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THE WORLD BANKConcessional Finance and Global Partnerships Vice Presidency

THE WORLD BANK1818 H Street, NWWashington, DC 20433 USA

CONCESSIONAL FINANCE ANDGLOBAL PARTNERSHIPS

Cover photo by Amy Janel Pickering. THE GOVERNMENT OF JAPANTHE GOVERNMENT OF JAPAN

JAPAN SOCIAL

DEVELOPMENT FUND

Annual ReportFiscal Year 2009

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SENEGAL—Participants at Knowledge Sharing Workshop: Ambassador of Japan to Senegal, Mr. Sugiyama, Minister of State forDecentralization, World Bank Country Director for Senegal.

JAMAICA—JSDF Grant Signing Ceremony on May 14, 2009 for the first JSDF project in Jamaica, the Community Crime and Violence Prevention Program. Dr. Tetsuya Yoshimoto, First Secretary, Embassy of Japan in Jamaica; Badrul Haque, WBRepresentative in Jamaica; Toshimasa Takashima, JICA Representative in Jamaica. Photo by Alty Benjamine, Jamaica SocialInvestment Fund (Recipient).

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THE WORLD BANK Government of Japan Partnership

Japan SocialDevelopment

FundAnnual Report

Fiscal Year 2009

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Message from the Chair of

the JSDF Steering Committee

During fiscal year (FY) 2009, the ninth year ofoperation of the Japan Social DevelopmentFund (JSDF), the program actively engaged

multiple development practitioners, beneficiaries,and the program donor, the Government of Japan.JSDF continued to gain recognition as a unique facilitysupporting participatory, community-driven develop-ment and engaging civil society. During FY09, thehighest amount of funding, US$48.8 million, wasapproved for new projects. At the same time, 39 JSDFprojects were completed in FY09, achieving signifi-cant results for the most disadvantaged groups, ashighlighted later in this report for five projects inIndonesia, Senegal, Tanzania, and Vietnam.

Knowledge dissemination of results achieved and les-sons learned from JSDF projects has been an ongoingpriority for the program. In FY09, the JSDF team, inpartnership with the Global Development LearningNetwork, carried out two regional knowledge-sharingevents in Indonesia and Senegal, with the participationof the NGOs, community beneficiaries, governmentimplementation agencies, Japanese officials, and themedia. These were far-reaching regional events thatlinked multiple countries in East Asia and Africa. Participants were pleased with, and appreciated, theopportunity to learn of the innovative methodologiesused in the two projects, working in a post-conflictenvironment in devastated villages, to rebuild trustand society on all fronts. The JSDF will continue topresent more project results in this interactive for-mat, which showcases the uniqueness of the programin engaging communities.

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The recent JSDF evaluation confirmed that there has been considerable success in achievingresults that improve the lives of the poorest and most vulnerable groups of society and make tangible differences in people’s lives. Given the potential for learning from the innovative participatory nature of JSDF projects, the Government of Japan is supporting the creation ofan on-line library to document JSDF results. A total of 125 projects, completed since the program inception in the year 2000, have contributed to a large body of knowledge. Gatheringthe experiences from the implementation of completed projects will be an important taskfor the JSDF unit in the coming year. This knowledge will highlight the participatory approachof the JSDF in transferring responsibility to stakeholders through capacity-building, socialinfrastructure, and income generating activities. JSDF activities have empowered the disen-franchised, allowing them to participate in government, resolve their own problems, andimprove their living conditions. Disseminating JSDF results will also enhance visibility of theprogram, and encourage Bank staff and clients to engage civil society and improve effectivenessin reaching communities at the grassroots level.

The JSDF program has in the past responded to emergency needs with programs such as theEast Asian post-tsunami and Pakistan earthquake reconstruction. In FY09, the Government ofJapan initiated discussions to support two new initiatives: First, an Emergency JSDF Window toassist the poorest groups impacted by the global financial crisis, and fund the scaling-up ofprojects that have demonstrated a successful development impact. Second, a new collaborationwith the Global Development Network to recognize the most innovative projects that targetexceptionally marginalized and disadvantaged groups, with potential funding for scaling-up. Welook forward to increasing the scope and outreach of JSDF through these two new initiatives.

On behalf of Bank staff and management, the JSDF Steering Committee, and our clients, Iwould like to express our gratitude to the Government of Japan for their continued leadershipand support to the program, recognizing its valuable contribution to improving the lives of thepoorest.

Junhui WuDirector, Global Partnerships and Trust Fund Operations (CFPTO), andChair, JSDF Steering Committee

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Acronyms ix

CHAPTER 1: JSDF OBJECTIVES AND PROGRAM HIGHLIGHTS 1Background and Objectives 1JSDF Program Areas 2JSDF Program Financial Contributions, Allocations, and

Disbursements 3FY09 Program Highlights 4

CHAPTER 2: PROGRAM ACTIVITIES IN FY09 6Approved Grants in FY09 6Project and Capacity Building Grants 8Regional Distribution of JSDF Regular Program Grants 9Special Allocation for Africa in FY09 10Sectoral Distribution of JSDF Regular Program Grants 11The Afghanistan Special Program 13The Seed Fund 14JSDF Project Sustainability Fund 15Working with Civil Society 16The JSDF Active Portfolio in FY09—Grants under

Implementation 16Vietnam: Early Childhood Care and Development 17Tanzania: Community Based Coastal Resources Management

and Sustainable Livelihoods 21Consultation Activities with the Government of Japan 24

CHAPTER 3: JSDF KNOWLEDGE DISSEMINATION 26JSDF Regional Knowledge Sharing Workshop Series 26Indonesia: Female-Headed Households Empowerment Program 28Senegal: Social Development Fund Agency 32

CHAPTER 4: JSDF PROGRAM ADMINISTRATION 37Reporting 37Field Visits 37Inquiries from Outside Parties 38Further Information on JSDF 38

LIST OF BOXESBox 1: Funding Criteria for JSDF Grant Proposals 2Box 2: Afghanistan National Solidarity Program 13

Table of Contents

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Box 3: Vietnam—Early Childhood Care and Development 17Box 4: Tanzania—Community Based Coastal Resources

Management and Sustainable Livelihoods 21Box 5: Indonesia Female Headed Households Empowerment

Program 28Box 6: Senegal Social Development Fund Agency—Casamance

Program 32

LIST OF FIGURESFigure 1: Contributions, Allocations, and Disbursements 3Figure 2: Number of Approved Grants by Year and Grant Type 7Figure 3: Historical Value of Approved JSDF Grants for Three

Major Program Areas 8Figure 4: Historical Number of Regular Program Grants

by Type 9Figure 5: Amount and Percent for Types of Regular Grants, Total

FY06–09 9Figure 6: FY05–09 Regional Distribution of Regular Program

Funding 9Figure 7: FY09 Regional Distribution of Regular Program

Funding 10Figure 8: FY09 Sectoral Distribution of Regular Grants

(Value and Percent) 11Figure 9: FY05–09 Sectoral Distribution of Regular Program

Grant Approvals 11Figure 10: Vietnam—Enrollment Rate for Children Ages 3–4,

Before and at End of the JSDF Project 17

LIST OF TABLESTable 1: Total JSDF Grant Approvals by Type 4Table 2: FY09 Multi-Sector Project and Capacity Building

Grants 12Table 3: Afghanistan Grants under Implementation in FY09 14Table 4: Number of Grants Approved by Type of Implementing

Agency (FY05–09) 16

ANNEXES1. JSDF Regular Program: Project and Capacity Building Grants

Approved in FY09 392. Regional Distribution of JSDF Regular Program Grants

(FY01–09) 443. JSDF Seed Fund Grants Approved in FY09 464. Other JSDF Grants Approved in FY09 475. JSDF FY09 Annual Policy Guidelines and Program Allocations 48

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PHOTOGRAPH ACKNOWLEDGEMENTS Photographs by Amy Janel Pickering,Water Resources Specialist:Cover: Vietnam, young girl leans against a statue in Nha Trang.Chapter 1: Laos, a mother sits on street near a vegetable market with

her child in Luang Prabang.Chapter 2: Indonesia, boy watches as family performs traditional

Balinese dance for tourists.Chapter 4: Thailand, a father with his baby begs for money in Bangkok.

Photograph by Shehzad Noorani:Chapter 2: Tanzania Box 4, livelihood fishing.

Photograph by Bryoni Morgan, Biodiversity JPA, EastAsia Region:Chapter 3: Indonesia,woman oyster farming in Lambusango,Buton

Island.

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Acronyms

AFR Africa RegionAHF Asian Heritage FoundationCCT Conditional Cash TransfersCDCs Community Development CouncilsCDD Community Driven DevelopmentCFP Concessional Finance and Global PartnershipsCOSU Central Operational Services UnitCPS Country Partnership StrategyCSOs Civil Society OrganizationsEAP East Asia and the Pacific RegionECA Europe and Central Asia RegionECCD Early Childhood Care and DevelopmentECD Early Child DevelopmentFY Fiscal Year (July 1 to June 30)GDLN Global Development Learning NetworkGDN Global Development NetworkGFRP Global Food Crisis Response ProgramGOJ Government of JapanGRM Grant Reporting and MonitoringJICA Japan International Cooperation AgencyJSDF Japan Social Development FundLCR Latin America and Caribbean RegionMIC Middle-income countriesMNA Middle East and North Africa RegionMOE Ministry of EducationMOF Ministry of FinanceMOFA Ministry of Foreign AffairsNFE Non-Formal EducationNGOs Non-Governmental OrganizationsNSP National Solidarity ProgramPEKKA Female Heads of Households Empowerment Program

(Program Pemberdayaan Perempuan Kepala Keluarga).RSR Rapid Social Response Program SAR South Asia RegionSC Steering Committee

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TFAST Trust Fund Accelerated Support Tools (former e-Trust Funds)

TICAD Tokyo International Conference of African DevelopmentTTL Task Team LeaderVFF Vulnerability Financing FacilityWBI World Bank Institute

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BACKGROUND AND OBJECTIVES

1.01 The Japan Social Development Fund (JSDF) was estab-lished in June 2000 by the Government of Japan (GOJ) andthe World Bank. Its initial purpose was to respond to thedevastating impact of the East Asian financial crisis in thelate 1990s, and provide support to vulnerable groupsimpacted by the crisis. Subsequently, the program wasexpanded to support innovative activities benefitting themost disadvantaged groups in eligible developing coun-tries, making it unique within the Bank. All low-incomeand lower middle-income countries, as defined in the cur-rent World Development Report, are eligible to receiveJSDF grants, which range in value from US$1 million toUS$3 million. During its nine years in operation, the pro-gram awarded over 300 grants, for 74 eligible countries,amounting to US$360 million.

1.02 The objective of the JSDF program is to providegrants in support of innovative activities to help alleviate

poverty in eligible client countries of the WorldBank Group. In order to achieve this

objective, JSDF supports developingcountries’ central and local govern-

ments, Non- GovernmentalOrganizations (NGOs), and Civil Society Organizations (CSOs) ina wide variety of projects. Grantsare expected to meet certain

fundamental criteria (see Box 1).Unlike most Bank projects, which

are executed by central governments,JSDF grants are executed by CSOs and local

governments.These features ensure that the JSDF programis unique and facilitates a rapid response. A unique and

Chapter 1

JSDF Objectives and Program Highlights

“The JSDF program recognizes that the poor

are potential agents of change in theirown lives and, therefore, key players in finding development solutions.

Strengthening citizen voices and empoweringlocal communities are core principles

of the JSDF.”

Philippe Le Houerou, Vice President, ECA Region

The World Bank

Chapter 1

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valued feature of the JSDF program is that it provides a platform for cooperation with NGOsand other local stakeholders in the development process.This has led to meaningful progressin areas not previously associated with the Bank’s work at the central government level.

JSDF PROGRAM AREAS

1.03 The JSDF program currently provides the following types of grants:

i) Regular Program Grants finance activities that provide direct benefits to disadvan-taged communities, and may be either Project Grants, which target the poor and under-served groups not reached by mainstream programs through innovative programs thatdeliver results in the short term; or Capacity Building Grants, which empower andstrengthen local community authorities, NGOs, and stakeholders through engagement of

target groups to participate in their development by learning and doing.ii) Seed Fund Grants are small grants awarded to team leaders to

contract needed expertise mainly for developing a proposal andengaging stakeholders and beneficiaries in the design of the programthrough consultation workshops at the local community level,ensuring ownership and responsiveness to their needs.

iii) Special Program Grants support Project and Capacity BuildingGrants responding to emergency crisis events such as natural cata-strophic events or post-conflict needs.At present there is one specialprogram under implementation to which the Government of Japancontributes—the Afghanistan Special Program—to supportreconstruction and lay the foundations for community-level government through social services and productive infrastructureprojects, promoting community-managed execution and commu-nity governance.

ETHIOPIA, Tigray—Woman holds up a land usecertificate, noting this has improved her status inthe community. A government land distributionprogram assists women to own their land. (Photo by

Klaus W. Deininger, Lead Economist, DECRG.)

Box 1

Funding Criteria for JSDF Grant Proposals

INNOVATIVE—project introduces new approaches or ideas to development

RESPONSIVE TO THE NEEDY—project directly meets the needs of vulnerable, marginalized, anddisadvantaged groups

PROMOTING RAPID RESPONSE—project demonstrates potential for rapid results and deliversbenefits to targeted stakeholders

BUILDING COMMUNITY CAPACITY—project empowers local community governments, NGOs, anddisenfranchised groups, while promoting stakeholders participation and ownership of the design andactivities


Two other special programs that responded to catastrophic events are at various stages ofimplementation, although no additional contribution from the Government of Japan wasmade: (i) Post-Tsunami Reconstruction Grants, to support recovery measures following thetsunami which occurred on December 26, 2004, affecting several Southeast Asian countriesand the Indian Ocean region; and (ii) Pakistan Earthquake Reconstruction Grants, sup-porting the rehabilitation of areas affected by the earthquake that struck in October 2005. Theamount authorized by Japan of US$20.0 million for Post-Tsunami Reconstruction Grants wasutilized in support of six countries—Indonesia, Maldives, Seychelles, Somalia, Sri Lanka, andThailand—with a total of 14 grants. The allocation initially authorized by the Government ofJapan of US$5.0 million for Earthquake Reconstruction for Pakistan was increased to US$6.45million for four project grants.

