Japan International Cooperation System

Annual Report 201203

Principal Activities
in FY2012

1
PartPart 1

Principal Activities in FY2012

Part 2 Description of Projects

Reference Materials

Special Feature

JICS’ first year as a general incorporated foundation

Japan International Cooperation System Annual Report 2012

Transformation into an Organizationthat Seeks Challenges
When Japan International Cooperation System (JICS) made the transition
to a not-for-profit general incorporated foundation in April 2012,it utilized this opportunity to examine how best to respond toa broad array of organizational issues.
Out of this organizational renewal process was born theMedium-term Operational Action Plan, which runs forthree fiscal years through March 2015.
Accompanying the transition, JICS also overhauled its
organizational structure and is working to develop personnel capable ofexcelling in an international procurement institution.
In this special feature, two of the managers responsible forsteering the organization’s reform process explain key initiatives
launched in FY2012—the plan’s first year—andoutline the organization’s future direction.

Special Feature E Transformation into an Organization that Seeks Challenges

04

Progress in the Medium-term
Operational Action Plan
Shinichi Matsuura
Director General
Office of Management Planning

The Medium-term Operational Action
Plan depicts “the world’s best service
provider in the international cooperation field” as the ideal image for JICS in
10 years’ time. To reach this goal, JICS will
steadily carry out its traditional operations centering on procurement agent
services while also working to develop
new service fields. Key initiatives implemented in FY2012 were as follows.

1. New Business Development
Projects

Hiroshi Sato
Director, Second Special Project Management Division Second
Management Department

To accelerate the development of newservices, following on from the competition held between January and March
2012, JICS ran a second “internal business competition” in November 2012,
which resulted in the submission ofseven proposals. From among these,
JICS selected “Opening of the InternalTravel Medicine Course to Outside
Participants” for commercialization during FY2013. This course is a series of fivelectures for people planning to travel
to developing countries, covering such
topics as prevention and care of infectious diseases. Previously, the course wasonly open to JICS employees, but wePE xample of an Initiative
under the Medium-term
Operational Action Plan (1)Winning of a contract through publictender by JICA: Expert on Project
Implementation Promotion for ODA
Loans in Uzbekistan
JICS won a contract with JICA thatran from May 2012 through March2013 involving the dispatch to
Uzbekistan of specialists in the areaof loan aid execution-related facilitation. This project had the objective of building capacity in each of
the Uzbek government agencies
involved in the execution of loan
aid programs, thereby speeding up
the execution of loan aid projects.
With regard to loan aid projects
currently being executed, including
the Talimarjan Thermal Power Plant
Expansion Project and the QarshiTermez Railway Electrification Project, JICS provided support to eachgovernment agency involved in theexecution at the project preparatory stage, procurement procedures
stage and loan execution stage. JICS
also provided support in relation to
new project candidates. In addition,
JICS reviewed the need for new
technical support relating to loan
aid and provided support for thetwo technical cooperation projects
currently being executed.

believe that making this resource available to a wider audience will lead to asignificant and useful service.
In July and August 2012, JICS held
weekly meetings to examine new business proposals, for which Department
heads and senior management gathered from the early morning to engage
in concentrated discussions on these
proposals. We requested each department, division and office to submit atleast one proposal per meeting, or a
total of at least seven proposals. The final
tally of proposals considered exceeded
140. These were all recorded in a database, and we intend to follow throughby working toward the implementation

P Example of an Initiative under the Medium-term Operational
Action Plan (2)
開発途上国に渡航される皆様にお送りする

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Start of the JICS Travel Medicine
Course (Series of Five Lectures)
As a new service, we began running
the JICS Travel Medicine Course
in May 2013. This course provides
medical information for people preparing to travel to countries where
there is significant risk of contracting
infectious diseases.

Leaflets for the course’s first and second lectures

Japan International Cooperation System

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61

Annual Report 201205

2. Strengthening Contacts with
Outside Organizations

With regard to the deep cultivation of
our traditional operations centered on
procurement agent services, we worked
to increase opportunities for contact
with the Ministry of Foreign Affairs ofJapan (MOFA) and the Japan International Cooperation Agency (JICA) to aneven greater extent than in the past. This
included active submission of proposals
and participation in publicly tendered
projects. As a result, in FY2012, JICS won
the contract for a JICA project put out
for public tender—“Expert on Project
Implementation Promotion for ODA
Loans in Uzbekistan.”
In addition to this, we increased
contacts with organizations other than
MOFA and JICA. These included such

Non-Project Grant Aid: Changing
in Response to Society’s Needs
The content of aid for developing countries is usually decided on the basis of
the results of preparatory studies, andaid is generally provided in the form of a
project. However, as its name suggests,
a special characteristic of Non-Project
Grant Aid is that the details of the aid
content are not fixed at the stage thefunding occurs. For this reason, it is an
aid scheme with a high degree of freedom to flexibly select projects basedon the developing country’s needs andcoordination with other donors.
In recent years, as seen in reconstruction aid in Afghanistan and South Sudanas well as aid in the aftermath of the2004 Indian Ocean earthquake andtsunami, Non-Project Grant Aid-related
needs are becoming more diverse andcomplex. Within situations that involved
severe security risks or in cases where
there were very demanding time constraints, JICS has responded flexibly

Special Feature E Transformation into an Organization that Seeks Challengesof the most promising proposals. The
Medium-term Operational Action Plan iscurrently in its second year, and we havebeen able to sense changing awarenessand attitudes toward the developmentof new businesses—staffs are clearly
becoming more spontaneous andproactive.

ministries as the Ministry of Agriculture,
Forestry and Fisheries, the Ministry of
Economy, Trade and Industry and theMinistry of Defense; such public bodies
as the Japan External Trade Organization(JETRO) and the Japan Science and Technology Agency (JST); such private-sector
organizations as the Japan Machinery
Center for Trade and Investment (JMC)
and the Promotion Council for the LowCarbon Cities; and private-sector companies. Utilizing JICS’ local project offices
in counterpart countries and businesstravel by JICS staff, we made visits tointernational organizations and donors,
and after conducting extensive hearingsand discussions to identify and analyze
frontline needs and issues, submitted
project plans and proposals.
To ensure that we could adequately
respond to such needs, we formulated
new business development policies,
overhauled our organizational structure,established the Office of New Business
Development and formed new businessdevelopment teams. Based on these
initiatives, we are working to strengthen
our efforts and plan to commercialize
the most promising new business proposals in our database at an early stage.
Further details on the organizational
overhaul are provided later in this article.

Part 1

Principal Activities in FY2012

Reference Materials

The newly implemented Planning and Coordination Department within the structure implemented on April 1, 2012 (left) and the Office ofManagement Planning, Office of New Business Development, Office of Quality Management and Office of Coordination under the modified
structure implemented on July 1, 2013 (right)

Japan International Cooperation System Annual Report 2012

Special FeaturePart 2 Description of Projects

Special Feature E Transformation into an Organization that Seeks Challenges

06
and proactively in the provision of newservices, including the construction offacilities not previously envisaged as partof Non-Project Grant Aid.
Japan’s Grant Aid for Provision ofIndustrial Products—a scheme that wasestablished following the Great East
Japan Earthquake in March 2011—isderived from the ordinary Non-Project
Grant Aid scheme. By providing highquality industrial products (vehicles,
electrical equipment, medical equipment, etc.) produced in disaster-affectedareas in Japan, the scheme not only
supports the economic and social development efforts of developing countries, it also contributes to the recovery
of disaster-affected areas in Japan. The
companies in disaster-affected areas
contracted to supply products for thisscheme have taken on new staff while
avoiding lay-offs of existing employees,
thereby testifying to the positive impact
the scheme has had on the employment
situation.
Other derivative schemes of NonProject Grant Aid include Japan’s
Non-Project Grant Aid for Provision ofJapanese Next Generation Ecofriendly
Vehicles, Japan’s Non-Project Grant Aidfor Provision of Medical Equipment, andJapan’s Non-Project Grant Aid for Provision of Japanese small- and mediumsized enterprise’s (SME) Products, whichwere launched in FY2012. Under SME

become a catalyst to the developmentof overseas operations and it is hopedthat it will open up a range of new business possibilities.
non-project grant aid, by procuring the
products of Japanese SMEs that possess excellent technology, the scheme
provides a boost to the overseas expansion of such SMEs while also supporting
the economic and social development
efforts of counterpart countries. Somedeveloping countries do not allow theimport of certain goods that have notundergone prior approval and registration procedures, and for SMEs there aresome regions that present particularly
difficult challenges for exporters. Suchfactors illustrate that many issues remain
to be solved. However, if the needs of adeveloping country are properly identified and these are carefully matched to
the requests of SMEs, the scheme offers opportunities to contribute to theeconomic growth of the developing
country. For SMEs, the scheme canFocusing on Further Strengthening of JICS’ Organization and
Human Resources
Accompanying the transition to a general incorporated foundation, JICS implemented a new organizational structure
on April 1, 2012, comprising two offices,
five departments and 18 divisions. Thisoverhaul reduced the average size ofeach organizational unit and was aimed
at better enabling managers to keep
closely in touch with their subordinates’
progress, thereby facilitating moredetailed supervision of the quality of operations. The new structure also aimed
to foster a competitive organization thatwould produce high-quality proposals.
Subsequently, during FY2012 JICS carried out an audit of its new organizational structure, and the results of this audit

The current Organization Chart(modified on July 1, 2013)

Japan International Cooperation System(a) Move to a structure comprising six offices, four departments and 16 divisions
Under the structure adopted in
FY2012— two offices, five departments
and 18 divisions—the Planning and
Coordination Department was responsible for multiple functions. The modified structure separated these into four
independent offices—Office of Management Planning, Office of Coordination,
Office of Quality Management and Office of New Business Development.
(b) Establishment of Office of New Business Development
Previously, new business development
was the responsibility of the Management Planning and Coordination Division, which handled this along withmanagement planning and coordination
functions. Through the organizational
overhaul implemented in July 2013, an

2. Progress in Human Resource
Development

JICS’ master plan for human resource
development, which we launched in

As the environment for ODA continues to change, JICS must strive to further
enhance its competitive advantages.
Based on the Medium-term Operational
Action Plan, which is in its second year,
we are working to further strengthen
our organization and human resources,
as we invest our utmost efforts in expanding traditional operations anddeveloping new business.

