Report No: ICR00217 IMPLEMENTATION COMPLETION AND RESULTS REPORT JSDF Grant No. TF0B2469 ON A SMALL GRANT IN THE AMOUNT OF US$ 2.7 MILLION TO Planète Enfants & Dévelopement FOR THE Community-based Childcare for Garment Factory Workers Project September 24, 2024 Social Sustainability and Inclusion East Asia And Pacific The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT CURRENCY EQUIVALENTS Currency Unit = Cambodian Riel (KHR) KHR 4,063 = US$1 US$ 1.35 = SDR 1 FISCAL YEAR January 1 - December 31 Regional Vice President: Manuela V. Ferro Country Director: Mariam J. Sherman Regional Director: Anna Wellenstein Practice Manager: Ingo Wiederhofer Task Team Leader (s): Benjamin Burckhart ICR Main Contributor: Chenda Sem and Forest Brach Jarvis The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT ABBREVIATIONS AND ACRONYMS AC Advisory Committee CBCC Community-Based Childcare Center CPF Country Partnership Framework EAP East Asia and Pacific EAPGIL East Asia and Pacific Gender Innovation Lab ECD Early Childhood Development ESS Environmental and Social Standards ESMP Environmental and Social Management Plan ESP Education Strategic Plan FM Financial Management GBV Gender-Based Violence IE Impact Evaluation IFC International Finance Corporation JSDF Japan Social Development Fund MTR Mid-Term Review MoEYS Ministry of Education Youth and Sport M&E Monitoring and Evaluation NGO Non-Government Organization PE&D Planète Enfants & Développement PSC Project Steering Committee PDO Project Development Objective RF Results Framework ToC Theory of Change VAC Violence Against Children WBG World Bank Group The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT TABLE OF CONTENTS DATA SHEET ............................................................................................................................................................... i I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ........................................................................................1 II. OUTCOME .......................................................................................................................................................6 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ................................................................. 12 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .................................... 14 V. LESSONS LEARNED AND RECOMMENDATIONS ............................................................................................... 17 ANNEX 1. RESULTS FRAMEWORK AND OUTCOMES ................................................................................................... 20 ANNEX 2. PROJECT COST BY COMPONENT ................................................................................................................ 27 ANNEX 3. RECIPIENT, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ........................................... 28 ANNEX 4. ENROLLMENT AND LOCATION (AS OF JULY 2024) ...................................................................................... 29 ANNEX 5. SUPPORTING DOCUMENTS ....................................................................................................................... 30 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT DATA SHEET @#&OPS~Doctype~OPS^dynamics@icrbasicdata#doctemplate BASIC DATA Product Information Operation ID Operation Name Community-based Childcare for Garment Factory P171063 Workers Project Product Operation Short Name Investment Project Financing (IPF) Cambodia Community-based Childcare Operation Status Approval Fiscal Year Closed 2020 Current ESRC Small Grant Type Moderate Country/CMU Specific CLIENTS Borrower/Recipient Implementing Agency Planète Enfants & Dévelopement Planète Enfants & Dévelopement DEVELOPMENT OBJECTIVE Original Development Objective (Approved as part of Approval Package on 01-Apr-2020) To establish quality, sustainable community-based childcare services for garment factory workers that improve employment and labor outcomes, reduce unpaid household childcare, and improve child development. PDO as stated in the legal agreement To establish sustainable community-based childcare services for garment factory workers that improve employment and labor outcomes, reduce unpaid household childcare, and improve child development. s s s s s i The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT @#&OPS~Doctype~OPS^dynamics@icrfinancing#doctemplate FINANCING Financing Source Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) World Bank Administered 2,700,000.00 2,690,781.58 2,700,000.00 Financing TF-B2469 2,700,000.00 2,700,000.00 2,690,781.58 Total 2,700,000.00 2,700,000.00 2,690,781.58 RESTRUCTURING AND/OR ADDITIONAL FINANCING Amount Disbursed Date(s) Type Key Revisions (US$M) • Results 20-Nov-2023 Portal 2.36 • Reallocations @#&OPS~Doctype~OPS^dynamics@icrkeydates#doctemplate KEY DATES Key Events Planned Date Actual Date Concept Approval 30-Sep-2019 Approval 20-Mar-2020 02-Apr-2020 Additional Financing and or Restructuring Sequence.01 Not Applicable 20-Nov-2023 ICR Sequence.01 (Final) -- 30-Sep-2024 Operation Closing 31-Mar-2024 31-Mar-2024 @#&OPS~Doctype~OPS^dynamics@icrratings#doctemplate RATINGS SUMMARY Outcome Bank Performance M&E Quality ISR RATINGS ii The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT Actual Disbursements No. Date ISR Archived DO Rating IP Rating (US$M) 01 14-Jul-2020 Satisfactory Satisfactory 0.27 02 09-Apr-2022 Moderately Satisfactory Satisfactory 0.87 03 22-Jun-2023 Moderately Satisfactory Moderately Satisfactory 1.92 @#&OPS~Doctype~OPS^dynamics@icrsectortheme#doctemplate SECTORS AND THEMES Sectors Adaptation Mitigation Major Sector Sector % Co-benefits (%) Co-benefits (%) Themes Major Theme Theme (Level 2) Theme (Level 3) % iii The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT ADM STAFF Role At Approval At ICR Practice Manager Susan S. Shen Ingo Wiederhofer Regional Director Benoit Bosquet Anna Wellenstein Global Director Louise Cord Robin Mearns Practice Group Vice President Juergen Voegele Juergen Voegele Country Director Ellen A. Goldstein Mariam J. Sherman Regional Vice President Victoria Kwakwa Manuela V. Ferro ADM Responsible Team Leader Erik Caldwell Johnson Benjamin Burckhart Co-Team Leader(s) ICR Main Contributor Chenda Sem and Forest Brach Jarvis I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES Context at appraisal 1. Cambodia experienced significant economic growth from 2009 to 2019, with an average growth rate of 7%, leading to a per capita GDP of $1,671 in 20191. The country achieved lower-middle-income status in 2015. This period of growth was marked by a substantial reduction in poverty rates, from 33.8% in 2009 to 17.8% in 2019, driven by sectors such as tourism, manufacturing exports, real estate, and construction. Post-2015, Cambodia aimed to reach upper middle- income status by 2023 and become a higher-income economy by 2050. 2. The garment manufacturing sector accounted for over US$5 billion or roughly 80 percent of Cambodia’s total export revenue in 2019.2 As of 2018 Cambodia had a total of 1,159 garment factories, providing jobs to more than 800,000 people, approximately 90 percent of whom were women3. Kampong Spue province, the main target area of the project, had 116 garment factories as of 2019 which provided wage employment for a total of 112,288 workers, 84 percent of whom were women4. While some garment workers lived near the factories, many traveled up to two hours to work each day, often using crowded minivans or open buses. About half of urban garment workers were married, 75 percent of whom had one or two children. Most of these children lived with grandparents in their home village, while others lived near the factories with their mothers and cared for by neighbors or relatives during working hours. 1 World Development Indicators 2 World Bank Group: Cambodia Economic Update (2019) 3 Ministry of Labor and Vocational Training, Labor Inspection Department, 2018 4 116 garment factories are operating: 39 in Kong Pisei district, 18 in Chbar Mon, 3 in Basedth, 55 in Samraong Tong, and 1 in Odong district. (Data source: Kampong Speu Provincial Department of Labor Vocation Training, 2019) Page 1 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT 3. Cambodia had a high rate of female participation in the labor force, especially in the garment industry. Female factory workers, however, faced a high care burden. Despite participating in the labor market at a higher rate than the regional average (75 percent versus 59 percent), women in Cambodia shouldered on average 90 percent of unpaid care work, substantially higher than global averages5. The birth of the first child was strongly associated with dropping out of the labor force, and new mothers often did not return to the factory after the end of their maternity leave. Although a large number later returned to work when their children were older, they frequently moved to other factories, losing seniority benefits they had gained at their original place of employment6. 4. Institutional childcare options were severely limited despite the high care burden. The Government made a significant commitment to expand early childhood education services for children aged 0 to five years old, with priority given to community and homebased preschools. Only approximately 21 percent of children in this age group had access to such services, although the Government’s 2014-2018 Education Strategic Plan (ESP) intended to register 80 percent of children under five in preschool. Care centers for children under three in particular were limited to a small number of private daycare services in urban areas, most of which charge high tuition fees unaffordable for garment factory workers. As a result, new mothers either dropped out of the labor force or left children with grandparents. While grandparents offered a traditional source of care for the households of working mothers, field visits during exploratory fieldwork indicated that they were often only able to devote limited attention to the children and were often unable to provide adequate stimulation or nutrition. Parents reported feeling constrained in their labor market options by the quality of care provided to their children. In households with no available care from relatives, mothers were usually forced to drop out of the workforce. 5. Cambodia’s Labor Law requires that large enterprises provide childcare for workers, but compliance and enforcement were very low at the time of project appraisal. Although Cambodia is one of only 26 economies in the world to require employer-provided childcare, the law applies only to enterprises with over 100 female employees. A 2020 assessment by the International Labor Organization found that most factories were noncompliant 7 , while complying enterprises elected to provide a small childcare allowance.8 The law also covered only childcare for children aged 18- to 36 months old and mandated only three months of maternity leave. 6. The Community-Based Childcare Center (CBCC) Project is aligned with Government and World Bank strategies: The Ministry of Education, Youth and Sport (MoEYS)’s ESP (2019-2023) focused attention on children’s development, well- being, and health through universal access to early childhood care and development services and committed to expanding care and education services for children under five years old. The World Bank-Cambodia Country Partnership Framework (CPF) FY19-FY23 highlighted the importance of childcare in two strategic objectives: enhancing quality and alignment of education with labor demands (Objective 4) and expanding access to quality early childhood services (Objective 5). The project also built upon previous interventions including the Early Childhood Care and Development for Floating Villages 5 ILO (International Labour Organization). 