JSDF PROGRAM FINANCIAL CONTRIBUTIONS, ALLOCATIONS, AND DISBURSEMENTS

1.04 The Government of Japan is the sole financier of the JSDF program and has contributeda total of US$405.6 million to fund the program since its establishment in the year 2000.Twenty-six grants were approved in FY09, resulting in an aggregate for the program of 149active program grants (excludes small seed grants). The program has had continued demand forfinancing as it is recognized by staff and beneficiaries as a unique window to help bring servicesto disadvantaged communities that are beyond the reach of local government programs. Con-tinued demand is evidenced by the above-average allocation for processed grants of US$60.4 mil-lion.1The contribution from the Government of Japan (US$9.8 million) to the Fund in FY09 wasadequate to sustain the program, taking into consideration the current fund balance and highercontributions from previous years. The Government of Japan continues to give the JSDF highpriority and recognition of its benefits by increasing the authorized allocation for grants for

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1These figures reflect “accounting records” for newly approved grants under the JSDF program. “Allocations” refers to the total grantamounts processed by the Trust Funds Accounting Unit in the fiscal year, which may include grants approved by the Governmentof Japan in a previous fiscal year. The FY09 Allocation of processed grants includes two Afghanistan grants approved at the end ofFY08 for US$15 million.

Figure 1: Contributions, Allocations, and Disbursements

0

US$

mill

ions

20

10

30

40

50

60

70

FY01–05average

FY06 FY07 FY08 FY09

Contributions

Allocations

Disbursements


FY09 up to US$80 million, although grant approvals fell short of this amount as several propos-als did not meet program standards and were declined. Disbursements under the program weresustained for the portfolio at US$25.9 million.

FY09 PROGRAM HIGHLIGHTS

1.05 The total value of approved grants in FY09 under the JSDF program amounted toUS$50.2 million, as shown in Table 1 below. Under the Regular Program, 26 grants wereapproved, above the average of 22 grants for the first seven years of the program, with a totalvalue of US$48.8 million. Under the Seed Fund, demand for grants was at an all-time highwith 21 new applications approved, and a portfolio of 42 active Seed grants in FY09. Seedgrants are approved to engage local communities in the design of JSDF projects, ensuringownership and responsiveness through a participatory approach. A new JSDF SustainabilityFund was introduced in FY09 to provide bridge financing during handover of project activ-ities to beneficiaries and to facilitate transition to other funding sources. Two Sustainabilitygrants were approved for JSDF projects in Senegal and Sierra Leone. Also for the first time,a Supplemental Grant to meet the financing gap resulting from the US dollar devaluation as a result of the financial crisis was approved for a JSDF project in Tanzania, Community-Based Conditional Cash Transfers (CCT). Other FY09 highlights under the program are asfollows:

• A higher maximum grant amount of US$3 million was introduced in FY09 for JSDF Regu-lar Program grants. Four grants over US$2 million were approved in FY09, while eight moreproposals reaching the new maximum were submitted under Round 28 (call for proposals),which are expected to be approved in FY10. This was a welcome flexibility to increase out-reach and return on investments.

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Table 1: Total JSDF Grant Approvals by Type

Average FY01–07 FY08 FY09

Number Amount Number Amount Number Amountof (US$ of (US$ of (US$

Grant Type Grants million) Grants million) Grants million)

Regular Program:

Project and Capacity

Building Grants 22 $27.57 13 $18.3 26 $48.8

Seed Fund 11 $0.45 18 $0.9 21 $1.0

Special Programs:

Afghanistan 2 $8.95 2 $15.0 0 $0.0

Other Grants:

Sustainability Fund — — — — 2 $0.2

Supplemental Grants — — — 1 $0.3

Total: N/A N/A 33 $34.1 50 $50.2


• FY09 saw the increased participation of the MNA Region in the JSDF, comprising 19% of theportfolio, after no submissions in the previous three years and with minimal participationsince program inception.

• In response to the recent financial crisis, the Ministry of Finance announced the introductionof the Emergency JSDF Window, with financing of US$200 million for this initiative overthe next three years.

• The Government of Japan (GOJ) approved US$1.09 million to support a JSDF Promotioninitiative that will include a study on the results of 125 closed project grants and dissemina-tion of lessons learned and outputs financed under the grants.

• At the GOJ’s request, discussions on a possible collaboration between the Global Develop-ment Network (GDN) and JSDF have been initiated. Selected “Most Innovative DevelopmentProjects” of the GDN may be supported by the JSDF grants to scale-up the project.

• The JSDF Team carried out two Knowledge Sharing Workshops, in Indonesia and Senegal,hosted by the JSDF grant implementing agencies and the local Global Development Learn-ing Network (GDLN). The workshops were highly successful, showcasing results and les-sons learned, and launching new websites for the JSDF projects. Participants includedNGOs, CSOs, the private sector, the media, donors, Japan government officials, and JICArepresentatives. The Indonesia workshop focused on impressive results from activitiessupporting women heads of households, implemented through an NGO—PEKKA, withlinked video participation by Cambodia, India, Sri Lanka, and Vietnam. The Senegal work-shop focused on lessons learned from the JSDF grant for the Social Development FundAgency. The workshop linked participants through GDLN Centers in Benin, Ivory Coast,Central African Republic, Democratic Republic of Congo, Niger, and Senegal. Followingthe workshops, participants from other countries expressed enthusiasm for development ofsimilar projects.

• In FY09, grant processing was moved to the Bank’s Trust Fund Accelerated SupportTools (TFAST ) linking a new Grant Funding Request (GFR) and annual progress GrantReporting and Monitoring (GRM) forimproved monitoring and reporting in aweb-based environment with accessibilityby the donor through the Donor Center inClient Connection.

• In October 2008, El Colegio del Cuerpo, amodern dance and arts school for disadvan-taged youth, operated by an NGO in Cartagena, Colombia, supported by a JSDFgrant, travelled to Tokyo and performedbefore the Japanese royal family, in com-memoration of the 100th anniversary ofJapanese-Colombian cooperation.

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TOKYO—Colombian youth performing before the Japanese royal family.


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2.01 The JSDF Regular Program benefitted from a 60%increase in the authorized allocation from Japan fromUS$50 million in FY08 to US$80 million, excludingAfghanistan (see Annex 5, FY09 Annual Policy Guide-lines and Program Allocations). Within this allocation,US$20 million was dedicated to the Africa Region in threepriority themes:

• Agricultural development;• Participatory school management; and• Enhancement of health management and health services.

As a result of this priority, the program saw a significantincrease in FY09 grants submitted supporting Africancountries. Nine submitted grants valued at US$21.5 mil-lion in Rounds 26–28 (the three calls for proposals inFY09) compare to an average of 3.8 grants over the pasteight years and only two grants for Africa in FY08. Another new feature of the JSDF program, introduced withthe approval of the FY09 Annual Policy Guidelines, was anincrease in the maximum grant amount from US$2 millionto US$3 million, and the possibility of justifying proposalsup to US$4 million, on an exceptional basis.

APPROVED GRANTS IN FY09

2.02 A total of 50 grants were approved in FY09, amount-ing to US$50.2 million, as shown in Table 1.The breakdownby type of grant is as follows: 26 Regular Program grants,21 Seed Fund grants, two Sustainability grants, and oneSupplemental grant. This year there were no grantsapproved for Afghanistan. Most of the Post-Tsunami andPakistan Reconstruction emergency grants that were avail-able between FY05 and FY07 are now closed. The JSDF

Program Activities in FY09

Chapter 2Chapter 2


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Regular Program performed well compared to the earlier average for FY01–05 and, in partic-ular, was a significant improvement over lower approvals in the previous three fiscal years fromFY06–08 (see Figure 2, Number of Approved Grants).The number of FY09 Regular Program grantsslightly exceeded the average through FY05, and the number of seed grants was the highest todate. New for the JSDF program in FY09 was the Sustainability Fund, where two grants wereapproved in support of two JSDF projects in Africa—the Senegal Social Development FundCasamance Program and the Sierra Leone Capacity Development to Strengthen Social Capital. Also, afirst Supplemental grant was approved to support the Tanzania Community-Based Conditional CashTransfers Pilot, an innovative project based on a community-driven development (CDD)approach to improve the effectiveness of service delivery.This JSDF project is the first to use asocial fund agency to implement a CCT program which is also being administered by the com-munity itself. Additional financing was approved to meet a shortfall due to price escalation as aresult of the financial crisis.

2.03 For the JSDF Regular Program, there were three rounds of calls for proposalsannounced in FY09: Round 26, announced on September 18, 2008, awarded eight grantsamounting to US$17.7 million; Round 27, announced on January 16, 2009, awarded sevengrants amounting to US$16.0 million; and Round 28, announced on May 6, 2009, withgrant submission to the Government of Japan in August of 11 grants for US$26.9 million, isexpected to be decided in FY10. During FY09, grants from FY08 rounds received approval.Annex 1 lists each of the 26 Regular Program grants approved in FY09, that total US$48.8 mil-lion. The number of approved Regular Program grants increased significantly from the pastthree years and matched the average for the first five years, reflecting a renewed demand forthe program.

2.04 The number of Seed Fund grants at 21 in FY09 was the highest to date, and contributedto the peak total of 50 grants approved (seeTable 1 and Figure 2). The recent trend of increasedseed fund proposals bodes well for the future of the program, as do the expanded benefitsfrom JSDF grants supported also by the Sustainability Fund. The aggregate value of the

Figure 2: Number of Approved Grants by Year and Grant Type

Regular Program

Afghanistan

Post-Tsunami

Seed Fund

PakistanReconstruction

SustainabilityFundSupplementalGrants

0FY01–05average

FY06 FY07 FY08 FY09

Num

ber

of g

rant

s

10

5

15

20

25

30


Seed Fund proposals, at US$1.0 million, was also the highest in the history of the program andsignificantly above the average for the previous years. Again, this reflects the demand for, andthe esteem given to, the JSDF program, as well as the recognition that it complements Bankproject financing by working through NGOs and reaching the most disadvantaged and margin-alized groups outside the formal sectors.

2.05 Noteworthy in FY09, was the increase in the value of Regular Program grantapprovals—the highest in the history of the program—amounting to US$48.8 million. Thisincrease, in particular, from below-average approvals over the past three years, is shown inFigure 3, Historical Value of Approved JSDF Grants. The increase is in part due to the change in thegrant ceiling amount from US$2 million to US$3 million. Four grants over US$2 million invalue were approved, amounting to US$10.5 million, or 22% of the total FY09 regular grantapprovals of US$48.8 million. Although no new grants for Afghanistan were approvedthis year, new proposals are under preparation and it is expected that FY10 will includeAfghanistan. Included in the total of 26 project and capacity building grants were one grantfrom Round 23 and five grants from Round 24 that experienced longer review periods andreceived GOJ approval in FY09. Annex 1 lists the approved Regular Program grants andtheir objectives.

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Figure 3: Historical Value of Approved JSDF Grants for Three Major Program Areas

0FY01–05average

FY06 FY07 FY08 FY09

US$

mill

ions

20

10

30

40

50

60

Regular Program

Afghanistan

Post Tsunami

PROJECT AND CAPACITY BUILDING GRANTS

2.06 The core program areas of the JSDF, including special designated allocations by the Government of Japan such as the Afghanistan and Post-Tsunami Special Programs, supportthe two types of grants, Project grants and Capacity Building grants (see para. 1.03). In FY09,the Project grants increased significantly from the past three years and exceeded the higherannual average for earlier years of 17 project grants approved. As seen in Figure 4, Projectgrants exhibited a nearly three-fold increase over FY08, when they were at a historical low. Onthe other hand, Capacity Building grants have remained rather constant, with an average ofnine grants. Figure 5 shows that, on average, 66% of funds in FY06–09 have been approved forproject grants, amounting to US$72.4 million.


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Figure 4: Historical Number of Regular Program Grants by Type

0

Num

ber

of g

rant

s

5

10

15

20

FY01–05Average

16

9

FY06

7

4

FY07

11

9

FY08

67

FY09

17

9

Project Grants

Capacity BuildingGrants

Project GrantsUS$72.4 m66%

CapacityBuilding

GrantsUS$36.9 m

34%

Figure 5: Amount and Percent for Types of Regular GrantsTotal FY06–09: US$109.3 Million

REGIONAL DISTRIBUTION OF JSDF REGULAR PROGRAM GRANTS

2.07 Figure 6 shows Regional allocations for approved grants over the past five years. Over-all, FY09 was a striking year due to significant changes in program funding in several regions.The Latin America and Caribbean Region (LCR), with the highest funding in FY09 of US$12.7million, or 26%, saw a marked increase from the previous four years with almost two and one-half times the funding than in each of those years. Despite being, for the most part, middle-income countries (MIC), LCR countries have historically experienced persistence of poverty andinequality, prompting a Regional response that gives priority to expanding economic opportuni-ties for vulnerable and excluded groups. JSDF provided a window to support this priority, whileLCR is developing a Human Opportunity Index that will help to monitor progress acrossmeasurable indicators among and within countries. LCR proposals included the first grant ap -proved for Jamaica, supporting the Community Crime and Violence Prevention Program. The AfricaRegion (AFR), with the second highest funding of US$11.9 million, or 24%, also saw a signifi-cant increase from FY08 and lower levels of funding over the past three years, in response to

Figure 6: FY05–09 Regional Distribution of Regular Program Funding

0

US$

mill

ions

6

12

16

18

8

10

4

2

14

FY05 FY06 FY07 FY08 FY09

Africa

East Asia and Pacific

Europe and CentralAsia

Latin America andCaribbean

Middle East and North AfricaSouth Asia

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a special JSDF regional focus for the African continent(see para. 2.09).The third highest funding was for theMiddle East and North Africa Region (MNA), forUS$9.1 million, or 19%. This is an important highlightfor the JSDF program in FY09 as there had previouslybeen only four grants approved for the MNA Regionsince program inception. This was a reversal fromrecent years with no grant applications, reflectingthe difficulties of working in this Region with a verylimited Bank lending and technical assistance pro-

gram. Three of the approved MNA grants were for Yemen to support marginalized commu-nities with socio-economic support, and one for Morocco in the Education Sector toimprove access to schooling for the poor. These JSDF grants will provide an opportunity forgreater engagement in the MNA Region to reach many vulnerable and neglected groups (seealso Figure 7).

