Part1

Principal Activities
in FY2010

Japan International Cooperation System Annual Report 2010

3

Part

1 Principal Activities in FY2010

Highlights of Operations in FY2010
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Japan International Cooperation System Annual Report 2010

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1 Principal Activities in FY2010

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Highlights of Operations in FY2010

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Mr. TovisitsSecretarylightsJapan International Cooperation System Annual Report 2010

5

Part

1 Principal Activities in FY2010

SpecialFeature Grant Aid for Community

Empowerment

P Flow of JICS’ Operations under Grant Aid forCommunity Empowerment(Small-scale infrastructure development utilizing local
resources based on the procurement agent system)

Request for aid fromdeveloping-country
government

Background of the Establishment of Grant Aid for Community
Empowerment

Review and screening by
Japanese government

Execution of Agent Agreementwith recipient-country executing
agencyPreparatory survey,
preliminary design study,
draft description survey⇒
Detailed design⇒
Deliberation on financial
execution and cabinet
decision

Local tender opening (participants include executing agency
personnel, local construction
companies, etc.)⇒
Inter-government agreements (Exchange of Notes[E/N] and signing of Agreed
Minutes on Procedural
Details [A/M]), JICA
agreement (Grant
Agreement [G/A] signing)

Groundbreaking ceremony(children celebrate start ofconstruction)⇒

Two principal factors drove the establishment of Grant Aid for Community Empowerment. Firstly, Japan’s ODA budget, and in particular the grant aid program
budget, has substantially shrunk. Secondly, in reconstruction aid for areas thatsustained damage from the major earthquake and tsunami that occurred in
December 2004 off the coast of Sumatra, affecting many countries surrounding
the Indian Ocean, JICS undertook procurement operations and provided project management services. JICS built up a sound record of achievements in thereconstruction of a wide range of facilities, including schools and hospitals, byutilizing local resources (enterprises, materials and equipment). Hence, JICS wasable to accumulate significant valuable experience relating to such operations.
In construction projects carried out under General Grant Aid programs prior
to the establishment of Grant Aid for Community Empowerment, Japaneseconstruction companies carried out construction work as the primary contractor. However, in reconstruction for areas affected by the Sumatra Earthquake andIndian Ocean Tsunami, the key focus was on urgency, which meant that local
construction companies were actively utilized. Since this approach was relatively
successful, the idea emerged of applying this as a new approach within grant aid
projects. That became the genesis of Grant Aid for Community Empowerment.
There were two major goals in establishing Grant Aid for Community Empowerment. The first goal was to reduce costs. This was driven by the rising need toutilize limited grant aid funds as efficiently as possible. The second goal was toaddress increasingly diverse needs. Although grant aid has, until recently, for themost part involved projects focusing on a single field—for example, constructing schools or building hospitals—Grant Aid for Community Empowerment, as
the name implies, provides assistance necessary for communities to raise theirgeneral level of development. Rather than building only schools or only hospitals, a single project may also include such elements as roads, electricity, healthfacilities and water supply. The objective is to provide multifaceted and comprehensive support.
At around the time this scheme was first launched, the Fourth Tokyo International Conference on African Development (TICAD IV) was held in Yokohama,Japan. The conference included debate on the theme of what Africa needs,
leading to a renewed recognition of the importance of education. As part of its
policy of strengthening aid to Africa, the Government of Japan announced its
international commitment to doubling aid to Africa by 2012, and stated its intention regarding education-related aid programs in Africa. For this reason, one
feature of this grant aid scheme’s initial projects is the large number of school
construction projects in Africa. Of the 26 Grant Aid for Community Empowerment projects implemented to date, 20 projects include the construction ofschools or classrooms (excluding teacher-training facilities). More than half of⇒

6

Grant Aid for Community Empowerment was established in 2006 with theobjective of providing support for comprehensive capacity building by communities grappling with a variety of threats to people’s lives and secure livelihoods, including poverty, hunger and infectious disease. Some of the distinctive characteristics of the scheme are its use of local specifications and designfor construction projects and its proactive utilization of local enterprises,
materials and equipment. The scheme also makes possible flexible responses
suited to the local situation. At the same time, this program requires advanced capabilities in project management and supervision. A diverse levelof ingenuity and attention to detail are essential for effective construction
schedule control and quality assurance. Within this aid program, JICS undertakes selection and contracting of construction consultants and construction
companies as the procurement agent for developing-country governments,
and provides on-site project management.

⇒

Special Feature: Grant Aid for Community Empowerment

Steady Progress Made by Grant Aid
for Community Empowerment Scheme—JICS’ Role in Project Implementation—

Procurement operations
Green text indicates portions handled by JICS

Almost all construction materials
and labor are procured locallyCompletion of framing

Completed science classroomChildren receive commemorative gifts from JICS in front of
the completed school building

Japan International Cooperation System Annual Report 2010

Completedclassroom
block

Part

1 Principal Activities in FY2010

these school-construction projects—13 out of 20—were undertaken in Africa.
A closer analysis of these school-building projects reveals that up to the end of
March 2011, under the Grant Aid for Community Empowerment scheme, JICS
handled projects in 12 countries—principally in Africa—comprising the completion of 421 schools and totaling more than 2,200 classrooms. Through these
efforts, over 100,000 children are now able to attend school.

General Flow of Operations for Grant Aid for Community
Empowerment

Children attend class at a completed school (Bolivia)⇒
Establishment of JICS project office⇒*Differs between projects]<Flow of standard selection procedures>
Advertisement R Preliminary qualification screening /tender R Evaluation R Approval R Contract⇒

Management of funds[

Procurement of project components
Consultants, attorneys, procurement advisors,construction companies,
classroom furniture manufacturers, soft component
execution consultants, etc.

Management of progress in construction and in delivery offurniture and equipment; payment operations⇒
Opening of school building, inspection of deliveries offurniture and equipment, handoverSpecial Feature: Grant Aid for Community Empowerment

Execution of Agent Agreement

Let’s look at the actual flow of operations for Grant Aid for Community Empowerment. First of all, after a developing-country government makes a request foraid to the Japanese government, the Japanese side considers the content of the
project. As a result, for projects recognized as having potential for implementation as grant aid, a study team is dispatched by JICA, which reexamines the details of the request. Confirmation of the local situation is obtained through suchmeans as discussions with recipient government officials. In the survey process,after examining whether the project is of the appropriate scale and content tobe implemented as grant aid, a study report is compiled. Subsequently, after thecompletion of internal Japanese government approval procedures related to the
execution of grant aid, the Japanese government and the recipient government
execute an agreement relating to the aid project called an Exchange of Notes(E/N). Following that, JICA executes a Grant Agreement (G/A) with the recipient
government, which formally brings into effect international commitments relating to the implementation of Grant Aid for Community Empowerment.
After the decision has been made to implement a project, JICS first of all
concludes an Agent Agreement with the recipient government. This agreement
stipulates what kinds of services JICS will provide in relation to the project. For
example, in the case of a school construction project, JICS acts as the agent onbehalf of the recipient government, and initially selects and signs contracts with
consultants for the detailed project design. Based on the subsequently formulated detailed design, JICS then selects and executes contracts with construction
companies. While the consultants supervise the construction work in progress,
JICS manages the grant aid funds, including payments to the contracted parties.
At the same time, JICS coordinates between the various project stakeholders toensure that the school is completed in line with the original plans, and supervises the progress and other services so that the project proceeds smoothly. Afterthe project is completed, it is formally handed over to the recipient government.
Grant Aid for Community Empowerment, in principle, utilizes local materials,
equipment and construction companies for the building of schools in line withlocal-standard specifications. Such projects as bridge and road construction are
also carried out in this way. However, in some countries there are no existing
standard specifications or quality-management standards, or local construction companies do not have a thorough knowledge of such specifications andstandards. In such cases, if local technical capabilities alone are insufficient toensure that a minimum quality standard is attained, JICS responds by applying
the knowledge and technology it has accumulated to date in the many projects
in which it has been involved. As a result, new technologies and the thinking
behind quality management systems take root in local construction companies.
This is another key feature of this grant aid program.

