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