2.08 Other Regional trends for FY09 include fewer projects in the East Asia and PacificRegion—US$6.6 million for four grants, two of which support empowerment of women—and the South Asia Region—US$4.0 million for two grants in Pakistan and in Nepal, which forthe first time received a JSDF grant. ECA maintained a relatively sustained level of funding ofUS$4.6 million in FY09, supporting three grants, one in Albania for youth empowerment andtwo in Moldova for health and community sub-projects in post-conflict areas.

SPECIAL ALLOCATION FOR AFRICA IN FY09

2.09 The Government of Japan and the World Bank Group are committed to scaling up sup-port for sustainable growth and development in Africa, as articulated in a five-

year “Cooperation Framework Towards a Vibrant Africa 2008–2013” and the “TokyoInternational Conference on African Development (TICAD) IV Yokohama Action

Plan.” Within this framework, the Government of Japan has set targetsto double development aid and private investments in Africa over fiveyears, with a special focus on infrastructure and agriculture. Theframework establishes an allocation of US$50 million over a three-year period for the JSDF program, in support of three priority areas:agri cultural rural development, participatory school manage-

ment, and enhancement of health management and monitoringof health services.Within the Regular Program, MOFA authorized the

first installment in FY09 for a Special Allocation for Africa (the con-tinent) of US$20 million to support JSDF Regular Projects grants inthe three priority areas. In FY09, three proposals were approvedunder this Special Allocation for Ethiopia, Morocco, and Swaziland.

10

Figure 7: FY09 Regional Distribution of Regular Program Funding

South Asia8%

US$4.0 m

Middle East andNorth Africa

19%US$9.1 m

Latin America andCaribbean

26%US$12.7 m

Africa24%US$11.9 m

Europe andCentral Asia9%US$4.6 m

East Asia andPacific14%US$6.6 m

SIERRA LEONE–Smiling girl carrying large cassavaleaves bowl, wanting to sell her leaves. (Photo by Lianqin

Wang, MNSHE.)


11

Additional proposals from Rounds 27 and 28 are pending approval from the Government ofJapan, which would utilize the full US$20 million. This sum represents a significant increase forAfrica from previous years, as seen in Figure 6.

SECTORAL DISTRIBUTION OF JSDF REGULAR PROGRAM GRANTS

2.10 As JSDF grants target social services and disadvantaged groups, historically, a largenumber of proposals fall under the category of Multi-sector, focusing on vulnerable groups.In FY09 a total of US$19.1 million, or 39% of the total Regular Program funding, was forMulti-sector grants (see Figures 8 and 9 andTable 2).These grants focused on the needs of vul-nerable groups in poor communities, mainly youth and women in post-conflict areas, and onviolence prevention. A uniquely innovative grant in thisMulti-sector category in the Philippines was Improving theQuality and Responsiveness of Public Spending in Poor Commu-nities through Localized Procurement Reform, designed to promote the adoption of transparent and participatoryprocurement mechanisms for the delivery of povertyreduction programs in at least 12 disadvantaged munici-palities. The second largest single sector receiving fundingwas Education, amounting to US$10.9 million, or 23% ofthe total, followed closely by the Agriculture Sector, withUS$10.7 million, or 22%.

Figure 9: FY05–09 Sectoral Distribution of Regular Program Grant Approvals

0FY05 FY06 FY07 FY08 FY09

US$

mill

ions

10

20

25

5

15

Agriculture, Fishingand ForestryEducation

Health and OtherServices

Law and Justice

Transport

Multi-sector

Water andSanitation

Figure 8: FY09 Sectoral Distribution of Regular Grants(Value and Percent) Total Value: US$48.8 m

Water andSanitation

4%US$2.0 m

Multi-sector39%

US$19.1 m

Healthand Other

Services12%

US$6.0 m

Agriculture,Fishing andForestry22%US$10.7 m

Education23%US$10.9 m

2.11 Both the Education and Agriculture sectors had notable increases of almost threefoldcompared to the previous three years. The remaining sector allocations were for the Health Sec-tor at 12% or US$6.0 million and, lastly, the Water and Sanitation Sector at 4% or US$2.0 mil-lion. Absent in FY09 were the Law and Justice and the Transport sectors, as they are generally lessprominent in the community and social development areas.


12

Table 2: FY09 Multi-Sector Project and Capacity Building Grants

Country JSDF Grant Name US$

Colombia Access to Opportunities for Young People in Colombia will enhance the $1,787,385 access of young men and women (ages 14–26) to opportunities for education, work, and political participation.

Brazil Leveling the Playing Field for Quilombola Communities in Northeastern $1,986,932Brazil will empower poor and remote Quilombola communities in Northeastern Brazil by building social capital and facilitating their access to existing public and private resources.

Moldova Community Participation in Post-Conflict Regions will prepare citizens $2,000,000in the conflict-affected regions to participate in their own recovery and development once the conflict is resolved.

Indonesia Papuan Women’s Empowerment Project will empower poor Papua $1,803,443women by increasing their participation in implementation and decision-making processes in the community-driven development program so that they are better able to benefit from the program, and address their needs and priorities.

Honduras Building Trust in Public Policies and Public Institutions will enhance $861,110citizens’ trust in public policies and institutions by increasing their participation in and oversight of the budgetary process aimed at improving governance and transparency.

Yemen Promoting Socioeconomic Inclusion of a Marginalized Community $1,957,515 will give the Akhdam community the means to contribute to their well-being pro-actively and to enhance their socio-economic integration, focusing on women and youths, to enable them to have some voice.

Philippines Improving the Quality and Responsiveness of Public Spending in Poor $1,011,060Communities Through Localized Procurement Reform will promote the adoption of transparent and participatory procurement mechanisms for the delivery of poverty reduction programs in at least 12 disadvantaged municipalities.

Yemen Offering Second Chances to At-Risk and Marginalized Youth will $1,939,400support developing a system of second-chance opportunities for vulnerable and marginalized youth through building up institutional competencies across civil society, and non-government and government organizations.

Albania Youth Empowerment Through Community Development will enhance $1,175,700 the access of young men and women to opportunities in education, employment, civic participation, and community development.

Jamaica Jamaica Community Crime and Violence Prevention Program will $2,700,000support the Jamaica Social Investment Fund to reduce the incidence of crime and violence in high-risk and vulnerable inner-citycommunities.

Indonesia Sustaining Women’s Leadership will reduce poverty and vulnerability $1,918,105 among female-headed households in the poorest parts of Indonesia to benefit female heads of household in poor provinces.

Total FY09 Multi-Sector Grants: $19,140,650

JSDF_001-025_ch1-2.qxd:JSDF_001-025.qxd 11/21/09 12:36 AM Page 12

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THE AFGHANISTAN SPECIAL PROGRAM

2.12 In 2002, the JSDF program established a spe-cial window allocation for Afghanistan to support thecountry’s reconstruction and transition towardsocio-economic stability. No new grants wereapproved in FY09 for Afghanistan. Four grants wereunder implementation in FY09, out of which twoclosed (see Table 3). Out of the four grants active inFY09, two are new grants supporting the NationalSolidarity Program. The grants under implementa-tion were rated “Satisfactory” in achieving their objec-tives in the Bank’s monitoring reports, GRM. One ofthe lessons staff recognize from implementing JSDFgrants, in particular in the context of post-conflict, isthe importance of involving the community.

AFGHANISTAN–Members of a Community Development Council (CDC)in Maidan Wardak Province gather to discuss their village priorities.

Box 2

Afghanistan National Solidarity Program

At the end of FY09, two new grants for Afghanistan, approved in FY08, became active, supporting theNational Solidarity Program (NSP). From the total of ten grants approved to Afghanistan in the specialreconstruction program, four of the grants have supported the National Solidarity Program. The twoclosed NSP grants were rated “Satisfactory” in achievement of objectives and implementation atcompletion in the Bank’s monitoring reports. The use of NGOs enabled the Government to quicklyrollout the NSP and to provide specialized knowledge in community mobilization. A total of 24Facilitating Partners, composed of international as well as local NGOs and UN Habitat, havesupported the implementation of the NSP.

The first two NSP grants lay the foundations for strengthening community level governance andfacilitated assistance to communities to establish inclusive community institutions through elections andto reach consensus, turning priorities into sub-projects. Capacity buildingand training activities helped implement community-managed sub-projects, mainly reconstruction to improve access to social andproductive infrastructure and services. A key feature wassupport for the establishment of Community DevelopmentCouncils (CDCs), elected by the community. Clustering ofCDCs in priority provinces would further enhance thecapacity and sustainability of CDCs, and promote greatersolidarity among CDCs and coordination with local authorities.Subsequently, the CDCs would prepare CommunityDevelopment Plans in consultation with community members andwould implement prioritized sub-projects. These included water supplyand sanitation, transportation, irrigation, electricity, education, and livelihoods opportunities.Through theNational Solidarity Program grants, about 160 community development plans were prepared andexecuted, in over 1,000 villages in 24 districts.

The grants would result in the establishment of about 80 CDCs, with members trained in conflict reso-lution, and in financial and project management, among others. Thousands of development plan activities were implemented, resulting in an improved quality of life for families with better water andsanitation, electricity, and other services.

“In a semi conflictenvironment in a country which isemerging from 30 years of conflict,

interventions at the community level areprobably the most effective way torebuild confidence in Government

and ensure servicedelivery.”


14

THE SEED FUND

2.13 The JSDF program includes a facility for preparation and design of grant activities,awarding grants based on justification prepared by task teams. Grants are to fund the consulta-tion process with beneficiaries at the local community level.The JSDF program targets dis-advantaged groups living in remote, or difficult to access, rural and marginal urban areas.JSDF activities are to be responsive to the immediate needs of its targeted beneficiaries,requiring special outreach and facilitation of a participatory approach for the design andselection of investments to be financed under the grant.The involvement of local NGOs andother community organizations is essential during the design and preparation phase to securemaximum effectiveness and sustainability. Applications for seed grants of up to US$50,000may be submitted by task teams. Grants may finance consultant services and incrementalBank staff travel and subsistence.An interim progress report is submitted by theTTL within

Table 3: Afghanistan Grants under Implementation in FY09(Amounts exclude Bank-executed portion)

Total TF # Grant Name Grant Amount Disbursements Closing Date

TF052446 Creating Future Potential Entrepreneurs: TargetingYouth promoted and improved thesocial and economic status of youth inAfghanistan who could not acquire a liveli-hood due to continuous war, and preparedyouth for a career and to generate or earnincome on a sustained basis.

TF053414 National Emergency Employment Programfor Disarmament, Demobililzation, andReintegration, and for Rural Livelihoodfacilitated reintegration of ex-combatantsinto society with regularized sources ofincome and employment, vocational training,and business management skills, adoptingalternative livelihoods to poppy labor.

TF092433 Support for the Roll-out of the SecondNational Solidarity Program will supportthe implementation of the Second NationalSolidarity Project in previously uncovereddistricts with the aim of strengtheningcommunity-level governance and improvingthe access of rural communities to social andproductive infrastructure and services.

TF092435 Clustering of Community DevelopmentCouncils Under the Second National Soli-darity Program will enhance the capacity,sustainability, and solidarity of CDCs, andfacilitate the preparation of more efficientand effective District Development Plans,all for the purpose of improving the qualityof life in the Project communities.

$2,837,800 $2,784,814 2/28/2009

$19,600,000 $19,600,000 8/27/2008

$4,812,500 $2,000,000 10/5/2012

$9,587,480 $0 12/30/2012

Total: $36,837,780 $24,384,814


15

six months of grant approval. A task team that receives seed funding is expected to deliver awell-developed JSDF grant proposal within 12 months of the approval of the seed grant.

2.14 In FY09, the program approved 21 seed grants, up from 13 and 18 in the previous twoyears, a peak since program’s inception (see Figure 2, Number of Approved Grants by Year and GrantType). The total funding for 21 new seed grants approved in FY09 amounted to US$1.0 million(see Annex 3, JSDF Seed Grants Approved in FY09). From the total of 26 proposals approvedin FY09, 12 proposals were prepared with Seed Funds.

2.15 The active portfolio of seed grants in FY09 was 42, representing all regions and sectors.Of these, 12 grants closed in FY09, for which full JSDF project proposals are expected soon.Four seed grants were for preparation of proposals in African countries—Gambia Early ChildDevelopment, Kenya Community Based Farm Forestry, Burkina Faso Strengthening Commu-nity Capacity to Fight Female Genital Mutilation, and Swaziland Delivering Maternal ChildHealth to Vulnerable Populations. Of the remaining active seed fund grants, 11 were for Africa,or over one-third for this priority region.

JSDF PROJECT SUSTAINABILITY FUND

2.16 In April 2009, the Government of Japan approved an allocation of US$1.0 million toestablish a fund for facilitating future sustainability of JSDF projects.The objective of the Sus-tainability Fund is to provide a means of transitioning JSDF project activities to another fund-ing source, or to support previously unforeseen activities that will facilitate future sustainabil-ity of ongoing grant activities. Project Sustainability grants may not exceed US$100,000 andare to be implemented over a maximum period of 12 months by the country recipient or theBank.There are three types of activities that are eligible for financing:

i) Bridge financing to: (a) contribute to longer term sustainability of activities; (b) helpdesign an exit/sustainablility/replicability/capacity building strategy that would depend on afollow-on grant under other auspices; and (c) enable a transition to another funding source;

ii) Completion-of-project reviews to ensure a proper handover of project activities tobeneficiaries, which may involve: (a) evaluating projectoutcomes in relation to objectives; (b) identify-ing corrective measures; and (c) ensuringthat lessons learned are documentedand/or incorporated in subsequentactivities in the event that activitieswill be replicated; and

iii) Workshops for implementing agencieswhose project is expected to close inabout a year, aimed at providing training inhow to design a communications package forthe purpose of presenting the results of the proj-ect activities to potential financiers,e.g.other donors.

“We thank the JSDFprogram for serving the needs of

the most marginalized segments ofsociety that are usually left out of the

Bank’s mainstream projects. Moreover, JSDFgrants play a significant role in mobilizingcivil society and local authorities that are

traditionally voiceless, but critical todevelopment.”