07
Special Feature E Transformation into an Organization that Seeks Challenges

1. Organizational Overhaul

Annual Report 2012

identified the need to rebuild a structurethat could steer ample resources toward
the development of new businesses. A
modified structure was implemented on
July 1, 2013.

independent Office of New Business Development was established, a policy wasformulated for the development of new
businesses, and cross-organizational
teams were formed to lead new business development projects. Based onthese initiatives, experience and knowledge accumulated to date by JICS is being utilized to comprehensively review
new business development, including
the potential for entering new businessdomains, as we work toward the commercialization of new businesses.
Specifically, we plan to formulate,
propose and win a contract for a newlandmine clearance project, and also collaborate with an outside partner to win
a contract through public tender for a
Public–Private Partnership (PPP)-related
project. From a medium- to long-term
perspective, we have already begun
studying fields in which JICS has no priorexperience, to evaluate the potential
for project participation in such fields
as project finance and electric power
generation.

FY2012, contains two key objectives—the cultivation of project managers who
operate and manage our traditional
procurement agent services and thedevelopment of personnel capable ofwinning contracts with international
institutions and implementing thoseprojects.
Specifically, we are undertaking
training programs to bolster the skills of
project managers and building up our
experience by dispatching staff to workwithin such international organizations
as the United Nations Development
Programme (UNDP) and the Association of Southeast Asian Nations (ASEAN)
Secretariat. These programs are alreadybeginning to bear fruit.
Human resource development is
a medium- to long-term task, and in
FY2013 we have introduced a testingand qualification program to assess
how accurately project managers haveacquired the practical knowledge necessary for their jobs. We believe thatit takes several years for the results ofhuman resource development to clearlyshow up.

Part 1

Principal Activities in FY2012

Part 2 Description of Projects

Reference Materials

The Environment for JICS and ODA
The Changing Face of ODA
Since JICS commenced its procurement services in 1989, ODA has been transformed by such major trends as the
rapid advance of globalization and the rise of emerging economies. This article briefly covers the history of
those changes and explains the current environment for JICS and ODA.

Japan International Cooperation System Annual Report 2012

Japan’s ODA Programs Spanning More than Half a
Century

The Environment for JICS and ODA

08

Japan’s ODA programs began in 1954 as part of the postSecond World War settlement process. Since then, over morethan half a century, Japan has provided ODA totaling approximately ¥30 trillion to some 190 countries and areas. The core
diplomatic principle underpinning Japan’s continuing support
for developing countries is “A peaceful and prosperous international community means a peaceful and prosperous Japan.”Significant Changes in the ODA Environment inJapan and Abroad

In recent years, the ODA environment has begun to change
significantly, both internationally and domestically. Along withthe globalization of the movement of people, goods, capital,technology and information, we have seen the emergence ofmany cross-border issues that affect the entire planet. These include such environmental issues as climate change and global
warming, such infectious diseases as HIV and avian influenza,
and such security issues as terrorism. In response, Japan’s ODA
has expanded from its traditional focus on the Asia region to
now cover all regions of the world. Many emerging countries,
which have achieved rapid economic growth, are now actively participating as donors in the provision of assistance todeveloping countries. This has meant an increase in development funds and a greater array of choices in the content of aid
programs for developing countries.
Meanwhile, since the 1990s Japan’s economy has been
affected by ongoing deflationary pressures following thecollapse of the so-called inflationary bubble of the late 1980s.
More recently, the country has also been affected by such
events as the 2008 global financial crisis. Deterioration in Japan’s economic and fiscal position has led to large decreases in
the country’s ODA budget.
In these circumstances, to continue Japan’s contribution to
the international community and maintain peace and prosperity for the country, Japan has responded to many of the issues
mentioned above in ways that go beyond the traditional approach to ODA. At the same time, Japan has worked to further
increase its international presence.

Japan’s International Cooperation Philosophy

In light of the circumstances outlined above, the Ministry ofForeign Affairs of Japan conducted a major review of Japan’s
ODA programs. Based on this, in June 2010 Japan articulated
its international cooperation philosophy focusing on ODA as“Enhancing enlightened national interest—Living in harmony
with the world and promoting peace and prosperity.” Threemain principles underpin this philosophy.
1. The country will continue to make contributions aimed
at solving issues affecting the international community,
thereby helping to create a better international environment for Japan.
2. Assistance for developing countries should not be viewed
as “an act of charity” but a means of furthering the world’scommon interests, including Japan.
3. To put this philosophy into practice, the country will takean “All Japan” approach that is not limited to ODA. This
includes drawing on public and private human resources,
expertise, financial resources and technology.

The Great Potential of Public–Private Partnership

A huge amount of money is required to address global-scale
problems and meet the diverse development needs of developing countries. Hence, it is desirable to draw on privatesector financial resources in addition to ODA. For this reason, as
expressed in the third principle above, international assistancethrough Public–Private Partnership (PPP) has attracted significant attention. For developing countries, assistance provided
by private-sector Japanese companies encompasses not only
financial resources but also the transfer of know-how andtechnology. It can contribute to the development of industry
and expansion of employment, thereby promoting growth forthe developing country as a whole. For Japanese companies,
involvement in ODA can lead to greater business opportunities
abroad, and it is hoped that such activities will help to stimulate
the Japanese economy.
Furthermore, it is believed that PPP has a useful role to playin Base of Pyramid (BOP) business, which is undertaken by
private-sector companies and non-governmental organizations (NGOs). BOP business has the goal of addressing social
issues affecting approximately four billion people in developing
countries who survive on very low incomes.

JICS and Changes in the ODA Environment

The development of new businesses is one of the main themes
under JICS’ Medium-term Operational Action Plan, which
commenced in April 2012. Within this, JICS has identified PPP
as one of the potential areas in which new businesses can be
developed. JICS is considering how to build partnerships withprivate-sector companies—including those based in local
areas and SMEs—as well as NGOs. Through such initiatives, JICS
is working to respond flexibly to changes in the ODA environment while striving to create an organization that can meet theneeds of the international community.

P ODA Undertaken by Major Development Assistance Committee (DAC)* Member Countries (Based on Net Expenditures)(Unit: million dollars)

30,000

United States

25,00020,00015,00010,000Japan

Germany

France5,000
0United Kingdom

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

* DAC: A forum within the Organisation for Economic Co-operation and Development (OECD) to discuss issues
Source: OECD DAC
surrounding aid, development, and poverty reduction in developing countries. At present, the DAC
Notes: 1. Excluding assistance provided to Eastern Europe and countries no longer classified as developing
comprises 23 countries and the European Commission (EC). Japan joined the DAC in 1964.
2. 1992 amount for the United States excludes military debt relief 3. 2012 amounts are estimates

The Role of JICS in ODA
The Needs Fulfilled by ODA

L Grant Assistance for the Food Aid Project (KR)

Since 1968, Japan has been providing grant aid to developing
countries facing food shortages, for the procurement of rice,wheat, maize and other staple grains. Food aid is sometimes
referred to as “KR” owing to its historic link with the Kennedy
Round (KR) of negotiations under the General Agreement on
Tariffs and Trade (GATT). The International Grain Agreement
came into effect in 1967 as a result of the KR negotiations, andthis aid program was launched in accordance with the aforementioned agreement.
JICS’ role: Since FY2001, JICS has provided food procurement
services under Agent Agreements signed with developing
countries. Under these agreements JICS also acts as the secretariat for intergovernmental consultative committees, which
are tasked with monitoring the distribution of the procured
foodstuffs as well as the counterpart funds* deposited byrecipient governments. Furthermore, since 2007 JICS has been
undertaking procurement agent services, including the management of funds.
In FY2012, JICS provided procurement agent services for 40
Grant assistance for the food aid project procurements, centered on the African region.
* Note: U nder self-help efforts, developing country governments deposit local currency counterpart funds equivalent to a certain proportion of the value ofgoods and equipment procured by grant assistance. These funds are utilized
for local economic and social development projects after consultation with
the Japanese government.

JICS’ sphere of involvement

P The Role of JICS in the Japanese
Government’s ODA
Grant Aid

Grant
Aid-related
Operations

Project-related studies, etc.
(Study for grant aid project)*Grant aid in which JICS is involved

Procurement management agent services*

Grant assistance for the food security
project for underprivileged farmers (2KR)

Procurement agent services*

Technical
Cooperation

Technical
Cooperationrelated
Operations

Compilation of technical specifications, procurement
and transportation of materials and equipment*(Through June 2012)
Studies related to technical cooperation*(Through June 2012)
Dispatch of experts for technical cooperation
projects*

Official
Development
Assistance (ODA)

Cultural grant aid
Non-project grant aid

Bilateral Grants

Bilateral Aid

Grant assistance for the food aid project(KR)

Emergency grant aid
Grant aid for conflict prevention andpeacebuilding
Grant aid for disaster prevention andreconstruction
Grant aid for community empowerment

Bilateral Loans

Multilateral Aid

Loan Aid(ODA Loan)

Loan
Aid-related
Operations

Document screening services, etc. (ODA
loan-related operations)*

Program grant aid for environment andclimate change

Subscriptions andContributions toInternational Agencies
and Organizations

Multilateral
Aid-related
Operations

Studies, project implementation, etc.
(International agencies and organizationrelated operations)** For details on what these
operations include, please referto page 29.

