ANNUAL REPORT FISCAL 2014 Government of Japan Front cover: Music Against Violence with El Salvador's Don Bosco Youth Symphony Orchestra funded by the JSDF grant Addressing Youth Violence Through Cultural and Music Learning in El Salvador. This JSDF grant developed an innovative approach for crime prevention and youth social integration by using participative cultural and musical learning and networking activities in marginal areas in El Salvador. ANNUAL REPORT FISCAL 2014 Government of Japan M E SSAG E F R O M JAEHYANG SO Director, Development Finance, Trust Funds and Partnerships 2014 was an exceptional year of achievement for the Japan Social Development Fund (JSDF). With the Fund’s primary goal of empowering the powerless, improv- ing livelihoods for the poor, re-integrating the marginalized, and bringing hope to the most vulnerable, the projects and programs supported by the JSDF are at the forefront of the WBG’s partnerships to realize the vision of ending extreme pov- erty and promoting shared prosperity. In fiscal 2014 99 active grants were implemented in the JSDF portfolio, amounting to $244 million. By the end of the year, the JSDF had disbursed over half of this expenditure. Meanwhile, the JSDF approved 12 new grants in fiscal 2014: 6 Regular Program grants and 6 Seed Program grants. Of the 99 active grants, 89 received Implementation Status Report (ISR) and Grant Reporting and Monitoring (GRM) ratings of Moderately Satisfactory (MS) or Satisfactory (S), representing 90 percent of the portfolio. This percentage sur- passes last year’s 88 percent rating, and represents the second year in a row with a percentage increase in MS or S ratings. The dynamic JSDF Dialogue Series continued in fiscal 2014. This initiative con- nects stakeholders and the Japanese public with project beneficiaries to share good practices and understanding of the JSDF and how it works. This year’s dialogues featured two important sessions on JSDF projects: “Enhanc- ing Community-Driven Legal Aid Services” in Jordan and “Making Globalization Work for the Rural Poor” in India. The first session discussed how, by building the capacity of Jordan’s Justice Center for Legal Aid, the project is delivering legal aid services to over 15,000 new beneficiaries. The second session described how the “Making Globalization Work for the Poor” project is expanding the livelihoods of India’s rural artisans in the cultural markets and related sectors. This support strengthens local artisan communities’ capacity to manage their own economic activity competitively. ii Japan Social Development Fund Annual Report — Fiscal 2014 The JSDF’s collaboration with the Global Development Network (GDN) also continued in fiscal 2014 and this year, the JSDF and the GDN announced the extension of their cooperation for another three years (FY15–17). Through the partnership, the JSDF furnishes additional funding to nongovernmental organi- zation (NGO) winners of the Most Innovative Development Project (MIDP), or to runners-up. At this year’s Annual Global Development Awards and Medals Competition in Ghana—whose theme was “Structural Transformation in Africa and Beyond”—the three top winners were Science of Life Studies (SOLS) 24/7 Cambodia for their “Equal Opportunities for Education” project; All-Kenya, which received second prize for their project “Use Solar, Save Lives”; and Deepak Foundation, India, for an innovative technology project, “Asha Kiran,” which developed a mobile android application to reduce maternal mortality among poor women. The first two winners have been asked to submit a proposal for $200,000, which will be financed out of the JSDF. The JSDF values the importance of making donor visibility a part of its overall program, and has strengthened its efforts to make project beneficiaries aware of Japan’s financial contributions. Activities to support donor visibility have included disseminating a communications tool kit and displaying JSDF logos in project areas and on project materials. The JSDF has also invited Japanese officials to visit project sites. This past year saw the completion of an Independent Assessment of the overall value of the JSDF program. Among its findings, the study concluded that JSDF grants focused on poverty reduction and livelihood support on an individual proj- ect basis. The review found that JSDF grants are “aligned at the country level with World Bank strategies and priorities along with national development plans, and are also in line with the Priority Policy for International Cooperation of the Govern- ment of Japan.” Finally, the JSDF has shown its innovative spirit across other varied platforms. For example, the Djibouti Strategy Note will leverage JSDF resources to deliver services in a capacity-constrained setting; the opening of support to Myanmar through a community-driven development (CDD) project that aids the country’s poorest; and a project in Liberia that addresses the social and psychological dev- astation of the Ebola outbreak. Again, the World Bank and its client countries thank the Government of Japan for its confidence and support in fiscal 2014, and look forward to the future, working together to meet the Bank’s twin goals of poverty alleviation and shared prosperity. Japan Social Development Fund Annual Report — Fiscal 2014 iii TABLE OF CONTENTS Acronyms ——­­————­­— 1 CHAPTER 1 JSDF PROGRAM AND PURPOSE ——­­————­­— 2 JSDF Program Areas ——­­————­­— 3 JSDF Program Financial Contributions, Allocations, and Disbursements ——­­————­­— 4 Program Focus ——­­————­­— 6 CHAPTER 2 PROGRAM ACTIVITIES IN FISCAL 2014 ——­­————­­— 8 Overview ——­­————­­— 8 Approved Grants in Fiscal 2014 ——­­————­­— 9 Regular Program ——­­————­­— 10 Sectors ——­­————­­— 11 Regional Distribution of Regular Program Grants ——­­————­­— 11 Seed Fund Grants ——­­————­­— 12 Tokyo International Conference on African Development (TICAD) ——­­————­­— 13 Collaboration Between JSDF and the Global Development Network ——­­————­­— 14 GDN Conference in Ghana ——­­————­­— 14 MIDP Winners ——­­————­­— 15 CHAPTER 3 PORTFOLIO PERFORMANCE IN FISCAL 2014 ——­­————­­— 16 Rating the Portfolio ——­­————­­— 16 Factors Affecting Portfolio Performance ——­­————­­— 17 Project Results ——­­————­­— 17 AFR — Comoros: Emergency Food-security and Unemployment Support through Cash-for-Work ——­­————­­— 17 EAP — Vietnam: Intergenerational Deaf Education Outreach Project ——­­————­­— 18 ECA — Moldova: Community Participation in Post-Conflict Regions ——­­————­­— 19 iv Japan Social Development Fund Annual Report — Fiscal 2014 LCR — El Salvador: Addressing Youth Violence through Cultural and Music Learning ——­­————­­— 20 MNA — Jordan: Enhancing Community-Driven Legal Aid Services to the Poor ——­­————­­— 21 SAR — Afghanistan: Clustering of Community Development Councils (CCDC) under the National Solidarity Program 2 (NSP2) ——­­————­­— 22 Crisis and Insecurity ——­­————­­— 23 CHAPTER 4 KNOWLEDGE MANAGEMENT ——­­————­­— 24 JSDF Dialogue Series ——­­————­­— 24 Jordan — Making the law work for poor people ——­­————­­— 25 India — Globalization at the Rural Level ——­­————­­— 25 JSDF Partners’ Workshop, Cartagena, Colombia ——­­————­­— 26 Justice and Legal Access for the Poor ——­­————­­— 26 Release of JSDF Book ——­­————­­— 27 CHAPTER 5 ADMINISTRATION ——­­————­­— 28 Oversight of Program Activities ——­­————­­— 28 Mission to Pakistan—“RANG” ——­­————­­— 29 Mission to Myanmar—Regional Consultations on Trafficking in Persons ——­­————­­— 30 Mission to Togo—Cash Transfer Program for Vulnerable Children in Northern Togo ——­­—— 32 Japanese Visibility ——­­————­­— 32 CHAPTER 6 A STRONGER MORE FOCUSED JSDF ——­­————­­— 34 JSDF: Filling gaps ——­­————­­— 34 First Pilot Then Program ——­­————­­— 35 JSDF: Value-added ——­­————­­— 35 Future Actions ——­­————­­— 36 Japan Social Development Fund Annual Report — Fiscal 2014 v List of Annexes Annex 1: Total JSDF Grants Approved by Type FY01–14 ——­­————­­— 38 Annex 2: JSDF Regular Program Grants Approved in FY14 ——­­————­­— 39 Annex 3: JSDF Seed Fund Grants Approved in FY14 ——­­————­­— 40 Annex 4: Regional Distribution of JSDF Regular Program Grants FY01–14 ——­­————­­— 41 Annex 5: List of Implementing Agencies for Regular Program Grants Approved in FY14 ——­­——­­— 45 Annex 6: JSDF Policy Guidelines and Program Allocation FY14-16 ——­­————­­— 46 List of Boxes Box 1: Funding Criteria for JSDF Grant Proposals ——­­————­­— 4 Box 2: TICAD: Promoting African Ownership ——­­————­­— 13 Box 3: Factors Diminishing Project Implementation ——­­————­­— 35 List of Figures Figure 1: Contributions, Allocations, and Disbursements (US$ million) ——­­————­­— 5 Figure 2: Approved Grants by Fiscal Year and Grant Type ——­­————­­— 9 Figure 3: Regular Program Grants by Type and Percentages, FY10–14 ——­­————­­— 10 Figure 4: Sectoral Distribution of Approved Grants in Fiscal 2014, US$ Million ——­­————­­— 11 Figure 5: Regional distribution of Regular Program Grants by FY of approval ($US millions) ———­­— 11 Figure 6: Number and US$ amount of Seed Fund Grants FY10–14 ——­­————­­— 12 List of Tables Table 1: Active Grants by Region and Amounts ——­­————­­— 5 Table 2: Total JSDF Grants Approved by Types FY10–14 ——­­————­­— 7 Table 3: Composition of the JSDF Portfolio of Recipient-executed Grants—June 2014 ——­­————­­— 8 Table 4: New Regular Program Proposals Approved in Fiscal 2014 ($US million) ——­­————­­— 10 Table 5: Seed Fund Grants Approved in FY14 ——­­————­­— 12 Table 6: Rating of JSDF Regular and Emergency Projects for FY14 ——­­————­­— 16 vi Japan Social Development Fund Annual Report — Fiscal 2014 ACRONYMS AFR Africa Region IMF International Monetary Fund
 ARTF Afghanistan Reconstruction Trust ISR Implementation Status Report
 Fund JCLA Justice Center for Legal Aid Jordan
 CDD Community-driven Development JICA Japan International Cooperation CEO Chief Executive Officer Agency CIG Community Interest Group JSDF Japan Social Development Fund
 CLBRC Community Learning Business LAC Legal Aid Center
 Resource Centers LCR Latin America and Caribbean Region
 CLC Community Learning Center MIDP Most Innovative Development Project CMAM Community-based Management of MNA Middle East and North Africa Region
 Acute Malnutrition MoF Ministry of Finance
 CPS Country Partnership Strategy MoFA Ministry of Foreign Affairs
 CTPH Conservation through Public Health MoU Memorandum of Understanding
 CSO Civil Society Organization NGO Non-governmental Organization
 DFi Development Finance ORD Outstanding Research on DFPTF Trust Funds and Partnerships Development Department PHRD Policy and Human Resources EAP East Asia and Pacific Region Development ECA Europe and Central Asia Region RETF Recipient-Executed Trust Fund FY Fiscal Year RSR Rapid Social Response Program
 GDN Global Development Network SAM Severe Acute Malnutrition
 GFRP Global Food Crisis Response Program SAR South Asia Region
 GoJ Government of Japan SEWA Self-Employed Women’s Association
 GRM Grant Reporting and Monitoring SMS SEWA Manager ni School
 HEW Health Extension Worker TDLC Tokyo Development Learning Center
 IBRD International Bank for Reconstruction TICAD Tokyo International Conference for and Development African Development IDA International Development Association TTL Task Team Leader
 IE Impact Evaluation VFF Vulnerability Financing Facility
 INN Impulse NGO Network
 WBG World Bank Group Japan Social Development Fund Annual Report — Fiscal 2014 1 CHAPTER 1 JSDF PROGRAM AND PURPOSE T he Japan Social Development Fund (JSDF) was established in 2000 as a collaboration between the Government of Japan (GoJ) and the World Bank to address the Asian financial crisis of the late 1990s. The partners conceived the fund as a grant mechanism to provide assistance to vulnerable groups affected by the crisis. The Bank and Japan later expanded the program to support innovative activities that helped the most disadvantaged groups in eligible countries. These include all low-income and lower-mid- dle-income countries defined by the 2014 World Development Indicators. Under the Regular Program, these countries can receive JSDF grants of up to $3 million. AThe JSDF program provides grants to support community-driven develop- ment and poverty reduction projects that empower the poorest and most vulnerable groups not reached by other programs, to improve their lives through direct benefits. Feeding of malnourished children under the JSDF A unique and valued feature of the JSDF Community Nutrition Project in Benin program is that it provides a platform for cooperation with local governments, Non-Governmental Organizations (NGOs), and Civil Society Organizations (CSOs) in developing countries. The JSDF grants must meet certain criteria (box 1) and may finance (a) projects supporting improved service delivery, especially inno- vative approaches that can be scaled up through Bank Operations and inform 2 Japan Social Development Fund Annual Report — Fiscal 2014 Hope for the hopeless GETTING TO KNOW THE JSDF Voice for the voiceless The Government of Japan, through the JSDF A future for the most vulnerable Program, has been a pioneer in advancing new and innovative mechanisms to end extreme poverty and promote shared prosperity. Government policies; or (b) capacity-building grants that The JSDF program provides essential resources— target local governments and communities, NGOs, or CSOs. especially for vulnerable and marginalized groups The Fund targets relatively small-scale pilot interventions that make-up the bottom 40 percent—respond to of up to $3 million in overall value. JSDF projects have emerging issues impacting the poorest countries. addressed multiple themes, ranging from empowering These issues include the global financial crisis, food women victims of violence to programs to mitigate the shortages caused by disaster or conflict, epidemics, effects of the global economic crisis on at-risk youth. and people and communities falling into abject poverty in fragile and conflict-affected states. Unlike most Bank-financed projects, which central govern- ments execute, JSDF grants are launched by NGOs/CSOs, local governments, and community associations. This model creates a platform for cooperation with NGOs and other local stakeholders in the devel- opment process. The Trust Funds and Partnerships Department (DFPTF) within the World Bank’s Development Finance Vice Presidency (DFi) administers the JSDF. JSDF PROGRAM AREAS The JSDF program makes grants available to recipient countries in the following areas: ●● Regular Program Grants finance activities that offer direct benefits to the disadvantaged. Two