2018. Care Work and Care Jobs for the Future of Decent Work. Geneva: ILO. 6 Better Factories Cambodia, Gender Strategy for Promoting Gender Equality 2017-2018 7 Better Factories Cambodia. 2020. Better Factories Cambodia Annual Report 2020. Phnom Penh: Better Factories Cambodia. 8 Kolb, Henriette, Amy N. Luinstra, and Roshika K. Singh. 2020. Tackling Childcare: Employer-Supported Childcare in Cambodia. Research report, Washington, DC. Page 2 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT project financed by the World Bank and the Enterprise-Based Services (2017-2020), implemented by PE&D9. Based on alignment with the CPF and government priorities, the CBCC Project received funding from the Japan Social Development Fund (JSDF) and was approved for implementation from March 2020 to March 2024. Project Development Objectives (PDOs) 7. The Project Development Objective (PDO) in the CBCC Grant Agreement (JSDF Grant No.TF0B2469) was to establish sustainable community-based childcare services for garment factory workers that improve employment and labor outcomes, reduce unpaid household childcare, and improve child development. The PDO as stated in the CBCC project paper was to establish quality, sustainable community-based childcare services for garment factory workers that improve employment and labor outcomes, reduce unpaid household childcare, and improve child development.10 The overall PDO remained unchanged throughout project implementation. Theory of Change 8. A Theory of Change (ToC) was not required for Small Grants, and thus was not developed in the design stage. A ToC was developed during evaluation of endline results and is in Figure 1. The ToC is based on an assessment of baseline needs, project activities, and intended long-term outcomes. Figure 1: Theory of Change 9 The EBSS was implemented by Planète Enfants & Développement and had two components: a) reproductive and maternal health development; and b) early childhood enterprise-based day-care centers. The childcare component was piloted in one of the 6 participating factories and proved to be infeasible, which led to the development of the CBCC project. 10 Other elements of the PDO imply a high level of quality in childcare services, so the wording change does not affect the overall meaning of the PDO. Page 3 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT Key Expected Outcomes and Outcome Indicators 9. The key expected outcomes were to: (a) establish sustainable community-based childcare services for garment factory workers; (b) improve labor and employment outcomes for households using CBCCs; (c) reduce unpaid household childcare; and (d) improve early childhood development outcomes. 10. At appraisal, the project had six PDO-level results indicators to track progress toward achievement of the PDO: a. Number of CBCCs that are financially sustainable before the conclusion of project financing. b. Percent reduction in number of days of work missed in past 4 weeks for workers with children enrolled in CBCCs. c. Number of hours of direct childcare removed from weekly household domestic labor burden of households enrolled in CBCCs. d. Number of hours enrolled children were engaged in pedagogical or stimulating activities within the past 24 hours. e. Number of project beneficiaries (all members of benefitting households). f. Number of project community-based childcare centers operational (matching project design and quality standards). Components 11. Component 1: Institutional Establishment of Community-based Childcare Centers (US$1.07 million allocated; US$1.16 million actual). This component financed two main activities focused on institutional arrangements and operating procedures and standards. Activity A recruited experts to develop operational guidelines, contract procedures, financial management including an electronic application for user payment, and an information system. It also financed commune Advisory Committee (AC)11 to locally manage and support the setups and operation of CBCCs. A Project Steering Committee (PSC) 12 was formed to provide guidance on performance enhancement, the viability of the CBCC model, and its implementation. Activity B focused on preparatory support for the childcare center facilities. This included identifying locations, negotiating agreements for donated spaces13 or, when necessary, planning the construction of new buildings or the renovation of existing ones. 12. Component 2: Capacity Building of CBCC Workers and Families (US$0.55 million allocated; US$0.62 million actual) This component financed caregivers and cooks at hosting communes and provided them with intensive training. The project provided refresher training, on-the-job coaching, and an electronic learning platform for caregivers who were then certified by the MoEYS. The project also financed capacity building for families of enrolled children and communities on key aspects such as positive parenting, Gender-Based Violence (GBV), Violence Against Children (VAC), child’s health and nutrition to ensure persistence of childcare and early childhood education at centers and homes. 13. (US$0.20 million allocated; US$0.23 million actual). While the main operating costs of services were intended to be borne by service users such as parents, factories, and garment buyer companies, this component provided funding to cover CBCC initial operating costs that cover up to an equivalent of four months of CBCC caregiver costs. 11 Each AC included a range of stakeholders such as either elected or volunteer parents, the CBCC staff, a representative from the Commune Committee for Women and Children (CCWCs), district education and health officers, factory staff, and others, as deemed appropriate. 12 Members of PSC expected from line ministries, provincial board of governors, development partners, and NGOs. MoEYS was expected to chair the PSC. 13 The project sought land available for CBCC use by commune councils, but also accepted private offers of land use for CBCC construction and operations. Land donors must hold titles to the land. All land use agreements and building construction would be assessed for potential harm to vulnerable groups, cultural artifacts, and the environment. Page 4 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT The project established guidelines for CBCCs including a center capacity of 25 children, four caregivers per center, and services from Monday to Saturday nine hours per day, including three meals or snacks per day. Guidelines for day-to- day operation were also prepared. 14. Component 4 - Project Management, Monitoring, Evaluation and Knowledge Dissemination (US$0.88 million allocated; US$0.68 million actual). This component financed three activities. Activity A financed staffing of the project including a project manager, executive director, coordinators, supervisors, engineers, procurement and Monitoring and Evaluation (M&E) specialists, and other staff to support overall project implementation. Activity B financed the preparation and implementation of an M&E plan and a mid-term review (MTR) managed and undertaken by PE&D staff. It also financed a local research institute to undertake an impact evaluation (IE) of the project. Activity C financed knowledge sharing and dissemination based on evidence from the CBCC to inform replication and scale- up. Significant changes during implementation 15. Project Restructuring: The project underwent restructuring on November 16, 2023, to reallocate the project’s budget and adjust project targets due to delays and price increases caused by the COVID-19 pandemic and the Ukraine-Russia war. The key changes made are summarized below. Rationale and Scope of Changes 16. Shortly after project effectiveness on April 5, 2020, the COVID-19 pandemic struck Cambodia, resulting in major mobility restrictions and an economic downturn. High inflation due to the pandemic as well as the Ukraine- Russia war nearly doubled prices of transportation, construction and key materials. As a result, it was not feasible to construct the target number of CBCCs, and layoffs in the garment factories also negatively impacted demand for childcare services. Following discussions between the World Bank, PE&D and JSDF, the target number of CBCCs was reduced from 22 to 13, with associated changes in other PDO targets to adapt prices and quality standards of construction. The budget reallocation did not affect other budget categories of the project. There were no changes to .the PDO and components (see below). Revised PDO indicators and outcome targets 17. The restructuring did not change the overall PDO, but some PDO indicators were changed due to the smaller number of CBCCs financed. The specific changes in the Results Framework (RF) are shown in Table 1 below. Table 1: Changes made during restructuring. Original Wording and Targets Revised Wording and Justification Targets PDO indicators PDO 1: Number of community-based Indicator dropped. Financial sustainability was not well- childcare centers that are financially defined in the original project paper, and sustainable before the conclusion of the the decision was made to focus more on project. operational CBCCs than sustainability. Target = 18 PDO 1: Number of community-based Indicator added. Indicator added with a focus on childcare centers (CBCCs) operational operational CBCCs. before conclusion of project. Target = 13 Page 5 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT PDO 5: Number of project beneficiaries (all Target revised to 1,460 The target number of beneficiary members of benefitting households) households was revised in line with the Target = 3,125 reduction in the number of CBCCs. PDO 6: Number of project community- Target revised to 13 The increase in material costs and delays based childcare centers operational in construction meant that it was not (matching project design and quality feasible to construct 22 CBCCs by the end standards). of the project that met quality standards. Target = 22 IR Indicators IR 6: Number of individuals who attended Target revised to 52 The decrease in target for individuals CBCC training and were certified. trained was aligned with the decrease in Target = 88 number of CBCCs. IR 8: Percentage of registered grievances Indicator added. Indicator was added as the previous that were addressed according to agreed results framework had no indicators procedures. related to M&E or safeguards. II. OUTCOME ASSESSMENT OF ACHIEVEMENT OF EACH PDO OUTCOME A. Relevance of PDO: 18. The Project Development Objective (PDO) was highly relevant to Cambodia's educational and gender mainstreaming strategies. It aligned with the MoEYS strategic vision in the ESPs (2019-2023 and 2024-2028), which emphasized children's development, well-being, and health. The PDO also supported the strategic plan for gender mainstreaming and women's empowerment (Neary Rattanak V and VI, 2019-2023 and 2024-2028), recognizing childcare as crucial for increasing women's participation in the labor force. Furthermore, the PDO was in line with the World Bank's CPF for FY19-FY24, which highlighted the importance of childcare in enhancing education quality and labor alignment (objective 