Part

1 Principal Activities in FY2011

Part

1

Principal Activities
in FY2011

Japan International Cooperation System Annual Report 2011

3

Part

1 Principal Activities in FY2011

Highlights of Operations in FY2011
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cretary Generalchanged from
August 1, 2011.
 Former Vice
President: Takashi Sakamoto
New Vice Presid
ent: Toshiyuki Ezuka Former Secr
etary General: Toshiyuki Ezuka
New Secretary
General: Nobuh
iko Kawakami
Note: With theorganizational

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Kawakami was inted Vice President and then , then-Vice President
appointed Senio-Ser Director Gene cretary Generalral.

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Highlights of Operations in FY2011

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4

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High
Japan International Cooperation System Annual Report 2011

Part

1 Principal Activities in FY2011

Provision of G
rant Aid for C
Empowermenommunityt to 32 Projects
Grant Aid forCommunity Em
powerment wasin 2006 to supp
establishedort comprehen
sive capacity dein communities
velopment
facing poverty,
hunger, infectio
eases and othe
us disr fundamental
issues. JICS has
total of 32 proj
supported aects in 23 countries and regionin Africa unders centered
this assistancescheme throughof March 2012.
the end
These projects
have included
the constructio
support for
n of 421 schools with 2,336 clas
and these facilit
srooms,ies have madeit possible for ov
children to atte
er 102,700
nd school.

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mentram Grant
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Highlights of Operations in FY2011

lightsJapan International Cooperation System Annual Report 2011

5

Part

1 Principal Activities in FY2011

SpecialFeature Commencement of a New Organizational

Structure

Commencement of a New Organizational Structure

Through such measures as the transition to a general incorporated foundation,
the formulation of a Medium-term Operational Action Plan, and the strengthening of
its organization and human resources, JICS aims to become the world's best service provider
in the international cooperation field.
In April 2012, JICS made the transition to a not-for-profit general incorporated foundation. Although it
was originally envisaged that JICS
would make a transition to a public
interest incorporated foundation,
after consideration of the operating
environment—which is undergoingsignificant changes—and from theperspective of organizational continuity, it was determined that thetransition to a not-for-profit generalincorporated foundation would be
the most appropriate course. In thisspecial feature, we outline the pretransition measures carried out in
FY2011 and the future direction of
JICS’ operations.

Establishment of Task Forces and Formulation of New Policies
In our preparations for the transition, we anticipated an operating environment
harsher than has previously prevailed, and we established three task forces covering
operations, human resources and organization, respectively. These task forces considered solutions to various issues from the perspective of bolstering JICS’ competitiveness and other factors.
Furthermore, we formulated a set of new fundamental organizational management policies, which we have called “Mission, Vision and Value” (MVV). Utilizing theopportunity provided by our transition to a general incorporated foundation and theformulation of a Medium-term Operational Action Plan—which is explained below—
we newly considered policies that would replace the existing “JICS Vision”. We particularly emphasized the importance of each employee thoroughly assimilating thesepolicies and maintained a bottom-up process of discussions involving the entire
organization to determine the policies’ content. Our future task is to ensure that MVV
is fully understood and implemented throughout the organization.
Although there are certain tax-related advantages to adopting
the status of a public-interest incorporated foundation, it requiresthat an organization continue to meet strict standards relating to
its public-interest authorization. In contrast, although a generalincorporated foundation does not receive favorable tax treatment, restrictions on organizational management are not as great
as those relating to a public-interest incorporated foundation.
At the March 2011 Board of Directors (photograph), to ensureorganizational continuity and our ability to provide stable
contributions to the field of international cooperation throughprocurement-related services, it was concluded that the mostappropriate course of action would be to apply for the status ofa general incorporated foundation.

Operations

Implementation of the Mediumterm Operational Action Plan

Strengthened
Competitiveness

Organization

Human Resources

To drive future operations, we formulated the Medium-term Operational
Action Plan—which runs for three years
starting FY2012—and set the goal of
becoming “the world's best service provider in the international cooperation
field” as our ideal state of the organization in 10 years time. As medium-term
numerical targets, the plan stipulates“over 5% of operations undertakenin the area of Japanese ODA loan programs,” “over 10% of operations undertaken in programs with international
agencies and organizations” and “netequity of ¥1.5 billion.”
To achieve this ideal state, the plan
articulates the following two directions
for JICS’ operations.
(1) F urther expansion of our existing
operations focusing on procurement agent services

6

Japan International Cooperation System Annual Report 2011

Part

1 Principal Activities in FY2011

JICS became
a general
incorporated
foundationin April
2012.

MISSIONJICS will contribute to the peace and stability of theworld as a player in the international cooperation field.

VISIONJICS will set a goal to be the world’s best service
provider in the international cooperation field.

VALUE

Impartiality, fairness and transparency
Reliability
Maximizing the impact of aid
Creativity and Challenge

Toward becoming “the world's best service provider in the international cooperation field”
Over 5% of
operations undertakenin the area ofJapanese ODA loan

Procurement agent services form thecore of JICS’ operations. Although thereliable execution of these services isessential, when focusing on the future
development of the organization,
we believe that it is necessary to focus
not only on conventional procurement
agent services but also examine
potential ways of expanding our operational scope.
(2) Development of new businesses
As one approach to realize the development of new businesses, we held JICS’
first ever internal “business proposal
competition.” Several new business proposals were received, and two of themwere chosen as the basis for efforts
aimed at achieving commercialization.
To ensure the proactive developmentof new businesses, it is our policy tohold such proposal competitions ona regular basis.
In the area of new business development during FY2011, we implemented
the following three key initiatives.

(a) R egistration as a procurement agent
with the World Bank
As one of our measures to grow into
an international procurement organization, we undertook registration procedures to become a procurement agent

Over 10% of
operations undertaken in programs withinternational agencies
and organizations

Net equity of¥1.5 billion

recognized by the World Bank, andgained registered status in September
2011. Based on a medium- to long-term
perspective, we intend to implement awide range of measures aimed at gaining service contracts with the World
Bank.

(b) P ersonnel dispatches to international agencies and organizations
We are implementing human resource
development measures designed topromote growth as an international
procurement organization. Specifically,
we are undertaking the dispatch of
personnel for such positions as international procurement specialist andinternational cooperation coordinator.
(c) Winning new service contracts throughcompetitive proposals
In FY2011, we gained the following newservice contracts.
O T ransportation operator selection support
services for the Japan External Trade Organization (JETRO)
This contract was won through a bid
based on a public notification by JETRO.
It involves the provision of support for
selection procedures relating to companies undertaking transportation services vis-à-vis enterprises and organizations participating in JETRO-organizedJapan International Cooperation System Annual Report 2011

overseas trade exhibitions and trade
fairs. Transportation operators provide
customs clearance and shipment services for goods to be exhibited overseas
as well as the return of items to Japanfollowing the conclusion of such fairs.
O Ex-post procurement audit under Japanese
ODA loanThis contract was won through a bid
based on a public notification by JICA
for post-procurement audit services relating to loan aid programs. Within loan
aid programs, focusing on Special Terms
for Economic Partnership (STEP) loans
involving the utilization of technology
and know-how of the Japanese firms
and loan agreements involving a largescale loan amount, JICS carried out
audits for total of 41 programs basedon the consultant contract signed with
JICA in FY2010 and this new contract
with JICA.
O Procurement execution-related facilitationand support services for JICA
This contract was won through a bid
based on a public notification by JICA,
and relating to an urgent development
study being carried out by JICA, called
Sri Lanka, Mannar District, Resettlement
Community Urgent Reconstruction
Planning Project. Within this project,
on behalf of the local JICA office JICS
attended construction work inspections in relation to the construction ofa variety of facilities, which is being undertaken to support resettled residents
in the rebuilding of their lives. JICS also
prepared documentation relating to thehandover of completed facilities.

Commencement of a New Organizational Structure

Formulation of Medium-term
Operational Action Plan (FY2012–FY2015)

Within the Japanese ODA loan executed by the Japan
International Cooperation Agency (JICA), post-procurement auditing services are carried out each year
to confirm the appropriate execution of selection andcontracting procedures for consultants and construction companies contracted by the counterpart(recipient) country.
In FY2011, JICS implemented post-procurement
audit services in relation to 41 loan aid programs.
This photograph shows a meeting at the Indonesian
Ministry of Public Works to report the results of anaudit following the completion of services.

7

Part

Strengthening JICS’
Organization and Human
Resources
To coincide with the transition to a
general incorporated foundation, JICS
implemented an overhaul of its organization, moving to a new structure comprising two offices, five departments
and 18 divisions. In human resources,from the perspective of the development of people capable of excelling in
an international procurement institution, we prepared a Human Resources
Development Grand Design, which is
being implemented starting FY2012.