types of grants exist under this group: (a) Project Grants for innovative programs that deliver quick results targeted at poor and under-served groups not reached by mainstream programs; or (b) Capacity Building Grants to empower and strengthen local communities, NGOs, and stakeholders by engaging the target groups in their development through learning and doing. ●● Special Program Grants finance project and capacity building grants that respond to catastrophic natural disasters or post-conflict needs. For example, the Afghanistan Special Program, initiated in 2001, supports the country’s reconstruction through social services and -productive infrastructure projects that promote community-managed execution and community governance. Two other special programs responded to catastrophic events: (a) the Post-Tsunami Program supported recovery measures following the 2004 South Asian/ Indian Ocean tsunami; and (b) the Pakistan Earthquake Program supported the rehabilita- tion and revitalization of areas in Pakistan affected by the 2005 earthquake. Japan Social Development Fund Annual Report — Fiscal 2014 3 ●● The Emergency Window was created in 2010 to Box 1 respond to the food, fuel, and global financial crises. This window offers project and capacity-building grants Funding Criteria for that protect the poorest and those driven into extreme JSDF Grant Proposals poverty by the global economic crisis. The Emergency Target and respond to the needy, providing direct Window works in collaboration with two of the World benefits to poor, vulnerable, and disadvantaged Bank’s vulnerability programs: (a) the Global Food groups with rapid results for improved livelihood. Crisis Response Program (GFRP), which finances a mix of rapid food and agriculture related assistance; and Support community-driven development by empowering the poor at the local level to (b) the Rapid Social Response Program (RSR), which participate in society and government and affect supports immediate interventions in safety nets, labor their development through learning-by-doing. markets, and access to basic services. The Emergency Build capacity by helping communities and their Window was closed in June 2012. associations to participate in decisions that affect In addition, the JSDF provides Seed Fund Grants of their lives, as well as strengthen the capacity of their up to $50,000 to help World Bank task team leaders local governments and local NGOs/CSOs to provide (TTLs) design proposals through consultations with services. stakeholders and beneficiaries. This process helps TTLs Pilot alternative innovative approaches or ensure ownership and responsiveness to the real needs partnerships with NGOs/CSOs, community of the target beneficiaries. In fiscal 2014, the JSDF associations, or local governments as implementing approved funding for six seed grants. agencies to target groups not reached by other ●● Since fiscal 2010, the JSDF has collaborated with the programs. Global Development Network (GDN) to seek out inno- Reflect a participatory design and consultation vative projects that target marginalized and disadvan- process with the targeted beneficiaries who taged groups and that have the potential for scaling-up. endorse the grant inputs. Awards for these projects are handed out at the annual Use participatory monitoring and evaluation to Global Development Awards and Medals Competition, help beneficiaries address their vulnerabilities and where the JSDF offers additional JSDF grants. ensure ownership and sustainability. JSDF PROGRAM FINANCIAL CONTRIBUTIONS, ALLOCATIONS, AND DISBURSEMENTS Cumulative contributions to end of FY2014 amounted to $693 million, of which, $266 million (38 percent) was contributed during the last five years. Contributions in FY2014 amounted to $32 million. Cumulative allocations amounted to $601 million, and cumulative disbursements totaled $421 million (70 percent of allocations). During FY10-14 grants amounting to about $255 million were approved under the program, of which $41 million (or 16 percent) was approved in FY2014. Disbursements during FY10-14 amounted to $210 million, of which $46 million (or 22 percent) was disbursed in FY2014 (see details in Figure 1). 4 Japan Social Development Fund Annual Report — Fiscal 2014 Figure 1 Contributions, Allocations, and Disbursements (US$ million) US Million Contributions Allocations Disbursements FY – FY FY FY FY FY Average Source: JSDF Unit, DFPTF After 14 years of operation, the In fiscal 2014 (June 30), 99 grants amounting to over $244 Government of Japan has now million were under implementation, of which $126 million had been disbursed. This represented 52 percent of the total contributed $693 million to portfolio amount (for details, refer to Table 1). the program and approved The Africa Region (AFR) has the highest number of grants (30), followed by Latin America and the Caribbean (LCR) $601 million of support for more with 25 grants; East Asia and Pacific (EAP) with 14; Middle East and North Africa (MNA) with 13; South Asia (SAR) with than 300 social development 10 grants; and Europe and Central Asia (ECA) with 7 grants. programs and projects around the world. Table 1 Active grants by region and amounts Total grant amount Total grant amount Region Number of grants $US million disbursed, $US million % of grants disbursed AFR 30  71  37 52% EAP 14  33  16 48% ECA  7  14   7 50% LCR 25  46  18 39% MNA 13  34  13 38% SAR 10  46  35 76% TOTAL 99 244 126 52% Japan Social Development Fund Annual Report — Fiscal 2014 5 In dollars, AFR holds the highest amount in grants, $71 million, followed by LCR and SAR with $46 million each, and MNA is third with $34 million. The average grant amount is about $2.5 million. During fiscal 2014, 20 grants closed. Another 18 grants are expected to close by the end of the calendar year 2014. Compared to fiscal 2013, the number of grants under implementation has decreased (see Chapter 2). This reduction in the number of active grants is due mainly to the number of older projects that are fully implemented and subsequently closed. PROGRAM FOCUS The JSDF approved 12 new grants in fiscal 2014—6 Regular Program grants and 6 Seed Program grants. In addition, the JSDF pipeline includes 17 grants approved under the Tokyo International Conference for African Development (TICAD). See chapter 2 for more detail about TICAD and other grants approved in fiscal 2014. See table 2 for a listing of all approved JSDF grants by type during fiscal 2010–2014. This year, the JSDF expanded its outreach and knowledge dissemination priorities, including con- tinuation of the JSDF Dialogue Series (see chapter 4), and the long-awaited launching of a new book on India’s female-empowerment SEWA program. In fiscal 2014, the JSDF also held a Partners’ Workshop in Cartagena, Colombia that discussed the subject of gaps in legal aid and justice for poor populations. Finally, during the fiscal year, the JSDF engaged in several promising new initiatives, including: A Djibouti Strategy Note devises a plan to leverage JSDF support for the Country Partnership Strategy (CPS). How the JSDF works Djibouti suffers from serious governance deficiencies at The JSDF Program exists to fund activities every level; the CPS intends to increase shared prosperity that support community-driven development and reduce poverty through governance, inclusion, jobs, and poverty reduction programs that enhance and growth. The JSDF will work to deliver grant funding productivity, increase access to social and for the greatest impact in a capacity-poor environment. community services and infrastructure, and improve the living conditions of poor and vulnerable JSDF support for the Myanmar National Communi- groups. The JSDF finances (a) projects supporting ty-driven Development Project. After 60 years of conflict improved service delivery, especially innovative new and authoritarian rule, Myanmar is now trying to move approaches that can be scaled up; or (b) capacity- towards peace, democracy, and market-friendly reforms. building grants that target local governments and communities, nongovernmental organizations The JSDF will help Myanmar make this transformation (NGOs), or civil society organizations (CSOs). by directing $15 million in aid to the country’s poorest and most vulnerable groups through the CDD project in three townships. 6 Japan Social Development Fund Annual Report — Fiscal 2014 Table 2 Total JSDF grants approved by types FY10–14 FY10 FY11 FY12 FY13 FY14 US$ US$ US$ US$ US$ Grant type Number million Number million Number million Number million Number million Regular Program Project and 25  58.85 20 48.05 16 43.19  5 14.20  6 18.00 Capacity Building Grants Special Program Afghanistan  1  17.65  0 0  0 0 - - - - Post-Tsunami - - - - - - - - - - Pakistan - - - - - - - - - - Earthquake Emergency 10  30.40  3 6.81  4 14.00  8 21.78 - - Window Other Grants Seed Fund 10   0.49 11 0.53 14  0.66  5  0.23  6  0.30 Sustainability  1   0.10  1 0.10  0 0 - - - - Fund Supplemental - - - - - - - - - - Grants GDN - -  1 0.46  1  0.23 - - - - TOTAL 47 107.49 36 55.96 35 58.08 18 36.21 12 18.30 The JSDF will also fund a project that combats the grim social and psychological effects of West Africa’s Ebola epidemic: the Supporting Psychosocial Health and Resilience in Liberia Project. This project will train new cadres of counselors, social workers, and health volunteers to respond to the mental and social effects of the virus. It will also build long-term psychosocial health and resil- ience and medical intervention at the community and individual level. The project will cover 300 communities in Margibi and Montserrado counties, benefitting nearly 19,000 beneficiaries. The JSDF program remains the most flexible and appropriate instrument to align trust funds with the Bank’s global strategic agenda and with country strategies. It is piloting innovative, holistic, and participatory approaches to achieving sustainable outcomes that can also be scaled up. Chapter 2 presents more detail on these and other JSDF activities during fiscal 2014. Japan Social Development Fund Annual Report — Fiscal 2014 7 CHAPTER 2 PROGRAM ACTIVITIES IN FISCAL 2014 OVERVIEW Fiscal 2014 saw a total of 107 Recipient-Executed grants in the JSDF Portfolio. These grants included 87 Regular Program grants, 4 Special Program grants (1 Post-tsunami grant and 3 grants in the Afghanistan Special Program), and 16 Emergency Window grants. Compared to fiscal 2013, the number of grants under implementation decreased by almost 11 percent. This reduction in the number of active grants is because a number of older projects are now fully implemented and closed. Table 3 shows grant distribution in the portfolio by status and program type as of end-June 2014. Table 3 Composition of the JSDF portfolio of recipient-executed grants—June 2014 Special Program Status, end- Regular Pakistan Emergency June 2014 Program Post-Tsunami Earthquake Afghanistan Window TOTAL Closed in FY14 16 1 - 1  2  20 Active 64 0 - 1 14  79 Pending  7 0 - 1  0   8 activation TOTAL 87 1 0 3 16 107 8 Japan Social Development Fund Annual Report — Fiscal 2014 APPROVED GRANTS IN FISCAL 2014 Twelve new grants were approved in fiscal 2014: six Regular Program grants and six Seed Program grants for a total amount of $18.3 million (see below). No grant was approved under the Emer- gency Window, which has been phased out. This number is a drop from the previous year’s approval of 19 grants. The smaller number of approvals is a result of a lengthy approval process within the small Recipient-Executed Trust Fund (RETF) grants framework and the rolling basis approval policy. Figure 2 details all grant approvals from fiscal 2001-2013, and for fiscal 2014 by type and fiscal year. Figure 2 Approved Grants by Fiscal Year and Grant Type Number of Approved Grants FY – Average FY FY FY FY Emergency Window Other Seed Fund Afghanistan Regular Program Japan Social Development Fund Annual Report — Fiscal 2014 9 REGULAR PROGRAM The Regular Program added six new grant approvals for fiscal 2014: two in AFR, two in SAR, one in LCR, and one in EAP, for a total of $17.99 million. Table 4 lists the names, countries, and sectors of these projects. Table 4 New Regular Program Proposals Approved in Fiscal 2014 ($US million) Total Trust Activation Closing Grant Fund Grant Name Country Region Type Sector Date Date Amount TF015780 Pro-Poor Urban Nepal SAR Project Other 2/14/14 9/30/17  3.00 Regeneration Pilot Project Social Services TF016495 Sustainable Livelihoods Mauritania AFR Project Agriculture, 6/3/14 2/18/18  3.00 for Returnees and Host Fishing & Communities in the Senegal Forestry River Valley Project TF017344 Ghana: Support Rural Income Ghana AFR Project Agro- 9/4/14 8/18/18  3.00 Generation of the Poorest in Industry the Upper East Region TF017353 Developing Artisanal Pakistan SAR Project Other 6/2/14 5/21/18  3.00 Livelihoods in Rural Pakistan Social ‘RANG’ Services TF017709 Pilot to Improve the Guatemala LCR Project Other Pending 7/14/18  3.00 Development and Nutrition Social of Young Children in Poor Services Rural Areas TF017708 Community Driven Nutrition Timor- EAP Project Health, 9/3/14 8/31/17  3.00 Improvement Project Leste Nutrition, Population TOTAL 18.00 In fiscal 2014, all Regular Figure 3 Program Grants approved Regular Program Grants by type and percentages, FY10–14 were project grants. This follows a trend of the past few years of fewer Approved Grants Number of Capacity Building Grants Capacity Building and more Project Grants. Project Figure 3 shows this down- ward trend in the number of capacity-building grants FY FY FY FY FY over the last five years. 