4) and expanding access to quality early childhood services (objective 5). The World Bank Group's Gender Strategy for FY17-23 and FY24-30 also underscored the economic value of providing care to young children, facilitating current workforce participation, and contributing to the development of the future workforce. The location for the pilot project was chosen based on extensive fieldwork and consultations, which concluded that the objectives of the project were in line with the needs of households and employers and the priorities of national and local governments. The targeting of garment factory workers aligned with the high female labor force participation and the need for childcare, fitting with the JSDF objectives to pilot innovative solutions for vulnerable populations. Thus, the relevance of the PDO is considered substantial. B. Achievement of PDO (Efficacy): Substantial 19. The efficacy of the project was assessed by reviewing its achievements against its four stated target outcomes. Final project indicators were supplemented by qualitative interviews with stakeholders carried out by the World Bank as well as a review of baseline data from the planned impact evaluation. Table 2 provides a summary of the project results related to these four outcomes. Page 6 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT Table 2: Revised indicators, targets, and actual achieved results by outcome PDO and intermediate results indicators Target Baseline End of project (original/revised) target results Outcome 1: establish sustainable community-based childcare services for garment factory workers PDO 1: Number of community-based childcare centers (CBCCs) that are operational before the conclusion of project financing. N/A 13 13 NOTE: Revised indicator added during restructuring. PDO 5: Number of project beneficiaries (all members of benefitting 0 3,125/1,460 1,160 households) PDO 6: Number of project community-based childcare centers operational 0 22/13 13 (matching project design and quality standards) IR 3: Percentage of workers enrolled in CBCC services satisfied with current N/A 70 100 childcare situation PDO 1 (dropped): Number of community-based childcare centers (CBCCs) N/A 18/NA 13 financially sustainable before the conclusion of project financing. Outcome 2: Childcare services improve employment and labor outcomes PDO 2: Percentage reduction in number of days of work missed in past 4 0 25 60 weeks for workers with children enrolled in CBCCs IR 1: Number of days absent within past 4 weeks because of childcare issues 0 314 0.53 IR 2: Increase in amount of income earned by factory worker from factory 0 10 19.39 work in past 1 month (US$) Outcome 3: Childcare services reduce unpaid household childcare PDO 3: Number of hours of direct childcare removed from weekly domestic 0 45 48 labor burden of households enrolled in CBCCs Outcome 4: Childcare services improve child development PDO 4: Number of hours enrolled children were engaged in pedagogical or 0 3 6 stimulating activities within the past 24 hours IR 4: Percent of enrolled households participating in project parenting 0 70 71 education sessions IR 5: Number of food groups consumed by children in past 24 hours, on 0 5 5 average IR 6: Number of individuals who attended CBCC training and were certified 0 52 61 IR7: Number of hours per day of stimulating activities provided by CBCCs 0 3 4.5 Assessment of Each Outcome Outcome 1: To establish, sustainable community-based childcare services for garment factory workers. 20. The project was successful in building 13 high-quality childcare centers according to construction guidelines. CBCC targets were reduced from 22 to 13 due to the disruptions of the pandemic (see Section 3), with the first centers opening in May of 2022 and all centers opened by January of 2024. Beneficiary communities were selected during the early stage of the project based on the population of garment factory workers and their children in the surrounding area, the support of local authorities for the project, and the availability of land for the construction of CBCCs. All centers were constructed based on construction guidelines and quality specifications prepared, checked, and approved by World Bank 14 The initial target indicator was set based on qualitative interviews with factory workers and factory owners. A baseline survey of households with young children in villages near CBCCs found that parents missed on average 0.73 days of work per month due to childcare needs. Page 7 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT engineers and PE&D’s construction specialist. Following construction, all were judged as satisfactory by construction specialists, government, employer and buyer companies, and parents through their visits at sites. 21. Advisory Committees were able to successfully advise and manage CBCC affairs, and CBCCs attained a high level of buy-in from village and commune governments. Eleven15 commune-level advisory committees (ACs) were formed beginning in the first year of the project and were fully operational by the time of project closure. While ACs were originally intended to monitor and advise on the quality of CBCCs, they took on a heavier administrative role as the project progressed, including managing the budgets of the 13 CBCCs, paying salaries and center costs, advising, and monitoring center quality, and socializing the CBCCs with households in the community to build trust and sufficient demand. At project closure, all ACs were effective at budget management, and in many cases, were able to proactively solve issues related to the CBCCs such as improving waste management and center hygiene, or providing overtime pay to caregivers. The presence of local leaders in ACs helped the project to gain the endorsement and support of local governments, who felt a degree of ownership and responsibility for the centers. This likely contributed to the financial support CBCCs received from commune budgets to remain operational. ACs were effective in resolving complaints raised by the community and in monitoring certain quality aspects such as food quality, security around CBCCs, and caretaker behavior. However, other aspects such as monitoring hygiene and safety standards still required support from PE&D. 22. At the time of project closing, CBCCs had high satisfaction rates among parents and local governments. A customer satisfaction survey showed 100 percent of parents were somewhat satisfied or very satisfied with the care provided. Parents using CBCCs gave very positive reviews of specific aspects of the centers, including the quality of food provided; that centers were open for a full workday; and that they felt their children were safe and well cared for while they were working. Parents also noted that their children’s physical and cognitive development improved following enrollment in CBCCs. While the dropout rate in CBCCs was high, this was largely related to economic reasons or availability of other relatives rather than the quality of care.16 Interviews with national and local governments suggest that CBCCs are viewed very positively by commune and village officials, while the MoEYS has endorsed PE&D’s curriculum for young children and incorporated lessons learned in formulating childcare policy (see paragraph 35). 23. Although all 13 CBCCs remain open as of September 2024, the long-term financial sustainability remains uncertain. A key assumption of the project was that CBCCs would receive financial support from local governments and the private sector. With backing from ACs nine out of 11 commune councils covering CBCC areas have committed an annual average of US$2,416 to support CBCC operations, particularly for utilities and salaries of caregivers beginning in 2024. However, the project had difficulties receiving financial support from garment factory owners. The difficulties were largely related to lax enforcement of Cambodia’s Labor Law that stipulates large enterprises provide support for childcare, as well as factory owners’ reluctance to provide support for services that would only benefit a small subset of their workers. PE&D estimates that at target enrollment numbers, 50 percent of operating fees can be covered by parent contributions, therefore low enrollment also will pose a risk to financial sustainability. Long-term financial sustainability of CBCCs will require larger contributions from governments and/or enterprises to cover the remaining 50 percent of costs. While the indicator for financial sustainability was dropped from the RF at restructuring, the uncertainty regarding CBCCs’ future at closing, nonetheless, hampered achievement of the overall PDO. 15 Two of 11 communes had two CBCCs each, while the remaining nine communes had one each. 16 10 percent of parents stated that they withdrew their child because they felt they were not yet ready for childcare, and 6.7 percent stated they were worried about their child repeatedly getting sick at CBCCs. Page 8 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT 24. Enrollment in CBCCs was unexpectedly low and poses a major threat to the center's viability. During project design it was assessed that the high female labor force participation rate in garment factory worker villages and the lack of childcare options made them ideal locations and target beneficiaries of the intervention, and qualitative work indicated that some households were willing to pay a monthly fee for childcare services. However, enrollment growth in the first batch of CBCCs was extremely slow, a trend which continued in subsequent batches. Low demand was largely due to social norms, a lack of trust in CBCCs, and cost barriers with the lack of outreach and sensitization activities carried out prior to center opening playing a role (see section III for a detailed analysis). A total of 382 children were enrolled in CBCCs during the project lifetime,17 and as of July 2024 the average occupancy rate was 54 percent of full capacity. Only two of the 13 CBCCs have reached the target occupancy rate of 100 percent. PE&D took substantive steps to improve outreach, and enrollment grew at a faster rate in the final year of the project as a result of those activities and positive word of mouth. However, the number of children and their household members benefitting from CBCCs is below the targets established in the RF, even though targets were substantially lowered at restructuring to reflect the reduction of CBCC centers. 25. Overall, the project was successful in creating high-quality childcare centers, but the sustainability of the CBCCs is uncertain due to slow enrollment growth and the lack of financial commitments from factory owners. As such, the efficacy of Outcome 1 is rated as substantial in relation to the revised targets in the Results Framework. Outcome 2: Childcare services improve employment and labor outcomes. 