⇒
Inspection for facilities defects (In principle, one year after
handover)⇒Conclusion of operations

Difficulty of Project Execution Based on a Tendering Process
and Using Local Enterprises
In Grant Aid for Community Empowerment, when selecting construction companies and other contractors, in principle, JICS opens a tender based on international competitive bidding. On such occasions, although JICS opens a tenderin the project’s local area, because the local currency often has an unstableexchange rate against major international currencies, the extent of declines inmonetary value owing to commodity price inflation and price volatility is oftenvery large. Hence, there is a constant risk that such factors may have a significant
impact on tenders. In this light, it is clear that the tender process for Grant Aid
for Community Empowerment must cope with a unique set of challenges.
Furthermore, local construction companies and furniture manufacturers
Japan International Cooperation System Annual Report 2010

7

Part

1 Principal Activities in FY2010

Special Feature: Grant Aid for Community Empowerment

are generally not accustomed to the way in which Japanese ODA projects are
implemented, and it is a fact that in many cases they have quite a different
approach to contract fulfillment compared with Japan. Consequently, when atender is evaluated, JICS of course not only assesses a company’s level of competence and technical capabilities, but also carefully verifies the quality of thecompany’s staff and looks closely at its previous experience. JICS also verifies
the financial soundness and other aspects of companies that submit bids. Fromamong the companies that meet the requirements outlined above, the company that submits the lowest price is selected as a candidate contractor.
Even after the contractors have been determined via this type of robust tender process, the projects do not always proceed smoothly. There are sometimes
cases where the contractor experiences cash flow difficulties, leading to difficulties in the procurement of construction materials. In such cases where problems
emerge during the project implementation process, responding appropriately
and flexibly within the agreed rules—including contract terms and conditions—so as to avoid schedule delays, is crucial to the smooth running of a project.

The Importance of Management of Project Funds
In the management of project funds, since there is the constant risk of declines in monetary value owing to commodity price inflation and exchange
rate fluctuation, it is essential to undertake measures to avoid or mitigate risk
exposure. For example, JICS works to ensure that project funds are managed
efficiently in line with the project circumstances by such means as conversionof the grant aid funds to foreign currency—specifically, the currency specified incontracts for contractors payment—to minimize exposure to foreign exchange
fluctuation risk. Even so, for projects in certain countries, on occasion JICS has
no choice but to enter into contracts that specify payments in currencies thatcannot be remitted from overseas. In such cases, it is not uncommon for JICS to
open an account at a local bank for the purpose of managing project funds.
In this way, as well as utilizing funds effectively, JICS strives to the utmost
extent to avoid risk and manage funds appropriately, down to the last yen.
Meanwhile, JICS faces a great number of difficult hurdles in its overall management of each project, meaning it bears very heavy responsibilities in fulfilling its
mission of managing project funds. Simultaneously, this is also an important key
in determining a project’s success or failure, and hence JICS believes that fulfilling this mission is an important part of the organization’s raison d’etre.

Science experiment equipment procured in conjunction
with a school construction project (Palestine)

A completed health center (Vietnam)

Future Outlook
Five years have now elapsed since Grant Aid for Community Empowerment
was established, and many projects implemented under this scheme have now
been completed. Looking at cost reduction during this period, although it is
only a simple comparison, we compared the unit cost of past school construction projects executed under General Project Grant Aid with the unit cost underGrant Aid for Community Empowerment, in the same country. We confirmedthat in some instances, the cost was considerably lower in the latter case. In
terms of addressing increasingly diverse needs, as we have seen in Palestine andother countries, while the first phase saw mainly single-component projects
covering only the construction of schools, in the second phase we are seeing
examples of multi-component projects being carried out, which involve a diverse array of assistance, including electrical power projects, roads and hospitals.
The starting point for the concept behind Grant Aid for Community Empowerment is, as the name makes clear, “community empowerment.” Consequently,
multi-component projects that support communities from several angles may
be thought of as fitting closely with the concept underpinning Grant Aid forCommunity Empowerment. We anticipate that this type of project is likely toincrease depending on the situation in recipient countries.
In the future, JICS will work to leverage the diverse know-how it has cultivatedthrough its experience to date, as it focuses on further realizing the original
objectives of Grant Aid for Community Empowerment—reducing costs andaddressing increasingly diverse needs. JICS will also aim to ensure projects are
executed in a smooth manner. JICS also proactively conveys the local needs ofeach area to the Ministry of Foreign Affairs of Japan, and we believe that JICS
can contribute in a variety of ways to the identification of high-quality projects.

8

A recently opened school receives commemorative gifts
from JICS (Madagascar)

The Prime Minister of Lesotho, Mr. Pakalitha Mosisili (centerright), and the Japanese Ambassador to Lesotho (left) unveil
a plaque commemorating the construction of a secondary
school (Lesotho)

Prior to the handing-over inspection, project participants
engage in discussion at the project site (Nicaragua)

Japan International Cooperation System Annual Report 2010

Part

1 Principal Activities in FY2010

The Role of JICS in ODA
The Needs Fulfilled by ODA

The Role of JICS in ODA
ODA refers to economic cooperation undertaken by theJapanese government for the purpose of assisting developing

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

The Role of JICS in ODA

The Great East Japan Earthquake of March 2011 reminded us
how Japan is interdependent with the international community. Countries and regions from all over the world provided
monetary donations and relief goods following this disaster.
The donors included not only the developed nations but also
low-income and least developed countries that receive official
development assistance (ODA). These donations apparently
reflect Japan’s international contributions to date, centered on
assistance to developing countries.
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 tomake international contributions towards overcoming thoseissues 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.

countries in the development of their economies and societies, and helping improve the welfare of the people of developing counties and promote stable livelihoods.
ODA is divided into two broad categories—bilateral aid thatis conducted directly in cooperation with a particular developing country and multilateral aid that is carried out through aninternational organization. Bilateral aid can be further divided
into three modes—grant aid, technical cooperation andloan aid.
Since its launch in 1989, as a fair and neutral procurement
organization, JICS has provided a broad array of services
related to the procurement procedures for goods, equipment
and services necessary in the execution of many types of ODA
projects. The information below provides an overview of themain operations in which JICS is involved.

JICS’ sphere of involvement

Project-related studies, etc.
(Study for grant aid project)*P The Role of JICS in the Japanese
Government’s ODA
Grant Aid

Grant
Aid-related
Operations

Procurement management
agent services*
Procurement agent services*

Technical
Cooperation

Technical
Cooperationrelated
Operations

Compilation of technical specifications, procurement and transportation of materials and equipment*
Studies related to technicalcooperation*
Dispatch of experts fortechnical cooperation projects*

Official
Development
Assistance (ODA)

Bilateral Loans

Multilateral Aid

Grant assistance for the food aid project(KR)
Grant assistance for the food security
project for underprivileged farmers (2KR)
Cultural grant aid
Non-project grant aid

Bilateral Grants

Bilateral Aid

Grant aid 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

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 andorganization-related operations)** For details on what these operations include, please refer to page
29.

Japan International Cooperation System Annual Report 2010

9

Part

1 Principal Activities in FY2010

countries. Under these agreements JICS also acts as the secretariat for intergovernmental consultative committees, which
are tasked with monitoring the distribution of the procured
foodstuffs as well as the counterpart funds* deposited byrecipient governments. Furthermore, since 2007 JICS has
been undertaking procurement agent services, including themanagement of funds.
In FY2010, 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.

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 thisscheme in 1977, and it is carried out in Asia, Africa, Central andSouth America, Eastern Europe, the Commonwealth of Independent States (CIS) and others. The alternative name for thisprogram is “2KR,” which is derived from the name “KR” that 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 FY2010, JICS cooperated with studies in 9 countries andprovided procurement agent services for 22 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

Emergency grant aid: Delivering the first batch of relief supplies following earthquake damage in Qinghai Province, China

10

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 management 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 FY2010, JICS analyzed Grassroots cultural grant aid project applications under contract with the Ministry of Foreign
Affairs, conducted preliminary study of General cultural grant
aid applications under contract with JICA, provided 15 procurement management services under contracts with recipient governments, and implemented tendering support works
for four projects.

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 FY2010, JICS provided a total of 45 procurement agent
services for Non-project grant aid in various countries in Oceania, the Middle East, Africa and Asia.

Grant aid for conflict prevention and peacebuilding: Landmine removal equipment
and operators (Cambodia)

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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 emergency procurement of necessary goods, procurement procedures
required for the construction of facilities and project management operations.
In FY2010, JICS provided procurement agent services fora total of 15 Emergency grant aid projects including projects
continuing in Iraq and Afghanistan.

L Grant Aid for Conflict Prevention and Peacebuilding

L Grant Aid for Community Empowerment

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.