1 Principal Activities in FY2011

1

Abolition of the secretariat system under which the Secretary General presided over the General Affairs Department and Operation Departments(strengthening of checks and balances between management and operations functions)Pre-reform

Post-reform

President

President

Vice President

Vice President

Commencement of a New Organizational Structure(1) Organizational Reform(a) Transition to structure comprising two offices, five departments and 18 divisions
We changed from our FY2010 structure
comprising three departments and 16
offices and divisions, to a new one inwhich the size of each organizational
unit has been reduced, better enabling
managers to keep closely in touch with
their subordinates’ progress and provide
more detailed guidance and supervision than was possible in the past.
(b) Establishment of an International Organization Division
Until now, operations relating to international agencies and organizations
were aggregated with other operations and managed and carried out
by a single division. However, under
the Medium-term Operational Action
Plan, we are aiming to increase projects
undertaken for international agencies
and organizations to the level of 10% of
JICS’ overall operations. Consequently,
we have established an independent
division to handle operations relating
to international agencies and organizations under a structure designed toensure the reliable execution of suchoperations. The new International
Organization Division will also constitute a base from which to expand these
operations in the future.
(2) Human Resources Development
Grand Design
We recognize that the planned andsystematic development of people
capable of excelling in an international
procurement institution is one of themost crucial issues JICS must address
now and in the future. Based on thisrecognition, we formulated the Human
Resources Development Grand Design.
Specifically, coinciding with theabovementioned organizational reform,

8transition to a not-for-profit generalincorporated foundation, we undertook
the measures outlined above, culminating in the transition implemented in
April 2012.
We intend to continue pursuing a
range of initiatives to bolster our organizational and human resource strengths,
thereby broadening opportunities to
win service contracts, as we strive to become “the world's best service provider
in the international cooperation field”.

we appointed 13 new managers. We areaware that these new managers must
be developed by the entire organization as JICS carries out its day-to-day
operations.
From FY2012 onward, we will increase our focus on personnel development based on this Grand Design,
which we will modify as necessary tomeet the organization’s changing situation and needs.
In FY2011, in preparation for the

Secretary General
General Affairs
Department

First Management
Department2

To facilitate more meticulous
operations management,
overhaul of the structure
comprising three departments
and 16 offices and divisions andchange to a new structure
comprising two offices, fivedepartments and 18 divisions

General Affairs
Department
Second Management
Department

3

4

The previous Office ofManagement Planning under the
General Affairs Department and
the Planning and Coordination
Division and Office of Quality
Management under the FirstManagement Department now
come under the newly
established Planning and
Coordination Department

Establishment of Country
Assistance Divisions to coordinate
countries and regions, particularly
where multiple schemes arebeing executed in individual
countries

Pre-reform

Personnel Affairs Division
General Affairs Division

Personnel Affairs Division
GeneralAffairs
Department

General Affairs Division

Finance and Accounting Division

Finance and Accounting Division
Planning and
Coordination
Department

Planning and Coordination Division
Office of Quality Management

First Construction Management Division

SecondManagement
Department

Quality Management Division

Second Construction Management Division
Third Construction Management Division

Second Construction Management DivisionFirst Procurement Management Division

Management Planning and Coordination DivisionFirst Construction Management Division
First
Management
Department

Grant and Loan Cooperation Support Division

Third Construction Management Division

Establishment of the International Organization Division,
which aims to increase thenumber of contracts withinternational agencies andorganizations

Office of Management Audit

Office of Management Planning

First
Management
Department

5

Post-reform

Office of Management Audit

GeneralAffairs
Department

Senior Director
GeneralFirst Procurement Management Division
SeniorDirector
GeneralSecond Procurement Management Division

Second Procurement Management Division
SecondManagement
Department

Third Procurement Management DivisionFirst Special Project Management Division

Third Procurement Management Division

Second Special Project Management Division

Office of Special Project Management

First Country Assistance Division

Office of Contract Examination

Second Country Assistance Division
Third
Management
Department

International Organization Division
Grant and Loan Cooperation Support Division
Technical Cooperation Support Division
Office of Contract Examination

Japan International Cooperation System Annual Report 2011

Part

1 Principal Activities in FY2011

The Role of JICS in ODA
The Needs Fulfilled by ODA
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 that cannot 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 animportant part of its national policy.

ODA refers to economic cooperation undertaken by theJapanese 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 organization. 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,

Grant Aid-related Operations
With the objective of contributing to the economic and social
development of developing countries, grant aid is a formof assistance that includes no requirement for the recipient
country to repay the funds needed for the procurement ofgoods, equipment and services. JICS is involved in the execution of the following grant aid schemes.

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 thesecretariat for intergovernmental consultative committees,
which are tasked with monitoring the distribution of the procured foodstuffs as well as the counterpart funds* depositedby recipient governments. Furthermore, since 2007 JICS has
been undertaking procurement agent services, including themanagement of funds.
In FY2011, JICS provided procurement agent services for 44
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.

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

Grant
Aid-related
Operations

JICS’ sphere of involvement

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
Cooperation-related
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)

Grant assistance for the food aid project(KR)

Cultural grant aid
Non-project grant aid

Bilateral Grants

Bilateral Aid

The Role of JICS in ODA

The Role of JICS in ODA

equipment and 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.

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.

Japan International Cooperation System Annual Report 2011

9

Part

1 Principal Activities in FY2011

The Role of JICS in ODA

L Grant Assistance for the Food Security Project for
Underprivileged Farmers (2KR)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
this scheme in 1977, and it is carried out in Asia, Africa, Central
and South America, Eastern Europe, the Commonwealth of
Independent States (CIS) and others. The alternative name forthis program is 2KR, which is derived from the name KR that isused 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 a procurement management agent to undertakethe 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 the counterpart funds deposited by recipient
governments. Additionally, since FY2004 JICS has been undertaking procurement agent services, including the management of funds.
In FY2011, JICS cooperated with studies in 6 countries andprovided procurement agent services for 13 Grant assistancefor the food security project for underprivileged farmers
procurements.

L Cultural Grant Aid

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
and equipment, and construction of facilities necessary for the
aforementioned cultural and educational activities. Generalcultural grant aid is carried out vis-à-vis governmental andpublic agencies while grassroots grant aid is provided to nongovernmental organizations (NGOs) and local public agencies.
JICS’ role: The Ministry of Foreign Affairs 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 manage-

Storage warehouse (Mauritania) procured under Grant assistance for the food aid
project (KR) for rice

10

ment works running all the way through to management ofequipment and materials delivery.
In addition, from FY2000 through FY2009, JICS was engaged in a range of follow-up services including the dispatchof 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 theanalysis of project applications.
In FY2011, JICS analyzed Grassroots cultural grant aid project applications under contract with the Ministry of Foreign
Affairs, conducted preliminary study and application analysesof General cultural grant aid projects under contract with JICA
and provided 32 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 toany 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 two governments.
In FY2011, JICS provided a total of 44 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, conflict refugees and displaced
persons. One important feature of this scheme is that it can beused to quickly procure and deliver the necessary items. Emergency grant aid can also be used to support democratizationin developing countries, including the holding of elections,and to support post-conflict reconstruction development.
JICS’ role: Since FY1998, based on Agent Agreements signedwith developing country governments, JICS has been
appropriately managing grant aid funds and carrying out

Four-wheel tractors procured under Grant assistance for the food security project(2KR) (Moldova)

Japan International Cooperation System Annual Report 2011

Part

1 Principal Activities in FY2011

emergency procurement of necessary goods, procurement
procedures required for the construction of facilities and project management operations.
In FY2011, JICS provided procurement agent services fora total of 12 Emergency grant aid projects including projects
continuing in Iraq and Afghanistan, and new projects in Thailand, Palau and other countries.

L Grant Aid for Conflict Prevention and Peacebuilding

L Grant Aid for Disaster Prevention andReconstruction

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
and manages 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 theJudo demonstration at the Cultural grant aid handover ceremony (Guatemala)

L Grant Aid for Community Empowerment

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 tomeet procurement 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 carryingout the procurement of necessary goods and equipment andhandling the procurement procedures of such services as
those provided by consultants and construction companies
for facilities construction.
In FY2011, JICS provided procurement agent services for a
total of 28 Grant aid for community empowerment projects:
22 for projects continuing from the previous fiscal year and six
for new projects in Africa and Asia.

