ANNUAL REPORT TOKYO DEVELOPMENT LEARNING CENTER FISCAL YEAR 2019-2020 © 2020 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. RIGHTS AND PERMISSIONS The material in this work is subject to copyright. Because The World Bank encourages dissemination of its knowledge, this work may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given. Any queries on rights and licenses, including subsidiary rights, should be addressed to World Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA fax: 202-522-2625 e-mail: pubrights@worldbank.org Design by Voilà: ANNUAL REPORT TOKYO DEVELOPMENT LEARNING CENTER FISCAL YEAR 2019-2020 TABLE OF CONTENTS 008 011 014 016 018 020 Message from the TDLC Program Executive FY20 Snapshot TDLC Impact 1. About TDLC Global Director Highlights Summary during Phase 3 2. TDLC PROGRAM REVIEW 2.1 TECHNICAL DEEP DIVES & EVENTS 2.2 OPERATIONAL SUPPORT 029 053 2.3 INSIGHTS & PUBLICATIONS 2.4 CITY PARTNERSHIP PROGRAM 073 081 MANAGEMENT & COLLABORATIONS 095 096 3. Conference Management Support 100 4. Program Management & Administration 104 5. Collaborations with Internal & External 110 6. Financials for FY20 Work Program Stakeholders ANNEXES 113 114 Annex I The TDLC Team 120 Annex II Technical Deep 124 Annex III Knowledge Events 135 Annex IV Operational 140 Annex V Media Coverage Dives in FY20 in FY20 Support of TDLC 6 TDLC Annual Report 2019-2020 ACRONYMS AND ABBREVIATIONS AI Artificial Intelligence ASA Advisory Services and Analytics CCA Cultural and Creative Activity CPP City Partnership Program CSW City Solutions Workshop DCNUP Dhaka City Neighborhood Upgrading Project DRM Disaster Risk Management DRM Hub Disaster Risk Management Hub DSCC Dhaka South City Corporation DTs Disruptive Technologies ECRJP External and Corporate Relations, Japan EU European Union GDLN Global Development Learning Network GPURL Global Practice for Urban, Disaster Risk Management, Resilience and Land ICT Information and Communication Technology IFC International Finance Corporation IMF International Monetary Fund IoT Internet of Things 7 IPF Investment Project Financing JAIDA Japan-Africa Infrastructure Development Association JICA Japan International Cooperation Agency KSB Knowledge Silo Breaker METI Ministry of Economy, Trade and Industry (Japan) MLIT Ministry of Land, Infrastructure, Transport and Tourism (Japan) MoE Ministry of Environment (Japan) O&M Operations and Maintenance QII Quality Infrastructure Investment STC Short-Term Consultant STT Short-Term Temporary SWM Solid Waste Management TDD Technical Deep Dive TDLC Tokyo Development Learning Center TICAD Tokyo International Conference on African Development TOD Transit-Oriented Development TTL Task Team Leader UNEP United Nations Environment Programme WHO World Health Organization 8 TDLC Annual Report 2019-2020 Sameh Wahba, Global Director, Urban, Disaster Risk Management, Resilience and Land Global Practice 9 MESSAGE FROM THE GLOBAL DIRECTOR T he COVID-19 pandemic has shaken up the world, disrupting economies, societies, and the lives of people. The Tokyo Development Learning Center (TDLC) has not been immune to these disruptions, and in FY20 we have had to respond and adapt to the evolving fallout of the pandemic. This has resulted in a reduced number of events this year. But we have used the opportunity to reflect on our program and to gain greater insights, collect practical expertise, and make preparations to respond to the new and continuing development needs of the post–COVID-19 world. At a pivotal moment such as this, TDLC’s mission becomes more urgent, as effective practical solutions are desperately needed by developed and developing countries alike as they respond to the health and economic crises. Managed by the Global Practice for Urban, Disaster Risk Management, Resilience and Land (GPURL), TDLC has emerged within the World Bank as a critical institution that influences clients, the Bank staff, and partner organizations to bring state-of-the-art practical knowledge and learning to better development outcomes. Amid the challenging circumstances generated by COVID-19, FY20 marked a milestone for TDLC with the conclusion of a five-year Phase 3 (FY16–FY20). During the last five years, TDLC effectively transformed itself into a globally recognized urban development knowledge hub. The program has supported a combined portfolio of more than US$60 billion in committed World Bank lending operations across more than 80 countries worldwide. Over 1,000 country representatives TDLC has emerged within the World Bank and active operational staff as a critical institution that influences clients, have participated in TDLC activities and have been exposed the Bank staff, and partner organizations to world-leading expertise that to bring state-of-the-art practical knowledge has resulted in diverse impacts and learning to better development outcomes. on the ground. As part of the strategic partnership of the World Bank and Japan, TDLC effectively combines the Bank’s globally recognized expertise in urban development with Japanese and global knowledge and experience to create a unique ecosystem where various actors come together to help countries solve development problems. Over the years, TDLC has innovated its signature Technical Deep Dives (TDDs) and its City Partnership Program (CPP) with key Japanese cities, including Toyama, Kitakyushu, Yokohama, Fukuoka, Kobe, and Kyoto. It has effectively utilized networks and knowledge from TDDs and the CPP to inform World Bank operations and developing countries globally. As TDLC embarks upon a new five-year phase, we look forward to an even stronger collaboration of Japanese cities, stakeholders, and the entire TDLC ecosystem to deepen our support to our client countries through World Bank operations in these challenging times. TDLC PROGRAM HIGHLIGHTS 012 TDLC Annual Report 2019-2020 TDLC PROGRAM HIGHLIGHTS TOKYO DEVELOPMENT LEARNING CENTER (TDLC) STARTS PHASE 4 WITH A FOCUS ON OPERATIONAL SUPPORT AND GLOBAL BEST PRACTICES AND PRINCIPLES This fiscal year marks the successful ending of Phase 3 and the start of Phase 4 for the TDLC, a unique Japan–World Bank distance learning partnership program that generates and shares global and Japanese best practices and principles in urban development to bolster their impact globally. In this new phase, TDLC seeks stronger alignment of our activities with World Bank operations and better targeting of existing TDLC modalities, particularly Technical Deep Dives (TDDs). TDLC will also innovate new areas of engagement to leverage our state-of-the-art global and local solutions. Through our signature City Partnership Program (CPP), TDLC will bolster its involvement with local and global experts to leverage their best practices and strengthen our operational engagement. This approach will accelerate operationalization of key development principles, including the G20 quality infrastructure investment (QII) principles. TDLC INCREASES ITS QII FOCUS AND ENHANCES COORDINATION WITH QII AND DISASTER RISK MANAGEMENT (DRM) HUB PROGRAMS In preparation for Phase 4, TDLC has introduced QII as a cross-cutting theme. QII principles and their application are highly relevant to our Operational Support activities, and in FY20, QII principles were applied to the Extended TDD organized for three active projects in Kenya and other relevant engagements. The CPP and research activities also contributed to this agenda through case studies of QII implementation in Japan. In addition, TDLC has introduced structural changes to highlight QII principles and their operationalization in the TDDs. TDLC activities are coordinated with the QII Trust Fund and DRM Hub to connect World Bank operations and clients to these programs if demand is apparent during TDLC activities. 013 TDLC Program Highlights TDLC ALIGNS WITH WORLD BANK PRIORITIES ON DISRUPTIVE TECHNOLOGIES (DTS) Following the Development Committee mandate, TDLC introduced DTs as another cross-cutting theme. In FY20, tailored content on DTs was included in TDDs on solid waste management and upgrading of low-income settlements. TDLC contributes to the World Bank’s Urban Practice network of DT focal points; this year, we helped develop a catalog of DT tools for COVID-19 response, among other resources. TDLC’s research on technology ecosystems, which draws on Japanese cities’ unique features, has led to increased collaboration with the Global Smart Cities Program. TDLC led the team of Japanese experts at the City Solutions Workshop (part of the Smart City Expo World Congress in Barcelona in November 2019) and contributed to the G20 Smart Cities Alliance. TDLC’S FY20 PROGRAMS WERE SEVERELY DISRUPTED BY THE COVID-19 PANDEMIC In response to the COVID-19 pandemic, all TDLC’s face-to-face activities in Japan were stopped in late February and have not yet resumed. The “Technical Deep Dive on Vitalizing Urban Neighborhoods and Space through Transit-Oriented Development,” scheduled for February 24–28, was postponed. As the infection spread across the globe and travel was restricted, TDLC postponed all other planned TDDs and face-to-face activities for the rest of the fiscal year. Operational Support activities requiring travel were postponed in mid-March; the last activity TDLC delivered in person was “Kenya Urban Development Support—Building Cities on QII Principles” on March 2–6. Knowledge and research activities, virtual knowledge exchange, and Operational Support continued and increased. TDLC also focused on COVID-19 crisis response by reviewing and updating its infrastructure and operational procedures and protocols, including safety and security protocols and procedures for pandemic and other disaster response. 014 TDLC Annual Report 2019-2020 EXECUTIVE SUMMARY Founded in 2004, the Tokyo Development Learning Center (TDLC) is a pivotal program within the World Bank Group. Born out of the strong partnership between Japan and the World Bank, its unique mission is to serve as a leading knowledge hub that offers urban development solutions and shares global best practices to maximize their development impact. A s it emerges from its third US$2,431 million in investments. During its phase of operation (FY2016– third phase, TDLC extended its influence on 2020) and enters its fourth the World Bank’s lending operations in more phase (FY2020–2024), than 80 countries worldwide, increasing the TDLC will accelerate its number of projects informed and supported effort to achieve its mission by leading global and Japanese knowledge, of linking developing best practices, and expertise. countries with Japanese and global knowledge, TDLC focuses on key thematic areas, expertise, and technology through its four including urban development, transport, core activities: Technical Deep Dives (TDDs) social, technology and innovation, city and Events, Operational Support, Insights competitiveness, land, environment, and and Publications, and the City Partnership disaster risk management (DRM); but it Program (CPP). These activities are also undertakes in-depth research and synergized with innovations, technology, develops knowledge on frontier topics that and demand-driven development solutions foster innovation. In FY20, TDLC focused from Japan, and respond to developing on creative cities as the frontier topic. Besides countries’ urban development needs key thematic topics and frontier topics, in an efficient and timely manner. TDLC focuses on cross-cutting themes— overarching topics that are integrated This Annual Report provides a review of in all program activities. In FY20, quality TDLC’s work program over the past fiscal infrastructure investment (QII) continued year (FY20) and TDLC’s overall impact during as the cross-cutting theme, and disruptive Phase 3. It summarizes both ongoing and new technologies (DTs) was introduced as the initiatives undertaken by TDLC as part of its new cross‑cutting theme. effort to fulfil the mission of the Japan–World Bank partnership. The report also highlights TDLC’s success is bolstered by the ecosystem all the partnerships, support systems, of partners it has built both inside and outside activities, and media coverages that the World Bank. This ecosystem comprises TDLC leveraged in FY20. internal World Bank audiences and urban development expert communities and TDLC managed to achieve success in many practitioners, including the Japanese of its endeavors in FY20 within the context public and private sectors and academia. of severe disruption to operations posed by Key external partners include the Ministry of COVID-19. The pandemic limited TDLC’s Land, Infrastructure, Transport and Tourism capacity to hold face-to-face events and (MLIT), Japan International Cooperation constrained the travel needed to provide Agency (JICA), Ministry of Environment Operational Support. As a result, TDLC (MoE), and Ministry of Economy, Trade delivered a limited number of TDDs, and Industry (METI); internal World Bank events, and Operational Support activities. partners include the International Finance Corporation (IFC) and Global Practices, Nevertheless, in FY20 TDLC organized World Bank global programs such as the DRM three TDDs and 15 other knowledge events Hub and QII Trust Fund, and the knowledge that reached an audience of more than network of Knowledge Silo Breakers (KSBs) 3,000 people. In addition, the TDLC in the Urban, Disaster Risk Management, team informed 19 World Bank projects Resilience, and Land Global Practice. through Operational Support leveraging 015 TDLC Program Highlights TDLC’s flagship activity, the Technical Deep Dive, harnesses the power of the TDLC ecosystem to bring together groups of World Bank clients and Task Team Leaders (TTLs) One of the important components TDLC for week-long programs of workshops, site focuses on is Insights and Publications. visits, peer exchanges, and action planning. In FY20, the TDLC team developed TDDs are an effective tool for synthesizing, 13 knowledge notes and research products. packaging, and delivering key global and Under this component, TDLC undertakes Japanese best-practice knowledge to World research and prepares documents broadly Bank teams and clients working on operations on three themes: Japan-focused cases and on the ground. In FY20, three demand driven methodologies, studies on frontier topics and TDDs convened 85 client government officials cross-cutting themes, and other knowledge from 29 cities in 27 countries as well as notes and documentation. TDLC also 41 World Bank TTLs, representing researches new and emerging topics US$8.77 billion in World Bank operations. to develop next-generation knowledge, Country delegations from three regions— leveraging its Tokyo base and broad East Asia and Pacific, Africa, and Latin network of experts and partners. Topics America and the Caribbean—had a higher such as creative cities, aging cities, quality TDDs participation rate than other regions. infrastructure investments, and disruptive technologies have been the focus in FY20 TDLC’s Operational Support component for new knowledge generation. Among the aims to provide direct and in-depth impact to myriad research partners are Japanese and World Bank lending and advisory operations. global partners as well as relevant Global The two modalities of Operational Support— Solution Groups, KSBs, and other World just-in-time and extended support—help Bank Global Practices. advance Japan’s bottom-up urban development expertise to inform World With its state-of-the-art studio and conference Bank operations. This year, TDLC informed rooms equipped with the latest technology 19 World Bank projects through Operational and connectivity infrastructure, TDLC can Support activities, leveraging investments serve as a hub to disseminate World Bank amounting to US$2,431 million in projects knowledge and learning to external partners. (US$2,427 million in lending projects and Numerous World Bank units regularly use US$4 million in nonlending projects). TDLC’s studio and conference rooms for Lending investments informed by TDLC high-profile activities involving senior through Operational Support programs are management from the World Bank and mostly in the Africa region, while nonlending Government of Japan. In keeping with projects mainly support the East Asia Japanese disaster management standards, and Pacific region. TDLC has adopted emergency and evacuation plans for offices, studio, and events. Under the City Partnership Program (CPP) component, the TDLC team draws best practices, knowledge, and expertise from the partner cities and practitioners In FY20, TDLC represented to develop learning materials, undertake US$8.77 billion in WB research initiatives, and document insights and analysis on subject matter. operations in 27 countries. CPP cities include Fukuoka, Kitakyushu, Kobe, Kyoto, Toyama, and Yokohama. TDLC also collaborates regularly with In wrapping up Phase 3, TDLC continued Tokyo and Osaka for knowledge exchange to strengthen its program and build new and deployment of experts. Leveraging partnerships. As the program enters a new the experience of its partner cities, TDLC phase, TDLC seeks a stronger alignment of deploys experts from the cities to share activities with the World Bank’s operations, detailed knowledge with client countries. while also better targeting its existing In FY20, of the eight CPP and non-CPP products and services. cities, experts from six cities were deployed in 11 client countries. FY20 SNAPSHOT Victor Mulas discusses how to apply disruptive technologies in urban upgrading projects TECHNICAL DEEP DIVES 3 demand-driven Technical Deep Dives 126 Country Delegations representing US$ 8.77 billion in World Bank operations. 27 85 Client Government Officials from 29 cities in OPERATIONAL Countries SUPPORT and 41 World Bank Task Team Leaders 19 World Bank Projects assisted through Operational Support US$ 2,431 million in investments leveraged for Operational Support (US$2,427 million in World Bank lending portfolio; US$4 million in World Bank nonlending portfolio) 3 Pipeline Development Activities 2 from Ethiopia and 1 from Sri Lanka Kremena Ionkova, Senior Urban Specialist at the World Bank, presenting on global issues and efforts around marine plastic waste management during the International Symposium in Kitakyushu. CITY PARTNERSHIP PROGRAM 6 Partner Cities Fukuoka, Kitakyushu, Kobe, 2 Kyoto, Toyama, and Yokohama Other Cities Tokyo, Osaka Maximum participation from East Asia and Pacific region, followed INSIGHTS & by Africa and Latin America 15 Knowledge and the Caribbean. PUBLICATIONS 5 TDLC developed Exchange Events Japan Case Studies shared Japanese know-how and Methodologies and technical expertise in 5 urban development sector studies on frontier topics and cross‑cutting themes 3,000+ Participants 3 from the public sector, private sector, academia, and other other knowledge notes development organizations. and documents developed 1 New Frontier Topic Launched: Creative Cities Supported a total of US$ 61 billion 80 Countries of committed World Bank lending in TDLC IMPACT DURING PHASE 3 FY2016 - 2020 28 Technical Deep Dives 1,462 Participants from 80 Countries representing US$60.2 billion in World Bank lending operations 104 Operational Support projects in 35 Countries representing US$7.5 billion* in World Bank lending operations *includes US$5.9 billion supported by TDDs 020 TDLC Annual Report 2019-2020 1. ABOUT TDLC As a leading global knowledge hub, TDLC offers urban T development solutions and best practices to maximize the development impact of World Bank projects. he Tokyo Development Learning Center is a pivotal program within the World Bank Group that launched in June 2004 with a partnership between Japan and the Bank. TDLC is managed by the World Bank Global Practice for Urban, Resilience, and Land (GPURL) and overseen by a steering committee comprising representatives from the Japanese Ministry of Finance and the World Bank. Day-to-day operations of the program are conducted by the highly dedicated and resourceful TDLC team in Tokyo with guidance from the World Bank’s Special Representative, Japan, on partnerships and relationships with the Government of Japan. Well positioned as a global disseminator of development solutions, TDLC offers both internal and external stakeholders a one-stop shop for identifying, accessing, and making effective use of Japanese and global knowledge and best practices through four core components: Technical Deep Dives (TDDs) and Events, Operational Support, Insights and Publications, and the City Partnership Program (CPP). All of TDLC’s components are synergistically integrated to identify and unpack innovations and demand-driven development solutions from Japan and beyond, thereby responding to urban development needs of developing countries in a timely manner. 1.1 TDLC PROGRAM OVERVIEW Strategically located in the heart of Tokyo, TDLC serves as a catalytic thought leader that creates a unique ecosystem of leading experts and city practitioners through joint research, knowledge exchange, and project-level engagements. The TDLC program consists of four main components, each of which is designed to be delivered as a part of a value-accretive cycle of engagement with clients and partners. TDLC’s ecosystem generates development solutions to maximize development impact by operationalizing knowledge, accelerating project development, and networking among its diverse stakeholders. 021 TDLC Program Highlights TDLC components are synergistically integrated to tackle urban development challenges and result in enhanced development impact 022 TDLC Annual Report 2019-2020 1.2 TDLC COMPONENTS P. 029 TECHNICAL DEEP DIVE AND EVENTS [KNOWLEDGE NETWORKING AND OUTREACH] Under this component, TDLC organizes, sponsors, or participates in two main channels of knowledge disseminations—TDDs and Events—that aim to provide World Bank Group clients and technical staff with access to global best practices and actionable solutions to development challenges. • Technical Deep Dives: TDLC’s signature one-week cohort-based knowledge acceleration program, TDDs are based on demand-driven topics and result in actionable project designs that incorporate key lessons and approaches from both Japanese and global experiences. • Other key events hosted or co-organized by TDLC: TDLC continues to partner with Japanese and global stakeholders to engage in various events in both Japan and abroad. P. 053 OPERATIONAL SUPPORT TDLC supports and facilitates delivery of tailored knowledge, capacity building, and advisory services to developing countries in connection with the World Bank’s operational projects. Two modalities are used: just‑in‑time support and extended support. • TDLC’s Operational Support aims to provide direct and in-depth impact to development outcomes in connection with World Bank operations. • Operational Support is typically extended as a follow-up to TDDs, based on direct requests from TTLs and client demand. Opportunities and operational linkages are identified at the upstream stage and at the project implementation stage. 023 TDLC Program Highlights P. 073 INSIGHTS AND PUBLICATIONS [STRUCTURED LEARNING AND RESEARCH] Drawing on the thematic expertise of GPURL and experts from Japan and abroad, TDLC produces and disseminates unique development insights as open knowledge accessible to global urban experts and practitioners. • TDLC’s strong partnership with key Japanese cities and global experts allows it to codify and distill its project-level experiences as sharable insights, and to collaboratively produce tailor-made knowledge products as “open insights” accessible to all urban experts and practitioners globally. • Through TDDs and Operational Support activities, TDLC continuously implements new practical solutions in real settings, distilling insightful “how-to” knowledge. TDLC also actively catalyzes frontier topics by exploring new areas of development impact in developing countries and testing such impact in connection with Bank operations. P. 081 CITY PARTNERSHIP PROGRAM TDLC engages with selected Japanese cities to share relevant development experiences and solutions, thus linking Japanese expertise with specific opportunities for project-level engagement in developing countries. • Currently TDLC partners with six Japanese world-class cities: Fukuoka, Kitakyushu, Kobe, Kyoto, Toyama, and Yokohama. In addition, TDLC collaborates actively with other Japanese cities, such as Osaka and Tokyo. • TDLC captures and documents practical “how to” experiences from relevant agencies and/or knowledge institutions in selected cities in Japan, producing outputs such as knowledge notes, toolkits, good practice guides, videos, etc. In addition to these four core activities, TDLC also provides conference management support (technology, conferencing, and outreach support) to assist with event management and post-production of videos and other media outputs. This effort supports and helps expand the World Bank’s engagements in Japan. Equipped with the latest technology and connectivity infrastructure, TDLC’s state-of-the-art studio and conference rooms serve as a hub to disseminate World Bank knowledge. 024 TDLC Annual Report 2019-2020 1.3 TDLC KEY TOPICS TDLC’s primary goal is to contribute to maximizing urban development impact in connection with World Bank operations. To further this goal, TDLC focuses on an array of foundational urban development topics that best support the Bank’s operations in developing countries. Supported by Global Leads, Practice Managers, and Program Leaders from GPURL and other Global Practices, TDLC chooses the focus of each year’s program based on developing countries’ demands and internal Bank priorities for maximizing urban development impact. Current key topics include the following: URBAN DEVELOPMENT UTILITIES AND SERVICES TRANSPORT Compact city development, Solid waste management, Transit-oriented metropolitan planning, water supply management, development, urban governance, legal and sewage management, mobility planning. institutional frameworks for street lighting. urban/municipal management, municipal finance, urban placemaking. SOCIAL DISASTER RISK TECHNOLOGY MANAGEMENT AND INNOVATION Universal accessibility, Resilient cultural heritage and Smart cities, big data, artificial aging population, inclusion, tourism, resilient intelligence, drones, GIS citizen engagement. infrastructure, city resilience, systems, robotics, virtual urban flooding. reality/augmented reality. CITY COMPETITIVENESS LAND ENVIRONMENT Creative cities, competitive Land readjustment, land use Blue economy (marine plastic cities, start-up ecosystems, planning, land tenure, land and ocean litter), circular value chains/industrial governance, geospatial, economy, climate change, development, tourism, territorial development. green infrastructure. local economic development. 025 TDLC Program Highlights 1.4 TDLC FRONTIER TOPICS AND CROSS-CUTTING THEMES TDLC FRONTIER TOPICS To foster innovation and push the urban development agenda forward, TDLC explores and develops at least one new frontier topic every year. Frontier topics are carefully chosen based on combined criteria of development impact, demand, practicality, and availability of new solutions and approaches. Priority is given to new topics with higher client demand and links to Japanese knowledge and competitive advantage. Figure 1 shows how TDLC catalyzes frontier topics to support World Bank operations. CPP + TDLC Ecosystem’s Expertise Operational Support Frontier Topic Application and Testing of TDD Frontier Topic Approaches in Developing Countries Demand from Developing Countries Frontier Topic TDLC TDLC Applied in Frontier Topic “How-to” Developing Insights Insights Countries World Bank Flagship / New Development Area In FY20, creative cities was the frontier topic, and in January 2020 Figure 1: Development and TDLC organized a TDD on this topic, convening experts and practitioners Application of to explore methodologies and solutions for developing creative communities Frontier Topics in cities and accelerating the creative economy. Aging cities was the frontier topic in FY19; in FY21, in response to demand due to the current pandemic, the frontier topic will be healthy cities and city resilience and emergency preparedness. 