Annual Report PDF Free Download
1 / 164
/164
100%
FY
22
TOKYO
DEVELOPMENT
LEARNING
CENTER
ANNUAL
REPORT
Public Disclosure AuthorizedPublic Disclosure AuthorizedPublic Disclosure AuthorizedPublic Disclosure Authorized
© 2022 International Bank for Reconstruction and Development/The World Bank
1818 H Street NW
Washington DC 20433
www.worldbank.org
This work is a product of the sta of The World Bank with external contributions.
The ndings, interpretations, and conclusions expressed in this work do not
necessarily reect the views of The World Bank, its Board of Executive Directors,
or the governments they represent.
The World Bank does not guarantee the accuracy of the data included in this work.
The boundaries, colors, denominations, and other information shown on any map
in this work do not imply any judgment on the part of The World Bank concerning
the legal status of any territory or the endorsement or acceptance of such boundaries.
RIGHTS AND PERMISSIONS
The material in this work is subject to copyright. All the photos belong to TDLC, except
those that are credited otherwise. Because The World Bank encourages dissemination
of its knowledge, this work may be reproduced, in whole or in part, for noncommercial
purposes as long as full attribution to this work is given.
Any queries on rights and licenses, including subsidiary rights, should be addressed to:
World Bank Publications,
The World Bank Group,
1818 H Street NW,
Washington, DC 20433,
USA
fax: 202-522-2625
telephone: 202-473-1000
pubrights@worldbank.org
Book and information design by Voilà: chezVoila.com
FY
22
Tokyo
Development
Learning
Center
annual
report
VI
Abbreviations
034
TECHNICAL DEEP
DIVES &EVENTS
074
OPERATIONAL
SUPPORT
092
RESEARCH &
PUBLICATIONS
100
COLLABORATIONS
120
3. Program Management
andAdministration
128
4. Budget and Expenditures
for FY22 Work Program
130 ANNEXES
010 PROGRAM HIGHLIGHTS
2. TDLC PROGRAM REVIEW
TABLE OF
CONTENTS
132
Annex I
The TDLC
Team
136
Annex II
Technical Deep
Dives inFY22
140
Annex III
Knowledge Events
inFY22
156
Annex IV
Operational Support
inFY22
158
Annex V
Community of
Experts Members
012
Executive
Summary
014
TDLC’s FY22
Snapshots
016
Spotlight
Stories
024
1. About
TDLC
VIII
Message from theGlobal Directors
TDLC ANNUAL REPORT FY22 VI
ABBREVIATIONS
APEC Asia-Pacic Economic Cooperation
ASCC Asia Smart City Conference
CoE Community of Experts
CoP Community of Practice
CPP City Partnership Program
DPO Data Privacy Oce
ECRJP World Bank Group External and Corporate Relations, Japan
EJEC Eight-Japan Engineering Consultants
GFDRR Global Facility for Disaster Reduction and Recovery
GP Global Practice
GPURL Global Practice for Urban, Disaster Risk Management, Resilience and Land
GHG Greenhouse Gas
GRID Green, Resilient and Inclusive Development
GSG Global Solutions Group
IFC International Finance Corporation
IGES Institute for Global Environmental Strategies
IPF Investment Project Financing
JCM Joint Crediting Mechanism
VII
JICA Japan International Cooperation Agency
KRIHS Korea Research Institute for Human Settlements
KSB Knowledge Silo Breaker
MLIT Ministry of Land, Infrastructure, Transport and Tourism, Government of Japan
MoE Ministry of the Environment, Government of Japan
OECD Organisation for Economic Co-operation and Development
QII Quality Infrastructure Investment
SCI Smart City Institute
SNS Social Networking Service
SWM Solid Waste Management
TACTIC Tanzania Cities Transforming Infrastructure and Competitiveness Project
TDD Technical Deep Dive
TDLC Tokyo Development Learning Center
TOD Transit-Oriented Development
TTL Task Team Leader
UNDP United Nations Development Programme
YUDS Yokohama Urban Design Sketchbook
TDLC ANNUAL REPORT FY22 VIII
Bernice K. Van Bronkhorst
Global Director, GPURL (Incoming)
Sameh Wahba
Global Director, GPURL (Outgoing)
MESSAGE FROM THE
GLOBAL DIRECTORS
IX
TDLC deployed virtual and
hybrid platforms for its various
components during the last scal
year and successfully addressed
the growing demands of its client.
