The Toyota Foundation International
Grant Program
Evaluation Report
Fiscal 2014 - 2017

December 2018
Evaluation Committee for
the Toyota Foundation International Grant ProgramCONTENTS
Recommendations by the Evaluation Committee ....................................................................4
Evaluation of the International Grant Program ...........................................................................6
Introduction ....................................................................................................................................6
Background ....................................................................................................................................6
Objectives of the International Grant Program ......................................................................7
Evaluation Method ........................................................................................................................8
Evaluated Projects ........................................................................................................................8Interview Topics..............................................................................................................................9
Evaluation Schedule .....................................................................................................................9
Key Points for Evaluation ............................................................................................................... 11
Assistance for the “Mutual Learning Through Exchange” Approach .............................. 11
Identifying Themes ..................................................................................................................... 13
Target Countries and Regions .................................................................................................. 14
Grantees....................................................................................................................................... 15
Duration and Amount of Grants .............................................................................................. 15
Project Outcomes ...................................................................................................................... 16
Program Officers ......................................................................................................................... 17
List of the Evaluated Projects ....................................................................................................... 19

3

RECOMMENDATIONS BY THE EVALUATION COMMITTEEThe Evaluation Committee for the International Grant Program recommends the continuation of thecurrent Program in terms of the basic framework. The reasons for this are as set out below.
⚫

The Toyota Foundation International Grant Program is a program without parallel which focuseson an approach (the transnational and cross-sector “exchange and mutual learning” approach)rather than on a theme. This expresses the attitude and philosophy of the Toyota Foundation oninternational cooperation and collaboration, and it is highly commendable.

⚫

While it can also be said of the grant programs as a whole, the International Grant Program isopen to individuals for whom access to research expenses and subsidies, including public funds,
is difficult. This is an excellent policy and should be preserved. With regards to the International
Grant Program, this open nature has created opportunities for local human resources, and local
practitioners in particular, to engage in direct exchange and share their knowledge, which leads
to meaningful project results.

⚫

Considering the scale of the human and financial resources at present and in the near future, it isreasonable to restrict the target areas to East Asia, including Japan, and Southeast Asia. However,
we hope that the scale of grants per project will at least be maintained at the current level, given
the character of the International Grant Program, which involves many people engaging intransnational movement and exchange.

⚫

On the other hand, we would like to encourage some discussion on reorganizing andconsolidating identification of themes from the current division into three themes to a division
into two themes. Continuing to promote support for the “exchange and mutual learning” approachin the Asia region is very significant. While establishing a focus theme to announce the current
priority of the Toyota Foundation, it is equally important to maintain the “Open Field” that willcontribute to discovering themes for the future. We hope that the diverse knowledge of grantrecipients will become an asset of the Toyota Foundation and contribute to the international
community through symposiums and seminars.

⚫

There is a need to evaluate and manage the outcomes of the International Grant Program from a
medium-to-long term perspective. In this objective, the outcomes and impacts in individual
projects are not clearly visible and not to be judged as positive or negative through numericalquantification. In addition, it is impossible to quantitatively identify and judge the outcomes of
the grant program, which is the aggregate of individual projects. One possibility is to create amechanism for interviewing grant recipients five years after the grant to ascertain how learningfor individuals has been expressed in society.

⚫

The Toyota Foundation has provided unwavering support without fear of the uncertainty (risk)
4that outcomes are not always guaranteed and even for projects that are difficult to evaluate
through quantitative outcomes. This attitude is unparalleled at other grant-making foundations
and has been a key factor in fostering trust in the Toyota Foundation. This is something that mustcertainly be preserved in the future. The uniqueness and progressiveness of this attitude andprogram cannot be explained without referring to the program officers. We should also consider
mechanisms for further leveraging the experience and knowledge of program officers, who visit
grantees and focus on building relationships for thinking together and learning from each other,in the operations.
⚫

Finally, through the interviews we conducted with people from diverse backgrounds inside andoutside of Japan, we realized how the philosophy adopted by the Toyota Foundation International
Grant Program shines increasingly brightly today amid a spreading global trend to prioritize
national interest, minimize international cooperation, and disregard the significance of initiatives
that are not directly linked to national interest. From this perspective also, we hope that the Toyota
Foundation will preserve and expand the current scale of the International Grant Program.