Iqbal Kaur, Social Protection Specialist, MNSSP


2.17 In FY09, two grants were approved for sustainability of two projects in Africa, amountingto US$200,000: Senegal Social Development Fund Agency—Casamance Program and the Sierra LeoneCapacity Development to Strengthen Social Capital.

WORKING WITH CIVIL SOCIETY

2.18 The JSDF program encourages the participation of NGOs and CSOs in the planning,preparation, and implementation of grants. Experience suggests that high quality NGOs canreach the poor in ways that government projects cannot. Under the JSDF, an NGO/CSOcan be both the recipient and the implementing agency, although sometimes, depending on acountry’s laws or a government’s preference, a governmental agency is the recipient and theNGO/CSO the implementing agency. Implementation may also be jointly carried out by anNGO/CSO with the recipient government.

2.19 In FY09, 15 implementing agencies, or 58%, were NGO/CSO type. The table belowprovides the breakdown of Regular Program grant approvals by type of implementing agency:

16

THE JSDF ACTIVE PORTFOLIO IN FY09—GRANTS UNDER IMPLEMENTATION

2.20 The active portfolio of JSDF projects in FY09 was 114, with a value of US$181.9 mil-lion. To date, 85% of the active grants report “Satisfactory” achievement of the JSDF ProjectDevelopment Objectives. Of the active portfolio, 39 grants were completed during the year,with a total value of US$67.9 million. The largest share was for the East Asia and PacificRegion as the JSDF program gave priority to East Asian countries when the program waslaunched in response to their financial crisis. Five completed projects are featured in thisreport, highlighting results and lessons learned: Vietnam Early Childhood Care and Devel-opment (TF052939); Tanzania Community Based Coastal Resources Management and Sustainable Livelihoods (TF053440); Indonesia Female-Headed Households EmpowermentProgram (TF053442 and TF055749); and Senegal Social Development Fund Agency—Casamance Program (TF054216).

Table 4: Number of Grants Approved by Type of Implementing Agency (FY05–09)

FY05 FY06 FY07 FY08 FY09 Total

Government 13 4 8 4 11 40

NGO/CSO 15 5 11 9 15 55

Joint Gov/NGO/CSO 2 2 1 0 0 5

Total: 30 11 20 13 26 100


17

VIETNAM

Early Childhood Care and Development: Results at Completion(TF052939)

Box 3

VIETNAM—Early Childhood Care and Development (ECCD)

Objectives. The objective of the project was to assist Vietnam in establishing an enabling environmentin the poorest and most vulnerable communities, and provide young children in rural mountainousareas with ethnic minorities, the opportunities to develop to their full potential. Despite thechallenging environment in which the grant was implemented, the objectives were satisfactorily met.An external evaluation at completion concluded that the JSDF project was successful, highlighting astrong partnership between communities and government, an intensive training program withmonitoring and supervision, and a positive impact on policies at the national and local governments.

Grant Amount Disbursed: US$1,910,800

Implementation Period: Jan 5, 2005–April 30, 2008

Implementing NGO: Save the Children Japan

JSDF PROJECT RESULTS

Increased Enrollment in Early Childhood Education. Increased enrollment for childrenfrom ages 4 to 5 years was one of the most important results of the project. The number ofchildren enrolled in kindergarten increased significantly from 30% before the project toaround 60% for children ages 3 and 4 years, especially in Muong Cha, from 33.9% to 76% (seeFigure 10 below).

Figure 10: Vietnam—Enrollment Rate for Children Ages 3–4, Before and at End of the JSDF Project

33.9

76

37.7

21.4

75

46.6

0Luc Ye Dakrong Muong

Cha

Enro

llmen

t %

40

20

60

80

Baseline

End

Improved Health Status.Significant improvements in health status for children in the projectareas resulted in a decline in underweight children below five years from 39% in average to 19%.


18

Improved Quality in Preschool Facilities and Basic Health Services. New or upgradedclassrooms and community health centers, and provision of basic equipment, revised curriculum, and capacity building resulted in improved quality of services and parent and stu-dent satisfaction.

Improved Responsiveness of Preschool Curriculum for Ethnic Minority Children.Reforms in Government policies to reflect local needs resulted in an improved preschool pro-gram for ethnic minority children, and improved teachers’ and health workers’ capacity to bemore relevant to the local context.

Increased Capacity to Promote Utilization of ECCD Services. The creation of commu-nity ECCD networking groups, parental education sessions and home visiting for counselingby teachers and health workers, school feeding, and Information/Education/Communicationscampaigns, resulted in improved community awareness of the benefits of early child development.

Increased Parent and Teacher Participation.Promoting strong involvement from all stake-holders in child learning and knowledge-sharing activities, such as reading for chil-dren, village-based libraries, communitycontribution for upgrading facilities, andteacher integration into village events,empowered parents, teachers, and the commu-nity to improve their lives and those of their children.

LESSONS LEARNED

A Combined Holistic, Multidisciplinary Approach Results in Better ECCD Impact. It hasbeen shown that combined multi-sector interventions supporting ECCD at the family, commu-nity, and institutional levels have greater impact on children’s development than any isolatedintervention. Health, nutrition, education, shelter, and physical and social activities are crucialfor the holistic development of children. Capacity was needed to ensure quality implementa-tion across sectors, and the project applied different methods for short training courses tobuild capacity in ECCD workers. In all three-project locations the local governments and edu-cation agencies have developed a holistic multi-sector strategy for preschool education andchild development.

Tri-partite Partnership for Facilities Improvement.The project provided a practical model forexpanding ECCD to many unserved groups. Most project models are vertically structured, butthe tri-partite partnership—government/local partners/international NGO—proved to be aneffective model to address bottlenecks in service delivery to needy groups not reached by conven-tional programs.The model emphasized knowledge sharing and mutual influencing to change poli-cies and practices that affect program delivery, and is an empowering process for the community.

“I am convinced that theonly thing more important than

education is ECD, and am pleased wepartnered with Save the Children for this

project.”

Eduardo Velez Bustillo Education Sector Manager (EASHE)


19

VIETNAM ECCD JSDF PROJECT. The top photo shows children on the way back from school,together with their teacher-assistant. The new classroom building (red tin roof building in thebackground to the right), has been funded by the JSDF grant. The new facility helped improve theteaching environment. Normally there were around 30 children ages 5–6 attending school daily. Sincethe new classroom was built, children ages 3–4 are also attending. The JSDF project built 32 newpreschool classrooms for Muong Cha district, with a total of about 1,500 children benefitting in sixcommunities. The former classroom before the JSDF project is shown below.

(Photos by Bin Than Vu, Senior EducationSpecialist and JSDF Task Team Leader)


20

A Bottom-up Approach in Planning and Monitoring for Achieving Community Owner-ship and Results. The Project interventions were developed in a participatory planningprocess. Monthly, quarterly, and annual plans were developed by the district project manage-ment board, with the participation of community management boards, and technical supportfrom project staff and advisers, maximizing ownership and results. The ownership and aware-ness of parents, communities, and leaders improved results and increased demand for ECCD.

Teachers Play a Role in Family Visits and Community Governance. Teachers can provideECCD knowledge to parents and caregivers, and play an important role in village meetings tointegrate ECCD messages in community governance.

Preventing Malnutrition. Improving family nutrition, in particular during food shortagesand for the very poor, helps prevent malnutrition during difficult times.

Establishing a Community Project Management Board. The community project boardplayed a most important role in the implementation and monitoring of all project activities atthe village level. This board was headed by the chair of the community Peoples’ Committee,and its members included women’s unions, health and education staff, and the committee forpopulation, family, and children.

Training NGOs Before Project Start-up. If an NGO is the grant recipient, pre-training onBank guidelines in procurement and financial management is essential to prevent delays instart-up and to meet beneficiary expectations in a timely manner.


21

TANZANIA

Community Based Coastal Resources Management and SustainableLivelihoods—Results at Completion (TF053440)

Box 4

TANZANIA—Community Based Coastal Resources Management and Sustainable Livelihoods

TANZANIA—Livelihood fishing. (Photo by Shehzad Noorani.)

Objectives. The objective of the grant was to overcome the problems of poverty and resource degradation for the poorestcoastal communities of Zanzibar and Kilwa districts, which depend on natural resources for their livelihood. The projectwas designed to: (i) raise the coastal communities’ awareness of valuable and scarce coastal resources, and supportactivities toward resource protection; (ii) develop community plans for sustainable development of these resources; and(iii) identify and enhance activities to stimulate business development to improve livelihoods and reduce poverty. Theproject was rated “Satisfactory” at completion for achieving its objectives.

Grant Amount Disbursed: US$1.7 million

Implementation Period: July 6, 2004—June 30, 2009

Implementing NGOs: ZAZOSO, MICA and ANGOZA, and WWF


A substantial boost has been provided to the coastal communities involved in the project. Onthe mainland, this has been achieved through the establishment of a network of more than 60successful microfinance groups, the delivery of enterprise support to over 1,600 people in 106groups, and the piloting of two forms of mariculture involving 40 groups. In Zanzibar, theproject has supported a total of 136 community groups (83 in Pemba and 53 in Unguja).

Livelihood Improvement. Equipment and materials were procured for 100 enterprise groupsin 29 villages on the mainland. Training activities were conducted, including milk fish culturetraining of 91 participants from Kilwa, Mafia, and Rufiji, enterprise training for 37 partici-pants, and livelihoods training of 64 members of women’s groups. Community members’improved income enabled the community to build better homes, send children to schools, andpurchase fishing gear and nets.


Knowledge Sharing. The project hasbeen appreciated for encouragingknowledge sharing among communi-ties, enhancing cooperation betweenfishermen and the Department of Fish-eries, diversification of livelihoodsources, and raising community mobi-lization and motivation. As part of thedocumentation on the implementationof the JSDF project and as a way of prac-tical dissemination of the experienceand best practice, a video documentaryhas been prepared. The video has beenalready shared with representativesfrom 100 groups, and will also beshared with all coastal districts, cur-rently implementing the Marine andCostal Environmental ManagementProject.

NGO Performance and Partnership with Civil Society was enhanced, particularly in termsof mobilizing communities and helping them regain trust with government initiatives. A goodexample of a partnership is the collaboration in fisheries management between the FisheriesDivision and the World Wildlife Fund, which has resulted in the formation and strengtheningof the Beach Management Units.

ReducedVulnerability of Communities.The projecthas generally contributed to a diversification of localproduction systems, hence reduced vulnerability ofcommunities to external shocks. Enterprise develop-ment training successfully led to the establishment of anetwork of more than 70 successful savings and creditgroups, delivered enterprise support to over 1,700people in 120 groups, and piloted two forms of mari-culture involving about 50 groups.

Strengthened Ownership of Natural Resources.The development of collaborative fisheries manage-ment plans coupled with training in fisheries law andregulations instilled a sense of ownership in resourcemanagement among fisher communities. On the main-land, pilot Beach Management Areas/CollaborativeFisheries Management Areas have been established.

22

TANZANIA JSDF—On the islands of Zanzibar, seaweed farming has become an economiclifeline, providing much needed income for impoverished families. Continued growth anddiversification of the industry is already making important contributions to the village economy.(Photo by Nicodemus Odhiambo Marcus, Tanzania Country Office.)

TANZANIA JSDF—Beneficiaries in the coastal district Rufiji share theirexperiences of the Community Based Coastal Resource Management andSustainable Livelihoods JSDF project during a beneficiary assessment.(Photo by Nicodemus Odhiambo Marcus, Tanzania Country Office.)


23

A few villages have their bylaws in place while others are in the process of formulation of bylawsfor sustainable utilization of resources.

LESSONS LEARNED

Empowerment and Inclusion of Beneficiaries is very important for overall achievement andsustainability of development initiatives. Poor coastal communities can successfully participate inimproving their livelihood if they are empowered through a participatory approach. Despite challenges initially encountered in mobilizing and formulating groups at entry, the JSDF activitiesproved that groups can generate multiple ideas, simplify access to support, turn individual chal-lenges to collective actions, motivate late adopters, and are a stimulant to new groups.

Investing in Training and Extension Services. Broad-based training increases the success ofinterventions and hence provides a basis for sustainability. Training group leaders or represen-tatives does not necessarily have a trickle-down effect on other participants. The experiencegained from working with communities under JSDF suggests that in order for any initiative tobe effective, communities should be provided with sufficient resources, training, and regularextension services, prior to entrusting them with goods and new technologies.

Facilitating Sustainability. Beneficiaries should be presented with every detail of the project, including their responsibility in implementing the interventions and the exit strategythat will culminate in complete and independent ownership. Despite efforts to engender sustainability, if no further support is provided, particularly transferring responsibility toNGOs for continued support of newer groups, many groups might not prosper.

Evaluation for Income-Generating Activities is critical to ensure suitability of the sub -projects, availability of markets, and capacity of those carrying them out. Grants need to bethoroughly assessed for market viability and recipient capacity.

TANZANIA—Students dance at a school health club event promoting handwashing and safe sanitation in Dar-es-Salaam.(Photo by Amy Pickering, Water Resources Specialist.)


CONSULTATION ACTIVITIES WITH THE GOVERNMENT OF JAPAN

2.21 All grants are reviewed and approved by the Ministry of Finance (MOF) of Japan, inconsultation with Japan’s Ministry of Foreign Affairs (MOFA) and the Japan InternationalCooperation Agency (JICA). The Government of Japan’s internal review supports harmoniza-tion to avoid duplication and enhance development and aid effectiveness to achieve lastingresults. Accordingly, the Embassy of Japan in the recipient country and JICA country repre-sentatives are extensively consulted during the grant design phase and participate in grant sign-ing ceremonies, normally taking place in the World Bank’s local country office. For Rounds26–28 announced in FY09, 44 JSDF proposals were received, amounting to US$111.9 mil-lion. Of these, 30 grants amounting to US$69.6 million, or 63%, were found to meet programcriteria and were submitted to the Government of Japan for approval. Proposals are submittedthrough the Bank’s Office of the Executive Director (ED) of Japan, whose staff are also respon-sible for oversight of the program.

