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POVERTY REDUCTION | PARTICIPATION | EMPOWERMENT | COMMUNITY DEVELOPMENT | SUSTAINABILITY

Annual Report

Concessional Finance & Global Partnerships

FISCAL YEAR 2010

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The Japan Social Development Fund

(JSDF) was established by the Government

of Japan and the World Bank in June

2000 as a mechanism for providing direct

assistance to the poorest and most

vulnerable groups in eligible member

countries of the World Bank Group, while

fostering long-term social development.

JSDF grants target initiatives that provide

rapid results in poverty alleviation and

foster the direct participation of NGOs,

community groups and civil society.

The main purposes of the JSDF are to:

■ support innovative programs which

directly respond to the needs of the

poorest and most vulnerable groups

in society;

■ provide rapid and demonstrable

benefits which can be sustained,

to the poorest and most vulnerable

groups; and

■ build capacity, participation and

empowerment of civil society, local

communities and NGOs.

Annual ReportFISCAL YEAR 2010

(PICTURED TOP TO BOTTOM)

HAITI – Emergency Community Cash for Work (TF097742). Signing Ceremony on September 29, 2010.

PERU – Participatory Intervention Model to Improve Child Nutrition (TF096419).Signing Ceremony on October 22, 2010.

TAJIKISTAN – Pilot Nutrition Investment in Severely Food Insecure Districts of Khation Province (TF097132). Signing Ceremony on November 10, 2010.

J A PA N S O C I A L D E V E LO P M E N T F U N D

A N N UA L R E P O R T 2 0 1 01

The year 2010 marked the 10th anniver-

sary of the Japan Social Development

Fund (JSDF), a unique multi-sector

grants program targeting poverty reduction

with the aim of improving human security.

Over the past ten years, the JSDF has

provided support for innovative programs

aimed directly at the poorest and most

vulnerable in society. By supporting piloting of

new approaches to community engagement

JSDF projects have brought insights that

have routinely been scaled up through IDA

projects, government policy, other donors,

and the work of our NGO/CSO partners.

Hundreds of thousands of people across

all regions have been provided with new

opportunities to have their voices heard in

decisions that affect their lives and to assume

greater responsibilities for their own destiny.

As well as an opportunity to mark this impor-

tant anniversary, the program’s 10th year was

also notable for the large number of project

grants approved and the amount of funding

support provided for all programs — 36 new

JSDF projects amounting to US$107 million.

The latter represents a doubling of funding

from FY2009, and was particularly welcomed

by grant recipients during the recent period

of global economic uncertainty. This year also

saw the launch of the new JSDF Emergency

Window, at the request of Japan, to allow an

immediate response to the food, fuel, and

financial crises. Under this program, Japan

approved 10 grants totalling 30.4 million. The

program is producing rapid results, bringing

relief through activities such as short-term

employment programs and food security.

Also noteworthy

in FY10 was the

increased priority

given to knowledge

dissemination and learning. The launch of the

JSDF Good Practice Notes (GPN), a four-page

brief that presents the key design features,

and lessons learned from selected JSDF

projects will provide the basis for improved

cross-country knowledge sharing and project

design. FY10 was the third consecutive

year to hold knowledge sharing events.

This year, two special events were held with

a particular emphasis on reaching Japanese

NGOs and academia. The first of these well-

received events was a one-day conference

held at the Bank’s Development Learning

Center in Tokyo. Open to the public and

government officials, this event showcased

the results and lessons learned from four

highly successful JSDF projects. This was

followed by field visits to Cambodia, Laos and

Vietnam for selective Japanese NGOs to view

the impact of the JSDF on the ground.

In closing, on behalf of the Bank, the JSDF

Steering Committee, and our clients, we

express our gratitude to the Government

of Japan for their continued partnership in

support of poverty reduction, as well as its

leadership in confronting the impact of recent

crises on the poorest and most vulnerable.

JUNHUI WUDirector, Global Partnerships and

Trust Fund Operations (CFPTO), and

Chair, JSDF Steering Committee

Message from the Chair of the JSDF Steering Committee

i Th l h f th

JSDF Acronyms 4

Chapter 1 JSDF Objectives & Program Highlights■ Background and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5■ JSDF Program Areas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6■ JSDF Program Financial Contributions, Allocations, and Disbursements . . . . . . . . . . . . . . . . . . . . . . . 7■ FY10 Program Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Chapter 2 Program Activities in Fiscal Year 2010■ Approved Grants in FY10. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11■ Project and Capacity Building Grants – The Regular Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12■ Regional Distribution of JSDF Regular Program Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12■ Special Allocation for Africa in FY10 under the Regular Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14■ Sectoral and Thematic Distribution of Regular Program Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16■ The JSDF Emergency Window – Responding to the Food, Fuel, and Financial Crises. . . . . . . . . . . 19■ The Afghanistan Special Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21■ The Seed Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22■ JSDF Project Sustainability Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23■ Global Development Network Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25■ Working with Civil Society . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25■ The JSDF Active Portfolio in FY10 – Grants under Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . 26■ Thailand: Legal Aid Services for Poor and Vulnerable People Affected by the Tsunami . . . . . . . . . 26■ India: Decentralization to Village Governments in Tamil Nadu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29■ Consultation Activities with the Government of Japan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Chapter 3 JSDF Knowledge Sharing■ Database of JSDF Completed Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33■ JSDF Knowledge Dissemination in Tokyo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33■ JSDF Good Practice Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Chapter 4 Taking Stock — 10 Years of JSDF Achievements■ Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35■ Unique by Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35■ Targeting the Poorest and Most Disadvantaged. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37■ Delivering Direct Benefits to Target Group Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39■ Piloting Innovative Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40■ Working with Civil Society, Local Governments and NGOs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42■ Enhancing Welfare and Empowerment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44■ Taking Ideas to Scale — The Link to IDA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44■ JSDF as First Responder — Post-Conflict and Disaster Recovery and Reconstruction . . . . . . . . . . 46■ Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Chapter 5 JSDF Program Administration■ Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48■ Field Visits. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48■ Inquiries from Outside Parties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49■ Further Information on JSDF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

2J A PA N S O C I A L D E V E LO P M E N T F U N D A N N UA L R E P O R T 2 0 1 0

Table ofContents


A N N UA L R E P O R T 2 0 1 0

List of Boxes, Figures & TablesBox 1: Funding Criteria for JSDF Grant Proposals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Box 2: Mongolia – Emergency Window – Community-Led Infrastructure Developmentfor the Urban Poor of Ulaanbaatar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Box 3: Morocco – Africa Special Allocation – Capacity Building and Management toImprove Schooling for the Poor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Box 4: Benin – Africa Special Allocation – Support for Beekeeping Promotion Project . . . . . . . . . . . . .15

Box 5: Yemen – Health Sector Grant – Healthy Mother Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

Box 6: Brazil – Improving Labor Markets Theme – Waste Picker Social Inclusion Initiative . . . . . . . . . .18

Box 7: Djibouti – Emergency Window in Response to Food, Fuel and Financial Crises

Crisis Response: Employment and Human Capital Social Safety Net . . . . . . . . . . . . . . . . . . . . . . . . . 20

Box 8: Afghanistan – Special Program – Support to Basic Health Services Package. . . . . . . . . . . . . . . 22

Box 9: Papua New Guinea – Seed Fund Grant – Consultations in Support of Strengthening Local Justice Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Box 10: Egypt – Sustainability Fund – School Dropout and Child Labor Prevention . . . . . . . . . . . . . . . 24

Box 11: Thailand Case Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Box 12: India Case Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Box 13: Reaching Groups Bank Lending Does Not Reach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Box 14: Bringing Direct Benefits to Those Most in Need . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Box 15: Innovative Approaches to Poverty Alleviation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Box 16: Working with NGOs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Figure 1: Contributions, Allocations, and Disbursements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Figure 2: Number of Approved Grants by Year and Grant Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Figure 3: Number of JSDF Grants Approved in FY10 by Subject. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Figure 4: Historical Number of Regular Program Grants by Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Figure 5: Regional Allocations by Fiscal Year (FY06-10). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Figure 6: JSDF FY10 Regional Distribution of Regular Program Funding . . . . . . . . . . . . . . . . . . . . . . . . .13

Figure 7: Sectoral Distribution of Regular Program Grant Approvals (FY05-10) . . . . . . . . . . . . . . . . . . 16

Figure 8: Regular Program Grant Funding by Theme in FY10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Figure 9: JSDF Emergency Window – Total Funding Approved in FY10 . . . . . . . . . . . . . . . . . . . . . . . . . .21

Table 1: Total JSDF Grant Approvals by Type. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Table 2: Regular Program Number of Grants Approved by Implementing Agency Type (FY05-10) . . 25

AnnexesAnnex 1: JSDF Regular Program: Project and Capacity Building Grants Approved in FY10. . . . . . . . . .51

Annex 2: Regional Distribution of JSDF Regular Program Grants (FY01-FY10) . . . . . . . . . . . . . . . . . . . 55

Annex 3: JSDF Seed Grants Approved in FY10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

Annex 4: Other JSDF Project Grants Approved in FY10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

Annex 5: JSDF Emergency Project Grants Approved in FY10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Annex 6: List of Implementing Agencies for JSDF Grants Approved in FY10 under the Regular Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Annex 7: JSDF FY10 Annual Policy Guidelines and Program Allocation . . . . . . . . . . . . . . . . . . . . . . . . . 64

Photograph Acknowledgement

This year’s report

features photos

from Africa on the

cover and at

chapter headings.

COVER PHOTO Classroom in

Tadohua, Niger.

Photo by Michele Egan

(World Bank, EXTOC).

CHAPTERS 1 – 5 PHOTOS

1) Tadjourah Afar

woman, Djibouti;

2) Assaita mother

and son; 3) Miss Ines,

Mudimba tribe, Angola;

4) Afambo woman,

Danakil desert; and

5) Ethiopia Highlands

family. Photos by

Eric Lafforgue.

3

Table ofContents

AFDSSocial Development Fund AgencyAFRAfrica RegionBHSBasic Health ServicesBPLBelow Poverty LineCCTConditional Cash TransfersCDDCommunity Driven DevelopmentCFPConcessional Finance and Global PartnershipsCFSCommunity Social FundCPCommunity ProfessionalCPS Country Partnership Strategy CSOsCivil Society OrganizationsDNADeoxyribonucleic acidEAPEast Asia and the Pacific RegionECAEurope and Central Asia RegionFYFiscal Year (July 1 to June 30)GDNGlobal Development NetworkGFRPGlobal Food Crisis Response ProgramGPNJSDF Good Practice NoteGOJGovernment of JapanGRMGrant Reporting and MonitoringJICAJapan International Cooperation AgencyJSDFJapan Social Development FundLCRLatin America and the Caribbean Region

MIDPMost Innovative Development Project

MNAMiddle East and North Africa RegionMOEMinistry of EducationMOFMinistry of FinanceMOFAJapan Ministry of Foreign Affairs

MOFPMinistry of Family and PopulationMOPH

Ministry of Public HealthNGOsNon-Governmental OrganizationsNSPNational Solidarity ProgramPATHProgram of Advancement through Health and EducationPEKKAProgram for Women Headed Households in IndonesiaPIPParticipatory Identification of the PoorRSRRapid Social Response Program SARSouth Asia RegionSCSteering CommitteeTFASTTrust Fund Accelerated Support Tools TICADTokyo International Conference of African DevelopmentTLAC Tsunami Legal Aid Referral CenterTTLTask Team LeaderVFFVulnerability Financing FacilityVOVillage OrganizationVSHLIVillage Self-help Learning InitiativeVPRCVillage Poverty Reduction CommitteeWBWorld Bank 4

J A PA N S O C I A L D E V E LO P M E N T F U N D A N N UA L R E P O R T 2 0 1 0

JSDFAcronyms



1.02 The objective of the

JSDF program is to provide

grants in support of innovative

social programs to help

alleviate poverty in eligible

client countries of the World

Bank Group. Grants are

expected to meet certain fun-

damental criteria (see Box 1),

and may finance: (a) projects

supporting improved service delivery, in par-

ticular, innovative new approaches that

may be scaled up; and (b) capac-

ity building grants that target

local governments and

communities, NGOs,

or social institutions.

Unlike most Bank

projects, that are

executed by central

governments, JSDF

grants are executed

by NGOs/CSOs and

local governments or

community associations.

This uniquely positions the

JSDF program as a mecha-

nism that can be both responsive to

the particular needs of communities, but also

one which can test or pilot new approaches

and subsequently scale up effective interven-

tions and feedback lessons from these into the

broader work of the Bank and other develop-

ment partners.

5

JSDF Objectives & Program HighlightsChapter 1

ticular, innovative new

may be scaled

ity building

local go

comm

or

U

p

e

g

g

by

loca

comm

This uni

JSDF progr

nism that can be

“Over the past 10 years, the JSDF has

provided support for innovative programs aimed directly at the

poorest and most vulnerable in society. Hundreds of thousands of people have

been provided with new opportunities to have their voices heard in decisions that affect their lives and to assume greater

responsibility for their own destiny.”

AXEL VAN TROTSENBURGVice President, Concessional Finance

& Global Partnerships

Background & Objectives

1.01 The Japan Social Development Fund

(JSDF) was established in June 2000 by the

Government of Japan (GOJ) and the World

Bank. Its initial purpose was to respond to

the devastating impact of the East Asian

financial crisis in the late 1990s, and to provide

support to vulnerable groups impacted by

the crisis. By the time it became operational,

the program had expanded to support

innovative activities benefitting the

most disadvantaged groups

in eligible develop-

ing countries. All

low-income and

lower-middle

income

countries,

as defined

in the cur-

rent World

Development

Report, are

eligible to re-

ceive JSDF grants,

which range in value

from US$0.2 million to

US$3 million under the Regular

program, while special grants may exceed

that ceiling. After ten years in operation,

the JSDF program has supported 261 proj-

ects, out of which 106 were actively under

implementation at the closing of FY10.

Throughout the decade, the program has

helped 69 eligible low- and middle-income

countries, allocating grants amounting to

US$421.5 million.


1JSDF Object ives & Program Highl ights

JSDF Program Areas

1.03 The JSDF program at present provides

grants in the following areas:

■ Regular Program Grants finance activities

that provide direct benefits to disadvantaged

communities, and may be either: Project

Grants, that target the poor and underserved

groups not reached by mainstream programs,

through innovative programs that deliver

results in the short-term; or Capacity

Building Grants, to empower and strengthen

local community authorities, NGOs, and

stakeholders through engagement of target

groups to participate in their development by

learning and doing.

■ Seed Fund Grants are small grants

given to team leaders to contract needed

experts mainly to engage stakeholders and

beneficiaries in the design of a JSDF grant

through consultation workshops at the local

community level. Engaging beneficiaries at

the design stage of a JSDF grant ensures

ownership and responsiveness.

■ Special Program Grants support Project

and Capacity Building Grants responding

to emergency crisis events such as natural

catastrophic events or post-conflict needs.

At present there is one special program

under implementation to which Japan is

contributing — the Afghanistan Special

Program — to support reconstruction

and lay the foundations for community-

level government through social services

and productive infrastructure projects,

promoting community-managed execution

and community governance. Two other

special programs that responded to

catastrophic events are at various stages

of implementation, although no additional

contribution from Japan is being made:

(i) Post-Tsunami Reconstruction Grants, to

support recovery measures following the

tsunami which struck on December 26, 2004,

affecting several Southeast Asian countries

and the Indian Ocean region; and (ii)

Pakistan Earthquake Reconstruction Grants,

Box 1: FUNDING CRITERIA FOR JSDF GRANT PROPOSALS■ Target and Respond to the Needy, by providing direct benefits to the poor, vulnerable, and disadvantaged groups

with rapid results for improved livelihood.

■ Support Community-Driven Development by Empowering the Poor at the local community level, to participate in society and government and to affect their development and learning by doing.

■ Engage NGOs/CSOs or Local Cooperatives/Community Associations, or Local Governments as Implementing Agencies which are close to the beneficiaries and where they have a say in their development.

■ Build Capacity through special capacity building grants to strengthen communities and their associations to participate in decisions that affect their lives, as well as to build the capacity of their local governments and local NGOs/CSOs to provide services.

■ Pilot Alternative Innovative Approaches or Partnerships engaging NGOs/CSOs, community associations, or local governments as implementing agencies to reach the target groups not reached by other programs.

■ Reflect a Participatory Design and consultation process with the targeted beneficiaries who endorse the grant activities.

■ Utilize Participatory Monitoring and Evaluation to help beneficiaries address their vulnerability and to ensure ownership and sustainability.

■ Encourage Sustainability Through Scale-Up of pilot at completion through Bank-financed operations, recipient government activities, or other entities.


A N N UA L R E P O R T 2 0 1 07

1JSDF

Object ives & Program Highl ights

supporting the rehabilitation of areas

affected by the earthquake that struck in

October 2005. The amount authorized by

Japan of US$20.0 million for Post-Tsunami

Reconstruction Grants was utilized in support

of six countries — Indonesia, Maldives,

Seychelles, Somalia, Sri Lanka, and Thailand —

through a total of 14 grants. The allocation

authorized by Japan of US$5.0 million for

Earthquake Reconstruction for Pakistan was

increased to US$6.45 million and

supported four project grants.

In addition to the above, Japan

has previously approved grants

supporting a Response to

Emerging Epidemics, aimed at

strengthening preventive measures

against the spread of SARs and

the Avian Flu. A total of four grants

were provided to countries in East

Asia, amounting to US$4.5 million.

■ The Emergency Response to

the Economic Crisis, introduced

in FY10 in response to the adverse impact of

the food, fuel, and financial crises, provides

project grants to protect the poorest and

assist those that have been driven into

extreme poverty. This program operates

in collaboration with two of the Bank’s

vulnerability programs — the Global Food

Crisis Response Program (GFRP) and the

Rapid Social Response Program (RSR).

A special feature of this window is that

it accepts IBRD middle income countries

as eligible recipients, to help maintain

development gains and prevent those who

have moved out of poverty from falling back

into poverty. The GFRP finances a mix of

rapid food and agriculture related assistance,

while the RSR program finances immediate

interventions in the areas of safety nets,

labor markets and access to basic services.

The active portfolio of 106 grants in FY10,

including grants closing this fiscal year, dis-

bursed US$37.1 million, also an increase of

43% over the US$25.9 million disbursed the

previous year. The Emergency program intro-

duced in FY10 helped boost the program’s

coverage and its recognition as a cutting edge

response to the needs of the poorest, support-

ing human security beyond the reach of gov-

ernment programs. The increase in demand

for the program shown last fiscal year was

surpassed in FY10 as shown in Figure 1, with

the highest allocation for processed grants

amounting to US$75.1 million2. The program

also benefited in FY10 from a sustained con-

tribution from Japan to the Fund of US$61.3

million. Japan continues to give priority to

the objectives of the JSDF program given its

contribution to poverty reduction and human

security as it marks its ten years in operation.

JSDF Program Financial Contributions, Allocations, and Disbursements

1.04 The Government of Japan is the sole

financier of the JSDF program, and has con-

tributed, through FY10, a total of US$491.4

million to fund the program since its establish-

ment in the year 2000. A total of 36 project

grants were approved in FY10, an increase from

the 26 approved in FY09, excluding seed grants.

Figure 1: Contributions, Allocations & Disbursements

80706050403020100

FY01-05 Average

FY06 FY07 FY08 FY09 FY10

US

$ M

ILLI

ON

S

■ Contributions■ Allocations■ Disbursements


1 Box 2: MONGOLIA – EMERGENCY WINDOW IN RESPONSE TO FOOD, FUEL, AND FINANCIAL CRISES

Community-Led Infrastructure Development for the Urban Poor of Ulaanbaatar

Approved in May 2010, a JSDF grant of US$2.9 million was provided to the Municipality of Ulaanbaatar. The grant aimed to assist around 10,000 households to generate additional income by scaling up community-led infrastructure development activities piloted under a previous JSDF project. The majority of the low income urban poor in the marginal-urban areas (ger or tent areas) of Ulaanbaatar live with very limited basic services. Through the project, community-led activities will assist the most vulnerable to meet their urgent needs by earning income from employment in projects and ultimately improving their access to water, basic health care,

education, and social safety nets. The activities also include opportunities for vocational skill development. Empowerment of the ger areas residents will be further enhanced as a significant amount of planning, design and implementation activities will be led by community organizations.

The project was developed based on lessons learned from the on-going JSDF project and through consultations with communities. The project will apply the same selection criteria that have been developed in the on-going JSDF funded project, based on fulfillment of the Development Objective, level of community participation, feasibility of the proposal made by community members, and balance of geographic distribution. The project

includes five components: 1) Community-led infrastructure development providing opportunities for generating employ-ment and income for vulnerable members of communities to meet immediate needs through construction of small infrastructure identified by the communities; 2) Health services improvement providing opportunities for generating employ-ment and income for vulnerable members; 3) Community safety providing opportunities for generating employment and income for vulnerable members of communities to meet security needs; 4) Youth and adult opportunities for generating employment and income for vulnerable members

through construction of information and recreation facilities for the young and elderly; and 5) Training, monitoring, and project management component, in particular, capacity building for community-based activities, such as project identification, project manage-ment, and operation and maintenance.