HE TOKYO DEVELOPMENT LEARNING CENTER
(TDLC) has adapted to the global pandemic
since FY20 and sustained the program with
strengthened and evolved strategies owing
into FY22. TDLC deployed virtual and hybrid
platforms for its various components during the last
scal year and successfully addressed the growing
demands of its clients, including urban health,
economic, and environmental crises. Seeking to
advance the World Bank’s priorities in responding
to the global challenges, TDLC adopted low-carbon
initiatives as a frontier topic in FY22 to share
good and emerging practices and solutions for
attaining low-carbon emissions and green growth
in cities. Overall, TDLC continued to perform as
a global urban development knowledge hub over
this past year.
Managed by the Global Practice for Urban,
Disaster Risk Management, Resilience and Land
(GPURL), TDLC is an important knowledge hub
within the World Bank, inuencing clients, the
Bank sta, and partner organizations with its
insights, research, and practical solutions to meet
current and future development challenges. TDLC
concluded FY22 with eective outcomes and results
and strengthened partnerships. TDLC’s signature
program, the Technical Deep Dive (TDD), informed
a portfolio of US$5.97 billion in World Bank
lending operations across 21 countries worldwide,
represented by 121 client government ocials
from 32 cities. In addition, 3,362 participants
were exposed to Japanese technical knowledge
and expertise through 25 knowledge exchange
events organized or participated as technical expert
by TDLC. A total of US$446.8 million in World Bank
investments was leveraged by TDLC’s operational
support activities in FY22.
As part of the strategic partnership between
the World Bank and Japan, TDLC eectively
leverages Japanese and global knowledge and
expertise to help countries solve development
problems. TDLC’s strength is in its collaborations
and networks, which have continued to develop
since the program’s inception in 2004. TDLC’s
City Partnership Program (CPP)—which works
with Fukuoka, Kitakyushu, Kobe, Kyoto, Toyama,
and Yokohama has been instrumental in the
knowledge growth of the program, as have other
networks, such as the Community of Experts (CoE),
TDD alumni network, and other stakeholders,
including Ministry of Land, Infrastructure,
Transport and Tourism (MLIT) and Japan
International Cooperation Agency (JICA). Insights
curated through these networks support a live
knowledge ecosystem that actively consumes and
co-creates knowledge solutions, further informing
World Bank operations and developing countries
globally. In FY22, TDLC documented seven Japanese
case studies pivoted on experiences and expertise
of the cities and professionals in academia, public
and private sector.
Bolstered by a solid work plan and dedication
to its mission, TDLC looks forward in the new
scal year to strengthening its program through
collaborations, knowledge curation and exchanges,
and continued support to our client countries. With
the change in the Bank’s global leadership from the
upcoming nancial year, the program will continue
to be a strong focus and priority.
Sameh Wahba
Global Director, GPURL
(Outgoing)
Bernice K. Van Bronkhorst
Global Director, GPURL
(Incoming)
TDLC
PROGRAM
HIGHLIGHTS
TDLC ANNUAL REPORT FY22 012
IN FY22, TDLC’s program delivery was smooth and impactful and
continuously adapted to the changing world situation, especially in
relation to the COVID-19 pandemic. This annual report provides a review
of TDLC’s work program over the past scal year (FY22) and summarizes
both ongoing and new initiatives undertaken by TDLC as part of its eort
to fulll the mission of the Japan–World Bank partnership. The report
also highlights al the partnerships, support systems, administrative and
conference management activities, and media coverage that bolstered
TDLC’s program in FY22.