026 TDLC Annual Report 2019-2020 CROSS-CUTTING THEMES Besides the frontier topics, TDLC develops overarching themes that cut across all the activities of the TDLC components. These cross-cutting themes are chosen based on the priorities of the Japanese government and the World Bank. In FY20, quality infrastructure investment (QII; see box 1) continued as a cross-cutting theme and disruptive technologies (DTs; see box 2) was added as a new cross-cutting theme. These two topics will continue to be the overarching themes in the next phase of the program as well. STEPS TO OPERATIONALIZE QUALITY INFRASTRUCTURE INVESTMENT In FY20, TDLC mainstreamed and operationalized QII principles as a cross‑cutting theme across all its program activities. TDLC follows a three-step approach for assimilating QII in its activities, as defined below. STEP 1 STEP 3 TECHNICAL DEEP DIVE IN-COUNTRY OPERATIONAL As part of TDD technical sessions and TECHNICAL DEEP DIVE site visits, TDLC offers firsthand experience This year, TDLC exlored a new approach of quality infrastructure’s important role in to disseminating practical implementation achieving balanced growth and development and “how-to” knowledge in the context of in client countries. In FY20, TDDs included QII principles. Following demand from information on how Japanese urban several Kenya delegations attending development integrates the QII in its TDDs, TDLC organized a QII-focused planning and operation. The delegates Operational Technical Deep Dive. This learned how solid waste management, modality of TDD was provided in-country urban upgrading, service delivery, for the first time and convened several local economic development, and urban sets of alumni of previous TDDs development all integrate the QII principles. (who are currently implementing active Bank projects) together with a broader set of interested stakeholders within STEP 2 the Kenyan governent. The Extended OPERATIONAL SUPPORT Operational Technical Deep Dive followed During TDDs, the World Bank task teams the TDD methodology, including technical and clients prepare action plans based on the sessions by Japanese and international key lessons, including operationalizing of QII experts, field visits to World Bank - in World Bank - financed projects. Action financed project sites, action planning, plans are presented to the TDLC team and peer learning, ensuring that participants and other experts, and support is absorbed the practical knowledge needed sought on implementing the plans, to implement QII principles and including QII principles. enhance development impact. BOX 1 QII PRINCIPLES The six G20 principles for QII include: 1. Maximizing the positive impact of 4. Building resilience against infrastructure to achieve sustainable natural disasters and other risks; growth and development; 5. Integrating social considerations 2. Raising economic efficiency in infrastructure investment; in view of life-cycle cost; 6. Strengthening infrastructure 3. Integrating environmental governance. considerations in infrastructure investments; 027 TDLC Program Highlights DISRUPTIVE TECHNOLOGIES In 2018, the World Bank Group developed a paper entitled “Disruptive Technologies and the World Bank Group–Creating Opportunities– Mitigating Risks” for the Development Committee Meeting.1 The paper highlights the need for technology-based disruptions to overcome the development challenges of traditional pathways. Following the guidance provided by this paper for the Bank, TDLC incorporated DTs as a cross-cutting theme across its activities to support Global Practices implementation on TDLC’s topics. DTs is a new cross-cutting theme across the World Bank and is being operationalized across all Global Practices by supporting countries in creating opportunities and mitigating risks associated with DTs. 1  The Development Committee is the Joint Ministerial Committee of the Boards of Governors of the Bank and the Fund on the Transfer of Real Resources to Developing Countries. The paper on DTs is available on the Development Committee website at https://www.devcommittee. org/sites/www.devcommittee.org/files/download/Documents/2018-09/DC2018-0010%20 Disruptive%20Technologies.pdf. BOX 2 DISRUPTIVE TECHNOLOGIES FOR DEVELOPMENT Technology is cutting through all aspects The cross-sectoral nature of DTs of society, to the point where every industry is well suited to address the many may eventually be led by tech companies. critical challenges of urban development, Disruptive technologies are broadly defined which are similarly cross-cutting and as innovations that disrupt the status quo multidimensional. For example, the or lead to the creation of new markets, global challenge of affordable housing values, and expectations. They can be encompasses various issues beyond the something ubiquitous like a smartphone construction of adequate homes, such or something more esoteric such as as land tenure and income inequality. machine learning or quantum computing. Affordable housing is meaningful only when residents have access to basic Disruption is driven not solely by the services, health care, and good jobs within technologies themselves, but through reasonable distances to the city center. the way that technologies singularly revolutionize the transformation of This is where disruptive technologies come human activities. The 2018 World into play. Artificial intelligence–powered Bank Development Committee paper drones can map informal settlement areas on disruptive technologies highlights the and help provide land titles on blockchain- need to harness these technologies through secured registries. In contrast to traditional Bank operations to accelerate development construction methods, 3D printing impact. The paper also discusses how technology can construct houses within the Bank will operationalize DTs in client days in a highly cost-efficient and ecological country projects while mitigating the risks manner. Disruptive technologies are and maximizing the opportunities. powerful tools in meeting development challenges in a timely and scalable fashion. TECHNICAL DEEP DIVES & EVENTS 030 TDLC Annual Report 2019-2020 2. TDLC PROGRAMS IN REVIEW 2.1 TECHNICAL DEEP DIVES AND EVENTS [KNOWLEDGE NETWORKING AND OUTREACH] Participants exploring Ameyoko district in Tokyo during a site visit for the TDD on Improving Infrastructure, Services and Livelihoods OVERVIEW in Low Income Urban Settlements. T he Technical Deep Dive (TDD) is TDLC’s flagship one-week cohort-based knowledge acceleration program that brings together groups of World APPROACHES Bank clients and Task Team Leaders (TTLs) who The TDDs offer blended learning opportunities are primarily responsible for the implementation of the to expose participants to cases, partners, and experts World Bank projects in developing countries. The TDD from Japan and abroad. It incorporates a diverse range is uniquely positioned as an effective tool to synthetize, of knowledge instruments to engage the participants package, and deliver key global and Japanese best- on various levels: practice knowledge to World Bank teams and clients working on operations on the ground [Refer to Box 2 for more details]. In FY20, TDLC organized three TDDs, • Presentations by experts: TDLC invites experts and practitioners from Japan and globally convening 85 client representatives from 29 cities in to disseminate knowledge and experiences that 27 countries as well as 41 TTLs. address development issues relevant to the fields of operation. Face-to-face interaction The program is comprehensive in its regional and networking with these experts adds and sectoral coverage, emphasizing areas of urban crucial value for the participants. development and resilience where Japan has strong comparative advantage. TDDs also closely link to two • Site visits: Site visits are at the heart of the Technical Deep Dives and allow participants other Japanese-supported programs, the Japan-World to witness and experience Japanese practices Bank Program for Mainstreaming Disaster Risk in urban development at first hand. Management in Developing Countries (DRM Hub) and the Quality Infrastructure Investment (QII) Partnership Trust Fund, to ensure consistency • Peer exchanges: The TDD includes shift-and- share exchanges, where client country teams move and to maximize impact and synergies, particularly in from table to table to discuss the challenges faced commonly addressed topics. Thus, the TDD serves as a and the solutions adopted or measures taken in platform to provide leads on actionable and high-quality response. This approach enhances peer-to-peer projects for DRM Hub and QII Trust Fund support, learning with fresh and practical solutions that can among other related programs. be applied by participants in their home countries. 031 Technical Deep Dives and Events Figure 2: Project Cycle Stages of Investments LENDING (IPF/P4R/DPF) US$ million Leveraged by TDDs 6,748.28 1,287.31 506.76 100 120 1. Identification 2. Preparation 3. Negotiations and 4. Implementation 5. Completion PROJECT Board Approval and Support and Evaluation STAGE Note: DPF = Development Policy Financing; IPF = Investment Project Financing; P4R = Program-for-Results. ADVISORY SERVICES & ANALY TICS US$ million 5.26 1.48 0.3 1. Identification 2. Preparation 3. Negotiations and 4. Implementation 5. Completion PROJECT Board Approval and Support and Evaluation STAGE • Action planning: Drawing on key lessons learned during the TDDs, delegates work together THE IMPACT OF with their World Bank TTLs to formulate an action THE TDDS IN FY20 plan that is applicable to their project back home. TDDs aim to inform and support clients in connection This planning also includes specific “asks” that with project investments at every stage of the World outline how the World Bank and TDLC can Bank’s project cycle—identification, assesement and support realization of the action plan. The appriasal, Board approval, implementation and support, action plan provides linkages to the Operational and completion and evaluation. In FY20, TDDs Support component of the TDLC program, thus informed projects mainly at the implementation providing direct and in-depth support and support stage, followed by the asessment to World Bank operations. and appraisal stage (see Figure 2). 032 TDLC Annual Report 2019-2020 Figure 3: TDD Participants by LENDING (IPF/P4R/DPF) US$ million Region and Country 3,017.25 1,901.87 1,312.63 902.09 825 803.51 East Asia & Pacific Africa Europe & South Asia Middle East Latin America Central Asia & North Africa & Caribbean ADVISORY SERVICES & ANALY TICS US$ million 4.32 1.625 0.3 0.625 0.16 East Asia & Pacific Africa Europe & South Asia Middle East Latin America Central Asia & North Africa & Caribbean Figure 4: Regional Distribution of World Bank Note: DPF = Development Policy Financing; Investments Leveraged by TDDs IPF = Investment Project Financing; P4R = Program-for-Results. in FY20, by Portfolio Type 033 Technical Deep Dives and Events BOX 3 WHY TDDs? BENEFITS OF TDDS FOR PARTICIPANTS UNIQUE CHARACTERISTICS OF TDDS • Cutting-edge policy thinking and technical knowledge delivered • TDD topics are selected based on demand and implementation needs through engaging learning sessions from emerging countries. • Peer learning and networking with global practitioners • Participants are identified and selected to maximize development impact in connection • Experiential knowledge exchange through site visits and one-on-one sessions with with an existing Bank operation in the design or implementation phase. experts and practitioners • The programs are action-driven with • Customized knowledge and opportunities to engage directly with Japanese and other a focus on problem solving, resulting in an implementation-ready action plan focused on a development challenge. countries’ municipalities, ministries, private sector, and academia to explore innovative solutions to clients’ development challenges • TDDs are coupled with follow-up Operational Support, which includes various instruments • Access to follow-up operational support through TDLC’s Operational Support of engagement such as technical assistance, expert consultations, and dispatch of Japanese experts to client countries. component, to assist in the successful application of knowledge gained through the TDD • Cohort-based groupings provide unique peer-to-peer learning and help develop strong Communities of Practice among participants and practitioners. • TDDs apply a diverse range of learning instruments, including site visits, peer exchange, one-on-one expert sessions, and e-learning to ensure maximum knowledge absorption and customization of knowledge needs. • The program connects participants with TDLC’s network of experts and practitioners and provides linkages with existing or new Communities of Practice to develop case studies and best-practice lessons. Over the course of FY20, TDLC delivered three TDDs representing US$8.77 billion in World Bank operations through 49 projects in 27 countries. Delegations representing 29 cities in 27 countries attended TDDs over the fiscal year, and 41 World Bank Task Team Leaders as well as 85 client representatives were exposed to solutions and expertise from Japan (participants’ countries are shown in Figure 3). In terms of TDD participation by region, participation from the East Asia and Pacific region was highest (22 percent), followed by Africa (21 percent) and Latin America and the Carribean (19 percent). (Details on the World Bank projects supported by the three TDDs are in annex II.) In FY20, TDDs leveraged US$8.77 billion spread over 41 lending projects, as well as US$7 million spread over eight nonlending projects. While, the largest amounts leveraged were for investments in the Africa region; the East Asia and Pacific region also received substantial support for Investment Project Financing (IPF) projects, justifying their higher participation rate at the TDDs. Figure 4 shows the regional distribution of World Bank investments leveraged by TDDs in FY20. 034 TDLC Annual Report 2019-2020 KEY TOPICS & OPERATIONALIZING QUALITY OPERATIONALIZATION INFRASTRUCTURE INVESTMENT OF CROSS-CUTTING QII continued to be an important cross- cutting theme in FY20, and TDLC endeavors THEMES to operationalize QII principles in TDDs and Operational Support projects. Going forward, Topics for TDDs are prioritized based TDLC aims to include QII seminar sessions in on Japanese knowledge and comparative all TDDs to discuss how QII principles could advantage in the subject, comprehensive be applied in the context of development. sectoral coverage, and regional and global focus. Thematic topics are chosen through direct engagement with World Bank Global Leads and Practice Managers. Once topics are OPERATIONALIZING identified, programs are developed in direct DISRUPTIVE TECHNOLOGIES collaboration with World Bank Technical With DTs a cross-cutting theme for FY20, Leads and thematic Communities of this year’s TDDs explored a set of curated Practice (to focus on specific client DT solutions applicable in developing country objectives and development challenges). contexts and at different levels of readiness for implementation and deployment. In In FY20, TDLC organized a TDD on creative the Solid Waste Management (SWM) cities, a frontier topic with the potential to TDD, DT solutions focused on the plastic generate a new line of operations for the waste challenge. In the TDD on Improving World Bank based on global and Japanese Infrastructure, Services and Livelihoods in best practices and expertise. Low-Income Urban Settlements, DT solutions addressed multiple issues, including property In addition to addressing the thematic topics rights, affordable housing, and delivery of and new frontier topics, in FY20 TDLC sought basic services (water, utilities, etc.) for to operationalize two cross-cutting themes— upgrading low-income settlements. This quality infrastructure investment (QII) and TDD also explored case-based solutions for disruptive technologies (DTs)—across all deployment of 3D printing solutions for more activities, including TDDs. cost-effective affordable housing construction at scale in the context of emerging economies. BOX 4 QII PRINCIPLES The Technical Deep Dives serve as a platform for IN TECHNICAL DEEP DIVES bottom-up dissemination of QII principles. TDDs are focused on a specific set of thematic areas with a cross-cutting link to QII operationalization. Participants in TDDs represent US$8.77 billion of lending operations, and therefore act as a conduit by which QII principles could impact a wide range PARTICIPANT FEEDBACK of operations beyond the TDDs. “Through the sessions and site visits, I observed For many participants, TDDs serve as a gateway to firsthand how Quality Infrastructure is vital learn and experience the practical application of QII to achieving balanced growth and development.” principles and the outcomes for development (see the figure on the right, showing results of a post-TDD (N=173) survey). Through TDD’s thematic sessions and site visits, participants gain knowledge of how to apply STRONGLY AGREE 118 QII principles to solve development challenges more effectively. For example, participants learn AGREE 51 how QII principles can maximize positive economic, environmental, and social impact coupled with NEITHER AGREE OR DISAGREE 8 disaster risk management, resilience, and financial DISAGREE sustainability. Participants are also given an opportunity to learn and digest the modality of QII and develop an STRONGLY DISAGREE action plan for their projects that could benefit from the lessons on QII. This sets the stage for QII to be operationalized in post-TDD Operational Support activities, as well as in connection with World Bank Source: TDLC Mid-Term Review, 2019 projects at large. 035 Technical Deep Dives and Events BOX 5 DISRUPTIVE TECHNOLOGY SOLUTIONS EXPLORED IN TDDs DT SOLUTIONS FOR OCEAN PLASTIC DT SOLUTIONS FOR UPGRADING Technological solutions focused on four key LOW-INCOME SETTLEMENTS challenges of ocean plastics: Technological solutions focused on three key challenges in transforming low-income settlements: 1. Identifying, mapping, harvesting ocean plastics 1. Mapping informal communities Solution: Finding ocean plastics via remote sensing (hyperspectral imaging combined • Use of geospatial data (from drones and satellite imaging) combined with AI with artificial intelligence (AI) and machine to identify stress zones and compare learning to identify different types of plastics). with current land registry 2. Reprocessing harvested • Use of mobile data to create plastic into usable feedstock location addresses for unmapped informal settlement areas Solution: Reprocessing technology to break down plastics into fundamental building • Digitalization of new registries and blocks and turn them into fuel or other useful storage on government blockchain chemicals (ammonia, ethylene). Plastics can also be mixed with sand and other materials 2. Providing affordable housing at scale to be used for construction. • Use of 3D printers to construct houses at affordable prices and tremendous scale, by 3. Developing markets printing either complete houses or housing for reprocessed plastic parts for modular construction Solution: Strengthening the recycled plastic market—for example, through mobile 3. Improving access to basic services apps and blockchain-secured online savings in health care instruments that provide financial inclusion for the unbanked population via collection • Use of drones for emergency delivery of medical supplies/blood and recycling of plastic waste. • Digital storage of children’s vaccination 4. Addressing the plastics problem at its history via biometric recognition source (before it enters the ocean) (identifying fingerprints) Solution: Using bioplastic technologies— • Clinic-in-a-box: Installation of clinics “plastics” made from seaweed powder and in remote areas to improve access to other environmentally friendly materials that primary care using shipping can be dissolved in water and that biodegrade containers and 3D printing at room temperature. Bioplastics can also be edible by humans/animals given their 4. Improving access to basic services dissolvable characteristics. in energy • Use of solar power for fans, water filters, lamps, cookstoves DISRUPTIVE TECHNOLOGY SOLUTIONS FROM JAPAN The food sector is particularly vulnerable to weather-related risks. NEC Corporation and Japan Weather Association have developed an IoT (internet of things) platform that leverages AI and weather data to optimize the demand for and supply of food. The platform utilizes open weather data to provide users with food demand forecasts and information on inventory levels and sales performance. This solution helps to prevent food waste by optimizing stock levels. It also increases stores’ profitability through increased sales that optimize supply. 036 TDLC Annual Report 2019-2020 SYNERGETIC IMPACT TDDs AND OPERATIONAL SUPPORT The TDD methodology and structure is designed to incorporate global and Japanese best practices in a concise learning package for dissemination to client country delegations. As an output of the TDDs, participants draw on key TDD takeaways to prepare action plans for their ongoing or pipeline World Bank projects, and then seek TDLC’s knowledge support to operationalize those plans. TDDs thus become a gateway allowing emerging economies and World Bank operations alike to benefit from TDLC’s Japanese and global experience and expertise, especially on cross‑cutting themes such as QII and DTs. TDDs AND CITY PARTNERSHIP PROGRAM TDDs are closely tied to the City Partnership Program (CPP); the goal is to maximize development impact by linking Japanese cities’ knowledge and expertise to developing countries in connection with World Bank projects. The CPP cities are critical sources of knowledge for identifying and documenting cases and deriving solutions from Japanese experience. Best practices derived from the CPP are packaged and delivered at the TDDs through presentations and speeches by city officials and other experts. TDLC also works closely with advisors from various Japanese national government entities, including the Ministry of Land, Infrastructure, Transport and Tourism (MLIT), the Japan International Cooperation Agency (JICA), the Ministry of Foreign Affairs, and the Cabinet Office, as well as local governments. TDLC works with these entities to identify the Japanese experts best suited to deliver tailored content to the TDD participants. TDLC staff facilitating discussion among participants and Kyoto speakers on creative community building at the neighborhood level during the Creative Cities TDD. 037 Technical Deep Dives and Events TDDs AND TECHNOLOGY Prior to their on-site learning opportunities at TDDs, participants are also made aware of other learning offerings such as e-learning modules co-developed by relevant World Bank Communities of Practice and experts. TDLC developed a customized app for the TDDs to provide event support tools for communication, file sharing, surveys and polls, social media linking, etc., including recording and management of various functions (such as registration) in one platform. The customized app was first used at the TDD on State Property Management in November 2018 and it is being updated and further customized since. In FY20, the platform was used by four events: TDD on Solid Waste Management (November 11–15, 2019), TDD on Improving Infrastructure, Services and Livelihoods in Low-Income Urban Settlements (December 2–6, 2019), TDD on Creative Cities: Culture and Creativity for Jobs and Inclusive Growth (January 27–31, 2020), and the Kenya Urban Development Workshop: Building Cities with QII Principles (March 1–7, 2020). The app managed 283 participants for these four events, for a total of 744 contacts since November 2018. TDD delegates from developing countries participating in a TDD Shift and Share session. A worker compressing empty cans at the Kitakyushu Plastic Recycling Center. TDD AT A GLANCE CPP PARTNER CITIES KITAKYUSHU CITY OTHER PARTNER ORGANIZATIONS Institute for Global Environmental Strategies (IGES) PARTICIPANTS 52 COUNTRY REPRESENTATION 13 Ethiopia, Mozambique, Sierra Leone, China, Indonesia, Philippines, Romania, Turkey, Albania, Colombia, Tunisia, Bangladesh, India SPEAKERS/RESSOURCE EXPERTS DISPATCHED 13 5 JAPANESE INTL KEY JAPANESE EXPERTS/INSTITUTIONS REPRESENTED MR. MASAYOSHI KURISU Deputy Director, Ministry of Environment MR. YASUO FURUSAWA Director, Tokyo Metropolitan Government MR. SHIKO HAYASHI Program Director, Institute for Global Environmental Strategies (IGES) KEY INTERNATIONAL EXPERTS/INSTITUTIONS REPRESENTED MS. GABRIELLE JOHNSON Senior International Program Manager, Lynker Technologies Site visit to the Kitakyushu Plastic Recycling Center during the Solid Waste Management TDD. 039 Technical Deep Dives and Events TDD DIGEST #1 SOLID TECHNICAL DEEP DIVE ON WASTE MANAGEMENT OVERVIEW CONTEXT Every city is different when it comes to JAPAN’S APPROACH TO SWM solid waste generation and management, in In Japan, there is a fairly clear terms of waste composition and governance demarcation between the national, structure and budgets for managing waste. prefectural, and municipal (city, town, However, there are common challenges village) governments in dealing with solid relating to holistic planning and policy, waste issues. The national government is sustainable financing, appropriate responsible for basic SWM policies, technology selection for waste processing, management, facility standards, integration of informal workers, citizen and and emergency measures; prefectural private sector engagement, and governance. governments typically permit and supervise The TDD on Solid Waste Management (SWM) waste management facilities; and municipal was intended to foster a technical knowledge governments set and execute general waste exchange among SWM practitioners through management plans and manage peer-to-peer discussions and knowledge subcontractors that work on the dissemination by industry experts. collection and disposal of solid waste. While the TDD covered issues and challenges Integrated solid waste management of the entire value chain of SWM, emphasis requires investments in infrastructure was placed on the problem of plastic waste development and operation. and its accumulation in ocean environments. This TDD brought together practitioners and In the case of Japan, the national government technical experts from 13 countries (Ethiopia, provides a subsidy for capital expenditure, but Mozambique, Sierra Leone, China, Indonesia, municipal governments spend more than Philippines, Romania, Turkey, Albania, 60 percent of the investment for SWM. To Colombia, Tunisia, Bangladesh, and India) provide a source of financing, many Japanese to learn about key issues in SWM laws and municipal governments now charge their policies, institutional structures, regulatory residents for refuse collection by selling “ and financial mechanisms, citizen and private designated bags for garbage disposal. sector engagement, and technologies in both Japan and abroad. During the TDD, participants visited Kitakyushu, one of the leading cities in recycling, and joined the International To tackle the issues of solid Symposium on Marine Litter and Ocean waste, we have to work together Plastic organized by the World Bank across all sectors to begin to Tokyo Development Learning Center address the problem—from (TDLC) and the City of Kitakyushu. Approximately 400 people from Japan upstream production, design and and other countries participated in the consumption, to post‑consumer event and actively discussed challenges waste product management.” and approaches to solve marine plastic issues. Catalina Marulanda Practice Manager, World Bank 040 TDLC Annual Report 2019-2020 ENGAGEMENT OF JAPANESE EXPERTS Several Japanese policy makers and practitioners explained Japan’s SWM experience and its journey over the decades in developing a circular economy. A speaker from the Japanese Ministry of Environment, Mr. Kurisu, explained the historical development of Japan’s SWM approaches and asserted the importance of synergy between regulation, technology, and financial support to ensure proper solid waste management at a local government level. Mr. Shiko Hayashi, Program Director at the Institute for Global Environmental Strategies, explained the breakdown of SWM revenue and expenditure in the city of Kitakyushu and argued for the importance of a phased approach to introducing recycling policy. LEVERAGING THE JAPANESE EXPERIENCE SITE VISITS IN KITAKYUSHU From Day 2 to Day 4 of the TDD, participants visited the city of Kitakyushu to learn about the city’s environmental initiatives for establishing a sound approach to the material cycle. Mr. Kawasaki from the city of Kitakyushu introduced the concept of a “material-cycle society” and explained the city’s collaboration with local stakeholders, including residents, business operators, nonprofit organizations, and various administrative units. He stated that a city has a responsibility to draw up a plan for “where” and “how” nonindustrial waste generated in its districts is to be disposed of, and to ensure that the disposal is carried out as planned. After the presentation, participants visited the Hiagari Recycling Center for Waste Cans and Bottles and the Kitakyushu Plastic Recycling Center to witness firsthand how the city collects and treats recyclable wastes. TDD participants also visited the Kitakyushu Eco-Town, an “ eco‑friendly industrial complex that opened in 1997 based on a unique regional policy that joins environmental conservation policy with industrial promotion policy. It is impressive how Japan implemented waste-to- energy technologies. We would like to know more about effective project schemes and appropriate applications of technologies.” Delegate from Indonesia The city of Kitakyushu collaborates with over 25 private companies, universities, and research institutions for basic and applied research, education, and manufacturing in the environmental field. TDD participants visited two private companies in Kitakyushu’s Eco‑Town (JEPLAN, Inc., and Nishi-Nippon PET-Bottle Recycle Co., Ltd.) and learned how used cell phones, clothes, and PET bottles can become sources for energy or resources to generate new products, such as new sportswear, plastic trays, and school bags. 041 Technical Deep Dives and Events LESSONS FOR TDD PARTICIPANTS The TDD concluded with action plans presented by each country delegation highlighting key takeaways and next steps in addressing SWM in their home countries. Among the key takeaways were the following: • National governments can provide a comprehensive framework but need • Visualizing and sharing the latest data on waste at one’s city or country is the to help local governments to develop starting point to accelerate SWM. and implement concrete solid waste Technologies such as smart sensors management policies and legal can help us monitor the fill levels frameworks that can involve citizens. of waste and provide insights for • National and municipal governments can build on and improve the existing collection optimization. Data also provide solutions for optimizing collection, sorting, and reducing SWM system by collaborating with the other operational costs. private sector and informal