to the other half don’t. The need for (more) minutes of all meetings is – especially among DPs - not disputed though, and neither are the needs for quarterly progress reports from all stakeholders and an annual overall SP progress report, to be drafted/coordinated by the SPCU.

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Strong support for other suggested public information resources include:

 Quarterly SPCU newsletter  National SP website which functions as a SP web portal linking existing webpages of all SP stakeholders  (as well as) a National SP Database linking all existing Cambodian databases with SP relevant information  National and sub-national SP Roles & Responsibilities pocket guide books (sub-national R&Rs to be developed in line with IP3)  Media Handbook on SP with brief info on NSPS, SP resources, stakeholders and contacts

5. The inventory of existing IEC materials, identification of gaps/needs show that according to ministries quite a lot (potentially useful) material does already exist. It is explainable DPs are largely not aware of this for the simple fact that various NSPS implementation programs they are involved in are in a design phase or have yet to be developed. For all five main interventions as identified in the NSPS existing materials very likely can be adapted to fit within the universal SP IEC concept as part of this communication strategy. This is important to identify since it will need to be mandatory for implementing partners to adapt their IEC materials on specific SP programs to this national SP concept to create transparency, consistency and synergy in all social protection communication in Cambodia.

6. Levels of support available for the production of IEC materials are indicated to be widely available. At least one and often several more respondents indicated for each IEC product to be able to provide technical support and/or submit content. None of the respondents was able or willing to directly indicate availability of financial support for these IEC products, but several DPs offered to take the responsibility for the full production of some of the listed materials, which then would include financial coverage.

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ANNEX B - Results SPCU Communication & Knowledge Management Stakeholder Assessment

PURPOSE

The SPCU implementation plan recognizes that Information and Knowledge Management (IKM) on social protection is central to the support of effective coordination. Capacities for IKM will be strengthened to ensure the up-to-date collection, generation and dissemination of information among involved stakeholders. Communications is key to KM and vice versa and Communication not just supports effective coordination, coordination depends on communication. This CKM stakeholder assessment questionnaire therefore aims to map the current levels of coordination, communication and knowledge sharing, the levels stakeholders want them to be and the ways stakeholders see to get there as follow:

1. The current level of coordination between all stakeholders involved in SP 2. Identification of gaps in coordination as experienced by stakeholders 3. Identification of ways to improve coordination/communication as seen by stakeholders 4. Inventory of existing information resources as used by stakeholders 5. Identification of gaps in sharing of information resources among stakeholders 6. Identification of needs for sharing of information resources as seen by stakeholders 7. Identification of the support stakeholders can provide to improve information sharing 8. Inventory of existing (potential) useful public communication materials as used by stakeholders 9. Identification of public communication (IEC) material needs as seen by stakeholders 10. Identification of the support stakeholders can provide to develop IEC materials

The questionnaire should be completed by the key SP focal point of each stakeholder most familiar with current levels of SP coordination, communication and information sharing.

NAME 12 respondents GiZ, ILO, UNDP, UNICEF (2X), WFP, WORLD BANK ORGANIZATION MOH, MRD, MAFF, MOEYS, MWRAM

NOTE! It is evident that not every question (line) of each section can be answered meaningfully by each stakeholder, but please do not leave questions blank and answer each line under each section as follow:

V = You are in a position to give a relevant answer to the question / = You are not in a position to provide a relevant answer to the question (use 4th column) ? = You are not sure if your answer on the question is relevant but can choose an answer

B. SP COORDINATION

SECTION 1: CURRENT LEVEL OF (COMMUNICATION RELATED TO) SP COORDINATION

YOUR (ORGANIZATION’S) SP COORDINATION WITH: GOOD FAIR POOR NONE

1 THE SPCU vvvvvvvv vvvv 2 (OTHER) LINE MINISTRIES OF CARD vvvvv vv v//// 3 (OTHER) GOVT. INSTITUTES (GI) vvvv vv vv v/// 4 (OTHER) DEVELOPMENT PARTNERS (DP) vvvvvvvv vvv / 5 (OTHER) CIVIL SOCIETY PARTNERS (CSP) vvvv vv v?vvv // 6 (OTHER) PROVINCIAL AUTHORITIES (PA) vvvv vv vvv v// 7 (OTHER) DISTRICT AUTHORITIES (DA) vvvv v vvvv v// 8 (OTHER) COMMUNE AUTHORITIES (CA) vvvv v vvv v// 9 POOR AND VULNERABLE PEOPLE (PVP) vvvv v vv v/?// 10 MEDIA / GENERAL PUBLIC (MED/GP) vvvv v vvvv v/? Page 63 of 74

COMMENTS:

SPCU is limited available due to the work load of staff who are in position to participate in any discussion. Staff may feel that they are at lower level and not in position to discuss. There may be issue of staff delegation and clear job description. The internal sharing information may need to improve. It general known that the lack of staff motivation may lead to unwillingness to participate in discussion and take more responsibility.