5

EVALUATION OF THE INTERNATIONAL GRANT PROGRAMINTRODUCTION

The Toyota Foundation established the Evaluation Committee composed of four experts in May
2018 to evaluate the International Grant Program. The objective of the evaluation was to obtainissues for consideration in the International Grant Program in fiscal 2019 and thereafter.

Members
Shinichi Takeuchi: Director/Professor, African Studies Center, Tokyo University of Foreign
Studies (Evaluation Committee Chair)Tadashi Ogawa: Professor, Faculty of Letters, Atomi University (Selection Committee Member
fiscal 2016–2017)
Junichi Akashi: Assistant Professor, Graduate School of Humanities and Social Sciences,
University of Tsukuba (Selection Committee Member fiscal 2014–2017)
Mitsue Tamagake: Researcher, International Development Center of Japan Incorporated

Advice was received from Professor Akira Suehiro, Selection Committee Chair (fiscal 2014–2018)
on planning for the evaluation project and selection of committee members, and Selection
Committee members, who were involved in selection during the target period, were also included in
the Evaluation Committee.

BACKGROUNDThe Toyota Foundation International Grant Program has addressed “common issues in Asia” since
fiscal 2014 with particular focus on “mutual learning through exchange.” In fiscal 2016, the program
consolidated its previous themes of “aging societies” and “multicultural societies” into the thematicarea of “(A) Multigenerational and Multicultural Inclusion in Communities.” This was because in
fiscal 2015, despite a dramatic expansion in the target region, the number of applications only
amounted to 68, there was not much difference in the types of applicants due to a narrowing ofthematic areas, and the content of project applications had become orthodox. In view of this, theFoundation established the thematic areas of “B. Creating New Culture: Toward a Common
Platform for Asia,” through exchange with neighbors in Asia where many points in common and6differences in traditions and culture intersect, and “C. Open Field,” which covers key thematic areas
which fall outside or straddle the scope of the other areas.
It can be said that the emphasis has shifted from the initial stage when the grant program addressed
specific issues to a grant program that is based on and supports the hypothesis that the “exchange
and mutual learning” approach contributes to solving common issues in any field.
We hope to contribute to the design of the International Grant Program in fiscal 2019 and thereafter
by reviewing and evaluating the significance and validity of such an expansion in the target region
and thematic areas, as well as the prioritization of the “exchange” approach.

OBJECTIVES OF THE INTERNATIONAL GRANT PROGRAM

The grant program focuses on deepening mutual understanding and knowledge-sharing amongpeople on the ground in the target countries and regions in East and Southeast Asia, including Japan,
who are finding solutions to shared issues. Through promoting direct interaction among key players,
the grant program aims to survey and analyze situations in target countries, obtain new perspectives,and expand the potential for future generations.
To this end, multinational teams comprised of participants from diverse backgrounds can avoid
conventional lineal relationships such as “support and supported” or “instructor and trainee” andinstead form cooperative and creative alliances that consider, act on, and construct solutions toshared issues. The grant program has provided support with the anticipation that these partnerships,
which extend beyond such factors as nationality, age, and organizational affiliation, will produce
significant social change through fostering a process of mutual learning.

In a review of grant program projects up to fiscal 2017, the following four key requirements wereidentified for attaining the program objectives, and were explicitly stated as the required elementsfor projects in fiscal 2018.
⚫

Transnational: The project identifies an issue shared by at least two of the target countries and7regions, and team members who are active each of the target countries and regions will participate
equally.
⚫

Cross Sector: The project team is comprised of participants from multiple sectors and willconduct practical activities that contribute to addressing issues in addition to surveys and analysis
already being conducted.

⚫

Mutual Learning: The activities will involve direct interaction between people on the ground(such as local supporters, participants, and residents) to achieve mutual understanding.

⚫

Foresight：The project will produce and disseminate tangible output such as policy proposals,
video works, websites, research materials, and exhibitions, and aim to obtain new viewpoints thatwill lead to future development.