recyclers. To facilitate collaboration, the government needs to offer both financial and • Producers should take responsibility for the environmental impact of their nonfinancial incentives (i.e., health products through their life. They need services, training opportunities, to think about the selection of materials, and social empowerment) to share product design, and production process knowledge and scale up good practices. as well as products’ use and end-of-life • Sorting waste at one’s home is the core of effective solid waste management. management of used products. The municipal government needs to offer learning opportunities for citizens (especially schoolchildren) to understand the 3R principles (reduce, reuse, and recycle) and the importance of waste separation at home. Solid Waste Management TDD participants visiting a recycling company in Kitakyushu Eco Town. TDD participants witness firsthand how the Ameyoko district has transformed itself into one of Tokyo’s busiest market streets. TDD AT A GLANCE PARTICIPANTS 45 COUNTRY REPRESENTATION 11 Democratic Republic of Congo, Uganda, Indonesia, Myanmar, Bolivia, Brazil, Colombia, Mexico, Egypt, Djibouti, Pakistan SPEAKERS/RESSOURCE EXPERTS DISPATCHED 21 6 JAPANESE INTL KEY JAPANESE EXPERTS/INSTITUTIONS REPRESENTED MR. ISAO HOSHINO President, Ameyoko Shopping District Association MR. KAZURO YAHIRO President THINK ZERO Co., Ltd. KEY INTERNATIONAL EXPERTS/INSTITUTIONS REPRESENTED MS. MARTHA CHEN Lecturer, Harvard University MS. SOMSOOK BOONYABANCHA Chairperson, Community Organizations Development Institute MS. ANACLAUDIA ROSSBACH Regional Manager Latin America and Caribbean, City Alliance Dr. Martha Chen, Lecturer at Harvard Kennedy School, discussing the importance of protecting urban informal businesses at the Improving Infrastructure, Services and Livelihoods in Low Income Urban Settlements TDD 043 Technical Deep Dives and Events TDD DIGEST #2 TECHNICAL DEEP DIVE ON IMPROVING INFRASTRUCTURE, SERVICES, AND LIVELIHOODS IN LOW-INCOME URBAN SETTLEMENTS OVERVIEW CONTEXT Globally, an estimated 1 billion people live WHY IS IT IMPORTANT in informal communities and other types TO ADDRESS INFORMAL SETTLEMENTS of informal settlements, and that number AND LIVELIHOOD ISSUES? is expected to grow to more than 3 billion by 2050. Informal dwellers typically live in The resource experts emphasized that overcrowded conditions and in low-quality governments need to involve the urban housing, have limited access to basic services, poor in urban upgrading initiatives to set and are often at risk due to natural disaster a new vision and reframe conventional and insecure tenure, which can mean policies to foster and promote social displacement. Many of the urban poor inclusion. Ms. Soomsook Boonyabancha, work in the informal sector, as informal an expert on affordable housing in informal vendors or workers in low-skill and low-wage settlements, argued that rapid urbanization jobs without social insurance or protections. often causes regular evictions of informal dwellers and thus the weakening of For the urban poor living in informal communities. Thus a critical element communities, it is essential to address for city governments is to actively engage the challenges of living conditions and with the urban poor to understand the livelihoods opportunities by scaling up multidimensional challenges being faced; existing and new solutions to achieving this step helps empower communities and the Sustainable Development Goals facilitates local initiatives to upgrade local and helping cities improve livability infrastructure and services. and inclusion for all residents. Dr. Martha Chen, Lecturer in Public Policy This week-long TDD brought together at the Harvard Kennedy School, asserted the practitioners and technical experts from importance of recognizing and supporting 11 countries (Democratic Republic of Congo, informal workers, as over 61 percent of the Uganda, Indonesia, Myanmar, Bolivia, Brazil, world’s workers are in the informal sector. Colombia, Mexico, Egypt, Djibouti, and According to her, cities cannot address Pakistan) to share knowledge and learn informal settlement issues unless they from each other, as well as from Japanese understand the livelihood challenges and global experiences on urban upgrading. of the urban poor (whose homes tend to They explored approaches to addressing land be their workplace) and help them secure issues to improve tenure security; ways to their legal rights and representation as well “ provide safe and reliable basic services in as gain access to public goods. low-income and informal settlements; the role of government, civil society, and the private sector in informal community improvement; and ways to improve opportunities for livelihoods and address the Strong urban upgrading cases needs of informal workers. During their stay, include improved health outcomes, delegates visited Ameyoko Shopping Street in Ueno to learn about the formalization process better livelihood opportunities, for Japanese markets and food stands. more private investment in home improvements, better access to transport and jobs, and a reduction in crime and violence.” Judy Baker Global Lead on Urban Poverty and Housing, World Bank 044 TDLC Annual Report 2019-2020 LEVERAGING THE JAPANESE EXPERIENCE SITE VISITS IN TOKYO During this TDD, the delegates visited Ameya Yokocho (Ameyoko) in Ueno, where Mr. Isao Hoshino (Chairperson of the Ameyoko Shopping Street Association) briefed the delegation on how the district transformed from an informal market following the Second World War to one of the most popular shopping streets in Japan today. He said that securing an alternative site for temporary business was the catalyst to accelerate the redevelopment process. Following the presentation, the delegates walked around Ameyoko and discussed the importance of land registration and development that accounts for the flow of foot traffic. ENGAGEMENT OF JAPANESE EXPERTS During this TDD, TDLC invited Dr. Kazuro Yahiro, CEO of a Fukuoka- based think tank and a member of Fukuoka City’s Food Stall Appointment Committee, to make a presentation on the formalization process for food stalls in Fukuoka. While he admitted that the formalization process has been politically challenging, he emphasized that the city can provide new context and guidance to preserve “informal businesses” and foster new start-up businesses. In the case of Fukuoka City, the city has started open recruitment initiatives to improve and diversify local food stall culture, bringing in younger chefs to start mobile restaurants. LESSONS FOR TDD PARTICIPANTS To sum up the week-long TDD, delegates shared some lessons for addressing challenges faced by both middle-income and lower-income residents in securing access to formal housing as well as work. Here are some key takeaways: • Housing strategies for the middle class As the middle class in developing countries occupies much of the affordable housing, it is essential to think about the housing strategy for middle-income families in addition to affordable housing for low-income families. • Community participation It is crucial to have community participation in urban upgrading projects to reflect the community’s perspectives (including technical knowledge, concerns, and willingness). • Urban connectivity It is crucial to think about how to ensure urban residents’ access to jobs. Urban connectivity has a positive impact on addressing urban upgrading challenges. 045 Technical Deep Dives and Events Mr. Isao Hoshino, Chairman of the Ameyoko Shopping District Association, presenting the history of this district to TDD participants. “ Urban solutions must be customized and domesticated, cognizant of societies and cultures.” Delegate from Uganda Ms. Hiroko Ajiki, Founder of Ajiki Roji, shares the story behind the artist community at Ajiki Roji during the Creative Cities TDD. TDD AT A GLANCE CPP PARTNER CITIES KYOTO CITY OTHER PARTNER ORGANIZATIONS UNESCO PARTICIPANTS 32 COUNTRY REPRESENTATION 10 Albania, Bolivia, Cameroon, China, Ethiopia, Georgia, Nepal, Philippines, Saudi Arabia, Sri Lanka SPEAKERS/RESSOURCE EXPERTS DISPATCHED 21 6 JAPANESE INTL KEY JAPANESE EXPERTS/INSTITUTIONS REPRESENTED MR. FRAM KITAGAWA Setouchi Art Festival MR. HISAHIRO SUGIURA Director General, Cultural Affairs Agency MR. MASAYUKI SASAKI Creative Cities Expert KEY INTERNATIONAL EXPERTS/INSTITUTIONS REPRESENTED MS. DORINE DUBOIS UNESCO MR. DONG HOON SHIN Seoul Urban Solutions Agency Participants learn about digital manufacturing and Monozukuri at Kyoto Maker’s Garage during the Creative Cities TDD. 047 Technical Deep Dives and Events TDD DIGEST #3 TECHNICAL DEEP DIVE ON CREATIVE CITIES OVERVIEW CONTEXT Urban development practitioners and WHY CREATIVE CITIES? UNDERSTANDING technical experts from 10 countries (Albania, CREATIVE INDUSTRIES AND CITIES Bolivia, Cameroon, China, Ethiopia, Georgia, More and more, practitioners are looking to Nepal, Philippines, Saudi Arabia, Sri Lanka) leverage creativity as a tool to address urban engaged in a week-long Technical Deep Dive development challenges, contribute to local on Creative Cities, breaking ground as the economic development, and better the first World Bank knowledge platform to quality of life of citizens. engage and explore this frontier topic. This TDD was done in collaboration with UNESCO, CCAs have been growing over time; world a key partner in finding best practices and exports of creative goods doubled from approaches for bringing together tangible 2002 to 2015. Economic activity generated and intangible cultural heritage in the in creative fields provides an opportunity development of creative cities. for inclusivity, with high engagement rates from marginalized groups such This TDD centered on how to enable as women and youth. cultural and creative activities (CCAs) for inclusive economic development, focusing Japan and Japanese cities have tested specifically on the policy, institutional, and various models for enabling cultural and cultural conditions that promote an enabling creative industries in recent years. There environment for inclusive and sustainable are eight Japanese cities registered under development of creative cities. On the final the UNESCO Creative Cities Network. The day of the TDD, the delegations worked with Ministry of Economy, Trade and Industry their World Bank counterparts in drafting (METI) promotes creative industries in an action plan, revisiting the framework Japan with a variety of different initiatives, once more to draft next steps for their focusing on enabling and disseminating home countries and explore ways the Japanese culture globally. The Japanese World Bank could help in furthering the Agency of Cultural Affairs established the creative city agenda. This exercise included Creative City Network of Japan (CCNJ) in “ plans for creative asset mapping to see what 2013 as a platform to promote cooperation cultural and creative assets can be leveraged. and exchange among creative cities in Japan (including Kyoto) and in the world. There is no one-size-fits-all approach My only wish is that we can to creative cities. Interventions, both top- bring this to other people to down and bottom-up, were explored by the delegations in considering how to develop show how a creative economy creative cities in their home countries. can really eradicate poverty, bring up per capita incomes, and most important of all improve and better the quality of life of our citizens and our communities.” Arthur Yap Governor of Bohol, Philippines 048 TDLC Annual Report 2019-2020 LEVERAGING THE JAPANESE EXPERIENCE KYOTO, A CREATIVE CITY The highlight of the TDD was a three-day visit to Kyoto to experience creativity at play in urban development and regeneration. A recurrent theme in the Kyoto visit was the fusion of tradition and the new. Kyoto, being the former capital of Japan, has a rich history with multiple layers of culture. While the city safeguards its traditions and cultural heritage, it is also attracting the new. Indeed, start-ups and CCAs often leverage traditions and history in the development of their goods and services. In Kyoto, the TDD focused on the spatial dimension of creative cities. In the past, conventional CCAs such as galleries and museums opted to operate in the commercial or tourist areas, keeping other areas of the city from capturing the economic benefits of increased tourism. Against this backdrop, small creative businesses have begun to cluster in the station area, often in vacant and underutilized buildings. This clustering of CCAs, along with the upcoming relocation of key facilities such as the Kyoto City University of Arts, is contributing to the development of a new identity for the area. The TDD participants engaged in experiential learning in the form of a creative district self-guided walking tour. The delegates were given a “mission” to complete at each of the CCAs to experience firsthand the impact of creativity on the local economy and area development. For example, delegates visited Box & Needle, a traditional paper company that has expanded its business model to include an interactive papercraft workshop with paper from all over the world. LESSONS FOR TDD PARTICIPANTS On the final day of the TDD, participants came together to discuss key takeaways derived from the week-long learning program. Some key takeaways include: • City governments do not necessarily have to lead the initiative, but they can support bottom-up movements through policies that create an enabling environment for achieving CCA growth. • Kyoto’s story is not about reinventing the past. It is about adding a modern twist to make cities more robust and competitive while still retaining their core values and traditions. • A key facility (art university, innovation center, etc.) can act as a catalyst to attract more creative amenities to the area. 049 Technical Deep Dives and Events Mr. Kosuke Kinoshita, Manager of FabCafe Kyoto, discussing the role this space has played in building creative communities in Kyoto, during the Creative Cities TDD. “ We have so many such [creative] businesses in my city, so I am going to make a fusion of the traditional with modern technology so that the outcome will be excellent, and a lot of jobs will be created.” Chiri Babu Maharjan Mayor of Lalitpur, Nepal 050 TDLC Annual Report 2019-2020 KEY EVENTS Catalina Marulanda, Practice Manager of the Urban Development Unit in the South Asia Region, presents to members of the general public, academia, private sector, and government officials at the International HOSTED OR CO-ORGANIZED BY TDLC Symposium on Marine Litter and Ocean In FY20, TDLC organized and participated in over a dozen Plastic in Kitakyushu. knowledge‑exchange events in Japan and overseas, attracting over 3,000 participants from the public sector, private sector, academia, and other development organizations. While some events aimed to share the World Bank–TDLC approach to urban development and knowledge exchange with Japanese stakeholders, others focused on sharing Japanese experience with and knowledge about development topics with a wider global audience. Key topics included smart city development, transit-oriented development (TOD), and QII principles. Among the events organized by TDLC was an Operational Support mission for Japanese experts participating in the TOD Academy for Latin American Cities at the 3rd Global Meeting of the Global Platform for Sustainable Cities (GPSC) in São Paulo. At the event, Japanese experts shared TOD-related experience in developing Shibuya in Tokyo. This event opened a new window for TDLC and Japanese experts to reach a wider audience around the globe and introduce this audience to Japanese TOD practices and the QII principles embedded in them. Table 1 summarizes TDLC’s FY20 events and outreach activities. FOR MORE DETAIL, SEE ANNEX III. 051 Technical Deep Dives and Events TABLE 1 EVENTS AND OUTREACH ACTIVITIES BY TDLC EVENT/ACTIVITY TYPE TITLE LOCATION DATE ORGANIZERS PARTICIPANTS International 2 Africa-Japan Public-Private Yokohama August 27, MLIT, Japan-Africa 500 nd Conference for High-Quality 2019 Infrastructure Development (Japan) Infrastructure Association (JAIDA), JICA The 2nd General Meeting of the African Clean Cities Platform Yokohama August 27, 2019 Ministry of Environment (MoE), JICA, UN Environment Programme (UNEP), 450 UN-Habitat 8th Asia Smart City Conference Yokohama October 8–11, 2019 City of Yokohama, TDLC, Asian Development Bank Institute 400 International Symposium: Challenges and Approaches to Addressing Problems of Marine Kitakyushu November 13, 2019 TDLC, City of Kitakyushu 400 Litter and Ocean Plastic International (Abroad) TOD Academy for Latin American Cities (at GPSC’s 3rd Global Meeting) São Paolo, Brazil September 16–17, 2019 TDLC 1,000 Art of Knowledge Exchange Workshop Sejong, Seoul, Republic September 20, 2019 TDLC 11 of Korea City Solutions Workshop Barcelona, Spain November 23, 2019 Smart Cities Program, International Finance Corporation (IFC), TDLC, 70 Smart City Expo World Congress Other events in Japan Regional Revitalization Symposium of the Next Generation Entrepreneur Development Project Yamagata, Japan November 30, 2019 Yamagata University Business Research Institute for Global Innovation 100 Art of Knowledge Exchange Workshop for JICA Tokyo, Japan January 24, 2020 TDLC 11 14th General Meeting of JAIDA Tokyo, Japan February 6, 2020 MLIT, JAIDA 96 JICA Land Program Tokyo, Japan February 27, JICA 2020 8 Lectures/ Training by Special lectures in grad course: “Global Social Entrepreneurship” Kyoto, Japan July 1, 2019 Kyoto University 30 TDLC staff for talent Guest Speaker at JICA Urban Development Training Tokyo, Japan October 16, 2019 JICA 40 development Special lectures for undergraduate course: “International Policies for Cultural Sustainability” Tokyo, Japan December 10 and 17, 2019 Sacred Heart University 15 Special Course III (International Economy and Business) Tokyo, Japan 2019 Gakushuin Women’s College 40 OPERATIONAL SUPPORT 054 TDLC Annual Report 2019-2020 2. TDLC PROGRAMS IN REVIEW 2.2 OPERATIONAL SUPPORT T Ms. Sheila W. Kamunyori, Senior Urban Development Specialist at the World Bank, OVERVIEW Mr. Seiichiro Akimura, Senior Station Area DLC supports and facilitates delivery of tailored knowledge, Development Specialist at JIC, and participants of the Kenya Extended Operational TDD, capacity building, and advisory services to developing countries visiting the Nairobi Standard in connection with World Bank operational projects. Its Gauge Railroad station. customized support to developing countries helps advance operationalization of TDLC’s knowledge ecosystem, including Japan’s bottom-up urban development expertise. Operational Support is typically offered following TDDs to meet the demands and requests made by participating countries. The World Bank leverages TDLC’s operational linkages both at the upstream stage, using TDDs and Operational Support to help identify new support opportunities for developing countries in connection with World Bank projects, and at the project implementation stage, to inform and support such projects. This year, TDLC support informed 19 operational projects. Please see annex IV for details of the projects. 055 Operational Support APPROACHES Under the Operational Support component, TDLC works together with World Bank task teams to support developing countries and inform Bank‑financed projects. TDLC connects Japanese and global knowledge, experiences, and expertise to developing countries facing development challenges. TDLC Operational Support is provided mainly through two modalities, just-in-time support and extended support. Both types of support are provided based on demand. JUST-IN-TIME SUPPORT EXTENDED SUPPORT Just-in-time support is a short-term Extended Operational Support is a longer- commitment (lasting up to 10 working term engagement that provides support to days) that responds to immediate needs, develop specific urban components in World such as technical evaluation, identification Bank operations. Through this modality, of technical solutions, drafting of TORs and TDLC directly supports developing countries technical specifications, advice, and transfer in connection with World Bank operations of expert knowledge and Japanese and other through leveraging of Japanese and other global best practices. Just-in-time support knowledge and expertise. This engagement comprises both basic knowledge sharing requires more time and resource commitment and customized knowledge sharing. Basic from both task teams and TDLC, and often knowledge sharing leverages and matches includes missions to the field. The duration existing knowledge products. It matches of Japanese experts’ deployment depends on and customizes TDLC’s existing knowledge the scope of work and needs. The indicative products—case studies, policy notes, flagship list of activities under this modality reports—to meet the needs of World Bank includes the following: clients. It may also undertake “twinning” of partners for further collaboration—that • Technical advisory: Extend support through advisory on technical and policy is, connect practitioners and experts from matters and analytical review of the the CPP and other city counterparts to existing documents and baseline World Bank clients in connection to existing materials; support the development operations. On the other hand, customized of strategies, roadmaps, and action knowledge sharing tailors existing TDLC plans to foster more sustainable, knowledge to focus specifically on the competitive, resilient, and demands of World Bank clients and task inclusive urban development teams. It does so through speaker dispatch, which connects and dispatches experts and practitioners to client sites to support the • Project preparation support: Support preparation of urban delivery of knowledge products, and through development components virtual review, which provides Operational in operational projects Support by arranging teleconferencing of experts and practitioners with • Implementation support: Help improve urban projects’ World Bank clients. design and implementation • Supervision support: Extend support of project supervision by bringing Japanese and other know-how and methodologies on board • Capacity-building support: Help enhance capacity of client organizations 056 TDLC Annual Report 2019-2020 BOX 6 OPERATIONAL SUPPORT MODALITIES In FY20, just-in-time support accounted with a Bank operation, is provided less for 68 percent of the Operational Support often. Because extended support entails offered by TDLC (basic knowledge sharing more time and resources, however, it has represented 42 percent, and customized a larger impact on knowledge customization knowledge sharing represented 26 percent). and application to development challenges. Extended support represented 32 percent of Extended support typically comprises a the Operational Support. Within just-in-time scoping mission, desk review, and analytics, support, matching and customizing TDLC with optional field visits, distribution of existing knowledge was one of the most outputs, and final mission (which popular tools, followed by speaker dispatch sometimes includes ad hoc trainings to international conferences and workshops. for capacity building and workshops Extended support, which provides in-depth to disseminate the technical strategy, knowledge and expertise tailored to an roadmaps, or action plans). developing country’s needs in connection OPERATIONAL SUPPORT MODALITIES by percentage Long-Term Engagement Extended Support 32% Design & Implementation Virtual Review 5% Speaker Dispatch 21% Just-in-Time Support Twinning Partners 5% for further collaboration Matching & Customizing 37% TDLC existing knowledge Short-Term Engagement OPERATIONAL SUPPORT IMPACT IN FY20 Ongoing TDD delivery has created great connection with Bank operations under the interest among participants in Japanese leadership of regional Practice Managers and other expertise, and TDLC is receiving and TTLs. Impact stories of some of the an increasing number of requests Operational Support projects of TDLC are for Operational Support. available in Annex IV. In FY20, TDLC’s Operational Support to developing countries During FY20, TDLC Operational Support in connection with Bank lending projects supported Bank operations amounting went mostly to the Africa region, followed to US$2,427 million in commited lending by Europe and Central Asia and the Middle and US$4 million in nonlending projects East and North Africa. However, for Advisory (figure 5). Operational Support interventions Services and Analytics (ASA) projects, which have been deployed globally, with TDLC are nonlending, the East Asia and Pacific matching Japanese and other countries’ region was the most supported, followed expertise based on client demands in by South Asia (figure 6). 057 Operational Support TOTAL INVESTMENTS LEVERAGED BY TDLC OPERATIONAL SUPPORT BY PORTFOLIO TYPE (US$ million) 1,520 632 275 4 IPF P4R DPF ASA/SCD LENDING BY REGIONS (US$ million) 1,412.3 475 420.4 70 49.6 Africa Middle East South Asia Latin America East Asia & North Africa & Caribbean & Pacific ADVISORY SERVICES & ANALY TICS BY REGIONS (US$ million) 3.1 0.6 Africa Middle East South Asia Latin America East Asia & North Africa & Caribbean & Pacific Note: IPF = Investment Project Financing; Figure 5: Investments Leveraged by P4R = Program-for-Results; TDLC Operational Support in FY20, DPF = Development Policy Financing; by Portfolio Type ASA = Advisory Services and Analytics; SCD = Systematic Country Diagnostic. 058 TDLC Annual Report 2019-2020 Figure 6: Number of TDLC Operational Support projects provided in FY20, by region and country OPERATIONAL SUPPORT • TDLC greatly benefited from the knowledge and experiences of non-CPP partners, including ACTIVELY LEVERAGING the city of Osaka, which shared its practical THE CPP knowledge on multi-jurisdictional metropolitan governance and SWM (focusing on industrial Operational Support continued to actively leverage waste); and the Tokyo Metropolitan TDLC’s City Partnership Program to contribute to Government and its 23 special wards, urban development activities in developing countries. which shared their unique urban Given high operational demands on universal urban planning and development stories. development issues, such as affordable housing strategies (housing supply and housing finance), transit-oriented development (corridor level and station level), regional and territorial development, OPERATIONALIZATION and SWM, Operational Support tapped into the OF QUALITY strengths of CPP partner cities to share knowledge and expertise, as follows: INFRASTRUCTURE INVESTMENT • The city of Kitakushu’s experiences with SWM have supported a US$1,090 million Under the Operational Support component, TDLC endeavors to support the practical implementation and portfolio of Investment Project Financing (IPF) operationalization of G20 QII principles. It does so not projects with commited funding, including just by creating top-down approaches and guidelines, support in Kenya. but also through a bottom-up approach to projects on • The city of Fukuoka’s experiences with public placemaking and SWM have impacted project urban development and service delivery, local economic development, and municipal financing. Box 7 highlights design and implementation of US$500 million in TDLC-supported examples of operationalizing QII IPF projects with committed funding, including principles for active development challenges in support in Bangladeh. developing countries in connection with Bank • The city of Kyoto’s experiences with cultural heritage preservation and urban projects in FY20. Additionally, this year TDLC introduced a new regeneration have influenced US$234 million format to further support operationalizing of the in IPF projects with committed funding. knowledge acquired by TDLC program participants: • The city of Yokohama’s experiences with urban design, citizen engagement, the Operational Technical Deep Dive. This new modality of TDD builds on the demand for Bank- and urban regeneration have reached supported operations represented in previous TDDs to US$150 million in IPF projects with conduct a focused in-country TDD for a wider audience. committed funding. The first Operational Technical Deep Dive focused on operationalizing QII principles in urban development projects in Kenya; details are in box 8. 