09
The Role of JICS in ODA

ODA refers to economic cooperation undertaken by the Japanese government for the purpose of assisting developing
countries in the development of their economies and societies,
and helping improve the welfare of the people of developing
countries and promote stable livelihoods.
ODA is divided into two broad categories—bilateral aid
that is conducted directly in cooperation with a particulardeveloping country and multilateral aid that is carried out
through an international organizations. Bilateral aid can befurther divided into three modes—grant aid, technical cooperation and loan aid.
Since its launch in 1989, as a fair and neutral procurement
organization, JICS has provided a broad array of services related
to the procurement procedures for goods, equipment andWith the objective of contributing to the economic and social
development of developing countries, grant aid is a form of assistance that includes no requirement for the recipient country
to repay the funds needed for the procurement of goods,
equipment and services. JICS is involved in the execution of thefollowing grant aid schemes.

Annual Report 2012

The Role of JICS in ODA

Grant Aid-related Operations

Japan International Cooperation System

Many people in the world are struggling to overcome poverty and hunger. In recent years, as globalization has rapidly
advanced, the international community has faced an increasing number of issues that transcend borders—problems thatcannot be solved by countries acting alone. Such issues include
environmental problems, the spread of infectious diseases
and financial and economic crises. Japan is expected to makeinternational contributions towards overcoming those issues
through ODA, as a responsible member of the international
community.
Furthermore, Japan is highly dependent on imports of awide range of raw materials, energy and food, many of whichcome from developing countries. From this perspective, it isclear that the lives of people in Japan are deeply affected by
and are dependent on stability within the international community.
To contribute to the maintenance of peace and stability inthe international community, and through that ensure Japan’s
own security and prosperity, Japan carries out ODA as an important part of its national policy.

services necessary in the execution of many types of ODA projects. The information below provides an overview of the main
operations in which JICS is involved.

Part 1

Principal Activities in FY2012

Part 2 Description of Projects

This is grant aid to developing countries which suffer foodshortages, for the procurement of fertilizer and agricultural
goods and equipment that will help increase the productionof grain crops (rice, wheat, maize, etc.). Japan commenced thisscheme in 1977, and it is carried out in Asia, Africa, Central andSouth America, Eastern Europe, the Commonwealth of Independent States (CIS) and others. The alternative name for thisprogram is 2KR, which is derived from the name KR that is used
to refer to Grant assistance for the food aid project.
JICS’ role: Since its establishment, JICS has been commissioned
by JICA to carry out studies in Japan and in recipient countries
for this program. Since FY1997, based on contracts signed with
developing country governments, JICS has been acting as aprocurement management agent to undertake the fair and
expeditious procurement of agricultural goods and equipment.
JICS also acts as the secretariat for intergovernmental consultative committees, which are tasked with monitoring the distribution of the procured goods and equipment as well as thecounterpart funds deposited by recipient governments. Additionally, since FY2004 JICS has been undertaking procurement
agent services, including the management of funds.
In FY2012, JICS cooperated with studies in 10 countries andprovided procurement agent services for 17 Grant assistancefor the food security project for underprivileged farmers
procurements.

10

L Cultural Grant Aid

The Role of JICS in ODA

Japan International Cooperation System Annual Report 2012

L Grant Assistance for the Food Security Project for
Underprivileged Farmers (2KR)

Japan provides grant aid for the purpose of promoting culture
and education, as well as for the preservation of cultural heritage in developing countries. This grant aid comprises funds
for the purchase, transportation, installation of materials andequipment, and construction of facilities necessary for the
aforementioned cultural and educational activities. General cultural grant aid is carried out vis-à-vis governmental and publicagencies while grassroots grant aid is provided to nongovernmental organizations (NGOs) and local public agencies.
JICS’ role: The Ministry of Foreign Affairs of Japan first commissioned JICS to carry out preliminary studies on requested
equipment in FY1993. Since FY1995, based on contracts
signed with recipient governments, JICS has provided ancillary
services related to the procurement of equipment, including
public notice, implementation and evaluation of the tendering
process. Since 2009, JICS has been carrying out procurement
management works running all the way through to management of equipment and materials delivery.

Rice procured as part of a Grant assistance for the food aid project (KR) (Gambia)

Reference Materials

In addition, from FY2000 through FY2009, JICS was engaged
in a range of follow-up services including the dispatch of technical experts to assess the usage status of previously delivered
equipment and for the procurement of repair parts as necessary. Since FY2004, JICS has been undertaking the analysis ofproject applications.
In FY2012, JICS analyzed Grassroots cultural grant aid projectapplications under contract with the Ministry of Foreign Affairsof Japan, conducted preliminary study and application analysesof General cultural grant aid projects under contract with JICA
and provided 27 procurement management services undercontracts with recipient governments.

L Non-project Grant Aid

Non-project grant aid provides funds to developing countries
that are implementing economic and social reforms such as
poverty reduction programs for the procurement and importation of necessary goods and equipment from overseas. The
scheme is called Non-project grant aid since it is not tied to any
specific project at the time it is approved.
JICS’ role: Since FY1993, under Agent Agreements signed with
developing country governments, JICS has been carrying out
the appropriate management of grant aid funds and procurement of necessary goods and equipment, including raw materials (petroleum products, steel, paper, etc.) and machinery for
public works (vehicles and construction machinery), which are
selected from a list of eligible products agreed upon between
the recipient governments and the Government of Japan. In
recent years, as a means of support that contributes to recovery following the Great East Japan Earthquake, this program
includes the procurement of industrial products manufactured
in disaster-affected areas and materials produced by JapaneseSMEs that possess an advanced level of technology.
In FY2012, JICS provided a total of 59 procurement agent
services for Non-project grant aid in various countries in Oceania, the Middle East, Africa and Asia.

L Emergency Grant Aid

Japan provides emergency grant aid from a humanitarian
perspective, giving urgently needed funds to assist overseas
victims of natural disasters and conflicts, as well as aid to restore the basic living infrastructure of affected communities.
One important feature of this scheme is that it can be used toquickly procure and deliver the necessary items. Emergency
grant aid can also be used to support democratization in developing countries, including the holding of elections, and tosupport post-conflict reconstruction development.

Japan implemented a Non-project grant aid project to assist recovery and reconstruction from flood damage that occurred in December 2011 and support disasterprevention measures. The procured construction materials and agricultural machinery are lined up (Myanmar)

JICS’ role: Since FY1998, based on Agent Agreements signedwith developing country governments, JICS has been
appropriately managing grant aid funds and carrying out
emergency procurement of necessary goods, procurement
procedures required for the construction of facilities and project management operations.
In FY2012, JICS provided procurement agent services fora total of 11 Emergency grant aid projects including projects(that had been in progress) since before the previous fiscal year
in Iraq, Afghanistan, Thailand and Palau and other countries.

For developing countries that are vulnerable to natural disasters, Japan provides grant aid comprising funds necessary forfacility construction and restoration to assist disaster prevention measures and post-disaster reconstruction.
In post-disaster reconstruction, to facilitate rapid responseeven in turmoil-affected situations and enable the provisionof several types of assistance simultaneously, it is essential toutilize very advanced coordination capabilities. Japan’s assistance draws on expertise across a diverse number of fields andmanages relief efforts through an integrated approach.
JICS’ role: Since the establishment of this grant aid in FY2006,
based on Agent Agreements signed with developing country
governments, JICS as a procurement agent has been
undertaking the management of funds, carrying out the
procurement of necessary goods and equipment, handling theGenerators procured through an Emergency grant aid project carried out in responseto an electricity shortage caused by a power station fire that occurred in November
2011 (Palau)

L Program Grant Aid for Environment andClimate Change

From the perspective of strengthening developing countries’
response measures to climate change, this grant aid scheme
provides funds necessary for the formulation of climatechange-related policies and response plans, and for the procurement of materials and equipment and facility construction
services needed for the execution of such plans. The scheme
has three main focus areas—measures to combat global
warming, antipollution measures and protection of the naturalenvironment.

A road and bridge constructed through a Grant aid for conflict prevention andpeacebuilding project to help facilitate the return and resettlement of internal refugees displaced by conflict (Uganda)

11
The Role of JICS in ODA

L Grant Aid for Disaster Prevention and Reconstruction

This scheme was established with the objective of assisting
comprehensive capacity development in communities facingsuch threats to human life and secure livelihoods as poverty,
hunger and infectious disease. Grant aid for community empowerment can reduce project costs by incorporating local
input into project specifications and design and positively
utilizing local enterprises and locally sourced goods and equipment, and is expected to lead to the efficient use of grant aid
funds. While this scheme can flexibly respond to diverse local
needs and conditions, it requires high-level procurement management because of the wide range of means needed to meetprocurement schedules and secure quality.
JICS’ role: Since the establishment of this grant aid in FY2006,
as a procurement agent based on Agent Agreements signedwith developing country governments, while undertaking themanagement of funds, JICS conducts a wide variety of procurement on behalf of recipient governments such as carrying out the procurement of necessary goods and equipment
and handling the procurement procedures of such services as
those provided by consultants and construction companies forfacilities construction.
In FY2012, JICS provided procurement agent services for a
total of 31 Grant aid for community empowerment projects: 23
for projects continuing from the previous fiscal year and eightfor new projects in Africa and Asia.

Annual Report 2012

The objectives of this scheme are to assist developing countries
in conflict prevention and peacebuilding efforts through suchmeasures as programs for the reintegration of former soldiers,
recovery of small arms and ethnic reconciliation. The scheme
provides funds for the procurement of goods and labor necessary for programs carried out in developing countries. This typeof grant aid has been implemented since FY2002.
JICS’ role: Since FY2002, based on Agent Agreements signedwith developing country governments, JICS has been managing funds as well as undertaking project progress management
and implementation support of programs in accordance withthe particular characteristics of the assistance being provided.
Core services include the management of aid funds.
In FY2012, JICS provided procurement agent services for a
total of eight Grant aid for conflict prevention and peacebuilding projects (that had been in progress) since before the previous fiscal year in Sudan (the present Republic of South Sudan),Afghanistan, Cambodia, Haiti, Uganda and other countries.

L Grant Aid for Community Empowerment

Japan International Cooperation System

L Grant Aid for Conflict Prevention and Peacebuilding

procurement of such services as those provided by consultants
and construction companies, and providing overall project
management services.
In FY2012, JICS provided procurement agent services for a
total of six Grant aid for disaster prevention and reconstruction
projects in areas suffering earthquake and cyclone disaster,
including projects continuing since before the previous
fiscal year.