26. CBCCs appear to have increased income and reduced absenteeism for mothers of enrolled children. Parents reported missing an average of 0.53 days of work in the past month due to childcare issues, a 27 percent decrease from the average of 0.73 days reported by eligible households in the IE baseline survey. In data collection by PE&D, enrolled parents reported a somewhat larger decrease of 60 percent; these discrepancies may be due to recall bias, or the fact that parents with higher rates of absenteeism were more likely to enroll in CBCCs. Mothers employed prior to enrollment also reported an average monthly income increase of US$ 19.4 after enrolling in CBCCs, largely because of being able to take on additional overtime work due to childcare availability. The selected PDO indicators also significantly underestimate the economic benefits of CBCCs; approximately 37 percent of households enrolled in CBCCs reported that mothers were able to start working after their child was enrolled, representing an average monthly income increase of US$307.4, almost 7 times the cost of CBCC monthly tuition. Impacts were almost certainly strongest for women,18 who were more likely to drop out of the labor force after childbirth. It should be noted that estimates of economic impact are based only on an informal survey by PE&D of parents enrolled in CBCCs at project endline, as the planned impact evaluation was not feasible due to insufficient enrollment (see Section IV) and there was not a separate baseline monitoring survey. However, available data suggested that the improvement in labor outcomes of households who chose to enroll their children was significant particularly due to the large number of parents who were able to re-enter the labor force. Efficacy of this outcome is rated as high. Outcome 3: Childcare services reduce unpaid household childcare. 27. CBCCs eliminated an average of 48 hours of unpaid care work from households of enrolled children. The higher- than-targeted outcome is due to the longer opening hours of CBCCs, which were extended based on feedback from parents to match the length of a workday at garment factories. CBCCs were open 60 hours a week, and enrolled children had an attendance rate of approximately 80 percent. The resulting reductions in unpaid care work allowed a significant 17 85 percent of children were aged 12 months or more, slightly above the proportion CBCCs were designed for. CBCCs were open to all eligible children, and outreach was widened beyond garment factory worker households following the opening of the first CBCCs. 18 The outcome indicator in the Results Framework was not gender-disaggregated. Page 9 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT percentage of mothers to seek work outside the household, greatly increasing household income. Qualitative interviews suggested that enrollment in childcare also reduced the amount of time that older siblings needed to provide childcare, resulting in fewer missed days of school. As with impacts on earnings, these benefits were highly concentrated among women, who were disproportionately responsible for caring for young children prior to enrolling in CBCCs. While the low enrollment meant that the benefits to households on the extensive margin were smaller than intended, benefits on the intensive margin for enrolled households exceeded targets and efficacy of this outcome is rated as high. Outcome 4: Childcare services improve child development. 28. Sixty-one caregivers and cooks were trained, and good-quality pedagogy was delivered to children in CBCCs. Caregiver training curricula were developed by PE&D in consultation with experts in Early Childhood Development (ECD), MoEYS, and other relevant ministries. All caregivers in CBCCs received an initial 15-day training and later refresher trainings from a pool of trainers. 19 There were initial difficulties in recruiting caregivers as the wages offered were somewhat lower than those at nearby garment factories, and compensation was increased in order to meet targets. All caregivers recruited had secondary education or less and in some cases were illiterate, and the training materials were adapted to fit the education levels of the trainees. Following training all caregivers demonstrated significant improvements in pedagogical knowledge. PE&D instituted a system of regular monitoring and coaching to ensure instructional quality. This included safety and hygiene checks, growth monitoring, and guidance on play-based learning, familiarization, teamwork, and CBCC administration. At the time of project closing CBCC staff required only minimal supervision on pedagogy, behavior, nutrition, and growth monitoring but there was a need for improvement in some CBCCs with regards to safety, hygiene, and financial and data administration. PE&D also worked with the MoEYS to create a pool of trainers from various ministries, who are now able to provide further trainings and capacity-building for future childcare initiatives. 29. Parenting education sessions were successful in building parenting capacity, but there were difficulties in implementation. The partner NGO Bandos Kumar carried out 352 parenting group sessions in 22 villages near CBCCs, as well as over 4,400 door-to-door visits with a light-touch approach. Seventy-one percent of enrolled parents also attended monthly CBCC meetings where child-specific development issues were discussed. Eighty-two percent of parents taking part in group sessions demonstrated improved knowledge of positive parenting and good nutrition practices, but attendance was lower than expected due to sessions conflicting with work hours at garment factories and the fact that the sessions were not directly targeted toward households with children in CBCCs. 30. More evidence is needed to evaluate the extent to which the project improved early childhood development. The lack of a full endline survey of households means that there is no measurement of important early childhood development outcomes, including physical and cognitive development. Results indicators also did not capture ECD outcomes, despite ECD being mentioned in the PDO. However, height and weight measurements of enrolled children show no cases of stunting, compared to the average prevalence of 22 percent in Kampong Speu province and the average of 13 percent found in CBCC villages during the IE baseline survey. Interviews with parents and commune committees for women and children also suggested positive impacts on children’s cognitive and physical development. Parents noted that children’s weight and height increased after enrolling in childcare, and that verbal and psychosocial development improved. While it is likely that CBCCs had positive impacts on development outcomes, the lack of comprehensive data collection at endline means that impacts are speculative at best. The project was successful in training caregivers and 19 This curriculum was reviewed and endorsed by the MoYES and is expected to be used in future state-supported programs. Page 10 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT qualitative evidence points to possible improvements to ECD. However, important data was not collected and there were challenges in rollout of parenting sessions. As such, the efficacy of this outcome is rated as substantial. Justification for Overall Efficacy Rating: 31. The overall efficacy of the project is rated as Substantial, given the substantial achievements of outcomes 1 and 4 and high achievements of outcomes 2 and 3. Challenges with community outreach and setbacks in funding commitments from the private sector meant that it was unable to benefit the targeted number of households or achieve full financial sustainability. Nonetheless, despite significant challenges the project was able to successfully open and operate 13 high- quality CBCCs in areas with no previous experience in institutional childcare and has had significant policy impact in Cambodia overall (see paragraph 35). C. Efficiency: Modest 32. Cost-effectiveness: A full cost-benefit analysis of this project was not required, and the comprehensive data necessary was not available. The project was able to open and operate 13 CBCCs in line with revised targets and within the approved financing envelope, but the long-term financial sustainability of the CBCCs remains uncertain.. CBCCs are currently able to remain open due to grants from buyer companies, factories and commune government as well as fees paid by parents. However, centers are below target enrollment and contributions from factory owners have not yet been renewed. The original project design called for regular contributions from brands and employers, who had initially signaled willingness to invest in CBCCs. Contributions from the private sector were much lower than expected due to the pandemic and economic recession, which reduced employment at factories and led to interruptions in communications with employers. However, data from parents suggested that the economic benefits to households greatly exceed monthly operating costs, largely due to parents rejoining the labor market and reductions in days of work missed. 33. Operational and Administrative Efficiency: By the end of the project, PE&D was able to open and operate 13 CBCCs of high quality, which is a testament to their ability to implement a small but complex project with a very small staff and challenging operating environment. The successful engagement with the national government on childcare policy and early childhood education as well as the effective organization of ACs and support from local governments are also indicative of capacity to engage with high-level stakeholders. However, there were substantial delays in project implementation, with the first CBCCs opened more than two years into the project and the final centers opened four months before the end of the project. Implementation delays were largely due to factors outside of PE&D’s control. However, there were also delays due to the small size of the implementing team, high staff turnover, and the inability to hire or maintain specialist staff, particularly specialists in procurement, communications, and M&E. This led to substantial delays in implementation and insufficient community engagement and operation of CBCC services. Overall Outcome Rating Outcome rating: Moderately Satisfactory 34. The overall outcome is rated Moderately Satisfactory based on the project’s substantial relevance, substantial efficacy, and modest efficiency ratings, as described above. Other Outcomes and Impacts 35. Influence on policy dialogue: Beyond the immediate goal of providing high-quality childcare centers that benefit Page 11 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT children and parents, a longer-term goal of the CBCC project was to pilot a model that could encourage further investments and policies promoting institutional childcare for young children. In November 2023, the MoEYS formed a technical working group to prepare a childcare sub-decree taking into account lessons learned from the CBCC Project and analytical studies conducted by the World Bank. The sub-decree aims to fill policy gaps; guide relevant agencies and the private sector on establishing and operating childcare services; clarify roles and responsibilities of the government and other stakeholders; and guide quality supervision and capacity building. It also aims to close loopholes in the labor law and enforce provisions on employer-supported childcare. Other aspects of the CBCC Project have also influenced childcare policy and care economy in the country. PE&D’s curriculum for young children has been endorsed by the MoEYS and is expected to be implemented in other childcare facilities. PE&D has also provided detailed guidelines for establishing and maintaining childcare centers. 