The Role of JICS in ODA

The objectives of this scheme are to assist developing countries in conflict prevention and peacebuilding efforts throughsuch measures 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 type of grant aid has been implemented since
FY2002 as part of Non-project grant aid.
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 accordancewith the particular characteristics of the assistance being
provided. Core services include the management of aid funds.
In FY2011, JICS provided procurement agent services
for a total of eight Grant aid for conflict prevention andpeacebuilding projects including projects continuing since
before the previous fiscal year in Sudan (the present Republicof South Sudan), Palestine, Afghanistan, Cambodia, Haiti andother countries, and new projects in Uganda.

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 FY2011, JICS provided procurement agent services for a
total of two Grant aid for disaster prevention and reconstruction projects in areas suffering earthquake and cyclone disaster, including projects continuing since before the previous
fiscal year.

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 ofclimate change-related policies and response plans, and forthe 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

Remote medical system provided with Non-project grant aid (Cameroon)

Japan International Cooperation System Annual Report 2011

11

Part

1 Principal Activities in FY2011

global warming, antipollution measures and protection of thenatural environment.
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,
handling the procurement of such services as those provided
by consultants and construction companies, and providing
overall project management services.
In FY2011, JICS provided procurement agent services fora total of 68 Program grant aid for environment and climatechange projects: 65 for projects continuing from the previous
fiscal year, and three for new projects.

The Role of JICS in ODA

Technical Cooperation-related Operations
Technical cooperation promotes nation building in developing countries by facilitating the adoption of technology
among people in developing countries and by helping toraise the level 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
and volunteers 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 documentationas technical specifications and tender documents, and procurement operational support for JICA overseas offices (onlyproviding procurement operational support at JICA overseas
offices as of September 2012).
In FY2011, JICS conducted purchase and delivery works for
96 equipment and materials procurements, and for 330 equipment and materials procurements to be sent together withexperts, and also dispatched short-term assistance staff to 23
countries.

Assembling an engine bench using equipment introduced through Technicalcooperation-related operations (Saudi Arabia)

12

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 theimplementation of loan aid to developing countries, the lending terms are determined after consideration of a broad range
of factors, 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 ownershipof the development 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 FY2011, JICS conducted 310 primary checks for projects
in Southwest Asia, Latin America, Africa, the Middle Eastand Eastern Europe. JICS was also responsible for survey
works on strengthening procurement management at
JICA headquarters.

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 arepart of the United Nations, and international development
finance institutions, such as the World Bank.
JICS’ role: Since FY2006, JICS has provided procurement services for multilateral aid-related programs carried out byinternational agencies and organizations, including projectworks commissioned by the ASEAN Secretariat using part of
the Japan-ASEAN Integration Fund (JAIF) established by theJapanese government to support ASEAN integration.
In FY2011, JICS conducted procurement and other works
for a total of five projects adding a project under contractfrom the ASEAN Committee on Disaster Management to four
projects continuing from the previous fiscal year, and contributed to smooth and steady project implementation.

Explanation of an audit under Loan aid-related operations (ODA loan) at the Hanoi
City Urban Railway Bureau (Viet Nam)Japan International Cooperation System Annual Report 2011

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1 Principal Activities in FY2011

JICS’ Major Activities in FY2011

In this section, we introduce JICS’ major activities during FY2011, including Grant aid for conflict prevention
and peacebuilding projects in South Sudan that focused on infrastructure development, Grant aid for community empowerment
projects that aim to improve the learning environment and Program grant aid for environment and climate change projects that
contributed to such goals as forest conservation and the promotion of solar electricity generation systems.

Grant Aid for Conflict Prevention and Peacebuilding (South Sudan)
P Project Name: The Project for Construction and Rehabilitation of
Bridges on Main Roads in Juba CityP Objective: Replacement construction of three bridges and construction of three culverts located on major arterial roads inJuba CityP Agent Agreement Counterparty: Government of South Sudan
P Grant Amount: ¥1,873 million
P Intergovernmental Agreement: November 19, 2009
P Delivery / Completion: November 28, 2011

Q.

P Project Name: The Project for Improving Facilities and Equipment of Multi-Service
Training Center in Juba
P Objective: F acilities construction and improvement and procurement of necessary
materials and equipment for the Multi-Service Training Center in Juba
P Agent Agreement Counterparty: Government of South Sudan
P Grant Amount: ¥1,129 million
P Intergovernmental Agreement: June 30, 2009
P Planned Completion: Main facilities construction due for completion in October 2012,
additional construction due for completion in March 2013

First of all, please outline the background to thecommencement of The Project for Construction
and Rehabilitation of Bridges on Main Roads
in Juba City.

Q.

Did the bridge and culvert construction work
proceed as planned?

Among the 12 candidate bridge projects considered, including both new and replacement bridges, three locations werechosen for replacement bridge construction. There was arequest from the counterpart government that the bridge
replacement projects be carried out before South Sudan’s

One of the bridges built with Grant aid for conflict prevention and peacebuilding,photographed just prior to its opening ceremony

independence on July 9, 2011. Of the three bridges, the construction periods for two were shortened to approximately
three months, and the opening ceremonies were held prior toindependence on July 4 and 5. Since Juba was to become anew capital city, personnel involved in the project had a strong
desire to help improve the transportation situation as soon as
possible. Hence, we were able to complete two of the bridges
before independence—earlier than originally planned—with
the remaining bridge opened in November 2011.
With regard to the culvert projects, new construction was
executed at three locations, and all three were completed
prior to independence.
Through the construction of these bridges and culverts,
detour road traffic congestion and road closures owing toflooding in the rainy season have been alleviated, thereby
contributing to smoother traffic flow within the city. Further, it
is hoped that this stimulus to social and economic activity will
help advance the post-war reconstruction and peacebuilding
process.
The Japan Self-Defense Forces (JSDF) units that arrived in
Juba on February 20, 2012, are also expected to bolster road
construction efforts, and JICS hopes to cooperate in futureroad and bridge construction projects.

Q.

Construction of a channel for culverts in The Project for Construction and Rehabilitation of Bridges on Main Roads in Juba City

JICS’ Major Activities in FY2011

On July 9, 2011, South Sudan gained independence, becoming Africa’s 54th country. Following the end of the Sudanese
civil war based on the Comprehensive Peace Agreement of2005, the capital city Juba underwent rapid development andthe volume of road traffic increased dramatically. However,there was significant deterioration in the condition of bridges
on Juba’s major arterial roads and a pressing need to improvetransportation infrastructure to a level that would be capableof supporting economic development. Based on such factors,
the replacement construction of such bridges was an urgent
issue.
Against this backdrop, the Government of Sudan submitted
a request to the Japanese government for support relating to
the replacement construction of aging bridges on main arterial roads and construction of culverts to prevent road flooding during the rainy season. Hence, on November 19, 2009, anagreement was signed regarding the execution of The Project
for Construction and Rehabilitation of Bridges on Main Roads
in Juba City.
As the procurement agent for the Government of South
Sudan, JICS carried out the management of aid funds, thecontracting of consultants to perform engineering designand construction management, selection and contracting of
construction companies through a tender process and overall
project management.

Please provide an overview of The Project for
Improving Facilities and Equipment of MultiService Training Center in Juba, which was
carried out in parallel with the bridge project.

In South Sudan, there was an urgent need for human resource
training, which had been neglected during the civil war. In
response, from 2006 the Government of Japan—through
JICA—implemented a technical cooperation project at theMulti-Service Training Center in Juba (MTC), called The Project for Improvement of Basic Skills and Vocational Training inSouthern Sudan (SAVOT). The Sudanese government requested that the Government of Japan provide grant aid to further
enhance the effectiveness of this project and ensure

Japan International Cooperation System Annual Report 201113

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Extension construction work using Grant aid for conflict prevention andpeacebuilding begins at the MTC in Juba

The MTC in Juba shortly prior to completion

continuity of such training programs. Consequently, in June2009 the two governments agreed to implement The Projectfor Improving Facilities and Equipment of Multi-Service Training Center in Juba.
For this project, based on a procurement agent agreementwith the South Sudan government, JICS established a project
office in Juba City and conducted overall management of
the project. Services provided by JICS included the selection
and contracting of construction companies, procurementof equipment and materials, management of aid funds andmanagement of progress at the construction site level.
On May 17, 2011, a groundbreaking ceremony was performed for the construction of facilities relating to the MTC.
Subsequently, the construction of the new classroom facilities,
comprising seven buildings, was carried out, along with theconstruction of a practical training block and refurbishmentof two existing practical training blocks. To coincide with thecompletion of the facilities, JICS procured the equipment
necessary for the running of MTC’s operations and the training courses at eight teaching departments. In October 2012,
planned construction will be completed, and the remaining
aid funds will be used to build extra staff housing, which isdue to be opened and handed over in March 2013.

took three months following the Exchange of Notes to finalize
the agreement.
In addition, there were severe constraints on living conditions in Juba. These included such factors as the prevalenceof malaria, the unsanitary condition of water drawn from the
Nile, shortages of vegetables and other foodstuffs, and severe
difficulties in the electrical supply situation.