10 Japan Social Development Fund Annual Report — Fiscal 2014 Sectors Figure 4 Sectoral Distribution of Approved Grants JSDF projects support all sectors of the in Fiscal 2014, US$ Million economy, especially where activities directly have an effect on the lives of poor and vul- Agriculture Fishing and Forestry nerable groups. US million In fiscal 2014, almost 70 percent of approved projects grants supported Health, Nutrition & Pop- ulation and Other Social Services. Equally Other Social Services Industry and divided were projects in two other sectors: US million Trade projects (a) Agricultural, Fishing & and Forestry and US million (b) Industry and Trade. Figure 4 depicts the projects distribution by sector of approved grants for fiscal 2014. projects Health Nutrition and Population US million REGIONAL DISTRIBUTION OF REGULAR PROGRAM GRANTS By region, AFR leads the other regions significantly in total approved grants over the period fiscal 2010–14 ($56.5 million), followed by LCR, MNA, EAP, SAR, and ECA. But in fiscal 2014, SAR was even with AFR, each receiving two Regular Program Grants, amounting to $6 million. The LCR and EAP regions followed with one Regular Program grant for $3 million each. Figure 5 and the accompanying table present the regional distribution and dollar amounts of Reg- ular Program approved grants from fiscal 2010 to 2014. Figure 5 Regional distribution of Regular Program Grants by FY of approval ($US millions) Africa East Asia and Pacific Europe and Central Asia Latin America and Caribbean Middle East and North Africa South Asia FY FY FY FY FY Total Japan Social Development Fund Annual Report — Fiscal 2014 11 SEED FUND GRANTS Any sustainable and successful project relies on grassroots consultation. The JSDF provides seed funds for task teams to conduct extensive public consultation with target communities. World Bank TTLs may receive up to $50,000 to design a proposal that draws on consultations with stake- holders and beneficiaries. This approach promotes ownership and responds to real needs. A task team that receives seed funding must deliver a well-developed JSDF grant proposal within 12 months of the approval of the seed funds. The grants may finance consultant services and incre- mental Bank staff travel and subsistence. The TTL submits an interim progress report within six months of grant approval. Seed funding increased slightly in fiscal 2014, with 6 grants in fiscal 2014 amounting to $295,850 (see table 5), over 5 grants in fiscal 2013 amounting to $230,000. However, this is still less than previous years, especially fiscal 2012, when the JSDF funded 14 grants totaling over $660,207. Table 5 lists the six Seed Fund Grants approved in fiscal 2014. With JSDF Concept Notes now being accepted on a rolling basis, seed funding of proposals will likely grow, strengthening the participatory process. Figure 6 shows the volume and value of Seed Fund Grants between fiscal 2010-2014. Table 5 Figure 6 Seed Fund Grants Approved in FY14 Number and US$ amount of Seed Fund Grants FY10–14 Grant Amount Country Grant Title (in US$) Liberia Community-based Mental $36,650 Health Intervention Congo Entrepreneurship Skills for $50,000 Escaping Poverty Djibouti Seed funding for Djibouti: $49,300 Piloting Models of Livelihood Opportunities Morocco Piloting Legal Aid services to $50,000 the Rural and Urban Poor Congo, Empowerment of Socio- $59,900 Dem. Economic Associations in Rep. LRA-affected Areas of Eastern DRC and Support to Peace Consolidation in the Pool Department in RoC FY FY FY FY FY South Economic Empowerment of $50,000 Sudan Ex-Combatants and Community Youth in South Sudan 12 Japan Social Development Fund Annual Report — Fiscal 2014 TOKYO INTERNATIONAL CONFERENCE ON AFRICAN DEVELOPMENT (TICAD) The Action Plan of the Fifth Phase of TICAD (2013–2017), which took place in Tokyo on June 1–3, 2013, is under implementation. At that meeting, Japan, through its Prime Minister, Shinzo Abe, pledged a $32 billion package to support infrastructure development and boost economic growth in Africa. The status of TICAD IV and V activities under the JSDF program are outlined below. TICAD IV Total grants under implementation in the FY14 portfolio amounted to $39.7 million. Implementation encountered Box 2 some initial delays, and current disbursement is relatively TICAD: Promoting African low at 51 percent. This slow pace can be attributed to the Ownership newness of the program as well as implementation capacity constraints. Disbursements are expected to increase after the The Tokyo International Conference on African planned project restructuring, improved management, and Development (TICAD) has historically been held resolution of most implementation startup delays. every five years in Tokyo, Japan, with the objective “to promote high-level policy dialogue between African leaders and development partners”. Going TICAD V forward, TICAD will be held every three years starting with the TICAD VI Conference, which would Under TICAD V’s Special Allocation for Africa, Japan pledged continue to be hosted by an African country. Japan $70 million to support Africa growth initiatives through the is a co-host of these conferences. JSDF ($20 million for Global Health and $10 million for Job TICAD has been an evolving element in Japan’s Training in Conflict-Affected Countries); and PHRD ($40 long-term commitment to fostering peace and million for Energy and Agriculture). stability in Africa through collaborative partnerships. To do this, Japan has stressed the importance of Under the JSDF program, three Seed Fund Grants for “Africa’s ownership” of its development as well Democratic Republic of Congo, the Republic of Congo, as of the “partnership” between Africa and the and South Sudan which are supporting the Disarmament, international community. The series has included: Demobilization and Reintegration of Ex-combatants have TICAD I (1993); TICAD II (1998); TICAD III (2003); been approved. Proposal Concept Notes for each of these TICAD IV (2008), and TICAD V (2013) activities are at various stages of preparation. Under the Scaling-up Nutrition Window, Seed Fund Grants are under preparation for Burundi, Ethiopia, Senegal, Mozambique and Togo, after which proposal concept note preparation process will begin. Japan Social Development Fund Annual Report — Fiscal 2014 13 COLLABORATION BETWEEN JSDF AND THE GLOBAL DEVELOPMENT NETWORK In 2010, Japan’s Ministry of Finance launched a five-year partnership between the World Bank and the Global Development Network Collaboration (GDN). Japan saw the partnership as a way to add JSDF funding to winners of the Most Innovative Development Project (MIDP), or to runners-up who met certain criteria to scale up their projects. The MIDP award, along with the Japanese Award for Outstanding Research on Development (ORD), is part of the Annual Global Development Awards and Medals Competition. The Government of Japan finances the MIDP and ORD competition through the Policy and Human Resources Devel- opment Fund (PHRD). The PHRD has supported the GDN since 2010 with a total grant amount of $4.98 million. MIDP awards winners are NGOs whose early stage projects embody a fresh approach and a high potential for development impact in developing countries. The selection criteria include: innova- tion, social impact, and the potential for broad application in other countries. The first prizewinner is eligible to apply for a grant of up to US$200,000 through the JSDF. Japan would also contribute US$30,000 to the GDN to supervise activities of the grant recipient NGOs. GDN CONFERENCE IN GHANA In June 2014, over 400 participants from 60 countries in the GDN network attended the Annual Global Development Awards and Medals Competition in Accra, Ghana. The GDN organized the conference, whose theme was “Structural Transformation in Africa and Beyond.” Finalists of the Japanese Award for the Most Innovative Development Project (MIDP) and for Outstanding Research on Development presented their individual projects. For the first time this year, the GDN, in cooperation with the United Nations Economic Commission for Africa, organized an essay competition for African graduate students on “Imagining the Future of Africa 2025.” Fifty students won prizes and were invited to Accra to present their essays. Given the successful outcome of this event, next year, the GDN is considering extending it to countries in Latin America and the Middle East. 14 Japan Social Development Fund Annual Report — Fiscal 2014 MIDP Winners The 2014 winners were: Science of Life Studies (SOLS) 24/7 Cambodia received first prize of $30,000 for its “Equal Oppor- tunities for Education” project. The NGO took an innovative, operational approach to behavioral change and focused on youth development. Through the program, SOLS 24/7,GDI Cambodia has provided free holistic education in hard, soft, and social skills to disadvantaged Cambodian youth. The goal is to prepare them for employment through a two-year boarding program. The NGO follows a cross-subsidy model of running subsidized city and provincial centers that teach English and computer skills on a part-time basis at a higher cost. SOLS now has 63 centers in 21 states in Cambodia and has replicated the same model in 4 other countries. SOLS was followed by All-Kenya, which received second prize of $10,000 for its project “Use Solar, Save Lives.” This model combines youth and women empowerment, livelihood creation, and environmental impact. Use Solar, Save Lives models, designs and distributes solar lanterns (Mwangaboro) to poor communities with limited access to electricity. The program has distrib- uted 40,000 solar lanterns to over 300 women’s groups in Kenya and Malawi, benefitting over 120,000 people. Third prize ($5,000) went to Deepak Foundation, India, for an innovative technology project, “Asha Kiran.” This project developed a mobile android application aimed at reducing maternal mortality among women below the poverty line. It helps community health workers identify high-risk preg- nancies in rural villages and trains village women in health literacy. The NGO has conducted pre- liminary field trials with 80 pregnant women and 20 accredited social health activists (ASHAs) in Gujarat. The innovative mobile application can make predictions based on documented monitoring reports of the women’s’ health. The application is available in two languages (English and Gujarati). The JSDF has invited the first two winners to each submit a proposal for $200,000 to be financed out of the JSDF. As a matter of note, Mr. Kailash Satyarthi—Executive Director of Bachpan Bachao Andolan, the NGO that received the second MIDP prize in 2011—just won the 2014 Nobel Peace Prize. Bachpan Bachao Andolan works on creating child-friendly villages in Rajasthan, India. The GDN and the JSDF announced that they have extended their cooperation for another three years, fiscal 2015–2017. Japan Social Development Fund Annual Report — Fiscal 2014 15 CHAPTER 3 PORTFOLIO PERFORMANCE IN FISCAL 2014 RATING THE PORTFOLIO The JSDF regularly reviews the portfolio of projects under implementation to assess progress and recipient ownership and commitment. The JSDF also looks for areas that need more stakeholder and Bank attention. Grants, like other investment proj- ects, are rated semi-annually and reported through ISRs and annually through GRMs. Of the 99 active grants in the fiscal 2014 portfolio, 89 grants (90 percent) were rated Moderately Satisfactory or Satisfactory. Ten grants (10 percent) were rated as Moder- ately Unsatisfactory, Unsatisfactory, or Highly Unsatisfactory. The performance of JSDF grants in fiscal 2014 is an improvement over the previous year (fiscal 2013), when 88 percent of the active grants had been rated Moderately Satisfactory or Satisfactory. Of the 99 active grants, 10 risk not achieving their intended development objec- tives. Those grants rated Moderately Unsatisfactory or less are mostly in AFR (3) and LCR (3). The other four are in MNA (2), EAP (1), and ECA (1) (see table 6). Several of these grants will close in fiscal 2015. Table 6 Rating of JSDF Regular and Emergency Projects for FY14 Moderately Satisfactory or Less than MS or Better Total Grants Better Satisfactory AFR 27 30  90% 10% EAP 13 14  93%  7% ECA  6  7  86% 14% LCR 22 25  88% 12% MNA 11 13  85% 15% SAR 10 10 100%  0% Total 89 99 16 Japan Social Development Fund Annual Report — Fiscal 2014 Factors Affecting Portfolio Performance The fiscal 2014 portfolio felt the effects of both internal and external factors and risks. Many of the internal factors are similar to those of International Development Association (IDA)-financed operations, such as: ●● quality of the grant design and implementation arrangements ●● familiarity with the JSDF policy and guidelines and with the recently updated procedures for small grants ●● effectiveness of the monitoring and control mechanisms ●● resources (skills and budget) for supervision. The key external risks include: ●● weak financial management and procurement capacity of the implementing agency ●● uncertain political and security situations ●● weak ownership. Many risks derive from delegating operational decisions and oversight to unaccredited or unquali- fied staff. The Bank has begun taking measures to mitigate these performance factors and risks. PROJECT RESULTS The following examples, one from each region, reveal how JSDF grants are combating the ravages of extreme poverty and building shared prosperity through innovative livelihood activities. AFR Comoros: Emergency Food-security and  Unemployment Support through Cash-for-Work Grant Amount: $2,366,000 Disbursed Amount: $2,366,000 Number of Target Beneficiaries: 7,000 Project Type: Emergency This project is increasing access to short-term employment in food insecure areas in the Comoros. Approximately 10,718 people benefitted from the cash-for-work program and 212 cash-for-work micro-projects have been completed. The end-of-project target is to complete 150 cash-for-work sub-projects, creating 269,861 person-days of employment, benefitting over 10,700 individuals of whom 59.6 percent are women. The Union government and the regional governments of the three islands, as well as the com- munities, express extreme satisfaction with both project implementation and project benefits for the population. Japan Social Development Fund Annual Report — Fiscal 2014 17 This project has also responded to the impacts of the catastrophic floods that devastated the country in early 2012 by quickly providing affected households with cash and by helping to organize communities for cleanup and rehabilitation. The government has asked for additional financing for the project — a request that, given the strong implementation performance and the continuing need, should be favorably received. EAP Vietnam: Intergenerational Deaf Education Outreach Project Grant Amount: $2,798,270 Disbursed Amount: $1,439,620 Number of Target Beneficiaries: 1,550 Project Type: Pilot Project In Vietnam, the JSDF is piloting a project that helps deaf children integrate into mainstream soci- ety. This pilot is being done through an innovative family- and institution-based delivery system that includes screening, family support, and preschool services. The project has enrolled 200 under-6 deaf children into project intervention programs. Forty-one Family Support Teams have been set up in eight centers/schools in four project sites. Eighty per- cent of the deaf children enrolled in the intervention programs are ready to enter primary school. The project has also trained 30 hearing teachers in sign language to teach and communicate with deaf children in school and at home. The teachers work in the Family Support Team and teach deaf children at project sites. So far, 200 out of a target of 400 preschool deaf children and families have sought screening and family and preschool sup- port from the model program. The mainstream education system has adopted and replicated the new intervention model for young deaf children. In addition, the Vietnam National Institute of Education Sciences (NIES) and the Ministry of Education and Training (MOET) have sup- ported and engaged with the project, which will strengthen its prospects for success and sustainability. The government also acknowledges the model’s success and has issued regulations to institutionalize the approach and rep- licate the model countrywide. 