36. Gender: The project aimed to enhance the lives of female garment factory workers and their families by offering quality childcare. Most garment factory workers in project villages are female, and Cambodia overall has a much higher female labor force participation rate than other countries in the region. However, due to patriarchal gender norms, women are still expected to perform most unpaid domestic labor including childcare even if they are the primary breadwinners of the household. Women are also much more likely than men to leave the labor force to care for young children. As such, the benefits of the CBCC Project in terms of increased income and decreases in unpaid care work accrued disproportionately to women, mainly the mothers of enrolled children. PE&D also encouraged both mothers and fathers to join parenting classes and CBCC meetings. However, further work is necessary to shift gender norms and encourage a more gender-equal distribution of care work. 37. Mobilizing private sector financing. The project was initially designed to encourage companies to support childcare by sharing costs with parents, as mandated by Article 186 of the National Labor Law. The World Bank and PE&D sought to secure financial contributions from employers with the support of the Ministry of Labor and Vocational Training. Despite intensive engagement, the project faced challenges due to insufficient enforcement of labor laws, gaps in regulations regarding childcare setups and services and a lack of cost guidance for employers. Some employers were also hesitant to contribute, fearing it might cause conflict or jealousy among workers, especially those without young children. Ultimately only two factories contributed financially to the CBCCs. The sub-decree under preparation aims to strengthen enforcement of the Labor Law and increase financial support for childcare from employers. III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME Key Factors During Preparation 38. Assumptions related to demand: The project’s original design were based on fieldwork and consultations that showed a significant gap in the provision of childcare in garment factory worker villages and unmet care needs for both parents and children. A key assumption during project design was that there would be significant demand from households for childcare services that filled this gap. While interviews with garment factory workers indicated a general willingness to pay for childcare, no attempt was made to estimate the proportion of households that would actually enroll their children. Likewise, less attention was given to the factors that would affect demand, including social norms and aspects of childcare design and community outreach. As a result, project design did not include development of a detailed outreach strategy to build trust with communities, shift perceptions of childcare, and increase demand and willingness to pay for CBCCs. The project team was thus unprepared for the very low enrollment in the first centers and needed to make adjustments during implementation. Qualitative work done during implementation found that low demand was partially driven by social and economic factors, including the strong normative preference for children to be cared for by relatives; unfamiliarity with center-based childcare; and low salience of key aspects of early childhood development such as play- Page 12 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT based learning and nutrition.20 39. Design of results framework, monitoring plan, and impact evaluation: The RF was designed with the expectation that an experimental IE would be carried out, with admission to CBCCs randomized following the opening of the first centers. As such, many RF indicators were designed to be using data from the impact evaluation, and there was no separate budget for M&E baseline or endline surveys. However, the feasibility of the IE assumed oversubscription to CBCCs, and there were no contingency plans put in place for data collection in case IE data was not available (see Section IV). An impact evaluation was also not well-suited to be the main source of monitoring data, as the expected timeline of baseline and endline surveys were not aligned with the needs of the results framework. As a result, there were difficulties measuring many key project indicators at the time of project closure, and accurate measurements for some are not available. Key Factors During Implementation 40. Delays due to Covid-19 and cost increases: Shortly after project effectiveness in April of 2020 the Covid-19 pandemic caused major disruptions to the Cambodian economy, with factory shutdowns and widespread restrictions on mobility that meant that many project activities could not begin on schedule. The economic disruptions of the pandemic, as well as the onset of the war in Ukraine in early 2022, caused widespread inflation that caused infrastructure costs to double. This disrupted engagement with garment factories who were less willing to financially contribute to the project after widespread layoffs and decreases in profits. 41. Coordination and community engagement: There were almost no community outreach or engagement activities carried out in target villages prior to the opening of the first CBCCs, in part because PE&D was unable to retain a communications specialist. As a result, enrollment was extremely low in the first months, and qualitative work with parents of potentially eligible children found that they were generally unfamiliar with PE&D or the CBCCs and did not trust them to take good care of their children. While low demand was largely related to social norms and community dynamics (see above), many of these could have been mitigated with more intensive community outreach. PE&D and the World Bank team subsequently took several steps to increase trust and familiarity, including hiring a human-centered design firm to develop a marketing and communications strategy and carrying out house to house visits with parents in the community. These actions were successful in increasing demand, but the process of community sensitization and trust- building requires continuous interaction and integration within local institutions. 42. Human resources and organizational capacity: The project encountered several challenges post-approval, with delays in staff recruitment, civil works procurement, and stakeholder dialogues. Delays meant that the first four centers opened 25 months after project effectiveness; the second batch of five centers after 37 months; and the final batch of four centers opening just three months before the project closing. While largely outside the control of PE&D, the delays were exacerbated by the very slow progress of procurement, e.g., the lack of key equipment such as cooking supplies delayed the opening of some centers. PE&D was unable to hire a procurement specialist following the resignation of the initial staff member. The PE&D managed to use CBCC project manager and team members to implement procurement activities, resulting in long delays as the remaining staff had to learn to navigate the complexities of the procurement process. The small number of project staff resulted in other delays and project setbacks, particularly related to communications activities and the hiring of CBCC caregivers. 43. Engagement with governments and employers: The project was successfully able to set up AC for CBCCs 20For a more detailed review of the factors behind low demand for childcare in CBCC villages see: World Bank. 2024 (Forthcoming). Supply of and demand for Accessible and Affordable Childcare Services in Cambodia. Page 13 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT composed of representatives from CBCC, commune governments, parents, and other local institutions. The ACs played a valuable role in increasing community trust in CBCCs and ensuring financial support from commune governments. Engagement with employers resulted in financial commitments from two major garment factories, but others were reluctant to commit given the lack of enforcement mechanisms, as well as concerns over providing funding for a project that would only benefit a minority of employees. The mixed results of engagement mean that the long-term financial sustainability of the CBCCs is still uncertain. Factors Outside the Control of Implementing Entities 44. COVID-19 restrictions and economic disruptions: The project became effective just as garment factories were closing and mobility restrictions were being put in place due to the COVID-19 pandemic. Garment factories had reopened by the time the first CBCCs were operational, but an economic downturn in 2023 led to widespread layoffs and put garment factory worker households in a tenuous financial position. This greatly increased the dropout rate in CBCCs, with approximately 45 percent of children ever enrolled in CBCCs being later withdrawn by their parents. Loss of employment or high expenses were cited as the reason for dropout in 50.1 percent of cases. IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME A. Quality of M&E: Modest 45. M&E design: The indicators detailed in the Results Framework were mostly appropriate for monitoring progress toward achievement of the PDO and outcomes. The indicators included key outputs in terms of CBCC construction, caregiver certification, and households benefitting, and important downstream impacts for households such as income increases and reduction in absenteeism. Indicators and their targets were further refined during project restructuring. However, some important outcomes were not fully captured by the chosen indicators, while other indicators were not clear enough or omitted key important project impacts. There were no indicators capturing early childhood development outcomes such as cognitive or physical development, even though ECD was specifically mentioned in the PDO. Outcomes such as height, weight, and stunting were measured by PE&D and provide important suggestive evidence of positive impacts, but do not figure into the results framework. While important, indicators measuring economic impact were too narrowly restricted to households with parents already employed at the time of enrollment and did not capture the very important increases in income from parents able to return to work due to fewer childcare responsibilities. Changes to the Results Framework during restructuring also created redundancy in the PDO indicators, with the new PDO 1 (“Number of CBCCs operational before conclusion of project�) being functionally identical to PDO 6 (“Number of CBCCs operational (matching project design and quality standards)�). The design of the M&E framework around a planned impact evaluation also caused issues with measurement when the IE was discontinued (see below). 