2.22 In the spirit of harmonization and the objectives of the Paris Declaration on Aid Effectiveness—to strengthen ownership, alignment, harmonization, results and mutual accountability—the Bank and JICA collaborate at the country level, addressing potential overlap and improvingalignment and country ownership. Communication efforts have been sustained to ensure thatJapanese counterparts are informed regarding JSDF projects in the pipeline, and as individualproject grants are approved. Collaborative meetings between Bank project teams and JICArepresentatives take place regularly during the grant design stage, in particular, during stake-holder consultation workshops financed through JSDF Seed Funds. Japanese counterparts arealso invited to participate in progress review missions and knowledge sharing events. In FY09JICA and embassy officials have participated in the Knowledge Sharing Workshops in Senegaland Indonesia (see Chapter 3).

2.23 During FY09, the Government of Japan initiated discussions with the JSDF team toexplore possible collaboration between the JSDF program and the Global Development Networkseeking to recognize innovative ideas in the implementation of development projects for margin-alized and disadvantaged populations. Launched by the World Bank, GDN is now an internationalorganization of research and policy institutes promoting knowledge for the purpose of devel-opment, based in New Delhi, India. The new awards would recognize projects that meet JSDFobjectives and support innovative development projects, and possibly fund their scaling-up.The JSDF Administrator travelled to New Delhi to further discuss the proposed collaborationwith GDN and a decision would be reached during FY10.

2.24 In response to the recent financial crisis, the Government of Japan also initiated dis-cussions in FY09 for the introduction of the JSDF Emergency Window, with proposed financingof US$200 million, over the next three years. The objective of these grants would be to provide assistance to vulnerable groups adversely impacted by the financial crisis. While

24


25

supporting innovative and pioneering projects, the JSDF Emer-gency Window would be designed to enhance its responsiveness tothe crises, by introducing streamlined procedures for projectapprovals and focusing on the scaling-up of projects adopting inno-vative approaches with demonstrated successful developmentimpact. Grants from this window would complement the Bank’sactivities under the Vulnerability Financing Facility (VFF) andclosely collaborate with Bank initiatives associated with the RapidSocial Response Program (RSR) and the Global Food CrisisResponse Program (GFRP). A criteria for grant eligibility underthe JSDF Emergency Window would be that activities be responsiveto the requirements of the RSR, GFRP, or VFF programs and thefinancial crisis.

JICA President, Mrs. Ogata, and World Bank President,Mr. Zoellik, meet in Tokyo in FY08, pledging to workclosely in several areas, including helping African nationsto accelerate economic growth and reducing widespreadpoverty. In FY09, JSDF included a special allocation forAfrica.


3.01 The implementation of JSDF projects has producedvaluable lessons learned that are being captured and dis-seminated. Knowledge builds capacity, and capacity build-ing leads to growth, security, and empowerment of thepoor. Consistent with the Bank’s commitment to learningand capacity building, the JSDF team carried out variousknowledge dissemination events in FY09, and encouragedproject teams to share experiences across countries andprojects. The JSDF program has partnered with the GlobalDevelopment Learning Network (GDLN), an independentnetwork of learning institutions, supported by the WorldBank Institute (WBI), acting as its Secretariat. WBI con-tributed in capturing the knowledge from the JSDF proj-ects, and provided support in the design and implementa-tion of the respective websites and events. Making thisknowledge easily accessible to governments and otherdevelopment practitioners facilitates practical learning ofwhat works to scale up successful development practiceswithin and outside the Bank.

JSDF REGIONAL KNOWLEDGE SHARINGWORKSHOP SERIES

3.02 In FY09, the JSDF team continued its series ofregional Knowledge Sharing Workshops started last year,with two workshops in Indonesia and Senegal. The work-shops were designed as a multi-country South-Southknowledge exchange event. The workshops were jointlyhosted by the grant implementing agencies, the localGDLN offices, the World Bank, the Government of Japan,and implementing NGOs. They had three main objectives:(i) to share lessons learned from the project with develop-ment practitioners and policy makers; (ii) to discuss the

JSDF Knowledge Dissemination

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Chapter 3Chapter 3

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relevance of lessons in other regional contexts; and (iii) toshare reflections on their applicability. To help prepare forthe workshops, Bank teams visited the project sites tointerview a wide range of stakeholders, from direct linebeneficiaries and some former combatants to local townmayors and village experts. These interviews helped cap-ture the lessons learned from implementing the projectson video and several multimedia tools.

3.03 The Indonesia workshop focused on learning howto design and implement successful poverty reductionprograms led by women heads of households, a JSDFproject implemented through an NGO—PEKKA. TheSenegal workshop presented the lessons learned from the JSDF project under the SocialDevelopment Fund Agency. The workshops were far-reaching regional events, requiringextensive preparation. They involved the active participation of linked GDLN/World Bankoffices in multiple locations in East Asia (Cambodia, Sri Lanka, Vietnam, Tokyo), India,Africa (Benin, Ivory Coast, Central African Republic, Democratic Republic of Congo,Niger, Senegal), and Washington, DC. Embassy of Japan and JICA representatives participated in the workshops, also open to donors, NGOs, the private sector, civil society,and the media.The workshops were recognized as a success by participants, who appreciatedthe active involvement of local beneficiaries presenting the results. Japan will recognize boththe Indonesia and Senegal JSDF projects as good practices through an awards ceremony inTokyo on October 21, 2010. The tri-partite project team—the project implementingagency, a beneficiary representative, and the Bank’s task team leader—will travel toTokyo topresent the JSDF project results and will jointly receive an award for their work on the projects.

3.04 To showcase the results of the grants, a websitewas created for each the Indonesia and Senegal projects➞ Gender Empowerment in Indonesia and ➞ SenegalSocial Development Fund. Both projects are examplesof improving lives in a post-conflict environment, andcoping with difficulties in returning to work after long-term unemployment, destroyed homes and infrastruc-ture, low agricultural productivity, lack of income fromtourism, and rebuilding trust. The project activities sup-ported the re-starting of the economy and society on allfronts. Participants learned from these JSDF projectexperiences and discussed how to adapt and replicatecertain features.

INDONESIA—Economic empowerment through traditional textileweaving.

SENEGAL—Involving all community members in determining needs,priorities, project design, and monitoring implementation.


INDONESIA

Female-Headed Households Empowerment Program (PEKKA)(TF053442/TF055749)

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The JSDF projects provided women-headed households with small amounts of resources,micro-business management and organizing skills, and facilitated support so that their domes-tic economic status could stabilize, recover, and improve. It also empowered these women toincrease their participation in implementation and decision-making processes in the commu-nity and address their needs and priorities. A main activity in the program was to strengthenexisting women’s organizations and networks and to provide leadership, training, and advocacyto women at the village level, promoting greater gender equity. The grants have supportedactivities in two main areas:

• Block grants allocated against proposals made by groups of very poor women-headed households.The grants were used for productive purposes, with repayment terms

Box 5

Indonesia Female-Headed Households Empowerment Program

“The process of empowering people towards social change requires individual and collectivestrength and assets development. PEKKA empowerment activities are developed based on theaffirmative approach principles that give special attention to a particular marginal group. Underthese principles, the female heads of households are personally approached and encouraged todevelop collective strength by forming a group with restricted membership within theircommunity. There are multiple benefits derived from using this approach.”

Nani Zulminarni, Executive Secretary, PEKKA

Objective. The program objective was to reverse the downward poverty spiral that affects female-headed households in conflict areas. Female-headed households, who are mainly widows as a resultof conflict, are the most marginalized and isolated segments of villages. Increases in poverty affect notjust widows, but typically extend to their children and beyond.

Grant Totals Amounting to: US$5.2 million

Implementation Period: July 1, 2004 to present

Implementing Agency: PEKKA


29

that allowed funds to revolve within the group to other beneficiaries. The majority of the fundswere used as microfinance for women-headed households to start or improve their micro-enterprises, while the second main use was the cost of keeping their children in school.Block grants averaged US$5,000.

• Training in microfinance, small business management, and advocacy. As a resultof the training, women carried out basic bookkeeping, maintained a cashbook, calculatedinterest, operating costs, and profit and, in some cases, improved literacy. Training activitiesalso facilitated dialogue between the village leadership and the widows’ groups, whichbecame active members in village decision-making bodies and district-level government.


Outreach and Coverage: PEKKA was recognized for having successfully targeted the verypoor, below the poverty threshold, and the most marginalized individuals.The program covered252 villages in eight provinces and 50 sub-districts, having trained about 15,000 widows, benefitting also their families (about 80,000 persons).

Improved Livelihood: Participant women’s incomeincreased between 10% and 20%, and was an alternativesource of cash to aggressive loan sharks. The project activ-ities improved the business skills of women heading house-holds, which increased their earning power and ability tomake household and community poverty reduction plans.However, the increase in income did not immediatelymake them prosperous due to high inflation and hardshipfaced by women competing in business.

Access to Financial and Legal Resources: The empow-erment of women-headed households contributed to opening doors to financial resources, andbuilt capacity to develop proposals and access legal systems to resolve problems related to fam-ily and marriage.

Improved Leadership and Civic Duty: The program invested heavily in training, in particu-lar, on civic and political participation, and how to use democracy and decentralization toachieve development and improved standards of living. Evidence of its success was the signifi-cant number of widows standing for public office in local governments, and their improvedcritical thinking skills and ability to play a role in putting an end to conflict. The programbrought women into communities, who now participate in district budget allocation discus-sions and the development process.

Social Inclusion: Prior to the program, women-headed households, as the poorest group in society, never participated actively in the public domain.The training they received focused ontheir empowerment, increased their self-confidence and courage to participate in society andto be household and community leaders.To practice inclusion, they were also taught to resist

INDONESIA—Woman head of household, showing fish farm business,made possible with PEKKA support. (Photo by Steffen Janus, Knowledge

Management Officer, WBI.)


efforts to take over or direct their group’s decisions, but rather to take collective responsibility,e.g. for group defaults.

Strong Ownership:The participatory outreach to stakeholders, beneficiaries, and governmententities contributed to strong ownership and to the success of the program.

Group and Network Connection: The collective power of women’s groups at the grassrootslevel proactively built networks among themselves and with various NGO groups. Connec -tivity strengthened the stakeholder’s control over their lives and the development process. Thisis an important outcome from the program.

Sustainability of Micro-Credit: Repayment from micro-creditwas 98%. With interest, the seed capital grew to 20% higherthan original grant funding. Asia Foundation and Muslim Aidprovide additional support for the Aceh branch of the program.

Mainstreaming the Program: PEKKA groups gained recogni-tion from local/central government and community groups,and developed their own identity. The Ministry of Women’sEmpowerment has contributed a PEKKA office and the teamparticipated in advisory assistance to the government. Women’sgroups also gained access to additional training and other devel-opment assistance such as subsidized food and grants from otherprograms, and funding from local governments.

NGO Accounting Software: The successful introduction of the Central Operational ServicesUnit (COSU) software, an NGO-friendly accounting system, facilitated record keeping andsatisfactory audit compliance. During project implementation, PEKKA strengthened itshuman-resource capacity, including its skill in financial management. Independent audits andCOSU reviews confirmed their adequacy. Moreover, PEKKA also upgraded its operating procedures to function more effectively.

LESSONS LEARNED

Beneficiaries Become Privileged: Unavoidably, beneficiaries of a program become privi-leged, as limited resources and capacity are unable to benefit other groups who are in similarcircumstances. Including a feature to share knowledge with representatives from other groupscan indirectly benefit other needy members of those communities.

Transparency and Inclusiveness: Exclusive groups may develop fast, leaving their partnersbehind, and may misuse the trust given to them, for instance, by using resources for their owninterest. Training and workshops are necessary to promote inclusiveness and transparentbehaviors that protect the trust for fair representation and decision making, while preventingmisuse of funds, favoritism, self-interest, or elite capture.

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INDONESIA—JSDF PEKKA supported women working at radiostations.


31

Revolving Fund Eligibility for Block Grants: Clarifying the scope for use of the revolvingfund helps to maximize outreach and increase beneficiaries. A common misunderstanding wasthat the fund must continue to fully belong to the same group, preventing other deservingcommunities to have access to funds.

Use of Economic Activity as an Entry Point into Social Activism: Established groups ofwomen-headed households can become a social collective power affecting fundamental socialchanges. The transformation into social activism was facilitated by business and leadershiptraining, providing tools applicable to community activism, helping women address the deeproots of their poverty-related problems.

Partnership with Civil Society—An End in Itself: Working with civil society and localorganizations requires flexibility and additional training and support. This is important as itbuilds capacity and improves efficiency and accountability of NGOs and civil society.

Need for Simplifying Bureaucracy: For NGOs, it is important that bureaucracy is not a bot-tleneck. Often it is a challenge for NGOs to work in partnership with the government as, bydefinition, government operates within a more rigid framework.


SENEGAL

Social Development Fund Agency—Casamance Program (TF054216)

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Box 6

Senegal Social Development Fund Agency—Casamance Program

Women’s Small Business Cooperative in Oussouye. Meeting with Ms. Yolaine Joseph, JSDFAdministrator. The community of Oussouye has a population of about 1,500 persons, mostlyChristians and Muslims. The women’s cooperative has 38 members who work in small agri-businesses. The project helped expand their sales, increase income, and provided training inmarketing and techniques for increased production.

Objective. The objective of the JSDF project was to extend basic social infrastructure and economicsupport services to poor communities in the post-conflict areas of the Casamance, utilizing effectivecommunity-driven development approaches adapted to use in a post-conflict setting. Thousands ofvillagers had been driven away by conflict and, after a generation, they returned needing to re-build theirlives and communities.The project strengthened community capacity, social cohesion, and trust by vestingcontrol over resources and decisions to the community/village level aligned with the Bank’s CDD strategy.

Grants Amount: US$2.0 million

Implementation Period: March 29, 2005 to present (with Sustainability Grant)

Implementing Agency: Social Development Fund Agency

The grant supported activities in two main areas:

• Basic social development and income-generating activities, identified and prepared by the communities themselves. Funds were channeled to village manage-ment committees, who would be responsible for all implementation aspects, increasing thesense of ownership and transparency at the local level. Eligible villages were targeted basedon poverty, location in ex-conflict areas, and security of access. Sub-projects were identifiedin the context of participatory local investment planning and were of small-scale, low-cost,and simple technology.