Status: The project’s Implementation Plan and financial management systems are being finalized by the implementing agency, and the grant will be effective by end-year.

idmtiimsamg

h h f f

JSDF Object ives & Program Highl ights

infrastructure development activities piloted under y

safety nets The activities also include opportunities

Ulaanbaatur Family Inside and Outside of Their Ger.

Ulaanbaatur Project Area

M. F

oley

and

Toy

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Ta

sk T

eam

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der



The Sustainability Fund, which was introduced

in FY09 to provide bridge financing during

hand-over of project activities to beneficiaries

and to facilitate transition to other funding

sources, approved one grant in FY10 to Egypt

for a successful project on child labor.1

9

1JSDF

Object ives & Program Highl ights

FY10 Program Highlights

1.05 The total for approved grants in FY10

amounted to US$107.5 million (see Table 1).

Under the Regular Program, 25 grants

were approved, with a total value of

US$58.9 million. Increase in individual grant

amounts reflects a shift to larger projects,

in recognition that it was not efficient to

implement grants under US$1 million

due to the significant fiduciary overhead

borne by both the recipient and the Bank.

The new grant ceiling amount of US$3 million

for the regular program, introduced in FY09,

has made the program more attractive and

effective. Two major contributing factors

explain the doubling of funding in FY10: i) a

large grant (US$17. 6 million ) to Afghanistan

for basic health services to the poor, and

ii) the introduction of the Emergency Window

in response to the global food, fuel, and

financial crises, with Japan approving 10

grants amounting to US$30.4 million (Box 1

features the Emergency Window grant for

Mongolia Community-Led Infrastructure

Development in Ulaanbaatar). The Seed Fund

financed 10 grants, a reduction from previous

years, with an active portfolio of 23 disbursing

Seed Fund grants. Seed grants are approved

to engage local communities in the design of

JSDF projects, ensuring ownership and respon-

siveness through a participatory approach.

Table 1: TOTAL JSDF GRANT APPROVALS BY TYPE (Amounts in US$ Millions)

Average FY01-FY07 FY08 FY09 FY10

Number US$ Number US$ Number US$ Number US$ Grant Type of Grants Amount of Grants Amount of Grants Amount of Grants Amount

REGULAR PROGRAM:

■ Project & Capacity Building Grants 22 $27.57 13 $18.3 26 $48.8 25 $58.9

■ Seed Fund 11 $0.45 18 $0.9 21 $1.0 10 $0.5

SPECIAL PROGRAMS:

■ Afghanistan 2 $8.95 2 $15.0 - - 1 $17.6

■ Emergency Window - - - - - - 10 $30.4

OTHER GRANTS:

■ Sustainability Fund - - - - 2 $0.2 1 $0.1

■ Supplemental Grants - - - - 1 $0.3 - -

TOTAL: 35 33 $34.1 50 $50.2 47 $107.5

1 Sustainability funds are not part of a regular program but are provided as needed. While listed in Table 1, sustainability funding is not included in subsequent tables or discussion in this Report.


1JSDF Object ives & Program Highl ights

These four-page briefs feature successful

JSDF projects that achieved results,

documenting the participatory design

of the grant activities, implementation

experiences and challenges, and summa-

rizing lessons learned that may be of

value to other task teams and development

practitioners.

■ carried out a knowledge dissemination

conference in Tokyo to showcase best-

practice JSDF projects for Japanese NGOs,

the public, government officials, and

academia and organized a visit to project

sites in East Asia for Japanese NGOs to learn

about the program.

1 Includes projects for which grant agreements had been signed by June 30, 2010.

2 These figures reflect “accounting records” for newly approved grants under the JSDF program. The “Allocation” refers to the total grant amounts processed by the Trust Funds Accounting Unit in the fiscal year, which may include grants approved by Japan in a previous fiscal year, or may not yet include grants approved by Japan. In FY10, Japan approved grants amounting to US$107 million.

1.06 In summary, the JSDF program in FY10:

■ marked its tenth year in operation, with

the highest number of grant approvals since

inception of the program, accumulating a

large body of knowledge from 230 completed

projects utilizing innovative activities to reach

the poor and empowering them to address

their vulnerabilities and participate in society.

■ launched the Emergency Window in

response to the recent food, fuel and

financial crises, in partnership with the

Bank’s Global Food Crisis Response Program

(GFRP), and the Rapid Social Response

Program (RSR), with Japan approving

10 grants, amounting to US$30.4 million,

with Japan’s quick response under a new

streamlined review process.

■ increased the number of projects in

Africa and the Middle East, benefiting

8 projects in the Africa region amounting

to US$18.8 million, and 6 projects in the

middle east region, amounting to $16.6

million (Figure 5).

■ under a revised JSDF banner/motif,

launched a new the publication series,

“JSDF Good Practice Notes” (GPNs).

Tokyo Knowledge Event with

Japanese NGOs and academia — Open questions

session.

Steff

en J

anus

, Sr.

Kno

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Man

agem

ent

Offi

cer,

WB

I


A N N UA L R E P O R T 2 0 1 011

■ Regular Program■ Emergency Window■ Afghanistan■ Post-Tsunami Reconstruction■ Seed Fund■ Pakistan Earthquake Reconstruction

2.01 The JSDF Regular Program benefitted

from an increase in the authorized alloca-

tion from Japan for project grants from

US$80 million for FY09 to US$110 million

for FY10, excluding Afghanistan (see Annex 6,

FY10 Annual Policy Guidelines and Program

Allocations). The breakdown of the autho-

rized allocation was US$60 million for

Regular Program grants, and US$50 million

for the Emergency Window. Out of the

Regular Program allocation, US$20 million

was designated for the African continent

under three priority themes:

■ Africa agricultural development;

■ Participatory school management; and

■ Enhancement of health manage-

ment and health services.

Approved Grants in FY10

2.02 A total of 46 grants were

approved in FY10, amounting to

US$107.5 million (Table 1). The

breakdown by type of grant is as

follows: 25 Regular Program grants,

10 Emergency Window grants, one

Afghanistan grant, 10 Seed Fund

grants, and one Sustainability grant.

Annex 1 lists all grants approved

and their objectives, while Figure 2 shows the

breakdown of the total number of grants by

type. The breakdown of the number of grants

by theme is shown in Figure 3. In keeping with

the objectives of the program to improve the

lives of the poor, the portfolio has supported

activities in human security areas, mainly:

Program Activities in Fiscal Year 2010Chapter 2

i) Community Development,

Employment Generation,

and Improved Livelihoods:

36% or 17 grants, ii) Nutri-

tion and Food Security:

27% or 13 grants, and iii)

Basic Health and Social

Assistance: 17% or 8 grants.

The support for these

three top areas as well as

all other areas under the program reflects

well the priority given to human security for

the poorest and most vulnerable groups, as

well as those that have fallen into poverty due

to the global economic and financial crises.

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

30

25

20

15

10

5

0FY06 FY07 FY08 FY09 FY10

NU

MB

ER O

F G

RA

NTS

11

02

4 5 4

20

0 02

13

0

13

02

0

18

0

26

0 0 0

21

0

25

10

1 0

10

0


2Program Act iv it ies in Fiscal Year 2010

Regional Distribution of JSDF Regular Program Grants

2.04 Figure 5 shows Regional allocations

for approved grants in FY10 and over the

past five years. FY10 continued the trend

established in FY09 when the Africa (AFR),

Middle East and North Africa (MNA) , and

Latin America and the Caribbean (LAC)

Regions were the three lead recipients

of JSDF grants. The Africa Region (AFR)

received the highest level of funding in

FY10 with US$18.8 million, or 31%. The

eight projects receiving grants

supported Post Conflict Recovery

in the Central African Republic;

Health & Nutrition projects

in Burkina Faso, Nigeria, and

Tanzania; Law and Justice in

Nigeria; Agricultural Promotion

in Benin; and Mining and

Sustainable Livelihoods in Sierra

Leone. The second highest

funding was received by the MNA

Region with US$16.6 million, or

28%. Historically, MNA has had a

small Bank portfolio of projects

and very limited funding from the JSDF. Given

a renewed effort to strengthen the program

in the Middle East, including Iraq, six projects

Project and Capacity Building Grants — The “Regular Program”

2.03 For the JSDF Regular Program, there

were three “Calls for Proposals” conducted in

FY10: Round 29, announced on October 5,

2009, produced five proposals that were sub-

sequently presented to Japan on January 26,

2010, amounting to US$13.9 million; Round 30,

announced on January 27, 2010, produced

eight proposals sent to Japan on June 23,

2010, amounting to US$13.3 million; and

Round 31, announced on April 27, 2010, led

to nine proposals, presented to Japan on

August of 29, 2010, amounting to US$22.4

million. Annex 1 lists Regular Program grants

approved in FY10, amount-

ing to US$58.9 million for

25 grants. Of these, 17 or

68% were Project grants,

with the remaining 32%

being Capacity Building

grants. As Figure 4 dem-

onstrates, this proportion

has remained relatively

constant throughout the

history of the program.

e

s

i

i

T

i

S

f

2

s

Figure 3: Number of JSDF Grants Approved in FY10 by

Subject (Total of 46 Grants Amounting to US$107.5 Million)

■ Post Conflict Community Development■ Local Governance & Civil Society Organization■ Nutrition & Food Security■ Youth Job Training, Employment Generation

& Crime Prevention■ Basic Health & Social Assistance■ Legal Aid Services for the Poor■ Natural Disaster Risk Mitigation■ Agriculture, Fisheries & Increase of Rural Income■ Community Development, Employment

Generation & Improved Livelihoods ■ Waste Picker Social Inclusion

13

212

17

32

4 8

4

Figure 4: Historical Number of Regular Program Grants by Type

20

15

10

5

0FY06 FY07 FY08 FY09 FY10

NU

MB

ER O

F G

RA

NTS

77

11

6

17 17

4

9 9

■ Project Grants ■ Capacity Building Grants

8


A N N UA L R E P O R T 2 0 1 013

2Program

Act iv it ies in Fiscal

Year 2010

were approved for East Central Asia — Youth

Training and Local Governance for the

Kyrgyz Republic, and Community Agriculture

and Seeds in Tajikistan. Two projects were

approved for South Asia — Community

Services in the Northern Province of Sri Lanka,

and Good Governance and Anti-Corruption

in Bangladesh, India

and Nepal; and

one project in East

Asia — Improved

Livelihoods for Ethnic

Communities in Lao

PDR. It should be

noted that Asian

countries received

US$42.8 million, or

40% of the total

funding approved

in FY10, including a

Special Allocation to

Afghanistan of US$17.6

million for a Basic

Health Project, and US$12.2 million under the

Emergency Program for Mongolia, Philippines,

Sri Lanka, and Tajikistan (Annex 4).

received grants. These supported Youth

Training and Employment in Egypt and Syria;

three projects in Yemen for Health, Poverty

Alleviation, and Mining; and Community

Management of Rural Sanitation in Egypt;

Third was the LAC Region with US$10.5

million or 18%. Despite consisting, for the

most part, of middle-income countries, many

areas experience a persistence of poverty and

structural inequality, prompting the Bank’s

LAC Region to adopt a renewed emphasis on

understanding the issue and on expanding

economic opportunities for vulnerable and

excluded groups. JSDF provided a window

in support of this priority. The five grants

approved supported Health in Peru, Culture

and Sustainable Community Development in

Guatemala, Music and Violence Prevention for

Youth in El Salvador, Climate Vulnerability and

Risk Reduction in Jamaica, and Waste Picker

Social Inclusion in Brazil.

2.05 The JSDF program’s traditional Asian

focus was maintained with the remaining

three Regions supporting a total of six

projects, amounting to US$13.0 million or

22% of the Regular program. Three projects

i

a

o

A

L

C

P

n

c

U

4

f

i

S

A

m

■ Fiscal Year 2006■ Fiscal Year 2007■ Fiscal Year 2008■ Fiscal Year 2009■ Fiscal Year 2010

Figure 5: Regional Allocations by Fiscal Year (FY06-FY10)

$45

$40

$35

$30

$25

$20

$15

$10

$5

$0AFR EAP ECA LAC MNA SAR

US

$ M

ILLI

ON

S

REGIONS

$4

$8

$2

$12

$19

$3

$6

$6

$7

$3

$4

$6

$4

$5

$4

$3

$5

$5

$13

$11

$9

$17

$3

$4

$6

Figure 6: JSDF FY10 Regional Distribution

of Regular Program Funding

■ Africa: $18.8M

■ East Asia: $2.8M

■ Europe/Central Asia: $4.2M

■ Latin America: $10.5M

■ Middle East: $16.5M

■ South Asia: $6.0M

28%

18%7%

5%

10%

32%



Special Allocation for Africa in FY10 under the Regular Program

2.06 The Government of Japan and the

World Bank Group are committed to

scaling up support for sustainable growth

and development in Africa, as articulated

in a five-year “Cooperation Framework

Towards a Vibrant Africa 2008-2013”

and the “Tokyo International Conference

on African Development (TICAD) IV

Yokohama Action Plan.” Within this

framework, Japan has set targets to

double ODA and private investment

in Africa over five years, with a special

focus on infrastructure and agriculture.

The framework establishes an allocation

of US$50 million over a three-year period

for the JSDF Regular program, in support

of three priority areas: agriculture and

rural development, participatory school

management, and enhancement of

health management and monitoring

of health services.

Box 3: MOROCCO – AFRICA SPECIAL ALLOCATION GRANT UNDER IMPLEMENTATION

Capacity Building and Management to Improve Schooling for the PoorThis grant for US$2.2 million was approved in FY09. The grant financed two components: (i) a Conditional Cash Trans-fers (CCT) program in the poorest remote rural areas to reduce drop-out rates in primary schools and the financial burden to vulnerable parents of sending children to school; and (ii) capacity building to empower school management councils, including the participation of parents and students to improve the quality of sec-ondary education. The project did have

some start-up difficulties, but is now progressing and is already achieving results. One aspect that proved to be problematic was the Procurement Plan, and assistance is being sought to resolve the issues and carry out purchasing.

The project is expected to reach twice the number of children than anticipated, increasing to 93,500, improving their atten-dance and education quality. Anecdotal evidence suggests that the CCT has brought back children that had dropped out earlier, especially girls from poor families. The cash transfers

are also improving household consump-tion, in particular, nutrition. Noteworthy is the empowerment of the targeted beneficiaries where parents are now conducting rigorous teacher attendance checks to promote accountability. Interviews with CCT recipients suggest ownership and reactions of pride, hope, and forming aspirations among the recipients.

ondary edsnatwarp

Ttt9dAtcep

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Vic

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n Gathering during the JSDF launch at Igrithane School in Tnourken, Province of Ouarzazate


A N N UA L R E P O R T 2 0 1 015

2Program


Year 2010

2.07 Japan authorized the first installment

in FY09 for a Special Allocation for Africa

(the continent) of US$20 million to support

JSDF Regular Project grants in these

three priority areas. In FY10, an additional

allocation of US$20 million was approved.

During this fiscal year, three grants were

approved for Africa, amounting to US$5.8

million, in the health and agriculture

sectors: Burkina Faso Community Moni-

toring for Better Health, Benin Support to

Beekeeping Promotion Project and Nigeria

Health Systems Strengthening. The grant

to Morocco for Capacity Building and

Management to Improve Schooling for

the Poor is summarized in Box 3. The

Benin grant is summarized in Box 4.

Box 4: BENIN – AFRICA SPECIAL ALLOCATION

Support for Beekeeping Promotion Project

This JSDF grant for US$2.7 million was approved

in March 2010, and will be activated in FY11. The

development objective of the Grant is to increase

the revenue of the rural poor, particularly women,

through the promotion of apiculture in 42 villages

in the Alibori, Borgou and Hills regions in Northern

Benin. It includes many innovative features like the

promotion of women apiculturist professionals,

the increase of the average size of an apicultural

holding, the establishment of a network of

honey processing centers connected to market

opportunities, the establishment of a private firm

with shares held by apiculturists and private sector

to ensure sustainability after project completion.

The project will provide training and extension services

for about 1,260 apiculturists from the poorest strata of

the population in the selected regions. Direct beneficiaries

would receive hives and apicultural equipment, as well

as bee colonies, while the communities will benefit

from increased availability of nutritious honey and from

promotion of environmental sustainability through a

more robust bee population. Priority will be given to poor

women who would make up at least 50% of beneficiaries,

and to young people. The project will result in improved livelihoods for these

women and their families. The project also supports the construction, equip-

ment, marketing, and capacity building for 21 village honey processing centers.

Traditional Beehive used

in Africa with African Killer Bees

t

T

f

t

w

a

f

p

m

w

d t l

R. B

aird

t l ti T di i l

R. B

aird



Guatemala Culture and Sustainable Tourism,

Jamaica Natural Disaster Vulnerability, Sri

Lanka Community Services in the Northern

Province, and Lao PDR Improved Livelihood

for Ethnic Communities. The third largest

allocation, prominent for the first time, was

for the Energy and Mining Sector, amounting

to US$8 million, supporting three grants for:

Sierra Leone Artisan Mining and Sustainable

Livelihoods, Yemen Biogas Digesters to

Improve Energy Access, and Yemen Industrial

Stones Community Capacity Building. The

Yemen Health grant is featured in Box 5.

2.09 Since FY09, JSDF grants are classified

as free standing operations, with their own

sector and theme allocations. The grant

funding may be classified into a maximum

of five sectors and themes, through a

percentage allocation. Accordingly, grants

are now recorded and monitored using

the Bank’s standard project classification

method which is also in common use by

other multilateral agencies. Themes are

more representative of the objectives of

the JSDF program, and allow for easier

comparison with Bank lending and the

programs of other institutions. Figure 8

shows grant approvals by main theme.

Sectoral and Thematic Distribution of JSDF Regular Program Grants

2.08 As JSDF projects target social services

and disadvantaged groups, a large number of

proposals have historically been categorized

as multi-sector. In FY10, a significantly

higher share than in recent years (six grants,

US$14.8 million), have been approved for the

Health Sector (see Figure 7): Peru Child

Nutrition, Yemen Maternal Health, Burkina

Faso Community Participation to Prevent

Female Genital Mutilation, Nigeria Reducing

Malaria Morbidity and

Mortality, Burkina Faso

Community Monitoring

of Decentralized Health

Services, and Tanzania

Food Fortification. The

second largest category,

“multi-sector,” amount-

ing to US$12.2 million,

supported five projects:

Central African Republic

Post-Conflict Support,

■ Agriculture, Fishing & Forestry

■ Education■ Health & Other

Services■ Transport■ Public Administra-

tion, Law & Justice■ Multi-sector■ Energy & Mining■ Water & Sanitation

Figure 7: Sectoral Distribution of Regular

Program Grant Approvals (FY05-FY10)

$25

$20

$15

$10

$5

$0FY05 FY06 FY07 FY08 FY09 FY10

US

$ M

ILLI

ON

S

g g

Figure 8: Regular Program Grant Funding

by Theme in FY10

■ Post Conflict■ Local Governance,

Justice & Anti-Corruption■ Nutrition & Food Security■ Environment & Natural

Resources Management ■ Improving Labor Markets■ Participation &

Civic Engagement■ Health■ Natural Disaster

Management■ Rural Development

$4,606,120$5,509,515

$7,131,221

$1,898,044$4,191,843

$2,500,000

$7,474,336

$14,258,265$10,998,654


A N N UA L R E P O R T 2 0 1 017

2projects to Improve Labor Markets mainly for

vulnerable youth, for five projects amounting

to US$10.9 million: Egypt Job Readiness

and Placement for Marginalized Youth, Syria

Improving Employability of Marginalized

Youth, El Salvador Addressing Youth

Violence through Culture and Music Learning

Networks, Kyrgyzstan Skills Development

and Income generation for Rural Youth,

and the Brazil Waste Picker Social Inclusion

Initiative, featured in Box 6. The latter is an

example of a JSDF project that targets the

most vulnerable living in absolute poverty.

Participation and Civic Engagement, a key

feature and criterion for approval of JSDF

grants, was the lead theme supported by the

program in FY10, with five approved grants

amounting to US$14.2 million: Egypt Commu-

nity Management and Accountability in

Rural Sanitation; Sierra Leone Artisan Mining

Community Development; Yemen Industrial

Stones Community Project; Sri Lanka

Community-Responsive Service Delivery

in the Northern Province, and Lao PDR

Mobilizing Ethnic Communities for Improved

Livelihood. The second main theme supported

Box 5: YEMEN – HEALTH SECTOR GRANT

Healthy Mother Project

This grant for US$3 million became effective on February 7,

2010. The Development Objective is to provide access and

quality maternal health care to about 12,000 poor women

in targeted districts in rural Sana’a Governorate. SOUL for Development was the NGO selected to implement the

project. Their key strength lies in their local knowledge of

the communities and their ability to communicate with

beneficiaries and manage smaller NGOs. On the other

hand, a weakness that is common among many NGOs,

is their unfamiliarity with WB guidelines and procedures

and the difficulties encountered at the local level.