18 Japan Social Development Fund Annual Report — Fiscal 2014 ECA Moldova: Community Participation in Post-Conflict Regions Grant Amount: $1,950,000 Disbursed Amount: $1,213,683 Number of Target Beneficiaries: 21,000 Project Type: Capacity Building The Community Participation in Post-Conflict Regions project is preparing citizens in the con- flict-affected regions to participate in their own recovery and development once the conflict is over. As a first step, the project has organized 60 popular assembly meetings and over 300 focus groups in 23 communities, including 10 communities in conflict regions and 13 communities in Mol- dova government-controlled territory. The project has also completed 15 (target 6) vocational centers. These centers are meant to encourage community participation and help rebuild social capital among young people. The cen- ters offer a variety of learning activities such as cooking, secretarial jobs, woodcraft, photography, chess, and wrestling. Under the school and reconciliation program, the project has organized 3 summer camps, hosting a total of 350 participants from both banks of the Dniester River, to restore trust and establish good relations between people in the post-conflict area. The project also completed 29 infrastruc- ture sub-projects in 23 communities in the post-conflict area, including 11 sub-projects in 9 com- munities of Transdniestria. The project has encouraged elements of community-driven development by involving citizens in decision-making. It supports community mobilization activities and participatory consensus, and promotes cooperation between communities formerly affected by civil conflict. Finally, the project leveraged additional financing for the post-conflict region and helped establish more trust and confidence between communities on the two sides of the Dniester River. It has also strengthened capacity of local administrations to plan and implement infrastructure investment in a participatory manner. Japan Social Development Fund Annual Report — Fiscal 2014 19 LCR El Salvador: Addressing Youth Violence through Cultural and Music Learning Grant Amount: $967,280 Disbursed Amount: $931,377 Number of Target Beneficiaries: 3,000 Project Type: Pilot Project This project takes an innovative approach to crime prevention and youth social integration through cultural and musical learning and networking activities in marginal areas of El Salvador. The project equipped the Youth Orchestra, the Chorus, and the Music Academy with musical instruments; and for more than two years, the project has furnished over 450 youth from under- privileged backgrounds with theoretical and practical music training. Both parents and students are committed to the activities, demonstrated by their regular attendance at classes and practice. Since its official launch in May of 2013, the Symphonic Orchestra has performed 14 concerts in dif- ferent settings and for different audiences. The December 2013 Christmas concert attracted more than 3,000 people from poor communities. The Government of El Salvador has praised the program. The project has also leveraged funds from other international organizations, such as the U.S. Agency for International Development (USAID) and the European Union (EU), ensuring its sustainability. In addition, the project has gained the attention of international musicians—from France, the Neth- erlands and Guatemala—who have offered master classes to the children and the music teachers. This collaboration has opened the door for discussions with government officials about the impor- tance of creating a Conservatory in the country to enlarge the pool of music professionals. The impact evaluation study reports that the youth involved in the project show a high level of commitment, which seems to help diminish their gang activity. The violent behavior of the direct beneficiaries has declined to 34 percent (19 points higher than the target of 15 percent). In addition, the school performance of the direct beneficiaries exceeds that of a control group. The Symphonic Orchestra 20 Japan Social Development Fund Annual Report — Fiscal 2014 MNA Jordan: Enhancing Community-Driven Legal Aid Services to the Poor Grant Amount: $2,606,600 Disbursed Amount: $850,649 Number of Target Beneficiaries: 14,900 Project Type: Pilot Project The World Bank and Jordan’s Justice Center for Legal Aid (JCLA), which offers legal aid via centers throughout Jordan, have been cooperating to make legal services more comprehensive, system- atic, and sustainable. This JSDF-sponsored project supports legal empowerment of the poor and other vulnerable persons by piloting legal aid centers (LACs) throughout the country with a mix of service delivery models. Through the JSDF grant, JCLA has now opened six new Legal Aid Centers (LACs): two in the north of Jordan (Jerash and Irbid) and four in the south (Maan, Tafelah, Aqaba, and Karak). Another new legal center is planned for the end of the year in the north, in Balqa Governorate. With these new centers, LACs are now spread through almost every governorate of Jordan. The JCLA has provided legal counseling services to more than 3,400 beneficiaries and legal rep- resentation, including in court proceedings, to more than 1,480 beneficiaries. The JCLA is now the single largest provider of legal aid services in Jordan. So far, the project has brought legal counseling to 3,400 of the 9,500 target beneficiaries. The JCLA provided approximately 1,420 legal counseling sessions and over 10,000 representation ser- vices, most related to family law. The JCLA has also led approximately 300 awareness sessions for nearly 7,000 participants on topics such as labor, sexual harassment, women rights, criminal procedures, drugs, child rights, violence against women, and landlord/tenant law. The JCLA monitors the performance of its lawyers, receiving monthly reports on individual attor- neys. These reports include information on numbers of consultations with beneficiaries, represen- tations, and active cases. Two senior lawyers oversee the quality of staff work. Coordination meetings are now taking place with international organizations working in the justice sector (EU, USAID, United Nations Development Programme (UNDP)). Future consultations will include members of the parliament. For more on this project, see chapter 4. Japan Social Development Fund Annual Report — Fiscal 2014 21 SAR Afghanistan: Clustering of Community Development Councils (CCDC) under the National Solidarity Program 2 (NSP2) Grant Amount: $9,587,480 Disbursed Amount: $5,383,424 Number of Target Beneficiaries: About 1,600 Project Type: Special Program In Afghanistan, the JSDF is clustering Community Development Councils (CDC) in selected prov- inces to strengthen their capacity, sustainability, and solidarity. The goals are better coordination between Community Development Councils and local authorities; and better links to District Development Assemblies. In this way, the CDCs will support better District Development Plans that improve the quality of life in the project communities. In fiscal 2014, all 67 CDCs in 6 districts of Balkh, Bamyan and Nangarhar were mobilized, and 105 sub-projects were approved. Out of the 105 approved sub-projects, 91 were completed in fiscal 2014. The findings from the final monitoring of the JSDF-funded CDCs pilot showed that their capacity to plan and implement larger projects has grown significantly. The cluster CDCs have also aligned themselves more with line ministries at the provincial level, particularly with the Provincial Rural Rehabilitation Department (PRRD) and the Department of Agriculture, Irrigation and Livestock (DAIL). In addition, women are participating more often in cluster CDC meetings. By clustering, the CDCs find greater solidarity in handling broader community issues—for example, shared economic development impact through larger infrastructure sub-projects. They also see better synergies among benefiting villages and community members. Of course, the clustering of CDCs is more successful when organized around common interests or common shared resources. The CDCs are an efficient way to deliver rural infrastructure projects—not only in size of project, but more important in the costs/benefits ratio and thus sustainability of the project. The CDC pilot has allowed the client to incorporate CDC arrangements in its future National Solidarity Program (NSP) delivery mechanism options. It has also enabled the government to include CDCs in its Pol- icy for Improving Governance and Development in Districts and Villages. 22 Japan Social Development Fund Annual Report — Fiscal 2014 CRISIS AND INSECURITY The fiscal 2014, the JSDF portfolio has also experienced the effects of political crises and insecu- rity. For instance, the Arab Spring affected the JSDF-financed projects in the MNA portfolio, which had 13 grants at the time. Because of political insecurity, the JSDF closed four projects by the end of 2014. This year’s portfolio also reflects political turmoil in Burkina Faso, the Central African Republic, Madagascar, Mali, Nigeria, Uganda, and Thailand, where political events and security issues have curtailed the implementation of JSDF projects. These effects included the suspension of most proj- ect activities; cancellation of projects; project staff turnover; and difficulties in conducting on-site project supervision, resulting in performance and compliance problems. While the JSDF cannot control these situations, the Secretariat stands ready to work with the affected teams to help resume activities when and wherever possible, and to inform the Japa- nese government of the difficulties in order to maintain flexibility and continued support for the intended beneficiaries of the project. Japan Social Development Fund Annual Report — Fiscal 2014 23 CHAPTER 4 KNOWLEDGE MANAGEMENT T he JSDF is committed to making its work transparent, understandable, and useful. Disseminating knowledge to practitioners solidifies and builds on that commitment. In fiscal 2014, the JSDF renewed this framework t through three major activities: ●● the continuation of the JSDF Dialogue Series ●● a special workshop on Justice and Legal Action for the Poor in Cartagena, Colombia ●● the publication of a major book, Barefoot Technicians and Grassroots CEOs. JSDF DIALOGUE SERIES The JSDF Dialogue Series in Japan is a pioneering initiative to disseminate the results and lessons learned from the implementation of JSDF projects among practitioners, academia, CSOs, NGOs and other Japanese stakeholders. It also pro- vides a better understanding of the JSDF and how it works in practice to Japanese CSOs/NGOs. The series is expanding the Practitioner’s Network and brings the JSDF results and lessons learned within the reach of Japanese practitioners and the general public. The JSDF Dialogue Series takes place in cooperation with the Tokyo Development Learning Center and the Bank Tokyo Office. Two events were held between Octo- ber 2013 and October 2014, the first on a project in Jordan, the second on a project in India. 24 Japan Social Development Fund Annual Report — Fiscal 2014 Jordan — Making the Law Work for Poor People On October 30, 2013, the sixth session of the Dialogue Series featured a JSDF grant in Jordan, “Enhancing Community-Driven Legal Aid Services to the Poor.” The judiciary bodies and legal services in Jordan are underdeveloped, particularly in services to the poorest communities, despite gradual reforms taking shape. This project, implemented by the Justice Center for Legal Aid and administered by the World Bank, supports legal empowerment of the most vulnerable. The proj- ect improves justice sector services based on the priorities of the poor communities, allowing them to “The Justice Center for Legal Aid participate in project execution and monitoring. is the brother, the uncle and the This four-year project is building the capacity of the Justice Center for Legal Aid, the largest legal aid father that stood beside me in my provider in and around Amman, to deliver effective and sustainable legal aid services to over 15,000 time of need. I will never forget what beneficiaries. This project will increase accessibility to justice and give hope to the poorest communities. they did to help.” — project beneficiary India — Globalization at the Rural Level The 7th event was held on May 28, 2014 to highlight the achievements of the “Making Globaliza- tion Work for the Rural Poor” project in India. This session highlighted the challenges and achievements of this project through its key stakehold- ers. The Making Globalization Work project was developed in direct response to a demand from those rural community members at the bottom of the pyramid—that is, the very poor, vulnerable and landless communities—who depend upon traditional cultural industries for their livelihoods. This project expanded livelihood opportunities and the share of rural artisans in the market for cul- tural industries and related sectors in the Indian states of Andhra Pradesh and Bihar, where many Bank-assisted programs already exist. Although these states rank among the poorest in India, they are known for their rich cultural heri- tage. By helping poor artisan communities establish or strengthen and manage their cluster-level institutions, the grant set-up mechanisms for decentralized decision-making and resource alloca- tion. This support strengthened local artisan communities’ capacity to manage their