"Progress on Public Service Broadcasting (PSB) is more likely to occur when there is collaboration with others; where there are strategic opportunities; when UNESCO uses project funds to reward progressive policy change; where there are staff in the field who are committed to PSB; when there is follow-up and follow-through on activities; where UNESCO has a long-term perspective. The case study from Afghanistan (Appendix D) supports the view that collaborative programming has the potential to achieve much more than UNESCO could do alone. Collaboration is essential for large, long-term initiatives since UNESCO has limited funds available within the CI sector’s regular budget for PSB. UNESCO’s collaboration with UNDP in central Asia and its positioning of PSB within the UNDAF appears to have resulted in a positive influence. This is evident in Kyrgyzstan, for example, which developed a progressive broadcasting law that brought the country closer to a PSB model. UNESCO’s recent experiences in Malawi and Afghanistan demonstrate that significant movement towards PSB is possible in countries that are undergoing democratic reform. Post-conflict and failed states in transition can be fertile grounds for PSB but sustainable reforms are difficult to achieve within UNESCO’s planning cycle. UNESCO and its partners need to undertake thorough risk assessments in such countries before investing heavily. Cambodia illustrates one of UNESCO’s successful strategies for influencing change. UNESCO used IPDC funds to lever concessions from the Cambodian government. With IPDC as a carrot, UNESCO was able to persuade the government to introduce a new policy on editorial independence for broadcasters. As noted earlier, UNESCO’s greatest strength is its staff. In regions with knowledgeable and committed staff, it has had the largest volume of projects and made the most progress towards PSB. In contrast, where field officers have had little knowledge or interest in PSB, progress has been marginal." (Lessons, pages 25-26)