A workshop was held with rural health providers to explore potential models to deliver

the proposed basic services package to the targeted beneficiaries. Included among the

participants were private sector providers, the Midwives Association and Network, the

Women’s Union, the Family Health Care Association, Red Crescent, Marie Stopes, Al Saleh

Foundation, German Yemen Hospital, and Azal Hospital. Sustainability was addressed as a

key feature of selected models.

The project is in the process of conducting a market survey to identify qualified service

providers mainly NGOs and private sector agencies capable of providing services in

rural Sana’a.

Program Act iv it ies

in Fiscal Year 2010



Brazil’s Jardim Gramacho,

a project site and one of the largest landfills

in the world, where about 3,000 waste

pickers scrape what they can

find to recycle in the outskirts of Rio de Janeiro.

Box 6: BRAZIL – IMPROVING LABOR MARKETS THEME

Waste Picker Social Inclusion Initiative

This grant for US$2.9 million, newly approved in FY10, aims to support the intensive social and economic inclusion of informal recyclers (“waste pickers”) in Brazil, through strengthening the role of beneficiaries as active agents in the design and implementation of sub-projects and providing training, technical support, and other services. This proposal is based on a year-long process, supported by a JSDF Seed Fund, and including both data collection and a broad multi-stakeholder dialogue. Multi-stakeholder consulta-tions included field visits, one-on-one interviews, group discussions, and data gathering with members of informal recycler organizations, Brazilian and international NGOs, Federal, state and municipal governments, private sector companies, experts on the

subject in Brazil and worldwide, and recyclers at dumpsites.

The Program will directly support approximately 5,000 informal recyclers currently working at three dumpsites in Brazil (Jardim Gramacho and Itaoca in Rio de Janeiro and Jockey in Brasilia). About half of these recyclers are affiliated with local dedicated cooperatives and associations, which will be the main focus of project activities. It is estimated that there are 800,000 informal recyclers in Brazil. Nearly half of these informal workers are esti-mated to be women, and approximately 5% are estimated to be children. Exact demographic numbers are in constant flux, depending, among other factors, on fluctuations in the price of recyclables, and will require confirmation by a dedicated census.

The three grant components are: 1. Development of Sub-project Action Plans. Support for the preparation of three comprehensive Action Plans; or one for each of three pilot sub-projects. Each Plan will be prepared via: (i) a detailed market analysis, including an explora-tion of viable alternatives; (ii) a census to determine the number of eligible beneficiaries, and a baseline study to define monitoring benchmarks; and (iii) an ongoing process of active engagement of the local recyclers, their organizations, and other key stakeholders; 2. Implementation of Sub-project Action Plans. Subproject Implementation Grants funding activities selected by each council in its Action Plan, via the participatory planning process, and based on the Program’s established criteria. Activities will be executed by local organizations, or organizations selected by them; 3. Technical Support and Knowledge Sharing. Provide technical support to sub-project implementation and promoting horizontal exchanges among recyclers at the national level, via Sub-project Facilitators which would be experienced recycler organiza-tions lending technical support to sub-projects, Targeted Knowledge-Sharing Activities, and Annual Stakeholder Fora to discuss successes and challenges in sub-projects.

g , y ;.

, ps

TrGAcprmtdr

Th th t t

Multi-stakeholder consultation meeting with representatives of the Brazilian National Movement of the Collectors of Recyclable Materials, including local waste picker leaders from Jardim Gramacho (third from left is Tiao, the main leader in Gramacho and now an international celebrity due to his role in the award-winning documentary Wasteland; far right, Peter Cohen, Civic Engagement and Participation Specialist, LAC Region.


A N N UA L R E P O R T 2 0 1 019

2Program


Year 2010

■ RSR development objectives are to:

(i) safeguard lives and livelihoods during the

global economic crisis; (ii) finance immediate

interventions targeted at vulnerable groups

to sustain services in basic health, education,

and other vital social programs for the poor

and vulnerable groups; (iii) sustain or scale

up targeted social safety net programs; and

(iv) invest in active labor markets, income

support for the unemployed, and job creation

and training initiatives.

The JSDF Emergency Window — Responding to the Food, Fuel, and Financial Crises

2.10 In response to the recent food, fuel and

financial crises, the Japan Ministry of Finance

approved the introduction of an Emergency

Window under the JSDF, with financing of

US$200 million over three years (FY10-FY12).

The JSDF Emergency Window supports ac-

tivities aligned with the objectives of

the Bank’s Vulnerability Financ-

ing Facility (VFF) framework and,

specifically, Bank initiatives

associated with RSR and the

GFRP. The Bank established

the VFF to mobilize resources

to protect the poorest and help

those that have been driven into

extreme poverty in the wake

of the global economic crisis.

2.11 The GFRP finances a mix of

rapid food and agriculture related

assistance, while the RSR program

finances immediate interventions

in the areas of safety nets, labor

markets and access to basic

services. The JSDF Emergency Window

grants would be aligned with GFRP and

RSR program objectives:

■ GFRP development objectives are to:

i) reduce the negative impact of high and

volatile food prices on the lives of the poor

in a timely manner; ii) support governments

in the design of sustainable policies that

mitigate the adverse impacts of the crisis on

poverty; and iii) support broad-based growth

in productivity and market participation in

agriculture to ensure an adequate supply

response as part of a sustained improvement

in the food supply.

2.12 Under the Emergency Window, all

IBRD middle income countries were eligible

to receive grants, unlike the Regular JSDF

program that benefits low-income and lower

middle-income Bank member countries.

The main grant criteria were that countries

should have been impacted negatively by

the rising price of food, fuel, and the financial

crises and that limited fiscal resources are

available to address the crises. Proposals

addressed how the economic crisis affected

food security, and how they would prevent

vulnerable groups from losing development

gains or dropping further into poverty.

Yemen – Meeting

of a Water Users Group



■ complement Bank initiatives (IDA/IBRD

loans, credits or grants) under the RSR

and/or GFRP, where the JSDF grant will

support the extension of the Bank-assisted

operation to new beneficiaries.

■ support RSR and/or GFRP associated

issues in eligible countries where there is

no related IBRD/IDA-financed activity.

Grants would support innovative and pioneer-

ing projects in four basic themes — food

security, agricultural productivity, unemploy-

ment support and safety nets, and protection

of access to basic health and services — in

three types of interventions which:

■ scale up or replicate successful JSDF-

supported initiatives in areas associated

with the RSR and/or GFRP.

Box 7: DJIBOUTI – EMERGENCY WINDOW IN RESPONSE TO FOOD, FUEL, AND FINANCIAL CRISESCrisis Response: Employment and Human Capital Social Safety NetA JSDF grant was approved for US$4 million to the Djibouti Social Development Agency, working through community organizations and NGOs. In particular, the funds are support-ing piloting an innovative ‘workfare plus’ program that links the creation of employment opportunities to improvement of nutritional practices through behavior change, to leverage the effect of the additional income on the family’s nutritional status. It targets poor and vulnerable households with infants under two years of age and pregnant women. The workfare component targets able-bodied members of these households to participate in community works and services that are labor based, community driven, and have a strong

focus on women. It aims at creating income and assets that improve nutrition and hygiene in the community. The nutrition component targets vulnerable non-working members of these households — children and pregnant/lactating women — and encompasses other activities such as group sessions for sensi-tization on hygiene and nutrition and promotion of improved caring practices for children, including breastfeeding, monthly visits by a community health worker to the household, and provision of micro-nutrient supplements during the lean season. Linking the two components reinforces the project goals. Due to the innovative nature of the program, it attracted considerable attention and was showcased during annual meetings to donors and at an international workshop on smart social safety nets.

The project includes two components: (i) Community-Driven Labor-Intensive Public Works, supporting a workfare program intended to provide short- term employment to able-bodied members of vulnerable/poor households.

Works would be limited in scope and size to construction and maintenance of small-scale community assets through the use of unskilled, labor-intensive, construction techniques, and (ii) Nutrition-Based Social Assistance supporting innovative nutrition interventions aiming at preventing malnutrition in pre-school children and women.

Status: The project implementation plan is being finalized including: procurement plan; financial management and procedures manuals; recruitment process; training preparation for NGOs/CBOs and community workers; and definition of the monitoring and evaluation framework. The project launch is scheduled for December 2010. Funds approved by DFID (US$160,000) have leveraged the JSDF Grant, supporting technical assistance to improve planning, information systems, and monitoring and evaluation by the implementing agency. Also complementing the project are Norway and Finland funding technical assistance for capacity building to enhance social safety net responses to price shocks.

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A N N UA L R E P O R T 2 0 1 021

2Program


Year 2010

to the targeted beneficiaries to improve their

lives, while the GFRP and RSR supported

technical assistance and policy development

to address and prevent the effects of the

crises. Two grants approved under the Emer-

gency Window are

featured in this

report, Box 1,

Mongolia —

Community-Led

Infrastructure for

the Urban Poor

of Ulaanbaatar, and

Box 7, Djibouti —

Employment

and Human

Capital Safety Net.

2.13 The first Call for Proposals for the

new Emergency Window was made on

November 11, 2009. The demand for the pro-

gram was high, receiving a total 25 proposals

submitted for review by the JSDF Unit.

Proposals needed to meet not only JSDF

criteria to be innovative, sustainable, and

participatory in design and implementation,

but also show evidence of the impact of the

economic crisis on the targeted beneficiaries,

an aspect that proved to be challenging and

complex. After multiple reviews and signifi-

cant feedback, 13 proposals amounting to

US$37.2 million were submitted to Japan

after endorsement of both the GFRP/RSR

programs and the JSDF Steering Committee.

These proposals were submitted in batches to

accommodate a more flexible review process

that allowed staff to address the comments

provided and meet the special criteria of

the Emergency Window. Of the 13 proposals,

10 proposals amounting to US$30.4 million

were approved in FY10 (Annex 4). The

average grant amount for the proposals was

US$3 million. Each proposal was reviewed for

quality assurance and endorsed by the GFRP

and RSR program teams, and complemented

their programs by supporting direct benefits

The Afghanistan Special Program

2.14 In 2002, Japan established a special

window allocation for Afghanistan to support

the country’s reconstruction and transition

towards socio-economic stability. In FY10, one

grant of US$17.6 million was approved for the

Afghanistan Basic Health Services Package

for the Rural Poor. Two JSDF grants remained

under implementation in FY10: Support

for the Roll-out of the Second National

Solidarity Program (NSP), and Clustering of

Community Development Councils Under

the Second NSP, which became effective

in FY09. One of the lessons staff recognize

from implementing JSDF grants, particularly

in the context of post- conflict situations, is

the importance of involving the community.

A total of 24 Facilitating Partners, composed

of international as well as local NGOs and

UN Habitat, have been supporting the

implementation of the NSP.

Figure 9: JSDF Emergency Window Total Funding

Approved in FY10 (US$30.4 Million)

■ Food Security & Nutrition■ Employment Generation

& Sub-Projects■ Social Assistance for

the Elderly & Disabled

$14,510,978

$2,636,720

$13,247,200

“Japan has set a high priority

on the assistance

to the health sector in

Afghanistan. I would like to express our deep

appreciation for the

excellent work of the Ministry of Finance, the

Ministry of Public Health and the World

Bank in our joint efforts to

improve the quality of

health service in this country.”

HE SHIGEYUKI HIROKI

Ambassador of Japan to Afghanistan



Box 8: AFGHANISTAN – SPECIAL PROGRAM

Support to Basic Health Services PackageA grant for US$17.6 million, approved for Afghanistan and to be implemented through the Ministry of Public Health (MOPH) became effective on March 14, 2010. The objective of the grant is to improve the health status of the Afghan population, with a greater focus on women and children and under-served areas of the country, by increasing accessibility to and quality of the Basic Health Services (BHS) package for Balkh, Samangan and

Kabul provinces. The grant is aligned with the Afghanistan Health and Nutrition Sector Strategy: 2008 to 2013. This is jointly financed by IDA, through

the Strengthening Health Services for the Rural Poor project, by USAID, by the European Commission and other bilateral donors.

All projects financed by other donors support a set of common interventions in line with the Strategy, each with

a different geographic focus.

The Strategy supports: (i) sustaining and strengthening delivery of a basic health services package through Performance Partnership Agreements with implement-ing NGOs, (ii) training of community mid-wives and of community nurses, (iii) on a pilot basis, the contracting

of hospital services through NGOs, strengthening management autonomy and decision-making authority

in public hospitals, (iv) building capacity for the stewardship function of the MOPH including monitoring and evaluation

systems, health care financing, and communications, and (v) studies including results-based financing, demand-side financing, and

performance-based pay for community health workers.

Status: The contracted NGOs are in place and there is significant progress in expanding access to the BHS package in two provinces. In the urban sub-component, there has been progress with completion of the situation analysis in collaboration with JICA, defining the BHS package, defining implementation modality and drafting the full proposal for an urban BHS package. The program has contributed to ensuring that 85 percent of the population has access to primary health care. At least 82% of health facilities have a female health worker and almost 60% of out-patient consultations are female clients.

Sector Strategy:the Strengt

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disadvantaged groups usually living in remote,

or difficult to access, rural and marginal urban

areas, and this requires special outreach

activities and facilitation of a participatory

approach for the design and selection of

investments to be financed by the grant.

Thus, the involvement of local NGOs and other

community organizations is essential during

the design and preparation phase to secure

maximum effectiveness and sustainability.

The Seed Fund

2.15 JSDF Seed Fund grants are awarded

to Task Teams and are Bank-executed. They

assist in the consultation processes with

stakeholders and, more importantly, the

targeted beneficiaries at the local level to

ensure ownership and that communities

have selected activities which they believe

address their vulnerabilities and most

important needs. The JSDF program targets


A N N UA L R E P O R T 2 0 1 023

2Program


Year 2010

supervision missions associated with Bank-

financed projects. Of the proposals submitted

in FY10 under Rounds 29-31, 16 proposals

were prepared with Seed Funds. The 10 new

grants approved were for countries in East

Asia (4), the Middle East and North Africa

(3), Latin America (2), and Africa (1). The

seed grants for Papua New Guinea is featured

below in Box 9.

JSDF Project Sustainability Fund

2.17 In April 2009, the Government of Japan

approved an allocation of US$1 million to

establish a Fund for Facilitating the Future

Sustainability of JSDF Projects. The objective

of the Sustainability Fund is to provide a

means of transitioning JSDF project activities

to another funding source, or to support pre-

viously unforeseen activities that will facilitate

future sustainability of ongoing grant activities.

Project Sustainability grants may not exceed

US$100,000 and are to be implemented over a

maximum period of 12 months by the country

recipient or the Bank. There are three types

of activities that are eligible for financing:

I. Bridge financing to: (a) contribute to

the longer term sustainability of activities;

(b) help design an exit/sustainability/

Applications for seed grants of up to

US$50,000 may be submitted by task

teams, and grants may finance workshops,

consultant services and incremental Bank

staff travel and subsistence. An interim

progress report must be submitted within six

months of grant approval. A task team that

receives seed funding is expected to deliver a

well-developed JSDF grant proposal within

12 months of the approval of the seed grant.

The active portfolio of seed grants in FY10

was 19 grants, with 14 closing this fiscal year

The cumulative total of 112 seed fund grants

approved since inception through FY09 have

yielded 75 fully developed funding proposals,

or a 67% return which is considered

satisfactory, as not all seed fund grants are

expected to result in a JSDF proposal.

2.16 In this Fiscal Year, ten seed grants were

approved, amounting to US$490,000 (Annex

3, List of Approved Seed Grants).

This year there were fewer seed grants than in

the recent past, partly due to reduced demand

and more extensive information requested

regarding the grant design and the targeted

beneficiaries to ensure that the proposed

grant would meet JSDF criteria. Moreover,

whenever possible staff are encouraged to

conduct consultations during sector work and

JSDF P j t

Box 9: PAPUA NEW GUINEA – SEED FUND GRANTConsultations in Support of Strengthening Local Justice Systems A grant for US$49,490 was approved in December 2009, to conduct consultations with the proposed beneficiaries. The objective of the activities would be to understand the capacity of local-level justice systems, including village courts and other community-based justice mechanisms, to provide governance and dispute resolution functions in response to benefit flows, such as those proposed in community driven development operations. The consultations financed by the grant would take place in rural local level government areas in Madang, Southern and Eastern Highlands, East New Britain, Kairuku-Hiri, East Sepik, and Chimbu Provinces, and in Port Morseby. Consultation would relate to the role of local level fora, including village courts, decision making, grievance channels and conflict resolution especially, as they relate to decisions on, and use of, public goods. Discussions would include models for decision-making and grievance redress to ensure that consultation and justice mechanisms are accessible to all.



III. Workshops for implementing agencies

whose project is expected to close in about

a year, aimed at providing training in how

to design a communications package to

present the results of the project to potential

financiers such as other donors.

2.18 In FY10, one grant was approved to

Egypt for the sustainability of the Early School

Drop Out and Child Labor Prevention Sustain-

ability Project. To date, three Sustainability

grants have been approved. Box 10 summa-

rizes the grant objectives and activities.

replicability/capacity building strategy that

would depend on a follow-on grant under

other auspices; and (c) enable a transition to

another funding source;

II. End of project reviews to ensure a proper

hand over of project activities to beneficiaries,

that may involve: (a) evaluating project out-

comes in relation to objectives; (b) identifying

corrective measures; and (c) ensuring that

lessons learned are documented and/or

incorporated in subsequent activities in the

event that activities will be replicated; and

Box 10: EGYPT – SUSTAINABILITY GRANT

Early School Dropout and Child Labor Prevention

A grant of $100,000, was approved on May 7, 2010 for the Ministry of Family and Population

(MOFP), to consolidate the results of the JSDF Child Labor Project and to mainstream the policy

recommendations across relevant sectors to form a basis for addressing the child labor phe-

nomenon nationwide through full participation of the relevant line ministries and civil society.

Building ground for sustainability would

require working with several ministries

before the project could be put forth for

nationwide scale-up. The grant included five

activities: (i) assisting the Ministry of Social

Solidarity to adjust funding to allow families

to keep children in school, and to address

child labor through sensitization workshops,

(ii) developing institutional arrangements

and financing, in coordination with the Ministry of Education, to integrate social workers

as school administrative personnel to identify students at risk of early dropout and help

identify children below the poverty line who could be considered for fee waiver, and

establish a unit for dropout prevention to work with families and the at-risk children

to identify mechanisms to keep them in school, (iii) work with the Ministry of Labor to

revise the child law to include agriculture work as a hazardous form of labor and develop

criteria for granting business licenses which forbid the employment of child labor and

strengthen the inspection system to rescue child laborers from abuse while imposing fines

on the employers, (iv) work with the Ministries of Investment, Finance and Agriculture on

introducing various legislation and tax exemptions to curb employment of child labor and

to be enforced through various community and employer participation mechanisms and

implemented by the MOFP, and (v) Build capacity to sustain the M&E system established

under the Project for MOFP personnel, local organizations and primary stakeholders.

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and financing in coordination with the Ministry

To mark the JSDF project’s achievements, Egypt hosted a workshop titled

“A Future without Child Labor: Policy

Options and Economic Costs.”


A N N UA L R E P O R T 2 0 1 025

2Program


Year 2010

2.20 The first grant in FY10 for US$200,000

is being awarded to the Paraguay Financially

Self-Sufficient School Project for scale up of

the program in the five countries where it is

being piloted: Bolivia, Ecuador, El Salvador,

Nicaragua, and Paraguay. This project was

selected for its financially independent approach

as it features 100 percent cost recovery.

Working with Civil Society

2.21 The JSDF program encourages the par-

ticipation of NGOs and CSOs in the planning,

preparation, and implementation of grants.

Experience suggests that high quality NGOs can

reach the poor in ways that government projects

cannot. Under the JSDF, an NGO/CSO can be

both the recipient and the implementing agency,

although sometimes, depending on a country’s

laws or a government’s preference, a governmen-

tal agency is the recipient and the NGO/CSO the

implementing agency. Implementation may also

be carried out jointly by an NGO/CSO with the

recipient government. Although central govern-

ments may act as recipients and pass-through

agents for the funds, the JSDF prefers to have

local governments act as implementing agencies.