EVALUATION METHODThe Evaluation Committee members and program officers of the International Grant Program teaminterviewed project representatives and members. For the interviews, the interviewers visited projectsites and nearby areas (field visits) as much as possible.

EVALUATED PROJECTS

32 of the total 63 projects supported between fiscal 2014, when the “exchange” approach waslaunched, and fiscal 2017 were selected with consideration given to thematic and regional balance.
Two of these projects did not fit in with the scheduling of the committee members, and theinterviews were conducted by program officers only. In addition, the interview for one of the
projects was cancelled due to torrential rain in the Kansai area. Overseas, Evaluation Committee
members visited South Korea (Seoul), Thailand (Bangkok and Chang Mai), the Philippines (Manila
and Baguio), and Cambodia (Phnom Penh and Kampong Thom). In Japan, the Evaluation
Committee conducted interviews in Hakata (Fukuoka), Gokase (Miyazaki), Amagasaki (Hyogo),
Nagoya (Aichi), Saku (Nagano), and Sendai (Miyagi) in addition to areas around Tokyo.

8

INTERVIEW TOPICS

The common interview topics for all the evaluated projects were as follows.
1.

The overall learning by project members through the supported project2.

The impact or expected impact on the community and wider society

3.

The changes in the project members related to following points and the cause of the changes(possibility for roll out to other countries and regions and connections with other issues, etc.)

4.

How the “exchange and mutual learning” framework in the International Grant Program
functioned in relation to 1 through 3

5.

The difficulties and obstacles in project management and the measures that the Toyota
Foundation took/could take (additional grant, extension of duration, etc.)

EVALUATION SCHEDULE

The evaluation project was conducted in accordance with the schedule below. Activities listed for2019 and thereafter are plans. Because the schedule has been determined as part of the process of an
overall review of the future of its grant programs by the Toyota Foundation, the Evaluation
Committee will cooperate as required based on consultation with the Toyota Foundation.
2018
April:

Consultation with Selection Committee Chair Prof. Suehiro and listingof valuation Committee member candidates

May:

First Evaluation Committee meeting (May 15, confirmation ofevaluation targets and schedule, etc.)

June – September:Interview period

October:

Second Evaluation Committee meeting (October 15, sharing of interview
results and confirmation of direction for recommendations)Interim Report (October 17, Selection Committee Chair Prof. Suehiro
and three Evaluation Committee members engaged in panel discussion at
the fiscal 2018 International Grant Program Grant Award Ceremony)

November:Prepare draft report and draft recommendations

December:

Finalize recommendations and consider fiscal 2019 program

92019 (Plans)
Mid-January:

Commence translation into English of Japanese report andrecommendations and consider booklet design

From mid-February:

Printing and publication of report and recommendations
Final report (consider convening as required)

March:

Submit report to Board of Directors

April:

Announce new program (or future plans)