Q.

Did undertaking projects in a newly independent
country involve specific difficulties?

JICS arrived in Juba City in July 2009 following the Exchange ofNotes between the governments of Japan and Sudan. However, at that time, the South Sudan government had yet toattain independence, which meant the agreement contained
the names of both Sudan and South Sudan. The negotiatingteam members changed frequently, and owing to delays in
specifying the actual agreement signatories and the officials
responsible, it was necessary to conduct very patient negotiations in preparation for the agent agreement. Consequently, it

Q.

In which aspects of this project was JICS able toparticularly leverage its experience to date?

To condense the construction period to three months for thecompletion of two bridges required increases in the numberof consultant and construction contractor staff as well as
additional heavy machinery. When the construction period
was decided, JICS prepared a work schedule and was able toexecute the procurement in line with this schedule thanks not
only to the know-how of the consultants and construction
companies but also JICS’ extensive expertise in overcoming
difficult circumstances associated with many aspects of such a
project. This includes experience in international tenders, procurement of materials and equipment, dealing with customs
clearance problems, personnel coordination and complying
with construction schedules.
Furthermore, on this occasion, although a variety of difficulties arose during negotiations with the counterpart government, JICS received substantial support from many parties,
and was able to effectively leverage the collaborative structurethat has been built up over many years between the Japanese
Ministry of Foreign Affairs, the Embassy of Japan, JICA andother organizations.
In a difficult environment, being able to successfully see through two Grant aid for conflict prevention andpeacebuilding projects was a major achievement, and JICS
received high appraisal by the South Sudan government andother local parties involved. JICS looks forward to future opportunities to participate in projects in South Sudan.

Grant Aid for Community Empowerment (Laos)
FY2010FY2008
P Project Name: The Project for Improvement of School Environments in P Project Name: The Project for the Improvement of School Environments in Champasack and Savannakhet Provinces
Three Southern Provinces
 onstruction of classrooms and toilet blocks for 95 primary and lowerPO bjective: Construction of classrooms and toilet blocks for 74 primary P Objective: C
secondary schools (including four additional schools) and the provision
schools (290 classrooms and 71 teachers’ rooms) and the proof classroom furniture (425 classrooms and 67 teachers’ rooms) in the twovision of classroom furniture in the three southern provinces
provinces of Champasack and Savannakhet located in southern Laosof Laos, Salavanh, Sekong and Attapeu
P Agent Agreement Counterparty: M inistry of Education and Sports, Government of
P Agent Agreement Counterparty: Ministry of Education and Sports,
Lao PDR
Government of Lao PDR
P Grant Amount: ¥1,018 million
P Grant Amount: ¥685 million
P Intergovernmental Agreement: June 15, 2010
P Intergovernmental Agreement: February 12, 2009
P Delivery / Completion: September 2012
P Delivery / Completion: September 201114

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Q.

1 Principal Activities in FY2011

Please provide an overview of The Project for
Improvement of School Environments in ThreeSouthern Provinces in FY2008.

Q.

Please outline The Project for the Improvementof School Environments in Champasack andSavannakhet Provinces in FY2010.

A range of factors contributed to the decision to carry out
The Project for the Improvement of School Environments
in Champasack and Savannakhet Provinces under the Japanese government’s Grant aid for community empowerment
scheme. The project’s target region is situated on Laos’ borderwith Cambodia and Viet Nam, where they suffer from highpoverty rates and many children are not enrolled in school.
Many facilities in the region required urgent replacement,
as lower secondary education had recently changed froma three-year to a four-year system and there was a shortageof classrooms. In these two southern provinces, the projectplanned to construct 91 primary and lower secondary schools(four additional schools were added later).
For this project, similar to The Project for Improvement of
School Environments in Three Southern Provinces, JICS managed the aid funds on behalf of the Government of Lao PDR
as the project’s procurement agent. In addition, JICS provided
overall project management services related to the construction of the primary and lower secondary schools, including
hiring of consultants, selection and contracting of construction companies and procurement of school furniture. Throughthis project, new educational facilities with a total capacity of
14,824 pupils were provided, making it possible for students
to receive lessons in a greatly improved educational environment.

Q.

JICS’ Major Activities in FY2011

The Japanese government has previously focused its aid efforts
vis-à-vis Laos on the basic education field, including the construction of primary schools and teacher training programs.
In particular, in the three southern provinces of Salavanh,
Sekong and Attapeu, the net enrollment rate for primaryeducation is below Laos’ national average, and this region
has a large number of school buildings that are in very poor
condition owing to age, leading to a severe deterioration in
the learning environment. Hence, with the aim of improving
the educational environment in these three provinces, in 2009a decision was made to implement The Project for Improvement of School Environments in Three Southern Provinces
through Grant aid for community empowerment—the first
instance of this aid scheme being applied in Laos. The project
adopted local standard designs and specifications, and by
utilizing local construction companies, the project aimed toreduce building costs while this approach is a unique feature.
Within the project, JICS undertook project management, including selection and contracting of construction companies,
procurement and aid funds management. JICS was involvedin the construction of 74 schools, totaling 290 classrooms.
Thanks to the project, new educational facilities with a capacity of 9,280 pupils were provided.

construction companies in the Laotian capital city of Vientiane and medium-sized cities would participate, owing to
the remoteness of the project sites from the capital city, mostof the companies that actually submitted bids were small- to
medium-sized construction firms based near to the projectsites. These companies were particularly unfamiliar with theinternational competitive tender process using tender documents in English, leading to insufficient understanding of thetender documents and procedures, and there were manycases of bidding documents being flawed or incomplete.
In the first tender round, 11 of the 13 lots failed to be concluded—an unexpected situation. After analyzing the causesof this breakdown in the tender process, when the lots were
put up for re-tender, a very careful explanation was given at
the pre-tender briefing for bidders, certain parts of the tender
documents was provided in Lao, and the format for bid documents was made easier to prepare by the bidders. As a resultof such efforts, all the lots were successfully tendered.
To ensure that the local companies performed construction
work in compliance with contracts, ongoing discussions withconstruction companies regarding the content of contracts
were held with the help of interpreters, leading to sufficientunderstanding and responses by the companies. During the

A school building prior to replacement

The completed Paksong Lower Secondary School building

What aspects of these projects proved difficult?

In The Project for Improvement of School Environments inThree Southern Provinces, although we conducted the tenders under the assumption that medium-sized or larger

The handover ceremony at Paksong Lower Secondary School

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construction work, a variety of measures were undertaken to
ensure sound performance of contracts. These included, withthe use of consultants, conducting inspections on such things
as concrete strength and furniture samples until results attained a pass standard, and meticulous construction management based on site visits.
In Laos, owing to the impact of the Viet Nam War, the concentration of unexploded ordnance is among the highest in
the world. Hence, sites that had been declared free of unexploded ordnance by a local clearing agency were chosen for
construction. However, in some instances, when excavations
were carried out prior to the laying of foundations, unexploded ordnance was discovered in geological layers that inspections had been unable to reach, leading to cases in which wewere forced to change the construction site.

JICS’ Major Activities in FY2011

Q.

What experience did you gain that will be usefulin future projects?

In both projects, we implemented specific measures to ensurethat cash flow issues did not affect progress of construction
work. For example, we set contract terms so that payments toconstruction companies could be made on a frequent basis
without interruption.
While the adoption of local standard designs and specifications is a core aspect of the Grant aid for community empowerment scheme, since the projects are undertaken by Japan,
we utilize Japanese consultants to provide proposals for improvements and strive to utilize the benefits of quality management. We believe that it is essential to build user-friendly
educational facilities that provide added value, even throughsmall improvements and refinements. For this reason, it is necessary to undertake persistent efforts to provide meticulous
management and care so that local construction companies
unaccustomed to Japanese methods will perform sound construction work based on a robust understanding of the contract conditions, including technical items. To facilitate smooth
progress of projects, it is also important to build healthy

relationships through the sharing of information with therecipient country government and the promotion of understanding.

Q.

What was the significance of these projects?