Focus on demand-driven content areas,
frontier topics, and cross-cutting themes
TDLC focuses on key thematic areas, including urban development and
infrastructure, transport, technology and innovation, city competitiveness,
land, environment, and disaster risk management (DRM); but together with
the World Bank Urban, Disaster Risk Management, Resilience and Land
Global Practice (GPURL), it also undertakes research and develops knowledge
on frontier topics that foster innovation. In FY22, TDLC focused on low-carbon
initiatives as the frontier topic, to share good and emerging practices and
solutions for attaining low-carbon emissions and green growth in cities. This
topic was chosen to align with the World Bank’s new Climate Change Action
Plan 2021-2025. TDLC has two main cross-cutting themes—i.e., overarching
topics integrated in all program activities and supporting eciency in World
Bank operations: quality infrastructure investment (QII) and climate-smart
and green growth. TDLC’s program remains closely aligned with the World
Bank priorities embodied in the World Bank Group’s Green, Resilient and
Inclusive Development (GRID) approach.
TDLC focused on low-carbon initiatives
as the frontier topic, to share good
and emerging practices and solutions
for attaining low-carbon emissions
and green growth in cities.
EXECUTIVE
SUMMARY
Born out of the strong partnership between Japan and the
World Bank, the Tokyo Development Learning Center (TDLC)
has been a pivotal program within the World Bank Group
since 2004. TDLC serves as a leading knowledge hub that
offers urban development solutions and shares global best
practices to maximize their development impact. Development
impact of TDLC is accelerated through four core activities that
comprise TDLC’s program: (1) Technical Deep Dives (TDDs) and
events, (2) operational support, (3) research and publications,
and (4) collaborations. These activities are synergized with
innovations, technology, and demand-driven development
solutions from Japan, and respond to developing countries’
urban development needs in an efcient and timely manner.
013 TDLC PROGRAM HIGHLIGHTS
TDDs as the model
knowledge dissemination tool
TDLC’s core activity, the Technical Deep Dive,
harnesses the power of the TDLC ecosystem
to provide World Bank clients and Task Team
Leaders (TTLs) with week-long programs of
knowledge exchange, expert presentations,
workshops, site visits, peer exchanges, and action
planning. TDDs are an eective tool for synthesizing,
packaging, and delivering key global and Japanese
best-practice knowledge to World Bank teams and
clients working on operations on the ground. TDDs
have been organized virtually for the past two years
in response to COVID-19 restrictions, and the virtual
delivery model is now recognized as worth emulation
by other World Bank teams and external partners.
In this scal year, TDDs have developed stronger
connections with other components of TDLC,
including operational support and research and
publications, making the program more impactful.
In FY22, TDLC successfully organized four TDDs,
convening 121 client representatives and 53 TTLs
from 32 cities in 21 countries and representing
US$5.97 billion in World Bank operations. In
addition to TDDs, TDLC organized or participated
as technical expert in 18 other knowledge events,
sharing Japanese know-how and experiences
in the urban development sector. These events
reached an audience of more than 2,857 people
from the public and private sectors, academia,
and development organizations.
Continued commitment to operationalization
through operational support
TDLC’s operational support component aims
to provide direct and in-depth impact to World
Bank lending and advisory operations. The
operational support leverages the knowledge
curated from TDDs and TDLC’s research activities,
which is based on Japanese and global best
practices, to inform World Bank operations.
With continued restrictions in travel from Japan,
TDLC provided virtual operational support to its
clients. This year, TDLC worked intensively with
three World Bank projects through operational
support activities, leveraging investments
amounting to US$446.8 million in projects.
Lending investments informed by TDLC through
operational support programs were across varied
sectors, including solid waste management, transit-
oriented development, and green infrastructure,
and in all of these areas Japanese experience
and expertise is exemplary. TDLC was successful
in building a promising pipeline of operational
projects to be supported next year.
Strengthened collaboration and partnerships
Under the City Partnership Program component,
the TDLC team continued to engage with our
Japanese city partners virtually, drawing best
practices, knowledge, and expertise from the
partner cities and practitioners to develop
learning materials, undertake research initiatives,
and document insights and analysis on subject
matter. CPP cities include Fukuoka, Kitakyushu,
Kobe, Kyoto, Toyama, and Yokohama. In FY22,
TDLC also collaborated with Tokyo, Sendai,
and Kanagawa for knowledge exchange. TDLC
strengthened its ecosystem with its Community
of Experts (CoE), which has become essential
in positioning TDLC as a platform for knowledge
creation and exchange. This ecosystem also
comprises internal World Bank audiences
and urban development expert communities
and practitioners, including the Japanese
public and private sectors and academia. Key
external partners include the Ministry of Land,
Infrastructure, Transport and Tourism (MLIT),
Japan International Cooperation Agency (JICA),
Ministry of Environment (MoE), and Smart City
Institute (SCI). Internal World Bank partners
include the International Finance Corporation
(IFC) and Global Practices, World Bank global
programs, such as the GFDRR Hub Tokyo and
QII Trust Fund, and the knowledge network
of Knowledge Silo Breakers in GPURL.