10

KEY POINTS FOR EVALUATIONASSISTANCE FOR THE “MUTUAL LE ARNING THR OUGH EXCHANGE” APPRO ACH

In fiscal 2013, the Foundation revamped the International Grant Program, adopted the title“Towards Solutions Through Mutual Learning: Issues That Emerging Southeast Asia And Japan
Share,” and provided grants under a pilot program focused on three thematic areas: aging society;multicultural society; and consensus-building on local environmental issues. The following year
(fiscal 2014) and thereafter, the Foundation made slight modifications to the grant program, which
included discontinuing the environment-related thematic area (focusing the thematic areas onto
aging society and multicultural society), expanding the target region to other Southeast Asia andEast Asia, and establishing the thematic areas of “Creating New Culture: Toward a Common
Platform for Asia” and “Open Field.” The Toyota Foundation initially restricted the thematic areas
to common issues in Asia and placed an emphasis on supporting projects leading to policy
recommendations. However, the concept gradually changed to supporting projects tackling common
issues in Asia as conceived by applicants with the “Mutual Learning Through Exchange” approach
but still adopting the overarching theme of common issues in Asia. The fact that the program title
stressed “solutions” in fiscal 2013, but changed to “empathy” the following year, and “exchange”
came to the forefront from fiscal 2015 onward can confirm that the objectives changed.
For reference: Changes in the title of the International Grant Program
Fiscal 2013: Towards Solutions Through Mutual Learning: Issues That Emerging Southeast Asia
And Japan Share
Fiscal 2014: Cultivating Empathy Through Learning from Our Neighbors: Common Issues inJapan and Other Asian Countries
Fiscal 2015 onward: Cultivating Empathy Through Learning from Our Neighbors: Practitioners’
Exchange on Common Issues in Asia
In individual project interviews by Evaluation Committee members and discussions of theCommittee based on interviews, the focus on grants for this approach was particularly emphasized.
There is a clear distinction between the grant programs of the Toyota Foundation and research
11assistance such as the KAKENHI Grants-in-Aid for Scientific Research, support from development
assistance agencies, and that from other assistance programs. Moreover, the Toyota Foundation has ahistory of designing this distinctive approach. Support from other organizations generally identifies
themes and issues and is provided for projects that aim to solve such issues. In contrast to this, theToyota Foundation focuses on the “mutual learning through exchange” approach to certain themes
and issues, which is an entirely different perspective.
While it is needless to mention specific issues such as the aging society and migration, Asian
countries today face similar problems, and many are experiencing difficulties in solving these
problems. In addition, many of these issues are interconnected, and require overarching andcomprehensive efforts rather than initiatives aimed at specific issues alone. For example, theproblem of the aging society is connected to diverse problems that not only include social welfare
systems but also international migration of care workers (sending and acceptance of migrants andforeign workers), gender, attitudes towards life and death and religion, migration of population fromregional areas due to urbanization, and depopulation of rural areas. The International Grant Programis designed to encourage mutual learning through direct transnational and cross-sector exchange withnot only researchers but also practitioners tackling common issues in Asia on a day-to-day basis in
local communities as key actors. This should be commended as an international message that
expresses the way of thinking and philosophy of the Toyota Foundation on international cooperationand collaboration.
The notion that Japan “aids” or “helps” developing countries in a one-sided relationship has lost its
validity today, and the stance of the grant program on tackling common issues based on an equal
relationship accords with the current situation. Project participants who actually received grantassistance also responded that they applied for the program precisely because they were presented
with the concept of “mutual learning through exchange,” instead of support in a one-sided
relationship.
Program officers responsible for the grant program stated that they were conscious of exchanging
opinions with other foundations that provide support for specific themes and of working with themin a collaborative manner on project design (such as through introductions depending on
joint/collaborative assistance and the stage of projects). More than 60 projects have been12

implemented over a number of program cycles, and responses were obtained on the ground that theintention of “mutual learning through exchange” that underlies the grant program is finallybecoming established among other foundations, researchers, practitioners, and other project
participants. This is also backed up by the fact that the number of applications increased to 242 in
fiscal 2018.

IDENTIFYING THEMESAs stated previously, the distinctive feature of the International Grant Program is its assistance forthe “mutual learning through exchange” approach, and the Foundation established the “Open Field”
in fiscal 2016, which allows applicants to present common issues in Asia. The objective of
establishing the “Open Field” where the Foundation does not restrict the thematic area was todiscover those areas of which the Foundation is unaware or which are yet to become apparent. Thisapproach should be preserved in the future.
On the other hand, it is also important to be clear about the areas of focus. In fiscal 2015, theFoundation identified “Key players for sustainable aging communities” and “International migrationand diversified communities” as two target areas. However, since fiscal 2016, the Foundation has
made “Multigenerational and Multicultural Inclusion in Communities,” which combines the “Agingsociety” and “Multicultural society” thematic areas into one target area while identifying “Creating
New Culture: Toward a Common Platform for Asia” as a new thematic area. There are always
cultural factors in the background of every issue, and there was an intention here to support attempts
to establish and co-create a new shared culture across Asia that is not bound by traditional culture.
The identification of the extremely broad issue of culture also shows that the Foundation has adopted
a way of thinking that emphasizes the approach rather than the issue itself and supports “mutual
learning through exchange.” From fiscal 2016 onward up until fiscal 2018, there have been nochanges in the composition of thematic areas.
In addition to acting with “contribute toward the realization of a more people-oriented society and a
resulting increase in human happiness” (the Prospectus of the Toyota Foundation) as its basic
philosophy, it is also important for the Toyota Foundation to make efforts to stimulate social interest13