46. M&E implementation and utilization: The largest challenge to M&E implementation was the lack of a full endline survey following the discontinuation of the IE. Following the opening of the first CBCCs, it became clear that the initial plan of the IE was not feasible, as there was insufficient demand to allow for randomized admission. An alternate strategy using randomized vouchers to incentivize take-up was also not feasible as the vouchers were only redeemed by a small number of winners. The IE was discontinued in 2023 when it became clear that it would not be possible to measure causal impacts of CBCCs on key outcomes due to low take-up. As a result, endline indicators were captured through interviews with households using CBCCs, administered by PE&D’s internal M&E staff person and CBCC caregivers. These indicators did not have comparable baseline values, meaning that many were not robustly measured. PE&D was proactive in reporting monitoring data and making some adjustments to the Results Framework during restructuring, such as adding Page 14 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT an indicator related to grievances. Monitoring data and the results of other research such as qualitative interviews were incorporated into project design, particularly the design of the outreach strategy and some aspects of CBCC operation, such as increasing center hours to reflect workdays and assisting with transportation for some households. However, there were some shortcomings in the M&E implementation, with many indicators being collected inconsistently and with incomplete samples of parents. There was also a lack of coordination with the IE data collection which could have been leveraged for M&E even if the IE itself was discontinued; data from the IE baseline survey was not incorporated in the results framework, and endline indicators would have been more reliably measured through a follow-up survey carried out by a data collection firm rather than informal surveys by CBCC staff. Overall challenges with measuring final results meant that some final outcomes such as increases in earnings should be interpreted as suggestive rather than based on robust evidence, while other important outcomes such as ECD outcomes are largely lacking. B. Environmental, Social and Fiduciary Compliance 47. Environment and social safeguards: The project had a Moderate environmental and social risk classification due to its focus on renovation and construction of childcare centers. The CBCC applied environmental and social standards (ESSs) [1, 2, 3, 4, 5, 6, 8, and 1021]. The ESSs were integrated into the development of CBCC construction guidelines to provide standard requirements for building or renovating the centers. The guidelines covered relevant ESSs, environmental screening, chance finds procedures, waste management, occupational health and safety, and generic environmental and social management plan (ESMP) for PE&D engineer, project manager and field staff as well as individual contractor to manage the impacts of civil works. Compliance with environmental, social measures, and child protection policy was strictly monitored. ES requirements were included in the bidding documents and orientations provided to contractors that covered waste management, code of conduct, personal protective equipment, prevention of child labor, prevention of COVID-19 transmission, GBV, and other related security and safety measures. A grievance mechanism was set up and implemented. A contact list of focal point PE&D staff, local authorities, and local police was displayed at the construction site for reporting compliance issues and requesting support. While there were no formal complaints submitted to the project, several minor social and environmental issues emerged and were mitigated. These included removing construction stones from the road near a primary school, restoring wells, and installing safety covers for wells in one CBCC. For daily services, parents and community members could provide feedback to CBCC caregivers or managers or drop their feedback in the complaint boxes installed at each CBCC. Some feedback was made directly to caregivers such as suggesting longer hours, more flexible schedule, improvements to the environment and hygiene of CBCC neighborhoods, and changes in caregiver’s behavior. The feedback was addressed by PE&D and CBCC caregivers. Overall, the project adhered to the ESMP and the requirements of the ESCP, and ACs were notably effective in resolving complaints and issues proactively. 48. Procurement: The project complied with the World Bank procurement guidelines and procedures. Although the project faced some delays caused by COVID-19 pandemic and increases in construction costs, all procurement activities were fully completed before the project closing date. There was also a delay in hiring a procurement consultant to support procurement processes. The Bank’s procurement specialist provided training and regular guidance to PE&D’s Project Manager and procurement consultant. All procurement activities were handled by a procurement consultant and required some support from the Bank’s procurement specialist to ensure compliance. The results of ex-post review showed that the procurement activities were carried out in line with agreed procedures as well as with the approved procurement plan and no major governance issues were found in the selected sample. The Bank conducted de-briefing sessions with PE&D team on the minor deviation identified and key recommendations to improve procurement performance. 21ESS 1 Assessment and Management of Environmental and Social Risks and Impacts, ESS 2 Labor and Working Conditions, ESS 3 Resource Efficiency and Pollution Prevention and Management, ESS 4 Community Health and Safety, ESS 5 Land Acquisition, Restrictions on Land Use and Involuntary Resettlement, ESS 6 Biodiversity Conservation and Sustainable Management of Living Natural Resources, ESS 8 Cultural Heritage, and ESS 10 Stakeholder Engagement and Information Disclosure. Page 15 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT 49. Financial management. The project adhered to the World Bank's financial management (FM) guidelines and procedures, utilizing pre-existing structures of PE&D to ensure proper use of funds. The project faced some challenges during the COVID-19 pandemic including staff turnover and delays in procurement, financial planning and reporting, consultant deployment, and lack of financial monitoring and supervision of NGO partners during and shortly after COVID- 19. These challenges were addressed by PE&D with support from the Bank during the MTR. The FM performance was initially rated satisfactory and downgraded to moderately satisfactory at the MTR mission. However, after MTR, the performance improved, and the rating was upgraded back to satisfactory. All FM risks identified at the design stage were addressed, and the project's financial statements were audited annually without significant issues. PE&D's engagement with the Bank's team improved over time, marking their first experience with managing a Bank-funded project. The project experienced budget reallocation at component level due to large increases in construction costs, delays caused by COVID- 19, and the infeasibility of IE. The budget reallocation was agreed between JSDF, the Bank, and PE&D during MTR and was officially approved on November 17, 2023 (Reallocation of grant proceeds: JSDF grant No.TF0B2469). The project disbursed fully before the closing date. Table 3: Reallocation during restructuring by categories across components Amount of the Grant New proposed Disbursement Category % % Allocated (in US$) allocation (in US$) (1) Consulting services under the project 539,096 19.97% 540,000 20.00% (1) Goods under the project 271,306 10.05% 260,750 9.66% (2) Works under part 1 (b) of the project 736,500 27.28% 810,000 30.00% (3) Training and workshops under the project 198,848 7.36% 135,000 5.00% (4) Operating Costs of the Project 404,250 14.97% 404,250 14.97% (5) Sub-grants under Part 2 (b) and 4 (b) of the project 550,000 20.37% 550,000 20.37% TOTAL 2,700,000 2,700,000 C. Bank performance: Moderately Satisfactory 50. Quality at entry: The project was conceptualized based on analytical work carried out by EAP SSI-GP, EAP Gender Innovation Lab, International Finance Corporation (IFC), and PE&D, and included close engagement with Royal Government of Cambodia. The team undertook stakeholder consultations funded by a seed grant from the JSDF which indicated that government officials and parents were concerned about the quality of care currently provided to young children of working mothers, and that most garment factory workers and their spouses said they would be willing to pay for quality, trustworthy childcare services. The project paper adequately described implementation arrangements and the institutional framework of the project. However, as discussed above there were shortcomings in the design of the RF, which did not fully align with the PDO outcomes and omitted important measures. Furthermore, consultation did not adequately address potential constraints to demand for CBCCs related to social norms, trust, and familiarity, particularly given the complete lack of institutional childcare in the target communities. This resulted in rather optimistic targets for enrollment and an IE design that proved to be infeasible. 51. Quality of supervision: The World Bank team managing the project was primarily located in Cambodia and remained in regular contact with PE&D and other implementing organizations and government counterparts throughout the course of the project. The team also conducted four implementation support missions and MTR mission, and members of the IE team visited Cambodia several times to monitor data collection activities and revise IE design. The regular contact between the Bank team and PE&D allowed for quick responses to implementation challenges and hands-on support for issues such as procurement, FM, ES, and communications with factory owners and communities. Regular engagement with government counterparts was also key to the policy dialogue on childcare sparked by the project, though the sub- Page 16 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT decree was not completed by the time the project ended. The IE team also responded quickly to low enrollment that rendered the initial “lucky draw� design infeasible, seeking additional funding to implement randomized vouchers and hiring a design firm to assist with outreach. However, there was inadequate communication between the task team, the IE team, PE&D, and the data collection firm that led to challenges in measuring RF indicators and the underutilization of data from the IE baseline survey. The last and final ISR was also not submitted before project closing, leading to issues inputting outcomes in the Operations Portal. D. Risk to Development Outcome 52. Financial sustainability: The project faced a substantial risk regarding the financial sustainability of CBCC services and outcomes. The design depended on co-payments from parents and their employers, but only parents' payments were consistent, covering 30 percent of the operational costs. At project end, 174 children were enrolled, with income averaging 30 percent of the required monthly costs per CBCC. Commune councils pledged an annual average of US$2,416 to support each CBCC, raising income coverage to 40 percent. Despite this, financial sustainability issues persisted, highlighting the need for employer contributions and other funding sources. 53. Enrollment, demand, and attrition: The persistently low enrollment in CBCCs and attrition of previously enrolled children pose a threat to financial sustainability. Outreach and sensitization activities have been greatly improved since the opening of the first batch of CBCCs, and PE&D has provided guidelines for continued activities in a manual published in English and Khmer. The growth of enrollment in existing centers is promising but will require ongoing outreach to communities and households if CBCCs are to reach their full capacity. A dedicated outreach and communications specialist may help sustain these efforts. 