Question 9 & 10: based on my experience the poor and vulnerable will coordinate fairly good with local authority or NGOs who is trying to help them. For public media, it is poorly to communicate with them unless they see any benefit to them (eg: per diem, or incentive).

PAC is a newly established section within UNICEF, thus would requires some time to firm up coordination/relations with various stakeholders

There’s always room for improvement

ILO has working relationships with SPCU, MoL, MoSAVY, NSSF and NSSF-C. We also have good working relationships with DPs in the IWG (WFP, UNICEF, UNDP, AusAID, etc.), GIZ (as part of the Providing for health – in support to NSSF and NSSF-C), GRET (SKY CBHI and Health insurance project)

SECTION 2: GAPS IN (COMMUNICATION RELATED TO) SP COORDINATION

PARTLY POTENTIAL GAPS: TRUE FALSE IRRELEVANT TRUE

1 SPCU IS LIMITED AVAILABLE TO DISCUSS MATTERS vvvvvv vvvv v/ 2 MINISTRIES SP REPRESENTATIVES ARE LIMITED vvv vvv vv //// AVAILABLE TO DISCUSS MATTERS 3 DP’S ARE LIMITED AVAILABLE TO DISCUSS MATTERS v vvv vvvvvvv / 4 CSP’S ARE LIMITED AVAILABLE TO DISCUSS MATTERS v ? vvv v ////// 5 SPCU RESPONSE/FEEDBACK TO INQUIRIES IS SLOW vvv vv ?v vvv // 6 MINISTRIES RESPONSES TO INQUIRIES ARE SLOW vv v ?vv vv v/// 7 DP’S RESPONSES TO INQUIRIES ARE SLOW vvv ?vv vvvvv / 8 CSP’S RESPONSES TO INQUIRIES ARE SLOW vvvv vv v///// 9 MINISTRIES SP FOCAL POINTS ARE NOT IDENTIFIED vvvvv vvv vv // 10 DP’S SP FOCAL POINTS ARE NOT IDENTIFIED vv vvvv vvvvv / 11 CSP’S SP FOCAL POINTS ARE NOT IDENTIFIED vvv vvv v v //// 12 MANDATE SPCU IS NOT CLEAR vv vvvvv vvvv / 13 DECISION MANDATES MINISTRIES NOT CLEAR vv vvvv vvvv // 14 DECISION MAKING PROCESS SPCU IS (TOO) SLOW vvv vvvv ? //v/ 15 DECISION MAKING PROCESS MINISTRIES IS SLOW vvv ?vvv v v /// 16 DECISION MAKING PROCESS DP’S ARE TOO SLOW vvvvv vvv //v/ 17 SPCU LACKS HUMAN RESOURCES FOR COORDINATION vvvvvv vv v / v? 18 MINISTRIES LACK HUMAN RESOURCES FOR SP CO-OR vvv ?v vvvv /// 19 DP’S LACK HUMAN RESOURCES FOR SP CO-OR vvv vvvvvvv / 20 CSP’S LACK HUMAN RESOURCES FOR SP CO-OR v v vv vv ? ///// 21 PROVINCIAL SP FOCAL POINTS NOT IDENTIFIED vvvvvv vv?vv / 22 PROVINCIAL AUTHORITIES LACK CAPACITY FOR SP vvvv vvvvv v /? vvvvvv 23 DISTRICT SP FOCAL POINTS NOT IDENTIFIED ?v / vvv 24 DISTRICT AUTHORITIES LACK CAPACITY FOR SP vvvv vvvv v //?