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 FY2010, JICS provided procurement agent services for a
total of 26 Grant aid for community empowerment projects:
21 for projects continuing from the previous fiscal year andfive for new projects for the construction of schools, the repairof reservoirs and other works in Africa and Asia.

Grant aid for conflict prevention and peacebuilding: Al Quds Street under construction (Palestine)

Grant aid for community empowerment: Elementary school that was constructedusing grant aid (Burkina Faso)

L Grant Aid for Disaster Prevention and Reconstruction

Japan International Cooperation System Annual Report 2010

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 FY2010, JICS provided procurement agent services
for a total of nine 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 and Cambodia, andnew projects in Haiti, Uganda and other country.

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 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 FY2010, JICS provided procurement agent services for a
total of four Grant aid for disaster prevention and reconstruction projects in areas suffering earthquake and cyclone disaster, including projects continuing since before the previous
fiscal year.

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The Role of JICS in ODA

L Program Grant Aid for Environment and Climate
ChangeFrom 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
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 FY2010, JICS provided procurement agent services fora total of 68 Program grant aid for environment and climatechange projects: 22 for projects continuing from the previous
fiscal year, mostly for the introduction of photovoltaic power
generation systems, and 46 for new projects including forest
conservation projects and projects in Africa and other regions
to improve the capacity to cope with natural disasters causedby climate change.

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, andProgram grant aid for environment and climate change: Solar panels installed in
Hambantota (Sri Lanka)

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procurement operational support for JICA overseas offices.
In FY2010, JICS conducted purchase and delivery works for
81 equipment and materials procurements, and for 330 equipment and materials procurements to be sent together withexperts, and also dispatched short-term assistance staff to 16
countries.

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 FY2010, JICS conducted 393 primary checks for projects
in Southwest Asia, Latin America, Africa, the Middle East andEastern Europe. JICS was also responsible for survey works onstrengthening 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 FY2010, JICS conducted procurement and other works
for four projects continuing from the previous fiscal year, andcontributed to smooth and steady project implementation.

Multilateral aid-related operations: “Roadside Station” completed under Japan’s
Program for Improving Efficiency of Logistics and Distribution of the “East-West
Economic Corridor” and “Southern Economic Corridor” (Cambodia)

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JICS’ Major Activities in FY2010

JICS’ services may be broadly divided into two categories—those that encompass overall project execution and management(including procurement), and those that support procurement procedures for only a particular part of a project.
In this section, we introduce JICS’ major activities during FY2010 relating to each service type.

Managing Overall Project Execution: Procurement Agent (Management) Services
Grant Aid For Community Empowerment (Ethiopia)
P Project Name: The Project for Construction of Primary Schools in Oromia Region, Ethiopia
P Objective: As a means of improving the infrastructure for the provision of primary education in Oromia region, construction of a total of 38 primary schools comprising 240 classrooms
P Agent Agreement Counterparty: Oromia Education Bureau, Oromia National Regional State, Government of Ethiopia
P Grant Amount: ¥1,041 million
P Intergovernmental Agreement: December 2007
P Delivery/Completion: April 2010

Rising School Attendance Rate Leads to Serious School
Shortage

Initial Construction Plan Increased from 31 to 38 Schools
Within this project, JICS not only managed the grant aid funds
on behalf of the Ethiopian government but also selected theconsultants and construction companies required in the

A completed school

Tape cutting at a school opening ceremony

Japan International Cooperation System Annual Report 2010

JICS’ Major Activities in FY2010

Ethiopia, which has one of the world’s lowest levels of grossnational income (GNI) per capita at approximately $160, ispursuing a policy of prioritizing children’s education as one of
the country’s key strategies for addressing poverty. However,Ethiopia’s educational infrastructure has been unable to keep
pace with increases in the school attendance rate, leading to aserious shortage of primary schools and other facilities.
To alleviate this situation, the Ethiopian government madea request to the Government of Japan for grant aid to build
schools. In response, the Japanese government conducted research and subsequently, in December 2007, formally agreed
with the Government of Ethiopia to implement the Project forConstruction of Primary Schools in Oromia Region. Following
that, JICS entered into an Agent Agreement with the Ethiopian government, and—as that government’s agent—selected
domestically within Ethiopia the construction consultants,
construction companies and furniture suppliers necessary forthe school construction project. Further, JICS signed contracts
with the selected firms and proceeded with execution of the
project.

execution of the project and handled the procurement ofschool furniture and other materials and equipment necessary
for the provision of school education. Initially, based on the report (Outline Design Study) compiled by the JICA study teamafter in-country research, JICS selected local construction
consultants, which subsequently conducted more in-depthsite surveys and carried out detailed design work. Similarly,
JICS conducted selection of the construction companies by
opening a local tender. During the construction phase, JICS
managed progress of the project and implemented payments
to the contract counterparties.
During the execution of the project, although JICS faced amyriad of difficult challenges, the most severe difficulty was
the access to the construction sites. Nearly all of the 38 schools
built as part of the project were distant from major roads inremote locations. Furthermore, including the most remoteplanned construction sites, the project was spread over an
area spanning approximately 500km in diameter. For one of
the sites, construction materials and furniture had to be carriedin on donkeys, while another site was only reachable after driving more than five hours on an unpaved road. Owing to thebroad area over which the construction project was spread, it
was also difficult to monitor the progress of each site.
Ethiopia has an annual rainy season between June and
September. During this period, torrential rain often causes
landslides on the roads used to access the construction sites,
thus preventing construction vehicles from reaching the sites.
Since this could lead to a suspension in construction work, it
naturally places restrictions on the period in which construction could be carried out. For this reason, it was necessary tofinish construction work before the rainy season began, and it
was important to conduct expeditious and timely contractor
selection procedures and construction work. However, evenduring the dry season, there were disruptions to construction
operations. For example, owing to drought, there was thecase of a dam drying up, which meant the local hydroelectric
power plant could not operate. With power cuts lasting up to
20 hours per day, local cement plants ceased operations, causing the supply of cement on the market to fall sharply.
Furthermore, during this time, the world was swept by
the global financial crisis, whose impact caused a fall in foreign exchange in Ethiopia. This led to large price increases forsteel reinforcing rods and other imported materials, which
affected the construction period. Against this backdrop, JICS
conducted frequent consultations with the Oromia Education Bureau—the recipient-country executing agency—aswell as with the Embassy of Japan in Ethiopia, JICA and otherproject stakeholders, with the aim of maintaining a common
understanding of the situation among all interested parties. By
responding flexibly to a variety of issues, JICS strove to ensure

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hygiene, including the proper use of toilets and correct handwashing methods. At the end of the two-day workshops, theteachers and pupils who had received instruction painted
murals on school walls illustrating what they had learned as ameans of communicating the importance of good hygiene to
not only the people directly involved in the schools but also
to the wider local community.

Utilizing the Reconstruction Support Know-how JICS
Acquired Following the Indian Ocean Tsunami

JICS’ Major Activities in FY2010

A scene from a school opening ceremony

Pupils receive lessons inside one of the new classrooms

that the project progressed smoothly.
As of December 2008, it was anticipated that the project
would be able to build a total of 31 schools comprising 200
classrooms. However, subsequently in January and July 2009,
the local currency was devalued against the US dollar, whichmeant that the purchasing power of procurement funds heldin dollars increased by approximately 10%. In light of this, it
was decided that an additional seven schools and 40 classrooms deemed high priority would be constructed under the
project, resulting in a total of 38 schools and 240 classrooms.
The provision of these new facilities has enabled 11,520 pupils
to receive school classes.
Under this project, the provision of each of the schools
included components related to training and knowledge development, including support for training programs covering
the use of the facilities built. As part of this, local consultants
specializing in the medical field provided instructions on

Prior to the launch of Grant Aid for Community Empowerment, JICS had built up significant experience in the executionof reconstruction support in relation to the aftermath of theSumatra Earthquake and Indian Ocean Tsunami. JICS accurately identified local needs and responded by selecting—via
a tender process—local construction companies and furnituresuppliers, which could satisfy those needs. During the school
construction project in Ethiopia, JICS was able to fully utilize
its know-how on construction using local materials to thegreatest extent possible. Specifically, this know-how concerns
how to acquire the materials necessary to meet the needsof the community at the lowest cost and at an appropriate
level of quality, while also realizing prompt procurement. JICS
also possesses expertise on the most effective ways to ensurethat operations are completed within the period specified
in the contracts. This requires providing meticulous project
management vis-à-vis local companies whose financial position is often severe as well as companies that have a very
different approach to the fulfillment of contract comparedwith Japanese companies. JICS believes that it was successful
in conveying to local stakeholders the importance of paying
particular attention to fairness and transparency during thevarious project execution processes.
Following on from this project, in June 2011, the Japaneseand Ethiopian governments concluded an Exchange of Notes
regarding the second-phase project, the Project for Construction of Secondary Schools in Amhara Region. Leveraging theexperience gained during the implementation of the firstphase project, JICS is focusing its efforts on ensuring smooth
progress in the second-phase project.