54. Quality assurance and institutional capacity: The final year of the project included intensive work to prepare CBCC administrators, and AC to take over responsibility for CBCCs, including caregiver training, quality monitoring, and financial management. While CBCC have largely become self-sufficient and able to carry out most activities with minimal supervision, there are still gaps in some key areas such as hygiene, safety, and financial management. Trust in CBCCs is likely to be compromised if high levels of safety and positive caregiver interactions are not assured and maintained. Further support is likely necessary while the administrative frameworks are developed and capacity-building of ACs and caregivers continues. V. LESSONS LEARNED AND RECOMMENDATIONS 55. Community outreach and sensitization is essential and should be incorporated at early stages of an intervention. The role of social norms and community trust in driving enrollment (and lack of enrollment) in CBCCs was not recognized until relatively late in the project implementation process, and increased outreach and more intensive promotion of CBCCs was associated with an increasing rate of enrollment. The most important factor in parents’ decision to enroll was being certain that CBCCs were safe places to leave their children and that caregivers could be trusted. Future childcare interventions should be accompanied by intensive outreach efforts and communication campaigns to ensure parents are aware of centers and know and trust caregivers. Outreach can be carried out by the implementer or by consultants and is likely to be most effective when emphasizing quality, trustworthiness, and value for money (see below). 56. Communications strategies should make the case that childcare is a good investment. A key element in the improved outreach strategy was recognizing that CBCCs should be marketed as a product, rather than a charitable service for households. Enrolling in CBCCs involved a significant investment for households, and parents were not convinced that certain elements of the CBCCs, including the play-based curriculum, use of local caregivers without specialized degrees, and food provided at the center justified monthly fees. Communications that focus on the benefits of early childhood Page 17 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT interventions such as nutrition and stimulation can help to increase the perceived value of childcare services. Communications can also mention the potential benefits for parents (particularly mothers) in terms of the ability to earn additional income. Satisfied parents of children enrolled in CBCCs were found to be the most effective ambassadors and can be featured in promotional videos or other media. Future projects may consider bringing on board design specialists or firms to assist in developing a communications strategy and ensuring that overall project design incorporates the needs, perceptions, and expectations of the local community. This may include surveys of households to establish their willingness to pay for childcare services and the essential features driving demand. Background work should also consider local gender dynamics, integrating gender norms and potential benefits for women and other female caretakers into strategies and communication materials. 57. Ensuring community ownership and buy-in for childcare centers is essential for long-term sustainability. The organization of CBCC ACs was time-intensive but was largely very effective, increasing local communities and leaders’ ownership of and buy-in for CBCCs and leading to increased financial support from government budgets. Future initiatives can strengthen the community-based aspect of ACs, ensuring that teachers, religious figures, and community mothers and parents are members of the committees. Scale-ups by governments can also institutionalize ACs, emphasizing bottom- up management and community control. This can help to gain buy-in from the whole community, in addition to local governments. National-level government ministries such as the MoEYS can help to increase trust and buy-in by offering training and certification to caregivers through local branches or contractors. 58. Lower-cost models for childcare should also be explored under some contexts. While CBCCs provide a very high standard of care and up-to-date facilities, the high up-front costs mean that they require significant funds to start-up even when it is expected that most CBCCs will operate at a loss even with full attendance and all parents paying full tuition. Developing and piloting lower-cost models such as home-based nurseries, part-time care or daycare centers that provide good-quality care at a lower cost may be more likely to be financially sustainable. Financial analysis can identify which CBCC-related expenses may be reduced in future centers, and equipment while still meeting standards of quality. The establishment of different models will require close coordination between national and local governments as well as with parents of eligible children, in order to establish demand and ensure financial sustainability. Well-informed estimates of set-up and operating costs are necessary to determine the amount of financial support needed from parents, employers, and government stakeholders. 59. Enforcement of labor laws and establishing regulations of childcare and the care economy is necessary for national scale-up and financial sustainability. Even with continued donor funding of CBCCs or similar initiatives, implementing childcare on a larger scale will require establishing a national-level policy framework that details quality standards, establishes curricula, and details financing entities and participation of various partners. This can be complemented by reforms to labor law that increase compliance with employer-supported childcare and childcare regulation that clearly indicates the roles and financial commitments from government and other involved parties. Further details of policy options have been detailed in a forthcoming World Bank report.22 60. Future childcare initiatives can be accompanied by rigorous measurement of key outcomes . While desirable, experimental IE requires a randomized design that is not always feasible, as with this project. In lieu of randomized evaluations, regular and good-quality measurement of key outcomes can still be performed through project monitoring and related studies, such as by regularly tracking child development outcomes and the economic outcomes of households such as employment and absenteeism. Alternative designs for experimental or quasi-experimental impact evaluations such as randomized site selection or rollout, or synthetic control methods, can also be considered. Good-quality data on outcomes provides useful evidence on how interventions benefit households (or where further improvement is needed) 22 World Bank 2024 (forthcoming) Page 18 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT and can be used as an input to discussions with policymakers, employers, and other stakeholders. Page 19 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT ANNEX 1. RESULTS FRAMEWORK AND OUTCOMES TABLE 1: RESULTS FRAMEWORK AND KEY OUTPUTS @#&OPS~Doctype~OPS^dynamics@icrresultframework#doctemplate A. RESULTS FRAMEWORK PDO Indicators by Outcomes Not Categorized Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion Result Month/Year Result Month/Year Result Month/Year Result Month/Year Number of community-based 0.00 Jan/2020 13.00 Mar/2024 9.00 Sep/2023 childcare centers (CBCCs) operational before conclusion of project (Number) Percent reduction in number of days 0.00 Jan/2020 25.00 Mar/2024 0.00 Jun/2021 of work missed in past 4 weeks for workers with children enrolled in CBCCs (Percentage) Number of hours of direct childcare 0.00 Jan/2020 45.00 Mar/2024 41.10 Jun/2023 removed from weekly household domestic labor burden of households enrolled in CBCCs (Number) Number of hours enrolled children 0.00 Jan/2020 3.00 Mar/2024 6.80 Jun/2023 were engaged in pedagogical or stimulating activities within the past 24 hours. (Hours) Number of project beneficiaries (all 0.00 Jan/2020 1,460.00 Mar/2024 240.00 Jun/2023 members of benefitting households) (#) (Number) Number of project community-based 0.00 Feb/2020 13.00 Mar/2024 9.00 Jun/2023 childcare centers operational Page 20 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT (matching project design and quality standards) (Number) Intermediate Indicators by Components Not Categorized Indicator Name Baseline Closing Period (Original) Closing Period (Current) Actual Achieved at Completion Result Month/Year Result Month/Year Result Month/Year Result Month/Year Number of days absent within past 4 0.00 Jan/2020 3.00 Mar/2024 0.00 Jun/2021 weeks because of childcare issues (Days) Increase in amount of income earned 0.00 Jan/2020 10.00 Mar/2024 0.00 Jun/2021 by factory worker from factory work in past 1 month (Amount(USD)) Percentage satisfied with current 0.00 Jan/2020 70.00 Mar/2024 100.00 Jun/2022 childcare situation (Percentage) Percent of enrolled households 0.00 Jan/2020 70.00 Mar/2024 0.00 Jun/2021 participating in project parenting education sessions (Percentage) Number of food groups consumed by 0.00 Jan/2020 5.00 Mar/2024 0.00 Jun/2021 children in past 24 hours, on average (Number) Number of hours per day of 0.00 Jan/2020 3.00 Mar/2024 6.80 Jun/2021 stimulating activities provided by CBCCs (Hours) Number of individuals who attended 0.00 Feb/2020 52.00 Mar/2024 16.00 Jun/2021 CBCC training and were certified (Number) Percentage of registered grievances 0.00 Feb/2020 90.00 Mar/2024 75.00 Sep/2023 that are addressed according to agreed procedures (Percentage) Page 21 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT TABLE 2: RESULTS FRAMEWORK AND KEY OUTPUTS AT COMPLETTION A. RESULTS INDICATORS A.1. PDO Indicators Indicator Name Unit of Baseline Original Target Formally Revised Actual Achieved at Measure Target Completion Number of project beneficiaries (all Number 0.00 3125.00 1460.00 1160.00 members of benefitting households) 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 Comments (achievements against targets): The target number of beneficiary households was revised during restructuring, in line with the reduction in the number of CBCCs. Number of community-based childcare Number 0.00 13 13 13 center (CBCCs) that are operational before 16-Nov-2023 16-Nov-2023 16-Nov-2023 31-Mar-2024 the conclusion of project financing Comments (achievements against targets): New target proposed during the restructuring Number of project community-based Number 0.00 22.00 13.00 13.00 childcare centers operational (matching 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 project design and quality standards) Comments (achievements against targets): The target was revised during restructuring due to the increase in material costs and delays in construction meant that it was not feasible to construct 22 CBCCs by the end of the project that met quality standards. Percent reduction in number of days of work Percentage 0.00 25.00 25.00 60.00 missed in past 4 weeks for workers with 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 children enrolled in CBCCs Comments (achievements against targets): The target was not revised. Number of hours of direct childcare Number 0.00 45.00 45.00 48.00 removed from weekly household domestic 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 labor burden of households enrolled in CBCCs Page 22 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT Comments (achievements against targets): The target was not revised. Number of hours enrolled children were Hours 0.00 3.00 3.00 6.00 engaged in pedagogical or stimulating 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 activities within the past 24 hours. Comments (achievements against