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vvvv 25 COMMUNE SP FOCAL POINTS NOT IDENTIFIED vvv ? / vvv 26 COMMUNE AUTHORITIES LACK CAPACITY FOR SP vvvv vvvv ///? 27 DP’S LACK (HUMAN) RESOURCES FOR SUB- vvvv vvv vv // ? NATIONAL SP COORDINATION/COMMUNCATION 28 CSP’S LACK (HUMAN) RESOURCES FOR SUB- v vv vv ? /////? NATIONAL SP COORDINATION/COMMUNCATION MECHANISMS FOR INPUT/FEEDBACK VULNERABLE vvvvv 29 v // PEOPLE ARE LACKING vvvv

COMMENTS: (I.E. EXPLANATIONS TO ABOVE ANSWERS OR OTHER REASONS FOR GAPS)

Commune council for women and children does have pre-existing role in some sort of safety net and sp The biggest problem is with definition of role and functionality within CARD, SPCU and within the sub-national structures. But I gather that there are some developments in that direction and hopefully the official launch of the NSPS will kick help concretize some of these outcomes. SPCU is still to take on fully its coordination role; various functionalities are being developed mostly with the support of the donor resources. We need more Cambodian Govt. staff of the right caliber and skill mix to be assigned to SPCU and SPCU to start functioning as a real hub for coordination, guidance and oversight agency in SP. There is no channel for coordination and communication with the civil society. The planned and agreed social protection Research Exchange Forum is aimed at providing that platform. It is expected to start convening officially after the launch of the NSPS on 20th October.

From my experience government institutions communicate/coordinate with DP immediately or slow depend on the level of interest. Motivation is generally known as key factor to make government staff to be active in coordination and get job done. I personally see that the issue communication good or bad within government or NGOs due to the internal management within those institution. From my observation the staff may lack of clear job description, lack of task delegation, lack of motivation (job promotion/other) which are constraint in improving coordination/ communication. For some extend at NGOs or private organization their staff may have clear role and some authority to response to outsider. Another thing, the availability of top manager is also important, most of staff of NGOs/DP may easily access to their boss for advice while it may be difficult to do the same things within government institutions and most of the case government staff are afraid to be blame when they share information to outside of their working place. @21 They are the governors or there deputies

Most DPs are very active at central level but not so much in the provinces. Now that 2 target provinces have been identified all activities should focus both at central level and in these provinces. The establishment of a coordination mechanism for instance or the communication on the NSPS should be done at central and sub-national levels AT THE SAME TIME.

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SECTION 3: IMPROVEMENTS OF COORDINATION AND/OR COMMUNICATION

POTENTIAL IMPROVEMENTS: VERY NOT (SO) ALREADY USEFUL (More than one answer can be given) IMPORTANT IMPORTANT IN PLACE

1 MONTHLY PLANNING AND PROGRESS vvvvvvv vvvv vv MEETINGS SPCU, LINE MINISTRIES AND DP’S 2 TIMELY (< 1 WEEK) SHARING OF MEETING vvvv vvvvv vvv vv MINUTES AMONG ALL CORE STAKEHOLDERS 3 CLEAR MANDATES, ROLES AND vvvvvvvv vvv vvv RESPONSIBILITIES FOR EACH STAKEHOLDER 4 DELEGATED MANDATES FOR RESPONSES vvvvvvvvv vv v FROM LINE MINISTRIES TO SPCU 5 ACCELERATED DECISION MAKING PROCESSES vvvvvv vvvvv ? WITHIN LINE MINISTRIES 6 ACCELERATED DECISION MAKING PROCESSES vvvvvv vvvv v? WITHIN DP’S 7 STRICT DEADLINES FOR INQUIRY RESPONSES vvvvvv vvvvvv v STRICT ACTION PLANS WITH REALISTIC AND 8 THEREFORE STRICT TIMELINES AND vvvvvvvv vvv / IDENTIFIED KEY INDIVIDUALS RESPONSIBLE FOR (LACK) OF PROGRESS REPORTING TO ALL 9 ASSIGNED REPORTING OFFICER AT SPCU vvvvvvv vvv v v 10 ASSIGNED REPORTING OFFICERS AT EACH vvvvvvvv vv v ? 11 ASSIGNEDLINE MINISTRY REPORTING OFFICERS FOR EACH DP vvvvvv vvv vv /v? 12 ASSIGNED CSP FOCAL POINTS PER PROVINCE vvvvvv v v ////v 13 ASSIGNED PROVINCIAL SP FOCAL POINTS vvvvvvvvv v // WITH CLEAR ROLES AND RESPONSIBILITIES 14 ASSIGNED DISTRICT SP FOCAL POINTS WITH vvvvvvvvv v // CLEAR ROLES AND RESPONSIBILITIES 15 ASSIGNED COMMUNE FOCAL POINTS WITH vvvvvvv vvv // CLEAR ROLES AND RESPONSIBILITIES 16 ASSIGNED DP SUB-NATIONAL FOCAL POINTS vvvv v vvv ////v 17 ASSIGNED FOCAL POINTS VULNERABLE PEOPLE vvv vvvv vv ///v? MONTHLY MEETINGS BETWEEN ALL SUB- NATIONAL FOCAL POINTS PER PROVINCE 18 vvvv vv v ?v v //v (REPORTING TO SPCU WHO REPORTS KEY POINTS TO ALL NATIONAL STAKEHOLDERS)