Grant Aid For Community Empowerment (Palestine)
P Project Name: The Project for Support for the Public Activities of the Communities in Jordan Valley, Palestine
P Objective: Improvement of living conditions in the Jordan Valley through the construction of basic public infrastructurein the area
P Agent Agreement Counterparty: Ministry of Local Government of the Executive Authority of the Palestinian Authority
P Grant Amount: ¥1,176 million
P Intergovernmental Agreement: March 2010

Providing Support at the Community Level to an Area
Deprived of Development Opportunities
In Palestine, where the Israeli occupation continues, owing
to controls on land use, movement and other restrictions
specific to occupied territory, the economy is run down and
it is difficult to provide a satisfactory level of public services
to citizens. A large number of hospitals, educational facilities,
community centers, roads, electric power facilities and otherinfrastructure lack basic repairs, while facilities and equipment

14

suffer ongoing obsolescence. In particular, in the Jordan Valley—the area covered by this project—such key social andeconomic indicators as school attendance rates and medical
services are low, even in comparison with the other parts of
the Palestinian West Bank, and the need for development isparticularly high.
The objective of this project is to improve the living conditions of residents of the Jordan Valley. In addition to the construction of medical and educational facilities and community

Japan International Cooperation System Annual Report 2010

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centers, which were of particular urgency, the project also focused on improving such general infrastructure as roads andthe electrical grid. Furthermore, by implementing the procurement of a range of equipment, including ambulances, mobile
clinics, school buses and water tankers, the project strove not
only to greatly improve living conditions for residents of thearea at the community level, but also aimed to spur increased
economic independence based on these improvements.

efforts expended to ensure that precious grant aid funds are
utilized as effectively as possible. JICS will continue to strive
to realize expeditious and smooth project execution while
respecting the needs of recipient countries.

A Multi-component Project that is Concurrently
Promoting Aid in Several Spheres

Local construction companies gather at a pre-tender explanatory briefing regarding
the road construction portion of the project

Palestinian consultants check plans while overseeing construction works

JICS’ Major Activities in FY2010

This project differs from single-component Grant Aid for Community Empowerment projects covering school construction
owing to the diverse array of aid spheres that it encompasses,
including such areas as medical and educational facilities, roads and electrical infrastructure. For this reason, it isnecessary to carry out project design and contract tender
procedures with respect to each field. In addition, in projects
involving a large number of assistance fields, the number ofcontracted companies inevitably becomes large. As a procurement agent, JICS fulfills the role of managing the executionof aid across this broad range of fields. As of the end of June
2011, excluding consultants, JICS has signed contracts with six
local construction companies, and expects to enter into contracts with at least 10 further companies in relation to future
equipment procurement after conducting selection througha tender process. Ultimately, JICS anticipates entering into
contracts with a total of approximately 20 companies, and carrying out monthly payments to contractors while managing
the execution of each contract.
Furthermore, in the case of multi-component projects inwhich aid is promoted across several spheres simultaneously,
since the range of governmental agencies and other stakeholders involved is also very broad, the amount of labor andtime devoted to coordinating these activities can also become
quite large.
For multi-component projects such as this, although it isnecessary to deal with specialized technology relating to eachfield, such as roads and electricity supply, from a cost perspective it is difficult to assign experts separately for each field. For
this reason, JICS believes that this point is likely to become akey issue in the execution of effective aid.

Maximizing the Effective Utilization of Grant Aid Funds
This project, which commenced in December 2010, is plannedfor completion in March 2012. Tenders for the constructionof buildings, roads and the electrical grid have already been
completed, and construction work is now under way. As ofthe end of June 2011, approximately 30% of construction
work has been completed. In June and July, all tenders forconstruction and equipment were carried out, and all of theinitially planned contracts have been signed.
In the first lot of tenders, competition was particularly
strong, enabling JICS to enter contracts at prices that werelower than its initial estimates. This has resulted in the gainingof a certain amount of latitude in terms of grant aid funds, andadditional discussions are now being held with the recipient government regarding the most effective fields in which
to allocate remaining funds, from the perspective of further
improving the living conditions of local communities. JICS
believes that these unexpected remaining funds reflect theRoad repair work being carried out (foreground) and completed electrical transmission lines (background)

Completed transmission lines and pylon

Japan International Cooperation System Annual Report 2010

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Projects for International Agencies and Organizations

JICS’ Major Activities in FY2010

P Program Name: Japan’s Program for Improving Efficiency of Logistics and Distribution of the “East-West Economic
Corridor” and the “Southern Economic Corridor”
P Objective: Promotion of smooth and efficient cross-border logistics in the Mekong region
P Area Covered: East-West Economic Corridor; Southern Economic Corridor
P Participating Countries: Five countries (Cambodia, Laos, Myanmar, Vietnam and Thailand)
P Total Program Cost: US$10.0 million
P Program Composition: (1) Project for the improvement of customs clearance and other customs functions(2) Project for the establishment of logistics terminals(3) Project for the establishment of model areas(4) Project for the development of human resources in the logistics field
P Project Approval: June 2009

Contributing to Smooth and Efficient Cross-border
Transportation in the ASEAN Region

Aiming to Simplify Border Procedures and Strengthen
Customs Clearance Functions

Much attention is being focused on the ASEAN region andits anticipated future role as the “world’s factory.” The regionis also expected to take on increasing economic importanceas a major market with a very large combined population.
To function as a globally competitive manufacturing centerand develop into an attractive market, a key issue that theASEAN region must address is the improvement of logistics
efficiency—particularly intra-regional cross-border transportation—as an essential element supporting production andmarketing activities. Against this background, Japan’s Programfor Improving Efficiency of Logistics and Distribution of the“East-West Economic Corridor” and the “Southern Economic
Corridor” was launched.
This program was consistent with the objectives of theJapan-ASEAN Integration Fund (JAIF), which was establishedwith a contribution from the Japanese government to assist
ASEAN integration. In line with this, a portion of the JAIF was
utilized in relation to the execution of this program. Further,
JICS and the Japan International Cooperation Center (JICE)
formed a consortium and leveraged their respective strengths
in the implementation of this program—JICE in humanresource development and other knowledge-related spheres,and JICS in the infrastructure area. JICS conducted tenders andother procedures as the procurement agent for the governments of Cambodia, Laos, Myanmar and Vietnam, and carriedout the selection of consultants and construction companies
as well as the procurement of equipment.

In the Mekong region, comprising Cambodia, Laos, Myanmar,
Vietnam and Thailand, a Cross-Border Transport Agreement(CBTA) was signed in September 2007. Based on this CBTA,
these countries are working to simplify border procedures, including through the implementation of a “Single Window/Single Stop” system that unifies the processing point for customs
clearance of exports and imports between the participating
countries. Although the “Single Window/Single Stop” system
is not mandatory for all border crossings within the Mekong
region, its implementation is being prioritized for bilateral borders between countries along the East-West Economic Corridor and the Southern Economic Corridor, and each country isundertaking efforts to realize this objective.
At the Laos-Vietnam border crossing on the East-West
Economic Corridor, with financial cooperation from the AsianDevelopment Bank (ADB), facilities had already been installedon the Vietnam side of the border at Lao Bao for customs
inspections and customs clearance procedures. However,on the Laos side in Dansavanh, facilities had not yet been
installed. Through this program, a common control area wasconstructed in Dansavanh, including such facilities as an office
for freight immigration, freight customs clearance and quarantine inspection officials and a bonded warehouse. In addition,in Lao Bao, the program installed a large X-ray unit for freightinspection. Through these improvements, it is hoped that
customs clearance functions between Laos and Vietnam willbe speeded up significantly, marking a major step toward therealization of “Single Window/Single Stop” between the twocountries.