Japan International Cooperation System Annual Report 2012

Part 1The Role of JICS in ODA

12Principal Activities in FY2012

Part 2 Description of Projects

JICS’ role: Since FY2008, under Agent Agreements signed with
developing country governments, JICS as a procurement agent
has been undertaking the management of funds, carrying out
the procurement of necessary goods and equipment, handlingthe procurement of such services as those provided by consultants and construction companies, and providing overall
project management services.
In FY2012, JICS provided procurement agent services fora total of 65 Program grant aid for environment and climatechange projects: that had been in progress since before theprevious fiscal year.

Technical Cooperation-related Operations
Technical cooperation promotes nation building in developing
countries by facilitating the adoption of technology amongpeople in developing countries and by helping to raise thelevel of technology used. This mode of aid enables recipient
countries to draw on Japan’s extensive range of technology
and experience. With the primary objective of facilitating“human resources development”—especially for younger
generations who will play an important role in their country’s
future—the implementation of technical cooperation is led
by JICA through such programs as the acceptance of training participants from developing countries, the execution oftechnical cooperation projects and the dispatch of experts andvolunteers overseas.
JICS’ role: Since its launch in 1989, JICS has been commissioned
by JICA to undertake the provision of a broad array of services.
These include the provision of information related to equipment necessary for the execution of technical cooperation,
preparation of such procurement-related documentation as
technical specifications and tender documents, and procurement operational support for JICA overseas offices. Since July
2012, JICS has only provided procurement administration support to JICA’s overseas offices.
In FY2012, JICS conducted purchase and delivery works for
28 equipment and materials procurement projects that had
been in progress since the previous fiscal year, and dispatchedshort-term assistance staff to 20 countries.

Access slopes were installed in all of the buildings constructed through a Grant aid
for community empowerment project aimed at alleviating a classroom shortage,
This design addressed the needs of students who use a wheelchair to attend school
attendance (Senegal)

Reference Materials

Loan Aid-related Operations (ODA Loan)
Loan aid (ODA loan) involves the loan of development funds
to developing countries under such concessionary conditions
as long repayment periods and low interest rates. In the implementation of loan aid to developing countries, the lending
terms are determined after consideration of a broad range offactors, including average income levels in the recipient country. Unlike grant aid, loan aid requires repayment of aid funds.
Hence, this mode of aid aims at nurturing ownership of thedevelopment process within the developing country by promoting the efficient use of loan funds and appropriate execution of projects.
JICS’ role: Since FY2004, JICS has been carrying out primary
checks of procurement-related documentation prepared byrecipient countries to verify that the documentation conforms
to JICA guidelines. JICS also conducts studies aimed at facilitating the smooth execution of loan aid programs.
In FY2012, JICS conducted 290 primary checks for projects
in Southwest Asia, Latin America, Africa, the Middle East andEastern Europe.

Multilateral Aid-related Operations
Multilateral aid enables Japan to contribute indirectly to thedevelopment of developing countries through subscriptions
and contributions to development aid institutions that are partof the United Nations, and international development financeinstitutions, such as the World Bank.
JICS’ role: Since FY2006, JICS has provided procurement services for multilateral aid-related programs carried out by international agencies and organizations, including project works
commissioned by the ASEAN Secretariat using part of theJapan-ASEAN Integration Fund (JAIF) established by the Japanese government to support ASEAN integration.
In FY2012, JICS conducted procurement and other works fora total of seven projects, adding three projects to four projects
continuing from the previous fiscal year, and contributed tosmooth and steady project implementation.

As part of technical assistance provided through a Program grant aid for environmentand climate change project focusing on forest conservation, a training program washeld in Japan in January–February 2013 (Cameroon)

JICS’ Major Activities in FY2012

Non-Project Grant Aid
That Also Supports
Recovery in Japan’s
Disaster-Affected Areas(Papua New Guinea)

As part of its recovery assistance for areas affected by the Great East Japan Earthquake,
the Japanese government is implementing Japan’s Grant Aid for Provision of Industrial
Products (Non-Project Grant Aid). Under this program, industrial products made in disaster-affected areas are provided in accordance with requests from developing countries.
Below, we introduce an example of this program carried out in Papua New Guinea andexplain the background of JICS’ procurement services and provide an overview of the
project.
Hiroshi SatoP Project Name: Japan’s Grant Aid for Provision of Industrial Products(Non-Project Grant Aid)P Objective: Assistance for recovery in eastern Japan and economic
assistance in the developing country
P Counterpart of Agent Agreement: Department of National Planningand Monitoring, Government of Papua New Guinea
P Grant Amount: ¥150 million
P Exchange of Notes (Bilateral Agreements): March 12, 2012
P Delivery / Completion: October 2012

Q1.	Please explain the details of how this project was decided and implemented andthe role JICS played.

the experience JICS has accumulated to date.

Since this project was part of a new ODA program, it involved a certain amount of trial and error. In disaster-affected areas, compared with primary products and intermediate products, the number of companies that make final
products is small and such companies are not easy to find.
Despite such difficulties, JICS was able to provide a productlist of more than 200 products. We were proud that the
procurement database built up since JICS’ establishment
was instrumental in making this possible.
There were concerns expressed by developing countries
regarding the safety of products made by companies inFukushima Prefecture. In response, JICS established safety
limits for radioactive materials and carried out procurement
only after confirming that products were within those lim-

Color proofs for the textbooks are carefully checked

13
JICS’ Major Activities in FY2012

Q2.	Please outline the difficult aspects of this project and facets in which you were able to utilize

Annual Report 2012

On March 11, 2011, a devastating
earthquake measuring magnitude
9.0 on the Richter scale struck off
the coast of Miyagi Prefecture in
northeastern Japan. The tsunami
triggered by this earthquake engulfed the coast in parts of the
Tohoku and Kanto regions, causing
catastrophic damage.
The exterior (left) and interior (right) of a printing factory damaged in the earthquake
In response to this unprecedented disaster—officially named
the Great East Japan Earthquake—the Japanese government embarked on a wide range of measures aimed at supporting
reconstruction and recovery in disaster-affected areas. As part of these measures, the government decided to implement a
new program titled Japan’s Grant Aid for Provision of Industrial Products (Non-Project Grant Aid) through which industrial
products made in disaster-affected areas are provided to developing countries based on requests from those countries.
Utilizing its database of previously executed procurement projects, JICS provided a list of approximately 200 industrial
products produced by companies in disaster-affected areas based on the needs of developing countries. JICS organized theinformation according to a number of themes, such as welfare and health care, and then submitted the list to the Ministry ofForeign Affairs of Japan.
After the decision was made to implement the grant aid program covering 15 countries—including Papua New Guinea—
JICS signed agent agreements with each of the counterpart governments and appropriately managed the grant funds onbehalf of those governments. JICS then carried out procurement services based on requests from the developing countries
for items produced in disaster-affected areas. Items included medical equipment, construction machinery, welfare-related
equipment, vocational training equipment and educational equipment.

Japan International Cooperation System

Second Special Project Management
Division
Second Management Department

Part 1

Principal Activities in FY2012

Part 2 Description of Projects

Reference Materials

its. The companies supplying products were very happy to participate in the program since the receiving parties
were national governments, whose acceptance of goods from disaster-affected areas stood as proof of the safety of
those products.
The project demanded speedy execution to ensure that its contribution to recovery in disaster-affected areas was maximized. While maintaining transparency and fairness, the procurement procedures were streamlined, and as a result nearly all
procurement was completed within one year of the Exchange of Notes between Japan and the counterpart governments.

Japan International Cooperation System Annual Report 2012

Q3.	Please provide an overview of the results of this project in Papua New Guinea.

JICS’ Major Activities in FY201214

On March 12, 2012, the governments of Japan and Papua New Guinea signed the Exchange of Notes regarding the execution of this project. On March 23, 2012, JICS signed a procurement agent agreementwith the Government of Papua New Guinea, under which JICS was
also responsible for the appropriate management of the grant funds.
Based on requests from Papua New Guinea, JICS undertook the
procurement of six types of items—textbooks, notebooks, ballpoint
pens, projectors with document camera, disaster first aid kits andpassenger automobiles. The procurement was carried out throughcompetitive tenders for products made by companies with factories
in areas affected by the Great
East Japan Earthquake.
To produce the textbooks
A class is taken using the new textbooks distributed through thisand notebooks, several comproject
panies in Miyagi Prefecture—
which suffered severe damage from the tsunami—received the textbook cover andtext data from Papua New Guinea, which was used as the basis for printing of thebooks. The books were subsequently bound and were delivered in time for the startof the school year. In Papua New Guinea, since there is a shortage of textbooks, books
are not owned by individual students but instead passed on to the next class. The
textbooks provided on this occasion are also expected to be used by a large number
The brand new textbooks afterof children over a long period.
the completion of printing
This project was helpful in promoting economic recovery in the Tohoku region,
including disaster-affected areas. The manufacturing companies involved and other people from disaster-affected areas
showed their appreciation for the opportunity to take part in the project.
JICS is currently carrying out procurement for four countries newly participating in this program, as assistance for developing countries and disaster-affected areas continues.