COMMENTS: (I.E. EXPLANATIONS TO ABOVE ANSWERS OR OTHER SUGGESTIONS FOR IMPROVEMENTS) @3: Its more about coordinated functioning as i am not sure that DPs will have role division as none really have specific roles in SP in the first place. They are all implementers of different kinds of SP instruments. Joint planning development (annually or quarterly) may be useful. This forum should allow relevant stakeholders (SPCU, relevant ministries, DPs) to analyze situation, set common objectives, and develop plan activities together. Issue may be the lack of transparency in term of budget support (government or DP). Sharing annual work plan with staff members is very important. From year plan, the team may need to break down into quarterly plan, and then monthly activities. The plan should also clearly assign task to team members. Progress meeting to update monthly information also important, some ministries may already have this system in place. Information sharing can be internally or externally.

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The assign staff may responsible to ask for permission from top manager for sharing information to outsider. There are many ways for internal sharing information, eg: distribution of minute of meeting, weekly meeting (every Monday), some place they create a folder for sharing information through computer network.

It is good to define clear role and responsibility of stakeholders including the role of sub-national level. The SP focal person should define as well. It may waste of resource to create another system for SP monthly meeting within sub- national level, it is better to integrate with current government system, SP topic can bring to discuss as part of general management within government sub-national level.

18. Perhaps monthly meetings would be too often. But perhaps every quarter would be more realistic. Coordination and communication does not only occur through meetings and focal points. If we establish the PEOPLE service at sub national level we will have a mechanism FOR COORDINATION AND COMMUNICATION.

C. INFORMATION SHARING SECTION 4: INVENTORY OF EXISTING (SHARED) INFORMATION RESOURCES, IDENTIFICATION OF GAPS/NEEDS

ALREADY NOT IN NEED NO INFORMATION RESOURCES: (More than one answer can be given) IN PLACE PLACE (MORE) NEED 1 MINISTRIES SP MEETING MINUTES vvv vvvvvv vvv // 2 DP SP MEETING MINUTES vvvvv vvvvvv vvv / 3 CSP SP MEETING MINUTES v vvvvvvv vvvv // 4 JOINED SP MEETING MINUTES v ?vvv vvvvv vv // 5 MONTHLY SP PROGRESS REPORTS CARD/SPCU vvv vvvvv vv vv / 6 MONTHLY SP PROGRESS REPORTS BY DP’S vvv vvvvvv vv vvv / 7 MONTHLY SP PROGRESS REPORTS BY CSP’S vv vvvvvv vv vv // 8 JOINED MONTHLY SP PROGRESS REPORTS vv vvvvvv v vvv / 9 QUARTERLY SP PROGRESS REPORTS CARD/SPCU vv vvv ?vvv vvvv // 10 QUARTERLY SP PROGRESS REPORTS BY DP’S vv vvv ?vvv vvv // 11 QUARTERLY SP PROGRESS REPORTS BY CSP’S vv v ?vvv vv v /// 12 JOINED QUARTERLY SP PROGRESS REPORTS vv vvvv ?vvv vvv / 13 ANNUAL SP PROGRESS REPORTS CARD/SPCU v ?v vvvvvv vvv // 14 ANNUAL SP PROGRESS REPORTS BY DP’S vvvv vvv ?v? vvv / 15 ANNUAL SP PROGRESS REPORTS BY CSP’S vvvv ?v? vv v /// 16 JOINED ANNUAL SP PROGRESS REPORTS vv vvvv ?vv vvv // 17 MONTHLY NATIONAL SP NEWS LETTER (PRINTED) vvv vvv?v vv vv / 18 MONTHLY NATIONAL SP NEWS LETTER ( IN PDF) vv vvvv?v vv vv / 19 NATIONAL SP WEBSITE vvvvv vvv vvvv // 20 NATIONAL SP PORTAL (LINKING ALL SP WEBPAGES vvv vvvvv vvvv // OF ALL STAKEHOLDERS) 21 ONLINE SP PLATFORM (FEEDBACK/DISCUSSION) vvvv vvvvv vv v // 22 NATIONAL SP DATABASE (LINKING ALL EXISTING ?? vvvvv vvvvv // CAMBODIAN DATABASES ON SP RELEVANT INFO) 23 NATIONAL SP RESOURCE CENTER (LIBRARY/ v?v vvvvv vvv // STUDY/ MEDIA / VISITOR CENTER) 24 NATIONAL SP RESEARCH CENTER (I.E. GLOBAL SP v? vvvvvv vvv // RESEARCH / ARTICLES & MEDIA MONITORING) NATIONAL SP HANDBOOK (INCL. I.E. SUMMARIES OF NSPS & CKM STRATEGY, MANDATES, ROLES & v // 25 ?vv vvvv vv RESPONSIBILITIES (R&R) AT ALL LEVELS, SP GLOSSARY & RESOURCES, IEC KEY MESSAGES) Page 67 of 74