Myanmar

Phalansay

DansavanhThailand

Laos

Southern
Economic
Corridor Pursat

Cambodia

East-West
Economic Corridor

VietnamSouth China Sea

The program’s coverage area. The two red dotted lines indicate the East-West
Economic Corridor and the Southern Economic Corridor.

16

A freight inspection and customs-clearance facility in Lao Bao, Vietnam

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through such benefits as the sale of locally produced goods
and employment opportunities for local residents.

JICS Implemented Four Projects Simultaneously as theProcurement Agent for Four Countries

A sign indicating the roadside station at Pursat, Cambodia

Completed Roadside Stations in Cambodia andLaos Enhance Safety and Convenience for Economic
Corridors Users
The roadside stations that were under construction in Cambodia and Laos have been completed, and operation of the
facilities commenced in January 2011 at Pursat, Cambodia,
and in February 2011 at Phalansay, Laos. For both countries,
these were their first full-fledged roadside station facilities.
For the launch of the roadside stations, it was important tofirst provide the local people with a sound understanding of
the roadside station concept. To achieve this objective, JICS
invited government officials and other local stakeholders
from the recipient countries to Japan for a three-day training
program that included visits to observe facilities. At the sametime, JICS dispatched experts from Japan to the local areas inCambodia and Laos to run workshops and training sessions
for government officials and private-sector managers.
The roadside station in Cambodia was built on National
Highway 5, which is a portion of the Southern Economic
Corridor connecting Thailand, Cambodia and Vietnam. The
new facilities are fulfilling a crucial role for tourism and logistics in the region. The roadside station built in Laos performs
a similar role on the East-West Economic Corridor, approximately halfway between the Thai and Vietnamese borders. At
the Cambodian roadside station, stores sell a variety of local
specialties, including products made from marble as well as
textiles. At the Laotian roadside station, efforts are being madeto sell products developed as part of a “One District, One Product” (ODOP) program. The establishment of the two roadsidestations and the provision of rest services and tourist information for road users further bolster the safety and convenienceof the Economic Corridors. It is hoped that the facilities will
also serve to promote the development of local industries

JICS’ Major Activities in FY2010

The facilities in Dansavanh may also be utilized as a freighttrans-shipment terminal, providing logistics-terminal capabilities. The program included the procurement of forklift vehicles
for trans-shipment at the Dansavanh facilities. Furthermore,
there is an ongoing program to train personnel involved
in logistics. Principally targeting transportation companies,
through logistics seminars in each country, pilot training,
evaluation seminars and other activities, the program aims toenhance the capacity and performance of the industry as awhole.

In general, for most of the projects in which it is involved, JICS
usually enters into an Agent Agreement with a single country
and carries out its operations. However, for this program, JICS
acted as the procurement agent for four countries, and hence
needed to maintain close communication with personnel
from each country, while coordinating the projects based onagreement from each county. This coordination work may
be considered as one of the key tasks handled by JICS during
the execution of the program. Furthermore, in each country,
a large number of government agencies were involved in the
program. For example, in the case of Cambodia, such agencies
as the Ministry of Commerce, the Ministry of Economy and
Finance, the Ministry of Planning and the Ministry of Public
Works and Transport participated in the program. This meantthat if coordination was not handled carefully, problems maylater arise over differences of opinion. In addition, to achievesmooth progress according to the project plan, it was necessary to adapt to sudden changes in circumstances as theyarose, including such unpredictable occurrences as cyclones
or outbreaks of violence.
The program featured a number of unusual characteristics
compared with JICS’ other operations. For example, the program’s funding party was the JAIF rather than the Governmentof Japan, and within this one program four projects were
implemented simultaneously. Such characteristics made it aparticularly challenging program. JICS intends to effectively
utilize the experience gained during the program in a wide
variety of future projects.
Note: “Single Window” refers to a system whereby export and import procedures arecompleted through a single processing point. “Single Stop” refers to the joint
implementation of inspections by the exporting and importing countries atthe border crossing, meaning procedures may be completed in a single stopat the border.

Inside the roadside station at Pursat, Cambodia

The opening ceremony for the Pursat roadside station

Japan International Cooperation System Annual Report 2010

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Program Grant Aid for Environment and Climate Change (Sri Lanka)
P Project Name: The Project for Introduction of Clean Energy by Solar Electricity Generation System
P Objective: Installation of photovoltaic panels in the suburbs of Hambantota and the introduction of appropriate management and maintenance of the installed system
P Agent Agreement Counterparty: Ministry of Finance and Planning, Sri Lanka
P Grant Amount: ¥860 million
P Intergovernmental Agreement: December 2009
P Delivery/Completion: August 2011

India
Indian Ocean

Sri Lanka
ColomboHambantota

JICS’ Major Activities in FY2010

Responding to Increasing Electricity Demand with
Clean Energy
In Sri Lanka, which has recently emerged from a long civil war,a diverse range of fields, including tourism, agriculture and industry, are at present seeing a vibrant level of economic activity, leading to greater demand for electricity. To meet this brisk
level of electricity demand while restricting greenhouse gas
emissions, the Sri Lankan government has formulated a planto generate 10% of domestic electricity from clean energy
sources by 2016, and is aggressively promoting the adoptionof solar and wind power.
To support these efforts by the Sri Lankan government, thegovernments of Japan and Sri Lanka concluded an Exchange
of Notes on December 4, 2009, relating to the installation of asolar power generation system in the suburbs of the southern
Sri Lankan city of Hambantota. This marked the start of the
Project for Introduction of Clean Energy by Solar Electricity
Generation System, a FY2009 Program Grant Aid for Environment and Climate Change project.

Tender Opened after Change in Installation Site
Location

Following the Exchange of Notes by the two governments,
JICS signed an Agent Agreement with the Government of Sri
Lanka, giving JICS the role of agent for the Sri Lanka Sustainable Energy Authority (SLSEA), the executing agency for thisproject. JICS conducted an in-country study on solar power
generation together with consultants specializing in solar
power technology, and carried out preparations for a tender.

After implementing the aforementioned preparations, during
which JICS and the tendering companies reached a common
understanding over the tender conditions, JICS received arequest from SLSEA in late March 2010 indicating the wish
to change the installation site location. The principal reason
for the change was that the original site contained a muchlarger amount of rock than anticipated, making preparationof the site more difficult. Up to that point, the site had been
determined while anticipating the route on which equipment would be transported. Although the site plan had been
redrawn several times in accordance with the requirementsof the site’s shape and other work had been carried out, when
there is a request for a change in site location from the

The control building shortly before completion

Installation of the solar PV panels and preparation of the site

JICS’ First Solar Power Generation System Procurement
Project

18

This project marked JICS first execution of procurement for agrid-connected photovoltaic (PV) system. After conducting aseries of detailed studies, which included confirmation of thenecessary equipment and important points of consideration
for the transmission of electricity generated from a PV system over Sri Lanka’s electrical grid, JICS prepared the tender
documents. In line with requests from the Sri Lankan projectexecuting agency, SLSEA, JICS refined the draft documents
several times, and the sale of the completed tender documens finally commenced in mid-January 2010.
Since this was the first solar power generation system project, 18 companies expressed interest in the project, a muchhigher number than usual. In relation to the content of thetender documents, JICS received an extremely large numberof questions concerning such matters as the equipment andsystem specifications and the installation method. Although
JICS initially planned to open the tender on March 25, as it wasnecessary for all the companies that expressed interest in thetender to fully understand the tender conditions and content,
in an exceptional move, the tender date was changed. JICS
established several periods for replies and amendments, toensure that the tendering companies were able to adequately
prepare.