• Community facilitation and grassroots management training to build thecapacity of village management committees in targeted communities. NGOs withexperience in post-conflict situations facilitated the participatory sub-project identification,


33

preparation, and implementation of activities. For income-generating activities, beneficiariesreceived support in the development of business plans, access to funds, management of revolv-ing funds, and access to funding and micro-business services.


Unlike the Bank Social Development Project, which wasimplemented in four years, the JSDF project activitieswere implemented in two years. Project owner-ship by beneficiaries was very high, resulting inquick implementation.

Contribution to Peace-Building: Themost important outcome was the contri-bution of the project to peace-building. Thepreparation and implementation of subpro-jects was an effective means to rebuild intra-and intercommunity cohesion. The project wasimplemented in villages that had been greatlyaffected by the conflict, including villages abandoned dueto the war. To encourage people to come back to their villages, the project provided essentialinfrastructure, such as schools and health huts, which had been deliberately destroyed duringthe war. Assistance was also given to the disabled, in particular the handicapped and victims ofland mines.

Peace-Building Workshops: To sensitize villagers returning to community participationafter a 20-year conflict, three-day workshops focused on peace-building techniques and alter-natives to conflict. Specialized training modules adapted to Casamance included: (i) Confi-dence Building; and (ii) Construction of a Vision for the Future. Everyone was invited to con-tribute, prompted by local facilitators, bringing in the experience and information fromparticipants, and a process of reflection. Trainers adapted the content to local reality andinvited participants to use local proverbs and anecdotes to illustrate cases. Break-out groupsfacilitated interaction among participants, including role playing and singing. These specialadult teaching methods were essential for the fragile post-conflict target audience.

• Promoting Peace Through Community Theatre: An effective communication methodused to deliver project messages was the community theatre using local groups and sketchesthat would promote peace in the local context. Actors would communicate using localdialects, reflecting the resources and reality of the community. The JSDF would bring hopeto help meet some of the many needs of the community.

• Drawing Area Village Maps: A helpful exercise was the drawing of schematic maps foreach community group, showing key features such as topography, travel routes, abandonedor mined villages, vulnerable groups, project sites, remaining conflict zones, location of

“People in theCasamance know very well

that Japan cannot, alone, bringpeace to their local communities, nor can

the World Bank ensure development in thearea. They know very well that they have tomobilize and rely on themselves and work

together to realize their own dreams.”

His Excellency, Mr. Takashi SaitoAmbassador of Japan to Senegal

Keynote Speaker, Regional KnowledgeWorkshop


resources, security forces, refugee camps, rebel areas, organization that promotes peace, etc.The map would be used to discuss proposed local alert systems, among others.

• Staircase to Peace: This exercise helped communities to see peace on the horizon througha series of steps. It showed them that they were at the heart of the peace process, and thatthere was a need to guard the process to prevent a resurgence of violence. Step 1: Describespost-conflict situation where there is little communication, and the needs are unknown; Step 2: Signs of communication appear and a village project is born; Step 3: Peace-buildingefforts become reality with implementation of the village project and there is hope for thepeople; and Step 4: A dream come true with community building in place with a promise notto return to times of conflict.

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SENEGAL—JSDF Community Workshop, designing their Staircase to Peace.

Improved Basic Infrastructure: A total of 91 sub-projects were completed, in the contextof a post-conflict environment, out of which 74 projects supported investments in commu-nity projects and 17 supported individual revenue-generating projects. The following isthe breakdown of projects by sector: School Classrooms (38%), Health (21%), Adult Occupational Training (12%), Water Supply (10%), Micro-business (8%), ReducingWomen’s Workload (2%), Other [housing, agriculture, fish farming, women and youthcooperatives] (7%).

Strengthened Project Management Competencies for Villagers. To develop the competen-cies of communities to assume responsibility within relatively short periods of time to plan,execute, and sustain their sub-projects and micro-business, specialized toolkit training wasdelivered—Grassroots Management Training (GMT) adapted to Casamance. About 1,000 per-sons participated in the GMT program, of whom 712 were members of the Village-basedSub-Project Management Committees. The training package included: (i) Village Governance;(ii) Participatory Poverty Assessment; (iii) Participatory Needs Assessment; (iv) ParticipatorySub-Project Planning and Management; (v) Participatory Micro-Business Planning and Man-agement; (vi) Community-Based Procurement Contracting and Financial Management; and(vii) Decentralized Funds Management for Grassroots Communities.


35

SENEGAL—Community members working with facilitators, presenting their ideas for sub-projects.

Partnership at the Village Level:The project-implementing agency developed a partnershipwith the community by placing facilitators side-by-side with the beneficiaries and their projectsfrom concept through completion. Stakeholders appreciated the focus on communication withappropriate tools for illiterate populations.

Village Project Coordinators—“Barefoot Experts” (Expert aux pieds nus): The projecttrained one or two Village Project Coordinators per community to continue to sensitize andmobilize community members to implement their micro-business and sub-projects. The Vil-lage Coordinators were chosen by the local community members based on their credibility asrepresentatives or leaders, communication skills, availability, and occupation. Their specificresponsibilities included promoting communications between the project and community ben-eficiaries, knowledge dissemination of peace-building tools, support and monitoring of secu-rity alert systems to protect infrastructure, and advice on income-generating activities.

Project Agreements:The designation of accountability to community beneficiaries for owner-ship, financial administration and execution of projects was carried out through written agree-ments, signed by the local community representative and the Social Development Fundagency. This placed the community at the heart of their development and decision making andfacilitated the decentralization of the fund.

Harmonization with Country Program: Regional representatives of line sector ministriesadvising on community projects played a policy review role to ensure that the sub-projectswere consistent with sector objectives and standards. Local ministerial authorities were alsoinvolved in information campaigns, and members of technical review panels approving sub-projects and micro-businesses. They also prevented overlap with other programs and ensuredharmonization.

LESSONS LEARNED

Community Trust and Empowerment: A participatory CDD approach facilitated success andmaximized ownership of the project and sped up implementation. Communities were let todecide on priorities and selection of subprojects, and to manage the funding. This devolution of


36

authority from the central government to the local community helped build trust, an impor-tant feature when working in a post-conflict environment with former combatants whorebelled against government.

Strengthening Community Capacity for Conflict Resolution: Linking peace-building train-ing to grassroots management training helped stabilize villages, and built confidence in victim-ized individuals through capacity building and technical assistance for implementation of sub-projects and micro-business. Communities were given the responsibility as players in thepeace-building process. Use of the Peace Staircase and Village Maps enabled the communities tobecome aware of the importance of their role in the peace-building process.

Establishment of Multiple ThematicLocal Committees: Promoting, facilitating,and training stakeholders for the establish-ment of multiple local committees— technical, managerial, environmental, pub-lic health and HIV/AIDS, peace-building,coordinating and mobilizing, sensitizing andmotivating, and financial—for variousfunctional roles was an important elementto the success of the program.

Investing in Targeting: Selection of dis-tricts and villages was based on an initial

participatory poverty and needs assessments that resulted in a project driven by the most vulnerable—youth, women, and victims of the conflict. Adult males played a less importantrole in implementing project activities than did the vulnerable groups.

Alleviating Demand for Urban Migration: By supporting the development of rural dis-tricts and villages, this helped prevent displaced victims of conflict to move to cities rather thanreturning to rural areas. This resulted in improved standards of living for villagers while notaccentuating poverty in urban areas.

SENEGAL, Social Development Fund Project—Gathering community members for aparticipatory needs assessment, identifying their training needs.


REPORTING

4.01 The World Bank, as trustee of the JSDF program,ensures that all grants financed under the Trust Fund arealigned with the objectives of the program, that expensesincurred are for the purposes of the JSDF projects, and thatdue diligence to economy and efficiency was performed.Anannual report is submitted by the World Bank to the Gov-ernment of Japan, reporting on new grants approved andachievements during the year. This report is also available tothe public on the JSDF website. In addition, the Bank pro-vides quarterly unaudited financial statements and an annualaudited financial statement to GOJ.The GOJ as the donoralso has access to annual progress reports for grants underimplementation, prepared by TTLs, who are accountablefor compliance with fiduciary responsibilities. Also, everytwo years, a report on closed JSDF grants is prepared.Thereport covering grants closing in FY08 and FY09 will becompleted in FY10 and will be posted on the JSDF website.

FIELD VISITS

4.02 In FY09, JSDF management carried out selectiveimplementation reviews, travelling to Mali, the Philippines,Tanzania, and Vietnam.The team met with grant recipientswithin their communities addressing, in particular, theimplementation of JSDF projects in a participatory manner,with input from beneficiaries and stakeholders. The teamalso addressed the need for Japanese visibility and recogni-tion as the financier and stakeholder of the JSDF program.Consultation meetings were also held with Embassy ofJapan officials and JICA considering the need for donorharmonization at the country level. The team travelledto the Ivory Coast to introduce NGOs/CSOs to the JSDF

JSDF Program Administration

37

Chapter 4Chapter 4


program and to help the potential stakeholders developproposals, as the Ivory Coast has not received a JSDFgrant. In these five countries, the JSDF staff also metwith the Bank Country Director, exploring strategicapproaches to utilizing the JSDF program, alignmentwith the Country Partnership Strategy (CPS), countryteam vetting of proposals to improve quality at entryand ensure ownership, and harmonization.

INQUIRIES FROM OUTSIDE PARTIES

4.03 In the course of the program administration,the JSDF team often received inquiries from outsideparties interested in applying for JSDF grants and whowould like to learn more about the program. The JSDFteam monitors the number of such inquiries received as

well as notes the names of organizations submitting the inquiries. The JSDF team refers theseorganizations to World Bank country offices and encourages them to identify the World Bankprojects in association with which a new JSDF grant might be implemented. The organizationsare advised to discuss their grant proposals with the task team leader for the relevant Bankproject to determine if the proposed activities fall within the CPS. In FY09, the JSDF teamresponded to 107 inquiries received.

FURTHER INFORMATION ON JSDF

4.04 There are several websites which maintain information on the Japan Social Develop-ment Fund. The main JSDF website is on the World Bank’s external main site:

http://www.worldbank.org/jsdf

The website of the Tokyo office of the World Bank also includes information on JSDF:http://www.worldbank.org/japan/aboutJapan (日本語) - JSDF年次報告書

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PHILIPPINES, Sabtang Municipality—Innovative Approaches forMainstreaming Indigenous Peoples JSDF. Water collector to supplementpotable water system.


39

Annex 1: JSDF Regular Program: Project and Capacity Building GrantsApproved in FY09

GrantAmount

Country Grant Title (US$) Grant Development Objective

Round Twenty-Three

Pakistan (C) 1 Improving Living Conditions $1,977,650 To mainstream institutionalized processes and in a Changing Environment of instruments to support poor and vulnerable local the Thatta Coastal Farmers communities through the creation of an enabling

environment for enhanced participation of communi-ties, in partnership with local governments.

Round Twenty-Four

Nicaragua (C) Alternative Indigenous and $1,992,500 To strengthen the capacity of Indigenous and Afro-descendants Sustainable Afro-descendants’ organizations and enterprises to Agro-Forestry Management for the produce and market quality cocoa in a more Autonomous North Atlantic economically and environmentally sustainable Region of Nicaragua manner. The project activities include interventions at

local, national, and international levels by: (a) developing integrated management systemsfor agro-forestry on at least 1,000 cocoa farms; (b) improving marketing to international fair tradeand sustainable chocolate companies; and (c) strength-ening the social, commercial and environmental management capacity of the target beneficiaries.

Colombia (C) Access to Opportunities for $1,787,385 To enhance the access of young men and women Young People in Colombia (ages 14–26) to opportunities for education, work,

and political participation. Project activities will helpbeneficiaries find and use existing opportunities, getready or learn to take advantage of such opportuni-ties, and promote the creation of new opportunities.

Brazil (P) 2 Leveling the Playing Field for $1,986,932 To empower poor and remote quilombola Quilombola Communities in communities in Northeastern Brazil by building Northeastern Brazil social capital and facilitating their access to existing

public and private resources. Specifically the grantaims to address some of the key barriers that blockthese remote Quilombola communities from improv-ing their situations: (a) lack of or weak local commu-nity organizations essential for collective action andprerequisites to access multiple programs; (b) lack ofaccess to information of all kinds; (c) lack of appro-priate and participatory technical assistance; and (d)lack of experience with the preparation of communityinitiatives for external financing.

Madagascar (P) Promoting Environmentally $1,875,650 To pilot an innovative approach to growing Sustainable Organic Cotton environmentally sustainable organic cotton and

establish a cotton-to-garment value chain. This isexpected to help alleviate poverty through direct economic and livelihood benefits for some of thepoorest rural communities in Madagascar and, in parallel, to prevent further deforestation and degrada-tion in a critically-important environmental zone.

(Continued )

1 “C” means Capacity Building Grant2 “P” means Project GrantNote: Regular Program excludes Afghanistan grants accounted for separately. There were no new grants approved for Afghanistan in FY09.

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Nepal (P) Pro-poor Targeted Secondary $1,999,867 To: (a) improve access and learning outcomes School Stipend for the poorest and socially excluded groups

(disadvantaged groups and girls) in public secondaryschools—community aided and unaided schools-through the provision of financial assistance to studyin grades 9 and 10; and (b) build local capacity and support the Government’s ability to effectively targetneedy groups.

Round Twenty-Five

Moldova (P) Community Participation in $2,000,000 To prepare citizens in the conflict-affected regions Post-Conflict Regions to participate in their own recovery and development

once the conflict is resolved. To achieve this, theGrant involves citizens in selecting and operatinggrant-funded sub-projects. Furthermore, the Grantprepares broad participation in recovery by buildinggood will and cooperation among citizens on bothbanks of the Dniester through activities at vocationaltraining, community centers and conciliation schools.

Vietnam (C) Improving Quality Basic $1,859,000 To support children ages 5–14 from ethnic Education for Ethnic Minority minority communities in three provinces of Children in Three Disadvantaged Vietnam to complete a quality primary educationProvinces in Vietnam and continue their education in lower secondary

school.