26 PROVINCIAL SP GUIDELINES (R&R POCKET GUIDE) ? vvvvv?v vv // 27 DISTRICT SP GUIDELINES (R&R POCKET GUIDE) ? vvvvv?v vv // 28 COMMUNE SP GUIDELINES (R&R POCKET GUIDE) ? vvvvv?v vv // NATIONAL SP TRAINING CENTER (CENTRALIZED UNIFORM CAPACITY TRAINING DESIGNED FOR // 29 TRAINING OF IMPLEMENTING GROUPS AT ? vvvvvvv vv DIFFERENT LEVELS, I.E. NATIONAL, PROVINCIAL, DISTRICT, COMMUNE, PVP FOCAL POINTS) 30 MEDIA HANDBOOK ON SP (BRIEF INFO/CONTACTS) ? vvvvv?v v v //

COMMENTS: (I.E. EXPLANATIONS TO ABOVE ANSWERS OR OTHER SUGGESTIONS FOR INFORMATION NEEDS)

@17 what about quarterly @19 need to be updated @20,21, 22 Good idea, @26,27, 28, 29, Yes, but in line with IP3 @30 (maybe but learn lesson from MDG-F media handbook

Sharing minute for each meeting should be in place (internal SPCU or external SPCU). Monthly report may be too much for DP, SPCU or line ministries. Each DP should provide update during the SP core group meeting and minute will be shared later. Quarterly progress report or publish in quarterly news letter may be useful for sharing information to central stakeholders as well as sub-national level. In addition to this, it is useful to share best practice of SP intervention at one district or commune of Cambodia, this way also encourage/motivate local government when their photos will be publish in quarterly newsletter. Online discussion may be not priority for the moment due to work load of government staff, language communication, etc. It is good to have national SP data base with synchronize information from existing data base. It may need technical expertise to merge current information. If possible web-based synchronized information may be the best option.

17-18. No need to be every month. Once every quarter would be sufficient. 19-20. It is important that the website be available in Khmer language as much as possible. 21. Unlikely to be used by sufficient number of people. 22. This should be available online, through the website. It is very important that as many docs as possible are made available in Khmer. 23 and 24. This need not be created specially. An existing library could be stocked with relevant materials (e.g. CDRI library). A lot of the information should be made available electronically on the website. This should be the responsibility of one unit. 25-28. Good idea, but in practice these guidelines would have to be updated regularly. In a situation where SP programmes would be changing and evolving, it could be difficult to implement this until a stabilized programme is developed. 29. In practice, it is hard to maintain a pool of trainers unless they are staff dedicated to actually managing / coordinating SP programmes. External trainers used from time to time, who are not actually implementing or coordinating SP programmes, would be unlikely to be able to maintain up-to-date practical knowledge of implementation. MONTHLY SP PROGRESS REPORTS CARD/SPCU and DPs are done through the IWG ANNUAL REPORTS are produced by DPs & CSPs (internal obligation) but they are not shared (only used internally or during the development of the NSPS – production of the background document to the strategy ONLINE SP PLATFORM & RESOURCE & RESEARCH CENTER could be established on GESS (open platform) www.social- protection.org PROVINCIAL/DISTRICT/COMMUNE SP GUIDELINES will be established under PEOPLE service project Page 68 of 74

D. PUBLIC COMMUNICATION (IEC)

SECTION 5: INVENTORY OF EXISTING IEC MATERIALS, IDENTIFICATION OF GAPS/NEEDS

NOTE: While various NSPS implementation programs are in a design phase or have yet to be developed, possibly IEC materials do exist which can be (easily) adjusted/upgraded for future use in new harmonized SP programs under the five main intervention pillars. Please include such materials under “ADAPTABLE”