Japan International Cooperation System Annual Report 2010

Part

1 Principal Activities in FY2010

Local Power Generation System Procurement
Operations Begin
In August 2010, the project entered the stage of local procurement operations for the power generation system. The deadline for completion of the construction and installation work
was one year. Drawings for the civil engineering, constructionand electrical equipment components of the project werereceived from the contracted companies in rapid succession.
Consultants then checked for any flaws in the submitted
drawings and to confirm whether or not the submitted
content conformed to the tender conditions as desired by
the executing agency, SLSEA. JICS followed up on progressof this work as part of its construction management operations. The JICS local coordinator, who principally carries out his
operation from the JICS Colombo Office, visited the projectsite 2–3 times a month once construction work commenced,
traveling six hours each way to Hambantota. The JICS coordinator used these visits to confirm the progress of operations
on the site and worked to coordinate between the project’s
various stakeholders. Whenever materials and equipment forthe project arrived at the Port of Colombo, the JICS coordinator assisted to perform the customs procedures necessary forcustoms clearance by gathering the required documentationfrom the contracting companies and SLSEA. If the electricity
or water supply at the project site was found to be disrupted,
the JICS coordinator would respond by undertaking efforts toensure that supply was restored—including through visits tothe electrical or water utility.
For JICS, this was its first solar power generation systemproject, and hence required ongoing trial and error. However,thanks to the unified efforts of all the parties involved, theproject was able to proceed without significant delays. Aftersigning an agreement with the successful tendering company,
the schedule was completed virtually as planned, and from
August 2011, electricity generated by the solar generation
system was able to be transmitted over Sri Lanka’s electrical
power grid.

Leveraging Valuable Experience Gained in Future
Projects
The project site—empty, rough ground at the start—has
been developed into an orderly arrangement comprisingsome 3,500 solar PV panels installed over an area of approximately 15,000m2.
To ensure that the system is put to effective use, training
programs were carried out vis-à-vis personnel from the executing agency, covering such aspects as system and equipment maintenance and procedures for operation. JICS expects
this training to be instrumental in bolstering the level of effective utilization of the system.
With all installation work and training completed, clean
energy from the solar power generation system is now being
supplied to the people of Sri Lanka. While the project had to
overcome a myriad of issues before reaching this successful
conclusion, there was a large amount of knowledge gained
and many solutions were developed during this process. In
future projects, if similar issues arise, JICS is confident that it
will be strongly positioned to leverage the experience gained
from this project.

JICS’ Major Activities in FY2010

executing agency owing to the condition of the site, JICS is
obliged to alter the plan in order to ensure that the projectproceeds smoothly. Consequently, the tender was postponed
until SLSEA was able to find an alternative site and complete aland survey.
In April 2010, SLSEA notified JICS that it had identified analternative site. JICS personnel immediately traveled to Sri
Lanka with the project consultants to conduct a study of thecandidate site identified by SLSEA. Fortunately, the alternativesite was located near a major highway, and the shape of thesite was more suited for the solar power generation systemthan the original site. The consultants carried out the site
survey and drew up the plans again, and based on these theproject specifications were amended. In late May, after theamendment work was finally complete, the modified tender
documents were sent to the companies who purchased theoriginal tender documents and the new tender schedule
was notified. Subsequently, after several additional rounds ofquestions and answers, the tender was opened in July, with
officials from SLSEA invited to observe. At the tender, the submitted envelopes received from each company were opened,
and after the technical document screening was carried out it
was apparent that the content of the tenders was based on asubstantial level of research. The high quality of the tenders reflected the multiple rounds of questions and answers that had
taken place since publication of the tender notice. There wereno cases of tenders lacking sufficient documentation andno companies were disqualified. All companies passed thetechnical screening and advanced to the next stage—priceevaluation. When the price bids were opened, the lowest bid
was within the price estimate range. As a result, JICS signed acontract with the company that submitted the lowest-pricetender on behalf of SLSEA, and conducted negotiations toensure that the solar power generation systems installed
would be the maximum possible capacity within the aid funds
allocated to the project.

The solar PV panels laid out in neat rows during the installation work
Japan International Cooperation System Annual Report 2010

19

Part

1 Principal Activities in FY2010

Support Services for Procurement ProceduresTechnical Cooperation-related Operations
Overview of Technical Cooperation Support Provided
by JICSJICS’ Major Activities in FY2010

Technical cooperation promotes nation building in developing
countries by facilitating the adoption of technology among people in developing countries and by helping to raise the level oftechnology used. This mode of aid enables recipient countries todraw on Japan’s extensive range of technology and experience.
Along with operations related to grant aid, support operations
related to the procurement of materials and equipment necessary for technical cooperation is one of JICS’ two core founding
missions. Since its establishment, JICS has provided a diverse
range of technical cooperation-related services. These include thepreparation of specification documents regarding procurement
and tender documents related to domestic procurement in Japanand arrangement of transportation (support for procurement inJapan), and support for procurement operations at JICA overseas
offices (support for local procurement).

Support for Procurement in Japan
In relation to procurement in Japan, JICS undertakes support forthe procurement of equipment necessary for technical cooperation projects and the activities of technical cooperation experts,
as well as the provision of information. Specific operations necessary for the procurement of equipment include the preparationof technical specification documents, the preparation of tender
notices and explanatory materials for tenders, assistance for the
execution of tender openings, inspection of contracted equipment and materials, and arrangement of transportation.
FY2010 was the year in which the Science and Technology
Research Partnership for Sustainable Development (SATREPS)
moved into full swing. The SATREPS project was launched in
FY2008 for the purpose of promoting international joint research
between Japan and universities and research institutions inrecipient countries. The project specifically focuses on finding
solutions to such global-scale issues as the environment, energy,
disaster prevention and infectious diseases. In the case of ordinary technical cooperation, JICA principally procures in Japanthe materials and equipment necessary for a project and thenships them to the recipient country. However, for SATREPS projects, there are cases where equipment purchased and owned
by a Japanese university or research institution is shipped to therecipient country for use there. Under the SATREPS project, JICS
provided support operations related to the purchase and transportation of equipment and materials.
In particular, for shipment, JICS applied its extensive experiencein shipping items overseas to support universities and researchWithin support for procurement in Japan, a pre-delivery inspection is conducted toverify that the equipment conforms to the contract conditions

20

institutions, which do not ordinarily have involvement in export
operations. Based on the specifications and performance of theequipment items to be shipped, JICS considered the most appropriate packaging and transportation method and performed
various export procedures. Since the latest research and analysis
apparatus used in SATREPS projects includes very sophisticated,
high-performance equipment, there is a high possibility that such
equipment will be subject to various export regulations. For thisreason, JICS undertook these operations with the utmost care.

Support for Local Procurement
Local procurement is carried out by JICA overseas offices in relation to materials and equipment necessary for technical cooperation projects. For countries that have significant support needs,
JICS dispatches personnel to support procurement procedures
and undertakes such operations as support for the preparationin Japan of various documentation, including specification andtender documents, necessary for local procurement.
The core element of local-procurement support is the dispatchof support personnel. In FY2010, JICS dispatched procurement
support personnel to 16 countries, including Uganda, Tanzania,
Senegal and Uzbekistan. The needs of each country are diverse,
and encompass such areas as support for the establishment ofsystems, such as the preparation of manuals related to the execution of procurement procedures and the maintenance of information on companies that provide procurement price estimates,
as well as support for tender procedures related to first-time
purchases of high-value equipment.
For countries in which JICS has built up a track record of support, since JICS has accumulated a range of information related
to procurement systems—including office manuals—and local
business customs, it is relatively easy for JICS to provide support.
In contrast, for countries where JICS provides support for the firsttime, it is necessary to begin by ascertaining information regarding procurement systems and confirming local business customs.
For this reason, utilizing the experience JICS has accumulated todate, in accordance with the situation in each country and office,
JICS works to prepare
practical manual drafts
and gather information.
By providing this type of
support, JICS contributes
to the appropriate andsmooth execution of local
A JICS staff member (left) explains the flow ofprocurement operations.
procurement procedures at a training session
for JICA project formulation advisor who havebeen assigned to work in Afghanistan

A local procurement seminar for the Middle East region held at the JICA Jordan Office. JICS personnel participated as lecturers together with JICA personnel.

Japan International Cooperation System Annual Report 2010

Part

1 Principal Activities in FY2010

Loan Aid-related Operations
Overview of Operations
Beginning in FY2004, JICS has carried out primary checks ofprocurement-related documentation prepared by recipient
countries under loan aid agreements. JICS performs these operations under commission from JICA (until September 2008, these
operations were performed under commission from the former
Japan Bank for International Cooperation [JBIC]). As of September
30, 2011, JICS had carried out screening of documentation for approximately 2,000 loan-aid agreements with 41 countries.
JICS confirms, within 3–7 days per case, whether the
procurement-related documentation submitted by a recipient
government conforms with JICA procurement guidelines andstandard international agreement terms. Through these operations, JICS supports the appropriate and transparent management of Japan’s ODA budget as well as the smooth executionof loan-aid projects in recipient countries.