Packaging knowledge into
research and publications
One of the pivotal components through which
TDLC supports its ecosystem of knowledge is
research and publications. In FY22, the TDLC
team developed seven case studies and research
products based on Japanese city experiences and
expertise, and 28 audiovisual products to share the
knowledge from Japan and Japanese experts through
digital platforms. Among TDLC’s myriad research
partners are Japanese and global partners as well
as relevant Global Solutions Groups, Knowledge
Silo Breakers, and other World Bank Global
Practices. In FY22, the research supported global
World Bank publications in topics such as age-ready
cities, healthy cities, and solid waste management
by shedding light on good and emerging practices
from Japan. Audiovisual content included virtual
site visits, expert presentations, expert short
interviews, virtual city tours and social videos,
and other content; 21 of these videos are available
for the public on TDLC’s YouTube Channel.
TDLC’s success is bolstered by the curated
knowledge and the ecosystem of partners it has
built both inside and outside the World Bank.
Acting on the idea that values are created
through collaborations, TDLC has become
a network where knowledge is consumed,
disseminated, and repackaged to inspire new
perceptions, catalyze breakthroughs, and explore
the known unknowns. As the program aims
to continue increasing its outreach and impact,
TDLC seeks a stronger alignment of activities
with the World Bank’s operations, while also
better targeting its existing programs and services.
TDLC’S FY22
SNAP
SHOTS
demand-driven virtual
Technical
DeepDives
Projects represented
in World Bank operations
Attended by 121 Client
Government Ofcials
from32cities in
and by 53 World Bank
TaskTeamLeaders
Largest participant
representation was
Middle East
&North Africa
followed by Africa and
East Asia and Pacic regions
TECHNICAL
DEEP DIVES
OPERATIONAL
SUPPORT
World Bank
Projects
assisted through
operational support
4
3
US$5.98 billion
US$446.8 million
21 Countries
Investment Amount of World Bank
Projects supported by TDLC’s
Operational Support activities
RESEARCH &
PUBLICATIONS
COLLABORATIONS
Cross‑cutting
Themes
• Quality Infrastructure
Investment (QII)
• Climate-Smart
andGreenGrowth
7 knowledge products/
research materials and
Audiovisual
Products
Videos
posted on TDLC’s publicly
accessible YouTube channel
CPP Partner Cities
Fukuoka, Kitakyushu, Kobe,
Kyoto,Toyama, and Yokohama
non‑CPP Cities
Tokyo (Tokyo Metropolitan
Government), Sendai
andKanagawa
Knowledge
ExchangeEvents
sharing Japanese know-how
andtechnical expertise in the
urbandevelopment sector
2
6
3
25
28
21
3,362+
Participants
65+ experts
from the public sector,
privatesector, academia,
anddevelopment organizations
CoE network enhanced to
New Frontier Topic
Low‑Carbon Initiatives
for Cities
TDLC ANNUAL REPORT FY22 016
Well-designed urban places and spaces can
serve as catalysts for vibrant, livable, inclusive,
and productive cities. Citizens play a critical role
in generating such spaces and ensuring they are
accountable, eective, and innovative.
Pioneered by the City of Yokohama, the second
largest city in Japan, the Yokohama Urban Design
Sketchbook (YUDS) is a citizen engagement and
co-creation methodology for urban design at the
neighborhood level. It leverages cross-sectional
sketches and drawings to translate citizens’
visions and ideas of urban areas into concrete
proposals for urban development. YUDS also
fosters interest in urban areas, and it enhances
community engagement in broader urban
planning and municipal processes.
TDLC’s engagement with development
and application of the YUDS methodology has
evolved over several years, and it exemplies the
integrated and comprehensive operation of TDLC’s
ecosystem, in which each component supports
and enhances others as part of a commitment
to identifying long-term urban solutions.