2.22 Under the Regular Program in FY10, 12 imple-

menting agencies (48% of the total) were NGO/

CSO entities, while two were joint implementation

arrangements. In addition, five of the 11 grants with

government recipients identified NGOs to be

subcontracted to implement selective components.

Annex 5 lists the names of Implementing Agencies

for Regular Grants approved in FY10. Table 2

presents the breakdown of regular program

grant approvals by type of implementing agency.

Global Development Network (GDN) Collaboration

2.19 In 2010, at the request of the Ministry

of Finance of Japan, the World Bank and GDN

entered into a new five-year collaboration

agreement to provide additional funding

through JSDF to eligible winners of the Most

Innovative Development Project (MIDP)

program, or runners-up who meet certain

criteria. Launched by the World Bank, GDN is

now an international organization of research

and policy institutes promoting knowledge

for the purpose of development, based in

New Delhi, India. Since 2000, the MIDP Award

has been one of the categories of the annual

Global Development Awards and Medals

Competition organized by GDN, providing

prizes in cash and travel for three institutions

which present the most innovative, replicable

and sustainable examples of ongoing develop-

ment projects. The additional financing would

support innovative projects in two ways:

■ JSDF would proactively explore the

potential for winning or short-listed proposals

to benefit from full JSDF grants under

its Regular Program, and

■ In the case that the winning proposal

is not deemed eligible for a full JSDF

grant, the winning organization could

receive an additional grant of up to

US$200,000, subject to approval of a

supplementary grant proposal by GDN

and JSDF.

In the latter case, GDN will be responsible

for disbursement of the additional grant and

supervision during implementation. JSDF

will also support GDN’s administrative and

supervision costs by providing an additional

15% of the grant for such purposes, which

would include maintaining accounting

records, preparing progress reports, and

having financial records audited.

Table 2: REGULAR PROGRAM NUMBER OF GRANTSAPPROVED BY IMPLEMENTING AGENCY TYPE

FY05 FY06 FY07 FY08 FY09 FY10 TOTAL

Government 13 4 8 4 11 11 51

NGO/CSO 15 5 11 9 15 12 67

Joint Govt/NGO/CSO 2 2 1 0 0 2 7

TOTAL: 30 11 20 13 26 25 125



Case Study: Thailand — Legal Aid Services for Poor and Vulnerable People Affected by the Tsunami

2.26 The tsunami and its aftermath raised

a wide range of legal issues, big and small.

Many of the tsunami victims were fishermen

or low-income islanders who had rarely had

any contact with government prior to the

disaster. Some of them were without birth

certificates or marriage registrations.

Many of the survivors were also children and

women, the more vulnerable groups of the

2.23 One of the important roles of the

JSDF has been to promote the engagement

of NGOs/CSOs and local governments as

implementing agencies, to complement

Bank operations which benefit mainly

central government programs. The majority

of proposals submitted under the Regular

program, in Rounds 29-31, featured NGO or

joint government-NGO implementation.

However, under the Emergency Window,

and largely reflecting the need to deliver

services through entities already engaged

in Bank-financed operations 70% of the 13

proposals prepared in FY10 had government

implementing agencies, three had NGOs,

and one was jointly implementated.

The JSDF Active Portfolio in FY10 – Grants Under Implementation

2.24 In FY10 the active JSDF portfolio

included 106 recipient grants, with a value

of US$180.4 million. This includes newly

activated grants, or those closing during FY10.

Progress reports prepared by Task Teams

reported the following ratings for expectation

of achievement of development objectives:

88% rated in the Satisfactory range, while 11%

rated in the Unsatisfactory range.

2.25 From the active portfolio of 106 grants,

20 grants were completed during the year,

totaling US$25.3 million. A separate report

is prepared summarizing the results for each

project completed. The results and lessons

learned from two grants completed in FY10

are featured below: Box 11: Thailand Legal

Aid Services for Poor and Vulnerable People

Affected by the Tsunami (TF055621), and Box

12: India Panchayat Decentralization in Tamil

Nadu (TF52880).

Box 11: THAILAND CASE STUDYJSDF Grant Amount: US$1.8 million.

Implementing Agency: The Asia Foundation

Rating at Completion for Development Objective: Highly Satisfactory

Implementation Period: January 31, 2006 – December 10, 2009

Grant Objective: To support the efforts of poor and vulnerable persons affected by the 2004 tsunami to rebuild their lives through the provision of legal and related services.

Grant Activities: (ii) Provision of Sub-grants to selected legal service providers and to beneficiaries to enable them to access legal and related support services;, (ii) Legal outreach to communities through skills training programs to legal service providers for needed services to tsunami victims, (iii) Public awareness campaigns through radio, television and publications on the availability and purpose of legal aid, (iv) Provision of civic participation training to affected communities to build their capacity to address their legal and related needs, (v) Outreach to women and children through sub-grants, and (vi) Social support, including counseling services by social workers and psychologists and accompa-nied visits to medical services.


A N N UA L R E P O R T 2 0 1 027

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Year 2010

population in many societies. There were

many unmarried couples with children which

resulted in child custodian and adoption

issues and disputes which required legal

solutions. Many also needed help resolving

land disputes or simply filing for government

restitution. Over the life of the Project,

legal and related services were provided to

approximately 10,000 poor and vulnerable

individuals affected by the tsunami. These

people were in communities in Ranong,

Phangna, Krabi, and Satul. The Center

covered a wide range of issues requiring

legal assistance, such as declaring someone

dead or missing, appointing the custodian of

a child orphaned by the tsunami, prosecuting

a child’s rights violator, and claiming owner-

ship of property. It also helped the victims to

receive financial assistance or compensation

to which they were entitled, as promised by

the Government.

Implementation Experience and ResultsThe Asia Foundation, established in March

2006 with grant resources, the Tsunami Rights

Legal Aid Referral Center (T-LAC) in Krabi —

a town within the affected area. T-LAC was

headed by a lawyer, supported by paid

paralegals and trained volunteers including

persons with expertise in related services

needed to enable clients to make effective

use of the legal assistance and advice offered

by T-LAC. These services included social,

medical and psychological assistance.

T-LAC assisted approximately 10,000 clients

during the course of the Project. In addition

to assisting people who came to the head

office in Krabi, T-LAC staff organized

numerous workshops in various communities

to identify and train volunteers who in turn

assisted clients in those communities with

basic legal and related issues. They referred

more complex issues to T-LAC which then

referred cases to pro bono lawyers as needed.

The Task Team had the opportunity to

observe this process at the community level

as part of a supervision mission and was

struck by the ease with which volunteers

were able to penetrate the communities with

the assistance of local leaders. T-LAC clients

received a wide range of free legal services

and counsel, such as assistance related to

(i) obtaining legal guardianship of orphaned

minors, (ii) asserting rights over properties

of relatives killed or lost in the tsunami,

(iii) applying for documentation lost in the

tsunami; and (iv) procuring DNA evidence

needed to receive benefits and assert rights.

■ DNA Testing. The highest number of cases

involved DNA testing, followed by applications

for statutory death certifications regarding peo-

ple missing in the tsunami, and then appoint-

ment of guardianship for children orphaned

by the tsunami. The DNA testing program

addressed the problem of people in remote or

very poor tsunami-affected areas who were

■ Outreach of Legal Services. T-LAC also

took its services to the community through

legal aid workshops and a mobile legal aid

clinic which traveled into villages to give

direct assistance on issues that were more

complex than the volunteers could handle.

This reduced the necessity of clients travelling

to Krabi. A door-knock campaign enabled

T-LAC to reach the most isolated potential

clients who were unable or unwilling to come

to the workshops or the clinics for assistance.



unregistered as Thai citizens, or who had

lost their registration IDs in the floods. The

center collected DNA samples from over

1,000 people and collaborated with a govern-

ment scheme to provide legal status to them

as appropriate. Without an ID card, these

people, most of whom were not ethnic Thai,

were not eligible for government assistance

offered after the tsunami; nor were they

able to continue their education or seek

legal employment. DNA testing also allowed

survivors to prove relationships for the

purposes of inheritance to people who had

died in the tsunami.

■ Legal Training. T-LAC provided training

for over 500 paralegal volunteers, organizing

workshops on specialized topics (such as

DNA and naturalization). For example, a

Civic and Legal Education Workshop was

conducted for the Moken sea gypsies, who

are among the hardest-to-reach and most

in-need groups. They had little understanding

of their rights or the legal process and often

did not speak Thai. Five other Civic and Legal

Education Workshops catered to the youth

in tsunami-affected areas. During these

workshops, T-LAC recruited teenage

paralegal volunteers and assistants to

reach out to the younger population in their

communities and schools. Civic Participation

and Local Governance workshops were held

to deal with the overall problems faced by

communities as a whole, and to coordinate

possible ways of tackling them.

■ Special Assistance to Women. The Project

also supported the Women Lawyer’s Associa-

tion of Thailand which focused on women,

who were reluctant to be assisted by male

lawyers, and their dependants. Multidisci-

plinary support was integrated into the other

components and provided as an integral part

of those activities. The Women Lawyers Asso-

ciation of Thailand provided legal advice and

assistance to a total of about 1,000 women.

■ Training of Paralegals. About 124 volunteer

paralegals were trained, 25 of whom now

work without supervision of a lawyer. They

not only helped T-LAC fulfill its mandate, they

were able to empower themselves and their

communities through their improved knowl-

edge of legal rights. This young cadre will

be able to continue to help others in the

community, helping with sustainability of

services introduced under the project.

Volunteers from within the communities

were trained in resolving, or referring, as

appropriate, legal and related social, psycho-

logical and medical issues. The law was thus

made more accessible to beneficiaries, and

expertise was left in the community. Project

activities were sustainable, and there was

a sense of ownership and empowerment

among the beneficiaries, both those who were

trained as volunteers, and their neighbors

and relatives who knew and trusted them.

The majority of issues were administrative

and required nurturing and maintenance of

excellent relationships with local government

officials. This was very successfully achieved.

■ Impact on Government Policy. The

Government of Thailand and the Law

Society of Thailand incorporated this

method of delivery of legal and related

services into their legal aid policy and/or

practices. The government and the Law

Society were also made aware of legal and

related issues paramount to the lives of

isolated poor and vulnerable populations.

■ Impact on Knowledge Exchange.

There was substantial knowledge sharing

and exchange of ideas between communi-

ties through workshops, and from the legal

staff to local volunteers and subsequently

to members of the community.

Fada Jundang, a tsunami survivor herself, joined the Legal Aid Center

to help other tsunami survivors

protect their rights. The tsunami had

destroyed her father’s boat and her mother’s food

shop, as well as her house near Ao Ton Sai pier

on Phi Phi Island. Around 50 of

her relatives were killed, and many of her younger cousins became orphans because of the tsunami.


A N N UA L R E P O R T 2 0 1 029

2Program


Year 2010

Lessons Learned: Where legal experts are scarce, especially

in emergency situations, creating a cadre

of paralegals makes it possible to provide le-

gal aid to thousands of people. To achieve, the

T-LAC trained volunteers to serve as parale-

gals (Lawyer’s Assistant). During the training,

T-LAC staff members introduced the volun-

teers to the basic law and specific legal rights

of the tsunami victims. Volunteers also learn

about the legal aid provided by the Center,

and data collection as well as interview tech-

niques. After completing the training, they

went to the tsunami-affected communities

to run the “door-knock” campaign, a door-

to-door operation to identify the survivors in

need of legal aid.

Providing Legal Triage helps save a substantial

amount of resources — money, time, effort,

providing basic triage assistance at the local

level, through their trained community parale-

gals, only referring complex cases to lawyers.

Training community-based volunteer parale-

gals helps sustainability. Project activities

became sustainable as they will continue

to be carried out by community based

volunteer paralegals. This mode of delivery

empowers the communities, and promotes

a sense of ownership.

Case Study: India – Decentralization to Village Governments in Tamil Nadu (“Panchayats”)

2.27 Decentralization in India is very

important to achieve poverty reduction. India

amended its constitution in the early 1990s

to strengthen decentralization and local

governance, and all Indian states, including

Tamil Nadu, have subsequently reinforced

their commitment to decentralization

through State Panchayat (village community

governance) Acts. However, much remains to

be done to build the capacity of Panchayats —

which are by-passed by most government

programs. The Government of Tamil Nadu

state has implemented a series of reforms

to develop stronger and more inclusive

Panchayats. The JSDF project supported this

effort by piloting a new way to deliver basic

services to the rural poor by shifting from the

traditional use of government agencies

or NGOs to one where the Panchayats are

in the driver’s seat. The project drew on

experience elsewhere in India and abroad,

which demonstrated that decentralized

systems could provide better and more rapid

benefits to the poor and most vulnerable.

Box 12: INDIA CASE STUDYJSDF Grant Amount: US$595,140

Implementing Agency: Tamil Nadu Corporation for Development of Women and Disadvantaged Persons

Rating at Completion for Development Objective: Satisfactory

Implementation Period: March 11, 2004 – December 31, 2009

Development Objectives: The objectives of the Project are to: (a) better understand and build capacity of local governments (panchayats) in village planning, financial management, community based targeting, budgeting, and public administration, and the role that self help groups and other community groups can play to make these processes more equitable; and (b) support selected pilot local governments to prepare and implement development plans with a focus on improving the delivery of services.

Grant Activities: (i) Training and capacity building of local govern-ments and community organizations in the areas of participation, inclusive village planning and budgeting, resource mobilization and financial management, community based targeting and overall pub-lic administration, (ii) A Livelihood Fund for four selected panchayats to co-finance their panchayat develop-ment plans which prioritize investments needs; and (iii) Vulnerability reduction through an allocation of funds to local governments (and their social welfare subcommittees) to focus on two particular groups of vulnerable people — child laborers and disabled people.



Implementation Experience and Results

A consultation process involving local

governments, civil society, and the private

sector was used to design a project that

integrates three key components:

1. Livelihoods Focus

■ Village communities were introduced to

new income generating opportunities and

provided substantial technical and financial

assistance to improve the productivity of

existing skills, assets.

■ Partnerships and tie-ups with the private

sector, research institutions and other

agencies were also established to provide

technical know-how, product development

and market linkages.

■ Access to savings, credit and insurance

services was strengthened to help build

financial assets and mitigate risks.

2. Incentives for Pro-poor Local Governance

to encourage Panchayats to:

■ improve their governance by becoming

transparent and accountable to their

community members;

■ respond to the needs of the poor by effec-

tive identification of the most vulnerable; and

■ provide support to the Village Poverty

Reduction Committees (VPRC) to implement

the VPRC Fund efficiently and in accordance

with the agreed rules and procedures.

3. Community Driven Development

Approach (CDD)

The project followed the CDD approach

where village communities identify their own

needs, design and plan the interventions,

implement the plans and monitor them,

embracing five principles:

■ Inclusion – a focus on the very poor and

disadvantaged sections of the community

(differently-abled, widows, destitute and other

vulnerable people). In all, 90 percent of the

project benefits were to flow to the poor and

the disadvantaged sections of the community.

About 60 percent of the village funds were

to flow to the very poor.

■ Equity – a focus on women – they were

to play a determining role in all community

organizations promoted and in decision-

making process related to project activities.

■ Participation – to ensure the participation

of all the primary stakeholders, adequately

represented by target poor, differently-abled

and most vulnerable and youth in all project

activities. All activities and programmatic

decisions of the project at the village were

to be based on participatory processes

involving at least 60 percent or 1/3 of the

target population.

■ Facilitating Style – the project functionar-

ies, representatives, resource organizations

and support staff were to maintain the true

spirit of community driven development

across all the activities, processes and adopt

an enabling style so as to ensure self help

and transfer of control to the community.

The project was to trust in the capacity of

the poor to undertake, control and decide

on all the activities of the project.

■ Transparency and Accountability.

All activities in the project were to ensure

transparency and downward accountability.


A N N UA L R E P O R T 2 0 1 031

2Program


Year 2010

Lessons Learned

Communications is critical to the successful

implementation of a participatory project.

Every VPRC received intensive training on

the project and its core principles, and the

members then created materials to inform

the rest of the village about the project

as well as any decisions made on specific

development interventions. These materials

were posted on walls throughout the village,

and posters and placards were used to explain

the project’s principles, the beneficiaries,

and other information about project rules

and processes. This community-based

communication contributed greatly to the

atmosphere of transparency and ownership

that surrounded the program.

Identifying the poor is not a straightforward

activity and can be facilitated through the

participatory identification of the poor (PIP)

method. Development projects in India have

long used the “Below Poverty Line,” or BPL

list, to target their interventions to the poor.

However, close collaboration with villages in

the JSDF pilot showed that poverty is a more

nuanced condition and that BPL lists alone do

not necessarily identify those most in need.

The pilot used the PIP method to enhance

the targeting of benefits. In the PIP process,

trained facilitators worked with the entire

village in a public meeting to physically map

out the village, with the villagers determining

who the poorest among them are — e.g.

family members with disabilities, widows,

those with no land, no house, etc. The

village households were ranked in this public

meeting using the villagers’ own criteria. This

information was then posted publicly for

a number of days to give villagers time to

respond to the findings. Finally, the list was

presented and voted on in the Gram Sabha

(Village Council). This transparent mechanism

helps reduce disputes over the assignment

of project benefits and further reinforces

everyone’s understanding of the program’s

rules and goals. The PIP has been so effective

that other government programs, like the

Old Age Pension Scheme, now recognize the

village PIP lists as better targeting tools than

their own BPL lists.

Disability and poverty are closely linked. The

PIP process highlighted

that households with

disabled people were

among the poorest in

any village. The disabled

in rural areas have

few if any services, and

awareness of services

that are available is also

very low. In response,

the VPRC developed an

entire initiative targeting

the disabled and linking

them to government and NGO services. The

villages have hosted “fairs” where villagers

can have their hearing and eyesight checked,

linked crippled villagers to programs to get

wheelchairs, and identified school programs

for the intellectually challenged. Moreover,

VPRCs have helped the disabled form their

own self-help groups to begin savings and

thrift activities, and have given priority to

helping disabled villagers establish income

generating activities that are within their

ability to manage and that give them not only

income, but improved status in the village.

Youth are important targets for develop-

ment programs. The JSDF pilot villages

saw increased involvement of both women

(a planned target group) and youth (an

unplanned target group) in project activities.

In fact, youth emerged as an important

interest group in village development.

y



and participate in grant signing ceremonies,

normally taking place in the World Bank’s

local country office. For Rounds 29-31, 44

grant proposals were received by the JSDF

Unit, amounting to US$102 million, out of

which 19 proposals, or 43%, were found to

meet program criteria and were subsequently

submitted to the Government of Japan for

approval. In FY10, Japan approved 25 proposals

under the Regular Program, including propos-

als that were pending from Rounds 24 through

27 as issues were resolved. Round 31 proposals

were submitted to Japan in FY11, and approv-

als are expected in late 2010. Proposals are

submitted to MOFA through the Bank’s Office

of the Executive Director of Japan, whose staff

is also responsible for oversight of the program.

Consultation meetings between the MOF and

CFPTO/JSDF Unit also take place periodically

through video conference, and at an annual

consultation meeting in Tokyo.

2.29 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 improving alignment

and country ownership. Communication

efforts have been sustained to ensure

that Japanese counterparts are informed

regarding JSDF projects in the pipeline and

as individual project grants are approved.

Collaborative meetings between Bank project

teams and JICA representatives take place

regularly during the grant design stage, in

particular, during stakeholder consultation

workshops financed through JSDF Seed

Funds. Japanese counterparts are openly

invited to participate in progress review mis-

sions and knowledge sharing events.

Livelihoods opportunities for the rural

poor must extend beyond agriculture.

The project’s skills development program

was very successful at identifying jobs and

training opportunities outside the farm sector

for villagers, especially youth, who were

unemployed or underemployed. Over 26,000

youth received training, with many being

placed in good paying jobs in construction,

garment manufacturing, light and heavy

vehicle operation, auto maintenance and

computer manufacture. The opportunities

created through programs can have long-

term effects on families’ income prospects.

Consultation Activities with the Government of Japan

2.28 All JSDF grants are reviewed and

approved by the Ministry of Finance (MOF)

of Japan, in consultation with Japan’s Ministry

of Foreign Affairs (MOFA) and the Japan

International Cooperation Agency (JICA).

Japan’s internal review supports harmoni-

zation to avoid duplication and enhance

development and aid effectiveness to achieve

lasting results. Accordingly, the Embassy

of Japan in the recipient country and JICA

country representatives are extensively

consulted during the grant design phase



3.01 The JSDF portfolio continues to produce

valuable lessons that are being captured and

disseminated by the JSDF Unit in collabora-

tion with Bank Task Teams and beneficiaries.