Program Grant Aid As part of the Cool Earth Partnership, which assists developing countries’ efforts to deal
with climate change, Japan has begun 27 solar electricity generation system projects infor Environment
FY2009. In this article, two JICS staff members assigned to projects in Jordan and Costa
and Climate Change Rica provide overviews of the projects up to completion and discuss some of the difficul“The Project for Intro- ties they encountered.
duction of Clean Energy Jordan:
P P roject Name: The Project for Introduction of Clean Energy by Solar Electricity
by Solar Electricity Naoko Ochiai
Generation System
P O bjective: Installation of solar photovoltaic (PV) systems and implementation ofGeneration System” International Organization
technical training covering basic knowledge of the systems and maintenance(Jordan / Costa Rica)

Division
Third Management Department

Costa Rica:
Akiko Omori
Second Special ProjectManagement Division
Second Management
Department

methods
JordanP Implementing Organizations: Royal Scientific Society (RSS) (Site 1: El Hassan
Science City); Ministry of Tourism & Antiquities (Site 2: Dead Sea PanoramicComplex)
P G rant Amount: ¥640 million
P G enerating Capacity: 280kW (Site 1); 100kW (Site 2)
P H andover Dates: May 24, 2012 (Site 1); February 8, 2012 (Site 2)
Costa Rica
P Implementing Organization: Instituto Costarricense de Electricidad (Costa Rican
Institute of Electricity; ICE)P G rant Amount: ¥810 million
P Generating Capacity: 1MW (Adjacent to the Miravalles Geothermal Power
Plant); 3kW (Within the grounds of the Instituto Costarricense de Electricidad
head office)P Handover Date: November 22, 2012 (Miravalles)

JordanQ1.	Please explain the details of the solar electricity generation system projects in Jordan.

Her Royal Highness Princess Sumaya, the Ambassador of Japan to Jordan, Junichi
Kosuge (front row, right-hand end) and project-related personnel participate in
the ribbon-cutting ceremony at El Hassan Science City

Display showing the amount of sunshine and volumeof electricity generated (Dead Sea PanoramicComplex)

15
JICS’ Major Activities in FY2012

Each site had its own implementing organization, and thetendering procedures and installation period were different.
Consequently, we carried out procurement as two separate packages. Package 1 was for El Hassan Science City,
handled by the Royal Scientific Society (RSS), and Package 2
was for the Dead Sea Panoramic Complex, handled by the
Ministry of Tourism & Antiquities. However, since it is essential to coordinate the schedule and manage the funds forthe project as a whole, we faced the difficulty of needing tobalance the progress of the two packages.
Furthermore, separate from the implementing organizations, there was a government department acting as theliaison for the project, and since each site had a different
The solar PV panels at the Dead Sea Panoramic Complex
contracted company doing the installation work, we sometimes struggled to coordinate the various parties involved. However, thanks to the cooperation we received from all parties,
the installation work was completed without incident. The solar PV systems include a display showing how much electricity
is being generated, enabling people who view the systems to readily see that the electricity being supplied is taking advantage of the country’s long hours of sunshine. This feature also serves to educate the public and raise awareness regarding
the use of renewable energy.
The newly installed systems were handed over to the
Ministry of Tourism & Antiquities on February 8, 2012 andto the RSS on May 24, 2012. At the handover ceremony on
May 24, as an expression of appreciation, Her Royal Highness Princess
Sumaya of
Jordan gifteda shield to all
those involvedin the project,including JICS.

Annual Report 2012

Q2. There were two separate project sites—did this create difficulties?

Japan International Cooperation System

Jordan is one of the countries being seriously affected byclimate change, particularly through such phenomena as
desertification and drought. Despite the country’s location in the Middle East, it lacks commercial petroleum
production and relies heavily on imports to meet its energy
needs. Consequently, improving the country’s energy selfsufficiency ratio and adopting renewable energy sources
are designated as key national environmental policies. The
Japanese government, as part of its Cool Earth Partnership, decided to implement “The Project for Introduction of
Clean Energy by Solar Electricity Generation System” with
Jordan. This would involve the installation of solar photovoltaic (PV) systems at two sites—at El Hassan Science City inthe capital of Amman and at Dead Sea Panoramic Complex.
The solar PV panels at El Hassan Science City
Together with a Japanese consultant possessing technical expertise in solar electricity generation systems, JICS conducted the basic survey in Jordan, verified such aspects as thevalidity of system installation and the effectiveness of the planned sites, and carried out project planning and design. Subsequently, as the procurement agent of the Jordanian government, JICS supervised the overall project, including selection
and contracting of installation companies via a competitive tender, and managing progress of the installation work and the
grant funds.

Part 1

Principal Activities in FY2012

Part 2 Description of Projects

Reference Materials

Costa Rica

Q3.	In Costa Rica, what was the background to the solar electricity generation system project andJapan International Cooperation System Annual Report 2012

how did it proceed?

JICS’ Major Activities in FY201216

The Costa Rican government is very
proactive in dealing with environmental issues. In 2007, it announced atarget of Costa Rica becoming carbon
neutral (equal CO2 emissions andabsorptions) within 20 years, and has
promoted forest plantations to offset
emissions. In addition, the government
is pursuing the use of renewable energy sources, such as geothermal, windand hydroelectric power, and such
sources now account for more than
90% of electricity generation.
As a means of cooperating with theefforts of Costa Rica, the Japanese government decided to implement thisproject by utilizing Japan’s outstanding
environmental technology. After the
Exchange of Notes between the two
Solar PV panels laid out at the foot of Miravalles Volcano
governments, JICS entered a procurement agent agreement with Instituto Costarricense de Electricidad (Costa Rican Institute of Electricity; ICE), and supervised
the entire project, including management of the grant funds and progress of the project. At the end of October 2012, theinstallation project was successfully completed, making it the first megawatt-class solar electricity generation facility inCentral America.
The Costa Rican government plans to make the project a model for future projects, and is using it as a benchmark for theconstruction of second and third solar power generation facilities using the country’s own resources. For this reason, JICS
implemented a training program for employees of ICE from the time the facility was under construction, which was taught
by a Japanese consultant with substantial technical expertise. The course covered the system technology and operation andmaintenance of solar PV systems.

Q4. The project seems to have progressed smoothly, but were there any unexpected hitches?
During the construction of the facility’s foundations, we found someof the concrete on which the solar PV panels were to be mounted to
be in poor condition. When the problem was discovered, we considered the alternatives available for dealing with the situation. If theconcrete needed to be relaid, we wanted to avoid a delay in the construction schedule if at all possible, and we held a number of discussions with the consultant and construction company to achieve thisoutcome. In the end, although some of the foundations had to berelaid, thanks
to superb direction by the
consultant,the sincere
Personnel involved in the project carry out the ribbon-cutting
ceremony
efforts andhigh level oftechnical capabilities of the contractors, and a great amount of cooperation from the Costa Rican side, the project was completed with aminimum of delay. After the facility commenced operation, the Costa
Rican officials praised the Japanese consultant and companies fortheir strenuous efforts and excellent competence.
President of Costa Rica, Laura Chinchilla Miranda (second from theright), and the Ambassador of Japan to Costa Rica, Yoshiharu Namiki,shake hands

Summary of the Project in Both Countries

Q5. Please explain how you leveraged your experience and know-how in these projects.

(Burkina Faso)

Mali

FY2009P Project Name: Projet de construction d’écoles primaires (Phase IV) (The Project forConstruction of Primary Schools (Phase IV))P Objectives: Construction of 68 primary schools (237 classrooms) in Kouritenga,
Boulgou, Boulkiemde and Yatenga provinces, including classrooms, staff housing, toilets
and wells; and the provision of classroom furniture
P Counterpart of Agent Agreement: Ministry of Basic Education and Literacy, Burkina Faso
P Grant Amount: ¥998 million
P Exchange of Notes (Bilateral Agreement): April 2, 2009P Delivery / Opening: March 2013

Niger
Burkina Faso

Capital
Ouagadougou

FY2012P Project Name: Projet de construction et d’équipment de salles de classe dans les écoles
primaries publiques (Phase V) (The Project for Construction and Installation ofClassrooms in Public Elementary Schools (Phase V))
P Objectives: Construction of 63 primary schools (288 classrooms) in Kouritenga,
Boulgou, Koulpelogo, Kenedougou, Houet, Tuy, Balé, Leraba and Comoé provinces
including classrooms, staff housing and toilets; and the provision of classroom furniture
P Counterpart of Agent Agreement: Ministry of Basic Education and Literacy, Burkina Faso
P Grant Amount: ¥1,138 million
P Exchange of Notes (Bilateral Agreement): July 6, 2012P Planned Opening: September 2014 (approximate)

Benin
Ghana
Côte d'Ivoire

Togo

The red portions indicate the nine provinces in which the project has been completed or is currently being implemented

Q1. Please provide an overview of “The Project for Construction of Primary Schools (Phase IV).”In Burkina Faso, there are many classrooms with more than 100 students and many schools have only adobe brick andstraw-thatched buildings. There are also shortages of classroom furniture, such as desks and chairs, while disease outbreaks
due to unclean drinking water are also not uncommon.
As part of the expansion of assistance in the educational field announced by Japan at The Fourth Tokyo International
Conference on African Development (TICAD IV) in May 2008, the Japanese government made the decision in April 2009 to
implement “The Project for Construction of Primary Schools (Phase IV)” (hereinafter the “Fourth Project”) through Grant Aid

17
JICS’ Major Activities in FY2012

Takuya Sei
Third Construction
Management
DivisionFirst Management
Department

Annual Report 2012

Grant Aidfor Community
Empowerment

The children of Burkina Faso have to cope with a learning environment that is far from
ideal. For example, there are many classrooms with more than 100 students in a class andmany schools have only straw-thatched buildings. JICS is involved in ongoing projects
that began with such objectives as increasing children’s opportunities to receive primaryeducation and enhancing the quality of education. In this article, we look at the roles that
JICS is playing in such projects.

Japan International Cooperation System

These projects, encompassing the procurement and installation of solar PV systems, had features in common with both
equipment and materials procurement and major facilities projects that include civil engineering works, which JICS has
handled to date as a procurement agent. We were able to successfully execute procurement operations that contained bothof these elements thanks to JICS’ start as an equipment procurement agent and subsequent experience accumulated in the
management of many construction projects, such as construction of schools and hospitals as part of the Grant Aid for Community Empowerment program.
Through this involvement in the installation of such specialized systems as solar power generation, we believe that JICS
has gained valuable know-how that we will be able to utilize in a wide range of future system construction projects. Thisparticularly pertains to project management and setting conditions for the tendering and contracting process.