Like many of TDLC’s long-term engagements,
development of YUDS began with Technical Deep
Dives (TDDs). In May 2017, ocials from Panama
City, Panama, attended the TDD on Cultural
Heritage and Sustainable Tourism and requested
support on the urban design guidelines and
participatory planning processes for waterfront
development. In February 2018, a delegation
from Barranquilla, Colombia, attended the TDD
on Urban Regeneration and was exposed to the
urban design methodology of Yokohama City.
Building on the interest of both delegations
in learning from the experience of Yokohama
City, TDLC facilitated the successful pilot of the
Yokohama urban design methodology in two distinct
urban contexts: Panama City in April 2019 and
in Barranquilla in February 2020.
SPOTLIGHT STORIES
CITIZEN PARTICIPATION
IN URBAN DESIGN
& PLANNING
TDLC’S ENGAGEMENT
WITH YOKOHAMA
017 TDLC PROGRAM HIGHLIGHTS
In April 2019, a mission from TDLC accompanied
by experts from Yokohama supported the delivery
of a participatory city planning workshop, using
the YUDS methodology, in Panama City. The
targeted area was the Río Abajo watershed area,
which faced daily challenges, including water
contamination and exposure to oods. The team
worked on three neighborhoods/communities within
the Río Abajo watershed. The Río Abajo community
has been home to an Afro-Caribbean population.
The methodology oered a powerful tool to engage
citizens and exchange ideas, grounded on the
core principles of urban design. The acting Mayor
of Panama opened the workshop and returned
for the presentation of the completed sketches,
which was a strong signal of buy-in from the city.
A group of architects from the Florida State
University (FSU) Urban Risk Center did a
tremendous job creating base sketches of the
three neighborhoods, with guidance from the
Japanese experts. In addition, FSU mobilized
a group of students who not only assisted in
translating participants’ design ideas into drawings,
but also added a lot of dynamism and imaginative
ideas themselves. FSU plans to develop a proposal
aimed at incorporating the methodology into its
urban design curriculum.
Barranquilla wanted to rehabilitate the
429-hectare Gran Malecon area along the
Magdalena River and convert it into a new vibrant
urban core. For this new waterfront project, city
ocials wanted to engage residents by sharing
their ideas for future visions and environmental
considerations, especially with regard to the use
of public spaces and heat measures, in view of the
changing spatial relationship with the inner-city
center. In 2020, a YUDS workshop was organized
with a range of stakeholders, including landowners
in the development area and people from the shing
community in the Siape district. The local academic
institution in Barranquilla, Universidad del Norte,
played a vital role in the preparation stage as well
as the workshop itself.
Participants of the Barranquilla Urban Sketch Workshop
presenting their city designs, which are based on the
Yokohama Urban Sketch Design Methodology.
TDLC ANNUAL REPORT FY22 018
This unique methodology was implemented by local
stakeholders (municipal ocials, representatives
of academic institutions, and community-based
organizations) in close coordination with Japanese
experts from Yokohama, TDLC, and local World
Bank sta based in the two country oces. The
experience encouraged TDLC and the Japanese
expert team to consider the systematic replication
of this methodology in other urban development
contexts by documenting the case studies and
their experiences in a guidebook. This led to the
development of the “Yokohama Urban Design
Sketchbook,” published in 2022, which summarizes
the YUDS method and lessons from applying the
model to developing countries.
To mark the publication of this guidebook,
in April 2022 TDLC organized Translating
Community-led Vision into Practice—Applying
Yokohama Urban Design Sketchbook in Latin
America and Caribbean and Beyond, a virtual
event held with the City of Yokohama. More than
100 participants attended, among them the key
stakeholders in the two countries and the Japanese
experts involved in the project. Looking back at the
last 50 years of Yokohama’s urban development
with urban design at the core, the event discussed
the achievements and signicance of participatory
urban design as illustrated by YUDS and its
applicability in developing countries.
This long-term engagement on a thematic topic
had many positive outcomes. First, it brought
to fruition multiple outputs, such as the YUDS
guidebook, dissemination workshops, multiple
interventions with cities and local stakeholders,
and a strengthened city partnership with
Yokohama—with TDLC at the core of all.