DON’T IEC MATERIALS: HAVE ADAPTABLE NO NEED HAVE

1 EMERGENCY RESPONSE KEY MESSAGES vvvv ?? ////// 2 EMERGENCY RESPONSE POSTERS vvvv ?? ////// 3 EMERGENCY RESPONSE LEAFLETS / BOOKLETS vvv ?v? ////// 4 EMERGENCY RESPONSE RADIO SPOTS vvvv? ? ////// 5 EMERGENCY RESPONSE TV SPOTS vvv?v ? ////// 6 EMERGENCY RESPONSE HOT LINE / INFO LINE vvv?v ? ////// 7 EMERGENCY RESPONSE GADGETS (I.E. STICKERS, vv? vv ? ////// 8 EMERGENCYPENS, T-SHIRTS, RESPONSE CAPS, ETC.) PUBLIC WEB CONTENT vvv? v v ?? //// 9 EMERGENCY RESPONSE INSTRUCTION VIDEOS vv?v v v ?? //// 10 EMERGENCY RESPONSE SCHOOL MATERIALS vv? vv v ?? ///// 11 EMERGENCY RESPONSE ROLE PLAYS / DRAMA vvv v v ?? ///// 12 SCHOLARSHIP & SCHOOL FEEDING (S&S) vvvv v ? ////// 13 S&SKEY MESSAGESPOSTERS vv? v ? /////// 14 S&S LEAFLETS / BOOKLETS v? v v? /////// 15 S&S RADIO SPOTS v v ? ///////// 16 S&S TV SPOTS v v ? ///////// 17 S&S INFO LINE v (?)v v ? //////// 18 S&S GADGETS v ? v ///////// 19 S&S PUBLIC WEB CONTENT v ? v ///////// 20 S&S INSTRUCTION VIDEOS v ? v ///////// 21 S&S SCHOOL MATERIALS v ?? ///////// 22 S&S ROLE PLAYS / DRAMA v ?? ///////// 23 PUBLIC WORKS KEY MESSAGES vvvv ? ? ////// 24 PUBLIC WORKS POSTERS vvvvv v ? ///// 25 PUBLIC WORKS LEAFLETS / BOOKLETS vvvv v ? ////// 26 PUBLIC WORKS RADIO SPOTS vvvv v ? ////// 27 PUBLIC WORKS TV SPOTS vvvv v ? ////// 28 PUBLIC WORKS INFO LINE vvvvv ? ////// 29 PUBLIC WORKS GADGETS vvvv v ? v ///// 30 PUBLIC WORKS PUBLIC WEB CONTENT vvvvv ? v ///// 31 PUBLIC WORKS INSTRUCTION VIDEOS vvv v ? ? ////// 32 PUBLIC WORKS SCHOOL MATERIALS vvv vv ? ? ///// 33 PUBLIC WORKS ROLE PLAYS / DRAMA vvv v? ? ? ///// 34 HEALTH EQUITY FUNDS (HEF) KEY MESSAGES vvvv ? ? ////// 35 HEF POSTERS vvvv ? /////// 36 HEF LEAFLETS / BOOKLETS vvv v? /////// 37 HEF RADIO SPOTS vvvv //////// 38 HEF TV SPOTS vvv v //////// 39 HEF INFO LINE vvv v ////////

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40 HEF GADGETS vvv ? //////// 41 HEF PUBLIC WEB CONTENT vvv v? /////// 42 HEF INSTRUCTION VIDEOS vvv v? /////// 43 HEF SCHOOL MATERIALS vvv ///////// 44 HEF ROLE PLAYS / DRAMA vvv ///////// 45 ASSISTANCE TO VULNERABLE GROUPS (AVG) vvvvv /////// 46 AVGKEY MESSAGES POSTERS vvvv ? /////// 48 AVG LEAFLETS / BOOKLETS vvvv v //////// 49 AVG RADIO SPOTS vvvv //////// 50 AVG TV SPOTS vvvv ? /////// 51 AVG INFO LINE vvvv //////// 52 AVG GADGETS vvv v? /////// 53 AVG PUBLIC WEB CONTENT vvv v //////// 54 AVG INSTRUCTION VIDEOS vvvv v /////// 55 AVG SCHOOL MATERIALS vvvv v /////// COMMENTS: (I.E. EXPLANATIONS TO ABOVE ANSWERS OR OTHER SUGGESTIONS FOR IEC MATERIAL NEEDS)

I am not so sure about the availability of IEC material for each specific intervention. In general posters or leaflets, message on T-shirt make available for implementation of each program. The question, how to pass information to community particularly the poor and vulnerable group, TV spot is known as the best way for passing message to general population, however it is expensive because most of the TV channel in Cambodia own by private companies. Loud speaker in the village, announcement or distribution of leaflets during public ceremony (in pagoda, religious event) may be another way to inform community about SP program. @17 May be piloted