Japan International Cooperation System Annual Report 2012

Part 1JICS’ Major Activities in FY2012

18

Principal Activities in FY2012

Part 2 Description of Projects

Reference Materials

for Community Empowerment. This project aimed to increase opportunities for children in Burkina Faso to receive
primary education and to enhance the quality of education.
Grant Aid for Community Empowerment was the first Japanese cooperation scheme to be implemented in Burkina
Faso, and by proactively utilizing local specifications anddesigns as well as local companies and materials, we wereable to realize lower construction costs. As the procurement
agent of the Government of Burkina Faso, JICS supervised
the execution of the entire project, including selection andcontracting of local construction companies and management of funds. During the construction period, theproject encountered a range of difficulties, such as roads toconstruction sites becoming impassable due to torrential
Children wave flags of both countries to greet guests at a handover ceremony
rainfall and the temporary evacuation from the country ofJapanese staff members due to riots that led to a deterioration in the security situation. However, thanks to the great efforts
of all those involved with the project, 68 schools totaling 237 classrooms were completed, providing an improved educational environment for 11,850 students.

Q2.	Please provide an overview of “The Project for Construction and Installation of Classrooms in Public
Elementary Schools (Phase V)” and its current progress.

The strategic development plan for basic education prepared by the
Burkina Faso government (Programme de Développement Stratégiquede l’Education de Base (PDSEB); 2011–2020) has set the goal of achievinga primary education net enrollment rate (the number of students enrolled as a percentage of the population of children aged six to 11 years
only, the original age range for primary school students) of 75% by 2015
and 100% by 2020. The plan also aims to achieve normalization whereby
each classroom is used by students of a single grade rather than a mixture of grades.
Although the primary education net enrollment rate improved from
44% in 2001 to 60% in 2010, the increase in student numbers has led to
The Burkina Faso Minister of Basic Education and Literacy, Mrs.
Koumba Boly-Barry (center, dressed in blue), and the Ambasa shortage of classrooms. Even using makeshift facilities of only wooden
sador of Japan to Burkina Faso, Tsutomu Sugiura, perform theposts and straw-thatched roofs without walls there is still insufficient caribbon-cutting ceremony.
pacity. The situation is so serious that there are overcrowded classrooms
packing in more than 180 children and some schools are refusing enrollments of entire grades. As is apparent from thisdescription, not only is it necessary to replace temporary classrooms and add new classrooms, the shortage of toilets alongwith classrooms and the lack of staff housing in outlying regions means that it is essential to adopt a similar approach to the
Fourth Project by constructing school facilities that include classrooms, staff housing and toilets.
On July 6, 2012, the governments of Japan and Burkina Faso conducted an Exchange of Notes to officially launch “TheProject for Construction and Installation of Classrooms in Public Elementary Schools (Phase V)” (hereinafter the “Fifth Project”). Recognizing the results achieved in the Fourth Project, JICS once again entered a procurement agent agreement with
the Burkina Faso government for the new project. The first batch of tenders and construction contracts has been completed
and construction work has begun. JICS has also begun preparing for the second batch of tenders.

Q3. What experience did you gain in the Fourth Project that could be applied in the Fifth Project?
In the Fourth Project, quality and construction progress greatly depended on the capacity of local construction companies.
In particular, there was a divergence between the quality expectations of the Japanese side and the expectations of local
construction companies, and this had an impact on work progress.
JICS is involved in the Grant Aid for Community Empowerment scheme worldwide, and the knowledge gained throughthese projects is shared across our organization. In Senegal, within the Grant Aid for Community Empowerment project“Projet de construction de salles de classe pour l’enseignement élèmentaire et moyen dans les region de Dakar et Thiès”
implemented from October 2011, we introduced a system of pilot sites, which was effective in improving quality. Based on
this experience, we decided to adopt a similar approach in the Fifth Project in Burkina Faso. The pilot sites serve not only
to remedy the differences in quality standards between Japan and Burkina Faso, but also have the advantage of facilitating
technical guidance and the transfer of technology to local companies.
Within the Fifth Project, school buildings that had shed roofs were converted to gable roofs with steel trusses. Although
the Fourth Project used local standard designs, to further assure construction quality and improve school building durability,

Minister of Basic Education and Literacy, Mrs. Koumba BolyBarry, delivers a message to students

Q4. What do you regard as the main significance of this project?

Annual Report 2012

This project contributes to realizing “Basic education—expansion of access and quality,” stated in the TICAD IV Yokohama
Action Plan, and “Achieving universal primary education,” one of the Millennium Development Goals (MDGs) announced in
September 2000, and meets the assistance policies of the Japanese government.
Along with the Fourth Project, through three school construction projects carried out by Japan since 1995, a total of 228
schools encompassing 707 classrooms have been constructed, and these results have been appraised highly in Burkina
Faso. Apart from these, Japan is currently engaged in several more projects in Burkina Faso, and through these projects JICS
has built extremely strong relationships with many Burkina Faso government agencies. While utilizing these relationships,
we hope to in the future contribute to further enhancing Japan’s presence in Burkina Faso.

Japan International Cooperation System

this enhancement was introduced in the Fifth Project.
During the construction period of the Fourth Project, political instability led to the issuing of evacuation advice to Japanese staff members,
which made construction quality assurance difficult. In the Fifth Project,for sites where the security of Japanese staff members cannot be assured—making site access problematic—it is difficult to conduct efficient construction and obtain the required level of quality. Consequently,
we have agreed with the Burkina Faso government to either postpone
construction in such cases or look for alternative sites.
Although the projects have involved trial and error in many aspects,
both JICS and the Burkina Faso government share the common desire
to complete the schools as soon as possible, and we are committed todeepening our cooperative relationship to realize even greater effectiveness in current and future projects.

19(Bhutan)Kenji Kashiwazaki
First Procurement Management
Division
Second Management Department

P Project Name: FY2010 / FY2012 Grant Assistance for the Food
Security Project for Underprivileged Farmers (2KR)P Objectives: Grant of tillers and other agricultural machineryP Counterpart of Agent Agreement: Ministry of Agriculture andForests, Bhutan
P Grant Amount: ¥130 million (FY2010); ¥110 million (FY2012)
P Exchange of Notes (Bilateral Agreement): March 21, 2011
(FY2010); February 5, 2013 (FY2012)
P Delivery / Completion: March 18, 2013 (FY2010)

Q1.	Please provide a brief outline of the background and objectives of the Grant Assistance for the
Food Security Project for Underprivileged Farmers in Bhutan.
In Bhutan, agriculture is the main industry, accounting for
19% of GDP and 59% of the total population. However,since the entire country consists of rugged mountainous
terrain, the average area cultivated by each farming household is extremely small, and production efficiency is poor.
Consequently, production of such staple food crops as rice
and wheat is unable to satisfy domestic demand. Furthermore, in recent years owing to an increasing number ofyoung people migrating to urban areas rather than taking
over the family farm, rural areas are facing serious labor
shortages and the average age of farmers is increasing.
To help remedy this low productivity, from 1984 to2010 the Japanese government implemented a total of
23 projects to assist the food security of underprivileged
farmers in Bhutan (up to FY2004, Grant Aid for Increase of

The ODA emblem can be seen on a trailer towed by a tiller

JICS’ Major Activities in FY2012

Grant Assistance for the
Food Security Projectfor Underprivileged
Farmers

In Bhutan, although agriculture is the main industry, productivity is low due principally to geographical constraints. To help remedy this situation, since 1997 JICS has carried out the procurement of agricultural machinery. We talked to the JICS staff member responsible for this project
about the benefits generated by Japanese-manufactured agricultural machinery, which enjoys
an immense level of trust among Bhutan’s farmers, and measures aimed at enhancing farmers’
self-reliance.

Part 1

Principal Activities in FY2012

Part 2 Description of Projects

Reference Materials

Japan International Cooperation System Annual Report 2012

Food Production). This mainly comprised the procurement of such agricultural machinery as small tillers and auxiliary trailers
and bottom plows. In particular, Japanese-manufactured small tillers are able to turn in a small radius, making them suitable
for tilling terraced rice paddies and other small-scale plots. Added to their excellent durability and ease of operation, thesemachines have gained a high level of popularity among Bhutan’s farmers. The FY2012 project includes the grant of 152 small
tillers, bringing the total of procurements to date to 2,478 units. Although many farmers wish to purchase tillers, there is a
wait of several years to receive the machines. Within Bhutan, Vietnamese- and Chinese-manufactured machines are beginning to be sold through private-sector channels, but farmers’ strong degree of trust in Japanese-made machinery has led to
the Bhutanese government expressing its hope that grants from Japan will continue.

JICS’ Major Activities in FY2012

20

Q2. What role did JICS play in this project?
Up until FY2012, JICS has participated in local surveys (in FY2011 andFY2012, surveys were conducted together with an external consultant)to confirm the distribution situation of previously granted agricultural
machinery and the usage circumstances of farmers. JICS is engaged
as the procurement agent of the Bhutan Ministry of Agriculture andForests, and the knowledge gained through local surveys is useful inthe procurement of agricultural machinery appropriate to the prevailing situation in Bhutan.
In actual fact, the production volume is increasing among farmers
who use the machinery procured to date, and labor costs are declining.
This is helping to significantly raise incomes and living standards. The
Long-awaited tillers arrive from Japan
auxiliary trailers provided with tillers are also being used effectively tocarry harvested crops and farm equipment.
In addition to monitoring the distribution of procured machinery, JICS also has the important role of checking on the situation for accumulation of counterpart funds. Within the Grant Assistance for the Food Security Project for Underprivileged
Farmers, to achieve the highest possible aid effectiveness, the counterpart government accumulates money received fromthe sale of procured equipment as counterpart funds, which are mandated for specific uses. The Bhutanese government
utilizes these funds effectively for the construction of rural roads and irrigation schemes as well as measures aimed at selfsustaining development.
As one example of this, counterpart funds is being used to build a work facility next to the Agriculture Machinery Centre(AMC). Here, a farm-work machine for attachment to a tractor is being manufactured, and a prototype has already been
completed. At the AMC, repairs are carried out for the machinery granted by Japan as well as the management and sale ofspare parts. The technical capabilities accumulated at the AMC have sufficient potential for the country to move to a newstage of development—the manufacturing of Bhutan’s own agricultural machinery.