P Steps in the Loan Aid (ODA Loans) Execution Process
Request fromdeveloping country

Receipt of documents
Review/screening
Check for insufficient documentation
Cabinet decision
Screening
Exchange of Notes (E/N)
between governments

Primary Checks of Loan Aid Procurement-related
Documentation

Content review meeting

3–7
days

Executing agency loan agreement(L/A)
Amendment/proofreading
Project execution
Submission of output
Completion

Return of documentation borrowed from JICAJICS’ Major Activities in FY2010

Loan aid is principally executed in six steps (please refer to thechart on the right side). Following the decision to execute theloan aid project, the Japanese and recipient governments perform an Exchange of Notes and sign a loan aid agreement. Subsequently, the project’s procurement procedures are commenced.
Within the procurement process, the verification of whether thecontent of procurement-related documentation prepared by therecipient government conforms with JICA procurement guidelines and other standards is called the “primary checks.” Specifically, in the procurement (selection) process for consultants andcontractors, JICS performs checks on 10 types of procurementrelated documents prepared between the tender and contract
execution to verify that the documents conform with JICA
procurement guidelines. The documents checked include three
types relating to the selection of consultants and seven types
required for the selection of contractors (letter of invitation,
contract, documents for preliminary screening of qualifications*,
tender documents, etc.). The results of this screening process are
submitted to JICA as a report compiled using a prescribed form.
JICS also provides a brief report to identify any problems, unclear
items or insufficient information in the documentation.
To date, JICS has carried out primary checks for loan-aid documentation submitted by 41 recipient countries, including India,
Bangladesh, Indonesia and Peru. In FY2010, JICS handled 393
such cases.
In addition, JICS has dispatched its staff as lecturers for seminars organized by JICA related to procurement procedures forloan-aid projects. The seminar participants are recipient

Flow of primary checks of procurementrelated documentation in regard to thehiring of consultants and selection ofcontractors for the execution of a project

Operations handled by JICS

government personnel. Since 2005, such seminars have been
held in Morocco, India, Egypt, Peru and other countries.
* Primary checks of qualifications refer to procedures for evaluating whether acompany is capable of undertaking responsible construction work. This screening
involves checking such items as a company’s financial position, management situation and business performance prior to a tender.

JICS System for Carrying out Primary Checks of Loan
Aid Procurement-related Documentation
JICS utilizes the knowledge and expertise it has accumulated
to date in relation to ODA projects to carry out primary checks
operations for projects in developing countries in Asia, Africa,
Central and South America and other regions. To ensure that it isable to prepare appropriate reports based on expeditious, thorough screening, JICS assigns staff members to undertake these
operations who are fluent in such languages as English, Frenchand Spanish and highly versed in procurement procedures.

Aiming to Make Further Contributions

A JICS content review meeting, which is carried out as part of primary checks ofloan aid procurement-related documentation

Since its establishment, JICS has carried out procurement operations related to grant aid and technical cooperation. In addition
to these operations, by undertaking primary checks of loan aid
procurement-related documentation, JICS has enhanced its levelof expertise vis-à-vis this field.
In the future, through additional improvements to the quality
and efficiency of these operations, JICS will aim to make further
contributions to the execution of loan aid operations.

Japan International Cooperation System Annual Report 2010

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Part

1 Principal Activities in FY2010

JICS Recent Events
New President, Vice President and Secretary
GeneralThe JICS President, Vice President and Secretary General havechanged as shown in the following table.
After concluding examinations on the future of JICS, publicrecruitment procedures for a new president were initiatedfrom April 2010 to strengthen the organizational structure andfurther improve service quality. Toru Nakatani, who has extensive experience as a manager of a private-sector corporation,
was appointed as the new president at an extraordinary meeting of the Board of Directors held in July 2010.
Title
President
Vice President
Secretary General

Predecessor
Takahisa Sasaki
Yukihisa Sakurada
Yoshinari Oshima

Successor
Toru Nakatani
Takashi Sakamoto
Toshiyuki Ezuka

Appointed
Sept. 1, 2010
July 31, 2010
Oct. 1, 2010

Note: Takashi Sakamoto retired as Vice President on July 31, 2011 and Toshiyuki
Ezuka was appointed as his successor on August 1, 2011.

JICS Recent Events

Participation in International Cooperation Events
JICS participated in the three events during FY2010: Global
Festa JAPAN 2010 held at Hibiya Park in Tokyo on October 2
and 3, 2010, World Collaboration Festival 2010 held at the Oasis 21 “Ginga no Hiroba” and the Hisaya Odori Park “Mochinoki
Hiroba” in Nagoya on October 23 and 24, 2010, and One World
Festival held at the Osaka International House Foundation on
February 5 and 6, 2011.
In its booth at Global Festa JAPAN 2010, JICS displayed
panels introducing its activities and presented “JICS Staff WorksIntroduction Meetings” for the second consecutive year where
young staff gave explanations of the works they are responsible for at JICS and their impressions.
At World Collaboration Festival 2010, where JICS participated for the first time, JICS presentation featured panels explaining JICS and its activities.
At One World Festival, 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. This year’s booth featured the panel display “ODA as
A JICS staff member explaining his
work at Global
Festa JAPAN 2010

Seen in Photographs and Illustrations” and a quiz rally. The JICS
corner presented panels introducing the construction of an elementary school as an example of JICS procurement contents
and procedures. Staff responded to questions about ODA andJICS activities.

Reports and Exchange of Views on the NGO
Support Activities of JICS in FY2010
A meeting for reports and exchange of views on the NGO support activities of JICS was held in the JICS Conference Roomon October 22, 2010.
In the activity reports in the first half of the meeting, each
NGO reported on the contents and results of its activities
implemented with JICS support during FY2007–FY2008.
Representatives from other NGOs, examiners and other participants asked questions and made comments. In the second
half of the meeting, participants shared their approaches tofundraising and exchanged diverse opinions based on theirrespective experiences. The meeting content was significant,despite the limited time.

NGO representatives exchanging opinions at the meeting

President Toru Nakatani Conducts Field
Inspections in Sudan and Kenya
President Toru Nakatani traveled to Sudan (the present Republic of South Sudan) and Kenya November 13–21, 2010 forfield inspections of projects, and to exchange opinions withconcerned organizations.
In southern Sudan, he conducted field inspection of all sites
where the Grant Aid for Conflict Prevention and Peacebuilding
projects “Project for Improving Facilities and Equipment ofMulti-Service Training Center in Juba” which includes theconstruction and improvement of the training center building,and “Project for Construction and Rehabilitation of Bridges on
Main Roads in Juba City” for the rebuilding of bridges and theconstruction of culverts (buried water conduits) are in progress, and exchanged opinions with the concerned parties. The
visit brought renewed awareness of the great importance of
these two projects in the building of a new nation.
In Kenya, President Nakatani exchanged opinions with parties involved with the Program Grant Aid for Environment andClimate Change “Program for Community-Based Flood Disaster Management to Adapt to Climate Change in the Nyando
River Basin” and visited completed facilities and facilities underconstruction in Kisumu County, Kenya, nearby Lake Victoria.

A JICS staff
member explaining ODA and JICS
works contents at
One World Festival

22

Japan International Cooperation System Annual Report 2010

Part

1 Principal Activities in FY2010

President Nakatani exchanging opinions with a Bureau Director of the Ministry ofLabour, Public Service and Human Resources Development in Sudan (the present
Republic of South Sudan)

Then-Vice President Takashi Sakamoto visits
Cambodia and Laos

Then-Secretary General Ezuka shaking
hands with the principal of an elementary school built in Burkina Faso

Second Meetings of the Board of Trustees andBoard of Directors for FY2010
The second regular meeting of the Board of Trustees for
FY2010 took place on March 17, 2011 and the second regularmeeting of the Board of Directors for FY2010 was held on thefollowing day March 18, 2011 at the JICS conference room.
At the meeting of the Board of Trustees, the following
points were discussed and approved: (1) FY2010 operation
planning and revised budget; (2) FY2011 project policy andplanning; (3) FY2011 budget; (4) election of Board of Directors; (5) change to transition policy under the public-interest
corporation system reforms, and method of selection of thefirst Trustees; and (6) Audit Report from the Certified Public
Accountant.
At the meeting of the Board of Directors, the following
points were discussed and approved: the above-mentioned
points (1) – (3), (5) and (6); election of the President and Vice
President; election of the Trustees; and selection of the firstcandidate Trustees after the change of legal status.
The JICS FY2011 project policy was adopted with the four
points: (1) implement appropriate projects in response tochanging ODA needs, (2) improve abilities and expand works
as appropriate for an international procurement agency, (3)reinforce and expand information disclosure and informationtransmission functions, and social contribution, and (4) advance preparations for the change in legal status.
In the transition policy under the public-interest corporation system reforms, the decision was reached to apply as a
general incorporated foundation since this is considered more
flexible than a public-interest corporation in terms of organizational operations criteria.