in the thematic areas and fields on which it focuses. To achieve this, the Foundation can consider
supporting focus themes over a few of years and take the lead in holding report sessions andsymposiums for projects that span several years to disseminate the impacts and lessons learned tosociety as well as connecting people who are involved in projects. In fact, the Foundation invited
grant recipients on renewable energy to Shimokawa-cho (Hokkaido) in fiscal 2015, and grantrecipients in the thematic areas of “Aging society” and “Multicultural society” to Seoul (South
Korea) and Kobe (Hyogo) respectively in fiscal 2016 and hosted events that combined field visitswith public symposiums and training camp-style workshops. Going forward, we would like theFoundation to design a program that combines grant projects and Foundation-organized events tomaximize the impact.
During the interviews while carrying out this evaluation project, there was a view that it is possible
to expand and collaborate in other themes and regions precisely because the framework is not
limited to one specific theme. In fact, the program officers introduced projects that share ideas not
only within the Foundation but also with those at other foundations. There is also the example ofpast project in which an overseas foundation introduced the Toyota Foundation’s grant program, andthe project applied for and obtained a grant. Building relationships with other foundations has
important significance in the management of the Foundation, and it can be said that the uniqueapproach-oriented nature of the Toyota Foundation facilitates this relationship building and ensures
it a unique position among the numerous foundations.

TARGET COUNTRIES AND REGIONS

The committee hopes the Foundation will expand the target countries and regions worldwide in the
future. However, it is reasonable that the target countries for the International Grant Program arecurrently limited to Southeast Asia and East Asia, taking a comprehensive view of such factors as
the grant budget, human resources, the fact that there is only an office in Tokyo, and the historicalconnections. In addition, any restrictions on target countries are arguably alleviated to some extent as
it is possible for people from outside the target regions to be included as project members.

14

The program has focused on and supported exchange of human resources and mutual learning
locally and regionally rather than on a national level. Asia is diverse, and there is also diversity
within individual countries. Taking into account the diversity of language, lifestyle, and religion, avariety of connections are possible, and many are worth supporting. Compared with center-to-centerinteraction, there are various practical difficulties such as transport in local-to-local exchanges, butthere is great significance in overcoming such difficulties and making direct connections. The
approach of the program, which focuses on providing support for this, should be highly commended.

GRANTEES

The fact that any individual can apply irrespective of nationality or organizational affiliation is not
limited to the International Grant Program and is common throughout the Toyota Foundation, whichindicates the open nature of the Foundation. The grantees of the International Grant Program arevarious and not only include researchers affiliated with universities and research institutions andpeople involved with NGOs (some grantees serve at both concurrently), but also representatives ofprivate-sector companies and people who are independently involved in art. These people are therepresentatives of the projects, and each project involves experts such as journalists, photographers,
physicians, nurses, and other stakeholders, including administrative officials and people fromresidents’ associations, as well as residents of the communities themselves, and the representatives
are also the coordinators who bring everything together. The selection process focuses on the very
diversity of the people involved in the project. In other words, when selecting projects, it is expectedthat the outcomes will be disseminated to the wider society rather than producing results in a specificsector.

DURATION AND AMOUNT OF GRANTS

The current International Grant Program was initially limited to one-year projects and began
grants for two-year projects in fiscal 2016. The establishment of this duration is reasonable given thenature of the program, which emphasizes practice over research and actively adopts experimental
projects. Moreover, the Foundation communicates closely with projects through the program15

officers, and permits extensions to project duration depending on the status of implementation. This
flexibility in terms of management is highly commendable. In Asia, it is the norm for things not toprogress according to plan, and so it is reasonable to incorporate some expansion and shrinkage inadvance in practical terms such as schedule adjustment. A uniform and bureaucratic approach islikely to have an adverse impact on the reputation of the Toyota Foundation without leading toproject outcomes. The Program Officer system helps to avoid such situations and functions
positively both for the Foundation and for grantees.
It is considered that the amount of grants is appropriate in view of the project duration and theobjective of mutual exchange in Asia. Naturally, larger grants could be considered for longer project
durations, and this could also be supported through operations, such as the establishment of aframework that allows ongoing grants.