own economic activity competitively. The seminar presented an overview of the project, the innovative aspects of its preparation, plan- ning and execution, and lessons learned and results. The beneficiaries connected via teleconfer- encing to share their experiences as active members in the planning and execution of the project. Japan Social Development Fund Annual Report — Fiscal 2014 25 JSDF PARTNERS’ WORKSHOP, CARTAGENA, COLOMBIA Justice and Legal Access for the Poor The “JSDF Partners Workshop” emerged when the Japan Social Development Fund decided to cre- ate a venue for cross learning among the legal aid programs that it has supported in various regions. Legal aid services are important mechanisms to promote access to justice for poor people. These services ensure that the poor understand the rules that affect them and how to hold the legal sys- tem accountable. Legal aid also functions as a “gateway” service, allowing beneficiaries to access other services, such as court proceedings, entitlements, social protection, and benefits. This year’s workshop took place in Cartagena, Colombia between February 12–14, 2014. Organized by Colombia’s Ministry of Justice and Law and the World Bank, the meeting asked participants to share experiences on three main themes: (a) tools for understanding justice gaps and legal aid needs; (b) piloting initiatives to provide legal aid services; and (c) methodologies for measuring and evaluating legal aid programs. JSDF Partners Workshop Cartagena—Colombia February 12–14, 2014 26 Japan Social Development Fund Annual Report — Fiscal 2014 The workshop began with presentations by experts and practitioners, followed by a roundtable for the discussion of specific topics in smaller groups. The workshop´s main objective was to share different South-South experiences regarding legal aid programs for populations living in poverty. The workshop brought together government and civil society institutions working on the provi- sion of legal aid services in Djibouti, Peru, Nigeria, Jordan, Morocco, and Colombia. The country teams were represented by civil society, government, the judicial branch, and others. Each workshop day was divided into two sessions: after a plenary session, the group broke into various roundtables. The plenaries presented the contexts, details, and the main results of the proj- ects funded by the JSDF as well as other experiences and general topics. The roundtables helped participants clarify doubts raised during the plenaries and allowed them to share personal experiences. Day 1 focused on Understanding the Justice Needs of the Poor; Day 2 looked at Innovative Service Delivery Methods; and Day 3 discussed Measuring the Impact of Legal Aid. RELEASE OF JSDF BOOK In fiscal 2014, JSDF released a major book titled, Bare- foot Technicians and Grassroots Entrepreneurs. The book tells the story of India’s Self-Employed Women’s Association and a unique JSDF-funded program—the Economic Empowerment Project for Women—that is building technical savvy and entrepreneurism among some of India’s poorest women. The driving engine is a unique creation of the project, Community Learning Business Resource Centers (CLBRCs). The book’s subtitle suggests the book’s theme: How India’s Self-Employed Women’s Association (SEWA) is unleashing technology to spark innovation and enter- prise among the rural poor. The JSDF project is helping ally modern tools with local traditions to teach business principles and technological savvy to poor, sometimes illiterate, women. The results have been profound. The modalities are being worked out for the book to be launched in FY15. Japan Social Development Fund Annual Report — Fiscal 2014 27 CHAPTER 5 ADMINISTRATION T he World Bank, as Trustee of the JSDF program, ensures that all grants financed under the Trust Fund align with the program objectives. The TTLs for each JSDF grant submit annual Letters of Representation that confirm eligible expenses under the project and ensure that Audit Reports are current and that accounting deficiencies are addressed. The World Bank submits an annual report to the Government of Japan , reporting on new grants approved and achievements during the year. The annual reports are available on the JSDF website. The Bank also provides quarterly unaudited financial statements and annual audited financial statements to the Government of Japan. In addition, reports on closed JSDF grants and grants under implementation are prepared every fiscal year. OVERSIGHT OF PROGRAM ACTIVITIES In the course of grant implementation, and as part of fiduciary responsibility, the JSDF Program Management Team carries out oversight missions to ensure that projects are implemented in accordance with the grant objectives. The missions monitor the performance of grant activities and help TTLs address bottlenecks during project implementation. In fiscal 2014 JSDF teams visited projects in Myanmar, Pakistan, Ghana, Togo, Sierra Leone, Vietnam, Paraguay, Colombia, Guatemala, El Salvador, and Honduras. The visits (a) checked on progress and issues at project sites, and ensured that projects are implemented in accordance with the goal of targeting the poor; (b) dis- cussed issues with governments, NGOs, beneficiaries, and implementing agencies; and (c) reviewed the portfolio and program objectives with the Embassies of Japan. 28 Japan Social Development Fund Annual Report — Fiscal 2014 The missions give program management a “spot check” sense of how grant activities are being implemented. The visits alert task teams to issues that may jeopardize grant activities or that pose reputational risks for the Bank and the donor. They also help identify good practice projects with results and lessons that can be shared with other practitioners. Following are three examples of oversight missions from fiscal 2014. Mission to Pakistan “RANG” A JSDF team visited Pakistan in June 2014 to launch a new JSDF project that supports artisan communities (RANG) and assess the results of a recently closed JSDF project that supported small farmers in the Thatta region. The JSDF signed the grant agreement for the RANG project early in May 2014. The project intends to improve the livelihood opportunities for rural artisans and improve living conditions for weav- ers and embroiderers (especially women and girls) and their families in targeted communities in Punjab and Sindh. The grant recipient NGO is Indus Heritage Trust (IHT), which is dedicated to the preservation and promotion of Pakistan’s rich arts, crafts, and culture. The mission visited Bahawalpur, Punjab, a city located 500 km south of Islamabad, where the project will begin implementation. The IHT has established a strategic partnership with the National Rural Support Programme (NRSP), one of the many NGOs that will take part in project implementation. The Bank team, with the IHT and the NRSP, met with two artisanal groups from two villages, Hakra and Kot Dad Ghulu. The mission also met with a group of 30 women from the two villages who have been working on embroidery for many years. They showed samples of their work and dis- cussed current livelihood conditions and the various challenges they face due to high dependency on middlemen in the area. The project will help them identify sources for inputs as well as markets for selling the products. In the long run, the project will seek to ensure that the women get a fair return on their labor. The women were very happy about the upcoming project and the prospect of getting a fair price for their labor; they showed eagerness to start working quickly with the IHT and the NRSP. The mission subsequently met with two Social Enterprise Groups—Khadian and Suzankar. Khadian, which has handloom facilities, has trained weavers in pure cotton cloth. Suzankar is the embellish- ment arm of the business. The groups manage and train artisanal women from villages, and they have a local designer who trains women, establishing a strict quality control. These groups sell their products in two local shops in downtown Bahawalpur. The JSDF project will address the entire value chain to help artisanal women improve their living conditions. The IHT informed the Bank mission that it has hired a designer to help refine the cur- rent designs to make final products that are attractive to both urban and rural markets. Japan Social Development Fund Annual Report — Fiscal 2014 29 The mission was supposed to travel to Karachi to visit the project sites of the earlier Thatta Coastal Farmers Project. But because of recent attacks at the Karachi airport, the World Bank suspended missions into Karachi and surrounding areas. The mission instead met with the NGO representa- tives—Country Director, Deputy Country Director of Action Against Hunger—ACF International and their specialists. Mission to Myanmar Regional Consultations on Trafficking in Persons In June 2014, a World Bank mission visited Myanmar to attend the Indo-Myanmar “Regional Con- sultation on Trafficking in Persons: Scaling of Impulse Case Info Center (ICIC)” and to visit the sites of the Bank Community-driven Development (CDD) Project. The stakeholders’ consultation was organized by the Impulse NGO Network, India. Impulse receives support from a $200,000 JSDF grant funded through the Global Development Network (GDN). Impulse was the second-prize winner of the 2012 award for the Most Innovative Development Project, a competition financed by Japan through the PHRD. The NGO’s prize-winning model seeks to prevent human trafficking and track its victims to restore people to a dignified livelihood. As prizewin- ners, Impulse was eligible to obtain an initial $200,000 under the JSDF to scale up the model in Myanmar. The participants in the regional consultation included the National Council of YMCA Myanmar, which is the local counterpart of the Impulse NGO Network, the GDN, the Department of Social Welfare, Myanmar police officials, the Deputy Chief of Mission of the Stakeholder Consultations organized by Embassy of India, India’s Former Director General of Impulse NGO Network National Disaster Response Force (NDRF), interna- tional and local NGOs, International Organization of Migration (IOM), Hope Foundation, François-Xavier Bagnoud (FXB), Children Fund, World Vision, and several media groups working on the issue of human trafficking. The $200,000 JSDF grant is covering a two-year program to adapt and scale up the Impulse model (as implemented in India) in Myanmar. Impulse has identified the YMCA as the key local partner as well as several “service providers”—that is, NGOs that will provide shelter, training, med- ical support, and traumatic counseling to trafficking victims. Discussions covered some of the key aspects of combatting human trafficking in Myanmar, includ- ing investigation and interview techniques, repatriation of cross-border human trafficking, and support services, rehabilitation, and re-integration of trafficked people. 30 Japan Social Development Fund Annual Report — Fiscal 2014 The stakeholders agreed on an action plan that details responsibilities of the key stakeholders and specifies target dates. Impulse will have to adapt the Impulse model to Myanmar’s human traffick- ing structure and fill gaps in the current Myanmar model. The mission also visited Impulse’s local partner offices and future service providers’ sites— YMCA Myanmar and François-Xavier Bagnoud. The Bank mission made suggestions for improving the service providers’ systems in anticipation of higher demand from donors and their role in imple- menting the Impulse Model in Myanmar. Because the grant implementation period is only two years and falls within the framework of the cooperation between the GDN and the JSDF, it is important that the grant is on track. The mission found that Impulse seems to have the capacity to take on future, larger JSDF grants. Myanmar has recently begun a triple transition—from an authoritarian military system to democratic governance; from a centrally directed economy to implementing market-oriented reforms; and from 60 years of conflict to peace in the border areas. These transitions present a unique chance as well as a real risk of setbacks. The CDD approach will be a key initiative for inclusive growth. Japan provided Myanmar with $21 million through the JSDF for the Bank to provide direct assis- tance to the poorest and most vulnerable groups. The Bank submitted an Introductory Note to Japan proposing that $15 million be used to implement the CDD program in three townships. In Kyunshu Township, the mission visited two villages—Zay Ka Mi village and Pan Zin village— implementing the Bank CDD project. The main livelihood activity in these areas is fishing. The Deputy Director of the Department of Rural Development (DRD) from the Government of Myan- mar arranged the discussions with village members and CDD committee members. The DRD is the implementing agency of the CDD project. During the site visit, communities in Zai Ka Mi village conducted a social audit process where all committee members reported on progress of their activities to the larger community. Commu- nity members then held a secret ballot to vote on the quality of infrastructure by placing a leaf according to the level of work (very bad, bad, fair, good, very good). The majority selected fair and good. The mission concluded that the CDD appears to be working well; ownership is strong and commu- nities seem to be engaged in the decision-making process. At the same time, the mission noted that some upstream capacity building should have been done to enhance the effectiveness of citizen engagement, and scorecards should be introduced to strengthen the process. The mission met with the Embassy of Japan and with the Japan International Cooperation Agency (JICA) on the proposed JSDF support to Myanmar. Japan Social Development Fund Annual Report — Fiscal 2014 31 Mission to Togo Cash Transfer Program for Vulnerable Children in Northern Togo The JSDF oversight mission travelled to Togo in June 2014 to assess the implementation of the Cash Transfer Program for Vulnerable Children in Northern Togo. Project implementation staff accompanied the mission. This $2.7 million grant complements a pilot cash transfer program financed by IDA. The grant ben- efits some 10,000 vulnerable children in Togo’s two poorest regions, Kara and Savanes, which have the country’s highest rate of malnutrition and food insecurity. The project is providing immediate cash support to the most vulnerable households. The cash transfer (about $10/month for 30 months) reinforces human capital through a series of soft conditionalities, including acquiring a birth certificate for the child, attending training and growth monitoring sessions, keeping children in the household, and schooling older siblings. The Ministry of Community Development, Handicraft, Youth and Youth Employment is implement- ing the grant. The mission visited two communities, one a control group (Kante Tar) and the other, the benefi- ciary group (Tanfelakeni). The mission understands that, once the JSDF is completed, a program may be put in place to provide assistance to the control group. Nutrition in both villages is inadequate, with a daily fare of powdered yam with gravy made of leaves, often with no meat. Children are susceptible to diseases from drinking dirty water. Women in both women’s groups want to diversify their nutrition and are willing to introduce new products that have nutritional value and that would be available in their communities. The mission also discussed other areas of possible JSDF assistance with the Bank team, such as water and sanitation and improving the delivery of social assistance. The mission concluded that the project is off to a good start, with strong government support. For 2014, the government allocated $1.75 million for cash transfers in an additional 100 villages. JAPANESE VISIBILITY The JSDF wants beneficiaries and other donors to be aware of Japan’s financial support. The JSDF Secretariat has prepared a Communications Toolkit that it shares during project imple- mentation and knowledge-sharing events. The teams also distribute JSDF logos and other indica- tors of Japan’s engagement in and around project activities. During oversight missions, program management teams visit Embassy of Japan and JICA offices to exchange views on their bilateral program and how Bank staff can collaborate with them in the 32 Japan Social Development Fund Annual Report — Fiscal 2014 context of the JSDF. Discussions with Embassy of Japan and JICA representatives in most coun- tries confirmed their interest in coordination. The Japanese officials also seek to involve partners in promoting the lessons learned from project implementation and sharing knowledge of good practices. In order to enhance Japanese Visibility, Bank task teams are required to help promote the visibil- ity and local awareness of JSDF in recipient countries through the following types of activities: ●● Publications, training programs, seminars and workshops financed by JSDF grants should clearly indicate that the activities in question have received funding from the Government of Japan. ●● The logo (the Japanese national flag) should be used in publications financed by the JSDF program, and in banners and any other materials used in seminars and training programs financed by JSDF grants. ●● All press releases issued by the Bank with respect to JSDF grants should refer to the finan- cial contribution from the Government of Japan. ●● Recipients are required to ensure that JSDF-financed activities are well covered by local print and electronic media, and that all related publicity materials, official notices, reports and publications explicitly acknowledge Japan as the development partner providing fund- ing for these activities. ●● Grant signing ceremonies in the field are encouraged, and Recipients are required to invite Japanese Embassy officials, including local and interna- tional press to these ceremonies. ●● JSDF also encourages TTLs to invite Japan Embassy officials and senior government officials to inau- guration ceremonies. Examples of such events include the Inaugura- tion of the JSDF Grant Environmen- tally Sustainable Cacao Production President of Honduras, Juan Orlando Hernandez (fifth from for small-scale Indigenous Peoples left) inaugurating the Honduras: Environmentally Sustainable and Afro-descendant Farmers in Cacao Production for small-scale Indigenous Peoples and Afro- descendant Farmers Project. (Far left to Right: Yuichi Miyagawa, Honduras as outlined in the picture Counselor and Charge d’Affaires of the Embassy of Japan in below. Participants included the Honduras; Mary Lisbeth Gonzalez, Task Team Leader, World President of Honduras and the Coun- Bank; Beneficiary Representatives; Juan Orlando Hernandez , selor and Charge d’Affaires of the President of Honduras; Giorgio Valentini, World Bank Country Embassy of Japan in Honduras. Representative in Honduras; Noe Guardado, Mayor of Jutiapa) Japan Social Development Fund Annual Report — Fiscal 2014 33 CHAPTER 6 A STRONGER MORE FOCUSED JSDF A s the JSDF program becomes more strategic, it will continue to refine and improve portfolio performance. Bank Global Practice Managers will have to address some issues, such as fiduciary questions, TTL turnover, and ISR quality. The JSDF Secretariat will handle other matters through dialogues with management and staff and by closely monitoring the portfolio (see box 3). In fiscal 2014, the JSDF commissioned an Independent Assessment to report on two aspects of the program: (a) how JSDF grants contributed to poverty reduction and livelihood support and (b) the management of the JSDF granting mechanism. The study’s methodology depended on: ●● A portfolio review that examined World Bank documents for 39 JSDF grants. This sample represented 31 percent of the grants approved since 2008. ●● Field missions in 9 countries to research 14 JSDF grants. The reviewers interviewed the task team leader and other Bank staff, as well as govern- ment representatives from the country and from Japan, implementing agencies, and the beneficiaries. ●● An electronic survey questioned 190 TTLs on issues related to the five axes of analysis: relevance, sustainability, effectiveness, efficiency, and program management. JSDF: Filling Gaps Both the portfolio review and field missions show that the JSDF grants fill gaps or meet previously unaddressed needs. The range of JSDF gap filling is widespread— not only filling national priority gaps, but also gaps in the World Bank, national, bilateral, or other multilateral financing. The JSDF also gives a voice to the poor and the disenfranchised, empowering beneficiary populations to take control of their lives. 34 Japan Social Development Fund Annual Report — Fiscal 2014 JSDF granting activity has promoted the introduction of innovation. Numerous examples show how grants intro- Box 3 duced fresh ideas and new ways of working to reduce Factors Diminishing Project poverty and support improved livelihoods. Implementation JSDF innovation is not important because it represents a “global first”; but because it introduces a first-time practice The portfolio review identified the following internal and external factors that hinder project within the country. implementation and suggested ways to mitigate them. The JSDF also offers the World Bank new ways of reach- Complexity of design and implementation ing out to the most needy and delivering projects. At the arrangements. Project development objectives same time, JSDF grants have allowed the Bank to pilot new (PDO) need to be clear and realistic, and the results techniques in countries and they have strengthened and framework should be feasible. broadened the Bank’s overall capacity to respond creatively Delays, sometimes long, in project approval to country-level challenges. and project effectiveness. The JSDF Secretariat will look for ways to speed the process of funding decisions within the GoJ. First Pilot Then Program Frequent changes in project TTLs without Some 66 percent of individual JSDF pilot grants have communicating with the JSDF Secretariat. The expanded beyond the pilot project and thus demonstrate Secretariat will help new TTLs learn about the project leverage. Indeed, the leverage and sustainability of many of and will discuss ways of limiting changes in TTLs. the JSDF actions transcend the activity in question. Many Lack of capacity or familiarity with WB procurement examples of lessons learned from a JSDF pilot activity have processes in the implementing agency. Seed fund migrated into national development programming. The grants should be used for early capacity building among staff in the implementing agencies. World Bank has integrated many of the same lessons into its larger work program, again expanding the positive bene- Political crisis and insecurity. Although these fits pioneered by the JSDF. situations are beyond the JSDF’s control, the Secretariat should be ready to work with teams The JSDF is based on the premise that its activities should to help with the resumption of activities and to respond to the needs articulated by the beneficiaries. The continue to work with the vulnerable beneficiaries Independent Assessment, which focused mostly on the of the project when and however possible. design phase, confirmed that this was the case—benefi- ciaries were consulted and so contributed to the design of JSDF activities. Even though, the proposal documents showed varied consultations, the field missions confirmed and detailed the extent of beneficiary participation in the design of JSDF-supported activities. JSDF: Value-added Individual JSDF grants aim at reducing poverty and increasing livelihoods on an individual proj- ect basis. The projects tackle development issues that prevent achieving these outcomes. The Independent Assessment of 53 grants showed a high level of output and first-level outcome Japan Social Development Fund Annual Report — Fiscal 2014 35 attainment. JSDF grants also address the complexities inherent in fighting poverty by introducing a diverse range of mechanisms to confront deeply rooted multi-dimensional challenges. The assessment found that, while the JSDF, along with many other World Bank programs, lacked a formal results framework, it held the key elements of one. Specifically, JSDF design required that individual grants demonstrate the degree of their contribution to country-level objectives (Country Assistance Strategy (CAS) or Country Program Framework (CPF). These objectives were inherently linked to high-level World Bank objectives. The JSDF is now developing program-wide results frameworks, as part of the Bank’s focus on results. The recent introduction across the World Bank of a new end-of-grant reporting instrument, the Implementation Completion Report (ICR), will improve overall grant reporting by emphasizing outcome performance. FUTURE ACTIONS As the JSDF considers its future course, it will draw upon past experience and current review and analysis. One element that will weigh heavily in its decision-making is the Independent Assessment commissioned during fiscal 2014. A first step along this path will see the World Bank and Japan reaffirm their commitment to the JSDF, giving impetus to the continuing evolution of the JSDF program. As the World Bank embeds more program-level results frameworks into its activities, JSDF projects will demonstrate the strong relationship between the grassroots needs and the strategic objectives of the Bank—to reduce extreme poverty and increase shared prosperity. The JSDF will also have to consider its organizational fit to ensure a strategic relevance to the World Bank. For now, the JSDF works best as a cross-cutting unit. It is a multi-disciplinary pro- gram, not a subject-specific trust fund, that transcends the normal concept of social development or social protection activities. The JSDF will continue to need an environment such as DFPTF, where it can engage all elements of the Bank. To avoid delay in project activities, the program will look to strengthen capacity among some of its implementing agencies and speed up data collection at the design phase. Seed fund grants may also be redirected to consultation and preparation of Concept Notes. Indeed, the DFPTF and the GoJ will need to reassess the current grant approval process to see how and where they can reduce delays. Ensuring visibility for the Government of Japan requires more effort, and the JSDF may ask task teams to report regularly on specific activities that promote Japan’s involvement. 36 Japan Social Development Fund Annual Report — Fiscal 2014 The JSDF should bolster its human and financial resources to become more results-oriented. The DFPTF will continue to offer guidance on grant monitoring to reflect a focus on results. Finally, the JSDF will continue to fill the gaps and meet unaddressed development needs for the poorest segments of society. These gaps include national priority gaps or gaps in World Bank, national, bilateral or other multilateral financing. The JSDF’s role is to empower beneficiary popula- tions to take control of their lives and to give a voice to the poor and disenfranchised. This concept will continue as its sustaining vision. Japan Social Development Fund Annual Report — Fiscal 2014 37 ANNEX 1 TOTAL JSDF GRANTS APPROVED BY TYPE FY01–14 Average FY01–FY09 FY10 FY11 FY12 FY13 FY14 Grant Type Number US$ m. Number US$ m. Number US$ m. Number US$ m. Number US$ m. Number US$ m. Regular Program Project and 22 28.90 25  58.85 20 48.05 16 43.19  5 14.20  6 18.00 Capacity Building Grants Special Programs Afghanistan  1  8.59  1  17.65  0  0.00  0  0.00 - - - - Post Tsunami  0  0.00 - - - - - - - - - - (FY05-07) Pakistan  0  0.00 - - - - - - - - - - Earthquake (FY06) Emergency - - 10  30.40  3  6.81  4 14.00  8 21.78 - - Window Other Grants Seed Fund 13  0.58 10   0.49 11  0.53 14  0.66  5  0.23  6  0.30 Sustainability  1  0.10  1   0.10  1  0.10  0  0.00 - - - - Fund Supplemental  1  0.30 - - - - - - - - - - Grants GDN - - - -  1  0.46  1  0.23 - - - TOTAL 38 38.46 47 107.49 36 55.96 35 58.08 18 36.21 12 18.30 38 Japan Social Development Fund Annual Report — Fiscal 2014 ANNEX 2 JSDF REGULAR PROGRAM GRANTS APPROVED IN FY14 Country Grant Name Grant Amount ($US) Project Objective Nepal Pro-Poor Urban $2,997,500 The PDO seeks to (a) contribute to improving Regeneration Pilot the living conditions of poor and vulnerable Project households in selected wards in the historic core of Lalipur City by piloting urban regeneration activities and (b) demonstrate the feasibility of an integrated urban regeneration approach to decision-makers in the Kathmandu Valley. Mauritania Sustainable $3,000,000 The objective is to improve access to livelihood Livelihoods for support for returnees and host communities Returnees and Host and to enhance conflict prevention and risk Communities in the management mechanisms in Brakna and Trarza Senegal River Valley in the Senegal River