These lessons can improve the mainstreaming

of tested innovations, influence project design

and contribute to the body of global knowl-

edge on community development, both

generally and in the context of specific tech-

niques and approaches. In FY10, the JSDF

team supported knowledge dissemination

through five activities: 1) the compilation of

a database of completed JSDF projects and

related documents that has facilitated analysis

of the portfolio; 2) a JSDF knowledge dissemi-

nation event in Tokyo open to Japanese NGOs,

academia, and the public; 3), launching of

Good Practice Notes (GPN) series; 4) presen-

tation of lessons learned in a review of JSDF

grants closed in FY08-09 based on a portfolio

of 57 completed grants during that period;

and 5) renewal of the external/internal JSDF

website to improve the presentation and

content of program knowledge and adminis-

tration (see http://www.worldbank.org/jsdf).

Database of JSDF Completed Projects

3.02 In FY10, 20 grants were completed

and are being added to the JSDF database

of closed projects. For each grant approved

under the program since its inception ten

years ago, the database includes basic data,

component description and results, the origi-

nal funding proposal and completion report

and any evaluation reports. The database has

facilitated analysis of the JSDF portfolio and

provided a central store for the accumulated

knowledge contained

in the reports. The

database is also to

be made available

to the public through

the new JSDF website.

JSDF Knowledge Dissemination in Tokyo

3.03 In FY10, Japanese government offi-

cials, representatives from Japanese NGOs,

academia, and the public, participated in a

one-day conference held at the Bank’s Tokyo

Development Learning Center to dissemi-

nate knowledge about JSDF project results.

University students in Japan also participated

through video-link. The event showcased

best practice JSDF projects which had made

a positive impact on communities and the

lives of the poor in developing countries, and

offered an accumulated, rich body of knowl-

edge and lessons learned from their imple-

mentation. During the event, the Bank also

recognized the generous and continued sup-

port from the Government of Japan towards

poverty reduction, through the JSDF.

3.04 A highlight at the Conference was

the keynote speech by the Vice-Minister of

Finance of Japan, Mr. Rintaro Tamaki, also

known as the ‘father of the JSDF’, who played

a key role in designing JSDF at the end of the

1990s, while serving as Alternative Executive

Director at the World Bank. Mr. Tamaki noted

that, when JSDF was established, “most of

the Asian countries were suffering detrimental

impacts from the Asian crisis, particularly in 33

JSDF Knowledge SharingChapter 3

Reception and JSDF Project

Booth Displays at Tokyo

Knowledge Dissemination

Seminar


3JSDF Knowledge Shar ing

regional knowledge-sharing workshops

organized by JSDF, in collaboration with

the Global Development Learning Network.

The four projects had been selected as

best practices, to disseminate knowledge

to development partners and practitioners.

These regional events had broad reaching

national and international participation,

including Japanese local representatives,

bilateral donors, and NGOs.

3.06 The Tokyo event was very well received,

with many positive comments and apprecia-

tion expressed by participants. Project

presentations were followed by questions

and answers from Japanese constituents. The

Tokyo event included a JSDF photo exhibition

along with crafts and other items produced

through JSDF projects, for example, the

Making Globalization Work for the Poor in

India helping rural sari producers and artisans.

The conference itself was carried out in six

languages — Japanese, Arabic, English, French,

Indonesian, and Spanish — presenting a global

outreach through Japan international aid.

JSDF Good Practice Notes (GPN)

3.07 One of the key features of the knowl-

edge dissemination strategy for JSDF was

the introduction of the Good Practice Note

series, encapsulating in a four-page brief the

key features of the participatory design of a

JSDF project, its implementation experience,

and sharing the lessons learned and results.

The GPNs carry the new banner introduced

for the program on the occasion of its tenth

anniversary In October 2009 during the

Tokyo JSDF Conference, the first Good

Practice Note was released. Three GPNs

were prepared in FY09 for Vietnam Early

Child Care and Development, Sri Lanka

Village Self-Help Learning Initiative, and

Senegal Social Development Fund.

social services” and thus the Government

of Japan and the World Bank “pursued the

idea to establish a new grant fund to support

innovative social programs for the poor and

the vulnerable.” Reflecting on his experience

with early JSDF projects, Mr. Tamaki stressed

that the JSDF continues to meet assistance

needs by being flexible, innovative, and

inclusive, and is thus responsive to emerging

economic and social conditions.

3.05 The Tokyo conference was attended

by representatives of four successful JSDF

projects, who presented the challenges

they encountered reaching the poor, and

highlighted results they achieved in their

projects: 1) access to law and justice for

indigenous groups in Ecuador, 2) preventing

child labor in Egypt, 3) participation and civil

engagement in post-conflict reconstruction

in Senegal, and 4) empowerment of women

head-of-household in Indonesia. Beneficiaries

from these projects gave moving testimonials

that spoke to the impact of the projects on

their lives and their communities. The local

implementing agencies and Bank Task Teams

for these projects were presented with a

certificate of achievement recognizing their

project’s impact on the targeted beneficiaries.

Presentations in Tokyo built on the knowledge

gathered in 2008-09, through four in-country

Steff

en J

anus

, WB

I



Introduction

4.01 The occasion of the tenth anniversary

of the establishment of the JSDF provides an

opportunity to reflect on the unique nature of

the Program, take stock of its achievements,

and better understand the enduring and

continuous demand for its support. Ten years

of experience and an increasingly robust set

of evaluations and knowledge products is

revealing the inherent nature and impact of

the Fund with regard to vulnerable people

in Asia and beyond. This material not only

provides a deeper understanding of the

unique nature and impact of the JSDF,

but also provides reassurance on how the

program has contributed to the theory and

practice of human security as first articulated

in Japan over ten years ago. The State

Secretary of Foreign Affairs of Japan, Mr.

Koichi Takemasa, recently reaffirmed the

goals of the theme of Human Security on the

occasion of UN Day on — “Human security

focuses on each person. It aims to protect

human lives, livelihoods and dignity through

empowerment of both individuals and

communities so that they can fully realize their

rich potential, and protection of people from

various threats, including conflicts, poverty,

landmines, drugs and infectious diseases. The

goal is “to establish a society where each and

every person’s life matters, a society in which

people view others’ happiness as their own.”

4.02 Established in June 2000, the original

objective of the JSDF was to provide grants

to assist communities affected by the Asian

financial crisis. The crisis had increased the

vulnerability of many of the region’s poor

to hunger, disease, homelessness and the

surge of abject poverty. Over the years, while

the Program has evolved and responded to

emerging priorities, it has always maintained

its core focus and principles. Since inception,

the JSDF has awarded 261 recipient grants for

a total of US$421.5 million to communities

in 69 low-income and lower-middle income

countries primarily in Asia, covering East Asia-

Pacific and South Asia Regions, and Central

Asian countries. Hundreds of thousands of the

poorest and most vulnerable have had their

lives improved and had their voices heard in

decisions that affect their wellbeing.

Unique by Design

4.03 One of the requirements of JSDF is that

it support innovative approaches to reach

out to the most vulnerable not reached by

other programs and to help them address

their vulnerabilities (see Box 13). These goals

are embodied in the design criteria used in

projects, namely identifying and targeting

the most vulnerable, involving communities

in the design and implementation of projects,

employing NGO’s that are committed to the 35

The Goal of Human Security

“To establish a society

where each and every

person’s life matters,

a society in which people view others’ happiness as their own.”

Taking Stock — 10 Years of JSDF AchievementsChapter 4


4Taking Stock — 10 Years of JSDF Achievements

the JSDF approach to social development

and its impact on vulnerability. In the most

abstract sense JSDF is really about “human

security.” Many if not all JSDF grants address

and contribute to the human security of

the beneficiaries — members of vulnerable

groups or communities. By definition, actions

to reduce vulnerability, in effect, raise human

security. While poverty alleviation is a much

more widely used objective of development,

human security is an equally enduring and

important objective of social development.

Unfortunately, the past financial crises were

not unique in negatively affecting the human

security of the poor. During the ten years of

the JSDF, human factors and natural disasters

have continued to affect and possibly increase

the vulnerability of the poor. The record

of ten years of achievements suggest that

JSDF fulfills the unique role of protecting

and/or improving the human security of

vulnerable people and groups. Importantly,

while it could be said that other poverty

alleviation, social development, education

and health projects also contribute to

human security, the experience with JSDF

grants shows that rather than doing this in a

piecemeal, isolated, or reactive manner, JSDF

goals of the project and to the beneficiaries,

and holding local government to their re-

sponsibilities vis-a-vis the communities. The

design of an innovative project is not, how-

ever, viewed as a sufficient criterion as JSDF

projects also require that communities use the

grants to acquire the capacity to help them-

selves by being active participants in society,

and by assuring better access to resources

or capital, or generating improvements in

income, among others. Commonly, NGOs as-

sist with the necessary capacity building and,

if appropriate, with the development of local

groups, organizations or institutions to retain

the acquired capacity and put it to work

for the benefit of community members.

This focus on targeting the most vulnerable,

piloting innovative approaches, bringing

direct benefits to communities, on building

community capacity and sustainability and

on the virtues of scale-up and replication

uniquely identifies the JSDF and distinguishes

the Program from the majority of small-

medium grant making mechanisms.

4.04 While the uniqueness of JSDF is mostly

seen in terms of these design aspects, much

less has been said about the alignment of

Box 13: REACHING GROUPS BANK LENDING DOES NOT REACH

In Cambodia the World Bank was providing IDA credit support to a national Education program. A locally operating NGO observed that the schools being built with IDA support had no facilities for handicapped children, although it was well known that these were numerous, many of them disabled through landmines left over from past conflicts. The NGO received a JSDF grant specifically aimed at providing access to Education for handicapped children.

In Ethiopia, a Bank loan was under preparation to upgrade electric generation and transmission for Addis Ababa. The Bank Task Team Leader (TTL) observed that most of the energy consumed in Addis Ababa came from firewood, and that hundreds of desperately poor women trekked daily into the hills around the city to collect firewood and carry it on their backs to the city for sale. These women were exploited by forest guards, their health was undermined by the weight of their daily loads, they faced child-care issues and their incomes were tiny. The Government and the Bank did not wish to add a component to the loan to support a part of the energy sector which would not generate revenue to support loan repayment, so the TTL developed a JSDF proposal to address the needs of women wood carriers.


A N N UA L R E P O R T 2 0 1 037

4Taking

Stock — 10 Years of JSDF

Achievements

of economic productivity and social capital.

The Bank’s 2007 World Development Report

featured youth and development, noting

that 1.3 billion young people are now living

in the developing world — the largest ever

youth group in history, with young people

making up nearly half of the ranks of the

world’s unemployed. Training and job creation

are of essence for youth to be active citizens,

while failure to do so could lead to wide-

spread disillusionment and social tensions,

and a missed opportunity for surging

economic growth and poverty reduction.

Jordan and Moldova are two examples of

countries where

JSDF invested

in at-risk-youth.

4.07 The objective of the Jordan Integrating

At-Risk Children into Mainstream Society

grant was to build capacity of community-

based referral and partner organizations,

including NGOs, to help reintegrate youth

at risk (aged 10-18) into mainstream society.

Two innovative approaches were used to

respond rapidly to the children’s needs: a

mentoring approach that provided a means

of advocacy for children and also recreated

a supportive and effective social linkage for

them outside of the government structure,

and a bottom up mainstreaming process

addresses human security in a comprehensive,

multi-sector manner. This has brought forth

dividends not only in terms of results on the

ground, but in the sustainability of these

results and the replication of tried and tested

ideas in other circumstances.

Targeting the Poorest and Most Disadvantaged

4.05 When proposals for JSDF assistance

are reviewed by the Bank team, a standard

rule-of-thumb is that “targeting the poor” is

not a sufficient rationale for JSDF program

funding. The World Bank’s fundamental

objective is to fight

poverty and this

objective should

be at the heart of

everything the Bank

does. JSDF aims to

complement Bank-

financed and other

government or donor’s

programs by reaching out to groups who

are on the margin of society and who, as a

result, may have been excluded from broad

poverty alleviation efforts or existing govern-

ment programs. Rather than simply providing

assistance or integrating these groups into

the existing programs, JSDF uniquely seeks

to include them, to empower them to achieve

their human potential. Examples abound of

cases where this approach has not only ben-

efited the target groups but where society in

general has been enriched (see Box 14).

4.06 Some examples illustrate the work of

the JSDF involving two vulnerable groups.

Youth are considered a vulnerable group due

to the social and institutional barriers they

face, their lack of assets and capital and their

exclusion from decision-making. Unemploy-

ment and alienation can lead to poverty, loss

c

J

i



provided business training, assisted in the

design and implementation of a business

plan, and rewarded the best candidates

with an equity building grant to serve as

collateral in order to link the beneficiaries

to the formal financial sector and thus

ensure sustainability. Ultimately the JSDF

grant facilitated the creation of 143 business-

es throughout 17 rayons (districts).

that helped change the institutional and

social environment of at-risk children.

A unique feature was the involvement of

former “street kids” in planning and delivery

of services and activities. The pilot exceeded

its expected outcomes, offering mentoring to

over 12,000 youth and diversifying the train-

ing and employment opportunities of around

100,000 school dropouts.

Box 14: BRINGING DIRECT BENEFITS TO THOSE MOST IN NEED

On the coast of Tanzania inshore marine resources are threatened, and the livelihoods of inshore fishermen at great

risk. A JSDF project has been providing them with micro-finance based assistance to establish fish farms, sea-weed

growing enterprises, tourist attractions, catering ventures, small retail stores and other income diversification

opportunities, while at the same time sensitizing them to the need to manage in-shore marine resources if these

are to return to a sustainable exploitation level.

In Tamil Nadu, in south-east India, a JSDF project targeted the poorest people, in the poorest villages, in the poorest

Districts of the State. When participatory village level enquiries looked into the characteristics of the very poorest it

was found that their destitution was often associated with medical issues including physical or mental disability or

hearing or sight loss. The project arranged for “medical camps” where physicians were brought in for a short period

to address the medical needs of all the most destitute in the target villages. This provided a cost-effective approach

which gave many poor people hearing aids, spectacles, prosthetic limbs or other treatment for the first time.

In Kenya, a local NGO proposed a project to address the needs of unemployed young people through a competitive

grants program. The NGO itself invited applications from youth groups for projects to benefit their members, and

found itself deluged with requests. As a result it was able to choose only the best proposals, and supervise grants to

organizations such as the Kenya Union of the Blind, helping blind young women to develop independent living skills

and set up their own businesses, and to environment volunteers to strengthen their forest conservation efforts.

4.08 The Moldova Youth Socio-Economic

Empowerment through Inclusive Business

Development and Innovative Social Service

Delivery grant, in addition to undertaking

activities at the country’s youth centers similar

to those used elsewhere (e.g. Turkey), sought

to help youth find employment by funding a

US$1 million component for inclusive business

development (self-employment promotion)

which helped youth qualify for small loans

to start their own businesses. This approach

Today, most businesses created with support

of the grant are still operating despite the

economic downturn.

4.09 Another disenfranchised group, poor

women, single head-of-household — and

their children — often bear the brunt of their

economic status, as they have fewer opportu-

nities for education. Familial obligations and

lack of resources further inhibit women’s

advancement in society. However, when

provided with training and opportunity to



PEKKA aims to provide

far more than just funds to help women. It provides

vocational and leadership

training for members, literacy and

book-keeping classes and health

education.

39

4Taking


Achievements

increase their incomes, for

example, through community

driven development micro-

projects, women are able to

improve their situation.

Moreover, studies suggest

that giving women income-

earning opportunities

supports development as

they reinvest more in their

families and communities

than do men.

4.10 JSDF financed projects benefiting women

range from self reliance programs for women

in mining communities in Papua New Guinea

to poverty alleviation for Ethiopian women

fuel wood carriers — and from empowering

women in rural Punjab by providing functional

literacy, skills and micro-credit to providing

women legal representation and consultation

in addition to general education on the laws

that affect them in Jordan, Sri Lanka, and

Ecuador, among others.

4.11 The Widows and Poverty Program in

Indonesia (PEKKA) provided community

grants aimed at economic and social

rehabilitation to groups of poor rural widows

in 151 villages located in six provinces, all of

which were characterized by significant local

conflict. PEKKA aims to provide far more

than just funds to help women. It provides

vocational and leadership training for

members, literacy and book-keeping classes

and health education. It encourages women

to save their own funds and subsequently

apply for micro-credit loans of up to US$100

for farming, animal husbandry, tailoring and

trading activities. PEKKA’s most significant

benefits, however, may be less tangible.

They are found in the widow’s newfound

confidence and pride in themselves. After

several JSDF funding phases, PEKKA, has an

estimated total family membership of 70,000

across 252 villages, 5,049 sub-districts and

20 districts in eight provinces.

Delivering Direct Benefits to Target Group Members

4.12 Many “poverty” related projects quite

justifiably involve working at one or more

level removed from the ultimate target

group. Research projects aimed at evaluating

development efforts, capacity-building

initiatives aimed at strengthening national

institution’s ability to deliver services to the

rural poor, and training of teachers or nurses

who are to work in rural areas are all examples

of these. While these have proven value,

projects supported by JSDF are expected to

deliver immediate direct benefits to the target

group members. They are also expected to

be designed to mitigate the risks of elite

capture, and proposals which seem to have a

high risk of this are usually rejected. In Box 13

examples are provided of some of the ways in

which two JSDF projects for education for the

disabled in Cambodia and for women-wood

carriers in Ethiopia directly benefitted the

target group members.



4.14 JSDF provided the first significant

grant to address the threat of Avian influenza.

When the first outbreak was identified in

Vietnam, JSDF provided a grant to immedi-

ately support measures both to prevent

transmission of the virus but also to

compensate poultry farmers whose flocks

had to be slaughtered. The grant tested

new approaches to compensation, a vital

but complex tool, as farmers need an induce-

ment to ensure that they are willing to notify

Piloting Innovative Approaches

4.13 JSDF program support to innovative

initiatives is commonly singled out as its

most important feature. JSDF recognizes

that innovation can take many forms and

when projects are submitted for review the

task team is asked to identify the innovative

features. A critical strength of the JSDF is that

it allows Bank task teams to pilot innovation

approaches in a controlled environment, and

Box 15: INNOVATIVE APPROACHES TO POVERTY ALLEVIATION

In many countries the legal system, while technically available to all, is in practice inaccessible to the poor. In Ecuador,

JSDF supported a project which worked with NGOs and recognized the importance of indigenous formal and

informal customary legal processes in improving access for poor rural and urban communities to law and justice.

Among other components the project trained teachers and children as mediators who could apply peaceful

resolution of conflict techniques.

In Colombia JSDF supported a modern dance and arts school, which aimed to use dance as a means to rebuild

the self-esteem and psychological well-being of underprivileged youth who had been victims of displacements

and violence, and to provide them with an alternative to violence, illegal activities or self-destructive behavior. This

unusual initiative has proved highly successful and children who have benefited from the project danced before

members of the Japanese Royal Family in October 2008.

A key feature of the long-established Bank-supported onchocerciasis (“oncho” or river blindness) program in Africa

has been the very successful use of village level community distributors to deliver the regular doses of Ivermectin,

the drug that is needed to protect the population against oncho. In Guinea the local branch of the International

Planned Parenthood Federation proposed to use the same community distributors to support the campaign against

HIV/AIDS and Sexually-Transmitted Diseases in the same remote areas where oncho has been a threat. This was a

pioneering approach to building on the success of the oncho program, which could be replicated in many other

countries if the Guinea initiative proved successful.

authorities of infected birds. The lessons

learned from this first experiment with Avian

flu-related compensation arrangements

provided information that was valuable in

the global response, as Avian flu outbreaks

emerged in Asia, Africa, the Middle East

and Eastern Europe.

through rigorous monitoring and evaluation,

assess the success of these approaches

and make adjustments. These lessons

are frequently used in the design of IDA

operations, but there are also many cases

where Government has adopted them, or

where international NGOs and other donors

have replicated the project design in other

locations (see Box 15).


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4.16 In Senegal, the World Bank was support-

ing a village development program through

the Social Development Fund Agency (AFDS)

in all rural areas except Casamance, in the

south, due to local instability and social con-

flict. In the immediate post-conflict period,

when instability still meant a loan-based inter-

vention was risky, JSDF was asked to support

a project based on the AFDS experience

elsewhere but with innovative features aimed

at conflict resolution, community capacity-

building and social cohesion. These proved

a powerful complement to the identification

and implementation of community-led

projects, and the approaches developed

are now being adapted for use in other post-

conflict environments in Africa.

4.17 In the Sri Lanka and Senegal examples

the JSDF supported innovations that resulted

in substantial replication and scaling up.

Many other examples of JSDF project innova-

tions can be cited, and Box 15 provides three,

from Ecuador, Colombia and Guinea.