059 Operational Support BOX 7 OPERATIONALIZING QII QII PRINCIPLE 2 QII PRINCIPLE 4 RAISING ECONOMIC EFFICIENCY INTEGRATING ENVIRONMENTAL CONSIDERATIONS IN VIEW OF LIFE-CYCLE COSTS IN INFRASTRUCTURE INVESTMENTS Dhaka Community Neighborhood Leveraging the Circular Economy to Reduce Upgrading Project, Bangladesh Industrial & Marine Pollution, Bangladesh As part of the Dhaka Community Neighborhood TDLC supported the project team in Bangladesh Upgrading Project (an IPF project), the Dhaka in addressing the marine litter problem as part South City Corporation of Bangladesh requested of the Leveraging the Circular Economy to TDLC’s assistance in improving the city’s public Reduce Industrial & Marine Pollution ASA. facilities, specifically seeking expertise on asset Recommendations by the TDLC team included management and integration of operations and assimilation of QII Principle 4, which focuses maintenance (O&M). TDLC produced an O&M and on integrating environmental considerations in asset management guidebook as a reference for the infrastructure investments. TDLC shared Japanese 20 newly built community centers. This Operational knowledge and experience related to this principle, Support activity leveraged Japanese knowledge of particularly on extended producers’ responsibility QII Principle 2, which calls for increasing economic (EPR), with the Government of Bangladesh so efficiency of life-cycle costs by developing high- it could develop a sound SWM ecosystem quality infrastructure and systems at the beginning for Bangladesh. With assistance from World Bank of the project cycle. The activity is based on the teams, the Government of Bangladesh is building view that large up-front investments make sense on the success of applying of QII principles and for infrastructure with a long design life; costs are is preparing a new IPF project that will apply QII smaller if understood as distributed over the life Principle 2. This project will enhance public-private cycle and represent value for money and economic engagement, in part by modeling and analyzing the efficiencies. The guidebook developed by TDLC life cycle of plastics across select industry value integrates economic efficiency through the chains in Bangladesh. project’s long-run sustainability and can serve as an example for other World Bank projects supporting infrastructure and service delivery in client countries. BOX 8 ANCHORING KENYA’S URBAN DEVELOPMENT THROUGH QII PRINCIPLES The Government of Kenya, through various The Operational Technical Deep Dive comprised delegations, participated in several TDDs between thematic sessions by the Japanese QII and urban FY16 and FY19, including the QII Conference and development experts, strategy-making sessions on Metro Lab in FY17. One of the key takeaways from integrating quality in future urban infrastructure, Japan was knowledge of the QII principles and their and discussions and action planning on how to application across various urban projects in Japan. integrate QII in existing operations. The participants On Kenya’s request for support in operationalizing learned how to integrate QII in urban development QII in ongoing World Bank projects1, TDLC operations to promote economic efficiency, social organized the first country-specific Extended and environmental inclusion, resilience, and effective Operational Technical Deep Dive in March 2020. infrastructure governance. This new format of TDD was successful in disseminating in-depth knowledge 1  Projects include the Nairobi Metropolitan Services Improvement of best urban development practices to the ongoing Project, Kenya Urban Support Program, and Kenya Informal IPF operations in Kenya and opened up potential Settlements Improvement Project II. follow-up engagements for TDLC. 060 TDLC Annual Report 2019-2020 Mr. Shiko Hayashi, Program Director at IGES, meeting the Lee Kinyanjui Nakuru County Governor office, along with other Japanese experts, Kenyan counties officials, and the World Bank team as part of the Extended Operational TDD. IMPACT STORIES #1 KENYA FIRST EXTENDED OPERATIONAL TECHNICAL DEEP DIVE: URBAN DEVELOPMENT SUPPORT Extended Support 061 Operational Support OVERVIEW OF THE FIRST COUNTRY-SPECIFIC K AND OPERATIONALLY FOCUSED TDD enya is strongly committed to addressing urban development challenges and has been a regular participant in numerous TDDs held in the past. More than 20 participants joined seven TDDs from FY16 to the present. The Government of Kenya in conjunction with the World Bank Kenya Urban team and Tokyo Development Learning Center (TDLC) organized the Kenya Urban Development Workshop, the first country-specific and operationally focused Technical Deep Dive in a World Bank client country. The five-day TDD included thematic presentations on quality infrastructure investment (QII), affordable housing, transit-oriented development (TOD), and solid waste management (SWM) from national and county governments and private sector companies. The week was interspersed with site visits to Nairobi Standard Gauge Railway stations and platforms, an upgraded Naivasha informal settlement, the Gioto dumpsite, and the Sanitation Social Enterprise in Naivasha, as well as a ride on the local public transportation system, matatus. The Operational TDD was organized to (1) reconnect with participants from previous TDDs on themes of TOD, affordable housing, and SWM; and (2) translate TDD knowledge and insights into concrete action through World Bank–financed urban projects in Kenya. The TDD was attended by about 60 participants from the Kenya State Department of Urban and Housing Development; directors responsible for departments of planning, housing, transport, urban development, and SWM from eight counties; Kenya Railway representatives; and the private sector. Japanese experts from Ministry of Land, Infrastructure, Transport and Tourism (MLIT), Japan International Consultants for Transport (JIC), and Institute for Global Environmental Strategies, as well private sector actors in construction, real estate, renewable energy, and building materials, also joined the workshop as speakers and observers. Participants presented and discussed how QII principles could be operationalized in housing, SWM, and TOD in World Bank–financed projects. 062 TDLC Annual Report 2019-2020 METHODOLOGY AND OUTCOME KEY TAKEAWAYS The Kenya Urban Development During the week, Japanese experts exchanged Operational TDD leveraged a well-designed experiences on TOD, housing development, TDD methodology that has been implemented and SWM; also participating were national by TDLC in cooperation with the relevant and county government practitioners and Community of Practice/Knowledge Silo regional private sector developers engaged in Breakers. The workshop comprised real estate development and investment. Key thematic sessions on the three core takeaways from the TDD were operationally topics to share global and Japanese expertise. focused to the needs of the projects and activities of the Kenyan government: The TDD also provided the opportunity for the national government and county 1. The concept of QII is widely recognized governments in Kenya to share the status by the Kenyan State Department, and of World Bank–financed urban projects, the Kenyan government showed interest including Nairobi Metropolitan Services in exploring World Bank–financed Improvement Project (NAMSIP), Kenya projects integrating value for money Urban Support Program (KUSP), and and other QII principles. The bottom-up Kenya Informal Settlements Improvement QII opportunities are identified through Project (KISIP1) and to identify just-in-time dialogue with county governments. and post-workshop technical assistance opportunities from Japanese experts 2. The existing railway system could be a great entry point for station-level through TDLC Operational Support. TOD and corridor-level TOD. Some opportunities include increasing Leveraging the original TDD ridership and utilizing public methodology, this Kenya workshop land along the rail tracks. was framed as a “Programmatic Approach Operational TDD” focusing on further 3. The government is conscious of deepening of operations and follow up. meeting affordable housing needs both in qualityand quantity. Mixed-use housing near transit nodes would foster livability, economic growth, and sustainability of housing stocks. 4. Ensuring housing finance access and offering a housing stock online platform allows a transparent and active housing market. 5. SWM is important for socioeconomic development. The country can build on and scale successful projects, such as the recent Mitubiri sanitary landfill project. Such projects can be documented and shared with other regions. Officials from the Department of Housing and Urban Development and participants from local countries “ evaluating the Mombasa-Nairobi Standard Gauge Railway as a potential TOD opportunity, as part of the Kenya Extended Operational TDD. Existing projects, such as the Nairobi Metropolitan Services Improvement Project (NaMSIP), Kenya Urban Support Program (KUSP), Kenya Informal Settlements Improvement Project (KISIP) and new projects can further incorporate resilience and other QII principles.” Dr. Joseph Karago State Department of Housing and Urban Development 063 Operational Support Kenya government officials presenting the Park Road Project in Nairobi to Japanese QII experts and participants from other Kenyan counties, as an example of affordable housing projects in Kenya. “ QII principles are a great way to plan quality urban development that serves to better the future for citizens in Kenya.” Participant in the TDD Site visit to the Gioto Dumpsite in Nakuru County during the Kenya Extended Operational TDD. 064 TDLC Annual Report 2019-2020 Open space near the Lalbagh Community Center, one of twenty community centers that will be rebuilt as part of the Dhaka City Neighborhood Upgrading Project. IMPACT STORIES #2 INTRODUCING JAPANESE GREEN DESIGN, O&M, AND ASSET MANAGEMENT TO REGENERATION OF 20 COMMUNITY CENTERS IN OLD DHAKA Extended Support 065 Operational Support OVERVIEW OF DHAKA CITY JAPAN’S EXPERIENCE IN NEIGHBORHOOD UPGRADING MANAGING PUBLIC SPACES I PROJECT (DCNUP) AND TDLC’S SUPPORT For over a decade, many Japanese cities have n January 2019, Dhaka South been facing municipal financial deficits. From City Corporation (DSCC) joined the experiencing drastic demographic changes Technical Deep Dive on Unlocking and acute demographic movement from rural City Spatial Plans through TOD and to urban areas, Japan has accumulated useful Neighborhood Urban Spaces and knowledge on managing public-space assets Assets, and in June 2019, the to trigger district-level vibrancy, economic World Bank Group approved growth, and social cohesion. Japan has done Investment Project Financing (IPF) so through stakeholders’ cooperation. Cities of US$100.50 million to enhance public work closely with citizens, citizen groups, spaces and improve urban services in selected the private sector, and academics. Many cities neighborhoods in Dhaka, including urban are seeing successful urban regeneration and regeneration of 20 community centers and revitalization, including areas of Kokura and surrounding public spaces. In order to ensure Kitakyushu, Ikebukuro in Tokyo, and Tenjin that these subprojects could be quickly and in Fukuoka, just to name a few. Given this successfully implemented, TDLC provided in-depth practical knowledge, it was a Extended Operational Support to DSCC natural fit for TDLC to support DSCC to introduce guidelines for Japanese green in implementing community centers that building design, operations and maintenance integrate QII principles and leverage best (O&M), asset management, and public spaces. practices from the Japanese experience. This was a great way to shape World Bank lending at the early stage of implementation. INCREASING DISTRICT ECONOMIC VALUE THROUGH O&M AND ASSET INSUFFICIENT MANAGEMENT MANAGEMENT STRATEGY AND LEVERAGING OF PUBLIC ASSETS AND SPACES First, the TDLC team identified and analyzed the current asset management The Hidden Wealth of Cities: Creating, and O&M practice. Second, the team Financing, and Managing Public Spaces prepared technical reference for a new (World Bank 2020) states that on average, O&M strategy for the newly created public spaces account for about one-third community centers, one that makes economic of a city’s total land area. Despite such sense from the perspective of financial value significance, public-space assets are and ensures that the assets are sustainable, often not sufficiently well planned, resilient, and socially inclusive. The new and their function has been overlooked strategy included guiding principles for by many client cities, including Dhaka. applicable design, such as flexibility to accommodate permanent and temporary design elements. 066 TDLC Annual Report 2019-2020 KEY TAKEAWAYS Investments in community centers are rare opportunities to trigger bigger social, economic, and environmental impacts in the surrounding area. The DCNUP will therefore sequence, plan, and implement projects composed of these steps: STEP 1: SETTING A VISION Dhaka South City Corporation designs community centers to represent the local culture and value. It prepares the vision and the concept of the community center neighborhood based on the present and future prospect for the surrounding area. Demographic data and real estate valuation are useful means to identify both the challenges and opportunities for LEVERAGING COMMUNITY SPACES the present and the future. AS A SOURCE OF ECONOMIC GROWTH The TDLC team also provided public space STEP 2: PREPARATION design and planning guidelines. It is important to ensure and prioritize design functions that are inclusive and Public space can make cities more livable forward-looking. Inclusive designs will for residents. If planned and managed not only maximize flexibility to meet diverse well, public space (like community centers) and evolving local needs, but will also ensure is a great source of value generation. TDLC present livability and inclusion to catalyze experts provided practical recommendations future innovation and growth of the related to spaces’ physical features and community area. Designs that allow for maintenance, such as how to create well- flexibility will also maximize invested value, managed and flexible public spaces that as local needs and perspectives may change make appropriate use of technology. The over the years. “ design brief also provided recommendations at the individual building level and at the overall district level. STEP 3: SPATIAL PLANNING In order to build long-lasting city infrastructure, it’s important to comply with international and domestic structural Through discussions and sessions with regulation when appropriate and promote TDLC experts, we found how beautiful Old responsive design rather than solely Dhaka is. We love its vibrant culture, busy relying on technologies. and chaotic streets, and charming people. We cherish the diversity and generosity of STEP 4: BACKCASTING O&M the community. We have simple but good When building community centers in Japan, amenities like the public hospital. We the guideline indicates basic O&M schedules and lists. In general, O&M costs can be three want to regenerate old Dhaka keeping to four times the initial investment cost. O&M its historical sites, existing festivals, costs also scale with the size of the buildings; and social activities.” thus size consideration is important in making sure that long-term O&M costs will be Participant in the DCNUP 2nd mission and capacity-building workshop financially sustainable. STEP 5: PLANNING NEW CLIMATE-RESPONSIVE BUILDING WAYS OF PLACEMAKING Finally, the TDLC team provided a The workshop introduced some of the global guideline for climate-responsive building for trends in community space use and new ways the local tropical and humid climate as well of catalyzing asset management. The experts as construction techniques to improve the introduced new ways of generating revenues energy efficiency of operations while limiting so DSCC could start planning usage after the exposure to flood and seismic risks. project completion. 067 Operational Support Site visit to one of the regenerated public parks in Old Dhaka. “ Public space is a catalyst for many things. It can bring livability, vibrancy, growth, and social inclusion.” TDLC expert The Neighborhood Envisioning Workshop kick-off meeting with officials from the Dhaka South City Corporation. 068 TDLC Annual Report 2019-2020 Urban Sketch Workshop participants exploring Siape, the Zone 1 district of Barranquilla, to experience and understand the local community and neighborhood IMPACT STORIES #3 TRANSFORMING CITY PLANNING IN BARRANQUILLA THROUGH COMMUNITY-DRIVEN URBAN DESIGN AND COLLECTIVE ENVISIONING EXERCISE Extended Support 069 Operational Support T OVERVIEW OF THE TDLC URBAN SKETCH DESIGN WORKSHOP MODEL he Urban Sketch Design Workshop is based on the Yokohama cityscape sketchbook methodology inspired by the city in the late 1960s, as one of the strategies to promote post-war reconstruction and to address rising urban challenges as a product of rapid economic growth. The Yokohama urban design methodology takes a thematic approach to urban planning rather than one that is based on administrative zones, socio-economic considerations, such as income, ethnicity, history or culture. The thematic approach allows urban sketch participants to identify major urban or social issues that can be targeted in a comprehensive and multidimensional manner. Through TDLC’s City Partnership Program (CPP), the city of Yokohama collaborates actively with TDLC to share the city’s urban development stories and experiences with World Bank client countries and cities. Yokohama has many competitive domains, but the city is most known for its well-designed waterfront area in the Minato Mirai 21 district and has successfully involved citizen engagement at early stages of urban planning. The city even has a special division (called the Urban Design Division) that is dedicated to integrating urban planning with the local landscape. The Urban Sketch Design Workshop starts off with a series of site visits where the participants can understand the characteristics of sections of city neighborhoods and identify key challenges. Once the sites are profiled, the next step is for the participants to sketch out their vision of community zones with aspects that can be improved. The process of sketching captures the shared vision of the future city and what the community values as a collective. The ideas behind the urban sketch are to: • Empower citizens to be part of the envisioning through sketching; • Allow participants to understand human-scale urban development through guidance from urban planning and landscape experts; • Provide city governments opportunities to gauge the interest and values of the citizens. The sketching exercise is an inclusive process that is open to citizens of all age groups and genders. OPERATIONALIZING THE URBAN SKETCH METHODOLOGY PANAMA WATERFRONT REDEVELOPMENT AND RESILIENCE (APRIL 2019) TDLC provided the first urban sketch Operational Support to Panama City through the Cityscape Sketchbook Workshop. The objective of the workshop was to follow up on the action plans formulated as part of the Cultural Heritage and Sustainable Tourism TDD (May 2017) and the Solid Waste Management TDD (September 2018). During these TDDs, the Panama delegation requested support on (1) the interplay of solid waste management and urban floods; and (2) urban design guidelines and participatory planning process for waterfront development. To address these requests, TDLC identified relevant experiences and expertise from the cities of Kitakyushu and Yokohama, which are both City Partnership Program partners. 070 TDLC Annual Report 2019-2020 TDLC’s delivery of the Urban Sketch To carry out the urban sketch exercise, Workshop was supported by Yokohama the workshop included extensive site visits to experts and a group of architecture students four neighborhoods with different geographic from Florida State University’s Urban Risk profiles. These included residential areas, Center. Participants were grouped to visit and commercial fishing areas, and a historical profile different parts of the Rio Abajo River neighborhood. After the sketching and Basin, including the Condado del Rey zone, envisioning exercise, the 70 participants— Rio Abajo zone, and Panama Viejo zone. community leaders, local student ambassadors, architects, real estate After producing sketches for the different companies, and city officials—came zones, the participant groups presented their together to propose solutions to the vision of the future. Key themes were: problems that were identified as critical. • Greening of the city, which focuses on the development of green spaces IMPORTANCE OF EARLY as multipurpose areas for creative COMMUNITY ENGAGEMENT cultural activities; IN URBAN DESIGN PLANNING • Community revival, which improves community safety by upgrading public In both operations, TDLC helped identify the power of early community engagement infrastructure while preserving cultural in urban design and regeneration projects. architecture and heritage; The Urban Sketch Design Workshop was the • Community connection, which envisions the development of dedicated first opportunity for city planners to actively interact with local citizens and to co-create solutions to urban development issues. “ bicycle and pedestrian pathways that In participant feedback, the workshop incorporate ecological mobility to better was described as a stimulating platform to connect citizens across the region. propose innovative ideas and a way to provide all the participants a voice in city planning. City governments have shown interest in This intervention allows us further applying the methodology as a tool the possibility to live in the city not to analyze urban issues in other city areas. Most importantly, early engagement leads just as citizens, but as architects— “ to final design outcomes that are more by reflecting on and identifying inclusive, sustainable, and utilitarian. problems, and by giving us the power to propose solutions.” Oscar B. The outputs from this Participant in Barranquilla Urban Sketch Design Workshop workshop will be the starting point for the future. OPERATIONALIZING THE Participants can start to act URBAN SKETCH METHODOLOGY on some of the proposals and URBAN SKETCH WORKSHOP IN the Barranquilla government BARRANQUILLA, COLOMBIA (FEBRUARY 2020) can accept some as The second Operational Support, to the city of waterfront policies.” Barranquilla, was accompanied by city experts from Japan and architecture faculty from Tsuneo Noda Universidad del Norte. The workshop was Architect and Industrial Designer additional direct Operational Support in response to the request from the Colombian delegation, which after attending the Urban Regeneration TDD (February 2018) had expressed particular interest in applying the urban sketch method in the regeneration of the Barranquilla waterfront area. 071 Operational Support Residents of Barranquilla creating sketches during the Yokohama Urban Sketchbook Workshop facilitated by Mr. Tsuneo, Yokohama expert, and Ms. Yoh Sasaki, Professor at Waseda University. Participants in the Barranquilla Urban Sketch Workshop presenting their city designs, which are based on the Yokohama Urban Sketch Design Methodology. INSIGHTS & PUBLICATIONS 074 TDLC Annual Report 2019-2020 2. TDLC PROGRAMS IN REVIEW 2.3 INSIGHTS AND PUBLICATIONS [STRUCTURED LEARNING AND RESEARCH] D OVERVIEW rawing on thematic expertise of the World Bank Global Practices and the practical solutions offered by Japanese and global experts, and in response to demand, TDLC drives its own research activities or collaboratively works on World Bank research initiatives to distill local/global experiences into new development insights. TDLC utilizes various platforms—publications, websites, social media, and videos—to distribute such insights as open knowledge accessible to all urban experts and practitioners globally. TDLC produces insights via three complementary approaches: 1. TDLC leverages its strong partnerships with various Japanese and other stakeholders to document and distill practical knowledge and experience. This approach involves researching, documenting, and codifying tacit practical knowledge from CPP partners and other city practitioners and experts. 2. Through TDDs and Operational Support activities, TDLC continuously uses new knowledge and implements practical solutions in real settings, testing the operationalization of solutions and approaches in real developing country contexts. Through an iterative implementation process, TDLC distills, codifies, and packages insightful “how-to” knowledge for the development context. 3. In close connection with the World Bank and based on demand needs from developing countries, TDLC actively catalyzes frontier topics to produce new insights. The frontier topics explore new approaches and ideas together with emerging areas of operationalization to tackle pressing development challenges. TDLC leverages Operational Support activities to test and iterate the relevance and effectiveness of these new frontier topics in real operational settings on the ground. TDLC’s insights are published in full-length reports, short notes, blogs, and Japan Project Briefs (four to six page analytical notes showcasing specific Japanese experience in addressing development challenges), or as part of a World Bank global study or flagship report. In addition, TDLC also produces tailor-made reports and notes for World Bank clients in the course of follow-up Operational Support activities. 075 Insights and Publications A TDD participant learning about new INSIGHTS & streetscapes through virtual reality. PUBLICATIONS IN FY20 During FY20, 13 knowledge products and notes were developed by TDLC in collaboration with Japanese and global partners as well as relevant Global Solution Groups, Knowledge Silo Breakers, and other World Bank Global Practices. These products document Japanese development approaches in specific thematic areas with the goal of applying them to Bank operations in developing countries. JAPAN CASE STUDIES JAPAN RAILWAY STATION REDEVELOPMENT CASE STUDIES & METHODOLOGIES Japan has rich examples of railway Recognizing that Japan is a leader in station redevelopment, and this analytical addressing many development challenges work documents lessons learned from and building resilient systems, the TDLC redevelopment of six stations, including team researches and documents specific Tokyo station, Shibuya station, Jiyugaoka cases from Japan on topics requested by station, Tama Plaza station, Osaka Umeda clients and World Bank teams or deemed station, and Sendai Nagamachi station. The relevant to Bank projects. TDLC leverages case studies document how railway operators the experience of Japanese experts and and TOD practitioners have built institutional practitioners for in-depth understanding capacity, prioritized complex activities, and of technical knowledge and methodologies. conducted preparatory planning, design, and These insights are disseminated through consultations before procurement. The case knowledge events such as TDDs, blog studies were prepared in conjunction with a posts and feature stories, and many other forthcoming guidebook on public-private modalities. Most importantly, TDLC partnerships in station redevelopment. endeavors to use the customized knowledge from Japan in its Operational Support activities to inform ongoing and pipeline World Bank projects in developing countries. In FY20, TDLC team members disseminated five case studies, as described below. 076 TDLC Annual Report 2019-2020 Participants of the Creative Cities TDD discussing their experiences with the week-long TDD sessions, following THE GREEN BOOK the lunchtime calligraphy workshop. A GUIDE TO VISION, CONCEPTUALIZE, AND CONSTRUCT COMMUNITY THE DEVELOPMENT STORY OF TOYAMA CENTERS IN OLD DHAKA TDLC updated “The Development Story TDLC prepared the Green Book for the of Toyama,”1 initially issued in 2017, and Dhaka South City Corporation as a guide added some policy and data analysis. The to catalyzing and informing the construction, revised publication looks at the impact of maintenance, and management of 20 newly compact city project implementation on built community centers in Old Dhaka. municipal finance and the local economy, The green book was prepared at the based on a review of selected flagship implementation phase of the infrastructure investments (light rail tram, US$100.5 million Dhaka City Neighborhood Toyama station extension, and public space Upgrading Project (an IPF project). The revitalization in the central business district). guidebook details the steps by which urban The update offers city practitioners more neighborhood-level public facilities can extensive and in-depth lessons on compact leverage O&M planning, develop an asset city planning, implementation, and financing. management plan, and construct climate- responsive public facilities. The guidebook draws on Japanese experience integrating YOKOHAMA URBAN SKETCHBOOK QII Principle 2 (economic efficiency through TRANSLATING COMMUNITY-LED the long-run sustainability of the project) and VISION INTO IMPLEMENTATION Principle 6 (good infrastructure governance). Translating community-led urban visions into actual urban design and JAPAN PROJECT BRIEF public space can make the city a more ADDRESSING THE MARINE creative, welcoming, and open place. The LITTER AND PLASTIC PROBLEMS Yokohama Urban Sketchbook codifies a method for developing a community-led Countries worldwide are grappling vision with citizens, offering a simple, with increasing amounts of plastic and practical “how-to” guide tailored to urban microplastic. While Japan has been a leader practitioners globally. It draws lessons from in managing solid waste, it has struggled with the workshops delivered in Panama City, managing marine litter and ocean plastic. Panama (FY19), and Barranquilla, Colombia Recently, however, Japan has taken several (FY20). In the latter city, application of the steps to address this problem, which TDLC methodology in the context of developing has documented in a brief that also includes countries was tested. The codification of the lessons learned. The brief describes Japan’s methodology will allow for easy deployment Osaka Blue Ocean Vision and efforts to realize and implementation by developing countries. this vision by establishing a marine waste collection and disposal system, engaging the 1  http://documents.worldbank.org/curated/ private sector, taking initiatives at the city en/684691569561769406/pdf/Development- level for recycling plastic waste, and using Knowledge-of-Toyama-City.pdf technology and innovation in this sector. 