Another positive outcome was recognition of the role
played by local stakeholders, whose accountability,
empowerment, and capacity allowed them to scale
up the intervention to other neighborhoods in their
cities. The engagement of the local academic team,
ocials from the city planning oce, and citizens,
along with the guidance from Japanese experts and
TDLC, led to the successful implementation of the
project based on the YUDS methodology. Citizen
empowerment is now considered an important
milestone for future urban projects.
Interestingly, the engagement came to include
two-way learning, as the Japanese experts also
drew some new lessons from the pilot application
of their methodology. This result motivated TDLC
to package the learnings from the project and
knowledge workshop into a practical guidebook
to share with international urban practitioners
and developing country governments. In sum,
this long-term programmatic engagement by TDLC
developed into an exemplary model for replication,
adaptation, and scale-up of urban development
solutions from Japan.
019 TDLC PROGRAM HIGHLIGHTS
FIGURE 1
DEVELOPMENT OF YOKOHAMA URBAN DESIGN
SKETCHBOOK SUPPORTED BY TDLC COMPONENTS
IDENTIFICATION
THROUGH CPP
& TECHNICAL
DEEP DIVES
OPERATIONAL
SUPPORT
DOCUMENTATION
KNOWLEDGE
DISSEMINATION
May 2017 Panama City joined
Cultural Heritage &
Sustainable Tourism
Technical Deep Dive
Feb 2018 Barranquilla joined
the Urban Regeneration
Technical Deep Dive
April 2019 Panama Workshop
Feb 2020 Barranquilla Workshop
Jan 2020 Concept Development
and Drafting of the
Publication
April 2022 Yokohama Urban
Design Sketchbook
public knowledge
exchange event
TDLC ANNUAL REPORT FY22 020
Aging—including aging in cities—is an outcome of increasing longevity
and declining birthrates, which are currently more prevalent in high-income
countries. Between 2000 and 2015, 6 percent of the world’s largest cities saw
their populations decline; most of them were in developed economies. Individuals
ages 65 years or over are expected by mid-century to outnumber children under
ve by a ratio of 2 to 1, and they will be living in an increasingly urbanized world,
with 80 percent residing in low-and middle-income countries. Japan is home
to the world’s most aged population, with people 65 or over constituting a third
of the population in 2015—a situation attributed to a strict immigration policy,
good health care, and low fertility rate.
Against this background, and in collaboration with the World Bank’s urban
and social development teams, TDLC organized the Technical Deep Dive (TDD)
on Aging Cities in May 2018. The TDD focused on four key aspects to address the
challenges of aging populations: urban infrastructure and city planning, social
dimensions, jobs and economic development, and scal implications. Since then,
the thematic dimensions of this topic have evolved, interacting with all TDLC’s
components and with global teams, and culminating in a publication for a wide
audience. The four-year life cycle of this engagement is a testimony to TDLC’s
impactful ecosystem and delivery.
The TDD was supported by case examples from Japanese cities, including
Toyama, one of the TDLC City Partnership Program (CPP) cities, which has
been addressing its aging-related challenges through adaptation of the built
environment. Other CPP partner cities, such as Fukuoka, were actively involved
in curating the content, hosting site visits, and sharing knowledge. Experts who
are now a part of TDLC’s Community of Experts (CoE) were likewise involved
in these activities.
SPOTLIGHT STORIES
BUILDING
AGE-READY
CITIES
Toyama
TDD on Aging Cities + Involvement of CPP partners
May 2018
2019
2020
April 2022
May 2022
Commencement of report on aging cities;
Consultations with CPP partners & CoE members
Global ASA on age-ready cities (contribution by TDLC)
Publication of global report
“Silver Hues: Building Age-ready Cities”
Report launch in Tokyo with city partners
021 TDLC PROGRAM HIGHLIGHTS
Source: World Bank TDLC.
Note: TDD = Technical Deep Dive;
CPP = City Partnership Program;
CoE = Community of Experts;
ASA = Advisory Services and Analytics.