Indonesia (P) Papuan Women’s $1,803,443 To empower poor Papua women by increasingEmpowerment Project their participation in implementation and decision-

making processes in the community-driven develop-ment program (RESPEK) so that they are better ableto benefit from the program, and address their needsand priorities through: (a) strengthening existingwomen's organizations and networks to provide lead-ership, training, and advocacy to women at the villagelevel; (b) building capacity of individual women; and(c) building awareness and capacity of RESPEK project staff and other key stakeholders such as village leaders and government officials to promotegreater gender equality.

Honduras (C) Building Trust in Public $861,110 To enhance citizen’s trust in public policies and Policies and Public Institutions public institutions by: (a) enhancing the capacities of

high poverty communities to exercise their right ofaccess to information and to use social auditing andpolicy advocacy tools; (b) increasing their participa-tion in and oversight of the budgetary process;(c) implementing social accountability in sectorsthat are crucial to poverty reduction throughimproved public information systems and specificlocall-ydesigned initiatives targeted at these sectors;and (d) facilitating the overall policy dialogue andconsensus-building processes aimed at improvinggovernance and transparency.

Annex 1: JSDF Regular Program: Project and Capacity Building Grants Approved in FY09 (Continued)

GrantAmount




41

Yemen (P) Promoting Socioeconomic $1,957,515 To: (a) give the Akhdam community the means to Inclusion of a Marginalized contribute to their well being pro-actively and to Community enhance their socio-economic integration within the

existing urban settlements; (b) respond to capacitybuilding needs of the communities, with a specificfocus on women and youths, to move towards sustain-able livelihood, skills-development, and income genera-tion; (c) foster the professionalization and strengthenthe role of Akhdam community-based organizations;and (d) strengthen the relationship between these com-munities, the local government and other relevant enti-ties to enable them to have some voice.

Kenya (P) Support to Community Based $1,992,875 To provide support to poor farmers in semi-arid Farm Forestry Enterprises in areas of Kenya in achieving sustainable improved Semi-Arid Areas in Kenya livelihoods through farm forestry enterprises and sup-

porting activities, as well as strengthening socioeco-nomic Farmer Field Schools networks.

Philippines (C) Improving the Quality and $1,011,060 To promote the adoption of transparent and Responsiveness of Public participatory procurement mechanisms for the Spending in Poor Communities delivery of poverty reduction programs in at least Through Localized 12 disadvantaged municipalities.Procurement Reform

Yemen (C) Offering Second Chances to $1,939,400 To support developing a system of second chance At-Risk and Marginalized Youth opportunities for vulnerable and marginalized youth

through building up institutional competencies acrosscivil society, and non-government and governmentorganizations to develop programs and create opportunities that will meet the unique and diversified needs of the youth.

Gambia (P) Community-Based Early $1,449,567 To assess the feasibility and effectiveness of Childhood Care and community based early childhood care and Development development programs.

Mozambique (P) Community Based Coastal $1,973,000 To alleviate poverty in Mozambique within the Resource Management and context of resource conservation. This will be Sustainable Livelihood accomplished through improved income generation by

the poor within the mid and southern coastal provinces(area of Inhambane-Gaza-Maputo) through: (a) com-munity education about the limits of resource use andhow resource use will need to adapt to climate change;(b) collaborative and sustainable fisheries manage-ment; and (c) private sector participation in artisanalfisheries and other maritime activities.

Moldova (P) Preventing Hepatitis B and C in $1,409,760 To support the prevention of hepatitis B and C Moldova infections in vulnerable and high-risk groups, particu-

larly migrants, youth, men having sex with men, anddrug users. To this end, the project will support behav-ioural change communication, establishment of a voluntary counseling and testing service for viral hepa-titis, supporting a system advocating voluntary blooddonation and grant management capacity building.

GrantAmount


(Continued )1 “C” means Capacity Building Grant2 “P” means Project GrantNote: Regular Program excludes Afghanistan grants accounted for separately. There were no new grants approved for Afghanistan in FY09.


42

Albania (P) Youth Empowerment Through $1,175,700 To enhance the access of young men and women Community Development in to opportunities in education, employment, civic Albania participation and community development. The spe-

cific project development objective is for targetedgroups to: (a) increase capacity in a variety of skillsthat support transition from the secondary school levelinto the labor force and full citizenry; (b) increaseaccess to livelihood and employment opportunitiesthrough grants that support youth entrepreneurial activ-ities; and (c) increase youth inclusion in civic affairsthrough community development grants.

Round Twenty-Six

Colombia (C) Empowering Young Women $1,557,165 To help young women (ages 15–25), affected by Affected by Violence in violence in Colombia, to re-establish a normal Colombia: An Innovative and productive life by introducing an innovative Approach Towards Sustainable model that combines training with financial Socio-Economic Inclusion assistance. The project aims to to give the most needy

young women basic tools to become socially and eco-nomically independent. It is called the Swallow Projectbecause as swallows announce spring, and with springa new fertile season, this project aims to bring aboutflourishing change in the life of needy young women.

Jamaica (P) Jamaica Community Crime $2,700,000 To support the Jamaica Social Investment Fund to and Violence Prevention reduce the incidence of crime and violence in Program high-risk and vulnerable inner-city communities.

Swaziland (P) Delivering Maternal Child $2,698,000 To: (a) test innovative approaches to bringingHealth Care to Vulnerable essential maternal and child health care to Populations vulnerable populations, including orphans and vul-

nerable children; and (b) improve accessibility,affordability and quality of maternal, neonatal andchild care at the community level.

Ethiopia (P) Piloting Community-Based $1,895,434 This project seeks to reduce morbidity and Management of Severe Acute mortality due to severe acute malnutrition in Malnutrition Ethiopia’s under-5 population. It will achieve this by

expanding access to community-based managementof acute malnutrition, an innovation evolved byEthiopia’s NGOs in the context of humanitarianemergencies. These services would be widely imple-mented for the first time using routine systems in adevelopment context.

Morocco (C) Capacity Building and $2,279,410 To: (a) reduce drop-out in the poorest and most Management to Improve remote primary schools in rural Morocco; (b) Schooling for the Poor reduce the financial burden of sending children to

school for the poorest and most vulnerable families;and (c) improve school management in high schoolsof the poorest communities—through empowermentof parents’ associations.

Annex 1: JSDF Regular Program: Project and Capacity Building Grants Approved in FY09 (Continued)

GrantAmount




43

Honduras (P) Piloting New Forms of $1,800,015 To pilot the expansion of the Honduran Community-Administered community-managed school framework (K–6), Education for Socially known as PROHECO, to lower secondaryVulnerable Communities in schools (7–9) in communities where primary Honduras PROHECO schools exist and in remote communities

where no PROHECO programs exist.

Indonesia (P) Sustaining Women’s $1,918,105 To reduce poverty and vulnerability among Leadership female-headed households in the poorest parts of

Indonesia. The proposed grant will train women lead-ers and develop the capacity of local women’s organi-zations to set up special programs that benefit femaleheads of household in poor provinces.

Yemen (P) Strengthening the Powerless $2,875,635 To test replicable models to improve the quality of Groups Through Family- and life of the poor and vulnerable groups affected by Community-Led Programs the rising costs in food prices and poverty in Yemen

(especially women, youth, children), including theissue of environmental degradation, and poor healthhabits.

Total Approved Funding in FY09: $48,776,178


GrantAmount



Annex 2: Regional Distribution of JSDF Regular Program Grants(FY01–09)

Region Fiscal Year Number of Grants Grant Amount (US$)

Africa FY01 3 $2,225,780FY02 3 $2,634,949FY03 1 $649,450FY04 5 $6,668,582FY05 8 $10,330,121FY06 3 $4,087,593FY07 6 $7,704,774FY08 2 $2,011,710FY09 6 $11,884,526

Subtotal 37 $48,197,485

East Asia and the Pacific FY01 17 $19,483,034FY02 6 $5,573,889FY03 6 $10,146,014FY04 9 $12,218,002FY05 10 $17,265,779FY06 3 $3,033,992FY07 4 $6,008,407FY08 5 $5,784,555FY09 4 $6,591,608

Subtotal 64 $86,105,280

Europe and Central Asia FY01 5 $3,036,500FY02 5 $7,037,175FY03 4 $5,430,500FY04 0 $0FY05 5 $7,405,084FY06 2 $3,834,285FY07 4 $5,906,618FY08 2 $3,948,506FY09 3 $4,585,460

Subtotal 30 $41,184,128

Latin America and the Caribbean FY01 3 $4,270,075FY02 2 $2,538,500FY03 2 $2,409,300FY04 3 $4,063,500FY05 6 $5,333,345FY06 2 $2,900,000FY07 4 $4,647,400FY08 3 $5,186,571FY09 7 $12,685,107

Subtotal 32 $44,033,798

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Middle East and North Africa FY01 0 $0FY02 3 $1,569,295FY03 0 $0FY04 1 $1,952,487FY05 1 $1,128,200FY06 0 $0FY07 0 $0FY08 0 $0FY09 4 $9,051,960

Subtotal 9 $13,701,942

South Asia FY01 3 $3,686,923FY02 4 $2,951,900FY03 5 $4,023,106FY04 6 $6,758,255FY05 0 $0FY06 1 $1,370,539FY07 2 $2,735,013FY08 1 $1,334,750FY09 2 $3,977,517

Subtotal 24 $26,838,003

Total Regular Program Grants FY01 31 $32,702,312by Fiscal Year FY02 23 $22,305,708

FY03 18 $22,658,370FY04 24 $31,660,826FY05 30 $41,462,529FY06 11 $15,226,409FY07 20 $27,002,212FY08 13 $18,266,092FY09 26 $48,776,178

Total Regular Program Grants: 196 $260,060,636

Region Fiscal Year Number of Grants Grant Amount (US$)

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Annex 3: JSDF Seed Fund Grants Approved in FY09

Grant Amount ApprovalCountry Title of Grant Proposal (US$) Date

Swaziland Preparation of Delivering Maternal Child Health (MCH) Care to Vulnerable $49,600 7/29/2008Populations Project

Mauritania Urban Youth Employment Promotion Program $49,920 7/29/2008

Nicaragua Diversifying Production and Business for Women, Disabled Youth, $49,980 8/4/2008and Indigenous Peoples

Vietnam Intergenerational Deaf Education Outreach $45,000 8/11/2008

Honduras Community Based Aquaculture in San Manuel, Honduras $50,000 9/4/2008

Egypt Empowering Youth Cooperatives in Reclaimed Agricultural Lands in Egypt $43,500 9/4/2008

Yemen Promoting Sustainable Urban-Peri Urban Agriculture (UPA), Support $50,000 9/4/2008Activities in Response to Food Crisis in Yemen

Guinea Social Monitoring of Bank Operations in Guinea $49,800 9/9/2008

Burkina Faso Social Monitoring of Bank Operations in Burkina Faso $49,950 9/9/2008

Egypt Partnership in Local Employment and Social Development (LESD) $43,200 9/10/2008in El Minya, Upper Egypt

Morocco Creating Self-employment Opportunities for Unemployed Young People $48,200 10/23/2008in Moroccan Communities

Nicaragua Sustainable Community Based Tourism Development for the Caribbean Coast $49,800 10/28/2008

Honduras Sustainable Community Based Tourism Development for Indigenous $49,800 10/28/2008and Afro-Descendents

Nigeria Access to Justice for the Poor $48,500 11/10/2008

Egypt ITC in Rural Egypt $49,900 11/10/2008

Kenya Support to Communities in Dialogue for Peacemaking and Peacekeeping $46,100 11/13/2008in Kenya

India Engaging the Poor for Good Governance and Fighting Corruption in $50,000 11/26/2008Bangladesh, India, and Nepal

Sierra Leone Community Development and Sustainable Livelihoods $48,980 1/14/2009Diversification in Small-Scale and Artisanal Mining Communities in Sierra Leone

Bhutan Promoting Eco-Agriculture and Local Agriculture Marketing $29,612 3/4/2009Opportunities for Remote Communities in Bhutan

Sri Lanka Community Based Services for Elderly and Disabled $50,000 4/23/2009

India Double Fortified Salt to Reduce Anemia in India $46,910 5/5/2009

Total FY09 Seed Grants: $998,752

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Annex 4: Other JSDF Grants Approved in FY09

Country Title of Grant Proposal Grant Amount (US$) Approval Date

Sustainability Program Grants

Senegal Senegal Social Development Fund $100,000 3/18/2009Agency (AFDS)—Casamance Program

Sierra Leone Capacity Development to Strengthen $100,000 6/10/2009Social Capital

Supplemental Grants Tanzania

Tanzania Community-Based Conditional $252,415 8/6/2008Cash Transfer Pilot

Total Other Grants: $452,415

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Annex 5: JSDF FY09 Annual Policy Guidelines and Program Allocations

1. Objective. To provide grants in support of community-driven development and poverty reductionprograms that serve to enhance productivity, increase access to social and community services andinfrastructure, and improve the living conditions of poor and vulnerable groups in eligible client coun-tries of the World Bank Group.1 Grants approved under the program are subject to the criteria set forthin these Guidelines.

2. Focus. JSDF Grants are designed to pilot test and complement Bank-financed operations and pro-grams compatible with the development objectives of the relevant CAS, PRSP or poverty reductionelements of Sector Strategies. The Grants are intended to focus on activities which: (i) respond directlyto the needs of the poorest and most vulnerable groups; (ii) encourage the testing of innovative meth-ods that are new or alternative approaches at the project, country, or regional level, or that facilitatenew partnerships or assist new target groups; (iii) support initiatives that lead to developing sustainableoutcomes through the adoption or scaling-up of the pilot project through Bank-financed operations,recipient government activities, or other activities; or (iv) build ownership, capacity, empowermentand participation of local communities, nongovernmental organizations (NGOs) and other civil societygroups to facilitate their involvement in operations financed by the World Bank. Approximately 50% oftotal JSDF funds should go to eligible countries in East, South and Central Asia.

3. Special Allocation for Africa. Three special allocations for Africa have been introduced fromFY09. These windows are for agricultural development, participatory school management andenhancement of health management and health services. Grants under these allocations are subject tothe same guidelines (below) as apply to other JSDF Grants.2

4. Grant Types and Country Eligibility. There are two types of JSDF Grants:

(i) Project Grants finance: (a) activities directly providing relief measures, supporting theimprovement of services and facilities for poorer population groups, or reinforcing/reinvigoratingsocial safety nets, or (b) innovation and testing of new approaches, particularly in the social sectors.