PROJECT OUTCOMES

The International Grant Program does not seek short-term quantitative outcomes for each projectand does not focus on measurement. The opinions of the members of the Evaluation Committee on
this were positive overall, including the view it is not appropriate to measure outcomes in the shortterm as many projects will reach their full potential over a long period of time. In general, projects
are diverse and impact a wide range of people. In particular, this trend is further strengthened when
the focus is more on the approach than the issues as in the International Grant Program.
Some projects demonstrated a certain impact in the target region, and some projects were
expected to affect and impact the wider society. However, it is unreasonable in terms of theobjectives of the program to recognize those types of project only and to restrict the target of grants
to them. For example, there was a project which produced an outcome that is attracting a great dealof interest in the local communities (video material in which women talk about their own
experiences of birth) though the reason is not well understood at present. It is difficult to measure theimpact of this kind of outcome, and it takes time to identify its values and means, including thesocial significance. Despite that, such an outcome is valuable in terms of the program objectives, andshould be treated as important.
16

In the interviews, we received feedback that project members are able focus on what they consider
to be truly important precisely because the Foundation does not stipulate the outcomes andrecognizes tangible output in diverse forms that respect the ownership of project implementers. In
addition, grants for projects that are difficult to evaluate through quantitative outcomes, that do notalways guarantee research and other results, and that are experimental with broad themes was
mentioned as a distinctive feature of the program. Some interviewees used expressions such as “achemical reaction” or “accidental” with regards to the potential possibilities of such projects, but the
program overall actively identifies the potential of challenging projects. This is arguably risky for
the Foundation in the sense that there is a large degree of fluctuation, but the strength of private
foundations and the Toyota Foundation is the ability to deal with this, and it is inextricably linked
with the uniqueness of the program.
The philosophy of the Toyota Foundation is vividly reflected in the attitude on outcomes. The
Evaluation Committee members in this project unanimously stress that this is worthy ofcommendation, and it was also noticeable in the interviews. No changes should be made to thisattitude in the future.

PROGRAM OFFICERS

There were also many opinions about the program officers in the interviews. The Toyota
Foundation is pioneering foundation that was the first in Japan to adopt a Program Officer system,and that system is still being handed on today. Compared to public funding and grants from otherorganizations, which are sometimes implemented bureaucratically, the grants of the Toyota
Foundation stand out due to the flexible support of the program officers and the field-oriented
attitude. In the interviews also, it was clear that grantees perceive the program officers as “partners”
who exercise their knowledge to guide the project to success together, rather than “watchdogs” whooversee and monitor the use of grants. Many grantees gave a high rating to flexible design of the
program, such as the use and duration of grants, and it can be said that this is not purely a question of
accounting mechanisms, but was also backed up by a sense of promoting projects in partnership withthe program officers.

17Moreover, the program officers are also deeply involved in the design of the grant program as aprofessional responsibility. It can be said that this unique International Grant Program was createdbecause of the existence of the program officer system.

18

LIST OF THE EVALUATED PROJECTS

Fiscal Year
Project ID(Nationality)

Project Title
Name of Representative

Title /Position

Organization

Grant Amount(JPY)(Duration)

Multigenerational and Multicultural Inclusion（Including Aging Society & Multicultural Society）
2014
D14-N-0014(Japan)2014
D14-N-1001(Japan)2014
D14-N-1002(Japan)2015
D15-N-0009(Japan)2015
D15-N-0027

Construction of effective network for health care of the elderly incommunity - through cooperative studies between Saen Suk, Chon Buri,
Thailand and Saku city, Nagano, Japan
Yoshiko Tsukada

Professor, Saku University

Reconsidering Care Supply System and Multilateral Network Formation
Wako Asato
University

Associate Professor, Graduate School of Letters, Kyoto

Improving an Educational Environment where Language Acquisition ofChildren Raised in Bilingual Environment is Cared for: Expanding the
Network by Cooperating with Korea
Shizuyo Yoshitomi
University