4.15 In Sri Lanka, the Village Self-Help

Learning Initiative Pilot (VSHLI) sought

to introduce and test a direct funding

mechanism for community driven

development (CDD) to reduce rural poverty,

in a country that had little or no experience

with CDD. The pilot enabled villagers to

organize, identify, and implement their

own development projects. The pilot was

extremely successful and subsequent projects

have expanded the program, which became

known as “Gemi Diriya” (“the strength of

villages”), from the pilot villages to over 1,000

villages. The JSDF grant financed, (i) local

capacity building of village organizations

and partnerships for communities to manage

their affairs, and account for the use of

funds through transparent standardized

systems, (ii) the development of village

information systems and participatory

monitoring, providing tools and skills to

prepare local Village Development Plans,

carry out standardized monitoring and

evaluation, and promote accountability for

village development projects by measuring

progress and results., and (iii) subprojects

which improved the diversity of livelihood

options and economic activity in the villages.

One of the greatest lessons to come out of

the VSHLI was that a relatively small but

skillfully targeted investment, which relies

on broad partnerships and local autonomy,

has the potential to expand and impact

millions of lives. The initial JSDF grant focused

on community-driven development and

unleashed the enthusiasm and drive of people

who had become entrenched in poverty, but

who still had the spirit to fight their way out

of it, given sufficient resources and support.



A key feature of JSDF from its inception has

been its commitment to work, wherever pos-

sible, with local governments, local communi-

ty associations, and NGOs rather than through

central government agencies (see Box 16).

JSDF has become one of the World Bank’s

major points of contact with civil society.

Fifty-five percent of all projects approved by

JSDF between FY05 and FY09 were imple-

mented by NGOs or CSOs and a further five

percent were jointly implemented by Govern-

ment bodies and NGOs/CSOs. An important

benefit of partnering with civil society is

the impact on sustainability of JSDF invest-

ments resulting from the program’s focus

on participatory methodologies, capacity

building, and stakeholder ownership.

4.20 NGOs and CSOs may not submit pro-

posals directly to the Bank. They need to work

with Bank TTLs who have the fiduciary respon-

sibility to supervise the NGO performance as

the implementing agency during the grant

execution period. Many of these relationships

have proved highly effective in building

relationships with local and international

CSOs, and helped to bring in additional finan-

cial resources in support of poverty reduction.

Engagement of civil society through JSDF has

also helped to increase their capacity mana-

gerially and administratively, as well as to

bring current technical knowledge by engag-

ing Bank sector experts.

4.21 The participation of NGOs and CSOs in

the planning, implementation, and monitoring

and evaluation of grant inputs and outcomes

is an effective approach as they are more

likely to reach the most vulnerable in ways

government cannot. A JSDF grant can

empower NGO/CSOs and can also work to

bring together governments with NGOs,

community groups and civil society to reach

at-risk populations. In post-conflict situations,

4.18 The JSDF has also supported the provi-

sion of innovative approaches to basic ser-

vices — health, education and infrastructure —

to improve the lives of the poorest and most

vulnerable. Health interventions have included

Piloting Innovations in Health Service Delivery

for the Poor (Mozambique), Capacity Building

of Rural Traditional Herbalists (Kenya),

and Preventing Hepatitis B and C (Moldova).

A grant in Senegal promoted a Public-Private

Partnership for Hand Washing with Soap, a

simple practice which can significantly reduce

morbidity and mortality due to diarrheal

disease. The project was implemented to

complement a large water and sanitation

project which provided access to improved

services for the targeted population and thus

contributed to the grant’s positive outcomes.

Working with Civil Society, Local Governments and NGOs

4.19 The World Bank’s usual partners are cen-

tral government sector Ministries and, most

commonly, Ministries of Finance and Planning.

J A PA N S O C I A L

Box 16: WORKING WITH NGOsA JSDF grant to World Vision International. Uganda in war-ravaged Northern Uganda, (i) provided specific vocational skills and tool kits that enabled 3152 youths to earn incomes and improve their livelihood, (ii) contributed towards community reconciliation and conflict man-agement, and (iii) built the capacity of NGOs, CBOs and the private sector to respond to the needs of youth. This effort was scaled up under the IDA-supported Northern Uganda Social Activity Fund.

In Cambodia, Save the Children Norway. Cambodia skillfully managed a project aimed at improving access and quality in all schools and education offices in the northern region of Preah Vihear. A 2006 evalu-ation confirmed that the combination of a major infrastructure initiative with activities that built social capital and which were carried out by an NGO working in partnership with government at the local level produced a powerful mobilizing effect on disadvantaged communities. Enrolment rates were raised from 50% to 75% and promotion rates rose to 85% with equal access to disadvantaged children.


A N N UA L R E P O R T 2 0 1 043

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Achievements

standards, and establish systems of sanctions,

rewards and installation of feed-back and

grievance mechanisms. The poor communities

stand to profit the most from NGOs’ good

governance practices.

4.25 NGOs play a key role in local capacity

building aimed at improving local government

accountability as shown in multiple JSDF

projects. While many projects aim to

introduce skills required for the community to

operate micro-finance funds, small business

development and support as well as specific

vocational skills, a number have broadened

this and strengthened local capacity with

a view to improving accountability and

transparency in local governance. Project

examples include:

■ a large grant in Indonesia aimed at

strengthening citizen participation in the

budget cycle by tracking public expenditures

and measuring the quality of service delivery

through the use of civic report cards.

■ a grant in Cambodia focused on NGOs’

complementary role in building capacity

and voice of the landless families and

empowering rural community organizations

to help the landless gain access to land and

livelihood support.

■ a recently approved grant in Honduras to

build citizen’s trust in public institutions by

enhancing the capacities of communities to

exercise their right of access to information

and to use social auditing and policy

advocacy tools.

■ a grant in Sierra Leone aimed at

strengthening social capital by enhancing the

capacity of villages and local governments to

design and implement strategic development

plans and to increase accountability of

decision makers through mechanisms that

foster open and transparent governance.

where trust in government may be low, NGOs

can operate in ways that bridge the gap,

re-establish functioning communities, address

basic infrastructure needs and begin the

process of rebuilding trust.

4.22 While evaluations have shown that

working with NGOs is a highly effective

means of reaching JSDF target groups, and

in building local capacity, a number of lessons

are emerging on factors that influence the

success of this engagement. Project outcomes

increase when the Bank partners with CSOs

that are already active in the project area,

that is, where there is a level of understanding

and commitment to the beneficiaries and the

longer term sustainability of project gains.

In particular, NGOs can better stimulate

community members to participate and gain

self-confidence.

4.23 Evaluations have also shown, somewhat

against the conventional wisdom, that NGOs

neither disburse funds slower than govern-

ments nor face particular concerns when trying

to balance their advocacy and operational

roles vis-a-vis the Bank. That being said, all

NGOs do not make suitable partners and

the Bank is committed to competitive and

transparent selection of NGOs — where

this makes sense — and to support moves

to professionalize these organizations.

4.24 In the Philippines, NGOs provide a

significant contribution to the country’s

poverty reduction efforts. In an effort to

improve the regulation of these organizations,

the JSDF grant for NGO Sector Efficiency and

Accountability to Strengthen Service Delivery

to the Poor seeks to: establish

NGO performance standards for effective

and efficient delivery of poverty reduction

projects and basic services, evaluate NGOs

as to their conformity with performance



4.27 Empowerment of the community is

demonstrated by the Thailand Community

Youth Helmet Use Program. Road trauma

remains a serious issue in Thailand and it is

increasingly recognized that the government

and communities must work together in order

to effectively and sustainably improve road

safety as previous top-down approaches,

including new laws with inconsistent enforce-

ment and campaigning, have not worked.

Under the JSDF grant, awareness through

education and enforcement within the

community tackled the problem from the

prevention side while an emergency medical

sub-component dealt with post-accident

matters. The project fostered local ownership,

involvement and bottom-up innovation

through the design and implementation of

various activities by the local communities

and resources and technical assistance were

provided. A lesson that emerged is that

despite the fact that law enforcement

strategies were not in force to reach the

community, the JSDF project ensured that

messages got out to the public and stimu-

lated changes in behavior much sooner than

laws could be agreed, enacted and enforced.

Taking Ideas to Scale — The Link to IDA

4.28 A common critique of small-medium

grant programs is that while they may bring

benefits and even introduce innovative

practices, these gains are rarely sustained

or scaled to the national or international

levels. The JSDF has been less prone to

these missed opportunities thanks to its

explicit policy requirement that grants are

to complement Bank-financed operations

and are to be aligned with the relevant

CPS, PRSP, and other interim assistance

strategies. Moreover, grants are to support

■ The Participatory Planning, Monitoring

and Evaluation process developed under

the Guatemala Improving Economic

Diversification and Governance for Sustain-

able Community Livelihoods in Peten

project supports improved governance

in the region by enabling local actors to

identify priorities, make decisions, and have

the means to follow-up on implementation

of activities in a timely fashion.

Enhancing Welfare and Empowerment

4.26 The ultimate objective of JSDF projects

is to enhance the welfare of the intended

beneficiaries, and to enhance the empower-

ment of members of disadvantaged and

marginalized groups. The achievements of

many JSDF projects in having a real and

sustainable impact on beneficiaries’ welfare

are well documented. A rigorous independent

evaluation of the program concluded that

“the projects have indeed made a tangible

impact on beneficiaries.” While empowerment

often implies a longer time duration than that

of a typical JSDF project, one of the enduring

and consistent impressions Bank missions gain

from visits to JSDF projects is their impact

on beneficiaries attitudes and behavior.


A N N UA L R E P O R T 2 0 1 045

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4.30 The Lao PDR Village Investment

Project, which aimed to help poor rural

households improve food security and basic

services in their communities, is evidence

of a project continuing after closure of the

grant under IDA credit funding, and it is

likely to be adopted as a model nationwide

by other donors. There are also examples

of sustainability of certain project activities

by local community associations. Since

FY08, on the recommendation of the JSDF

Program Evaluation team, JSDF proposals

have been required to have an exit strategy

and a mechanism for ensuring the long-term

sustainability of grant-funded activities.

4.31 The benefits of complementarity

from the JSDF-IDA partnership are

maximized when the teams working on

the JSDF grant and the IDA operation

either work closely together on a common

vision for poverty alleviation or share team

members to ensure full integration of the

grants in IDA and Government programs.

JSDF grants also enable task teams to

initiatives that lead to developing sustainable

outcomes through the adoption or scaling up

at completion through Bank-financed opera-

tions or recipient Government programs.

In practice this means that the task team

working on IDA poverty operations often

worked side by side with JSDF task teams

working on parallel grant financed activities

to bring immediate benefits to vulnerable

groups. In many cases the teams are the

same or are working on the same broad

poverty program or vision. These combined

or parallel task teams have designed many

successful JSDF grants which were in turn

scaled up into IDA operations or Government

programs. During these ten years, JSDF

grants have become the complementary

development tool of choice for task teams,

enabling them to experiment with approaches

that are new and innovative and bring

immediate benefits to vulnerable groups

that could not be reached by IDA or

Government programs.

4.29 A recent study found that the better

the grant activities are integrated with

the IDA operations, the better and more

sustainable the grant outcomes are. This

means that the benefits from the grants

are scaled up or replicated or that the

innovations in programs or policies piloted

with the grant have been adopted or

made permanent. Another is that because

communities participate in the design and

implementation of the JSDF project, the

communities become more responsible for

their own economic and social development.

This nicely complements Bank operations

which support central Government projects

and programs as it gives communities a

voice in how Government policies and

programs should be designed to better

target the poor.



The frequency and importance of the

JSDF’s program contribution to the growth

and evolution of global knowledge should

not be underplayed.

JSDF as First Responder — Post-Conflict and Disaster Recovery and Reconstruction

4.33 The JSDF program remains dynamic

and has supported emerging priorities

as circumstances change, while remaining

true to its founders’ objectives. Post-conflict

environments are opportunities where

JSDF can be among the first to engage

civil society in reconstruction and reduce

human suffering. Many African countries,

the Middle East, Eastern European and

South Asia countries have benefited from

post-conflict reconstruction grants.

4.34 The establishment of the Pakistan

Earthquake and Afghanistan Reconstruction

emergency windows typify the flexibility of

the JSDF program. At the Donor’s Conference

at which pledges were made for relief and

reconstruction for Pakistan, the Government

of Japan announced that its program would

focus on disability. The Government exceeded

its original pledge by approving four grants

totaling US$6.5 million.

4.35 The Pakistan Promoting Independent

Living amongst Persons with Disabilities

(PWD) grant achieved its objective, despite

the extremely challenging environment.

The main development impact was two-fold:

first, the lives of the direct beneficiaries of

the grant were facilitated; and, second, the

capacity of local PWD advocacy groups to

promote the interests of disabled persons

pilot innovative approaches to poverty

alleviation and reach vulnerable groups that

otherwise may be left out of IDA-supported

Government poverty programs. Finally, the

fact that JSDF grants allow task teams to

work at the community as well as the central

level improves the targeting and effectiveness

of poverty alleviation programs.

4.32 Finally, integration of the JSDF program

into the core operational activities of the

Bank — whether as an upstream innovation

engine or parallel complement, has provided

a great many lessons that have been adopted

in operations, both IDA and IBRD, and have

influenced Bank staff as they pursue the task

of making an impact on poverty reducation,

and share knowledge from region to region.

Similarly, the lessons emerging from JSDF

projects routinely surface in the developing

body of sectoral knowledge in wide ranging

areas, whether it be community-driven

development and participatory methodologies,

micro-finance, or monitoring and evaluation.



The benefits of complementarity from

the JSDF-IDA partnership are maximized

when the teams working on the JSDF

grant and the IDA operation either work

closely together on a common vision

for poverty alleviation or share team

members to ensure full integration of the

grants in IDA and Government programs.

47

4Taking


Achievements

4.37 Over the past decade, the JSDF has

provided support for innovative programs

aimed directly at the poorest and most vul-

nerable in society. By supporting piloting of

new approaches to community engagement,

JSDF projects have brought insights that have

routinely been scaled up through IDA projects,

government policy, and the work of our NGO/

CSO partners. Hundreds of thousands of people

across all regions have been provided with new

opportunities to have their voices heard in

decisions that affect their lives and to assume

greater responsibility for their own destiny.

4.38 During the process of reviewing reports

and evaluations, it has come as no surprise

to the team that many of the outcomes of

JSDF projects, reflect not simply material

improvements in the lives of the poor, but

advances in less tangible measures like

dignity, trust, opportunity and the reduction

of fear and uncertainty.

in the community was strengthened. Over

a period of three years, the grant reached

some 3,000 disabled persons and influenced

their living conditions. The grant included the

refurbishing, equipping and staffing of five

centers to provide training in independent

living, offering peer counseling and training

attendants. It is noteworthy that the grant was

implemented by a local community-based

organization, itself managed by persons with

disabilities and functional limitations. Very

dynamic and active, the NGO was able to

advocate the cause of the disabled persons

quite successfully.

Conclusions

4.36 The JSDF has accomplished much in

its ten years. It has addressed the needs of

the disenfranchised, encouraged the

participation of beneficiaries, and built the

capacity of local governments, NGOs and

community groups with a view to improving

the lives of the most vulnerable in society.

The JSDF continues to be in demand to test

innovative methods that address these needs.

Moreover, the program’s flexibility suggests

that it can continue to evolve to match

changing circumstances and still remain

true to its original vision.

Reporting

5.01 The World Bank, as trustee of the

JSDF Program, ensures that all grants

financed under the Trust Fund are aligned

with the objectives of the program, that

expenses incurred are for the purposes of

the JSDF projects, and that the program

is being run cost-effectively. An annual

report is submitted by the World Bank to

the Government of Japan (GOJ), reporting

on new grants approved and achievements

during the year. The GOJ ensures that the

overall objectives of the program are being

achieved, and has access to annual progress

reports of grants under implementation

by grant recipients. The annual reports are

available on the JSDF website. In addition, the

Bank provides quarterly unaudited financial

statements and an annual audited financial

statement to GOJ. Also, every two years,

a report on closed JSDF Grants is prepared.

The report covering grants closing in FY08

and FY09 was completed in FY10, and was

posted on the JSDF website.

Field Visits

5.02 In FY10, JSDF management carried out

a knowledge dissemination mission to four

East Asian countries, namely Cambodia, Laos,

and Vietnam. However, an implementation

review was done for these countries, including

Mongolia. The objectives of these visits were:

1) to discuss with the country teams a more

strategic use of JSDF funds to help meet

country and sector strategies; 2) to facilitate

the exposure to JSDF projects to Japanese

NGOs who joined the visit; and 3) to enhance

Japanese visibility in these recipient countries.

The participation of Japanese NGOs was a

continuation of the process of knowledge

sharing with development practitioners,

in particular, to promote learning from the

various challenges of project design and

implementation, and from the accumulated

rich body of lessons learned. The team met

with grant recipients within their communities,

addressing in particular, the participatory

implementation of JSDF projects. The team

also discussed the importance of Japanese

visibility with implementing agencies.

Consultation meetings were also held with

Japan Embassy officials and JICA concerning

the need for donor harmonization at the

country level.

5.03 NGO representatives included the

Organization for Industrial, Spiritual and

Cultural Advancement, Save the Children

Japan, the Institute of Environment Rehabili-

tation and Conservation, Shanti Volunteer

Association, International Volunteers of

Yamagata, and the BHN Association. The

NGOs felt that it was a good introduction to

JSDF, but that they would benefit from more

time and support to fully understand the

complex programs and to apply emerging

An annual report is submitted

by the World Bank

to the Government

of Japan, reporting on new grants

approved and achievements

during the year.


JSDF Program AdministrationChapter 5



lessons to their work or institutional capacity.

The Japanese NGO sector is made up of

small organizations and, as a result, officers

are not well remunerated and typically women

and retiree males make up the complement

at these organizations. Moreover, they may

not have the experience or in-house expertise

necessary to manage JSDF projects. Finally,

they indicated that some type of follow up

actions would be needed to keep the momen-

tum, such as meetings in Japan or contacts

via the WB offices.

Inquiries from Outside Parties

5.04 In the course of program administration,

the JSDF team often received inquiries from

outside parties interested in applying for

JSDF grants and who would like to learn

more about the program. The JSDF team

monitors the number of such inquiries

received as well as noting the names of

organizations submitting the inquiries.

The JSDF team refers these organizations

to World Bank country offices and encour-

ages them to identify World Bank projects

that might be associated with a possible

JSDF grant. The organizations are advised

to discuss their grant proposals with the

TTL for the Bank project to determine if the

proposed activities fall within the Country

Partnership Strategy. In FY10, the JSDF team

responded to 36 inquiries received. With the

improved external website now providing

information about grant eligibility, it is

expected that fewer speculative queries

may be received going forward.

Further Information on JSDF

5.05 There are several websites which

maintain information on the Japan Social

Development 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/about

49

5JSDF

Program Administrat ion


A N N UA L R E P O R T 2 0 1 051

Grant Country Grant Title Amount (US$)2 Grant Development Objective

JSDF Regular Program: Project and Capacity Building Grants Approved in FY10 Annex 1

Central African Republic [P]2

Piloting Innovations for Conflict-Sensitive Community Recovery

$1,898,044 This grant aims to act as a first step toward the medium-term stabilization of marginalized and conflict affected areas in northern Central African Republic, boost early recovery and facilitate the transition from emergency to development assistance by providing the tools and financial means necessary for targeted communities to undertake collaborative local development initiatives.

Kyrgyz [C] Building Demand-side Capacity for Effective Local Governance

$1,756,250 The objective of the pilot project is to strengthen local governance in Kyrgyz Republic by enhancing participatory decision-making and accountability with respect to local government planning and budgeting, service delivery, and investments.

Peru [C] Participatory Intervention model to improve child nutrition

$1,959,660 The objective of the project is to improve the nutritional and development status of children under five by a participatory intervention to raise awareness, improve local management skills and promote behavioral changes of household, community and district actors in very poor districts in the highland and jungle (Selva) regions of Peru.

Tajikistan [P] Community Development of Improved Access to Quality Seed Program

$850,000 The grant’s objectives are to provide a mechanism, skills and support to Tajik rural poor women to improve their welfare and food security situation. To achieve the objectives, the grant will support institution building of community seed funds (CSFs) for the benefit of and to be run by poor women located in 7 pilot rayons of the Khatlon Region. The creation of the CSFs will be implemented by local NGOs with experience in the region, who will be trained in the creation of CSFs. The NGOs will assist the CSFs to organize an operational network and provide them with training and inputs.

Egypt (P) Job Readiness & Job Placement among Marginalized Youth

$3,000,000 The grant aims to minimize risks of chronic or unsafe unemployment among marginalized youth, i.e. child laborers missing school or released from worst forms of labor, through facilitating their access to pertinent opportunities for job readiness and job placement as a package. The development objective ties into the active policy of the Government of Egypt on improving skill base, employability and employment opportunities among marginalized youth while promoting inclusion, equity, and reducing disparities in upper and lower Egypt.