JICS Recent Events

Mr. Takashi Sakamoto, who was then serving as the Vice President of JICS, traveled to Cambodia and Laos December 19–25,
2010 for field inspections of projects, and to attend a mineclearing machinery handover ceremony.
As the procurement agent for the Cambodian Mine Action
Centre (CMAC) under the Grant Aid for Conflict Prevention
and Peacebuilding “Program for Integrated Mine Clearanceand Landmine Victim Assistance in the Kingdom of Cambodia,”
JICS is responsible for supervising the overall progress of the
project, including the implementation of site surveys and the
procurement of labor and materials. Following the completedelivery of mine clearing machinery and other items, a grandhandover ceremony was held on December 21, attended byseveral hundred landmine victims, local residents and otherparties concerned.
At the ceremony, then-Vice President Sakamoto, two other
JICS project staff, and others involved with the project received an award from the government of Cambodia.
In Laos, then-Vice President Sakamoto inspected 4 elementary schools in Saravane Province, which were built using
Grant Aid for Community Empowerment, and donated small
blackboards from JICS as JICS Project Support Program.

Aid for Community Empowerment, the “Project for Construction of Classrooms for Elementary Schools and Junior HighSchools,” where he exchanged
opinions with concerned organizations.
In Burkina Faso, he inspectedschool buildings, dormitories,
toilets and wells at two elementary schools constructed with
the Grant Aid for Community
Empowerment “Project for Construction of Elementary Schools(Phase 4)” and exchanged
opinions with the local parties
involved.

Then-Vice President Sakamoto (2nd from right) standing in front of the mine clearing machinery adjusted for Cambodia.

Then-Secretary General Toshiyuki Ezuka visits
Senegal and Burkina Faso
Mr. Toshiyuki Ezuka, who was then serving as the Secretary
General of JICS, traveled to Senegal and Burkina Faso January
23–30, 2011 for field inspections of projects and to attend a
handover ceremony.
Then-Secretary General Ezuka went to Senegal to attend
the handover ceremony for a school built under the first Grant
Japan International Cooperation System Annual Report 2010

The second regular meeting of the Board of Trustees

23

Part

1 Principal Activities in FY2010

Social Activities of JICS
Operation of Technical Information Center for
Medical Equipment

Efforts to Promote Understanding ofInternational Cooperation

JICS established the Technical Information Center for Medical
Equipment in 1999. This center provides information concerning medical facilities and equipment manufactured in Japanand provided under prior Japanese grant aid. JICS operates
the center with cooperation from concerned organizations.
In FY2010, in response to inquiries from staff at local medical institutions, the staff provided information 11 times, mostly
regarding equipment maintenance methods and the purchase of repair parts and materials.

JICS hosts students for the Period of Integrated Study anddispatches lecturers to deepen understanding of international
cooperation, ODA and JICS activities among a broader rangeof people.
JICS implemented the following educational activities during FY2010.

Social Activities of JICS

The NGO Support Activities of JICS in FY2010
JICS has been providing NGO support since FY1999 as one social contribution activity, to realize more refined international
cooperation.
In FY2010, JICS solicited applications from NGOs seeking assistance over about three months from July throughSeptember 2010, and received 40 applications. Of these, 13organizations were subsequently chosen to receive support
by the Screening Committee.
One of the greatest strengths of this program is that thefunds can be used to employ staff to strengthen organizations and for human resources development expenses andother expenses that strengthen the foundations of the NGOs.
In FY2010, 26 of the 40 applications received requested funds
for strengthening the foundations of NGOs, highlighting theneeds NGOs face to strengthen their organizational foundations.
P NGOs Supported by JICS in FY2010
Name of NGO
Asian Community
Center 21 (ACC21)
AFRICA CHILDRENEDUCATION FUND
(ACEF)
Education Sponsorship in Asia
Fukuoka NGO
Network
Kansai NPO AllianceCountry

Support Description

AmountGranted (yen)Japan

Funds for strengthening thefoundations of the NGO

800,000

Kenya

Equipment and materials purchase and transport expenses

800,000

India and Funds for strengthening the
Bangladesh foundations of the NGO
Funds for strengthening theJapanfoundations of the NGO
Funds for strengthening theJapanfoundations of the NGO
Equipment and materials purCambodia chase and transport expenses;
project operation expenses

702,000

International Volunteer Center of
Yamagata
Committee for Assisting and Promoting
Sudan
Education of the
Disabled in Sudan

790,652
800,000
780,000

Project operation expenses

756,000

NAGOYA NGO CENTER Japan

778,400

Japan Association for
Refugees

Project operation expenses;
NGO operation expenses
Funds
for strengthening theJapanfoundations of the NGO
Funds for strengthening theJapanfoundations of the NGO
operation expenses;
The Philip- Projectfunds for strengthening thepines
foundations of the NGO

600,000

Human Rights Now
Community Road
Empowerment

Link~an organization
for linking together
Thailand
forest, water & people
WakuWaku Gaia

MyanmarEquipment and materials purchase and transport expenses;
project operation expenses
Equipment and materials purchase and transport expenses;
project operation expenses

700,000
680,000
800,000
950,000

Date

Location

Theme

Contents

the Frontlines of Lecture in English for thirdFeb. 17, Josai Kawagoe Ju- “FromInternational year students
2011
nior High School Japan’s
Cooperation”
Women’s
Lecture on ODA in AfghaniFeb. 19, Japan
Peace:
University Junior “Afghanistan
stan and JICS activities for
2011
What
we
can
do”
High School
second-year students“The International
MeguroWard
Hion the importanceMarch gashiyama Junior Community and Japan: Lectureinternational coopera15, 2011 High School
Aspirations for Interna- oftion for third-year students
tional Cooperation”

Project Support Program: Distributing “Burningof the Rice Field”
JICS initiated its Project Support Program from FY2009, incommemoration of JICS 20th anniversary, as one of the activities toward the goal of advancing still higher quality international cooperation. This program presents memorial gifts tofacilities constructed by projects for which JICS served as the
procurement agent, and to institutions where equipment andmaterials were supplied. The memorial gifts are given to help
promote the future activities of the recipient institutions.
Based on disaster relief experience in the Sumatra Earthquake and Indian Ocean Tsunami, JICS is distributing atsunami disaster prevention education
pamphlet “Inamura no Hi” (“Burning of the
Rice Field”)*. In FY2010, JICS had the booklet translated into Spanish, printed andbound in Spanish and other languages,
and distributed at schools, orphanages
and other facilities in Indonesia, Sri Lanka,
Bangladesh and Peru. The other main
FY2010 Project Support Program accomplishments are summarized in the following table.
* Pamphlet created by MERCY Malaysia, Asian Disaster Reduction & Response Network (ADRRN) and Asian Disaster Reduction Center (ADRC) in the aftermath of the enormous damage
caused by the Sumatra Earthquake and Indian Ocean Tsunami
to enhance tsunami disaster-prevention awareness. The pamphlet is being published in several languages, especially thoseof the disaster-stricken countries.

P FY2010 Main Project Support Program Accomplishments
Country
Project Name
Items DonatedEquipment for City Hospitals,
Afghani- Medical
Clinics, Tuberculosis Center, and Regional
stan
Hospitals
OIE/Japan Special Trust Fund Project
Pakistan on Avian Influenza Control at Source inSoutheast Asia
Project for Construction of Primary
Ethiopia The
Schools in Oromia Region
Nicaragua
BhutanLaos

Disposable gowns
Disposable gowns
School books

Natural science dictionThe Project for Rehabilitation and Equipary, natural environment
ment of Educative Infrastructure in theconservation dictionary,Northern Part of Nicaraguavolleyballs, soccer balls
The Project for Construction of Educational Projector, laptop comFacilities
puter
The Project for Improvement of School En- Small blackboards
vironments in the Three Southern Provinces* See page 44 for all the FY2010 program accomplishments.

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Japan International Cooperation System Annual Report 2010