077 Insights and Publications Participants share their experiences during a discussion session at the Creative Cities TDD. STUDIES ON FRONTIER TOPICS and analyzes in detail the economic, urban & CROSS-CUTTING THEMES revitalization, and social inclusion impact As a knowledge hub, TDLC aims of new creative communities at neighborhood to develop knowledge and insights level. TDLC is actively involved in the creation on new and emerging topics to keep of the creative cities framework and is a main up with the demands of changing global contributor to the flagship report on creative demographics and environments. As part cities, which is expected to be undertaken in of this effort, TDLC leverages the World FY21 and which will set the basis for this new Bank platform and Japanese experiences topic going forward. The Kyoto case study and knowledge to undertake pathbreaking will feed into, provide valuable inputs for, analytical studies. The TDLC team’s research and feature in this flagship report. on frontier topics and cross-cutting themes— issued as stand-alone publications or as part of flagship programs—acts as the new ANALYTICAL STUDY OF AGING CITIES knowledge center for World Bank projects TDLC is contributing to the ongoing and informs future projects. Examples flagship study and report “Global Review of of some of the studies undertaken in FY20 Age-Ready Cities”. This study is developing are given below. For some topics, TDLC is a aging cities as a new area of engagement for focal point for research for the larger thematic the World Bank, one first explored at the FY19 World Bank groups, such as the Disruptive TDD on the topic. The study aims to provide Technologies network of the GPURL. Global a conceptual framework to enhance cities’ knowledge on DTs is used to inform the TDDs aging readiness from a built environment and TDLC projects, and the knowledge perspective and to identify engagements generated by TDLC is leveraged for for proactively transforming the built projects across the world. environment in response to changing demographics. The framework is based on practical and tested approaches KYOTO worldwide and is organized under A CASE STUDY OF CREATIVE CITIES three pillars: (1) Adaptive: Aging in Place; Following the TDD on Creative Cities, (2) Productive: Spatial Accessibility; and TDLC has continued its contribution to (3) Inclusive: Social Connectivity. Further, the development of this frontier topic by each pillar is studied through several lenses: documenting the case of Kyoto featured policy and regulatory framework, institutional in the TDD. The report on Kyoto distills the and capacity building, service delivery, and leading policies and practices of the city use of technology and innovations. 078 TDLC Annual Report 2019-2020 QUALITY INFRASTRUCTURE INVESTMENT JAPANESE CASE STUDIES To further the knowledge and understanding of QII as a cross-cutting theme, and to provide practical “how-to” knowledge for implementation in developing countries, TDLC is conducting analytical work on case studies and lessons learned from implementation of QII principles in Japan. The resulting publication will present the general evolution of quality dimensions in infrastructure construction in Japan, drawing on two strategic case studies that focus on two dimensions of quality: (1) economic efficiency, and (2) infrastructure governance. These cases demonstrate a clear linkage between the aspects of quality and overall results and are a practical illustration of the way that life-cycle considerations, when combined with strong infrastructure governance, can reduce the long-term costs of constructing and maintaining infrastructure. This analytical work focuses on economic efficiency in view of life-cycle cost and on strengthening infrastructure governance. It will serve to inform the G20 Infrastructure Working Group on QII principles through practical case studies. JAPAN URBAN START-UP ECOSYSTEM CASE Cities have become an attractive place for start-ups and new industry development, as start-ups can leverage the talent and economic opportunities that arise from urbanization, in turn fostering the development of competitive cities. TDLC is conducting an analytical piece to survey the state of the Japanese start-up ecosystem and provide policy recommendations for policy makers and stakeholders to promote the growth and sustainability of the ecosystem. Japan is uniquely positioned with its strong universities, robust R&D programs, and advanced high-tech and manufacturing industries as well as the Japanese culture of monozukuri, or manufacturing/production of goods, which links large supply networks of small producers. These characteristics can provide unique and relevant experiences and examples applicable to cities in emerging economies that aspire to develop these high-tech and manufacturing sectors. This study explores a new area of engagement for the World Bank within the competitive and creative cities areas. TDLC DISRUPTIVE TECHNOLOGIES BRIEFINGS In FY20, TDLC delivered three DTs briefings on the themes of marine plastic litter, solid waste management, and upgrading of urban informal settlements. These briefings dealt not only with the creative use of emerging technology to address urban development challenges, but also with innovative business models that introduce market incentives in solving these global issues. The briefings on SWM and marine plastics focused on ways to redesign the entire life cycle of solid wastes and the role of technology in optimizing collection, disposal, and recycling of waste products. It showcased the use of single-technology solutions, such as bioengineering that makes completely dissolvable packaging, as well as combined technologies, such as machine learning–enabled advanced robotics to optimize waste sorting. Concerning upgrading of urban informal settlements, TDLC prepared a briefing that investigated how technology can improve the provision of affordable housing and access to basic resources like water, electricity, and food. Some of the prominent technologies explored in this context included 3D printing technology that can build a housing unit within 24 hours at affordable prices. Drones are also playing an increasing role in mapping informal settlements and delivering critical medical supplies to rural areas. It is worth noting that artificial intelligence cuts across all these technologies and continues to enable greater efficiency and continuous improvement. 079 Insights and Publications Dr. Maitreyi Das, Practice Manager of GPURL, presenting the findings of the What a Waste 2.0 Report at the Conference FEATURE STORY on Municipal Solid Waste Management. ON URBAN DEVELOPMENT SESSIONS ON QII AT THE 7TH TOKYO INTERNATIONAL CONFERENCE ON AFRICAN DEVELOPMENT (TICAD7) On August 28–30, 2019, urban development sessions at TICAD7 were co-organized by TDLC in Yokohama. Africa aims to learn from and collaborate with Yokohama City on QII and related urban development efforts as it seeks to meet the Sustainable KNOWLEDGE NOTES Development Goals. The TDLC team prepared AND DOCUMENTS a feature story summarizing the presentations and seminars at the event, along with key Besides specific studies and research on takeaways for the African delegation Japanese cases, QIIs, and DTs, TDLC also and recommendations on the way documents its engagement in other knowledge forward for TDLC and the World and operational projects. It does so through Bank on supporting African countries. various modalities, from web stories to compendiums of conference proceedings to background research work involved in FEATURE STORY TDDs and Operational Support. Examples ON IMPLEMENTATION OF INTEGRATED URBAN are given below. DEVELOPMENT AND TRANSPORTATION PROJECTS (TOD) IN LATIN AMERICAN CITIES PROCEEDINGS FOR On September 16–17, 2019, as part of the 3rd Global Meeting of the Global Platform INTERNATIONAL CONFERENCE ON for Sustainable Cities, a two-day workshop MUNICIPAL SOLID WASTE MANAGEMENT was organized in São Paulo, Brazil, on In collaboration with NITI Aayog and the Integrated Urban Development and TOD in Indian Ministry of Housing and Urban Affairs, Latin American Cities. TDLC sent an expert to the World Bank held the International present information on TOD—Mr. Masafumi Conference on Municipal Solid Waste Ota of the Tokyu Corporation, a major private Management on October 10–11, 2019, in railway company, land developer, and hotel New Delhi. The conference was co-sponsored and retail store operator in the Greater Tokyo by TDLC, and experts from Japan shared their Area. Mr. Ota presented the cases of TOD in experiences in solid waste management sector. Tokyo, specifically the Den-en-Chofu, Tama, The conference also featured key findings from and Shibuya areas, where large-scale “What a Waste 2.0: A Global Snapshot of residential and commercial space was Solid Waste Management to 2050”, a report developed along the private railway produced by the World Bank and funded by line operated by Tokyu. The TDLC TDLC and the Government of Japan. After team documented this experience in a the event, TDLC documented the proceedings, feature story published on the World Bank lessons, and takeaways from the conference. and TDLC websites. CITY PARTNERSHIP PROGRAM 082 TDLC Annual Report 2019-2020 2. TDLC PROGRAMS IN REVIEW 2.4 CITY PARTNERSHIP PROGRAM A OVERVIEW s a critical pillar of its ecosystem, TDLC has developed a close partnership with a number of selected Japanese cities through the City Partnership Program. CPP cities are selected based on their global leadership in the development sector and their shareable knowledge and expertise on subjects relevant to TDLC. CPP is a critical, integral part of the TDLC program, one that supports the production and sharing of knowledge with practical know-how, insights, and operational expertise. The CPP is currently formed by six Japanese cities. The first batch of CPP cities—Kitakyushu, Kobe, Toyama, and Yokohama—were selected in July 2016 by a committee of development professionals. Fukuoka and Kyoto City were added as CPP partners in 2018. To complement the CPP, TDLC has developed extended partnerships and collaboration with other Japanese cities, including Tokyo and Osaka, as well as with cities in other countries. 083 City Partnership Program Figure 7: City Partnership Program Partners 084 TDLC Annual Report 2019-2020 CPP IMPACT IN FY20 CPP supported all TDLC activities. Each of the TDDs partnered with one or more CPP cities to present practical knowledge, methodologies, and approaches to the TDD’s topic, together with field visits and sessions with technical experts and practitioners. Kitakyushu, Fukuoka, Kyoto, Kobe, and Tokyo were substantial partners and hosts of this year’s three TDDs; sharing their knowledge and expertise with 28 countries. Fukuoka was a critical partner in the design and development of the Technical Deep Dive on Innovating the Urban Neighborhood: Leveraging Transit, Public Assets, and Local Economy, which had to be cancelled due to the COVID-19 emergency. Table 2: Examples of CPP Contributions CPP cities were also a critical source of knowledge and expertise to TDLC Insights for this year’s Insights and Publications. Table 2 lists examples and Publications of CPP contributions. CITY PARTNER INSIGHTS AND PUBLICATIONS SUPPORTED FUKUOKA Japan Startup Ecosystem Assessment Project KITAKYUSHU Proceedings of the International Conference on Municipal Solid Waste Management (includes Kitakyushu case) KOBE Japan Start-up Ecosystem Assessment Project KYOTO Kyoto, A Creative City Japan Start-up Ecosystem Assessment Project OSAKA Japan Railway Station Redevelopment Case Studies (includes case of Osaka Umeda station) Japan Start-up Ecosystem Assessment Project TOKYO Japan Railway Station Redevelopment Case Studies (includes Tokyo, Shibuya, Tama Plaza, and Jiyugaoka stations) TOYAMA Development Story of Toyama Global Review of Age-Ready Cities (includes Toyama case) YOKOHAMA Yokohama Urban Sketchbook: Translating Community-Led Vision into Implementation 085 City Partnership Program Bangladesh (Dhaka) Bolivia (National) Brazil (São Paulo) Colombia (Barranquilla) Democratic Republic of Congo (Kinshasa) India (Maharashtra) Indonesia (Jakarta) Kenya (Nairobi) Morocco (Rabat) Nepal (National) Bosnia and Herzegovina (Sarajevo) Note: Kitakyushu also supported the city of Delhi in India. TDLC codifies and distills the experiences of the CPP cities and other Figure 8: Deployment of partner cities to provide hands-on support to client countries through TDDs CPP city expertise and Operational Support activities. The materials produced in conjunction through Operational with the CPP cities and other city partners are used as the basis for TDLC Support in FY20, learning and knowledge-sharing activities, which take place both face to by country face and virtually and include site visits to maximize the learning were deployed through Operational Support in 11 client countries to share their knowledge and experiences (see Figure 8). 086 TDLC Annual Report 2019-2020 CPP CITIES & ACTIVITIES AREAS OF ENGAGEMENT • Urban and transport development, FUKUOKA including TOD • Innovations and success in environmental management, including the “Fukuoka Method” (an innovative landfilling system), and measures to Boasting one of Japan’s best transportation conserve water resources and ensure systems and convenient access from the continuous water supply in the city airport to the city center, the city of Fukuoka has a strong comparative advantage in • Competitiveness and economic growth, including ecosystem development for Japanese transit-oriented development start-up and smart cities (TOD) practices. Demographically, the city’s share of youth is higher than the country average, partly due to the concentration FY20 COLLABORATIVE of universities in Fukuoka. The city also has ACTIVITIES WITH THE CITY OF FUKUOKA innovative policies in place to address aging challenges, such as Fukuoka 100, and it is commited to creating a livable and sustainable • TDLC enlisted key representatives from the city of Fukuoka to help city. Against this background, TDLC has deliver the Technical Deep Dive collaborated with the city in organizing on Solid Waste Management a TDD on TOD and public space as well in November 2019. as an international conference (“Population Aging and City Management”). Fukuoka’s • TDLC, in partnership with the city of Fukuoka, planned for the delivery competitiveness and economic growth, of the Technical Deep Dive on urban and transport development, strong Vitalizing Urban Neighborhoods international relationships, and favorable and Space through Transit demographics are its key strengths, and Oriented Development in TDLC is a key partner for disseminating February 2020, but the event to client countries what the city has was postponed due to the learned in these areas. spread of COVID-19. • TDLC brought the city of Fukuoka’s experience in public placemaking and SWM to bear on project design and implementation of US$500 million in IPF projects, including the Dhaka City Neighborhood Upgrading Project and Kinshasa Multisector Development and Resilience Project. • An officer from Fukuoka made a presentation on the city’s smart city initiatives at the World Bank session of the 8th Asia Smart Cities Conference. • TDLC made courtesy visits to Fukuoka in July and December 2019. The team also carried out scoping missions in December 2019 as part of organizing the TOD TDD. The Nishitetsu Fukuoka (Tenjin) Station Ticket Gate. • TDLC launched its homepage (English and Japanese versions), which features the city of Fukuoka and its initiatives pertaining to the key thematic areas of engagement. 087 City Partnership Program AREAS OF ENGAGEMENT • Managing solid waste—through waste collection, transportation, recycling, treatment, and scientific disposal • Promoting the concept of a circular economy • Managing other environmental challenges, such as industrial pollution and marine litter FY20 COLLABORATIVE ACTIVITIES WITH KITAKYUSHU CITY • An officer from Kitakyushu made a presentation on the city’s smart city initiatives at the World Bank session of the 8th Asia Smart Cities Conference. Waste sorting plant in Kitakyushu • TDLC partnered with Kitakyushu City in delivering the Technical Deep Dive on Solid Waste Management KITAKYUSHU in November 2019. Special attention was given to challenges and solutions for addressing the problem of plastic waste and its accumulation in ocean environments. The city of Kitakyushu is an internationally recognized leader in efforts to overcome • The International Symposium on Ocean Plastics and Marine environmental problems while at the same Litter was held in Kitakyushu, time supporting economic growth. In 2011, organized by TDLC in cooperation the Organization for Economic Co-operation with the city of Kitakyushu. Japanese and Development selected Kitakyushu, and international speakers from both a modern industrial city pursuing green the public and private sectors shared growth, as the first “Green Growth City” challenges and lessons learned from in Asia to be assessed under its Green Growth current practices in SWM and marine Cities Program (other assessed cities included litter, highlighting the importance Paris, Chicago, and Stockholm). The city of of data transparency and citizens’ Kitakyushu is TDLC’s key partner in the area engagement in addressing marine of SWM, including recycling, treatment, and litter and ocean plastic challenges. disposal. The knowledge and practices of Approximately 400 people Kitakyushu have been valuable assets for participated in this event. client countries looking to address their own solid waste and environmental issues. • TDLC brought the city of Kitakyushu’s experience with SWM to bear on a Through the TDLC-Kitakyushu partnership, combined portfolio of US$1,090 million several Japanese experts have been in IPF projects with committed funding, dispatched to client countries, further including the Nairobi Metropolitan strengthening the impact of Japanese Services Improvement Project technical expertise abroad. and Kerala Solid Waste Management Project. • TDLC made courtesy visits to Kitakyushu in July and December 2019. The team also carried out scoping missions in September 2019 to organize the SWM TDD. • TDLC launched its homepage (English and Japanese versions), which features the city of Kitakyushu and its initiatives pertaining to the key thematic areas of engagement. 088 TDLC Annual Report 2019-2020 AREAS OF ENGAGEMENT • Disaster risk management KOBE • Creative cities/industries • ICT education FY20 COLLABORATIVE As a port city and a gateway for new ideas, ACTIVITIES WITH KOBE CITY Kobe is a city that has continuously evolved. The economic strength of Kobe has varied • An officer from Kobe City made a presentation on Kobe’s smart city in its history and has included shipbuilding, initiatives at the World Bank followed by machinery and advanced session of the 8th Asia materials, consumer goods from footwear Smart Cities Conference. to agriculture, and the life sciences. While the Great Hanshin-Awaji Earthquake of 1995 devastated the city, Kobe now boasts • Kobe was featured as a case study in the city models session at the around 300 research facilities, start-ups, Creative Cities Technical Deep and hospitals and clinics and has become Dive in January 2020; the initiatives one of the largest biomedical clusters in in place in Kobe to promote creative Japan. TDLC leverages the rich experiences thinking and apply creativity to and expertise of Kobe City to share with the societal challenges were showcased. clients and inform the World Bank’s lending and nonlending projects. • TDLC made courtesy visits to Kobe in July and December 2019. The team also carried out a scoping mission in Kobe in October 2019 in preparation for the Creative Cities TDD. • TDLC launched its homepage (English and Japanese versions), which features Kobe City and its initiatives pertaining to the key thematic areas of engagement. Participants of the Integrated Urban Floods Risk Management TDD join a tour of the Port of Kobe as a part of the site visit. 089 City Partnership Program Mr. Shoichiro Suzuki, Vice Mayor of Kyoto, discussing Kyoto City’s vision as a creative city during the Creative Cities TDD. KYOTO AREAS OF ENGAGEMENT • Cultural heritage and tourism • Creative cities/industries • Community participation and citizen engagement in planning Kyoto City has a wide range of experiences, and development processes including cultural heritage, tourism, and creative industries, which can be leveraged and shared with World Bank projects FY20 COLLABORATIVE in client countries. ACTIVITIES WITH KYOTO CITY With a history spanning more than 1,000 years and as Japan’s former capital city, • TDLC partnered with Kyoto City in delivering the Creative Kyoto City is unique in seeking to preserve its Cities Technical Deep Dive culture and traditions, while also achieving in January 2020; representatives high growth in the new economy through from Kyoto City Government as tourism and start-ups. The city government well as key enablers of Kyoto’s creative safeguards traditions while also providing community participated as speakers the support structure for bottom-up growth and key resource experts. initiatives, such as for the growing number of creative industries in Kyoto. Kyoto City • Based on the key findings from the TDD, TDLC developed a knowledge product has been a key partner of TDLC and has that showcases the development of disseminated its knowledge and experiences Kyoto’s creative community and at TDDs and other World Bank events, and it the city’s role in leveraging has also collaborated with TDLC to provide its creative assets. Operational Support to client countries. • TDLC brought the city of Kyoto’s experience on cultural heritage preservation and urban regeneration to bear on US$234 million in IPF projects, including the Bolivia Urban Resilience Project and the Nepal Urban Governance and Infrastructure Project. • TDLC made courtesy visits to Kyoto in July and December 2019. • TDLC launched its homepage (English and Japanese versions), which features Kyoto City and its initiatives pertaining to the key thematic areas of engagement. 090 TDLC Annual Report 2019-2020 Mr. Masashi Mori, Mayor of Toyama, presenting the city’s experiences and policies in the topic of Aging Cites. TOYAMA Toyama City was selected as the first Japanese AREAS OF ENGAGEMENT city partner of the World Bank in 2016 and • Compact cities has continued to play a critical role in the refinement and delivery of Japanese expertise • Disaster risk management, including flood control through active engagement with the TDLC program. Toyama’s compact city policy is a • Aging and accessibility comprehensive approach to addressing cities’ demographic and financial challenges, one FY20 COLLABORATIVE that can be highly applicable to other cities ACTIVITIES WITH TOYAMA CITY in the world. In collaboration with the city, TDLC has organized TDDs on compact • Toyama City officials presented their experiences with sustainable city cities and aging cities and dispatched city development at TICAD7 sessions representative to the Chile Aging Seminar. organized by the World Bank. • TDLC collaborated with the city for the revision of a key knowledge product, “Development Knowledge of Toyama City”, which features some recent developments such as the new north- south transit corridor of Toyama station. • TDLC made courtesy visits to Toyama in July and December 2019. • TDLC launched its homepage (English and Japanese versions), which features Toyama City and its initiatives pertaining to the key thematic areas of engagement. 091 City Partnership Program YOKOHAMA AREAS OF ENGAGEMENT • Compact and smart urban area development Yokohama City faced significant urban • Transit-oriented development, mobility planning issues arising from strong economic growth coupled with a dramatic population increase. In response, Yokohama introduced • Comprehensive urban environment planning (source segregation for various development projects focused on disposal and integration of solid sustainability and long-term growth as well waste and wastewater treatment, etc.) as integrative regulative measures. Yokohama encouraged the active participation of citizens • Area development of Minato Mirai 21, Kohoku New Town, and Kanazawa and the private sector in addressing these Reclamation Development urban challenges. As a result, Yokohama has transformed itself from a decaying suburban residential town into an eco-friendly, livable FY20 COLLABORATIVE city with a strong economic base. ACTIVITIES WITH YOKOHAMA CITY The city has accumulated substantial experiences in solid waste reduction • TDLC partnered with Yokohama as a co-organizer of the 8th Asia Smart through citizen participation, sludge City Conference. Specifically, TDLC treatment, and other means. TDLC’s led a panel discussion on disruptive partnership with Yokohama has benefited technology and city development, client countries, which have learned from its and participated in several other knowledge and experiences. Furthermore, sessions including the “Role of TDLC has actively collaborated with Knowledge Hub for Smart Urban Yokohama outside of TDDs, including Solutions” and the closing panel. co-organizing the Asia Smart City Conference. • Yokohama City participated in the City Solutions Workshop—jointly organized by the World Bank and Smart City Expo World Congress—in Barcelona, Spain, in November 2019. • Yokohama City engaged with TDLC to support the Cityscape Sketchbook Workshop in Barranquilla, Colombia, in February 2020. Experts from Yokohama accompanied TDLC on a mission to Barranquilla, where the delegation supported the delivery of a participatory city planning workshop using Yokohama’s cityscape sketchbook methodology, which was developed by the Urban Design Division of Yokohama. • TDLC brought the city of Yokohama’s experience on urban design, citizen engagement, and urban regeneration to bear on US$150 million in IPF projects. Ms. Fumiko Hayashi, Mayor of Yokohama, • TDLC provided technical advisory service to the city of Yokohama in setting speaks at the Asia Smart City Conference 2019. up a knowledge hub at the Y-PORT center. • TDLC made courtesy visits to Yokohama in July and August 2019. • TDLC launched its homepage (English and Japanese versions), which features the city of Yokohama and its initiatives pertaining to the key thematic areas of engagement. 092 TDLC Annual Report 2019-2020 PARTNERSHIPS WITH NON-CPP CITIES In addition to CPP cities, TDLC also partners with other key cities in Japan to deliver curated knowledge to client countries at TDDs. Below are examples of TDLC’s engagements with other Japanese cities outside of the City Partnership Program: OSAKA TDLC has collaborated with the city of Osaka in several knowledge exchange events, including TDDs and Operational Support projects. Having addressed many social challenges caused by urbanization, including administrative coordination among wards, solid waste management, and poverty support, the city has many lessons learned that can be shared with World Bank client countries. AREAS OF ENGAGEMENT • Metropolitan coordination • Solid waste management • Safe and inclusive cities FY20 COLLABORATIVE ACTIVITIES WITH OSAKA CITY • An officer from the city of Osaka made a presentation on SWM at the International Symposium on Municipal Solid Waste Management, held in New Delhi, India, in October 2019. • An officer from the city of Osaka made a presentation on institutional challenges of metropolitan coordination and operationalizing of the strategy to overcome inefficiencies at the Jakarta Urban Transformation Lab Workshop in December 2019. TOKYO TDLC has collaborated with the Tokyo Metropolitan Government in several knowledge exchange events, including TDDs and Operational Support projects. Having addressed many social challenges caused by urbanization, including coordination among wards, solid waste management, and urban transportation, the city has many lessons learned that could be shared with World Bank client countries. AREAS OF ENGAGEMENT • Solid waste management • Metropolitan governance • Urban transportation FY20 COLLABORATIVE ACTIVITIES WITH TOKYO METROPOLITAN GOVERNMENT • An officer from Tokyo Metropolitan Government made a presentation on solid waste management at the Technical Deep Dive on Solid Waste Management, held in November 2019. • TDLC brought Tokyo Metropolitan Government’s experience on metropolitan governance and urban transportation to bear on IPF projects in Argentina, Serbia, and Kenya. 093 City Partnership Program “ Through our work with the World Bank TDLC, we realized that the technologies, know-how, and systems that Fukuoka has produced in collaboration with the private sector can be beneficial for developing countries. We believe that the city partnership program has significant advantages for the participating municipalities, and we look forward to collaborating with TDLC going forward.” Mr. Kazuhiro Kubota International Affairs Department, General Affairs & Planning Bureau, Fukuoka City “ Kobe is a leader in disaster prevention and preparedness based on experiences such as the Great Hanshin-Awaji Earthquake. As such, we held a TDD together with TDLC, which provided knowledge on earthquake disaster prevention/preparedness and flood risk management in cities. We also organized a TDD on creating a competitive city through a biomedical innovation cluster and produced a research report which was made available to people across the globe. We believe that these TDDs and other such events organized by TDLC help connect local companies to opportunities for developing new businesses by improving their understanding of the needs of developing countries.” Mr. Atsushi Okada Director of International Bureau, Kobe City MANAGEMENT & COLLABORATIONS 096 TDLC Annual Report 2019-2020 3. CONFERENCE MANAGEMENT SUPPORT [TECHNOLOGY, CONFERENCING, AND OUTREACH SUPPORT] 3.1 OVERVIEW TDLC staff facilitating the live web-streaming T at the International Symposium: Challenges and Approaches to Addressing Problems of Marine Litter and Ocean Plastic in Kitakyushu DLC’s studio and conference rooms, equipped with the latest technology and connectivity infrastructure, serve as a hub to disseminate World Bank knowledge and learning to external partners. TDLC’s studio and conference rooms are used regularly by External and Corporate Relations, Japan (ECRJP), the Disaster Risk Management (DRM) Hub, the Global Infrastructure Facility (GIF), and other World Bank units for various types of events, including high-profile activities involving senior management from the Bank and the Government of Japan. Supported by state-of-the-art conferencing technology, TDLC repackages content recorded at its events into digestible knowledge products and online training. 