The fact that the projects remained on schedule and thecompleted facilities maintained a consistent standard was
primarily attributable to the cooperation and diligence of local
companies. However, through the execution of these projects,
the local companies learned about the tender process and thethinking that underpins contracts, and through the construction management provided by Japanese consultants, appropriate construction methods were conveyed. As a result, we
believe that the projects contributed to the enhancement oflocal company capabilities.
In The Project for the Improvement of School Environments
in Champasack and Savannakhet Provinces, a total of 95
primary and lower secondary schools were built in Laos’ twosouthern provinces. In a project like this that involves such alarge number of schools, it is almost unprecedented to successfully complete the work with no schedule delays.
Before the commencement of the project, most schoolbuildings in the region were wooden structures that showeda severe amount of aging. Some of these buildings had collapsed floors and leaking roofs, and could certainly not be described as an ideal learning environment. The school buildings
built under these projects are attractive and clean, and provide a comfortable educational environment. Consequently,
the number of children attending classes has risen, and actual
evidence of improvements in pupil and teacher motivationlevels has been confirmed. We believe that both projects will
prove greatly beneficial to the futures of the children of Laos,and will also contribute significantly to the future good relationship between Japan and Laos.

Grant Aid for Community Empowerment (Mozambique)
P Project Name: The Project for Construction of Secondary Schools in Mozambique
P Objective: Construction of a total of four secondary schools in Gaza and Maputo provinces
P Agent Agreement Counterparty: Ministry of Education, Government of Mozambique

Q.

Please outline the background leading up
to the decision to implement The Project forConstruction of Secondary Schools
in Mozambique.

Owing to the aftermath of the civil war in the 1980s, Mozambique’s educational indications, including the number ofeducational facilities and school enrolment rates, are still lower
compared with neighboring countries. Although the Mozambique economy is achieving remarkable growth, it is still ina relatively early phase of growth. In light of such factors, in2006 the Government of Mozambique submitted a request
to the Japanese government for grant aid relating to the construction of secondary schools. In response, following a study
conducted by JICA, the two governments concluded the
Exchange of Notes on October 27, 2009, under which it wasagreed that grant aid funds necessary for the construction of a
total of four secondary schools in Gaza and Maputo provinces
would be provided.

16

P Grant Amount: ¥1,015 million
P Intergovernmental Agreement: October 27, 2009
P Delivery / Completion: January 2012

As the procurement agent of the Ministry of Education ofMozambique, JICS carried out the procurement of goods andservices necessary for the secondary school construction project and also provided overall project management services.

The Cobe Secondary School courtyard

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This included the management of aid funds, hiring of consultants, selection and contracting of construction companies
and procurement of school furniture. In particular, as part of a
focus on smooth project management, JICS played a significant role in negotiations with the counterpart government
and local companies as well as in the management of funds.

Q.

Please describe the schools’ operations sincecompletion.

Q.

The project appears to have progressedsmoothly as a whole, but were there any specificdifficulties encountered?

At the start of the project, within the planned secondary
school construction sites near to urban areas, we faced a situation in which houses and shops built on the site boundaries.
The issue appears to have been caused by a lack of checks on

Students raise their hands when asked if they like the new school (Kongolote
Secondary School)

Q.

JICS’ Major Activities in FY2011

In October 2011, Chissano Secondary School (eight classrooms, total capacity of 448 students) and Manjakaze Secondary School (15 classrooms, total capacity of 840 students)
in Gaza Province were completed and handed over. Then in
January 2012, Cobe Secondary School (15 classrooms, total
capacity of 840 students) and Kongolote Secondary School(20 classrooms, total capacity of 1,120 students) in Maputo
Province were also completed and handed over.
All four schools built under this project have been used by
students since immediately after the handover, and are being
effectively utilized. In fact, facilities at Kongolote Secondary
School in Maputo Province commenced use the day following
handover, and for certain grades the school is already using athree-shift system each day, whereby the facilities are used inboth the daytime and evening.
In each secondary school, in addition to the classroom
blocks there are administration blocks comprising teachers’
rooms and meeting rooms, multipurpose classroom blocks
comprising computer rooms and science laboratories andcovered sports facility that includes night lighting. The sports
facility is used for ceremonies and physical education classes,
and is also built to competition standard for such sports asbasketball and handball, which are popular in Mozambique.
In particular, the two secondary schools in Maputo Province
are relatively close to the Mozambique capital city of Maputo,
which is approximately 30 minutes away by car, and thecompletion of these schools attracted much attention within
the Mozambique Ministry of Education. Since the handover,
all aspects of the facilities have been highly praised by theMozambique side.

the designated land by the Ministry of Education officials incharge of the project during the preliminary study phase, who
made their decisions based solely on reports received fromlocal municipalities. This problem was solved expeditiously
and appropriately with the allocated schedule through three
way discussions between JICS, the Ministry of Education andthe local municipalities.
Another issue that arose was tax refunds (value added tax
of 17%) on materials and labor costs, which were supposed tobe tax exempt. The tax refunds did not arrive on time, leading to worries over the construction companies’ cash flow
situation. JICS approached the Ministry of Education section
responsible on several occasions in an effort to have therefunds paid promptly, and this contributed to a reduction in
the refund time and a consequent improvement in the construction companies’ cash flow situation.
Other issues included periodic shortages in such building materials as lumber and cement as well as construction
machinery owing to a building boom and a deterioration in
the security situation owing to an influx of unlawful elements
during the period in which the FIFA World Cup was staged inneighboring South Africa. Furthermore, there was the problem of workers suffering temporary hardship owing to rises inbasic costs of living, such as bus fares and bread prices, whichhave a direct impact on local people’s lives.
Despite such issues, ultimately we were able to build highly
appraised secondary schools without any schedule delays.
Based on local conditions and our experience in procurement management, the procurement policies and project
management policies we formulated, along with their implementation, were successful, and as a procurement agent we
felt great pleasure in contributing to the enhancement of the
project’s benefits.

What kind of issues do you envisage arising in
the future?

We believe that when it is possible to provide continuity ina particular country in the implementation of Grant aid forcommunity empowerment projects, we can offer even greater
effectiveness and efficiency in aid provision. By utilizing—on
an ongoing basis—such assets as the network of contacts
built up during a project with stakeholder institutions, various companies and highly capable local staff; information
valuable in local procurement activities; and convenient local
offices, housing and vehicles, we can avoid losses in time andexpenses during the start-up phase of the next project. Sucha scenario should provide near-ideal circumstances for

The covered sports facility includes night lighting (Kongolote Secondary School)

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procurement management. Although it is an issue that cannot be solved by efforts within JICS alone, we look forward toactions being undertaken that seek a solution.

Q.

During this project, in which areas did JICS
leverage its strengths most effectively?

The areas in which we were best able to utilize our experience were procurement, the setting of contract terms and theformulation of procurement policies, including the organization of procurement tender lots. To ensure a project’s successand draw out the greatest benefits, it is essential to selectcompanies with ample execution capabilities and carry out
contract management based on appropriate terms. After thecompletion of the schools, the Ministry of Education of Mozambique offered high praise, stating, “It is the first time sucha large-scale project in Mozambique has been completed ontime, within budget.”
JICS also received strong evaluations from a variety of involved parties, including the counterpart government, theJapanese embassy and the local JICA office, for its detailed
communication regarding such issues as commodity prices
and the labor environment. For example, this involves suchaspects as predicting the consequences of a situation where
electricity or water supply—which are the responsibility of thecounterpart government—are not connected by the necessary time, or where extra construction machinery may berequired for the final stage of simultaneously erecting a steelbuilding frame. During regular monthly meetings and otheropportunities, our ability to offer detailed proposals in anticipation of such issues was based on the experience we haveaccumulated to date.
In addition, payments to local construction companies
were made within approximately one week of receipt of an
invoice, through transfers from JICS’ head office. Consequently,
even when the aforementioned issue of delays in receiving
tax refunds arose, our prompt payments reduced the funding burden on local companies, and this helped to facilitatesmooth workflow at the construction sites.

JICS’ Major Activities in FY2011

Program Grant Aid for Environment and Climate Change (Gabon)

18

P Project Name: The Forest Preservation Programme
P Objective: Aid to strengthen the forest preservation system in Gabon by procuring the necessary satellite
photographs, materials, equipment and other items to conduct a forest inventory,
and implementing the soft components
P Agent Agreement Counterparty: Ministry of Water and Forests, Government of Gabon

Q.

Please tell us about the background to thisproject.