Q3. What key issues remain, and what is the future outlook?
The history of Japanese assistance for Bhutan began with the dispatch of the late Keiji Nishioka to Bhutan in 1964. For 28
years, he worked relentlessly for the development of agriculture in Bhutan, and was revered in Bhutan as “Dasho Nishioka,”which means “Nishioka the Great” in Bhutanese. To this day, grant aid and technical aid have continued unbroken. Bhutanesepeople resemble Japanese people in both appearance and character, and are very diligent. In the near future, the country
aims to graduate from Grant Assistance for the Food Security Project for Underprivileged Farmers, and hopes to pursue selfsustaining development.
From the FY2012 project, to bolster Bhutan’s efforts for self-reliance, some of the details of the assistance program havebeen modified compared with the procurement conditions used in the past. Specifically, procurement items are now
focused on small tillers and single reversible plows that accompany the tillers. The cost of spare parts, which previously accounted for 20% of the small tiller “Free on Board (FOB)” price, has been reduced to 5%, and we plan to propose that spareparts be reduced to zero for the next project. By rapidly shifting to a method whereby the recipient country purchases the
goods that the country is capable of purchasing by its own means,
we hope that Bhutan will lift its level of self-reliance. By reducing theamount of grant funds used on spare parts, the number of small tiller
units procured can be increased, thereby increasing the benefits forfarmers.
We are able to make such advances thanks to the healthy relationship built up with Bhutan over many years, and JICS hopes to continue
its participation in the future as a stakeholder in Bhutan’s overall agricultural policy. We intend to focus our full energies on assisting Bhutan’s country-building efforts based on the policy of maximizing Gross
National Happiness (GNH).
Assembly of the newly arrived small tillers

Stakeholder Comment
How do JICS’ stakeholders—from their various perspectives—view the services provided by JICS and Japan’s
ODA programs? JICS’ stakeholders include such parties as the governments and citizens of Japan and its partnercountries, and the companies and NGOs involved in each procurement project. For this report, we asked theAmbassador of the Republic of Benin, a country in West Africa, to give his comments as one such stakeholder.

Rather than offering goods to people in need of help, let us teach them how to make goods
PROFILE

Ambassador of
the Republic of
Benin to Japan

Zomahoun D. C. Rufin

Japan taught me the importance of education

To continue activities in pursuit of the realization of my dream,in March 2002 I established the IFE Foundation in my mothercountry. In addition to the objective of raising the literacy rate
through increased participation in primary education, the foundation aims to contribute to cooperative relationships between
the countries of Asia—including Japan—and the countries ofAfrica. This includes the promotion of collaboration and mutual
understanding in the spheres of education, culture, technology
and medicine.

JICS’ role in contributing to the implementation ofefficient assistance

Benin faces a huge array of issues, not only in education but
across many fields. These include medicine and health care,the environment and food self-sufficiency. However, we, as
the people of Benin, must not shirk our own efforts to become
self-reliant, so that we do not need to depend on assistancefrom overseas. In China, there is a saying, “If you want to help
people in need, rather than giving them things, teach them
how to make things. It is better to give them a job.” Benin is anagricultural country, so even though it is important to receive
rice, what we really want is to learn how to raise the productivity of our own rice farming. We want to be taught effective
methods. In the ODA carried out by Japan to date, I believe that
JICS has played an important role as our agent, by providing
necessary services and procuring equipment, as well as fromthe perspective of project management. I have observed that
JICS is constantly thinking about how Japan’s ODA funds—
from the taxes paid by Japanese citizens—can be utilized mosteffectively. I want JICS to continue to play an active role, andnot only within Japan’s ODA. Of course, that will bring evengreater responsibilities. However, I am sure JICS will rise to thechallenge and respond to the demands placed upon it.
*1: The total number of schools built through the Primary Schools Construction Project(FY1996, FY1997 and FY2003) and the Fourth Primary Schools Construction Project(FY2007) implemented by Japan.
*2: Planned number of schools to be built under the Fifth Primary Schools Construction
Project

P Main Results Achieved by JICS in the Republic of Benin (Results relating to Japan’s Grant Aid Schemes)
Grant
Japanese Government
Project Name
Content of Project
Year
Grant Amount2007 FY2007 Grant aid for community empowerment“Fourth Primary Schools
Construction Project”¥1,030 million

2008 FY2008 Non-project grant¥500 million
aid
2012 FY2012 Grant aid for com- ¥1,227 million
munity empowerment “Fifth
Primary Schools Construction Project”

JICS’ RoleThe construction of 57 primary schools encom- As procurement agent for the Government ofpassing 275 classrooms in Kouffo Department,
the Republic of Benin, selection and contracting
Zou Department, Collines Department and Dan- of local construction companies, supervision of
gbo City within Ouémé Department; and installa- construction work and management of funds
tion of equipment used in the school classrooms
Procurement of deformed steel bar and corruSelection and contracting of suppliers, supervigated galvanized sheet ironsion of delivery and management of funds
Construction of 53 primary schools encompass- As procurement agent for the Government ofing 241 classrooms in northwest Benin; installa- the Republic of Benin, selection and contracting
tion of educational equipmentof local construction companies, supervision of
construction work and management of funds

21
Stakeholder Comment

Fulfilling the dream of making primary education
universal

In Benin, all primary school fees were abolished in 2006, andto date through ODA programs the Japanese governmenthas built 185 primary schools (795 classrooms)*1. Moreover, afurther 53 schools (241 classrooms) *2 are planned for construction. Thanks to these efforts, many children are now able to attend school. Among the countries carrying out ODA programs,
Japan’s ODA is the most splendid. We, the people of Benin, arefilled with gratitude. According to Benin government statistics
from October 2012, the school enrollment rate is more than82%.

Annual Report 2012

When I first came to Japan, the thing that surprised me themost was the country’s 100% literacy rate. That was unthinkable in my mother country. The official language of Benin is
French, but 75% of the population was unable to read or write.
That was because most people in Benin either never attended
school or were unable to maintain attendance. Although
primary school is compulsory in Benin, there were few schools
and students had to pay fees. Children from homes with nofinancial resources could not go to school, and instead from ayoung age had to help at home doing agricultural chores andother work.
Despite Japan’s small land area and lack of mineral resources,
it has developed into an economic superpower. Comparing
my own country with Japan, I became aware of how important education is to the development of a country. To ensurethat education becomes universal, it is vital that compulsory
education be free. I have come to dream of building many
primary schools in Benin using my own resources. Thanks to
my appearances on Japanese television programs, I was able
to publish two books—Zomahoun no Hon and Zomahoun, Oi
ni Naku—which became best sellers. Using the royalties fromthose books, I was able to build Takeshi Primary School, Edo
Primary School and Meiji Primary School. The reason I named
the schools after Japanese historical eras and a Japanese given
name was because I wanted to express my gratitude towards
Japan and also because I hoped that children in Benin would
take an interest in Japan.

Japan International Cooperation System

Born in Dassa-Zoumé, Republic of Benin, in 1964. In 1987, became a state-sponsoredoverseas student at the Beijing Language and Culture University, China. Came to Japan
at his own expense in 1994. In 1999, enrolled in the dissertation course of the doctoral
program at Sophia University, Tokyo. Has appeared in various Japanese television programs, including Koko Ga Hen Da Yo Nihonjin. Assistant to Takeshi Kitano, film director
and actor. In 2000, built Takeshi Primary School in Benin. Since 2004, Special Advisor to
the President of the Republic of Benin. In 2004, established the non-profit organization(NPO) IFE in Japan. Appointed Ambassador of the Republic of Benin to Japan in 2011.

Part 1

Principal Activities in FY2012

Part 2 Description of Projects

Reference Materials

JICS Recent Events

Japan International Cooperation System Annual Report 2012

FY2012 Meetings of the Board of Trustees and the Board of Directors
In FY2012, the first year of JICS’ transition
to a general incorporated foundation,
the Board of Directors convened six
times and the Board of Trustees convened twice.
The Board of Directors met more
frequently than in the past, thereby
enabling timely reporting and deliberation on such matters as the foundation’s
management situation and progressof the newly launched Medium-term
Operational Action Plan. This was carriedout to ensure the sound operation of
the foundation.
The table on the right-hand side sets
out the main deliberation items andreported items at the meetings.
* The Management Summary Report for the fourth
quarter was presented at the first ordinary meeting of
the Board of Directors for FY2013 held on June 5,
2013.