097 Management and Collaborations 3.2 CONFERENCE MANAGEMENT SUPPORT IMPACT IN FY2020 During FY20, TDLC supported 99 public events in its conference rooms, including seminars, Technical Deep Dives (TDDs), roundtable/luncheon meetings, and career seminars (table 3). In addition to providing rooms for these events, TDLC also provided technical support such as audio, camera, and recording. Seminars are scheduled throughout the day to increase outreach across a wide range of demographics, with 60 to 130 participants attending on average, including members of the general public, high school Table 3: Events Organized and university students/academics, officials from embassies at TDLC Studios and the Government of Japan, and partner organizations. in FY20 UNIT NO. OF EVENTS DRM Hub 6 External organizations 5 (embassies, universities, development organizations) Global Development Learning Network 4 World Bank Group Headquarters 3 (30 Minutes on Thursday, Carbon Finance team) International Finance Corporation 5 International Monetary Fund 1 Tokyo Office (ECRJP) 57 TDLC (incl. 3 TDDs) 18 TOTAL 99 098 TDLC Annual Report 2019-2020 Some of the noteworthy events hosted at TDLC’s conference rooms are listed below: INTERNATIONAL ECRJP MORNING SEMINARS WORLD BANK, INTERNATIONAL MONETARY FUND (IMF) Focusing on Tokyo International FINANCE CORPORATION (IFC) Conference on African Development Townhall for Japan-IMF IFC career outreach events (TICAD) Issues Scholarship Program for to Japanese public Asia (JISPA) Scholars Date: Every Tuesday Date: Ongoing morning between Date: November 25, 2019 throughout the year 7:45 and 8:45 (spring and summer, Participants: 60–80 Participants: Between 40 & 60 running up to the on average TICAD meetings) Speakers: Kristalina Georgieva IMF Managing Speakers: World Bank Participants: Between 20 & 45 Director Group staff on average and human resources Format: Townhall with representatives Speakers: World Bank a VC connection economists to Hitotsubashi Format: Speakers at TDLC and report University or connecting by VC, authors with participants attending at TDLC Format: VC connection to or via live web World Bank staff streaming (in headquarters and country offices) and participants at TDLC Additional technical services include the video recording TDLC is also providing technical support for “just-in- and live streaming of off-site events, and the recording time” seminars on the COVID-19 pandemic through of video interviews with Japanese and international video conferencing and WebEx technology to hospitals, experts for knowledge dissemination at TDDs. Two to health ministries, and financial institutions worldwide. three video interviews are recorded during a TDD and This approach allows information on the virus to be are made available on the TDLC website and the World shared while travel restrictions and limits on large Bank Sustainable Communities blog. gatherings are in place. Examples of some of the COVID-19 seminars are given below. GLOBAL DEVELOPMENT GDLN GLOBAL KNOWLEDGE SHARING ON THE IMPACT LEARNING NETWORK (GDLN) AND RESPONSES TO THE CORONAVIRUS (COVID-19) Global Knowledge sharing Sharing Experiences from Asia Sharing Experiences on the Impact and Responses Pacific for African Countries from Mexico and Korea to the Coronavirus (COVID-19) Region: Africa Region: Latin America Region: East Asia & Pacific & the Caribbean Date: April 2, 2020 Date: March 16, 2020 Date: April 17, 2020 Registered Registered Participants: 111 Registered Participants: 297 Participants: 120 Speakers: University Speakers: Health ministry academics, former Speakers: University academics officials, university Asian Development and medical academics, and Bank economist, and institution World Health WHO representatives representatives Organization (WHO) representatives Format: Speakers connecting on WebEx and viewers watching live web streaming on YouTube 099 Management and Collaborations BOX 9 KEY FEATURES OF TDLC CONFERENCE ROOMS TDLC staff providing technical support for the International Symposium: Challenges and Approaches to Addressing Problems of Marine Litter and Ocean Plastic in Kitakyushu The state-of-the-art design of the control room and conference rooms (Studios A and B) are based on five key principles that reflect the requirements and objectives of the TDLC program: 1. Knowledge dissemination and knowledge capture The conference rooms have the capacity to accommodate a wide range of presentations on the stage area, which includes a 175-inch video wall for visual materials, or to connect speakers via video conference, Skype, and WebEx. Recording of seminars and presentations is possible in full HD (1920x1080), with audio tracks recording in English and Japanese for the repackaging of content for online courses. 4. Built-in system With the increasing importance redundancy to minimize of social media outreach in TDLC’s technical malfunctions communications strategy, Facebook, The audio-visual infrastructure has Twitter, and LinkedIn are integrated equipment redundancy built into into the audio-visual infrastructure the system via an audio and video to encourage participants to share patch bay to reconfigure the technical knowledge on SNS during a seminar. set-up in the event of malfunction or equipment failure. The infrastructure 2. Versatile technical operation is also designed to meet local health For large events, a technician works and safety ordinances and building in the control room; but nontechnical codes. Since the installation of the staff can also handle technical system in 2015, malfunctions have operation directly in the room been minimal and without any via an iPad AMX controller. impact on the seminar. This capacity ensures continuity for large public seminars and 5. Universal access The design of the room and use of flexibility for smaller ad-hoc equipment increases engagement or confidential meetings. for participants in many ways, 3. Flexible room configurations offering wider walkways for people The conference rooms have with disabilities, stage access via maximum flexibility to ramp for wheelchair users, individual accommodate a wide range audio receivers for people with of events, from public seminars hearing disability, and simultaneous with a seating capacity of 120, TDDs interpretation to bridge language accommodating 80 participants, and barriers between Japanese experts roundtable meetings for 52 people. and international participants. 100 TDLC Annual Report 2019-2020 4. PROGRAM MANAGEMENT & ADMINISTRATION T 4.1 OVERVIEW DLC’s day-to-day activities include many tasks: supporting governance arrangements, holding meetings, planning, and executing work plans and budgets. TDLC’s operations and development of its activities follow a set of carefully curated and tested procedures to ensure high-quality delivery. In conducting events, TDLC performs various management and administrative tasks, such as conducting dry runs for site visits, arranging for language interpretation and visa assistance, and handling logistics, including hotel reservations and transport for participants and speakers (see box 10). All these groundwork tasks prepare the foundation for the implementation of technical deep dives (TDDs) and other TDLC events. TDLC is conscious of the high standards it is expected to meet in delivering its services, and it has developed a solid, well-functioning system that is revised and improved in every new activity delivered. TDLC conducts after-activity quality assessments for each of its TDDs and timely reviews of its other activities to ensure quality control and improvement of performance over time. TDLC’s methodologies and implementation (particularly related to TDDs) meet the World Bank’s very highest standards. In order to ensure the safety of TDLC staff and participants in TDDs and other events, and as part of COVID-19 prevention and response measures, in FY20 TDLC reviewed and revamped TDLC’s operations and the emergency/evacuation plans for the office and events. These development of its activities efforts are described in more detail in the next subsection and in box 11. follow a set of carefully curated and tested Besides day-to-day program management and administration, procedures to ensure TDLC proactively engages in communication and outreach. high‑quality delivery. TDLC’s social media and outreach service, including the newly launched website in English and Japanese, along with Twitter and Facebook, help TDLC reach and disseminate knowledge to a wide audience. As part of its contribution to university outreach activities by the World Bank Japan office, TDLC hired two graduate students in FY20 to serve as research intern and translation intern. These students are expected to contribute to the desk research and do rough translations of TDLC’s knowledge products. They will also participate in TDD programs and other knowledge-sharing events on urban development challenges and good practices to address those challenges. TDLC plans to rotate student interns every year to continue providing practical work experience in the World Bank program. 101 Management and Collaborations BOX 10 ADMINISTRATIVE PROCESSES AND PROCEDURES SUPPORTING HIGH‑QUALITY DELIVERY OF TDDS DRY RUNS For TDD site visits, TDLC conducts a few dry runs of the best possible walking routes to ensure that the site visit is successful and does not disturb residents or people in the area. These dry runs are usually organized in coordination with City Partnership Program officials. For sessions organized outside Tokyo, they also include in situ location technical checks and testing. LANGUAGE INTERPRETATION While the primary language of the TDDs is English, we invite many speakers and participants who understand Japanese better. So TDLC always arranges simultaneous interpretation for TDD lectures, both at TDLC and at site visits outside Tokyo. Efforts are made to enhance the interpreter’s understanding of the theme of each TDD to ensure sound interpretation, through discussions and sharing of TDD materials in advance. ADVANCE HOTEL RESERVATIONS TDLC secures hotels in convenient locations for TDD participants according to the annual plan of TDDs at the beginning of the fiscal year. PROMPT ISSUANCE OF VISA LETTERS TDLC issues a visa package as soon as possible, within 24 hours after the participant registers, so that participants can obtain their visas on time. As part of this effort, Japanese embassies in client countries, mostly in the Africa region, are contacted and asked to accelerate the visa process. DISASTER/FIRE PREVENTION AND EVACUATION DRILLS The TDLC team regularly carries out these drills and educates participants on evacuation plans during the TDDs and other events. CODIFICATION AND DEVELOPMENT OF OPERATIONAL MANUAL TDLC is developing an operational manual addressing every detail of TDDs to guide the team and other World Bank knowledge hubs in organizing similar knowledge events. APPS/TOOLS The Cvent app is used for TDDs to share information and conduct surveys. TDLC has configured and tailored this app and continues to update it as needed. 102 TDLC Annual Report 2019-2020 BOX 11 TDLC’S PROTOCOL FOR COVID-19 As it prepared for the Technical Deep Dive on Transit Oriented Development, TDLC enacted the following protocol in response to COVID-19. The protocol covers a set of actions to best prepare a safe environment for the TDDs. BEFORE THE TDDS • Identification of relevant COVID-19 • Restriction on TDD participation hotlines, embassy contacts, and World Bank emergency hotlines. • Personnel (both World Bank staff and clients) originating from China [the only COVID-19 hotspot at the time] are not • Contacting of building management to ensure regular cleaning of bathrooms, air ventilation. able to participate in the TDDs. • Personnel (both World Bank staff and • Staff briefing on COVID-19 protocols by internal designated health officer, mapping clients) who have been in China within out actions to be taken in case a participant 14 days before the entry date to Japan presents flu-like symptoms during the TDDs. will not be able to participate in the TDD. • Stockpiling of goods DURING THE TDDS • Masks, hand soap, disposable gloves, trash bins, tissues, cleaning supplies, and laser • Group briefing to all participants on prevention protocols on first day of TDDs. thermometers are stockpiled. • Posting of World Health Organization • Distribution of mask to each participant to be used during travel by public transport. (WHO) prevention guidelines in the TDLC studio area and bathroom; distribution of hard copy to participants. • Ongoing availability of thermometers to check for fever. 4.2 EMERGENCY AND EVACUATION PLAN TDLC has upgraded its internal protocols for natural disasters and emergency situations for the safety of its team and participants in TDLC events. These revised measures follow safety requirements as prescribed by the local authorities and include an evacuation plan, especially in case of earthquake or fire outbreak. TDLC has also reviewed and revised its inventory of emergency items as part of disaster preparedness, which is an important consideration when conducting business in Japan. Structurally, the control room, studios, and equipment server room are fully compliant with local construction, earthquake, and fire safety ordinances. They have been inspected and certified by the Tokyo Fire Department and the building management company. With the recent outbreak of the COVID-19 pandemic, TDLC took active response measures. It drafted and implemented an internal protocol for COVID-19, outlining the steps to be taken in case a TDD participant or TDLC member presented with flu-like symptoms. As part of the protocol, the TDLC team identified local health authorities, hotlines, and embassies to be contacted in case a participant was found to be infected with COVID-19. 103 Management and Collaborations 4.3 COMMUNICATIONS TDLC has bolstered its external communications activities via its newly launched website, social media, and media outreach. TDLC’s English and Japanese website was launched in 2019 as a platform to introduce TDLC activities to urban expert communities in Japan and beyond. TDLC’s Facebook and Twitter accounts have continued to serve as popular platforms to disseminate timely updates on TDLC to digital native stakeholders. Japanese local media also actively covered TDLC’s key events and activities, and comments from World Bank experts and TDD stakeholders were widely featured in the news. TDD delegates participating in an urban regeneration exercise. MEDIA COVERAGE TDLC’s events and activities were covered by local media in FY20. There was particular interest in the International Symposium on Ocean Plastics and Marine Litter that took place in November as a part of TDLC’s Solid Waste Management TDD. Comments from World Bank specialists, TDLC staff, and TDD participants were featured by major local TV stations, local newspapers, and local cable TV. See annex V for details on media coverage. TDLC WEBSITE TDLC launched English and Japanese versions of its website in September and November 2019, respectively, to inform international and Japanese stakeholders about the TDLC program. Users can navigate to pages on knowledge sharing (with summaries of recent TDDs), Operational Support (with information on TDLC FACEBOOK operational and technical support received For more than three years, TDLC has had by TDD participants), the City Partnership an active presence on Facebook, where it Program (with profiles of partner cities summarizes and livestreams TDDs and and lessons learned), publications, and other events, posts interviews, and makes conferencing and outreach. TDLC’s announcements. Given the popularity and recordings, interviews, impact stories, quick outreach of this platform—TDLC’s announcements on events, news, and other Facebook page has 1,540 followers—it links are also featured on the website. This can be impactful; last year it reached website does not just provide information 10,500 people. Information is currently about TDLC but also provides hyperlinks provided in both English and Japanese, to other World Bank websites. TDLC team and the page is updated on a regular basis. endeavors to continually update the content of the website in both languages. https://www.facebook.com/WBGTDLC/ URL: https://www.worldbank.org/en/ programs/tokyo-development- TDLC TWITTER Social icon Rounded square Only use blue and/or white. For more details check out our Brand Guidelines. learning-center (English) Through its Twitter account, TDLC can send out instant information, announcements, https://www.worldbank.org/ja/ and operational updates. With approximately programs/tokyo-development- 1,000 followers, this medium provides learning-center (Japanese) high outreach to a specialized audience. @TDLCen 104 TDLC Annual Report 2019-2020 5. COLLABORATIONS WITH INTERNAL AND EXTERNAL STAKEHOLDERS 5.1 INTERNAL WORLD BANK PARTNERS T DLC continues to play a critical role in supporting other World Bank programs and activities, based in Japan and overseas, in efforts to enhance their knowledge dissemination and reach. EXTERNAL AND CORPORATE RELATIONS, JAPAN (ECRJP) TDLC holds numerous events each month in close coordination with ECRJP. These events for the Japanese public and development community are recorded, edited, and reposted for greater dissemination across the World Bank’s various channels. In FY20, TDLC supported ECRJP in organizing several major events, including the Carbon Fund Meetings, a climate change seminar, an International Monetary Fund (IMF) career seminar with Kristalina Georgieva, and Tokyo International Conference on African Development (TICAD) seminars. TDLC also supported several career/recruitment seminars organized by ECRJP and International Finance Corporation (IFC) for recruitment to the World Bank, particularly aimed at Japanese personnel. QUALITY INFRASTRUCTURE INVESTMENT (QII) TRUST FUND AND TOKYO DISASTER RISK MANAGEMENT (DRM) HUB TDLC’s TDDs closely link to the other two Japanese-supported World Bank programs, the DRM Hub and QII Trust Fund, to ensure consistency and maximize impact and synergies, particularly in commonly addressed topics. TDDs serve as a platform to provide an actionable, and high-quality projects for DRM Hub and QII Trust Fund support. With funding support from the QII Trust Fund, in FY20 TDLC began developing case studies on Japanese cities that implement QII principles in their operations. These studies should help in disseminating Japanese best practices to inform World Bank projects. In FY20, TDLC supported the DRM Hub in organizing six events focused on knowledge dissemination and outreach, while the DRM Hub aligned just‑in-time DRM financing to support the implementation of action plans developed during TDDs. An additional area of collaboration is TDLC’s City Partnership Program, which the DRM Hub supports in areas pertaining to disaster risk reduction and management. As part of this collaboration, TDLC and the DRM Hub team met with the Resilient Cities Network and officials of Toyama and Kyoto City in FY20. Continued collaboration between the QII Trust Fund, Tokyo DRM Hub, and TDLC is expected in FY21. 105 Management and Collaborations INTERNATIONAL FINANCE CORPORATION In FY20, IFC sought TDLC’s support in organizing five knowledge dissemination events and meetings. In addition, TDLC and IFC jointly participated in and collaboratively deployed experts at the City Solutions Workshop as part of the Smart Cities Conference in Barcelona in November 2019. SMART CITY GLOBAL PROGRAM TDLC actively engages with the Smart City Global Program to advance its agenda on smart cities. In FY20, TDLC co-organized the 8th Asia Smart City Conference in Yokohama to disseminate knowledge on smart cities’ development and use of disruptive technologies (DTs). In collaboration with the Smart City Global Program, TDLC co-organized the City Solutions Workshop at the Smart City Expo World Congress in November 2019 to provide targeted solutions to its country clients. TDLC is also collaborating with the World Economic Forum’s Smart Cities Alliance. DISRUPTIVE TECHNOLOGIES FOCAL POINT FOR URBAN, DISASTER RISK MANAGEMENT, RESILIENCE, AND LAND GLOBAL PRACTICE As a focal point for the newly introduced DTs theme of the World Bank, TDLC showcases innovative frontier technologies that can be applied to solve urban development challenges beyond traditional pathways. TDLC’s TDD model shares disruptive technology solutions with the client countries convening for TDDs on thematic topics. For instance, during the SWM TDD focusing on ocean plastics, TDLC discussed remote sensing technology for locating marine waste, machine learning–enabled robots for efficient waste sorting, and biotechnology for development of new consumer packaging. In the TDD on upgrading informal urban settlements, TDLC presented the use case of geospatial data powered by artificial intelligence to identify informal communities and areas without land titles. KNOWLEDGE SILO BREAKERS (KSBS) AND GLOBAL PRACTICES These important partners collaborate with TDLC on knowledge development for TDDs and other events. For example, TDLC collaborated with the Environment Global Practice and Solid Waste Management KSB in organizing the Solid Waste Management TDD, and it collaborated with the Affordable Housing KSB in organizing the TDD on Improving Infrastructure, Services and Livelihoods in Low‑Income Urban Settlements. TDLC also collaborated with the Culture, Heritage, and Sustainable Tourism KSB in the organization of a Creative Cities TDD. In collaboration with various regions and task teams, TDLC organizes brown- bag breakfast and lunch events to disseminate information on Japanese engagement with and progress on operational projects. One key example was the brown-bag breakfast on “Exploring the Extended TDD Model: Programmatic Approach to Operational TDD in Kenya”, which discussed application of the extended TDD model to projects in Kenya through operationalizing of QII. 106 TDLC Annual Report 2019-2020 5.2 EXTERNAL STAKEHOLDERS TDLC works with, and has mutually reinforcing relationships with, a wide range of partners within Japan and globally. These partnerships have been critical in delivering knowledge to client countries and developing solutions based on best practices. TDLC’s partners represent the public sector, private companies, academia, multi-donor and UN agencies, and various other institutions. TDLC collaborates with the Japan International Cooperation Agency (JICA) to support its program, including trainings, knowledge sharing and dissemination, event organizing, and many other activities. Table 4: Areas of Collaboration Additionally, various ministries of Japan, including the Ministry of Land, for TDLC and Partners Infrastructure, Transport and Tourism (MLIT), Ministry of Environment in FY20 (MoE), and Ministry of Economy, Trade and Industry (METI), have PARTNER AREA OF COLLABORATION BLOOMBERG ASSOCIATES Collaborated on smart city cases in Japan; TDLC’s Kobe case study to be featured in Bloomberg’s global publication on best cases of technology for cities CENTER FOR LIVABLE CITIES (CLC), City Partnership Program, peer learning, city networking CITIES ALLIANCE, CITYNET GLOBAL DEVELOPMENT Distance learning courses for the Asia and Africa regions LEARNING NETWORK (GDLN) Support for video conference and webinar series on development issues and more recently (March and April 2020) in response to COVID-19 GLOBAL RESILIENT CITIES NETWORK Convened with TDLC and representatives from Kyoto and Toyama (GRCN) in January 2020 to discuss potential collaboration on knowledge sharing on urban management and resilient cities GRIPS (NATIONAL GRADUATE Collaboration on research on innovation and INSTITUTE FOR POLICY STUDIES) start‑ups for Sustainable Development Goals INSTITUTE FOR GLOBAL Collaboration with and outreach to cities, ENVIRONMENTAL STRATEGIES especially around the environment agenda (IGES) Experts deployed for International SWM Conference in India in October 2019 Experts participated in Technical Deep Dive on Solid Waste Management (November 2019) as resource expert, November 2019 Collaborated in organizing the International Symposium on Ocean Plastics and Marine Litter, in Kitakyushu, November 2019 Experts deployed for World Bank’s operational project in Kenya INTERNATIONAL COUNCIL FOR LOCAL Collaboration with and outreach to cities, ENVIRONMENTAL INITIATIVES (ICLEI) especially around the environment agenda 107 Management and Collaborations regularly partnered with TDLC to promote its agenda and support it in achieving its objectives. JICA and MLIT are key partners of TDLC and participate as observers in its Steering Committee. Details of TDLC activities undertaken in collaboration with JICA and MLIT in FY20 are described in the next subsection. TDLC has been strengthened by its collaboration with external partners, which contribute important experience and expertise to TDLC activities. In FY20, external stakeholders partnered with TDLC to deliver TDDs and other events, and experts were deployed for World Bank operational projects. A summary of key partners and their areas of engagement is in table 4. PARTNER AREA OF COLLABORATION JAPAN-AFRICA INFRASTRUCTURE Collaboration on QII in Africa DEVELOPMENT ASSOCIATION (JAIDA) Collaboration on the 2nd Africa-Japan Public-Private Conference for High- Quality Infrastructure in Yokohama, August 27, 2019 At the invitation of MLIT, TDLC attended 14th General Meeting of JAIDA to promote further engagement of Japanese private sector in TDLC activities and operations JAPAN INNOVATION NETWORK (JIN) Collaboration with private sector in Japan, innovation through medium‑to large-scale enterprises JAPAN INTERNATIONAL Collaboration on research, knowledge exchange and dissemination, COOPERATION AGENCY training programs, Operational Support, and city partnerships (JICA) (details in next subsection) MINISTRIES OF JAPAN Collaboration on research, knowledge exchange and dissemination, (MLIT, MOE, METI AND OTHERS) training programs, Operational Support, and city partnerships (details in next subsection) UNESCO Key partner in TDD on Creative Cities in January 2020 UN-HABITAT Various research initiatives around the thematic areas Collaborated on 2nd General Meeting of the African Clean Cities Platform in Yokohama, August 27, 2019 City Partnership Program UNITED NATIONS Collaboration on environment-related research and knowledge ENVIRONMENT PROGRAMME (UNEP) Collaborated on 2nd General Meeting of the African Clean Cities Platform in Yokohama, August 27, 2019 WORLD ECONOMIC FORUM (WEF) Collaboration on ongoing initiatives under G20 Smart City Alliance 108 TDLC Annual Report 2019-2020 5.3 JICA AND TDLC COLLABORATION JICA and the World Bank undertake an annual high-level dialogue to identify issues of common interest and agree on areas of collaboration. Several common interests emerged from the last dialogue. TDLC, JICA, and the World Bank share a commitment to supporting the development of sustainable cities as a priority goal in the post-2015 development agenda, and collectively recognize the importance of disaster and climate resilience as an essential feature of sustainability. In keeping with the successful adoption of the Sendai Framework for Disaster Risk Reduction 2015–2030, they are committed to reducing disaster risk. JICA and the World Bank are also closely aligned in their commitment to QII as an important modality for achieving the Sustainable Development Goals. In the last high-level dialogue, JICA and the World Bank also noted the useful role that the World Bank DRM Hub and TDLC play as knowledge hubs that facilitate the operational and policy relationship between the two institutions and help adapt and bring Japanese expertise to development planning and investment. TDLC and JICA will continue to jointly organize workshops, draft technical notes and further collaborate through the City Partnership Program. In FY20, JICA and TDLC collaborated on the following events and activities: • TDLC and two JICA departments— the Urban and Regional Development • JICA invited TDLC for the Public Event of the 2nd Africa-Japan Public-Private Department and the Global Conference for High-Quality Environmental Department— Infrastructure in Yokohama are in close communication about on August 27, 2019. cooperating on World Bank projects and collaborating on Operational Support. • JICA invited the World Bank to the Africa Clean City Platform session • JICA collaborated with the World Bank for organizing the 2nd General Meeting of TICAD on August 28, 2019; TDLC led the session. of the African Clean Cities Platform. • TDLC invited a speaker from JICA • TDLC “twinned” the World Bank Urban team in Mozambique with the JICA during the International Symposium on Ocean Plastics and Marine Litter Mozambique team for potential on November 13, 2019. collaboration on SWM. • Two JICA staff participated • TDLC staff supported dialogue between JICA and the World Bank Urban team as observers in the Solid Waste Management TDD and the TDD in the Democratic Republic of Congo on Improving Infrastructure, Services to introduce Japanese SWM and Livelihoods in Low-Income methodologies and technologies, Urban Settlements. including the Fukuoka Method. • JICA collaborated with TDLC for organizing the 2nd General Meeting of the African Clean Cities Platform, organized in Yokohama on August 27, 2019 • At the JICA urban development training, held October 16, 2019, Phil Karp, Lead Knowledge Management Specialist at TDLC, was invited to deliver a presentation. • TDLC organized the Art of Knowledge Exchange Workshop for JICA staff on January 24, 2020. • JICA invited a TDLC guest speaker to present at a session on “VGGT and the Sustainable Development Goals” at a JICA land program in Tokyo Mr. Sei Kondo, Director of the Environmental Management Team 2 at JICA, on February 27, 2020. presenting at the International Symposium: Challenges and Approaches to Addressing Problems of Marine Litter and Ocean Plastic in Kitakyushu. 