14,800,000(2 years)

11,000,000(2 years)

General Director, World Kids Community/ Osaka

International Harmonization of the "Training of the Trainers" Program ofCommunity Health and Social Service for Older Persons
Takeo Ogawa
Business Center

President, Non-Profit Organization Asian Aging

Placemaking of Spiritually Rich Death at Home Based End of Life Care:
Japanese and Thailand Various Home Based Care Practitioner Exchange
Knowledge and Experience about End of Life Care at Nishinomiya,
Amagasaki City and Ubon Rat District Khon Kaen Province(Japan)Hiroki Koyama
Research Student, GraduateSchool of Anthropology,
Kyoto Bunkyo University

2015
D15-N-0061

Proposing Supports for People Confronting Double Responsibility of
Care: Through an Exchange Programme among Japanese and Korean
Professionals and Carers who Support and Provide Double Responsibilityof Care(Japan)3,800,000(1 year)Keiko Azuma

5,000,000(1year)5,000,000(1year)4,920,000(1year)Chair, Non-Profit Organization Sherlock Holmes

2015
D15-N-0032

See the Future of Multicultural Society with the Next Migrant Generation(South Korea)

Kwang-il Yoon

Director, Sookmyung Institute for Multicultural Studies

19

5,000,000(1year)2015
D15-N-0041

Towards an Inclusive Environment for Children of Migrant andMulticultural Families in The Philippines, Japan and South Korea(Philippines)

Maruja M.B. Asis
Migration Center

2015
D15-N-0069(Japan)Director, Research and Publications, Scalabrini

Beyond Tolerance: Working Hand-in-hand to Promote the Social
Inclusion of Migrants and Their Families
Reiko Harima

Livelihood Security for the Elderly in an Aging Society: Focusing on(South Korea)

Sung-won Kim

2015
D15-N-1002

Integration of Migrants and Social Policy Issues: Reflections from Japan,
Korea and Thailand Towards Creation of Inclusive Society

2016
D16-N-0007(Japan)Japan, South Korea, Thailand, and Vietnam

Associate Professor, Asian Institute of Technology

Combined Solution for Dementia Care via Nursing and Medical
Treatment, along with a Creative Plan for Building an Elderly-Oriented
Society

The Decent Work Promotion Project for Immigrant Youth Empowerment
in Japan and South Korea(South Korea)

Songil Kim

2016
D16-N-0059

Holistic and Comprehensive Strategy for the Asian Ageing Society fromthe Perspective of "Active ageing": Implication from the Experiences inJapan, Taiwan and Thailand

2017
D17-N-0125

Hiroko Miura
Japan

President, Kobe Foreigners Friendship Center

Department Director, National Institute of Public Health,2017
D17-N-0238(Taiwan)

4,000,000(1year)8,000,000(2 years)

6,500,000(2 years)

Locating Peace through Diversity: the Cases of Thailand's Deep South andIndonesia's Aceh Province
Napisa Waitoolkiat(Thai)

7,000,000(1year)Representative, Japan-China Welfare Planning

2016
D16-N-0034(Japan)7,000,000(1year)

Associate Professor, Tokyo Keizai University

Kyoko Kusakabe

Qing Wang

6,000,000(1year)Regional Coordinator, Mekong Migration Network

2015
D15-N-1001(Japan)5,000,000(1year)Director, College of ASEAN Community Studies,

Naresuan University
Through Visual Expressions: Retrieving Confidence within Marriage
Migrant Women
Yun Ju Chou

Freelance Art Programmer

20

4,500,000(1year)4,500,000(1year)Creating New Culture
2016
D16-N-0033(Japan)Design and Art Exhibition Consortium of a New Style in Asia Using the
Various Cultural Climates of Country and Landscape
Tadamori Fujisawa

Associate Professor, Showa Women’s University

2016
D16-N-0162

The Improvement of Literacy Towards the Conservation of Urban
Heritage in the ASEAN 5 Countries(Japan)Shin Muramatsu
Professor, The Institute of Industrial Science, The
University of Tokyo2016
D16-N-0185