Guatemala [P] Culture and Sustainable Community Based Tourism —The Mayan Sacred Route

$2,000,000 The grant objective is to enable disadvantaged youth in the Mayan Communities of the Central Highlands (Altiplano) of Guatemala, located in tourism destinations, to become more competitive and to receive the benefits of tourism, while promoting sustainability

ROUND 24

ROUND 25

ROUND 26


A1JSDF Regular Program: Project and Capacity Bui lding Grants Approved in FY10


Egypt [C] Piloting Community Management and Accountability Systems in Rural Sanitation Service Delivery

$2,991,175 The grant’s objective is to enhance the institutional capacity and accountability mechanisms between local authorities and beneficiary communities for better service delivery in the rural sanitation sector. This will be achieved through piloting innovative mechanisms for community participation in planning, implementation, management and monitoring of small scale sanitation systems in rural Egypt. This grant aims to put a much stronger emphasis on community empowerment and voice, particularly of the small and hamlet villages in the Delta, characterized with high poverty incidence and poor environmental conditions.

Syria (P) Improving Employability of Marginalized Youth through Local Partnerships, Enhanced Organizational Capacities

$2,403,240 The objective of the grant is to improve the employability of marginalized youth, defined as youth aged 17-20 years with less than a 9th grade education who have been out of work for more than 2 years. The grant will rely on strong private sector participation, building partnerships across providers and developing the organization capacities of local institutions and NGOs to provide targeted technical training and work skills in two pilot governorates.

Yemen (P) Healthy Mother Project

$3,000,000 The Development Objective is to provide access and quality maternal health care to poor women in targeted districts in rural Sana’a Governorate. This is a four-year community-based pilot project

Nigeria [C] Access to Justice for the Poor

$2,659,655 The development objective is to enhance access to legal aid services by the poor and vulnerable in Kaduna State to enable them to effectively enforce their socio-economic rights and resolve civil matters disputes.

Burkina Faso [C]

Strengthening Community Participation in the Fight against Female Genital Cutting (FGM/C)

$2,833,300 The objectives of the JSDF grant are: (i) to support Burkina Faso’s commitment to ending female genital mutilation/cutting by providing poorest and most vulnerable members of communities and front line health workers with the necessary tools to efficiently prevent new cuttings and to effectively deal with old ones; and (ii) to demonstrate the benefits and sustainability of integrating education, health, and social protection into one basic social services delivery program that will contribute to the improvement of poor and vulnerable women’s health in rural communities.

El-Salvador [P] Addressing Youth Violence through Cultural and Music Learning

$1,011,594 The main objective of the grant is to develop an innovative approach for crime prevention and youth social integration by using participative cultural and musical learning and networking activities in marginal areas in El Salvador.

Jamaica [C] Community-Based Landslide Risk Reduction

$2,500,000 The development objective of the proposed grant is to reduce the risk to natural disasters in vulnerable communities in Jamaica and to provide an evidence-based toolkit for vulnerability reduction throughout the Caribbean.

ROUND 26

ROUND 27


A N N UA L R E P O R T 2 0 1 053

A1JSDF

Regular Program:

Project and Capacity Bui lding

Grants Approved

in FY10


Burkina Faso [C]

Community Monitoring for Better Health and Education Service Delivery

$2,715,316 The specific objectives of this grant are a) to build community capacity to actively engage in local service delivery outcomes; b) to strengthen transparency and social accountability mechanisms in health and education programs; c) to increase communication and collaboration among different stakeholders involved in providing health and education services; and d) to help improve delivery of services at the decentralized level.

Benin [P] Support to Apicultural Promotion Project

$1,476,527 The development objective of the Grant is to increase the rural poor’s revenues, particularly the women, through the promotion of apiculture in 42 villages in the Alibori, Borgou and Hills regions in the Northern Benin.

Nigeria [P] Community Health Systems Strengthening for Malaria Control in Anambra and Akwa Ibom

$1,641,036 The proposed grant seeks to support the National Malaria Control Program; specifically, the State Ministries of Health in Akwa Ibom and Anambra states in i) reducing malaria-related morbidity (57.5 million cases annually in Nigeria) and mortality (225 thousand deaths annually), and ii) reducing the consequent social and economic costs (over 10% of GDP).

Tanzania [P] Rural Food Fortification

$2,699,855 The development objective of this grant is to demonstrate workable and sustainable approaches for addressing micro-nutrient deficiencies in rural Tanzania, thereby providing models for the future roll out of life-saving food fortification interventions to those areas of Tanzania not reached by the national food fortification program.

Sierra Leone [P] Artisanal Mining Community Development and Sustainable Livelihoods

$2,887,590 The development objectives of this project are to pilot community-driven capacity building, empowerment, and participatory decision-making in artisanal and small scale mining communities, enhance social accountability and promote closer cooperation on environmental and social challenges and increase the participation, and enhance the overall sustainable livelihoods of women and other vulnerable groups in artisanal communities.

Kyrgyz Republic [P]

Community-Driven Skills Development and Income Generation for Rural Youth

$1,583,920 The overall development objective is to develop skills and facilitate employment and income generation of young women and men, ages 14-30, in poor rural communities of Kyrgyzstan by making use of local expertise, assets, and markets. The grant activities will try to pilot an approach that establishes a link between developing relevant skills for rural youth in agricultural communities and facilitating transition of young people into (self-) employment and income generation, by increasing: i) access to relevant knowledge and marketable skills for rural youth; and ii) increasing access to employment and self-employment opportunities through a competitive youth-friendly micro-finance scheme and mentoring.

ROUND 28


A1JSDF Regular Program: Project and Capacity Bui lding Grants Approved in FY10


Yemen [P] Biogas Digesters: An integrated Solution for Poverty Alleviation and Climate Change Mitigation

$2,606,120 The objective is to improve energy access by the rural poor communities and increase their incomes, particularly women and youth in Yemen, through piloting the use of rural biogas as an integral part of sustainable development to meet the challenges of poverty, food and energy production, while contributing to the mitigation of climate change impacts.

Sri Lanka [C] Community-Responsive Service Delivery Arrangements in Northern Province

$2,970,000 The JSDF grant would support piloting of sustainable institutional arrangements for accountable and responsive local service delivery, with special focus on the needs of the poor in the conflict-affected areas of the Northern Province of Sri Lanka.

Yemen [P] Industrial Stones Community Project

$2,550,000 To provide capacity building to local community organizations so that they can support the development of stone quarrying and processing in an economically, environmentally and socially sustainable way by addressing environmentally hazardous work methods and improving social responsibility of mining projects to promote equity.

Bangladesh, India, and Nepal [P]

Engaging the Poor for Good Governance and Fighting Corruption in South Asia

$3,000,000 The key objective of the proposed Grant is to enhance the development impact, sustainability and client ownership of pro-poor projects in Bangladesh, India and Nepal financed by the World Bank, by promoting civil society organization engagement, experience and capacity to demand better governance.

Brazil [P] Solid Waste Picker Social Inclusion Initiative

$2,999,900 The development objective of the grant is to support the social and economic inclusion of informal recyclers (“waste pickers”) in Brazil, through a programmatic and sustainable strategy.

Lao, PDR [P] Mobilizing Ethnic Communities for Improved Livelihoods & Wellbeing

$2,859,500 The objective of the proposed grant would be to pilot an innovative livelihood focused CDD program in five poverty reduction priority districts within two provinces (Huaphan in the North and Savannaketh in the South) enabling 28,800 households in ethnic communities in rural areas in Lao PDR to improve their livelihoods and wellbeing through group-based activities.

1 Amount includes both recipient grant and incremental Bank costs2 “P” means Project Grant; “C” means Capacity Building Grant

NOTE: Regular program excludes grants for the Afghanistan Special Program shown separately.

ROUND 28

ROUND 29

TOTAL $58,852,682


A N N UA L R E P O R T 2 0 1 055

Regional Distribution of JSDF Regular Program Grants (FY01-FY10) Annex 2

Fiscal Number GrantRegion Year of Grants Amount (US$)Africa FY01 3 $ 2,225,780

FY02 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 11,884,526FY10 8 18,811,323

SUBTOTAL 45 $ 67,008,808East Asia and the Pacific FY01 17 $ 19,483,034 FY02 6 5,573,889 FY03 6 10,146,014 FY04 9 12,218,002 FY05 10 17,265,779 FY06 3 3,033,992 FY07 4 6,008,407 FY08 5 5,784,555 FY09 4 6,591,608 FY10 1 2,859,500

SUBTOTAL 65 $ 88,964,780Europe and Central Asia FY01 5 $ 3,036,500 FY02 5 7,037,175 FY03 4 5,430,500 FY04 0 0 FY05 5 7,405,084 FY06 2 3,834,285 FY07 4 5,906,618 FY08 2 3,948,506 FY09 3 4,585,460 FY10 3 4,190,170

SUBTOTAL 33 $ 45,374,298Latin America and the Caribbean FY01 3 $ 4,270,075 FY02 2 2,538,500 FY03 2 2,409,300 FY04 3 4,063,500 FY05 6 5,333,345 FY06 2 2,900,000 FY07 4 4,647,400 FY08 3 5,186,571 FY09 7 12,685,107 FY10 5 10,471,154

SUBTOTAL 37 $ 54,504,952


A2Regional Distr ibut ion of JSDF Regular Program Grants (FY01-FY10)

Fiscal Number GrantRegion Year of Grants Amount (US$)Middle East and North Africa FY01 0 $ 0

FY02 3 1,569,295

FY03 0 0

FY04 1 1,952,487

FY05 1 1,128,200

FY06 0 0

FY07 0 0

FY08 0 0

FY09 4 9,051,960

FY10 6 16,550,535

SUBTOTAL 15 $ 30,252,477South Asia FY01 3 $ 3,686,923

FY02 4 2,951,900

FY03 5 4,023,106

FY04 6 6,758,255

FY05 0 0

FY06 1 1,370,539

FY07 2 2,735,013

FY08 1 1,334,750

FY09 2 3,977,517

FY10 2 5,970,000

SUBTOTAL 26 $ 32,808,003TOTAL REGULAR PROGRAM GRANTS FY01 31 $ 32,702,312BY FISCAL YEAR FY02 23 22,305,708

FY03 18 22,658,370

FY04 24 31,660,826

FY05 30 41,462,529

FY06 11 15,226,409

FY07 20 27,002,212

FY08 13 18,266,092

FY09 26 48,776,178

FY10 25 58,852,682

TOTAL CUMULATIVE REGULAR PROGRAM GRANTS 221 $ 318,913,318


A N N UA L R E P O R T 2 0 1 057

JSDF Seed Grants Approved in FY10 Annex 3

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

Nigeria Agriculture and Rural Information, Knowledge and Business Services

$ 49,700 8/6/09

Jordan Community-Driven Legal Empowerment of the Poor

49,940 8/4/08

Lao, PDR Lao PDR: Improving Community Livelihoods and Wellbeing (Seed Fund)

45,000 9/1/09

Philippines JSDF Philippines Waste Picker Social Inclusion

50,000 12/17/2009

El-Salvador JSDF- Community-based Land Regularization for Poor Households

48,830 7/16/2009

Papua New Guinea

Consultations in support of Strengthening Local Justice Systems for Community Driven Development

49,490 12/24/2009

Bhutan Building Climate Change & Disaster Resilent Communities in Bhutan

49,795 4/5/2010

Haiti Consultation for a Household Development Agent pilot in Haiti

47,580 6/20/10

Jordan Jordan Integrated Social Services 50,000 5/3/10

Morocco Support to Small-Scale Artisanal Fishermen in Morocco

50,000 5/19/10

TOTAL FY10 SEED GRANTS $ 490,335


Other JSDF Project Grants Approved in FY10Annex 4

Grant Approval Country Grant Name and Objective Amount (US$) Date

Afghanistan Support to Basic Health Services Package. The objective of the grant is to improve the health status of the Afghan population, with a greater focus on women and children and under-served areas of the country, by increasing accessibility to and quality of the Basic Health Services (BHS) package for Balkh, Samangan and Kabul provinces.

$ 17,650,000 12/11/2009

Egypt Early School Dropout and Child Labor Prevention. The objective of the grant is to consolidate the results of JSDF Child Labor Project and mainstream the policy recommendations across relevant sectors to form a basis for addressing the child labor phenomenon nationwide through full participation of the relevant line ministries and civil society.

$ 100,000 5/7/2010

AFGHANISTAN SPECIAL PROGRAM

SUPPLEMENTAL GRANTS

TOTAL OTHER GRANTS $ 17,750,000


A N N UA L R E P O R T 2 0 1 059

JSDF Emergency Grants Approved in FY10 Annex 5


Comoros Emergency Food Security and Unemployment Support Through Cash for Work

$2,600,000 To increase access to short-term employment in food-insecure areas. Vulnerable households living in food-insecure communities and who are not targeted by the Services Support Project, would be employed in cash-for-work sub-projects to raise their disposable income and thus improve their food consumption. The employment would be on sub-projects that would include street cleaning, basic road maintenance, activities to prevent soil erosion, collection of garbage, among others.

Sierra Leone

Rapid Response Growth Poles: Community-based Livelihoods and Food Support Program

$2,984,318 To: (i) reduce hunger and deprivation in two of the poorest districts directly affected by the global economic crisis and recent drought and flooding in the Seli River area by distributing food packages to at least 6000 people; and (ii) restore livelihoods, sustain services, and enhance local capacities through rapid response growth poles activities. Poor households selected on the basis of poverty criteria will be able to work for food or cash on district level sub-projects including farm to market trails, hybrid energy for schools and health centers and boat-landing points. Farmer groups, agribusiness units and fishing cooperatives will receive grants to improve their livelihood. Groups of youth, women and the disabled will work on reforestation, soil conservation, household energy and lighting to support disabled people.

Tajikistan Pilot Nutrition Investments in Severely Foof Insecure Districts of Khation Province

$2,980,000 To address high malnutrition rates among infants and young children in Tajikistan, which, if not tackled immediately, makes these children vulnerable to illness and permanent developmental problems. The financial crisis led to a 35 percent decline in workers’ remittances, as migrant workers from Tajikistan lost construction jobs in Russia. As a result, a significant proportion of families have experienced persistent food insecurity over the last two years.

Haiti Emergency Community Cash for Work Program

$3,000,000 To mitigate the impact that the economic crisis, aggravated by the hardship of the recent earthquake, has had on vulnerable Haitian families by creating opportunities for the poor and vulnerable to earn an income to meet their basic and urgent needs, while rehabilitating basic infrastructure and services in the community. This would be achieved by: (i) implementing community selected and organized cash for work programs to remove rubble, clean street, clear drains, collect waste and restore water supplies; and (ii) undertaking awareness campaigns to train participants in appropriate construction methods, promote hygiene to displaced persons and build capacity among civil society and local authorities for effective public works programs.

EMERGENCY WINDOW — Responding to the Food, Fuel and Financial Crises


A5JSDF EmergencyGrants Approved in FY10


Jamaica Conditional Cash Transfer Program

$2,636,720 To protect the elderly poor and persons with disabilities against economic hardship caused by the global crisis by improving access to cash transfers through the Program of Advancement through Health and Education (PATH). Poor elderly and persons with disabilities have been found to be particularly vulnerable among poor families. However, the majority do not receive benefits from PATH since they have not been identified or included for the PATH cash transfers. The proposed project would provide immediate cash transfer to poor elderly and disabled persons, help them to enroll in the PATH program and receive regular PATH benefits after two years. It would also support household level surveys, training of social workers, community workshops, and data entry to identify and enroll needy elderly and disabled in PATH.

Nicaragua Food Emergency Support Program for School Children

$3,000,000 To provide resources to Nicaragua National School Feeding Program to prolong the provision of school lunches in pre- and primary schools and mitigate the negative nutritional impact of the economic crisis and of the increases in food prices on pre- and primary school children. The proposed project would fill the financing gap in the provision of school lunches in 67 most vulnerable municipalities for an estimated 346,300 school children. The rations would be adapted to include local products provided by parents/communities. NicaSalud, a federation of NGOs with a nationwide network would ensure that beneficiary schools receive the rations and prepare the meals, as well as, keep records and supervise and monitor implementation.

Djibouti Crisis Response: Employment and Human Capital Social Safety Net

$4,000,000 To support an innovative safety net that would provide: short-term job opportunities for the poorest; improved nutrition practices for the poorest families; and, access to schooling for school-aged children from the poorest households. The members of the poorest families most impacted by the crisis would be employed in a workfare safety net program that would improve neighborhoods and community basic infrastructure and services. Vulnerable non-working members of these households (children and pregnant/lactating women) would receive social assistance comprising nutrition interventions for pre-school children and pregnant women including nutritional supplements and referral to rehabilitation centers, as well as, training in child care practices, hygiene, food conservation and water treatment. A quantitative and qualitative monitoring and evaluation system would provide guidance for scaling-up of the project.



A N N UA L R E P O R T 2 0 1 061

A5JSDF

Emergency Grants

Approved in FY10


Mongolia Community-Led Infrastructure Development for the Urban Poor of Ulaanbaatar

$2,977,200 To assist the most vulnerable among the urban poor in ger areas of Ulaanbaatar where the majority of low-income households live with very limited basic services meet their urgent income and food needs through community-led infrastructure development activities. Urban poor would be able to earn additional income to compensate for high food costs and high unemployment through work on community infrastructure (roads, bridges, bus stops, lights, etc.), sanitation (solid waste and latrines), and recreation/ information/training facilities. They would also develop useful vocational skills.

Philippines Improving Livelihood Opportunities for Vulnerable Urban Communities

$3,270,000 To improve employment and livelihood opportunities in targeted urban communities affected by the financial crisis. Using a participatory approach, targeted urban poor are enabled to define employment and livelihood-related interventions that are best suited to help them cope with the financial economic crisis. The grant will finance: (a) mobilization of urban poor communities to undertake small-scale labor-intensive public works and in the process create immediate employment opportunities through the department of Social Welfare and Development’s cash-for-work scheme; and, (b) provision of capacity building for urban poor to enhance access to business development services that will be provided in partnership with intermediary NGOs.

Sri Lanka Local Level Nutrition Interventions for the Northern Provinces

$2,946,660 To reduce the compounded effects of the global food and financial crises on the displaced population in the Northern Province of Sri Lanka, by reducing malnutrition rates among pregnant and lactating women and children below five years of age. This would be achieved by giving food rations to returning displaced people and their host families for an initial period of six months while they bring the fields back into food production. When locally produced food and other livelihood activities have resumed, the focus will change to optimizing nutrition behavior related to feeding and caring for under-five children and pregnant and lactating women. Trained local volunteers will work with women groups and associations for nutrition counseling and social services to households.


TOTAL $30,394,898


List of Implementing Agencies for JSDF Grants Approved in FY10 Annex 6

NGOs/CSOs/Joint Implementation

Bangladesh, India and Nepal: Partnership for Transparency Fund. Engaging the Poor for Good Governance and Fighting Corruption in South Asia.

Benin: Agency for Financing Primary Initiatives [Agence de Financement des Initiatives de Base (AGEFIB)]. Support to Apicultural Promotion Project.

Burkina Faso: Institute for Science and Population [Institut Supérieur des Sciences de la Population (ISSP)]. Community Monitoring for Better Health and Education Service Delivery.

Central African Republic: NGO Selection Ongoing. Piloting Innovations for Conflict-Sensitive Community Recovery.

Comoros: Fund for Community Support and Development. Emergency Food Security and Unemployment Support Through Cash for Work.

Egypt: Holding Company for Water and Wastewater. Piloting Community Management and Accountability Systems in Rural Sanitation Service Delivery.

El Salvador: Asociación ProArte de El Salvador. Addressing Youth Violence through Cultural and Music Learning.

Guatemala: Pro-Petén Foundation. Culture and Sustainable Community Based Tourism — The Mayan Sacred Route.

Kyrgyz Republic: Community Development and Investment Agency (ARIS). Building Demand-side Capacity for Effective Local Governance.

Kyrgyz Republic: Community Development and Investment Agency (ARIS). Community-Driven Skills Development and Income Generation for Rural Youth.

Nicaragua: NicaSalud, NGO Federation. Food Emergency Support Program for School Children.

Peru: Fondo de las Americas del Peru. Participatory Intervention model to improve child nutrition.

Syria: The Syria Trust for Development. Improving Employability of Marginalized Youth through Local Partnerships, and Enhanced Organizational Capacities.

Yemen: SOUL for Development. Healthy Mother Project.

Yemen: Yemen Geological Survey and Mineral Resources Board. Industrial Stones Community Project.

Burkina Faso: Moral, Physical and Intellectual Child Development [Appui Morale, Matériel et Intellectuel à l’Enfant (AMMIE)]. Strengthening Community Participation in the Fight against Female Genital Cutting (FGM/C).

Haiti: Office of Aid Development Program Financing in collaboration with CBOs/NGOs. Emergency Cash For Work Project.