109 Management and Collaborations 5.4 MLIT AND TDLC COLLABORATION MLIT and the World Bank are closely aligned in their commitment to QII as an important modality for achieving the Sustainable Development Goals. In FY20, MLIT and TDLC collaborated on the following events and activities: • MLIT invited TDLC to moderate the high-level panel for the 2nd Africa‑Japan Public-Private Conference for High-Quality Infrastructure, during TICAD7 on August 27, 2019; TDLC moderated the high-level panel. • MLIT invited TDLC to the 14th General Meeting of the Japan‑African Infrastructure Development Association (JAIDA) on February 6, 2020. • TDLC invited a speaker from MLIT to the Technical Deep Dive on Transit‑Oriented Development planned for February 2020.1 • TDLC invited speakers from MLIT to make presentations at the Kenya Urban Development Workshop. • TDLC made courtesy visits to MLIT Director General Onodera, Deputy Minister for International Projects HIRAI in August 2019. 1  Due to the spread of COVID-19 and resulting travel restrictions, TDLC cancelled this TDD. Mr. Toshihiro Kamatani, Director, Housing Bureau, MLIT, presenting affordable housing policies at Kenya Extended TDD. 110 TDLC Annual Report 2019-2020 6. FINANCIALS FOR FY20 WORK PROGRAM C OVID-19 impact on FY20 TDLC’s activity is reflected in this year’s financials. Cancellation of TDDs and other CPP events and activities, as well as limitations of Operational Support activities due to travel restrictions and suspension of country activities resulted in lower expenses in these three categories vis-a-vis planned budget. TDLC refocused its activities to producing more insights (structured learning) from the knowledge generated during the year and to providing a stronger technology support to online and other remote means of delivery, increasing slightly the expenses in these two components. As a result, in FY20 TDLC presents a surplus for carryover for next FY21 activities. TDLC’s FY20 budget and expenditures year to date are shown in table 5. 111 Management and Collaborations COMPONENT BUDGETED FY20 ACTUALS DIFFERENCE City Partnership Program $800.00 $648.76 $151.24 Knowledge networking $2,100.00 $1,616.46 $483.54 Operational Support $1,247.10 $843.52 $403.58 Structured learning $200.00 $483.77 $(283.77) Technology & conferencing $100.00 $131.87 $(31.87) Program management & administration $325.00 $311.06 $13.94 TDLC office fixed costs $788.76 $776.58 $12.18 TOTAL $5,560.86 $4,812.02   Carryover amount $748.85 (All values are in US$ thousands) Note: Accounted expenses as of June 1, 2020. Table 5: TDLC FY20 Amounts to be updated with pending Annual Budget expenses and completion of accounting upon closing of FY. ANNEXES ANNEX I: THE TDLC TEAM ANNEX II: TECHNICAL DEEP DIVES IN FY20 ANNEX III: KNOWLEDGE EVENTS IN FY20 ANNEX IV: OPERATIONAL SUPPORT IN FY20 ANNEX V: MEDIA COVERAGE OF TDLC 114 TDLC Annual Report 2019-2020 ANNEX I THE TDLC TEAM I n FY20, the World Bank went through a realignment process by which the Social Urban, Rural and Resilience Global Practice (GPURR) under a Senior Director become the Urban, Disaster Risk Management, Resilience and Land Global Practice (GPURL) under Sameh Wahba as Global Director. The new Practice reorganized its global programs, including TDLC, in the Global Programs Unit under Maitreyi Das as Practice Manager. Philip Karp, TDLC’s program manager since its inception, retired from the World Bank, and Daniel Levine, Team Leader of TDLC during Phase 3, also changed his position. In preparation of Phase 4, these two roles were unified, with Victor Mulas serving from the Tokyo office. The new TDLC management structure provides TDLC with a strong leadership team, ensuring a direct connection and alignment with GPURL’s and World Bank’s technical and strategic priorities and operational linkages. As we move to a new Phase, the Team want to acknowledge the commitment and devotion from Phil Karp and Daniel Levine during their tenure, as well as the strategic impact that Phil Karp has had in TDLC over its history, and particularly in this Phase 3. LEADERSHIP SAMEH WAHBA is the Global Director at the Urban, Disaster Risk Management, Resilience and Land Global Practice, based in Washington, D.C. The Global Practice, which also covers territorial development, geospatial and results-based-financing issues, has a portfolio of close to $30bn in commitments in investment project, program-for-results and development policy lending and about 450 staff. Prior to this, he served as the Director for Urban and Territorial Development, Disaster Risk Management and Resilience at the World Bank Group’s Social, Urban Rural, and Resilience Global Practice, where he oversaw the formulation of the World Bank’s strategy, design, and delivery of all lending, technical assistance, policy advisory activities, and partnerships at the global level. He also served as Practice Manager for the Urban and Disaster Risk Management unit in Africa and the Global Urban and Resilience Unit, and as Acting Director of Operations and Strategy for the Global Practice. He worked as Sustainable Development Sector Leader for Brazil, based in Brasilia, and as an urban specialist focused on housing, land, local economic development, and municipal management and service delivery in Latin America and the Caribbean as well as the Middle East and North Africa Regions. Prior to joining the Bank in 2004, he worked at the Institute of Housing and Urban Development Studies in Rotterdam and at the Harvard Center for Urban Development Studies. He holds a Ph.D. and Master’s degree in urban planning from Harvard University, and a B.Sc. and M.Sc. in Architectural Engineering from  Cairo University. He speaks Arabic, French, English, and Portuguese. He co-authored the World Bank’s flagship publications on “The hidden wealth of cities: creating, financing and managing public spaces", "Regenerating Urban Land: A Practitioner’s Guide to Leveraging Private Investment” and “Culture in City Reconstruction and Recovery” jointly with UNESCO. 115 Annex I: The TDLC Team MAITREYI DAS is the Practice Manager of the Global Programs Unit at the Urban, Disaster Risk Management, Resilience and Land Global Practice. Based in Washington DC, she leads a talented group of professionals who work on urban development, resilience and inclusion. She has long-standing experience in both human development and infrastructure related sectors. Of these, urban development, water and sanitation, demography, health, social protection and social development, stand out. Dr. Das has led and been part of, several research and policy initiatives. She was lead author of the 2013 report, "Inclusion Matters: The Foundation for Shared Prosperity"; the 2015 publication, "Scaling the Heights: Social Inclusion and Sustainable Development in Himachal Pradesh" and most recently, "Inclusion Matters in Africa". She started her career as a lecturer in St Stephen's College, University of Delhi, has been a MacArthur Fellow at the Harvard Center of Population and Development Studies and an advisor to the United Nations Development Program. She has a PhD in Sociology (Demography) from the University of Maryland. Before joining the World Bank, Dr. Das was in the Indian Administrative Service (IAS). 116 TDLC Annual Report 2019-2020 STAFF VICTOR MULAS is TDLC Program Manager. He previously worked in the Markets and Technology Unit at the Finance, Competitiveness and Innovation (FCI) Global Practice. He joined the Bank in 2010 and has been since involved in numerous operations and technical assistance initiatives at the intersection of technology, innovation, start-ups, and cities, across regions. Victor has also led Bank-wide programs to mainstream innovation and technologies in operations, including the Innovation Acceleration Program from the Innovation Labs Unit and, most recently, the Disruptive Technologies for Development (DT4D) Program. He currently co-leads the Smart Cities Global Program. Before joining the World Bank Group, Victor worked in global consulting and legal firms, advising governments and multinational companies on technology regulatory strategy. He holds an MBA from the McDonough School of Business at Georgetown University, an LLM in telecommunications law from Universidad de Comillas, and a law degree from Universidad Autonoma de Madrid. HARUKA MIKI-IMOTO is an Operations Officer for the World Bank TDLC in the Urban, Resilience, and Land Global Practice. Haruka leads TDLC’s Operational Support activities and works on projects across regions. Previously, Haruka was a key member organizing Technical Deep Dives (TDDs) and analytical activities, including the “What a Waste 2.0” publication, competitive cities case studies, and start-up ecosystem analysis for innovative districts. Throughout her career, Haruka has worked for more sustainable, resilient, competitive, and inclusive urban development. She worked with cities in Europe and works closely with cities in Japan. Before joining the World Bank, Haruka worked at Morgan Stanley and at the Institute for Global Environmental Strategies in Japan. She holds dual MPAs from the London School of Economics and Sciences Po Paris, and a BSc in social sciences from Hitotsubashi University. SHIN TANABE is a Knowledge Management Analyst at TDLC. He serves as functional lead of TDDs and other international knowledge exchange programs, ensuring their design, development, and implementation. Before joining the World Bank, Shin worked with the Association for Overseas Technical Scholarship (a Japanese nonprofit organization for human resource development in developing countries), Robert Walters Japan K. K. (a global recruitment firm), and Kwansei Gakuin University (a private university in Japan), focusing on global talent acquisition and development. He has also been active in learning design and program evaluation and in developing, implementing, and evaluating service- learning courses, internship courses, and other knowledge exchange programs in collaboration with local and international stakeholders. Shin holds a master of arts degree in political science from the University of Toronto and two bachelor of arts degrees in political science, one from Amherst College and one from International Christian University. 117 Annex I: The TDLC Team SHOKO TAWARA is a Knowledge Management Analyst at TDLC overseeing the design, development, and implementation of knowledge activities and partnerships. Prior to joining TDLC, Shoko was Assistant Manager in project management at a consultancy firm, where key areas of engagement included budget and contract management and resource mobilization for large-scale infrastructure projects. Her project portfolio includes consultancy for design and construction supervision projects in rail, bridge, and shipbuilding in India and the Philippines. She also was a Sales Consultant for a SaaS (software as a service) company providing media and brand monitoring solutions to public relations and marketing executives in Japan and the Republic of Korea. Shoko has a BA in political science from Northwestern University and an MA in international affairs from the John Hopkins School of Advanced International Studies (SAIS).  IAIN MITCHELL joined the TDLC in August 2004 to support multimedia operations for a wide range of World Bank Group events including distance learning seminars, public seminars, high-level government roundtable meetings, and Technical Deep Dives. In 2015, Iain was assigned as Task Team Leader and system architect for the multimedia and conference room upgrade project which involved the redesign of the Control Room and Conference Rooms to reflect the latest trends in presentation and communication technologies. In his current position, Iain is responsible for technical operations and facility maintenance within the center and shoots offsite events and records interviews before editing the content for distribution on the TDLC website and social media networks. Prior to joining the World Bank Group, Iain was working in live television news operations for CNBC Financial Television in London, Reuters Financial Television Tokyo, and Bloomberg Financial Television in Tokyo. ASAMI OTSUKA is the TDLC Program Assistant. She interfaces and communicates with individuals at all levels of the organization, managing general affairs (office administration, finance, human resources), coordinating the logistics of Operational Support, and assisting the Senior Program Officer. Prior to joining the World Bank, she gained experience in both the private sector and international diplomatic organizations as an Executive Assistant in Edenred Japan and at the Honduran Embassy in Japan. Having lived 15 years in Latin America, Asami is proficient in Japanese, English, and Spanish. She holds a BA in English literature from Aoyama Gakuin University.  CHIYUKI MIFUJI joined the TDLC in FY17 as Event Coordinator STT (Short‑Term Temporary) for the delivery of Technical Deep Dives. Previously, she organized seminars and study tours at Passive House Japan, the general incorporated association that teaches architectural methods for energy-saving residences. She also worked at the Institute for Global Environmental Strategies as a Program Officer and organized several international conferences mainly focused on climate change issues. Since joining TDLC she has organized more than 20 TDDs as well as some events related to Smart Cities and G20. YUMI SARUMARU joined TDLC in FY17 as an Event Coordinator STT. After graduating from university, Yumi worked for two airline companies to pursue her interest in international cultural differences and to enhance her communication skills. She also worked for the Institute for Global Environmental Strategies as an administrative assistant and supported study tours and conferences related to climate change and natural resources ecosystem services. 118 TDLC Annual Report 2019-2020 SUPPORTING STAFF RUTSUKO TANAKA is the TDLC’s Communications and JAMES LEE joined TDLC in 2019 as a Technology Public Relations Consultant. She has over seven years and Operations Consultant and has worked on TDD of professional PR and communications experience, research and preparation, with a focus on the use cases gained at a leading global PR agency (Weber of disruptive technologies as scalable solutions to many Shandwick) and at not-for‑profit organizations urban challenges. Previously, he worked as an Emerging in Japan, New York City, and Southeast Asia. She Markets Equity Research Analyst at Limiar Capital has a strong track record in development of bilingual Management. He holds an MS in global business communications strategy, consultancy, and day-to-day and finance from Georgetown University and PR support for enterprises of all sizes, from small a BA in international affairs from the start-ups to large multinational organizations. George Washington University. Leveraging her academic training in social work (gained in New York) and in coaching, Rutsuko is XIN ZHANG joined TDLC as a Research and Operations passionate about empowering the “stories” of socially Consultant in October 2019. Since joining the World minded organizations and people in order to unleash Bank in 2017, Xin has worked with multiple teams, their untapped potential. She holds a BA in comparative including the Development Research Group, Finance culture studies from Sophia University (Tokyo, Japan) Competitiveness & Innovation (FCI), and Corporate and a master of social work from New York University. IDA & IBRD (DFCII) on project management, event She is a certified PR Planner. organization, and analytical research. Currently, she is supporting TDLC’s work on the Start-up Ecosystem MIHO INAGAKI joined TDLC as Communications Assessment Project and TDDs. Prior to joining the Consultant in January 2020. Since joining the World Bank, she worked for the United Nations World Bank in 2009, she has worked on multiple teams, Development Programme and International Labour mainly in the Social Protection Global Practice. Prior to Organization as a Research Assistant. She holds a joining the World Bank, she worked as a front-end web master’s degree in public policy from Georgetown developer at a private website development company University and a bachelor’s degree in international in the United States, and as an Application Engineer/ politics from Renmin University of China. Project Manager at a systems integrator in Japan. She holds a BA from Sophia University. KOICHI ITO joined TDLC as a Research Intern in April 2020. He supports the team’s research activities VIBHU JAIN is an Urban Consultant who joined with his skills in data analysis. Before joining TDLC, he TDLC in FY18. Vibhu holds a master’s degree in urban had interned at various IT start-ups and developed his regional planning and public policy. She has worked at skills and knowledge in data analysis. He also worked the World Bank since 2012, first on urban development at an international nonprofit organization in Senegal, projects in the New Delhi office and currently in support supporting research activities for developing water of TDLC, Disaster Risk Management (DRM) Hub, and infrastructure. He holds a BA degree in liberal arts Global Infrastructure Facility (GIF) teams in the Tokyo from Soka University of America and currently attends office. Before joining the Bank, she worked with a master’s program in urban planning at the National PricewaterhouseCoopers Ltd. and Deloitte Touche University of Singapore. Tohmatsu. Much of her work has been on infrastructure sector projects, including solid waste management and NOZOMI KOGA joined TDLC in March 2020 as a transport, with a focus on project design, transaction Translation Intern. She supports the team with written advisory for public-private partnerships, translations, as well as with proofreading and editing and implementation support. Currently, of documents. Prior to joining TDLC, she worked on she is supporting TDLC with research urban/transportation development projects at a and operational projects on urban issues. construction consulting company, mainly carrying out translations and data collection for international ASAKO SATO is a Knowledge Management projects. Nozomi holds a bachelor of arts degree from Associate Consultant at TDLC. She started International Christian University and currently attends her career at the Asian Productivity Organization, a master’s program in international studies at the where she helped disseminate knowledge and provide University of Tokyo. technical assistance to member countries in the Asia Pacific region through study missions, technical expert services, and e-learning programs. She joined the Bank in 2010 as a Senior Knowledge Management Assistant for TDLC (during Phase 2) and was responsible for managing program delivery through blended learning utilizing the distance learning platform (e-learning, Global Development Learning Network, and WebEx). During Phase 3, she was responsible for developing the Community of Practice platform, event websites, and mobile apps, as well as data management and knowledge research products. 119 Annex I: The TDLC Team ADVISORS KIYOSHI KODERA is a Senior Advisor to TDLC. He served as the TDLC’s Mid-Term Review reviewer in 2019. He has over 40 years of experience working in international finance and development. He also works as Senior Research Associate for Overseas Development Institute, UK; is currently Chair of the Water Aid Japan Board of Trustees; and is a Trustee of Save the Children Japan. Mr. Kodera has served as Executive Secretary for the joint World Bank/IMF Development Committee, World Bank Country Director for Central Asia, Senior Vice President of the Japan International Cooperation Agency (JICA), and Deputy Vice Minister for International Affairs at Ministry of Finance, Japan. PHIL KARP is currently a Senior Advisor for TDLC. Previously, he was the Lead Knowledge Management Specialist in the Global Practice for Urban, Disaster Risk Management, Resilience and Land (GPURL) and served as the TDLC Program Manager until last year. In his current role he advises on TDLC’s programming, including research and operational support activities. In his previous role he provided technical oversight to TDLC and helped link it to GPURL’s operational program, knowledge communities, and partnerships. He has more than 25 years of experience in the fields of knowledge, learning, and advisory services, with special emphasis on practitioner-to‑practitioner and South-South knowledge exchange. He holds a master’s degree in public policy from the University of California, Berkeley. PAUL KRISS is the Lead Urban Specialist at the World Bank Group and a Senior Advisor of TDLC for QII. Paul seeks to provide value and help cities deal with their enormous challenges by successfully integrating the planning, social, technical, and financial aspects of urban development. Recent changes, such as large migrations and extreme weather events, require new and innovative solutions in the urban space. Paul has more than 20 years of experience in urban development and infrastructure projects in large, medium, and small cities, and over this time has demonstrated that attention to detail can significantly improve results in delivering services to poor populations. He has identified, prepared, and executed large-scale investment programs for the World Bank that target urban and rural infrastructure across the world. BANNING GARRETT is a Senior Advisor of TDLC for Disruptive Technologies. Banning is a Washington-based strategic thinker, writer, keynote speaker, and consultant with more than four decades of experience in national security, US-China relations, and long-term global trends. He currently focuses on exponential technologies and their impact on the economy and intersection with long-term global trends, urbanization, and geopolitics. Banning has consulted to the World Bank, the United Nations, and the US government. He has written for more than two dozen journals and media outlets and has been interviewed by numerous international broadcast and print media. Banning is on the faculty of Singularity University, a Senior Fellow at the Global Federation of Competitiveness Councils, and a Senior Fellow at Global Urban Development. He received his BA from Stanford University and his PhD in Politics from Brandeis University. 120 TDLC Annual Report 2019-2020 ANNEX II WORLD BANK PROJECTS SUPPORTED BY TECHNICAL DEEP DIVES IN FY20 121 Annex II: Technical Deep Dives in FY20 SOLID WASTE MANAGEMENT (SWM) LENDING (IPF/PFR/ TECHNICAL DEEP DIVE DPO) OR COMMITTED NON‑LENDING FUNDING REGION COUNTRY TITLE (ASA) (US$ MILLION) STATUS AFRICA Ethiopia Urban Institutional and P4R 859.50 Active Infrastructure Development Program Addis Ababa City for ASA 0.30 Active Transformation Diagnostic ASA Mozambique Cities and Climate Change IPF 120.00 Active Cities and Climate Change PPCR AF IPF 15.75 Active Cyclone Idai and Kenneth Emergency IPF 21.00 Active Recovery and Resilience Project Sierra Leone Resilient Urban Sierra Leone IPF 50.00 Pipeline Project (RUSL_P) EAST ASIA China Chonqing Small Town Water IPF 218.62 Active AND THE Environment PACIFIC Indonesia Improvement of Solid Waste IPF 326.00 Active Management to Support Regional and Metropolitan Cities Philippines Philippines - Sustainable Inclusive IPF 300.00 Pipeline and Resilient Tourism Project Managing Tourism Growth ASA 0.16 Active in the Philippines EUROPE & Albania Realizing the Blue ASA 0.15 Active CENTRAL Economy Potential of Albania ASIA Central Asia: Climate and Environment ASA 1.48 Active (CLIENT) Program (Action on Circular Economy for Green Growth) Romania Romania Integrated Nutrient IPF 127.62 Active Pollution Control Project Turkey Sustainable Cities Project 1 IPF 132.77 Active Sustainable Cities 2 IPF 92.54 Active Sustainable Cities 2 Additional Finance IPF 561.72 Active Municipal Services Improvement IPF 296.76 Active Project in Refugee Affected Areas LATIN Colombia Colombia Plan PAZcifico: Water Supply IPF 133.51 Active and Basic Sanitation Infrastructure AMERICA and Service Delivery Project AND CARIBBEAN Colombia Institutional Strengthening DPF 400.00 Active for Territorial Development DPF (Support to the Ministry of Housing and Urban Development) MIDDLE Tunisia Supporting SWM P4R 300.00 Active EAST & Modernization in Tunisia NORTH Tunisian Urban Development P4R 300.00 Active AFRICA and Local Governance Program SOUTH Bangladesh Dhaka City Neighborhood IPF 106.00 Active ASIA Upgrading Project Leveraging the Circular Economy ASA 0.63 Active to Reduce Industrial and Marine Pollution in Bangladesh India Kerala Solid Waste Management IPF 150.00 Pipeline Project (KUSDP- Problue) Note: ASA = Advisory Services and Analytics; DPF = Development Policy Financing; IPF = Investment Project Financing; P4R= Program-for-Results. 122 TDLC Annual Report 2019-2020 IMPROVING INFRASTRUCTURE, SERVICES, AND LIVELIHOODS TECHNICAL DEEP DIVE LENDING (IPF/PFR/ DPO) OR COMMITTED NON‑LENDING FUNDING REGION COUNTRY TITLE (ASA) (US$ MILLION) STATUS AFRICA Democratic Kinshasa Multisectoral IPF 150.00 Dropped Republic of and Urban Resilience Project Congo Uganda Second Phase of the Kampala Institutional IPF 183.75 Active and Infrastructure Development Project Uganda Support to Municipal P4R 150.00 Active Infrastructure Development Project, PforR Support to Institutional Capacity Enhancement IPF 2.87 Pipeline for Urban Development and Management EAST ASIA Indonesia Indonesia National Slum Upgrading Project IPF 1,743.00 Active AND THE Myanmar Southeast Asia Myanmar IPF 116.00 Active PACIFIC Disaster Risk Management Project LATIN Bolivia Bolivia Urban Resilience IPF 70.00 Active AMERICA Brazil IPF - Pre Urban Upgrading of Izidora, Belo Horizonte AND Identification CARIBBEAN Colombia Resilient and Inclusive Housing Project IPF 100.00 Pipeline Mexico Improving Access to IPF 100.00 Active Affordable Housing Project MIDDLE Djibouti Djibouti Integrated Slum Upgrading Project IPF 20.00 Active EAST & Upper Egypt Local Development Program Arab P4R 500.00 Active NORTH Republic of AFRICA Egypt SOUTH Pakistan Punjab Cities Program P4R 236.00 Active ASIA Pakistan Housing Finance Project IPF 145.00 Active Note: ASA = Advisory Services and Analytics; DPF = Development Policy Financing; IPF = Investment Project Financing; P4R= Program-for-Results. 123 Annex II: Technical Deep Dives in FY20 CREATIVE CITIES TECHNICAL DEEP DIVES LENDING (IPF/ PFR/DPO) OR COMMITTED NON‑LENDING FUNDING REGION COUNTRY TITLE (ASA) (US$ MILLION) STATUS AFRICA Cameroon Cameroon: Inclusive and Resilient IPF 160.00 Active Cities Development Project Ethiopia Addis Ababa Diagnostic ASA 0.30 Active EAST ASIA China Gansu Revitalization and Innovation Project IPF 312.63 Active AND THE Philippines Philippines Sustainable Tourism Project IPF 300.00 Pipeline PACIFIC Managing Tourism Growth in the ASA 0.19 Active Philippines EUROPE & Albania - - Pre Identification CENTRAL ASIA Georgia Third Regional Development Project IPF 75.00 Active LATIN Bolivia Bolivia Urban Resilience Project IPF 70.00 Active AMERICA AND CARIBBEAN MIDDLE Saudi KSA SMNUR-1: Saudi Arabia Culture, ASA 4.32 Active EAST & Arabia Heritage, and Sustainable Tourism NORTH Programmatic RAS AFRICA SOUTH Nepal Nepal Urban Governance and Infrastructure IPF 164.44 Pipeline ASIA Project (Kathmandu Integrated Urban Upgrading) Sri Lanka Local Development Support Project IPF 100.65 Active Note: ASA = Advisory Services and Analytics; DPF = Development Policy Financing; IPF = Investment Project Financing; P4R= Program-for-Results. 124 TDLC Annual Report 2019-2020 ANNEX III KNOWLEDGE EVENTS IN FY20 INTERNATIONAL EVENTS (JAPAN) THE 2ND AFRICA-JAPAN PUBLIC-PRIVATE CONFERENCE FOR HIGH-QUALITY INFRASTRUCTURE YOKOHAMA, AUGUST 27, 2019 Organizers: Japan Ministry of Land, Infrastructure, Transport and Tourism (MLIT), Japan‑Africa Infrastructure Development Association (JAIDA), Japan International Cooperation Agency (JICA) Speakers: Keiichi Ishii, Minister of MLIT; Masashi Adachi, Vice Minister of MLIT; Takuya Kurita, Vice Minister for Land, Hokkaido Development, and International Affairs, MLIT; Eric Wendmanegda Bougouma, Minister of Infrastructure, Burkina Faso; Kwasi Amoako-Attah, Minister for Roads and Highways, Ghana; James Wainaina Macharia, Cabinet Secretary of Transport, Infrastructure, Housing and Urban Development, Kenya; Hajo Andrianainarivelo, Minister of Territorial Planning, Housing and Public Works, Madagascar; Katumba Wamala Edward, Minister of State for Works, Uganda; Ambassador Amani Abou-Zeid, Commissioner for Infrastructure and Energy, African Union Commission; Panelists at the 2nd Africa-Japan Public‑Private Sameh Wahba, Global Director, World Bank Conference for High‑Quality Infrastructure a side event held during TICAD7. Participants: 500 As part of the 2nd Africa-Japan Public-Private Conference for High‑Quality Infrastructure, which was held during the 7th Tokyo International Conference on African Development (TICAD7), TDLC moderated the Ministerial Roundtable on “African Ministers in Charge of Infrastructure.” This roundtable discussion aimed to address infrastructure development approaches, specifically challenges in implementing G20 quality infrastructure investment (QII) principles and other Japanese development initiatives. In addition, TDLC moderated a panel session entitled “Realization of Sustainable Cities in Africa,” which explored key factors (methodologies, finance, technologies) to facilitate urban planning and development in Africa. 