Valley. Project Ghana Support Rural Income $3,000.000 The PDO intends to improve incomes of the Generation of the extreme poor households by enabling them to Poorest in the Upper manage their small farm and non-farm activities East Region more productively and sustainably Pakistan Developing Artisanal $2,996,000 The goal is to improve the livelihood Livelihoods in Rural opportunities for rural artisans. It will Pakistan, “RANG” demonstrate to policy makers the effectiveness of a crafts-based cluster approach to poverty alleviation and to improve living conditions for weavers and embroiderers (especially women and girls) and their families in targeted communities in Punjab and Sindh. Guatemala Pilot to Improve the $2,998,519 The PDO intends to strengthen the capacity Development and of parents and communities to improve and Nutrition of Young monitor child development outcomes (physical, Children in Poor Rural cognitive, socio-emotional, linguistic) for Areas children under-2 in project intervention areas. Timor-Leste Community $3,000,000 The project seeks to improve nutrition practices Driven Nutrition targeted to children under the age of 2 and Improvement Project pregnant and lactating women in targeted least-developed communities. Japan Social Development Fund Annual Report — Fiscal 2014 39 ANNEX 3 JSDF SEED FUND GRANTS APPROVED IN FY14 Country Grant Name Grant Amount ($US) Objective Liberia Community-Based $36,650.00 To develop a targeted, community-driven, Mental Health mental health and psycho-social project for Intervention high-risk children and adolescents (5-14 years of age) in Monrovia’s most marginalized neighborhoods through a consultative process with local stakeholders. Congo Entreneurship Skills $50,000.00 To improve the living condition of poor For Escaping Poverty households in selected urban and rural areas of DRC, through increased income and access to financial services, development of small individual or group driven businesses, with transport and marketing support. Djibouti Seed funding for $49,300.00 To develop the design and implementation Djibouti: Piloting structure for a proposed JSDF-financed project models of livelihood to enhance sustainable livelihood opportunities opportunities for vulnerable populations in Djibouti. Morocco Piloting Legal Aid $50,000.00 To support stakeholder consultations on the Services to the Rural design and development of a JSDF proposal and Urban Poor to support the pilot of legal aid models in rural and urban areas to provide services to the most poor Moroccans. Congo, Empowerment of $59,900.00 To primarily support consultation with Dem. Socio-Economic beneficiaries and stakeholders in the Associations in Democratic Republic of Congo (DRC) and the LRA-Affected Areas Republic of Congo (RoC).(table continues on next page) of Eastern DRC and The Seed Fund would support, in both Support to Peace countries, participatory consultations with Consolidation in the local community groups, other stakeholders, Pool Department in identification of potential beneficiaries who RoC will receive support through the grant financed project and their needs, and identification of implementing partner and capacity building service provider. South Economic $50,000.00 To support in-depth consultations with potential Sudan Empowerment of beneficiaries and a wide group of stakeholders Ex-Combatants and to inform the design of a JSDF project aiming Community Youth in to enhance sustainable livelihoods for ex- South Sudan combatants and community youth in South Sudan, particularly Malakal, Torit and Wau, in order to promote social cohesion, reconciliation, rehabilitation and economic viability. 40 Japan Social Development Fund Annual Report — Fiscal 2014 ANNEX 4 REGIONAL DISTRIBUTION OF JSDF REGULAR PROGRAM GRANTS FY01–14 Number of Grant Amount Region Fiscal Year Grants (US$) Africa FY 01 3 $2,225,780 FY 02 3 $2,634,949 FY 03 1 $649,450 FY 04 5 $6,668,582 FY 05 8 $10,330,121 FY 06 3 $4,087,593 FY 07 6 $7,704,774 FY 08 2 $2,011,710 FY 09 6 $11,884,526 FY 10 8 $18,811,323 FY11 6 $16,786,055 FY12 2 $4,864,748 FY13 3 $8,952,165 FY14 2 $6,000,000 Subtotal 58 $103,611,776 Japan Social Development Fund Annual Report — Fiscal 2014 41 Number of Grant Amount Region Fiscal Year Grants (US$) East Asia and the Pacific FY 01 17 $19,483,034 FY 02 6 $5,573,889 FY 03 6 $10,146,014 FY 04 9 $12,218,002 FY 05 10 $17,265,779 FY 06 3 $3,033,992 FY 07 4 $6,008,407 FY 08 5 $5,784,555 FY 09 4 $6,591,608 FY10 1 $2,859,500 FY11 3 $6,869,470 FY12 4 $11,635,479 FY13 1 $2,250,000 FY14 1 $3,000,000 Subtotal 74 $112,719,729 Europe and Central Asia FY 01 5 $3,036,500 FY 02 5 $7,037,175 FY 03 4 $5,430,500 FY 04 0 $0 FY 05 5 $7,405,084 FY 06 2 $3,834,285 FY 07 4 $5,906,618 FY 08 2 $3,948,506 FY 09 3 $4,585,460 FY10 3 $4,190,170 FY11 0 $0 FY12 1 $2,869,400 FY13 0 $0 FY14 0 $0 Subtotal 34 $48,243,698 (table continues on next page) 42 Japan Social Development Fund Annual Report — Fiscal 2014 Number of Grant Amount Region Fiscal Year Grants (US$) Latin America and FY 01 3 $4,270,075 the Caribbean FY 02 2 $2,538,500 FY 03 2 $2,409,300 FY 04 3 $4,063,500 FY 05 6 $5,333,345 FY 06 2 $2,900,000 FY 07 4 $4,647,400 FY 08 3 $5,186,571 FY 09 7 $12,685,107 FY10 5 $10,471,154 FY11 4 $8,555,354 FY12 6 $15,391,457 FY13 0 $0 FY14 1 $2,998,519 Subtotal 48 $81,450,282 Middle East and FY 01 0 $0 North Africa FY 02 3 $1,569,295 FY 03 0 $0 FY 04 1 $1,952,487 FY 05 1 $1,128,200 FY 06 0 $0 FY 07 0 $0 FY 08 0 $0 FY 09 4 $9,051,960 FY10 6 $16,550,535 FY11 5 $11,187,773 FY12 1 $2,686,600 FY13 1 $2,996,333 FY14 0 $0 Subtotal 22 $47,123,183 Japan Social Development Fund Annual Report — Fiscal 2014 43 Number of Grant Amount Region Fiscal Year Grants (US$) South Asia FY 01 3 $3,686,923 FY 02 4 $2,951,900 FY 03 5 $4,023,106 FY04 6 $6,758,255 FY 05 0 $0 FY 06 1 $1,370,539 FY 07 2 $2,735,013 FY 08 1 $1,334,750 FY 09 2 $3,977,517 FY10 2 $5,970,000 FY11 2 $4,651,211 FY12 2 $5,746,277 FY13 0 $0 FY14 2 $5,993,500 Subtotal 32 $49,198,991 Total Regular Program FY 01 31 $32,702,312 Grants by Fiscal Year: FY 02 23 $22,305,708 FY 03 18 $22,658,370 FY 04 24 $31,660,826 FY 05 30 $41,462,529 FY 06 11 $15,226,409 FY 07 20 $27,002,212 FY 08 13 $18,266,092 FY 09 26 $48,776,178 FY10 25 $58,852,682 FY11 20 $48,049,863 FY12 16 $43,193,961 FY13 5 $14,198,498 FY14 6 $17,992,019   TOTAL CUMULATIVE REGULAR PROGRAM 268 $442,347,659 GRANTS:     44 Japan Social Development Fund Annual Report — Fiscal 2014 ANNEX 5 LIST OF IMPLEMENTING AGENCIES FOR REGULAR PROGRAM GRANTS APPROVED IN FY14 Country Grant Name Type Implementing Agency Name Government Implementation Nepal Pro-Poor Urban Regeneration Regular Program Lalipur City Project Mauritania Sustainable Livelihoods for Regular Program ANLSESILP Returnees and Host Communities in the Senegal River Valley Project Ghana Support Rural Income Generation Regular Program Bolga Regional Coordinating of the Poorest in the Upper East Office of the Ghana Social Region Opportunities Project NGO/CSO Implementation Pakistan Developing Artisanal Livelihoods Regular Program Indus Heritage Trust in Rural Pakistan “RANG” Guatemala Pilot to Improve the Development Regular Program Child Fund Guatemala and Nutrition of Young Children in Poor Rural Areas Timor-Leste Community-Driven Nutrition Regular Program Catholic Relief Services Improvement Project Japan Social Development Fund Annual Report — Fiscal 2014 45 ANNEX 6 JSDF POLICY GUIDELINES AND PROGRAM ALLOCATION FY14-16 1. Objective. To provide grants in support of community-driven development and poverty reduc- tion programs that serve to enhance productivity, increase access to social and community services and infrastructure, and improve the living conditions of poor and vulnerable groups in eligible client countries of the World Bank Group1. Grants approved under the program are subject to the criteria set forth in these Guidelines. 2. Focus. JSDF Project and Capacity Building Grants (see para. 5) are designed to complement Bank-financed operations and programs aligned with the development objectives of the relevant CAS, PRSP or poverty reduction elements of Sector Strategies. Project Grants would: (i) respond directly to the needs of the poorest and most vulnerable underserved groups to improve their lives; (ii) encourage the testing of innovative methods that are new or alternative approaches at the project, country, or regional level, or that facilitate new partnerships with NGOs/CSOs or local governments to reach the target groups; (iii) reflect a participatory design and consultation pro- cess with the targeted beneficiaries who endorsed the grant inputs; (iv) utilize participatory moni- toring and evaluation to help beneficiaries address their vulnerability and to ensure ownership and sustainability; and (v) support initiatives that lead to developing sustainable outcomes through the adoption or scaling-up of the pilot project at completion through Bank-financed operations, recipient government activities, or other entities. Capacity Building Grants would build ownership, capacity, empowerment and participation of local communities, local governments, nongovern- mental organizations (NGOs) and other civil society groups, through capacity building, to partici- pate in society and government, to affect their development, to learn by doing and facilitate their involvement in operations financed by the World Bank. DFi should aim at allocating approximately 50% of JSDF funds to eligible countries in East, South and Central Asia regions. 3. Special Allocation for Africa. Grants under these allocations are subject to the same guide- lines (below) that apply to other JSDF Grants. ●● TICAD IV remaining balance will be used as follows: 44 Up to $9 million will be used to finance activities under the Djibouti Strategy Note. 44 The remaining $7 million will be used for activities to be identified in due course. ●● TICAD V has an allocation of $30 million divided as follows: 44 $20 million for technical assistance to improve the mortality rate of infant and their mothers; Technical assistance to improve the malnutrition (in close cooperation with the projects under the SUN Trust Fund)and 1 Includes the International Bank for Reconstruction and Development, the International Development Association and the International Finance Corporation, all referred to hereafter as the Bank. 46 Japan Social Development Fund Annual Report — Fiscal 2014 44 $10 million for technical assistance to improve the unemployment rate by providing job training for young job seekers such as former soldiers (System improvement, Capacity building, etc.) 4. Grant Types and Country Eligibility. There are two types of JSDF Grants: (i) Project Grants finance: (a) activities that directly deliver results in the short-term support- ing the improvement of services and facilities for poorer population groups, or reinforcing/ reinvigorating social safety nets, or (b) innovation and testing of new approaches, particu- larly in the social sectors. (ii) Capacity Building Grants: finance activities that empower and strengthen knowledge and skills of local communities, NGOs/CSOs, and local governments working with the targeted beneficiaries so that they may participate in their development through learning by doing. All low-income and lower middle income countries as defined in the World Development Indi- cators in the applicable year, are eligible for both Project Grants and Capacity Building Grants2. The special allocations for Africa apply to all countries on the African continent that are eligible for JSDF grants. 5. Amount. JSDF Grants under the regular program can range from US$200,000 to US$3 million. Under exceptional circumstances and after prior clearance by DFi, a grant proposal of up to US$4 million may be submitted for consideration. Proposals exceeding US$3 million would be subject to higher scrutiny by the JSDF Unit; the latter may request technical reviewers to verify the validity and viability of proposed activities and that their costing follows a disciplined pro- cess. The maximum size for a single grant under the Emergency Window is US$3 million. 6. Concept Notes. The concerned managing unit in the Bank must sponsor the activity and designate a Task Team Leader (TTL). TTLs must indicate the arrangements (including financial provision) for JSDF project supervision. Requests must be in line with the CAS objectives, as confirmed by the Country Director and the sector approach, confirmed by the Sector Manager, and is submitted to the Japan Trust Funds Administration Unit after review and endorse- ment by designated sector specialists. To the extent possible, Concept Notes should promote collaboration with local and international NGOs, in particular, Japanese NGOs and civil society organizations. Ministry of Finance (MoF) will have four week s to review a brief concept note (MoF may consult Ministry of Foreign Affairs (MoFA) and Japan International Cooperation Agency (JICA)). The Bank will be encouraged, but not required to pre-discuss concept notes with MoFA and JICA in the field. At the end of the four weeks, MoF will share with the Bank their decision on go/no go for the CN to prepare. 7. Review of Proposals and Approval by the World Bank (WB). Once DFi submits proposals to MoF, MoF will review the full proposal while focusing its assessment on the detailed cost table. MoF will provide its final decision within three weeks. 2 Where a seed fund grant has been approved, country eligibility for a follow-on grant will be based on eligibility when the seed fund grant was approved. Japan Social Development Fund Annual Report — Fiscal 2014 47 8. Program Administration Costs. In order to cover the costs of FY14-16 JSDF Program Adminis- tration and Technical Reviews, DFi may request the replenishment of the Bank Executed Trust Fund established in FY10 to cover costs up to a limit to be agreed in an exchange of corre- spondence with MoF. All expenditures necessary for Program Management and for Technical Reviews are eligible. 9. Eligible Expenditures. These include goods, small civil works, services (including necessary provision for NGO overheads), training, workshops and operating costs (excluding salaries), with all expenditures eligible for 100% financing under JSDF. Requests may also include the cost of the grant audits. If properly justified, incremental costs of up to 9 percent of the total grant amount may be requested to cover incremental supervision costs for operations of unusual complexity, innovation or community participation which require Bank staff or consul- tant resources beyond those that can be financed by the regular administration budget. 