The three countries where JICS is carrying out the forest preservation programme–the Democratic Republic of the Congo,
Cameroon and Gabon–are located in the Congo Basin, whichis the world’s second largest great forest area after the Amazon.
The national area of Gabon is about 70% the size of Japan,
and 80% of this is said to be covered with forests. Exports ofoil, manganese and other minerals are the top industry, with
forestry second. As Gabon has a small population of about 1.5
million, the country had escaped deforestation, but in recent
years logging and deforestation centered on rare species havebecome a problem.
To address this, the Ministry of Water and Forests of theGovernment of Gabon drafted a ”Development of a System
of National Forest Resources Inventory” to prepare the basic
forest resource data essential for appropriate forest management. Gabon also plans to participate in the REDD (Reduced
Emissions from Deforestation and forest Degradation) mechanism that is being deliberated under the international framework for countermeasures to climate change. While the detailsof the REDD mechanism are not yet decided, this is a system
to give financial aid or other incentives to developing countries if they can prevent projected deforestation and forest
degradation, for the equivalent amount of greenhouse gasesthat would have been emitted if they took no action. As such,
the REDD mechanism is highly significant for forest superpowers like Gabon. Arranging basic forest resource data is also extremely important for participating in the REDD mechanism.
Forest inventories are carried out through a combinationof RS (Remote Sensing) using satellite photographs and terrestrial surveys conducted by actually entering the forest. The
current conditions of the forest can been seen and interpreted

P Grant Amount: ¥700 million
P Intergovernmental Agreement: March 18, 2010
P Delivery / Completion: July 2012 (except for the
new satellite photographs)

using GIS (Geographic Information System) software, which
combines the data collected using those two methods.
Because conducting a forest inventory on a nationwide
scale first requires a large quantity of materials and equipment
as well as the knowledge and technology to implement surveys using those items, the Government of Gabon asked theGovernment of Japan for cooperation in procuring the materials and equipment and for technical support.

Q.

What is the purpose of this project and thecontents of the works being carried out by JICS?

The purpose of this project is to support appropriate forest
management in Gabon and the participation of Gabon in the
REDD mechanism by procuring the materials and equipment
required for a forest inventory and conducting technical training on the use of the procured materials and equipment as asoft component.

Marking a plot during the forest terrestrial survey

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the draft preparation of specifications and price surveys to an
external consultant with expertise in the forestry sector, andthat draft was then carefully examined and completed by
JICS. The procurement still demands careful attention given
the large number of materials and equipment items procured
and the high likelihood that minor problems may occur in thedelivery process or even after delivery.

Conference announcing the training accomplishments: (front row, L. to R.) Ambassador of Japan to Gabon Masao Kobayashi, Minister for Water and Forests Gabriel
Tchango and JICS project manager

Q.

What kinds of difficulties did you encounter inthe project implementation?

It took a long time from when the procurement agency contract was signed until all the items were confirmed. This was
because there are multiple concerned organs in the Government of Gabon, and it took longer than expected for coordination and negotiations, and also because there were a large
number of materials and equipment items being procured.
Because of the large number of items, the preliminary surveys
to confirm the items took longer and there was also a vast
amount of work after the items were confirmed. Beyond thesheer quantity, many of the items were highly specialized itemswith which JICS had no prior experience. So JICS consigned

Did the project advance according to schedule?

Q.

What do you think was the significance of thisproject?

The materials and equipment were all delivered by June 2012,
with the exception of the new satellite photographs. The satellite photography is scheduled to continue daily through March
2013. Because it is frequently cloudy in Gabon throughout
the year, and the photographs are being taken from above
the clouds, this makes it very difficult to record images thatmeet our requirements. The technical training was completed
without incident and a conference held to announce the accomplishments on July 13, 2012. Three representatives of thestudents made presentations using slides in front of about 70
participants, including the Minister for Water and Forests andthe Ambassador of Japan to Gabon. The conference also drewa large number of local media, and was widely reported.

While many developing countries are showing an interest in
the REDD mechanism, the collection of data which is a prerequisite to participation is a major hurdle. Gabon devised a”Development of a System of National Forest Resources Inventory”, but had almost none of the materials, equipment andtechnologies required for implementation. Because Japan
conducted this project with this timing, the small forest superpower Gabon has moved a step closer toward REDD participation. This project was centered on procurement of equipment
and materials, with the technology support limited to very
short-term assistance. That has been taken over by a three-year
JICA survey-type technical cooperation development plan,
which began from the end of August 2012. With this coordination, the materials, equipment and technology will all be inplace for Gabon’s forest inventory works to proceed. JICS also
implemented projects with essentially the same contents as
this project in the nearby countries Cameroon and the Democratic Republic of the Congo. Regardless of the future progressof discussions on the REDD mechanism, an accurate grasp ofcurrent forest conditions will remain important for forest management. In that sense, JICS has made a major contribution toforest preservation in the three countries of the Congo Basin,
which is known as the world’s second lung.

JICS’ Major Activities in FY2011

The materials and equipment comprised 52 items including information-processing equipment, RS / GIS software,equipment for forest terrestrial survey works, vehicles for forest
survey, and satellite photographs. The collection of satellite
photographs included procurement from archives as well as
the taking of new photographs. The Exchange of Notes specified that the materials and equipment would be procured inJapan or Gabon in principle, and for the archive images, forexample, JICS procured satellite photographs from the JAXA
(Japan Aerospace Exploration Agency) ALOS (Advanced Land
Observing Satellite). The other procured materials and equipment were mostly made in Japan or produced by Japanesemanufacturers. Those items difficult to source in this way were
designated by committee as special items and procured fromthe EU and other areas.
After the materials and equipment arrived in Gabon, thetraining was conducted over a period of three months fora total of 54 trainees, mostly Ministry of Water and Forests
employees, with a month devoted to each of the topics—RS,
forest terrestrial surveys, and GIS.

Q.

Program Grant Aid for Environment and Climate Change “The Project for Introduction of
Clean Energy by Solar Electricity Generation System” (Palau, Afghanistan, Jordan, etc.)
P Project Name: The Project for Introduction of Clean Energy by Solar Electricity Generation System
P Objective: Install photovoltaic systems and conduct technical training on the basic knowledge and maintenance methods of the systems
P Recipients (Partner Country Implementing Bodies): Sri Lanka (Sustainable Energy Authority), Jordan (Royal Scientific Society [site 1], Ministry of Tourism &Antiquities [site 2]), Palau (Ministry of Public Infrastructure, Industries and Commerce; Palau Public Utilities
Corporation), Pakistan (Planning Commission, Pakistan Technology Board), Afghanistan (Ministry of Transport and Civil Aviation)
P Completion Dates: Sri Lanka: July 28, 2011, Jordan: November 16, 2011 (site 1), December 1, 2011 (site 2), Palau: November 14, 2011, Pakistan: March 22, 2012,
Afghanistan: November. 13, 2011

Japan International Cooperation System Annual Report 2011

19

Part

1 Principal Activities in FY2011

Of the 27 solar electricity generation system projects begun in FY2009, a total of five projects were completed in Sri
Lanka, Jordan, Palau, Pakistan and Afghanistan in FY2011.

JICS’ Major Activities in FY2011

Q.

First, I would like to ask about the individual
projects. Please tell us the status of Palau’s solar
electricity generation project.

The installation of 225kW of solar panels at Palau International
Airport parking lot was completed and a handover ceremony
held on November 17, 2011.
The Program grant aid for environment and climate change
project in Palau The Project for Introduction of Clean Energy
by Solar Electricity Generation System was designed to reduce
CO2 emissions by switching some diesel electric power generation to renewable energies. JICS concluded a procurement
agency contract with Palau’s Ministry of Public Infrastructure,
Industries and Commerce, and conducted the overall project
management including management of aid funds and procurement of materials, equipment and services. The project
included training in equipment operation and maintenancemethods by Japanese engineers so that the people in Palau
can smoothly operate the solar electricity system after thehandover, and the procurement and installation works proceeded without any major problems.

Q.

How was the solar electricity project in
Afghanistan?

Following a preparatory survey prior to the cooperation by
JICA, the governments of Japan and Afghanistan concluded
the Exchange of Notes concerning the implementation of thisproject on March 22, 2010. JICS held bids on the solar electricity system, concluded agreements with Japanese contractors
and began the survey work. The project scope was to installa solar electricity system inside Kabul International Airport
in Kabul, which is the capital of Afghanistan. The works wereconducted from April through November 2011. This projectin Afghanistan, which has poor public safety, involved exceptional security efforts, but with the great efforts of everyone
involved the construction work, was completed on scheduleand the facilities were handed over to the host government on
December 13, 2011. The solar electricity system has 245kW andgenerates 400,000kW per year, equivalent to about 30% of the
airport’s annual electricity consumption. The airport terminal
has a panel showing the electricity generation as part of public
education to airport users.

Solar electricity generation system installed at Palau International Airport

20

The interest in environmental issues and clean energy is still
low in Afghanistan, which suffers poor public safety. We hopethe solar electricity generation system installed under thisproject will be used for a long time, elicit greater interest inclean energy, and help ease even slightly the electricity shortage in that country.

Q.