Practice of Co-Learning for Community Based Tourism in Sambor Prei
Kuk, Cambodia and in Najyo Okinawa Through an Online Experience
Sharing and a Social Platform(Japan)2016
D16-N-0197(Japan)2016
D16-N-0201(Japan)2017
D17-N-0107(Japan)2017
D17-N-0256

Mai Yoshikawa

Director, EDAYA

Developing East Asian model for utilization of genetic resources and related
traditional knowledge in Japan, China, and Korea: Practices on traditional
vegetables and beekeeping
Ryo Kohsaka
Professor, Tohoku University Graduate school ofEnvironmental Studies

4,200,000(1year)4,200,000(2 years)

4,000,000(1year)5,000,000(2 years)Community art project between afflicted areas of Japan and Aceh
Yuichi Watanabe(Japan)Director, Koganecho Area Management Center

Bamboo Workshop Manual Making Towards Redefining the Value of
Traditional Lifestyle in Rural Japan and the Philippines
Ayaka Yamashita

7,500,000(2 years)

Founder, Napura-works Co., Ltd.

Creating a New Environment of Raising Children Through the Creativityof ArtShingo Yamano

7,500,000(2 years)

Secretary General, The Laboratory for Global

Dialogue21

7,000,000(2 years)

Open Field
2014
D14-N-0064(Japan)Socio-Technological approach for building sustainable community
through the corporative action installing Small-Scale-Hydropower inJapanese and Indonesian rural area.
Isamu Ishii

Director, Research Institute of Gokase Renewable Energy

2014
D14-N-1003

Developing the Asia-Pacific Network of Consensus Building Practitioners
in the Field of Renewable Energy(Japan)Masahiro Matsuura Associate Professor, University of Tokyo, Graduate
School of Public Policy

2016
D16-N-0062

Promoting Employment of People with Disabilities in Japan andIndonesia: Building an Inclusive and Sustainable Society(Japan)2016
D16-N-0073(Japan)2016
D16-N-0128(Japan)2016
D16-N-0157(Japan)2016
D16-N-0210(Japan)2017
D17-N-0049(Thai)

2017
D17-N-0160(Japan)5,500,000(1year)Yuka Matsushima

Co-Founder and Vice President, CROSS FIELDS

Joint Research on the Situation and Support for Offender's families in
Asia: Focus on Japan, Korea and Taiwan
Kyoko Abe

President, NPO World Open Heart

13,500,000(2 years)

4,000,000(1year)4,500,000(2 years)

Diversity and Commonalities of Birth from Women's Voice Sharing
Naoko Arimori

Professor, Niigata University

Project for Fostering Youth Farmers' Leaders Toward the Practice of'Natural Circularity Agriculture' in the Cash Crop Cultivating Areas
Arihiro Minoo
APLA

Assistant Professor, Toyo University / Director, NPO

Empowering Intercultural Youth from Creative approach
Shuko Ebihara

7,500,000(2 years)

4,300,000(1year)4,000,000(1year)Founder, kuriya

Finding Best Practices for Tackling Climate Change: Increasing Urban
Resilience in Southeast Asian Cities
Kotchakorn Voraakhom

CEO and Founder, Porous City Network

Implementation of Art-Environmental Education events and developmentof teaching material in Cambodia and Myanmar: Toward learning andsolving problems on garbage problem
Hidetaka Nakamura

Executive Director, Social Compass

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7,000,000(2 years)

4,500,000(1year)Please access to our website for the program guidelines and the lists of grantees of each fiscal year.
http://www.toyotafound.or.jp/english/
You can search the outlines of evaluated projects by Project ID (Dxx-N-xxxx）.
http://toyotafound.force.com/psearch/SearchContact:
International Grant Group, the Toyota Foundation

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asianneighbors@toyotafound.or.jp

Shinjuku Mitsui Building 37F ･ 2-1-1 Nishi-Shinjuku ･ Shinjuku-ku ･ Tokyo 163-0437 ･ Japan
Telephone: (03)3344-1701･ Facsimile: (03)3342-6911･

URL http://www.toyotafound.or.jp