(ii) Capacity Building Grants finance capacity building and improvement measures, e.g., to bol-ster local communities and NGOs through learning by doing, to expand the capabilities or coverage ofsocial fund-type institutions, or to support local governments working with local communities.

1 Includes the International Bank for Reconstruction and Development, the International Development Association and theInternational Finance Corporation, all referred to hereafter as the Bank.

2 Allocations for these three windows over a five-year period are $20 million for agricultural development, $10 million forparticipatory school management and $20 million for health management and health services.

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3 Where a seed fund grant has been approved, country eligibility for a follow-on grant will be based on eligibility when the seedfund grant was approved.

4 Exceptions on the purchases of motor vehicles may be warranted subject to justification provided in the proposal.

All low-income and lower middle income countries as defined in the 2008 World Development Reportare eligible for both Project Grants and Capacity Building Grants.3 The special allocations for Africaapply to all countries on the African continent that are eligible for JSDF grants.

5. Amount. JSDF Grants can range from US $200,000 to US $3 million. Under exceptional circum-stances and after prior clearance by CFP, a grant proposal of up to US $4 million may be submitted forconsideration. Proposals exceeding US$3 million would be subject to higher scrutiny by the JSDFSteering Committee; the latter may request technical reviewers to verify the validity and viability ofproposed activities and that their costing follows a disciplined process.

6. Funding Proposal. Grants are approved by the Government of Japan (GOJ) on the basis of a stan-dard one-page Funding Proposal. The Proposal contains basic data, overall development objectives ofthe grant and expenditure categories. In addition to the one-page Funding Proposal, the completeapplication form includes supplementary information comprising a detailed description of the activi-ties to be funded, a general plan for implementation, outputs and outcomes expected, and a detailedbudget. This will also include any risks (for example political, environmental, problems with the imple-menting agency, civil war or post-conflict situation) that may affect implementation of the grant.

7. Review of Proposals. The concerned managing unit in the Bank must sponsor the activity and des-ignate a Task Team Leader (TTL). TTLs must indicate the arrangements (including financial provision)for JSDF project supervision. Requests must be in line with the CAS objectives, as confirmed by theCountry Director and the sector approach, confirmed by the Sector Manager, and are submitted to the JSDF Steering Committee through the Japan Trust Funds Administration Unit after review by theOperational Vice Presidencies. To the extent possible, proposals should promote collaboration withlocal and international NGOs, in particular Japanese NGOs and civil society organizations.

8. Eligible Expenditures. These include goods, small civil works, services (including necessary pro-vision for NGO overheads), training and workshops, with all expenditures eligible for 100% financingunder JSDF. Requests may also include the cost of the grant audits. If properly justified, incrementalcosts of up to 5% of the total grant amount may be requested to cover incremental costs for operationsof unusual complexity, innovation or community participation which require Bank staff or consultantresources beyond those that can be financed by the regular administration budget.

9. Ineligible Expenditures. The following cannot be financed under JSDF: (i) pilot activities with nolinkages to Bank-financed operations, (ii) academic research, (iii) government staff salaries, (iv) foreigntraining or study tours, or (v) purchases of motor vehicles.4

10. Grant Execution Arrangements. Grants must be recipient-executed. Recipients of JSDF Grantsmay be governments (central or local), international or local NGOs, or other local community groupswhich the Task Team Leader has determined are financially sound, have a strong track record, andemploy satisfactory arrangements for use and accounting of grant funds. In case the recipient or the

49


implementing agency is an NGO or a local community group, it is required that the central or localgovernment gives its agreement to the arrangement. UN agencies may not be recipients of JSDFgrants.5 In any case, the total term of the grant should not exceed four years after signature of the grantagreement. Any exceptions would need to be fully justified and would require CFP’s clearance. TheTTL of the Grant will carry out the Bank’s fiduciary responsibilities for grant supervision, in accordance with Bank standards and use of Procurement Guidelines.

11. Progress Reporting. For the purposes of monitoring the development outcomes, the grantagreement, based on the grant application, will be the binding document. The Task Team Leader will beresponsible for preparing annual Grant Status Reports, rating the status of grant implementation, anddocumenting the completion of deliverables and outputs. For grants over US$1 million, an Implementa-tion Completion Memorandum (ICM) will be prepared at completion documenting actual cumulativeinputs, outputs and outcomes through the grant implementation period, and the results will be sharedwith the donor. For grants under US$1 million, the final Grant Status Report will include additionalinformation regarding grant activity outcomes. In all cases, TTLs are encouraged to share grant activityoutcomes with stakeholders.

12. Reallocation of Funds by Expenditure (Disbursement) Category or Activities. Reallocationsamong expenditure categories or grant activities, including dropping or adding new eligible categoriesor grant activities, may be cleared by the Sector Manager/Director. Advice may be sought from Legaland CFP. The Legal Department should be consulted if any amendments are required, to be approvedby the Country Director.

13. Change in Grant Objectives. For significant changes in the Grant Development Objectives arequest must be sent to CFP, which will determine if GOJ approval is required. GOJ will approve/rejectthe request within four weeks of its receipt from CFP. Subsequent grant amendment letters are clearedwith the Legal Department in accordance with Bank procedures.

14. Grant Cancellation Policy. The balance of grants is subject to cancellation under the followingcircumstances: (i) the grant agreement has not been signed within six months of the formal grantapproval date, (ii) there has been no implementation progress, including zero disbursements, for sixmonths after signature of the grant agreement, or (iii) there is lack of progress as determined by CFP.CFP may clear exceptions on the basis of a satisfactory explanation.

15. Consultation with Local Japanese Officials. In order to ensure harmonization and coordina-tion, Bank task teams are required to consult with the Embassy of Japan accredited to the recipientcountry about the JSDF grant application before submission of the proposal to Concessional Financeand Global Partnerships (CFP) for review. Such consultation and information sharing by task teams willhelp expedite the decision-making process. In addition, Bank task teams are encouraged to share the information about progress and outcomes of JSDF projects with the Embassy of Japan and otherJapanese aid agencies in the field.

5 UN agencies may participate in JSDF grant activities as consultants provided that the selection is in accordance with BankGuidelines.

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16. Japanese Visibility. Bank task teams are asked to help promote the visibility and local awarenessof JSDF in recipient countries through the following types of activities:

(a) Publications, training programs, seminars, and workshops financed by JSDF grants shouldclearly indicate that the activities in question have received funding from the Government of Japan;

(b) The logo (usually the Japanese national flag) should be used in publications financed by the JSDFprogram, and in banners and any other materials used in seminars and training programs financedby JSDF grants;

(c) All press releases issued by the Bank with respect to JSDF grants should refer to the financialcontribution from the Government of Japan;

(d) Recipients should be encouraged to ensure that JSDF-financed activities are well covered bylocal print and electronic media, and that all related publicity materials, official notices, reports, andpublications explicitly acknowledge Japan as the source of funding received;

(e) Grant signing ceremonies in the field should be encouraged, with the Recipients being encour-aged to include Japanese embassy officials and to invite local and international press to these ceremonies.

In addition, CFP may promote visibility of JSDF by: (i) informing Country Directors of the importanceof signing ceremonies to Japanese officials and the public to ensure recognition and support for JSDFfunding; and (ii) continuing widespread distribution of the JSDF Annual Report, inclusion of JSDFinformation in relevant Bank documents, and occasional information sessions for Japanese organiza-tions. A Guidance Note providing samples of other ways to improve visibility is attached.

17. Maintenance of Documentation. Operational departments will keep copies of documentationrelated to JSDF grants, in accordance with the Bank’s Administrative and document retention policies,among others, Terms of Reference and consultant contracts, reports and other outputs prepared byconsultants, and status reports.

18. Allocation. The FY09 allocation is 80 million dollars, of which 20 million dollars is for the special allocations for Africa.

19. Schedule. The JSDF Steering Committee submits proposals to GOJ two to three times a year.GOJ will confirm its decisions on proposals within four weeks from submission where GOJ is satisfiedwith the contents of the application. In case GOJ requires clarifications the final decision on the proposal may take longer.

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JAPAN SOCIAL DEVELOPMENT FUNDGUIDANCE NOTE ON VISIBILITY OF JAPAN

INTRODUCTION

The Government of Japan (GOJ) has contributed to the Japan Social Development Fund(JSDF) in support of innovative social programs to help alleviate poverty in eligible clientcountries of the World Bank Group since 2000. The purpose of this note is to provide guidanceon measures to ensure that the contribution of Japan in supporting JSDF is widely recognized.

STATEMENT ON VISIBILITY

The Annual Policy Document provides the following clause on Consultation with Local JapaneseOfficials and Japanese Visibility:

Consultation with Local Japanese Officials. In order to ensure harmonization and coordi-nation, Bank task teams are required to consult with the Embassy of Japan accredited to therecipient country about the JSDF grant application before submission of the proposal toConcessional Finance and Global Partnerships (CFP) for review. Such consultation and infor-mation sharing by task teams will help expedite the decision-making process. In addition,Bank task teams are encouraged to share the information about progress and outcomes ofJSDF projects with the Embassy of Japan and other Japanese aid agencies in the field.

Japanese Visibility. Bank task teams are asked to help promote the visibility and local aware-ness of JSDF in recipient countries through the following types of activities:

(a) Publications, training programs, seminars and workshops financed by JSDF grants shouldclearly indicate that the activities in question have received funding from the Governmentof Japan;

(b) The logo (usually the Japanese national flag) should be used in publications financed by the JSDF program, and in banners and any other materials used in seminars and trainingprograms financed by JSDF grants;

(c) All press releases issued by the Bank with respect to JSDF grants should refer to the financial contribution from the Government of Japan;

(d) Recipients should be encouraged to ensure that JSDF-financed activities are well coveredby local print and electronic media, and that all related publicity materials, officialnotices, reports and publications explicitly acknowledge Japan as the source of fundingreceived;

(e) Grant signing ceremonies in the field should be encouraged, with the Recipients beingencouraged to include Japanese embassy officials and to invite local and international pressto these ceremonies.

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In addition, CFP may promote visibility of JSDF by: (i) informing Country Directors of theimportance of signing ceremonies to Japanese officials and the public to ensure recognition andsupport for JSDF funding; and (ii) continuing widespread distribution of the JSDF AnnualReport, inclusion of JSDF information in relevant Bank documents, and occasional informa-tion sessions for Japanese organizations. A Guidance Note providing samples of other ways toimprove visibility is attached.

THE JSDF PROGRAM’S LOGO

The logo (usually the Japanese national flag) will be used on the JSDF website. All grantapproval notifications to the Regions will include this guidance note and a “Word” and a “PDF”version of the logo for use by the Bank and the grant recipients. The Bank will make everyeffort to ensure that: (i) publications, training programs, seminars, workshops, financed by theJSDF grants clearly indicate that the activities in question have received funding from the Gov-ernment of Japan; (ii) all press releases issued by the Bank with respect to the JSDF grants referto the financial contribution of Government of Japan; and (iii) the logo is used in publicationsfinanced by the JSDF program, banners and any other materials used in seminars and trainingprograms financed by the JSDF grants.

LOCAL PUBLICITY OPPORTUNITIES

In addition to use of the logo, Bank staff are urged to take all appropriate measures to encourageRecipients to ensure that JSDF-financed activities are well covered by local print and electronicmedia, and that all related publicity materials, official notices, reports and publications explicitlyacknowledge Japan as the source of funding received. Below is a standard text suggested for useby those who prepare publicity materials: “The grant which financed this (name of activity) wasreceived under the Japan Social Development Fund which is financed by the Government of Japan.”

Many Bank Country Offices periodically publish newsletters. New grant approvals and signingshould be publicized in these newsletters.

Most country offices have Communications staff. Task Teams are encouraged to consult withthem on ways to increase the visibility of Japan regarding JSDF grants. Opportunities to pub-lish articles on high visibility projects financed by JSDF grants should be explored and utilized.

During supervision missions of JSDF projects, task teams are advised to interact from time totime with the Embassy of Japan to inform them of progress under their project. They areencouraged to invite them to participate in supervision missions and to visit project sites tomeet beneficiaries.

Task teams are advised to brief the Country Managers/Country Directors about the implemen-tation status of JSDF grants. Such information will help the Country Offices highlight Japan’scontribution, where relevant, in their meetings and presentations in seminars and workshops.

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CEREMONIAL EVENTS

Country Directors will, at the same time as the task teams, receive notification of grantapprovals and will be informed of the importance of signing ceremonies to Japanese officialsand the public. At grant signing ceremonies and other publicity events, the Bank’s country-based staff are expected to foster the attendance and participation of country-based officials ofthe Embassy of Japan in a manner that provides due recognition of their donor status. Grantrecipients should take the lead in organizing such ceremonies, and whenever possible, Recipi-ents should issue the formal invitation to attend. Such ceremonial events should also be alertedto the media and publicity outlets referred to above.

VISIBILITY FROM HEADQUARTERS

Country-based Bank staff are requested to forward copies of all visibility material, such as pressreleases, newspaper and magazine articles, and photographs (including descriptive captions) tothe following address:

JSDF UnitMail Stop H3-305Trust Fund OperationsConcessional Finance and Global Partnerships The World BankWashington, DC 20433

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AZERBAIJAN—JSDF grant for Internally Displaced Persons Youth Support Project (TF090489).Selection Committee for the project in session, responsible for all competitive decisionsmade under the project, is chaired by Japanese Embassy official in Baku, Mr. MatsuzawaKotara, with government and international partner representatives in attendance. Photo byJoanna De Berry, Social Development Specialist (ECSS4).

SENEGAL—JSDF project Social Development Fund Knowledge Dissemination Workshop with theAmbassador of Japan as the keynote speaker.

JSDF_02-03_IFC.qxd:JSDF_02-03_IFC. 11/20/09 11:52 AM Page 3

THE WORLD BANKConcessional Finance and Global Partnerships Vice Presidency

THE WORLD BANK1818 H Street, NWWashington, DC 20433 USA

CONCESSIONAL FINANCE ANDGLOBAL PARTNERSHIPS

Cover photo by Amy Janel Pickering. THE GOVERNMENT OF JAPANTHE GOVERNMENT OF JAPAN

JAPAN SOCIAL

DEVELOPMENT FUND

Annual ReportFiscal Year 2009

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