Please tell us the outline of the solar electricity
project for the Dead Sea Panorama Complex.

The Government of Japan decided to implement the Program
grant aid for environment and climate change project The
Project for Introduction of Clean Energy by Solar Electricity
Generation System in Jordan which lacks domestic energy
resources and where stable energy supply is an issue, andentrusted the entire project supervision to JICS from the initial
survey through the installation works, including managementof the aid funds.
The Dead Sea Panorama Complex, which is one of the project sites, is managed by the Ministry of Tourism & Antiquities
and was constructed using ODA loan. This museum continuously transmits information on the conditions of the Dead Sea,
where the water level has declined by more than 25 meters
over the past 40 years, that should serve as an alarm warningfor climate change and environmental destruction. Based on arequest from the Government of Jordan, a roughly 100kW solar
electricity generation system was installed at this location. This
project contributes to the reduction of greenhouse gas emissions in Jordan, which is suffering severe damage from climatechange. It is also expected to serve as a showcase introducing
superior Japanese environmental technology and fostering
public interest in environmental problems.
When the solar electricity generation system was completed, the concerned parties in Jordan praised Japan’s technology
and expressed expectations about the future potential for solar
electricity generation. With the installation of this solar electricity generation system, we expect the Dead Sea Panorama
Complex will continue to serve and develop its role as a basepresenting information on environmental problems.

Solar electricity generation system inside Kabul International Airport (Afghanistan)Japan International Cooperation System Annual Report 2011

Part

1 Principal Activities in FY2011

Q.

What kinds of companies bid on this project?

Q.

Please tell us about any difficulties with thisproject, and areas where JICS made use of its
experience.

In addition to providing aid to the recipient country, the goalsof The Project for Introduction of Clean Energy by Solar Electricity Generation System include introducing superior Japaneseenvironmental technologies to developing countries. So thetender conditions required bids from Japanese companies toprovide “electricity generation systems produced by Japanesecompanies in Japan.” Japanese trading companies submitted
bids combining manufacturers of solar panels, power conditioners and other components of solar electricity generation
systems.
The companies that submitted bids were almost all medium
and large Japanese trading companies, but a large number ofJapanese manufacturers and construction companies wereactually involved under these trading companies and moved
the project forward.

Q.

What do you think is the significance of The
Project for Introduction of Clean Energy by Solar
Electricity Generation System?

In this project, JICS gained the difficult but valuable experienceof simultaneously pursuing the same project at 27 locations
worldwide. We also gained know-how in such areas as setting
tender documents terms and coordinating among concernedorgans and organizations in procurement, which will be usefulfor taking charge of such future projects as constructing earthquake network systems and telecommunications systems.

Emergency Grant Aid (Thailand)
P Project Name: Emergency Grant Aid for Flood Disaster in Thailand
P Objective: Provision of drain pumps, boats with engines, etc.
P Agent Agreement Counterparty: Government of Thailand

Q.

Please tell us about the background to thisproject.

Thailand suffered large-scale flooding primarily in the central
part of the country as a result of heavy rainfall which beganfrom late July 2011. The flooding took over 800 lives andcaused damage in over 30 provinces.
In response, from October 2011 the Japanese government
sent tents, water purifiers, temporary toilets and other emergency aid supplies, and dispatched Japan Disaster Relief Expert
Teams (drain pump vehicle team, etc.) to assist the operation,

P Grant Amount: ¥1,000 million
P Intergovernmental Agreement: November 21, 2011
P Delivery / Completion: December 3, 2011

JICS’ Major Activities in FY2011

JICS had no prior experience related to The Project for Introduction of Clean Energy by Solar Electricity Generation System,so there was a certain amount of trial and error. Because thisproject was being advanced in 27 countries across the world
simultaneously, the procedural problems and issues thatemerged at the earlier project sites had to be quickly reflected

at other locations. The first example was the need for systems
integrators to manage the overall solar electricity generation
systems. After the project began, it became clear that on-sitecoordination by just JICS, the trading companies and the
manufacturers was difficult, so the bidding requirements wererevised to include the mandatory participation of a systems
integrator.
Meanwhile, there were major changes in the solar panel
market from around 2010, with prices dropping by almost halfbecause of a decrease in the price of the raw material silicon.
This made it possible to buy a larger number of panels within
the initial budget, and installing larger systems became thenorm. In some countries new problems then arose, such aspurchasing additional land for the additional panels, and JICS’experience was particularly useful in negotiating with thepartner country governments and other concerned parties
regarding the expanded installations.

maintenance and management of water supply facilities during the flooding.
In response to the needs of the Government of Thailand, on
November 21, 2011 the governments of Japan and Thailand
exchanged the Note Verbal on implementing ¥1.0 billion in
emergency grant aid for the purchase of materials and equipment, and JICS concluded an Agent Agreement with theGovernment of Thailand on November 23.

Q.

What were the roles performed by JICS?

In this project, as the procurement agent of the Thai government, JICS managed the aid funds, conducted the procurement and supervised the delivery of drain pumps, boats withengines and other equipment and materials for restoration
following the flooding damage and assistance to the disastervictims.
Some of the areas were still flooded at that time, which
demanded quick procurement works. With the cooperationof the concerned parties, JICS was able to deliver drain pumps
to Samut Sakohn Province, which was suffering flooding, on
December 3, 2011.
Japanese drain pumps delivered to Samut Sakohn Province

Japan International Cooperation System Annual Report 2011

21

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1 Principal Activities in FY2011

JICS Recent Events

JICS Recent Events

Participation in International Cooperation Events
JICS participated in two international cooperation events during FY2011.
At Global Festa Japan 2011 (held at Hibiya Park in Tokyo
on October 1 and 2, 2011), JICS displayed panels introducing our organization and procurement works, presenting a
project in which JICS employees volunteered immediately
after the Great East Japan Earthquake to collect messages ofcondolences and encouragement and pictures from all over
the world and delivered them to the disaster areas, and showing examples of assistance projects in which JICS participatedin countries and regions that suffered natural disasters. As inprior years, JICS also presented JICS Staff Works Introduction
Meetings, where young staff gave explanations of the works
they are responsible for at JICS.
At One World Festival (held at the Osaka International
House Foundation on February 4 and 5, 2012), JICS participated as one member of the Joint ODA Booth together with the
Ministry of Foreign Affairs, Japan International Cooperation
Agency (JICA) Osaka International Centre and other organizations involved with ODA.
The Joint ODA Booth made a coordinated presentation
whereby visitors could learn more about the structure andworks of the participating organizations at their individual
corners. An NGO support system explanation meeting anda booth participants exchange meeting were held after theFestival ended on February 4. JICS presented an outline of the
NGO support activities it conducts as part of its social contribution activities.

At both of the international cooperation events, students
and other visitors asked many questions about JICS as anorganization and the contents of its works.

Reports and Exchange of Views on the NGO
Support Activities of JICS in FY2011
A meeting for reports and exchange of views on the NGO
support activities of JICS was held at the JICS head office on
October 27, 2011.
In the activity reports in the first half of the meeting, 11
NGOs gave outlines of their organizations and reported on thecontents and results of their activities implemented with JICS
support during FY2008–FY2009. Representatives from otherNGOs, experts, examiners and other participants made comments, gave advice and asked questions.
In the second half of the meeting, participants exchanged
opinions, particularly about fundraising after the Great East
Japan Earthquake and about the problems facing each groupand ways to solve them.
During the breaks and after the meeting was over, the NGO
representatives who are passionately engaged in international
cooperation enjoyed talking and exchanging information.

NGO representatives reporting their activities

One World Festival

Participants took advantage of breaks to exchange information

JICS Staff Works Introduction
Meeting(Global Festa Japan 2011)

Detailed explanation of JICS procurement works(One World Festival)

22

Japan International Cooperation System Annual Report 2011

Part

1 Principal Activities in FY2011

JICS Receives Privacy MarkNew Vice President and Secretary General

JICS acquired the Privacy Mark (P Mark) on June 17, 2011. The
Privacy Mark System, which started operating in April 1998, is“a system which certifies, using certain criteria, organizations
that have prepared systems which devise measures to appropriately protect personal information, and recognizes the useof the Privacy Mark in their operating activities.” JICS arranged
related regulations and has been handling personal information in accordance with those regulations since FY2009, andhas conducted employee training and other efforts.
The entire JICS organization willcontinue handling personal informationin an appropriate manner, and work at
further boosting employee awareness ofthe protection of personal information.

The JICS Vice President and Secretary General changed from
August 1, 2011.
Former Vice President: Takashi Sakamoto R New Vice President: Toshiyuki Ezuka
Former Secretary General: Toshiyuki Ezuka R New Secretary
General: Nobuhiko Kawakami
The Secretary General was the first “career Secretary General” of JICS.

