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POVERTY REDUCTION | PARTICIPATION | EMPOWERMENT | COMMUNITY DEVELOPMENT | SUSTAINABILITY
Annual Report
Concessional Finance & Global Partnerships
FISCAL YEAR 2010
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Concessional Finance & Global Partnerships
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
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
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
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
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.
6J 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
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.
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 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
8J 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
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
oko
Kod
ama,
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eam
Lea
der
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
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.
10J 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
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
wle
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Man
agem
ent
Offi
cer,
WB
I
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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
12J 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
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
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 1 013
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%
14J 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
2Program Act iv it ies in Fiscal Year 2010
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
are also im
Vic
tor
Poul
ique
n Gathering during the JSDF launch at Igrithane School in Tnourken, Province of Ouarzazate
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 1 015
2Program
Act iv it ies in Fiscal
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
16J 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
2Program Act iv it ies in Fiscal Year 2010
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
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 1 017
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
18J 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
2Program 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.
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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.
J A PA N S O C I A L D E V E LO P M E N T F U N D
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■ 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
20J 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
2Program Act iv it ies in Fiscal Year 2010
■ 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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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
22J 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
2Program Act iv it ies in Fiscal Year 2010
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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Afghani Mother Rests with
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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
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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.
24J 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
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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.”
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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
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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.
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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.
28J 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
2Program Act iv it ies in Fiscal Year 2010
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.
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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.
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2Program Act iv it ies in Fiscal Year 2010
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.
J A PA N S O C I A L D E V E LO P M E N T F U N D
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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
32J 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
2Program Act iv it ies in Fiscal Year 2010
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
J A PA N S O C I A L D E V E LO P M E N T F U N D
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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
34J 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
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
J A PA N S O C I A L D E V E LO P M E N T F U N D
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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
36J 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
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.
J A PA N S O C I A L D E V E LO P M E N T F U N D
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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
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4Taking Stock — 10 Years of JSDF Achievements
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
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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.
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4Taking
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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.
48J 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
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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
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
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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
$2,000,000 The grant objective is to enable disadvantaged youth in the Mayan Communities of the Central Highlands (Altiplano) of Guatemala, located in tourism destinations, to become more competitive and to receive the benefits of tourism, while promoting sustainability
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ROUND 25
ROUND 26
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A1JSDF Regular Program: Project and Capacity Bui lding Grants Approved in FY10
Grant Country Grant Title Amount (US$)2 Grant Development Objective
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
$2,500,000 The development objective of the proposed grant is to reduce the risk to natural disasters in vulnerable communities in Jamaica and to provide an evidence-based toolkit for vulnerability reduction throughout the Caribbean.
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ROUND 27
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A1JSDF
Regular Program:
Project and Capacity Bui lding
Grants Approved
in FY10
Grant Country Grant Title Amount (US$)2 Grant Development Objective
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
$1,583,920 The overall development objective is to develop skills and facilitate employment and income generation of young women and men, ages 14-30, in poor rural communities of Kyrgyzstan by making use of local expertise, assets, and markets. The grant activities will try to pilot an approach that establishes a link between developing relevant skills for rural youth in agricultural communities and facilitating transition of young people into (self-) employment and income generation, by increasing: i) access to relevant knowledge and marketable skills for rural youth; and ii) increasing access to employment and self-employment opportunities through a competitive youth-friendly micro-finance scheme and mentoring.
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A1JSDF Regular Program: Project and Capacity Bui lding Grants Approved in FY10
Grant Country Grant Title Amount (US$)2 Grant Development Objective
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.
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ROUND 29
TOTAL $58,852,682
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Regional Distribution of JSDF Regular Program Grants (FY01-FY10) Annex 2
Fiscal Number GrantRegion Year of Grants Amount (US$)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
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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
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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
58J 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
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
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JSDF Emergency Grants Approved in FY10 Annex 5
Grant Country Grant Title Amount (US$)2 Grant Development Objective
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
$3,000,000 To mitigate the impact that the economic crisis, aggravated by the hardship of the recent earthquake, has had on vulnerable Haitian families by creating opportunities for the poor and vulnerable to earn an income to meet their basic and urgent needs, while rehabilitating basic infrastructure and services in the community. This would be achieved by: (i) implementing community selected and organized cash for work programs to remove rubble, clean street, clear drains, collect waste and restore water supplies; and (ii) undertaking awareness campaigns to train participants in appropriate construction methods, promote hygiene to displaced persons and build capacity among civil society and local authorities for effective public works programs.
EMERGENCY WINDOW — Responding to the Food, Fuel and Financial Crises
60J A PA N S O C I A L D E V E LO P M E N T F U N D A N N UA L R E P O R T 2 0 1 0
A5JSDF EmergencyGrants Approved in FY10
Grant Country Grant Title Amount (US$)2 Grant Development Objective
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
$4,000,000 To support an innovative safety net that would provide: short-term job opportunities for the poorest; improved nutrition practices for the poorest families; and, access to schooling for school-aged children from the poorest households. The members of the poorest families most impacted by the crisis would be employed in a workfare safety net program that would improve neighborhoods and community basic infrastructure and services. Vulnerable non-working members of these households (children and pregnant/lactating women) would receive social assistance comprising nutrition interventions for pre-school children and pregnant women including nutritional supplements and referral to rehabilitation centers, as well as, training in child care practices, hygiene, food conservation and water treatment. A quantitative and qualitative monitoring and evaluation system would provide guidance for scaling-up of the project.
EMERGENCY WINDOW — Responding to the Food, Fuel and Financial Crises
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A5JSDF
Emergency Grants
Approved in FY10
Grant Country Grant Title Amount (US$)2 Grant Development Objective
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.
EMERGENCY WINDOW — Responding to the Food, Fuel and Financial Crises
TOTAL $30,394,898
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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.
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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.
64J 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
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
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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.
66J 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
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
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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
Government of Japan;
68J 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
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.
J A PA N S O C I A L D E V E LO P M E N T F U N D
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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.
70J 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
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.
J A PA N S O C I A L D E V E LO P M E N T F U N D
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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
Government of Japan;
(g) 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;
(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.
72J 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
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
other materials used in seminars and training
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
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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
Concessional Finance & Global Partnerships
JSDF Program Administrator
Tel: 202-473-2389
Email: [email protected]
1818 H Street, N.W.
Washington D.C. 20433
http://www.worldbank.org/jsdf
Annual ReportFISCAL YEAR 2010