For Emergency Response, please check with NCDM. I think that instead of having the decoupage between Emergency response, PWPs, School feeding etc we should have * a common folder to communicate on the NSPS with sub leaflets per programs

* one film only on the NSPS (including all components) * one information brochure on how to access NSPS flagship programs (through the PEOPLE service)

 Increase coherence and avoid the present situation where all programs are scattered and the overall landscape lacks consistency

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E. LEVEL OF SUPPORT AVAILABLE

SECTION 6: IDENTIFICATION OF THE SUPPORT STAKEHOLDERS CAN PROVIDE TO IMPROVE INFORMATION SHARING AND DEVELOPMENT OF IEC MATERIALS

SUPPORT:

SUPPORT

FINANCIAL FINANCIAL TECHNICAL SUPPORT (ADVISE) DESIGN PRODUCT PRODUCTION FULL CONTENT SUBMIT ?vvv/ 1 MONTHLY NATIONAL SP NEWS LETTER (PRINTED) vvvvv /v ?vv// 2 MONTHLY NATIONAL SP NEWS LETTER ( IN PDF) vvvvv /v ?vv/ 3 NATIONAL SP WEBSITE ? vv vv v /vv NATIONAL SP PORTAL (LINKING ALL SP WEBPAGES OF ALL v ? /// 4 ? v v v STAKEHOLDERS) //v v? //// 5 ONLINE SP PLATFORM (FEEDBACK/DISCUSSION) vvv v v /v NATIONAL SP DATABASE (LINKING ALL EXISTING ?vvv / 6 vvvv v CAMBODIAN DATABASES ON SP RELEVANT INFO) /v NATIONAL SP RESOURCE CENTER (LIBRARY/ STUDY/ ?vv // 7 ? v VISITOR CENTER) //v// NATIONAL SP RESEARCH CENTER (I.E. GLOBAL SP v? /// 8 ? v v RESEARCH / ARTICLES & MEDIA MONITORING) //// vv ? / 9 NATIONAL SP HANDBOOK vvvv v /// v /// 10 PROVINCIAL SP GUIDELINES (R&R POCKET GUIDE) vv v ///// v /// 11 DISTRICT SP GUIDELINES (R&R POCKET GUIDE) vv v ///// v //// 12 COMMUNE SP GUIDELINES (R&R POCKET GUIDE) vv v ///// NATIONAL SP TRAINING CENTER (CENTRALIZED v ///// 13 UNIFORM CAPACITY TRAINING DESIGNED FOR TRAINING vv ///// OF IMPLEMENTING GROUPS AT DIFFERENT LEVELS v ///// 14 MEDIA HANDBOOK ON SP (BRIEF INFO/CONTACTS) v ///// ////// 15 SP PROGRAM POSTERS vv v //// ///// 16 SP PROGRAM LEAFLETS / BOOKLETS vv v //// v ///// 17 SP PROGRAM RADIO SPOTS v ///// v //// 18 SP PROGRAM TV SPOTS vv //// 19 SP PROGRAM INFO LINE vv v//// Page 71 of 74

//// v //// 20 SP PROGRAM GADGETS vv //// ///// 21 SP PROGRAM WEB CONTENT vv v //// v //// 22 SP PROGRAM INSTRUCTION VIDEOS vv ///// v///// 23 SP PROGRAM SCHOOL MATERIALS vv //// v///// 24 SP PROGRAM ROLE PLAYS / DRAMA v ///// COMMENTS: (I.E. EXPLANATIONS TO ABOVE ANSWERS OR OTHER SUGGESTIONS FOR IEC MATERIAL NEEDS)

For SP Programme posters – need to clarify if this is necessary given that individual programmes have their own IEC materials. (Perhaps it is, but further discussion needs to take place).

We (ILO) can offer the GESS platform and training for CARD, DPs and line ministries focal points to be able to use the GESS platform

Tools such as the NATIONAL SP HANDBOOK will be developed under the PEOPLE service project

We are developing films / videos in Thailand on the NSPS and the SPF in Thailand and can share this experience with Cambodian counterparts and support the creation of films and other communication tools in Cambodia

None of SP intervention is implemented country-wide scale; therefore the IEC should produce for specific intervention for particular area. TV & Radio Spot may not appropriate for the moment, otherwise it may confuse the poor and vulnerable group outside the intervention of SP program.

Poster, Leaflet, role plays, drama may be useful for specific intervention.

Communication at central level sharing information through website is good. Base on my experience, the key challenge of responsible person to up load documents in the system on regular basis. Another things the authority to upload emergency information (political and economic concerns) this may need high level approval for this kind of information. Lastly the running cost for maintaining the system including monthly fee for internet / web fee?