Tanzania: Tanzania Food and Nutrition Center. Rural Food Fortification.


A N N UA L R E P O R T 2 0 1 063

A6List of

Implementing Agencies for JSDF

Grants Approved

in FY10

Government

Brazil: Caixa Economica Federal (CAIXA). Solid Waste Picker Social Inclusion Initiative.

Djibouti: Social Development Agency of Djibouti. Crisis Response: Employment and Human Capital Social Safety Net.

Egypt: National Council for Childhood and Motherhood, Ministry of Family and Population. Job Readiness & Job Placement Among Marginalized Youth.

Jamaica: Ministry of Labor and Social Security. Conditional Cash Transfer Program.

Jamaica: Office of Disaster Preparedness and Emergency Management (ODPEM). Community-Based Landslide Risk Reduction.

Lao PDR: Poverty Reduction Fund. Mobilizing Ethnic Communities for Improved Livelihoods and Wellbeing.

Mongolia: Municipality of Ulaanbaatar, Urban Service Improvement, Project Implementation Unit. Community Led Infrastructure Development for the Urban Poor of Ulaanbaatar.

Nigeria: State Ministries of Health of Anambra and Akwa Ibom States, Nigeria. Community Health Systems Strengthening for Malaria Control in Anambra and Akwa Ibom.

Nigeria: Legal Aid Council of Nigeria (LACoN). Access to Justice by the Poor.

Philippines: Department of Social Welfare and Development. Improving Livelihood Opportunities for Vulnerable Urban Communities.

Sierra Leone: GoBifo Project, Decentralization Secretariat, Ministry of Local Government. Artisanal Mining Community Development and Sustainable Livelihoods.

Sierra Leone: Ministry of Energy and Water Resources, Project Implementation Unit. Rapid Response Growth Poles: Community-based Livelihood and Food Support Program.

Sri Lanka: Ministry of Nation Building and Estate Infrastructure Development. Community-Responsive Service Delivery Arrangements in Northern Province.

Tajikistan: Center for Managing Projects on Cotton Farms Debt Resolution and Sustainable Cotton Sector Development. Community Development of Improved Access to Quality Seed Program.

Sri Lanka: The Northern Provincial Council/Ministry of Health and Indigenous Medicine. Local Level Nutrition Interventions for the Northern Province.

Tajikistan: Ministry of Health, Community and Basic Health Project Implementation Unit. Pilot Nutrition Investments in Severely Food Insecure Districts of Khation Province.

Yemen: Social Fund for Development. Biogas Digesters: An integrated Solution for Poverty Alleviation and Climate Change Mitigation.


JSDF FY10 Annual Policy Guidelines and Program Allocation

1. Objective

To provide grants in support of community-

driven development and poverty reduction

programs that serve to enhance productivity,

increase access to social and community

services and infrastructure, and improve

the living conditions of poor and vulnerable

groups in eligible client countries of the

World Bank Group.1 Grants approved under

the program are subject to the criteria set

forth in these Guidelines.

2. Focus

JSDF Grants are designed to pilot test

and complement Bank-financed operations

and programs compatible with the develop-

ment objectives of the relevant CAS, PRSP

or poverty reduction elements of Sector

Strategies. The Grants are intended to focus

on activities which:

(i) respond directly to 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 facilitate new partnerships or assist new

target groups;

(iii) support initiatives that lead to developing

sustainable outcomes 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, empowerment

and participation of local communities,

nongovernmental organizations (NGOs)

and other civil society groups to facilitate

their involvement in operations financed by

the World Bank. Approximately 50 percent

of total JSDF funds should go to eligible

countries in East, South and Central Asia.

3. Special Allocation for Africa

Three special allocations for Africa were

introduced from FY09. These windows are

for agricultural development, participatory

school management and enhancement of

health management and health services.

Grants under these allocations are subject

to the same guidelines (below) as apply to

other JSDF Grants.2

4. Emergency Window

This window is being introduced in FY10

to provide assistance to vulnerable groups

adversely impacted by the Financial Crisis.3

While supporting innovative and pioneering

projects, the new emergency JSDF is

designed to enhance its responsiveness to the

crises, by introducing a streamlined procedure

for project approvals and focusing on the

scaling-up of projects adopting innovative

approaches with demonstrated successful

development impact. Under the framework

of the WBG’s Vulnerability Financing Facility,

the emergency JSDF closely collaborates with

various initiatives including the Rapid Social

Response Program and the Global Food

Crisis Response Program. Guidelines for this

emergency window are attached as Annex A.

Annex 7


A N N UA L R E P O R T 2 0 1 065

A7JSDF FY10

Annual Pol icy Guidel ines

and Program Al locat ion

5. Grant Types and Country Eligibility

There are two types of JSDF Grants:

(i) Project Grants finance: (a) activities

directly providing relief measures, supporting

the improvement of services and facilities

for poorer population groups, or reinforcing/

reinvigorating social 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

bolster local communities and NGOs through

learning by doing, to expand the capabilities

or coverage of social fund-type institutions,

or to support local governments working with

local communities.

All low-income and lower middle income

countries as defined in the 2009 World

Development Report are eligible for both

Project Grants and Capacity Building Grants.4

The special allocations for Africa apply to all

countries on the African continent that are

eligible for JSDF grants.

6. 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 for consideration. Proposals

exceeding US$3 million would be subject

to higher scrutiny by the JSDF Steering

Committee; the latter may request technical

reviewers to verify the validity and viability

of proposed activities and that their costing

follows a disciplined process.

7. Funding Proposal

Grants are approved by the Government of

Japan (GoJ) on the basis of a standard one-

page Funding Proposal. The Proposal contains

basic data, overall development objectives

of the grant and expenditure categories. In

addition to the one-page Funding Proposal,

the complete application form includes

supplementary information comprising a

detailed description of the activities to be

funded, a general plan for implementation,

outputs and outcomes expected, and a

detailed budget. This will also include any

risks (for example political, environmental,

problems with the implementing agency,

civil war or post-conflict situation) that may

affect implementation of the grant.

8. Review of Proposals

The concerned managing unit in the Bank

must sponsor the activity and designate 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 the Country

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 the Operational Vice Presidencies.

To the extent possible, proposals should

promote collaboration with local and

international NGOs, in particular Japanese

NGOs and civil society organizations.


A7JSDF FY10 Annual Pol icy Guidel ines and Program Al locat ion

9. Program Administration Costs

In order to cover the costs of FY10 JSDF

Program Administration and Technical

Reviews, CFP may establish a Bank Executed

Trust Fund to cover costs up to a limit to be

agreed in an exchange of correspondence

with MOF. All expenditures necessary for

Program Management and for Technical

Reviews are eligible.

10. Eligible Expenditures

These include goods, small civil works,

services (including necessary provision for

NGO overheads), training and workshops,

with all expenditures eligible for 100%

financing under JSDF. Requests may also

include the cost of the grant audits. If

properly justified, incremental costs of up

to 9 percent of the total grant amount may

be requested to cover incremental costs for

operations of unusual complexity, innovation

or community participation which require

Bank staff or consultant resources beyond

those that can be financed by the regular

administration budget.

11. Ineligible Expenditures

The following cannot be financed under JSDF:

(i) pilot activities with no linkages to Bank-

financed operations,

(ii) academic research,

(iii) government staff salaries,

(iv) foreign training or study tours, or

(v) purchases of motor vehicles.5

12. Grant Execution Arrangements

Grants must be recipient-executed. Recipients

of JSDF Grants may be governments (central

or local), international or local NGOs, or other

local community groups which the Task Team

Leader has determined are financially sound,

have a strong track record, and employ satis-

factory arrangements for use and accounting

of grant funds. In case the recipient or the

implementing agency is an NGO or a local

community group, it is required that the

central or local government gives its agree-

ment to the arrangement. UN agencies may

not be recipients of JSDF grants.6 In any case,

the total term of the grant should not exceed

four years after signature of the grant agree-

ment. Any exceptions would need to be fully

justified and would require CFP’s clearance.

The TTL of the Grant will carry out the Bank’s

fiduciary responsibilities for grant supervision,

in accordance with Bank standards and use of

Procurement Guidelines.

13. Progress Reporting

For the purposes of monitoring the develop-

ment outcomes, the grant agreement, based

on the grant application, will be the binding

document. The Task Team Leader will be

responsible for preparing annual Grant Status

Reports, rating the status of grant implemen-

tation, and documenting the completion of

deliverables and outputs. For grants over

US$1 million, an Implementation Completion

Memorandum (ICM) will be prepared at

completion documenting actual cumulative

inputs, outputs and outcomes through the

grant implementation period, and the results

will be shared with the donor. For grants un-

der US$1 million, the final Grant Status Report

will include additional information regarding


A N N UA L R E P O R T 2 0 1 067

A7JSDF FY10

Annual Pol icy Guidel ines

and Program Al locat ion

grant activity outcomes. In all cases, TTLs are

encouraged to share grant activity outcomes

with stakeholders.

14. Reallocation of Funds by Expenditure (Disbursement) Category or Activities

Reallocations among expenditure categories

or grant activities, including dropping or

adding new eligible categories or grant

activities, may be cleared by the Sector

Manager/Director. Advice may be sought from

Legal and CFP. The Legal Department should

be consulted if any amendments are required,

to be approved by the Country Director.

15. Change in Grant Objectives

For significant changes in the Grant Develop-

ment Objectives a request must be sent to

CFP which will determine if GoJ approval is

required. GoJ will approve/reject the request

within four weeks of its receipt from CFP.

Subsequent grant amendment letters are

cleared with the Legal Department in accor-

dance with Bank procedures.

16. Grant Cancellation Policy

The balance of grants is subject to cancella-

tion under the following circumstances: (i) the

grant agreement has not been signed within 6

months of the formal grant approval date, (ii)

there has been no implementation progress,

including zero disbursements, for six months

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.

17. Consultation with Local Japanese Officials

In order to ensure harmonization and

coordination, Bank task teams are required

to consult with the Embassy of Japan

accredited to the recipient country about the

JSDF grant application before submission of

the proposal to Concessional Finance and

Global Partnerships (CFP) for review. Such

consultation and information sharing by task

teams will help expedite the decisionmaking

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 other Japanese aid

agencies in the field.

18. Japanese Visibility

Bank task teams are asked to help promote

the visibility and local awareness of JSDF

in recipient countries through the following

types of activities:

(a) Publications, training programs, seminars

and workshops financed by JSDF grants

should clearly 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 JSDF program, and in banners and any

other materials used in seminars and training

programs 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



A7JSDF FY10 Annual Pol icy Guidel ines and Program Al locat ion

(d) Recipients should be encouraged to

ensure that JSDF-financed activities are well

covered by local print and electronic media,

and that all related publicity materials, official

notices, reports and publications explicitly

acknowledge Japan as the source of funding

received;

(e) Grant signing ceremonies in the field

should be encouraged, with the Recipients

being encouraged 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 importance of signing ceremonies to

Japanese officials and the public to ensure

recognition and support for JSDF funding;

and (ii) continuing widespread distribution of

the JSDF Annual Report, inclusion of JSDF

information in relevant Bank documents, and

occasional information sessions for Japanese

organizations. A Guidance Note providing

samples of other ways to improve visibility is

attached as Annex B.

19. Maintenance of Documentation

Operational departments will keep copies

of documentation related 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

by consultants, and status reports.

20. Allocation

The total allocation for FY10 is $100m,

including $20m for the special Allocation for

Africa. The balance of $80m is tentatively

$40m for JSDF Regular Program grants and

$40m for the JSDF Emergency Window, but

after the first round of proposals this balance

may be adjusted in the light of demand.

21. Schedule

The JSDF Steering Committee submits

proposals to GoJ twice a year. GoJ will

confirm its decisions on proposals within four

weeks from submission where GoJ is satisfied

with the contents of the application. In case

GoJ requires clarifications the final decision

on the proposal may take longer.

1 Includes the International Bank for Reconstruction and Development, the International Development Association and the International Finance Corpo-ration, all referred to hereafter as the Bank.

2 Allocations for these three windows over a 5 year period are $20 million for agricultural development, $10 million for participatory school management and $20 million for health management and health services.

3 Allocation for this window is US $200 million. The grants must be approved in the Bank’s financial years FY10 to FY12, and the maximum size for a single grant is $8 million. For grant proposals over US$3 million, a two-page Concept Note is required for submission and approval by the Japan Ministry of Finance, before consider-ation of a full proposal.

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

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

6 UN agencies may participate in JSDF grant activities as consultants provided that the selection is in accordance with Bank Guidelines.


A N N UA L R E P O R T 2 0 1 069

JSDF Emergency Window Guidelines for JSDF Grants from the Special Window Background Annex 7The rapid succession of food, fuel and

financial crises threatens current and future

gains in human development. The World Bank

has launched several initiatives to address

the crises, within the Vulnerability Financing

Facility (VFF) framework.7

Two major components of this are the

Rapid Social Response Program (RSR)8

and the Global Food Crisis Response

Program (GFRP).9 The RSR finances

immediate interventions in the areas of

safety nets, labor markets and access to

basic services. The GFRP finances a mix of

rapid food and agriculture related assistance

in four main areas:

(i) food price policy and market stabilization;

(ii) social protection actions;

(iii) enhancing domestic food production and

marketing response; and

(iv) implementation support.

These activities under the RSR and the

GFRP will be supported through stand-alone

Technical Assistance, development policy and

investment operations.

On April 26th 2009 Japan announced:

“In order to respond to this unprecedented

crisis, Japan is going to launch the

“emergency JSDF” and provide support

in the amount of $200 million over the

next three years. While supporting innova-

tive and pioneering projects, the JSDF

Emergency Window is designed to enhance

its responsiveness to the crises, by intro-

ducing a streamlined procedure for project

approvals and focusing on the scaling-up

of projects adopting innovative approaches

with demonstrated successful development

impact. Under the framework of the WBG’s

Vulnerability Financing Facility (VFF), the

JSDF Emergency Window would closely

collaborate with various initiatives including

the Rapid Social Response Program.”

JSDF Grants from the Emergency Window

The Government of Japan has agreed to

provide up to US$200 million for grants from

this window. The grants must be approved

in the Bank’s financial years FY09 to FY11,

and the maximum size for a single grant is

US$8 million. Grants under the window are

restricted to IDA and IBRD-eligible countries.

The aims of these grants will be to provide

assistance to vulnerable groups adversely

impacted by the Financial Crisis. Grants from

this window should complement the Bank’s

activities under the VFF and specifically Bank

initiatives associated with the Rapid Social

Response Program (RSR) and the Global

Food Crisis Response Program (GFRP).

Activities that would not be eligible under

the RSR or GFRP would not be supported by

these JSDF grants.


A7JSDF Emergency Window Guidel ines for JSDF Grants from the Specia l Window Background

Eligible expenditures, Execution and

Implementation requirements, and

Consultation and Visibility requirements

will be the same as those in the FY09

JSDF Annual Policy Document (paragraph 8

and paragraphs 10 to 17 inclusive).

Where stand-alone activities are under

consideration, requests may be submitted

for JSDF seed fund grant to support

preparation costs.

7 See Board Briefing, March 29th 2009, SecM2009-0168).

8 See Framework for a Rapid Social Response Program, April 14th, 2009.

9 See Framework Document for Proposed Loans,

Credits and Grants for the GFRP, June 26th, 2008.

JSDF Emergency Window Grants may be Used:

■ To scale up or replicate successful JSDF-

supported initiatives in areas associated with

the RSR and/or GFRP;

■ To complement Bank initiatives (IBRD/

IDA loans, credits or grants) under the RSR

and/or GFRP (in such cases the JSDF grant

may not be mentioned in the original project

documentation, but the JSDF grant will allow

extension of the Bank assisted operation to

new beneficiaries or in program content);

■ To address RSR and/or GFRP associated

issues in IBRD/IDA-eligible countries where

there is no related IBRD/IDA-financed activity.

Grant Mechanism

To allow flexible use of the grants and to

ensure rapid turn-around of the resources

simplified mechanisms akin to those

employed under the GFRP will be used:

■ There will be an initial first Round of

proposals specific to this window. The need

for the use of Rounds for subsequent propos-

als will be determined in the light of demand

and available resources;

■ A simplified approval process within the

Bank will be used, excluding the need for

Technical Reviewers and using a “virtual”

procedure for Steering Committee review;

■ Grants will not necessarily need to be

linked to other ongoing Bank operations;

■ Grant approval by the donor will be on a

four week “no objection” basis; and

■ For grant proposals over US$3 million, a

two-page Concept Note is required for sub-

mission and approval by the Japan Ministry of

Finance, before consideration of a full proposal.


A N N UA L R E P O R T 2 0 1 071

Guidance Note on Visibility of Japan Annex 7

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

client countries of the World Bank Group

since 2000. The purpose of this note is to

provide guidance on 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

Japanese Officials and Japanese Visibility:

Consultation with Local Japanese Officials.

In order to ensure harmonization and

coordination, Bank task teams are required

to consult with the Embassy of Japan

accredited to the recipient country about the

JSDF grant application before submission of

the proposal to Concessional Finance and

Global Partnerships (CFP) for review. Such

consultation and information sharing by task

teams will help expedite the decisionmaking

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 other Japanese aid

agencies in the field.

Japanese Visibility. Bank task teams are

asked to help promote the visibility and local

awareness of JSDF in recipient countries

through the following types of activities:

(f) Publications, training programs, seminars

and workshops financed by JSDF grants

should clearly indicate that the activities in

question have received funding from the


(g) The logo (usually the Japanese national

flag) should be used in publications financed

by the JSDF program, and in banners and any


programs financed by JSDF grants;

(h) All press releases issued by the Bank with

respect to JSDF grants should refer to the

financial contribution from the Government of

Japan;

(i) Recipients should be encouraged to

ensure that JSDF-financed activities are

well covered by local print and electronic

media, and that all related publicity materials,

official notices, reports and publications

explicitly acknowledge Japan as the source

of funding received;

(j) Grant signing ceremonies in the field

should be encouraged, with the Recipients

being encouraged 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 im-

portance of signing ceremonies to Japanese

officials and the public to ensure recognition

and support for JSDF funding; and

(ii) continuing widespread distribution

of the JSDF Annual Report, inclusion of

JSDF information in relevant Bank documents,

and occasional information sessions for

Japanese organizations.


A Guidance Note providing samples of other

ways to improve visibility is attached.

The JSDF Program’s Logo

The logo (usually the Japanese national flag)

will be used on the JSDF website. All grant

approval 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 every effort to ensure that:

(i) publications, training programs, seminars,

workshops, financed by the JSDF grants

clearly indicate that the activities in question

have received funding from the Government

of Japan;

(ii) all press releases issued by the Bank

with respect to the JSDF grants refer to

the financial contribution of Government of

Japan; and

(iii) the logo is used in publications financed

by the JSDF program, banners and any


programs 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

encourage Recipients to ensure that JSDF-

financed activities are well covered by local

print and electronic media, and that all related

publicity materials, official notices, reports

and publications explicitly acknowledge

Japan as the source of funding received.

Below is a standard text suggested for use

by those who prepare publicity materials:

“The grant which financed this (name of

activity) was received 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 signing should be

publicized in these newsletters.

Most country offices have Communications

staff. Task Teams are encouraged to consult

with them on ways to increase the visibility of

Japan regarding JSDF grants.

Opportunities to publish 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 to

time with the Embassy of Japan to inform

them of progress under their project.

They are encouraged to invite them to

participate in supervision missions and to visit

project sites to meet beneficiaries. Task teams

are advised to brief the Country Managers/

Country Directors about the implementation

status of JSDF grants. Such information will

help the Country Offices highlight Japan’s

contribution, where relevant, in their meetings

and presentations in seminars and workshops.

Ceremonial Events

Country Directors will, at the same time

as the task teams, receive notification of

grant approvals and will be informed of

the importance of signing ceremonies to

Japanese officials and 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 of the

Embassy of Japan in a manner that provides

due recognition of their donor status. Grant

recipients should take the lead in organizing

such ceremonies, and whenever possible,

Recipients should issue the formal invitation

to attend. Such ceremonial events should also

be alerted to the media and publicity outlets

referred to above.

A7Guidance Note on Vis ibi l i ty of Japan


A N N UA L R E P O R T 2 0 1 073

A7Guidance

Note on Vis ibi l i ty of Japan

Visibility from Headquarters

Country-based Bank staff are requested to forward copies of all visibility material, such as press

releases, newspaper and magazine articles, and photographs (including descriptive captions)

to the following address:

JSDF Unit

Mail Stop H3-305

Global Partnership and Trust Fund Operations

Concessional Finance and Global Partnerships

The World Bank

Washington, DC 20433

USA


JSDF Program Administrator

Tel: 202-473-2389

Email: [email protected]

1818 H Street, N.W.

Washington D.C. 20433

http://www.worldbank.org/jsdf

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