125 Annex III: Knowledge Events in FY20 THE 2ND GENERAL MEETING OF THE AFRICAN CLEAN CITIES PLATFORM YOKOHAMA, AUGUST 27, 2019 Organizers: Ministry of Environment (MoE), Japan International Cooperation Agency (JICA), City of Yokohama, United Nations Environment Programme (UNEP), United Nations Human Settlement Programme (UN-Habitat) Speakers: David Marquis, Sustainable Development Goals Data and Information Unit, UNEP; Nobuyuki Konuma, Deputy Director, MoE; Hiroshi Kato, Manager, Clean Authority of Tokyo; Ismo Tiainen, Director General, MoE, Finland; Mitsuo Yoshida, Technical Advisor, JICA; Isaac Muraya, Director of Environment, Nairobi City County Government; Kazushige Endo, Director, United Nations Centre for Regional Development; Ludgarde Coppens, Head, SDG Data and Information Unit, Science Division, UNEP; Nao Takeuchi, Associate Expert, UN-Habitat; Abdouraman Bary, Regional Officer, UNEP; Andre Dzikus, Coordinator, UN-Habitat; Sameh Wahba, Global Director, World Bank; Global Director Sameh Wahba presenting Megumi Muto, Director General, JICA; on World Bank initiatives in SWM in Africa. Yusuke Amano, Senior Vice President, JICA Participants: 450 The conference sought to deepen discussions on solid waste management (SWM) in cooperation with multilateral development banks and other related international organizations. In addition to serving as a follow-up event to the previous conference (held in Rabat, Morocco, in 2018), this conference also sought to help build the capacity of officials in charge of SWM. TDLC made a presentation on the World Bank’s flagship publication “What a Waste 2.0,” with a focus on the African region. 126 TDLC Annual Report 2019-2020 Mr. Shigenori Tanabe (City of Kobe) talks about the 500 Kobe Accelerator 8TH ASIA SMART CITY CONFERENCE program and its impact on the city’s YOKOHAMA, JAPAN, OCTOBER 8–11, 2019 digitalization initiatives. Organizers: City of Yokohama, World Bank TDLC, Asian Development Bank Institute Speakers: Victor Mulas, Senior Program Officer, World Bank TDLC; Kazufumi Fujimoto, Director, Planning, Planning & Coordination Department, General Affairs & Planning Bureau, Fukuoka City Government; Shigenori Tanabe, Director, New Business Promotion Division, Kobe City Government; Emiko Murakami, Director of Business Promotion, Kitakyushu Asian Center for Low Carbon Society, City of Kitakyushu; Kosuke Adachi, Director of Policy Division, Policy Bureau, City of Yokohama; Yoto Eguchi, Director of 3R Promotion Division, Resources and Waste Recycling Bureau, City of Yokohama; and others Participants: 400 In response to a request from Yokohama City, TDLC co-organized the Asia Smart City Conference, an international conference bringing together Asian city leaders and representatives from international organizations, academic institutions, and private companies with the goal of establishing a knowledge hub for smart cities. At this conference, city leaders shared their vision for growth as well as their current challenges and needs; private companies and academic institutions proposed innovative solutions; and international organizations offered programs to support efforts by cities and private companies. In addition, best practices around the world were shared as case models of smart city development. TDLC led a panel discussion on disruptive technology and city development. Leading Japanese cities from TDLC’s City Partnership Program (Fukuoka, Kobe, Kitakyushu, and Yokohama) introduced their recent initiatives using conventional solutions to urban challenges, along with solutions using disruptive technologies such as big data, artificial intelligence, and blockchain. Based on the presentations, participants discussed the possibilities and challenges of implementing disruptive technologies in city development. TDLC also made presentations in several panel discussion sessions including the “Role of Knowledge Hub for Smart Urban Solutions” and the closing panel. 127 Annex III: Knowledge Events in FY20 Keynote speech by Mr. Satoru Iino INTERNATIONAL SYMPOSIUM (Deputy Director, Office of Marine CHALLENGES AND APPROACHES TO ADDRESSING Environment, Ministry of Environment). PROBLEMS OF MARINE LITTER AND OCEAN PLASTIC KITAKYUSHU, NOVEMBER 13, 2019 Organizers: World Bank TDLC, City of Kitakyushu Speakers: Akira Kondo, City of Kitakyushu; Satoru Iino, Deputy Director, MoE; Philip Karp, Lead Knowledge Management Specialist, World Bank; Catalina Marulanda, Practice Manager, World Bank; Azusa Kojima, Japan Environmental Action Network (JEAN); Sei Kondo, JICA; Ridha Yasser, Coordinating Ministry of Maritime Affairs, Indonesia; Frank van Woerden, World Bank; Gabrielle Johnson, National Oceanic and Atmospheric Organization (NOAA), United States; Eiji Nakamura, City of Kitakyushu; Masaki Takao, JEPLAN, Inc.; Yasushi Kawata, Toppan Printing Co., Ltd.; Taro Ishii, Alliance to End Plastic Waste (AEPW); Junichi Sono, City of Kitakyushu Participants: 400 In connection with the TDD on SWM, TDLC and the city of Kitakyushu co-organized the International Symposium on Marine Litter and Ocean Plastic. Phil Karp (Lead Knowledge Management Specialist) and Mr. Satoru Iino (Deputy Director, Office of Marine Environment, MoE) made keynote presentations explaining the World Bank’s and Japan’s efforts to address marine plastic issues. In the panel discussion, Japanese and international panelists from both the public and private sectors shared their challenges and lessons learned from current practices, highlighting the importance of data transparency and citizens’ engagement. 128 TDLC Annual Report 2019-2020 INTERNATIONAL EVENTS (ABROAD) TOD ACADEMY FOR LATIN AMERICAN CITIES IN THE GLOBAL PLATFORM FOR SUSTAINABLE CITIES (GPSC) 3RD GLOBAL MEETING, SÃO PAULO, SEPTEMBER 16–17, 2019 Organizers: World Bank TDLC Speakers: Felipe Targa, Senior Urban Transport Specialist, World Bank; Angus Laurie, LIama Urban Design; Juan Felipe Pinilla, JFP Associados; Francisco Cabrera, Deloitte; Fernando de Mello Franco, Institute of Urbanism and Studies for the Metropolis (URBEM); Chang Gyu Choi, Urban Design Analysis Lab (U-DAL); Masafumi Ota, Tokyu Corporation; Richard Liu, Institute for Transportation & Development Policy Participants: 1,000 This two-day interactive workshop, organized within the framework of the GPSC’s 3rd Global Meeting, brought together government officials from 12 Latin American and Caribbean cities and four Chinese cities, along with World Bank technical teams and international experts, to help delegations identify barriers and challenges related to transit-oriented development (TOD) in their respective cities and map out suitable action plans. TDLC dispatched a Japanese TOD expert, Mr. Masafumi Ota, as a presenter and resource expert to the workshop. He stressed that the success of TOD relies on coordination between various stakeholders, including public authorities and the private sector from multiple fields such as railways, land and urban development, and real estate development. He also emphasized the importance of determining the scale and nature of urban and commercial development around transport nodes to get a profitable return on investments. The panelists from Transit-oriented Development City Academy Session 3 on Finance 129 Annex III: Knowledge Events in FY20 CITY SOLUTIONS WORKSHOP BARCELONA, NOVEMBER 23, 2019 Organizers: Smart Cities Global Program, International Finance Corporation (IFC), Smart City Expo World Congress, TDLC Speakers: Maurizio Travaglini, Facilitator, Smart.City_Lab, and Founder/CEO, Architects of Group Genius; Mustafa Tunç Soyer, Mayor of Izmir Participants: 70 The City Solutions Workshop (CSW) convenes a curated selection of city leaders and global experts to provide targeted solutions to selected Bank client cities. The CSW is designed to tackle city challenges under high- uncertainty environments and to achieve practical solutions by leveraging human-centered design and co-creation methodologies. For cities in developing countries, the CSW provides a carefully chosen pool of experts and practitioners with unique knowledge, deep expertise, and real-life experience. TDLC dispatched two city officers from Yokohama to the Yokohama experts - Mr. Shuhei Okuno, workshop as experts representing Japanese cities: Mr. Shuhei Okuno Deputy Director-General of Climate Change Policy, and Ms. Reiko Nishiyama, Director for and Ms. Reiko Nishiyama. Development Cooperation - participating in the plenary session of the City Solutions Workshop with the Mayor of Izmir, Mr. Mustafa Tunç Soyer. 130 TDLC Annual Report 2019-2020 OTHER EVENTS ORGANIZED IN JAPAN REGIONAL REVITALIZATION SYMPOSIUM OF THE NEXT GENERATION ENTREPRENEUR DEVELOPMENT PROJECT YAMAGATA, NOVEMBER 30, 2019 Organizer: Yamagata University Business Research Institute for Global Innovation Speakers: Victor Mulas, Senior Program Officer, World Bank TDLC; Hideyuki Horii, Executive Director, Japan Social Innovation Center; Tsunesaburo “Sunny” Sugaya, Managing Director, Miyako Capital Participants: 100 At the request of the Business Research Institute for Global Innovation, TDLC participated in this symposium organized by Yamagata University Business Research Institute for Global Innovation. This event explored how governments and companies can work together to reform and create new industries, thereby revitalizing the local economy in the countryside of Japan. TDLC delivered a keynote lecture entitled “Start-up as an Opportunity for Local Revitalization.” ART OF KNOWLEDGE EXCHANGE WORKSHOP FOR JICA TOKYO, JANUARY 24, 2020  Organizer: World Bank TDLC Speakers: Philip E. Karp, Lead Knowledge Management Specialist, World Bank; Shoko Tawara, Knowledge Management Analyst, World Bank TDLC JICA staff members explore how to develop an effective knowledge sharing program using the Art of Knowledge Exchange framework. Participants: 11 TDLC delivered a workshop on the Art of Knowledge Exchange to JICA. Based on the Art of Knowledge Exchange Planning Guideline developed by the World Bank, this hands-on interactive workshop provided participants with tools to design and implement effective knowledge exchange initiatives using a systematic model to achieve measurable results. Participants learned how to apply a simple five-step model for successful knowledge exchange (anchor, define, design & develop, implement, measure & report results) and how to utilize a range of instruments and activities to ensure that learning objectives are met. 131 Annex III: Knowledge Events in FY20 THE 14TH GENERAL MEETING OF JAPAN-AFRICA INFRASTRUCTURE DEVELOPMENT ASSOCIATION (JAIDA) TOKYO, FEBRUARY 6, 2020 Organizer: MLIT, JAIDA Participants: 96 TDLC was invited by the MLIT to the 14th General Meeting of JAIDA to promote further engagement of the Japanese private sector in TDLC activities and operations. An invitation was extended to JAIDA firms to participate in the Kenya Urban Development Workshop (February 29– March 7), giving Japanese firms an opportunity to engage with senior- level World Bank experts and Kenyan government counterparts for ongoing and upcoming World Bank projects in Kenya. The TDLC program was introduced as a tool for Japanese firms seeking to identify trends, initiatives, and client demand in urban development for new pipeline projects. The general meeting was attended by 96 representatives of Japanese firms that are currently engaged in or interested in entering African markets. As a result of this event, several Japanese firms registered to attend the Kenya Urban Development Workshop, providing these firms with an opportunity for intimate engagement with TDLC activities. This event supported TDLC’s objective of reaching a broader level of engagement with Japanese stakeholders outside of the City Partnership Program framework. JICA LAND PROGRAM TOKYO, FEBRUARY 27, 2020 Organizer: JICA Participants: 8 TDLC was invited by JICA to participate in a JICA land program and present as a guest speaker at the session on “VGGT and the Sustainable Development Goals (SDGs).” This program for delegates from Vietnam (from the Ministry of Natural Resources and Environment as well as the Ministry of Agriculture and Rural Development) aimed to enhance techniques for and increase knowledge of planning and managing land development projects. TDLC made a presentation on the World Bank’s approaches and impact of its land projects. 132 TDLC Annual Report 2019-2020 LECTURES/TRAINING BY TDLC STAFF FOR TALENT DEVELOPMENT SPECIAL LECTURES FOR SPECIAL COURSE III INTERNATIONAL ECONOMY AND BUSINESS, 2019 Speaker: Haruka Imoto, Operational Officer, World Bank TDLC Participants: 40 In the summer of 2019, at the request of Professor Aki Kinjyo of Gakushuin Women’s College, Haruka Miki-Imoto participated as a guest in Special Course III: International Economy and Business at the Gakushuin Women’s College. Haruka shared her working experience and introduced Japan’s urban development experiences to the World Bank city practitioners. SPECIAL LECTURES FOR GLOBAL SOCIAL ENTREPRENEURSHIP (GRADUATE COURSE), JULY 1, 2019 Speaker: Victor Mulas, Senior Program Officer, World Bank TDLC Participants: 30 At the request of the Graduate School of Management of Kyoto University, TDLC gave a lecture in the course on global social entrepreneurship. TDLC explained common enabling elements for innovation and entrepreneurship. During the class, students were invited to discuss what Kyoto needs to do to become a global ecosystem hub. 133 Annex III: Knowledge Events in FY20 JICA URBAN DEVELOPMENT TRAINING OCTOBER 16, 2019 Organizer: JICA Speakers: Phil Karp, Lead Knowledge Management Specialist, World Bank Participants: 40 TDLC was invited by JICA to participate as a guest speaker in Introduction to Urban Development, a JICA training course. This course for JICA experts and consulting firms aimed to enhance techniques for and increase knowledge about planning and managing urban development projects. TDLC made a presentation on the World Bank’s approaches and the impact of its urban development engagements. SPECIAL LECTURES FOR INTERNATIONAL POLICIES FOR CULTURAL SUSTAINABILITY (UNDERGRADUATE COURSE), DECEMBER 10 AND 17, 2019 Speaker: Haruka Imoto, Operational Officer, World Bank TDLC Participants: 15 At the request of Dr. Junko Okahashi of Sacred Heart University, TDLC made two presentations in the undergraduate course on international policies for cultural sustainability. In the first class, TDLC offered an overview of World Bank operations on urban regeneration, cultural heritage, and sustainable tourism. The session covered the World Bank’s relevant interventions in client countries and how they can serve the World Bank’s twin goals of ending extreme poverty and promoting shared prosperity. The session provided some practical operational examples in client countries in the Europe and Central Asia region and the East Asia and Pacific region. In the second meeting, students presented examples from Japan and made the case for why they were urban regeneration projects rather than urban development projects. 134 TDLC Annual Report 2019-2020 135 Annex IV: Operational Support in FY20 ANNEX IV OPERATIONAL SUPPORT 136 TDLC Annual Report 2019-2020 COMPLETED OPERATIONAL SUPPORT FY20 In FY20, TDLC supported lending and advisory projects across a number of regions, including Africa (Ethiopia, Democratic Republic of Congo, Kenya, Mozambique), East Asia and Pacific (Indonesia, Vietnam), Europe and Central Asia (Serbia), South Asia (Bangladesh, India, Nepal), Latin America and the Caribbean (Argentina, Bolivia, Brazil, Colombia), and the Middle East and North Africa (Morocco). LENDING (IPF/P4R/ DPF) EXPERT TDD PARTICIPATED TYPE OF SUPPORT REGION COUNTRY PROJECT OR ASA ORGANIZATIONS BETWEEN FY16 TO FY20 EXTENDED AFRICA KENYA Nairobi IPF IGES, JIC Smart Cities, SUPPORT Metropolitan Consulting, MetroLabs & QII, Services MLIT SWM, TOD & LVC, Improvement IUWM, Seismic Risk, Project TOD & Urbanscapes, Affordable Housing Kenya Urban IPF IGES, JIC Smart Cities, Support Program Consulting, MetroLabs & QII, MLIT SWM, TOD & LVC, IUWM, Seismic Risk, TOD & Urbanscapes, Affordable Housing Kenya Informal IPF IGES, JIC, Smart Cities, Settlements MLIT MetroLabs & QII, Improvement SWM, TOD & LVC, Project 2 IUWM, Seismic Risk, TOD & Urbanscapes, Affordable Housing LATIN COLOMBIA Urban RAS City of Urban Regeneration AMERICA & Sketchbook Yokohama, CARIBBEAN Waseda University, Kanto Gakuin University SOUTH BANGLADESH Dhaka City IPF Lion Mega-Metro, SWM, ASIA Neighborhood Architect, TOD & Urbanscapes Upgrading Project SDA Architect Leveraging the ASA IGES SWM  Circular Economy to Reduce Industrial & Marine Pollution EXPERT EAST ASIA INDONESIA National Urban IPF City of Osaka, Compact Cities, IT DISPATCH & PACIFIC Development Tokyu for Land, TOD, Project Corporation Affordable Housing  City Planning IPF City of Osaka, Compact Cities  Labs and Tokyu Spatial Planning Corporation SOUTH INDIA Kerala Urban IPF IGES, City of SWM  ASIA Service Delivery Osaka Project JUST-IN-TIME EAST ASIA VIETNAM Vietnam ASA JIC Mega-Metro  VIRTUAL & PACIFIC Urbanization Consulting REVIEW Advisory Services and Analytics 137 Annex IV: Operational Support in FY20 LENDING (IPF/P4R/ DPF) EXPERT TDD PARTICIPATED TYPE OF SUPPORT REGION COUNTRY PROJECT OR ASA ORGANIZATIONS BETWEEN FY16 TO FY20 Kinshasa City of Urban Upgrading MATCHING & AFRICA CONGO, DEM. REP. Multisector IPF Fukuoka CUSTOMIZING KNOWLEDGE Development and Resilience Redevelopment City of Urban Regeneration EUROPE & CENTRAL SERBIA for Serbia, SCD Fukuoka, ASIA Sarajevo Bosnia Tokyo & Herzegovina Metropolitan SCD update Government Morocco City of Direct support MIDDLE EAST & MOROCCO Catastrophe P4R Kitakyushu request from NORTH Deferred task team without AFRICA Drawdown Option TDD participation Integrated Risk City of Direct support Management DPF Kitakyushu request from Program task team without TDD participation Kerala Urban City of SWM SOUTH ASIA INDIA Service Delivery IPF Kitakyushu Project Nepal Urban City of Kyoto Creative Cities  NEPAL Governance and IPF Infrastructure Project Bolivia Urban City of Kyoto Creative Cities LATIN AMERICA & BOLIVIA Resilience IPF CARIBBEAN ARGENTINA Metropolitan Tokyo IUWM, Mega-Metro, Buenos Aires IPF Metropolitan State Property Urban Government Management TOD  Transformation Mozambique DRM JICA SWM  TWINNING AFRICA MOZAMBIQUE and Resilience P4R PARTNERS FOR FURTHER Program COLLABORATION Note: ASA = Advisory Services and Analytics; DPF = Development Policy Financing; IPF = Investment Project Financing; P4R= Program-for-Results; DRM = disaster risk management; IGES = Institute for Global Environmental Strategies; IUWM = Integrated Urban Water Management; JICA = Japan International Cooperation Agency; LVC = land value capture; MLIT = Ministry of Land, Infrastructure, Transport and Tourism; SCD = Systematic Country Diagnostic; QII = quality infrastructure investment; SWM = solid waste management; TOD = transit-oriented development. 138 TDLC Annual Report 2019-2020 ONGOING OPERATIONAL SUPPORT FY20 LENDING (IPF/P4R/ TYPE OF DPF) EXPERT TDD PARTICIPATED SUPPORT REGION COUNTRY PROJECT OR ASA ORGANIZATION BETWEEN FY16 TO FY20 EXTENDED AFRICA ETHIOPIA Ethiopia UIIDP P4R City of Fukuoka SWM SUPPORT Integrated Strategic ASA City of Fukuoka SWM Development of Addis Ababa SOUTH SRI Local Economic IPF Expert on art Creative Cities ASIA LANKA Development Support festivals, creative clustering (TBC) Note: ASA = Advisory Services and Analytics; DPF = Development Policy Financing; IPF = Investment Project Financing; P4R= Program-for-Results; SWM = solid waste management; UIIDP = Urban Institutional and Infrastructure Development Program. 139 Annex IV: Operational Support in FY20 DETAILS OF ONGOING OPERATIONAL SUPPORT FY20 SOLID WASTE MANAGEMENT LOCAL ECONOMIC IN ETHIOPIAN PILOT CITIES DEVELOPMENT PROJECT OPERATIONAL SUPPORT SRI LANKA (P163305) ETHIOPIA (P163452/P172091) TDLC TOOL TDLC TOOL EXPERT DISPATCH (Long-term) EXTENDED SUPPORT Capacity Building Analysis & Workshop TDLC ENGAGEMENT TDLC ENGAGEMENT • Assess the current systems and gaps of the solid waste management (SWM) • As part of a medium-term plan under the project’s economic luster and local initiatives of Addis Ababa and Bahir economic development (LED) support, Dar. Recommend tools and the use TDLC offers an array of options to of such tools for integrated SWM benchmark innovative approaches of the two cities. Determine how to LED. Experiences in Japan using quality infrastructure investment creative industries and local creative/ (QII) principles can be implemented artistic capital to reinvigorate rural and in the recommendation. economically challenged areas may offer • Assess the capacity gaps and training needs of the concerned agencies and important lessons for lagging provinces in Sri Lanka. develop and deliver a training and knowledge sharing activity to provide • Building on consolidated examples (such as the Setouchi targeted training to relevant government Triennale, Echigo-Tsumari Art Field, officials from Addis Ababa and a few Oku-noto Triennale), the team will selected cities in Ethiopia. Include assess the viability of implementing howthe recommended training a methodology to identify and organize can meet QII principles. these anchor events in Sri Lanka. • Identify and prioritize SWM national investment activities and recommend • The support will help the strategic vision in provinces to develop the an action plan to implement tourism sector and capture a growing an integrated SWM strategy share of the inbound markets that are in Addis Ababa and Bahir Dar. increasingly positioning Sri Lanka as a tourism destination. Building destinations around this unique and differentiating sources of comparative advantage would also align with current business trends shifting global tourism markets, as tourists seek genuine experiences and prioritize do-it-yourself travel over packaged tours. ASSOCIATED LENDING PROJECT ASSOCIATED LENDING PROJECT Ethiopia Urban Institutional and Local Economic Development Project Infrastructure Development Program (UIIDP) 140 TDLC Annual Report 2019-2020 ANNEX V MEDIA COVERAGE OF TDLC *Non exhaustive list MEDIA REPORT ON INTERNATIONAL SYMPOSIUM CHALLENGES AND APPROACHES TO ADDRESSING PROBLEMS OF MARINE LITTER AND OCEAN PLASTIC The International Symposium on Challenges and Approaches to Addressing Problems of Marine Litter and Ocean Plastic took place at the Main Hall of Kitakyushu International Conference Center on November 13, 2019. It was part of TDLC’s Technical Deep Dive (TDD) on Solid Waste Management, and about 70 practitioners from 13 countries joined the conference together with over 400 participants from the Kyushu area. The symposium provided a great opportunity for these officials and practitioners to share knowledge about addressing marine plastic waste in Japan and abroad. The symposium was featured on NHK’s prime time news in the evening, as well as in one of the most subscribed local newspapers and on local cable TV. The head commentator at Kyushu Asahi Broadcasting Co., Ltd., also plans to feature the World Bank’s initiatives on marine litter and ocean plastic on his radio program. NHK KITAKYUSHU AIRED A STORY ON THE EVENING NEWS ON NOVEMBER 13, 2019: “SYMPOSIUM ON PLASTIC LITTER” https://www3.nhk.or.jp/lnews/kitakyushu/20191113/5020004433.html SUMMARY OF THE NEWS STORY An international symposium was held in Kitakyushu City, inviting experts from Japan and abroad to get interested in the problem of marine pollution from plastic waste. At the event, World Bank specialists discussed the challenges of this issue, and the TDD participants from Indonesia introduced their work to reduce solid waste. 141 Annex V: Media Coverage of TDLC THE NISHINIPPON SHIMBUN RAN AN ARTICLE IN THE KITAKYUSHU EDITION ON SATURDAY, NOVEMBER 16, 2019: “INTERNATIONAL SYMPOSIUM AT KITA-WARD, KOKURA CITY: ‘MARINE PLASTIC IS THE CHALLENGE FOR CITIZENS’” https://www.nishinippon.co.jp/item/n/559977/ ABOUT NISHINIPPON SHIMBUN The Nishinippon Shimbun is a Japanese-language daily newspaper published by the Nishinippon Shimbun Co., Ltd. As of 2013, it had a circulation of about 875,000 (total of morning and evening editions). It is headquartered in Fukuoka, which accounts for the bulk of its circulation, and is also sold throughout the Kyushu region. SUMMARY OF THE ARTICLE Philip Karp, Lead Knowledge Management Specialist of the World Bank, said, “The widespread use of potable plastic bottles is one reason for the increase in plastic waste in the world. It takes about 450 years to disassemble a plastic bottle.” A representative of the Ministry of the Environment reported, “Based on the declaration issued at Osaka G20, specific countermeasures have been implemented in many countries.” According to Kitakyushu City, the marine plastics issue will be raised on the agenda at the Environment Ministers Meeting among Japan, China, and the Republic of Korea to be held on November 23 and 24. There were about 500 participants at the symposium. KYUSHU ASAHI BROADCASTING INTERVIEWED CATALINA MARULANDA, PRACTICE MANAGER, ON NOVEMBER 13, 2019 About Kyushu Asahi Broadcasting: Kyushu Asahi Broadcasting Co., Ltd., is a broadcasting station in Fukuoka, Japan, that is affiliated with TV Asahi Network. Its programs are aired to 2 million households in Northern Kyushu. Mr. Kenichiro Usui, the head commentator of the station, asked Catalina about the World Bank’s global development agenda, especially as it relates to solid waste management and marine plastics. SUMMARY OF THE INTERVIEW Catalina described the international challenges and the World Bank’s activities on marine litter and ocean plastic. She also said that Japan is a leading country in addressing this issue. A LOCAL CABLE STATION, JCOM TV AIRED AN INTERVIEW WITH SHIN TANABE, KNOWLEDGE MANAGEMENT ANALYST SUMMARY OF THE INTERVIEW Shin explained the partnership with Kitakyushu City under TDLC’s City Partnership Program (CPP) and the city’s role in the Technical Deep Dive on Solid Waste Management. He also talked about the need to raise awareness of issues surrounding solid waste management. 142 TDLC Annual Report 2019-2020 THE KANKYO SHIMBUN PUBLISHED AN ARTICLE ON WEDNESDAY, JANUARY 29, 2020: “AIMING FOR PROPER RECYCLING OF PLASTIC RESOURCES” http://www.kankyo-news.co.jp/ps/qn/guest/news/showbody.cgi?CCODE=84&NCODE=1949 ABOUT KANKYO SHIMBUN The Kankyo Shimbun is a Japanese-language weekly newspaper published by the Kankyo Shimbun Co., Ltd. As of 2020, it had a circulation of about 74,000. It is headquartered in Tokyo, which accounts for the bulk of its circulation, and is also sold throughout Japan. SUMMARY OF THE ARTICLE Kitakyushu City launched the Kitakyushu City Plastic Smart Promotion Project in FY19 to solve the marine plastic problem that has become a global issue, with the aim of reducing emissions and promoting reuse and recycling, through waste collection and other initiatives. In March last year, the city concluded an agreement with city supermarkets and related organizations to reduce emissions. On November 13 last year, an international symposium was also held at the Kitakyushu International Convention Center. In collaboration with the World Bank, the event discussed approaches to the current challenges and solutions to address the marine plastic waste problem. UNESCO CREATIVE CENTER FOR MUSIC IN BOHOL THE MANILA BULLETIN ISSUED AN ARTICLE ON SUNDAY, FEBRUARY 2, 2020: “DOT TO CONDUCT RAPID ASSESSMENT OF BOHOL’S CULTURAL ASSETS” https://news.mb.com.ph/2020/02/02/ dot-to-conduct-rapid-assessment-of-bohols-cultural-assets/ ABOUT THE MANILA BULLETIN The Manila Bulletin is one of the Philippines’ largest English-language broadsheet newspapers by circulation and is issued by Manila Bulletin Publishing Corporation. As of 2017, it had a circulation of about 320,000. It is headquartered in Manila, which accounts for the bulk of its circulation, and is also sold throughout the Philippines. SUMMARY OF THE ARTICLE The Department of Tourism proposed a rapid assessment of Bohol’s cultural assets be made on top of its more well-known physical assets, in connection to Bohol’s application for a UNESCO Creative Center for Music. Edwin Enrile and Bohol Governor Arthur Yap shared the lessons learned through week-long conferences in Tokyo and Kyoto, Japan. ISSUED AN ARTICLE ON MONDAY, FEBRUARY 3, 2020: “BOHOL VIES FOR UNESCO CREATIVE CENTER FOR MUSIC” https://www.pressreader.com/philippines/manila-bulletin/20200203/281629602255591 SUMMARY OF THE ARTICLE In Tokyo, Japan, on January 31, 2020, clients from the Philippines announced their decision to apply for a UNESCO Creative Center for Music in Bohol. World Bank Task Team Leader Lesley Cordero is finalizing a presentation for the World Bank’s Creative Cities and Industries Project. 143 Annex V: Media Coverage of TDLC TOKYO DEVELOPMENT LEARNING CENTER FOLLOW US VISIT US ONLINE! 14th Floor, Fukoku Seimei Building Facebook WBGTDLC 2-2-2 Uchisaiwai-cho, Chiyoda-ku, Tokyo 100-0011 Japan Twitter @TDLCen Social icon Rounded square Only use blue and/or white. For more details check out our Brand Guidelines. Tel: +81-(0)3-3597-1333 Fax: +81-(0)3-3597-1311 Email: tdlc@worldbank.org