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ANNEX C SPCU/NSPS Information Leaflet 2011

(Draft version, Final version to be inserted when approved for launch)

This leaflet is best updated once universal key messages on SP have been approved or when a new SPCU logo would be introduced

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References

i National Social Protection Strategy for the Poor and Vulnerable, Page 17, Royal Government of Cambodia, Phnom Penh, April 2011 ii http://www.ncdd.gov.kh/en/projects/ncddprojects/giz/idpoor iii A Public Works Programme as part of the National Social Protection Strategy: A Framework for Implementation, ILO/CARD, Phnom Penh, December 2010 iv National Social Protection Strategy for the Poor and Vulnerable, Page 46, Royal Government of Cambodia, Phnom Penh, April 2011 v Terms of Reference for Social Protection Research, Plan Cambodia, CARD, WFP and UNICEF, September 2011 vi http://spcambodia.wikispaces.com/ vii www.dropbox.com viii Table 5: Objectives of the NSPS, National Social Protection Strategy for the Poor and Vulnerable, Page 53, Royal Government of Cambodia, Phnom Penh, April 2011 ix 2011-2015 Work Plan of Social Protection Coordination Unit, SPCU, Phnom Penh, March 2011 x Scoping study of an information and knowledge management strategy in the Council for Agriculture and Rural Development (CARD), Michael Becker, Asian Development Bank Cambodia, Phnom Penh, April 2010 xi Advocacy, communication and social mobilization for TB control: a guide to developing knowledge, attitude and practice surveys. WHO/HTM/STB/2008.46 xii http://en.wikipedia.org/wiki/SMART_criteria xiii http://www.greenfile.net/resources/Periscope/swot.htm, http://www.cuttingedgepr.com/articles/swot-analysis- communication-projects.asp, http://ygraph.com/swotanalysis xiv Extracts from: National Social Protection Strategy for the Poor and Vulnerable, Royal Government of Cambodia, Phnom Penh, April 2011 Overview of the National Social Protection Strategy for the Poor and Vulnerable, H.E. Dr. Sann Vathana, Deputy Secretary General of CARD, Chief of Secretariat, Phnom Penh, April 2010 Towards a Social Protection Strategy for the Poor and Vulnerable - Outcomes of the consultation process, Council for Agricultural and Rural Development, Phnom Penh, July 2010 National Social Protection Strategy for the Poor and Vulnerable (NSPS): Ensuring Effective Implementation by Ngy Chanphal, Secretary of State, Ministry of Interior, Vice-Chair Council for Agricultural and Rural Development Government, at the 18th Government-Donor Coordination Committee Meeting, Phnom Penh 20 April, 2011 xv Existing Arrangements for Social Protection Provision National Social Protection Strategy for the Poor and Vulnerable, Page41, Royal Government of Cambodia, April 2011 xvi http://www.card.gov.kh/structure-of-card.html xvii 2011-2015 Work Plan of Social Protection Coordination Unit, Page 8, SPCU, Phnom Penh, March 2011 xviii Term of Reference of Social Protection Core Group, SPCG, 2011, Phnom Penh xix Introduction to the Supreme National Economic Council, www.snec.gov.kh xx Source: Commune Database 2009 National Social Protection Strategy for the Poor and Vulnerable, Page 29, Royal Government of Cambodia, April 2011 xxi Decision on the establishment of the Social Protection Coordination Unit of the Council for Agricultural and Rural Development, Deputy Prime Minister, Chairman of the Council for Agricultural and Rural Development H.E Yim Chhayly, Phnom Penh, July 2010 xxii Draft Term of Reference of the 4 Coordination Components of SPCU, SPCU, Phnom Penh, March 2011 xxiii 2011-2015 Work Plan of Social Protection Coordination Unit, SPCU, Phnom Penh, March 2011 xxiv National Social Protection Strategy – Proposal for Guiding Principles, SPCU, October 2011 xxv National Social Protection Strategy for the Poor and Vulnerable, Royal Government of Cambodia, April 2011 xxvi Development Partner Remarks Social Protection for the Poor and Vulnerable, Mr. Jean-Pierre de Margerie, World Food Programme Country Representative on behalf of Development Partners at the 18th Meeting of the Government- Donor Coordination Committee, Phnom Penh, April 20, 2011 xxvii Scoping study of an information and knowledge management strategy in the Council for Agriculture and Rural Development (CARD), Michael Becker, Asian Development Bank, Phnom Penh, April 2010

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