Task Forces on Operations, Human Resources
and Organization

FY2011 Meetings of the Board of Trustees andthe Board of Directors
In FY2011, with the transition to becoming a general incorporated foundation, there were many deliberations regarding
matters related to that transition in addition to regular matters(e.g., the previous year’s business report and settlement of accounts, the subsequent year’s business plan and budget). The
Articles of Incorporation, which are like the constitution under
the new organizational structure, were approved following
discussions at two meetings.

Japan International Cooperation System Annual Report 2011

JICS Recent Events

As JICS will face a more competitive environment than in thepast with the transition to becoming a general incorporated
foundation, JICS launched three task forces on operations,human resources and organization, and examined efforts toresolve issues from the viewpoint of strengthening competitiveness.
The operations task force prepared a Medium-term Operational Action Plan covering the three years from FY2012.
This plan depicts the ideal image for JICS in 10 years time, andpresents the operations direction. It also sets detailed numerical targets for the medium and long-term future.
The human resources task force prepared a Human Resources Development Grand Design from the viewpoint offostering personnel suitable to work at international procurement organs.
The organization task force examined JICS’ optimal organizational structure. The purpose of the reform was to enable
managers to keep closely in touch with their subordinates’
progress and provide more detailed guidance and supervision than was possible in the past. After the examination, we
decided on reforms from a structure of three departments
and 16 offices and divisions to a structure of two offices, fivedepartments and 18 divisions.

Note: With the organizational reform of April 1, 2012, then-Vice President Ezuka was
appointed Vice President and then-Secretary General Kawakami was appointed Senior Director General.

Board of Trustees

23

Part

1 Principal Activities in FY2011

Social Activities of JICS
Delivery of Pictures from Children across theWorld to the Great East Japan Earthquake
Disaster Areas

Social Activities of JICS

Following the March 2011 Great East Japan Earthquake, JICS
employees voluntarily collected pictures and messages fromcountries all over the world, using their own networks, anddelivered these to the disaster areas in Japan.
By the middle of June 2011, they received many colorful
pictures and messages of condolences, encouragement andsupport from a range of countries including Pakistan, Cameroon, Nicaragua, Indonesia and Mongolia. The volunteers
added Japanese translations to each picture or message alongwith the flag of the country it was sent from, and pasted them
onto construction paper.
The pictures and messages prepared were given to Japanese Red Cross Ishinomaki Hospital on June 27, and to twoelementary schools in Miyagi Prefecture in early July. The
pictures at the hospital were displayed at the hospital gallery.
This project conveyed the sentiment of the children of theworld to the people living in
the disaster areas.

Display at the Japanese Red
Cross Ishinomaki Hospital gallery.

Efforts to Promote Understanding ofInternational Cooperation
JICS hosts students for integrated study and dispatches
lecturers to deepen understanding of international cooperation, ODA and JICS activities
among a broader range of
people.
In FY2011, JICS presented
lectures at two schools andhosted one school group forsocial contribution learning.
The details are as follows.
Lecture at the Meguro Ward Higashiyama Junior High School

Theme

Contents

Josai Kawagoe “The World’s President Nakatani presented a lecture on
Jun. High School Common
the basics of Japan’s diplomacy, Japan’s ODA
9,(Kawagoe
Language and efforts toward global peace and stability, the2011 City, Saitama International role of JICS and other items to all the approxiPrefecture)
Cooperation” mately 850 students.
President Nakatani presented a lecture to all
Megurothe approximately 180 ninth grade students.
“Look
at
the
spoke about the current conditions ofMar. Higashiyama
World – What He
JuniorHighinternational community focusing on
7,
is Important the
Schoolthepoverty issue, needs of the international
2012 (Meguro Ward, to You as acooperation and introduced ODA projects inJapanese”
Tokyo)
which JICS has participated. He also discussed
common global values and other topics.

P Hosting Social Contribution Learning
Date School Hosted
Theme
Contents
Tokyo JogakSix ninth grade students visited JICS, and reFeb. kan Middle “International
ceived an explanation of the ODA structure from
Societyand1,
Schoolan employee, who answered their questions.
Issuesfacing2012 (Shibuya
The students also assisted JICS staff to prepare
Ward, Tokyo) Humanity”
for a planned exhibition event.

24

JICS has been providing support to small and medium NGOs
since FY1999 as one social contribution activity, to realize
higher quality international cooperation.
In FY2011, JICS received applications seeking assistancefrom 33 NGOs, of which 14 organizations were chosen to
receive support by the Review Committee. Many of the applications were from comparatively small-scale NGOs requesting funds for strengthening the foundations of the NGO*.
Assistance to reinforce the foundations of NGOs is a distinctive
characteristic of this program. There are very strong needs at
small and medium NGO groups aiming at stable management
and stronger foundations, and JICS receives many such applications each year. * Support to strengthen the actual structure of the NGO,
rather than support for NGO project activities.

P NGOs Supported by JICS in FY2011
Name of NGO Country
Support Description
Aspiring
Citizens forCommunity Japan
Empowerment withsunny smile
Association
for Ophthalmic
Tibet
Cooperationin Asia
The societyof the mint
which
supports
Iranan Iranianhandicapped
personAmount Granted (yen)Under a three-year plan to strengthen
Funds for strengthfinancial affairs and financial policy, hire
the foundafull-time staff aiming at a stable organiza- eningof the NGO
tional structure with the ability to procure tions¥700,000
funds.
Dispatch Japanese doctors to provide
appropriate eye care to refugee communities and build the foundations forexchange between local doctors andrefugees.

Project operation
expenses ¥700,000

Hold a study group on assistive devices for Equipment and mathe autonomy of disabled persons withterials purchase andspinal or cervical spine injury and for the transport expenses;
training of peer counselors and nursing
project operation
specialists.
expenses ¥700,000

Provide opportunities to practice tradiEquipment and mational handicrafts to rebuild the elderly
terials purchase andSerbia women’s community among refugees
transport expenses;
in Kosovo and provide psychologicalproject operation
empowerment.
expenses ¥650,000
Asia Pacific
Hire full-time staff to secure new members Funds for strengthSustainable Japan and establish the organizational structure ening the foundaDevelopvia publicity on activities making use oftions of the NGO
ment
agricultural know-how.
¥700,000ASIAN
Hire full-time staff to build up a new
Funds for strengthPEOPLE’S
revenue structure revising and using
ening the foundaJapanFRIENDSHIP
advertising media toward stable organiza- tions of the NGO
SOCIETY
tion management.
¥650,000
Hire full-time staff to strengthen theFunds for strengthKANSAI NGO Japan group’s governance and management,ening the foundaCOUNCIL
and its network-building function with
tions of the NGO
member NGOs and other sectors.
¥700,000
People’s
Expandpublicrelations
works
and
the
Funds for strengthForum on
structure toward stable organi- ening the foundaCambodia, Japan secretariat
zational operations and public information tions of the NGOJapan
works on the problems facing Cambodia. ¥650,000(PEFOC, J)
Conduct facilities repairs and improveEquipment and maGreen Field The
ment works to the “Wish House”, which
terials purchase andNetwork
Philip- provides childcare for preschool children transport expenses;
Philippines pines of people in poverty, and a place where project operation
they can learn without concern.
expenses ¥650,000
Hold a workshop by Japanese doctors
SECOND
Cam- for education on emergency medicine,
Project operation
HAND, Japan bodia produce and distribute handbooks, and expenses ¥700,000
conduct training of local doctors.
Conduct a policy proposal campaign to
Humangrasp the conditions and eradicate human Project operation
India
Rights Now
trafficking, toward eliminating child traf- expenses ¥700,000
ficking and child labor.
Employ medical staff toward strengthening the HIV and AIDS care structure forLaligurans
operation
Nepal
women rescued from human trafficking ProjectJapan
organizations and residents living nearby expenses ¥700,000
the care center.
Link ~ an
Educate the public by collecting the necorganization
data and preparing pamphlets tofor linking
Thai- essary
operation
improve the problems that arise in forest Project
togetherland
expenses ¥700,000
conservation
activities
byresidents
under
forest, water
joint use by different ethnic groups.
& people
Actions forChildren in
CrisisChildren in Pakistan who drew one of the pictures

P Lectures
Date
Location

The NGO Support Activities of JICS in FY2011

NPO WakuWaku GAIA

Prepare an accounting system andsales network for the continuaMyan- producttion, autonomy and stable managementmarof skills training at girls schools, and open
a local office.

Japan International Cooperation System Annual Report 2011

Project operation
expenses; funds forstrengthening thefoundations of theNGO ¥650,000