targets): The target was not revised. A.2 Intermediate Results Indicators Indicator Name Unit of Baseline Original Target Formally Revised Actual Achieved at Measure Target Completion Percentage of workers enrolled in CBCC Percentage N/A 70.00 70.00 100.00 services satisfied with current childcare 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 situation Comments (achievements against targets): The target was not revised. Number of days absent within past 4 weeks Days 0.00 3.00 3.00 0.53 because of childcare issues 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 Comments (achievements against targets): The target was not revised. The initial target indicator was set based on qualitative interviews with factory workers and factory owners. It did not accurately reflect the baseline situation. Increase in amount of income earned by Amount 0.00 10.00 10.00 19.39 factory worker from factory work in past 1 (USD) 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 month Comments (achievements against targets): The target was not revised. Percent of enrolled households participating Percentage 0.00 70.00 70.00 71.00 in project parenting education sessions 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 Comments (achievements against targets): Number of food groups consumed by Number 0.00 5.00 5.00 5.00 children in past 24 hours, on average 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 Page 23 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT Comments (achievements against targets): The target was not revised. Number of hours per day of stimulating Hours 0.00 3.00 3.00 4.50 activities provided by CBCCs 20-Mar-2020 20-Mar-2020 16-Nov-2023 30-Jun-2021 Comments (achievements against targets): The target was not revised. Number of individuals who attended CBCC Number 0.00 88.00 52.00 61.00 training and were certified 20-Mar-2020 20-Mar-2020 16-Nov-2023 31-Mar-2024 Comments (achievements against targets): The target was revised during restructuring due to the decrease in target for individuals trained was aligned with the decrease in number of CBCCs. Percentage of registered grievances that Percentage 0.00 90 90 100 were addressed according to agreed 16-Nov-2023 16-Nov-2023 16-Nov-2023 31-Mar-2024 procedures. Comments (achievements against targets): New target proposed during the restructuring Page 24 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT B. KEY OUTPUTS Outcome 1: establish sustainable community-based childcare services for garment factory workers • Number of community-based childcare centers (CBCCs) that are operational before the conclusion of project financing. Outcome Indicators • Number of project community-based childcare centers operational (matching project design and quality standards) • Number of project beneficiaries (all members of benefitting households) Intermediate Results Indicators • Percentage of workers enrolled in CBCC services satisfied with current childcare situation. • 13 community-based childcare centers (CBCCs) operational before the conclusion of project financing. Key Outputs by Component • 13 community-based childcare centers operational (matching project design and quality standards) (linked to the achievement of the • 1,160 members of households benefitted. Objective/Outcome 1) • 100 percent of workers enrolled in CBCC services satisfied with current childcare situation. Outcome 2: Childcare services improve employment and labor outcomes • Percentage reduction in number of days of work missed in past 4 weeks for workers with children Outcome Indicators enrolled in CBCCs. • Number of days absent within past 4 weeks because of childcare issues. Intermediate Results Indicators • Increase in amount of income earned by factory worker from factory work in past 1 month (US$). Key Outputs by Component • 60 percent in number of days of work missed in past 4 weeks workers with children enrolled in CBCCs reduced. (linked to the achievement of the • 0.53 days absent within past 4 weeks because of childcare issues. Objective/Outcome 2) • US$ 19.39 income earned by factory workers increased from factory work in past 1 month. Outcome 3: Childcare services reduce unpaid household childcare • Number of hours of direct childcare removed from weekly domestic labor burden of households enrolled in Outcome Indicators CBCCs. Page 25 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT Intermediate Results Indicators • Key Outputs by Component • 48 hours of direct childcare removed from weekly domestic labor burden of households enrolled in CBCCs. (linked to the achievement of the Objective/Outcome 3) Outcome 4: Childcare services improve child development • Number of hours enrolled children were engaged in pedagogical or stimulating activities within the past 24 Outcome Indicators hours • Percent of enrolled households participating in project parenting education sessions. • Number of food groups consumed by children in past 24 hours, on average. Intermediate Results Indicators • Number of individuals who attended CBCC training and were certified. • Number of hours per day of stimulating activities provided by CBCCs. • Percentage of registered grievances addressed according to agreed procedures. • 6 hours enrolled children were engaged in pedagogical or stimulating activities within the past 24 hours. • 71 percent of enrolled households participating in project parenting education sessions. Key Outputs by Component • 5 food groups consumed by children in past 24 hours, on average. (linked to the achievement of the • 61 individuals attended CBCC training and were certified. Objective/Outcome 4) • 4.5 hours per day of stimulating activities provided by CBCCs. • 100 percent of registered grievances addressed according to agreed procedures. Page 26 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT ANNEX 2. PROJECT COST BY COMPONENT Amount at Approval Actual at Project Percentage of Components (US$M) Closing (US$M) Approval (US$M) Component 1: Institutional Establishment of 1,070,000 1,158,427 108% Community-based Childcare Centers Component 2: Capacity Building of CBCC 550,000 623,424 113% Workers and Families Component 3: Community-based Childcare 200,000 232,766 116% Service Delivery Component 4: Project Management, 880,000 675,842 77% Monitoring, Evaluation and Knowledge Dissemination Total 2,700,000 2,690,460 100% Page 27 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT ANNEX 3. RECIPIENT, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS PE&D COMMENTS on the ICR PE&D considers the report to be fair in its assessment of both successes and difficulties. It stresses that the latter (notably COVID, rising cost of materials, complexity of generating demand for childcare services) have been addressed as far as possible by the project team. On another note, PE&D would like to point out that certain skills (procurement and to a lesser extent communication) are rare and therefore very expensive in Cambodia and that the budget allocated to human resources was somewhat low. PE&D RECOMMENDATIONS The CBCC has paved the way for childcare services. However, to expand and complement services, we recommend further actions: 1. Early childhood development as a whole (i.e. up to age 6) should be considered and promoted by the RGC as the indispensable basis for children's learning and human capital, and as an investment for the country. The general public should be made aware of this issue. A holistic approach, from birth to elementary school, should be implemented to maximize the impact on child development and women's employability. For example, the CPS advisory committee and management committee should be merged to have a holistic approach to early childhood development services, and there should be district and provincial levels. Advisory committees should be trained in the education framework, including health and parental responsiveness. CBCCs and preschools could be combined to ensure continuity of care and education in villages where there are no preschools yet. 2. A solution must be found for systematic technical and financial supervision of CBCCs after their transfer to the Ministry of Education, Youth and Sports. Ongoing preservice training should be available at Ministry/PSTTC level (Preschool Teacher Training Center). A day-care learning center should be set up for apprenticeships. 3. Health centers should be empowered to become early childhood development counseling centers for surrounding families and to provide parenting education. 4. Alternative childcare services should be piloted to complement the CBCC offer and adapt to the different types of needs and demands of families, keeping quality and affordability as pillars. In particular home-based childcare services, to provide a solution for 5 to 10 children in villages in an already existing house. That would allow much more access to the service and thus dramatically increase the number of children benefiting from it; as well as to create a new genuine professional sector and employment. 5. A scale of fees based on family income must be introduced if daycare centers are to be both affordable for all and sustainable. Page 28 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT ANNEX 4. ENROLLMENT AND LOCATION (AS OF JULY 2024) No. Name of CBCC Commune Province Number of enrollments Child of Child of poor Child of poor 2 factory 1 family family (US$15) worker (US$10) (US$45) Batch 1: Opened May 2022 1 Tropaing Kong 1 Tropaing Kampong 25 1 Kong Speu 2 Tropaing Kong 2 Tropaing Kampong 19 2 Kong Speu 3 Prey Tachab Sambo Kampong 15 1 2 Speu 4 Chambok Vor Sar Kampong 24 1 Speu Batch 2: Opened May 2023 5 Chamkar Dong Prey Vihea Kampong 5 2 Speu 6 Angdong Tep Prey Vihea Kampong 4 1 Speu 7 Moha Russei Moha Russei Kampong 7 2 Speu 8 Pour Angkrong Pour Kampong 7 3 1 Angkrong Speu 9 Kong Taneng Kong Taneng Kampong 8 1 Cham Batch 3: Opened January 2024 10 Sderng Chey Sderng Chey Kampong 6 2 Cham 11 Snom Krapoe Snom Krapoe Kampong 10 Speu 12 Srong Sen Teav- Kampong 14 Srong Speu 13 Tomnop Tomnop Kampong 11 Cham Total 155 10 9 All 174 (full occupancy 325) enrollments Page 29 The World Bank Community-based Childcare for Garment Factory Workers Project (P171063) ICR DOCUMENT ANNEX 5. SUPPORTING DOCUMENTS All public documents related to this project can be found on the World Bank external website at: https://projects.worldbank.org/en/projects-operations/document-detail/P171063 World Bank Documents • Project Appraisal Document, Report No: PP3554 • Restructuring Paper, Report No. RES50770 • Aide Memoires and Management Letters • Implementation Status and Results Reports • World Bank Country Partnership Framework for Cambodia/CPF (2019-2024), Report No. 136500-KH • Grant Agreement (May 2017), JSDF Grant No.TF0B2469 • Report: Supply of and Demand for Accessible and Affordable Childcare Services in Cambodia Borrower/Implementing Agency Documents • Project Implementation Manual • Construction Guidelines • CBCC Drawing • Caregiver’s Manual • Manager’s Manual • Operational Guidelines (Finance, Administration and Operation) • Manager and Caregiver’s Training Curriculum (Foundational and Refresher Training) • Job Description for Managers, Caregivers, Cooks and Cleaners • CBCC Food Menus and Training Materials • Community Parenting Training Materials • Health and Nutrition Training Materials • Semester Progress Report and Annual Reports • Mid-Term Evaluation Report, October 2022 • Final Project Evaluation Report, July 2024 • Brochures, Banners, Short Videos, Audios • Organization Chart of CBCC Page 30