JICS Recent Events

22

First Ordinary Meeting of the Board of Directors for
FY2012 held on June 6, 2012

Date

Meeting Type2012
April 20First Extraordinary Meetingof the Board of
Directors

AgendaO Establishment of the Board of Directors Operation Regulations
O Establishment of the Directors’ Rules of Authority
O Decision regarding basic fund
O Discussion of compensation to the external auditor
O Discussion of Contracts for Limitation of Liability for external directors
and the external auditor
O Discussion of appointment of advisors
O Discussion of FY2012 operating policies, operating plan and budget
June 6First Ordinary O FY2011 Business Report
Meeting of the O FY2011 Settlement of Accounts and Audit Report
Board of Direc- O Discussion of convocation of the Ordinary Meeting of the Board of
tors
Trustees (including agenda)
O Discussion of audit rules by auditors
June 22
Ordinary Meet- O Establishment of the Board of Trustees Operation Regulations
ing of the Board O Appointment of the Chair of the Board of Trusteesof Trustees
O Establishment of the rules regarding compensation and expenses for
directors and trustees
O Discussion of the FY2011 Business Report
O Discussion of the FY2011 Settlement of Accounts and Audit ReportAugust 30 Second Extraor- O Partial amendment of rules regarding JICS full-time director retirement
dinary Meetingallowanceof the Board of O Establishment of system for reporting by full-time directors to auditors
Directors
O Establishment of policy regarding management of conflict of interest
O Report on execution of duties of President and Vice President
O Management Summary Report for the first quarter
O Implementation status of the Medium-term Operational Action Plan
November Third Extraor- O Management Summary Report for the second quarter
15
dinary Meeting O Implementation status of the Medium-term Operational Action Planof the Board of O FY2013 Budget formulation policy
Directors
2013
Fourth Extraor- O Partial amendment of rules regarding the JICS Support for NGOs andFebruary dinary Meeting
the relevant notification
19of the Board of O Establishment of the JICS Risk Management Regulations
Directors
O Discussion of omission of resolution regarding proposal to trustees
O Management Summary Report for the third quarter
O Implementation status of the Medium-term Operational Action Plan
O Discussion of internal control audits relating to non-income andexpenditure transactions
Late
Decision
O Appointment of a trustee
Februof Board ofary–Early Trustees via
Marchomission ofresolution
March 19 Second Ordi- O Discussion and resolution of FY2013 draft operating policies andnary Meeting
operating planof the Board of O Discussion and resolution of FY2013 draft budget
Directors
O Discussion of partial amendment of JICS Organizational Regulations
O Discussion of FY2013 advisor appointments
O Report on status of execution of duties of President and Vice President

NGO Support Activities of JICS in FY2012: Reports on Activities and Exchange of Views
Since FY1999, JICS has conducted Support for NGOs. This program aims to promote the development of NGOs activein the international cooperation sphere,
and involves the provision of financial
support to approximately 10 NGOs witha maximum of ¥1.0 million per NGO

each year. The funds are used to support
NGO activities and the financial foundations of NGOs.
On October 17, 2012, 12 of the NGOs
supported in FY2010 reported on activities carried out using JICS’ support andthe results of those activities. There was

P Participating NGOs
Asian Community Center 21 (ACC21)
Africa Children Education Fund (ACEF)
Education Sponsorship in Asia
Fukuoka NGO Network (FUNN)
Kansai NPO AllianceInternational Volunteer Center Yamagata(Approved Specified Non-Profit Organization IVY)
Committee for Assisting and Promoting Education
for the Disabled in Sudan
Nagoya NGO Center
Japan Association for Refugees
Human Rights Now
Community Road Empowerment (CORE)
Link ~ an organization for linking together forest, water & people

also an exchange of views with external
experts. The event also included an exchange of views on a theme selected by
the participating NGOs—“NGO Fundraising (Differences between the Tokyo Area
and Other Regions)”.

One of the NGOs presenting its activity reportNGO Support Activities of JICS in FY2012
support through the program and NGOs
active in regions outside of the Tokyo
area. Applications were received from a
total of 33 NGOs, and 12 of these groups
were selected to receive support after
deliberation by the Review Committee.
As has been the case in recent years,
many of the applications were for Funds
for Strengthening the Foundations of
the NGOs*. Assistance to reinforce thefoundations of NGOs is a distinctive
characteristic of this program. There arevery strong needs among small andmedium-sized NGOs working to achieve
stable management and more robust
foundations, and JICS receives manysuch applications each year.
JICS is committed to steadily carryingout this program in the future.
* Support for expenses necessary to stabilize andstrengthen organizational management

P NGO Support Activities of JICS in FY2012: Groups Selected to Receive Support
Name of NGO

Country of Activity
Sri Lanka

Japan Association for
Maetao Clinic

ThailandCaring for YoungJapan
Refugees Aichi
Development Educa- Japantion Association andResource Center (DEAR)
Go! Fly! Wheelchairs
Japan
Bangladesh
Haiti

Association forJapan
Shaking Hands
with Bangladeshis
Nonprofit Organization Myanmar
Network HITO
Birumero no kai
Myanmar
Free The Children Japan Japan
Love green Japan (LGJ) Japan

Grant Amount (Yen)

To continue wheelchair reuse projects overseas, begin charging fees for wheelchair Funds for strengthening therepair and cleaning services in Japan and establish a management foundation
foundations of the NGO ¥464,000
To improve residents’ nutrition and enhance incomes, aim to enhance developProject operation expenses
ment and production technology for soy processed products and promote sales by ¥1,000,000
dispatching experts and installation of factory equipment
To secure food supplies and help people escape poverty, with the aim of improvProject operation expenses
ing agricultural productivity, purchase agricultural machinery and equipment and¥713,000
dispatch experts
Assign full-time staff and strengthen public relations and administration with the aim Funds for strengtheningof increasing membership and cooperating organizations, and establish a manage- the foundations of the NGO
ment foundation¥1,000,000
To assist local people and women in Myanmar achieve self-reliance, dispatch Japa- Project operation expenses
nese language education and sewing instruction experts¥918,000
With the objective of providing preschool children with basic learning skills, conduct Project operation expenses
workshops to improve educational techniques of small temple-school instructors¥700,000
Review sponsor targeting, prepare brochures for different sponsor categories,
Funds for strengthening thestrengthen public relations, including renewal of the donation web site, and estab- foundations of the NGO
lish a management foundation¥970,000
Assign full-time staff, install necessary equipment and strengthen public relations
Funds for strengthening theand administration with the aim of increasing membership and cooperating organi- foundations of the NGOzations, and establish a management foundation¥960,000

Establishment of Task Forces to Enhance Operational Efficiency and Standardize Documentation
Accompanying JICS’ transition to a general incorporated foundation, the organization must cope with a more competitive environment than in the past.
From the perspective of strengthening
our organizational systems to makethem more responsive to the competitive environment, we established twointernal task forces—one assigned to theenhancement of operational efficiency
and the other assigned to the standardization of documentation. These task
forces analyzed operational procedures
used to date as well as issues relating todelivered output.
In the Operational Efficiency Task
Force, with the objective of raising theefficiency of administrative procedures
relating to written approvals required

as part of operations, the processes oforganizational decision-making andinformation sharing were overhauled.
In the Documentation Standardization Task Force, to increase the convenience of clients, we overhauled theTask force membersdelivered output from the perspective of
quality management, and standardized
content to make it more easily understood by clients. These efforts aim toachieve a more consistent format for our
diverse operational documentation.

23
JICS Recent Events

Japan Bangladesh
Cultural Exchange
Association
Haiti-No-Kai

Support Content

With the aim of achieving stable dairy product supplies, to enhance water buffalo
Project operation expenses
breeding and management technology and ensure access to milk, carry out techni- ¥1,000,000
cal training and construction of cowsheds and dairy factories
To prevent infection spread within the hospital, establish hospital internal manage- Project operation expenses
ment guidelines and conduct workshops to increase awareness; supplement equip- ¥923,000
ment and materials in short supply
With the aim of strengthening public relations and organizational capabilities, pro- Funds for strengthening theduce a web site and conduct fundraising training
foundations of the NGO ¥513,000
Hold training sessions to nurture development education practitioners, mentors and Project operation expenses
coordinators in the Hokuriku region¥820,000

Annual Report 2012

NPO Ai Mirai

Japan International Cooperation System

With the objective of contributing to thedevelopment of the international cooperation activities of civil society groups,
JICS provides financial support to small
and medium-sized Japanese NGOs that
conduct aid activities for developing
countries. Accompanying JICS’ transition
to a general incorporated foundation
in FY2012, this program is classified asplanned expenditure for the public fund.
In FY2012, applications included thosefrom NGOs that have previously received

Part 1

Principal Activities in FY2012

Part 2 Description of Projects

Reference Materials

Japan International Cooperation System Annual Report 2012

Participation in International Cooperation EventsIn FY2012, JICS participated in two international cooperation events.
On October 6 and 7, 2012, JICS exhibited a booth at Global Festa Japan 2012
in Hibiya Park, Tokyo. The booth exhibit
included introductions to solar electricity generation projects and Non-Project
Grant Aid. The latter project exhibit
explained how the scheme contributes
to recovery by granting products madein areas directly affected by the Great
East Japan Earthquake.

Employees that have recently joined
JICS provided a panel display for students explaining their own career paths
and the work in which they are involved.
During the event, the employees who
produced the display directly responded
to questions from students. Many students showed interest in career opportunities at JICS, and there were a large
number of questions fielded.

On February 2 and 3, 2013, JICS exhibited a booth at the One World Festival held at Osaka International House.
The exhibit introduced JICS’ role in theexecution of ODA and the JICS support
program for NGOs. After the event on
February 2, JICS participated in an NGO
support program explanatory meetingand social exchange with participatinggroups. JICS used this opportunity tointroduce the application process for the
JICS NGO Support Program.

At Global Festa Japan 2012, JICS staff provide an
explanation of the solar electricity generation projects

Recently joined JICS employees answer questions on
career paths

The JICS booth at One World Festival

JICS Recent Events

24

Initiatives to Promote Understanding of International Cooperation
To deepen understanding among thegeneral public of international cooperation, ODA and JICS’ operations, JICS
accepts school groups engaged in integrated studies and dispatches lecturers
to schools and universities.
Date

SchoolFebruary
16, 2013

Japan Women’s
University AffiliatedJunior High School
Higashiyama
Junior High School,
Meguro, Tokyo

March 14,2013

In FY2012, lectures were given at two
schools. Details are shown in the tablebelow.

Theme

Content

International
The lecture for eighth-grade students covered a general introduction to ODA and the current situation
understanding class in Afghanistan. The JICS lecturer explained the position and circumstances of women and children in(Afghanistan)
Afghanistan.
Look at the world! JICS president Toru Nakatani gave a lecture to ninth graders. He explained that maintaining Japan’s presWhat we want to
ent standard of living depends on partnerships with the international community, and cited examples ofhold as important support from countries around the world when Japan was struck by the Great East Japan Earthquake to
as Japanese
reinforce the importance of international cooperation. He also talked about the courtesy and manners thatare important to Japanese people.

Students listen intently to the explanations given by a JICS staff member (Japan
Women’s University Affiliated Junior High School)

The lecture being given by President Nakatani (Higashiyama Junior High School,
Meguro, Tokyo)