10. Ineligible Expenditures. The following cannot be financed under JSDF: (i) pilot activities with no linkages to the Country Assistance Strategy agreed between the Bank and the recipient country, (ii) academic research, (iii) government or other staff salaries, and central government activities, (iv) foreign training or study tours, or (v) purchases of motor vehicles3. 11. Grant Execution Arrangements. Grants must be recipient-executed. Recipients of JSDF Grants may be Governments (central or local), international or loc al NGOs, or other local community groups which the Bank has determined are financially sound, have a strong track record, and employ satisfactory arrangements for use and accounting of grant funds. In case the recipient or the implementing agency is an NGO or a local community group, it is required that the central or local government gives its agreement to the arrangement. UN agencies may not be recipients of JSDF grants4. In any case, the normal grant implementation period is four years after signature of the grant agreement. However, up to two year-extensions can be requested from DFi with adequate justification. The TTL of the grant will carry out the Bank’s fiduciary responsibilities for grant supervision, in accordance with Bank standards and use of Procurement Guidelines. 12. Retroactive Financing. Grant recipients may request retroactive financing for eligible expendi- tures incurred from the date of approval of the grant funding proposal by the MoF to the date of activation of the grant, up to 10% of the recipient grant amount for the Regular Window. The standard clause for retroactive financing would be included in the grant agreement when applicable, including recipient liability for expenses incurred in case the grant agreement is not made effective. 13. Progress Reporting. For the purposes of monitoring the development outcomes, the grant agreement, based on the grant application, will be the binding document. The Task Team Leader will be responsible for preparing annual Implementation Status and Results Reports (ISR) for the 3 Bicycles and motorcycles are eligible for JSDF funding. 4 UN agencies may participate in JSDF grant activities as consultants provided that the selection is in accordance with Bank Guidelines. 48 Japan Social Development Fund Annual Report — Fiscal 2014 JSDF project, rating the status of project implementation, and documenting the completion of deliverables and outputs. An Implementation Completion Report (ICR) will be prepared at com- pletion documenting actual cumulative inputs, outputs and outcomes through the grant imple- mentation period. The public disclosure ISR and ICR will be shared with the Donor. 14. Reallocation of Funds by Expenditure (Disbursement) Category or Activities. Reallocations among expenditure categories or grant activities, including dropping or adding new eligible categories or grant activities, must be cleared by DFi. The Legal Department should be con- sulted if any amendments are required, to be approved by the Country Director. The proposed changes will be sent to MoF for information. 15. Change in Grant Objectives. For significant changes in the Grant Development Objectives a request must be sent to DFi for clearance.which will determine if MoF approval is required. MoF will approve/reject the request within one business week of its receipt from DFi. Subsequent grant amendment letters are cleared with the Legal Department in accordance with Bank procedures. 16. Grant Cancellation Policy. The balance of grants is subject to cancellation under the following circumstances: (i) the grant agreement has not been signed within 6 months of the formal grant approval date, (ii) there has been no implementation progress, including zero disburse- ments, for six months after signature of the grant agreement, or (iii) there is lack of progress as determined by DFi. DFi may clear exceptions on the basis of a satisfactory explanation. 17. Consultation with Local Japanese Officials. In order to ensure harmonization and coordina- tion, the Bank is: (a) encouraged to consult with the JICA at an early stage of project preparation, (b) required to consult with the Embassy of Japan accredited to the recipient country about the JSDF grant application, and (c) required to discuss the proposal with JICA before submission of the proposal to Develop- ment Finance (DFi) for review. Such consultation and information sharing by task teams will help expedite the decision-making process. In addition, the Bank is encouraged to share information related to the design, progress and outcomes of JSDF projects with the Embassy of Japan and JICA in the field. They are also encouraged to invite them to join planning and supervision missions, attend key meetings and share the missions’ aide-memoires with them. 18. Japanese Visibility. The Bank is asked to help promote the visibility and local awareness of JSDF in recipient countries through the following types of activities: (a) Publications, training programs, seminars and workshops financed by JSDF grants should clearly indicate that the activities in question have received funding from the MoF; (b) The logo (usually the Japanese national flag) should be used in publications financed by the JSDF program, and in banners and any other materials used in seminars and training programs financed by JSDF grants; Japan Social Development Fund Annual Report — Fiscal 2014 49 (c) All press releases issued by the Bank with respect to JSDF grants should refer to the finan- cial contribution from the MoF; (d) Recipients should be encouraged to ensure that JSDF-financed activities are well covered by local print and electronic media, and that all related publicity materials, official notices, reports and publications explicitly acknowledge Japan as the source of funding received; (e) Grant signing ceremonies in the field should be encouraged, with the Recipients being encouraged to include Japanese embassy officials and to invite local and international press to these ceremonies. In addition, DFi may promote visibility of JSDF by: (i) informing Country Directors of the importance of signing ceremonies to Japanese officials and the public to ensure recognition and support for JSDF funding; and (ii) continuing widespread distribution of the JSDF Annual Report, inclusion of JSDF information in relevant Bank documents, and occasional information sessions for Japanese organizations. A Guidance Note providing samples of other ways to improve visibility is attached as Annex B. 19. Maintenance of Documentation. Operational departments will keep copies of documentation related to JSDF grants, in accordance with the Bank’s Administrative and document retention policies, among others, Terms of Reference and consultant contracts, reports and other out- puts prepared by consultants, and status reports. 20. Allocation. The total indicative allocation for FY14-16 for the regular window includes the contribution of $47.6 million for FY14 and the existing unallocated balance of $93 million. Fur- thermore, the Special Allocation for Africa includes the unallocated balance of $16 million from TICAD IV, along with $15 million representing the budgeted amount for FY14 and FY15 TICAD V. 21. Schedule. Concept Notes (CNs) are submitted to DFi on a rolling basis following rigorous internal reviews. DFPTF will submit the final CNs to MoF on a rolling basis after their vetting by members of a Technical Review Committee. MoF will confirm its decisions on proposals CNs within four weeks from submission. FY14–FY16 JSDF INDICATIVE ALLOCATION Allocations by Window Amount (US$ million) 1. Regular Window 93 over 3 years 2. Africa Window 37.0 3. Integration to Djibouti Country Assistance Strategy 9.0 50 Japan Social Development Fund Annual Report — Fiscal 2014 JAPAN SOCIAL DEVELOPMENT FUND GUIDANCE NOTE ON VISIBILITY OF JAPAN Introduction The Government of Japan has contributed to the Japan Social Development Fund (JSDF) in sup- port of innovative social programs to help alleviate poverty in eligible client countries of the World Bank Group since 2000. The purpose of this note is to provide guidance on measures to ensure that the contribution of Japan in supporting JSDF is widely recognized. Statement on Visibility The Annual Policy Document provides the following clause on Consultation with Local Japanese Officials and Japanese Visibility: Consultation with Local Japanese Officials In order to ensure harmonization and coordination, Bank task teams are required to consult with the Embassy of Japan accredited to the recipient country about the JSDF grant application before submission of the proposal to Development Finance(DFi) for review. Such consultation and infor- mation sharing by task teams will help expedite the decision-making process. In addition, Bank task teams are encouraged to share the information about progress and outcomes of JSDF proj- ects with the Embassy of Japan and other Japanese aid agencies in the field. Japanese Visibility Bank task teams are asked to help promote the visibility and local awareness of JSDF in recipient countries through the following types of activities: ●● Publications, training programs, seminars and workshops financed by JSDF grants should clearly indicate that the activities in question have received funding from the Government of Japan; ●● The logo (usually the Japanese national flag) should be used in publications financed by the JSDF program, and in banners and any other materials used in seminars and training programs financed by JSDF grants; ●● All press releases issued by the Bank with respect to JSDF grants should refer to the finan- cial contribution from the Government of Japan; ●● Recipients should be encouraged to ensure that JSDF-financed activities are well covered by local print and electronic media, and that all related publicity materials, official notices, Japan Social Development Fund Annual Report — Fiscal 2014 51 reports and publications explicitly acknowledge Japan as the source of funding received; ●● Grant signing ceremonies in the field should be encouraged, with the Recipients being encouraged to include Japanese embassy officials and to invite local and international press to these ceremonies. In addition, DFi may promote visibility of JSDF by: (i) informing Country Directors of the impor- tance of signing ceremonies to Japanese officials and the public to ensure recognition and support for JSDF funding; and (ii) continuing widespread distribution of the JSDF Annual Report, inclusion of JSDF information in relevant Bank documents, and occasional information sessions for Japanese organizations. A Guidance Note providing samples of other ways to improve visibility is attached. The JSDF Program’s Logo The logo (usually the Japanese national flag) will be used on the JSDF website. All grant approval notifications to the Regions will include this guidance note and a “Word” and a “PDF” version of the logo for use by the Bank and the grant recipients. The Bank will make every effort to ensure that: (i) publications, training programs, seminars, workshops, financed by the JSDF grants clearly indicate that the activities in question have received funding from the Government of Japan; (ii) all press releases issued by the Bank with respect to the JSDF grants refer to the financial con- tribution of Government of Japan; and (iii) the logo is used in publications financed by the JSDF program, banners and any other materials used in seminars and training programs financed by the JSDF grants. Local Publicity Opportunities In addition to use of the logo, Bank staffs are urged to take all appropriate measures to encourage Recipients to ensure that JSDF-financed activities are well covered by local print and electronic media, and that all related publicity materials, official notices, reports and publications explicitly acknowledge Japan as the source of funding received. Below is a standard text suggested for use by those who prepare publicity materials: “The grant which financed this (name of activity) was received under the Japan Social Development Fund which is financed by the Government of Japan.” Many Bank Country Offices periodically publish newsletters. New grant approvals and signing should be publicized in these newsletters. Most country offices have Communications staff. Task Teams are encouraged to consult with them on ways to increase the visibility of Japan regarding JSDF grants. Opportunities to publish articles on high visibility projects financed by JSDF grants should be explored and utilized. During supervision missions of JSDF projects, task teams are advised to interact from time to time with the Embassy of Japan to inform them of progress under their project. They are encouraged to invite them to participate in supervision missions and to visit project sites to meet beneficiaries. 52 Japan Social Development Fund Annual Report — Fiscal 2014 Task teams are advised to brief the Country Managers/Country Directors about the implementa- tion status of JSDF grants. Such information will help the Country Offices highlight Japan’s contri- bution, where relevant, in their meetings and presentations in seminars and workshops. Ceremonial Events Country Directors will, at the same time as the task teams, receive notification of grant approvals and will be informed of the importance of signing ceremonies to Japanese officials and the pub- lic. At grant signing ceremonies and other publicity events, the Bank’s country-based staff are expected to foster the attendance and participation of country-based officials of the Embassy of Japan in a manner that provides due recognition of their donor status. Grant recipients should take the lead in organizing such ceremonies, and whenever possible, Recipients should issue the formal invitation to attend. Such ceremonial events should also be alerted to the media and publicity outlets referred to above. Visibility from Headquarters Country-based Bank staffs are requested to forward copies of all visibility material, such as press releases, newspaper and magazine articles, and photographs (including descriptive captions) to the following address: JSDF Unit Mail Stop G6-062 Global Partnership and Trust Fund Operations Concessional Finance and Global Partnerships The World Bank Washington, DC 20433 USA Japan Social Development Fund Annual Report — Fiscal 2014 53 Government of Japan