FIGURE 2
BROAD TIMELINE
of the Processes Supported by TDLC
for the Long-Term Engagement
on Building Age-Ready Cities
TDLC ANNUAL REPORT FY22 022
Fukuoka
In 2019, TDLC team members began the process of documenting the case
examples on aging cities, especially focusing on Japan. This is how the global
Advisory Services and Analytics (ASA) on age-ready cities was conceptualized and
aligned with World Bank priorities. The global urban team of the Bank researched
on this topic, documenting case studies from various countries of the world,
including Japan, and published a report in FY22, “Silver Hues: Building Age-
Ready Cities”. Building on the key aspects of age-ready cities discussed during the
TDD, the report focuses on universal design, housing solutions, multigenerational
spaces, physical mobility, technology, and ecient spatial forms to provide a
roadmap for policy makers seeking to design adaptive, productive, and inclusive
age-ready cities. One of the case studies compiled in the report is “Japan Country
Case Study,” which can be read as a stand-alone report as well. The Government
of Japan has been the standard-bearer for this engagement, showing support
through funding and providing insights and expert knowledge. TDLC has been
instrumental in coordinating the eorts, including the connection to experts
and sharing of experiences based on TDDs and other research.
The global report was launched in Japan in May 2022 in the presence of the
Governor of Kanagawa Prefecture, Yuji Kuroiwa, and the Deputy Mayor of
Fukuoka City, Yasuko Arase. The launch was organized by TDLC and focused
primarily on the role of Japan in forwarding this important agenda.
TDLC’s eorts and accomplishments on this thematic topic—age-ready cities—
over the past four years constitute a model of the TDLC system, through which
a frontier topic was researched and documented based on knowledge from
Japan, which was disseminated at the TDD in collaboration with partners,
and a global ASA on the same topic was contributed to using reference from
Japanese experiences and expertise. Going forward, the TDLC team will continue
to collaborate with Japanese partners to learn further from their experiences
and operationalize this knowledge through World Bank global analytical
studies and projects on ground.
023 TDLC PROGRAM HIGHLIGHTS
Launch of the global report, “Silver-Hues: Building Age-Ready Cities”,
by Governor of Kanagawa Prefecture, Yuji Kuroiwa.
TDLC ANNUAL REPORT FY22 024
HE TOKYO DEVELOPMENT LEARNING CENTER (TDLC)
is a key program within the World Bank Group that was
launched in June 2004 under a partnership between Japan
and the World Bank. TDLC is managed by the World Bank Global
Practice for Urban, Disaster Risk Management, Resilience and Land
(GPURL) and overseen by a steering committee, which is a collaboration of
the Japanese Ministry of Finance and the World Bank. Positioned as a global
disseminator of development solutions, TDLC serves as a one-stop hub to
identify Japanese and global best practices, generate new insights, and share
actionable solutions through four core activities: Technical Deep Dives (TDDs),
operational support, research and publications, and collaborations through the
City Partnership Program (CPP) and Community of Experts (CoE) (gure 3).
These are agile and demand-driven activities positioned to respond in a
timely manner to rapidly changing urban development challenges and the
needs of World Bank projects in developing countries. All TDLC programs
are synergistically integrated to identify and unpack innovations and
demand-driven development solutions from Japan and beyond.
The Tokyo Development Learning Center (TDLC)
is a knowledge hub of the World Bank with
a mission to maximize development impact
by offering urban development solutions and
sharing Japanese and global best practices.
ABOUT TDLC
1.
OVERVIEW
Collaborations
Research and Publications
025 TDLC PROGRAM HIGHLIGHTS
FIGURE 3
TDLC PROGRAM
Source: World Bank TDLC.
TDLC ANNUAL REPORT FY22 026
TDLC ACTIVITIES
TECHNICAL DEEP DIVE
The Technical Deep Dive is TDLC’s signature
one-week knowledge acceleration program
that synthesizes, packages, and delivers key
Japanese and global best practices aimed at
generating actionable solutions that can be
leveraged in World Bank projects in developing
countries. Besides TDDs, TDLC also organizes or
co-organizes other international and local events in
collaboration with Japanese and global stakeholders.
OPERATIONAL SUPPORT
TDLC’s operational support activities utilize the
knowledge and expertise of Japanese city authorities
and urban development experts to provide
customized advisories, technical and analytical
support, and capacity-building assistance that
inform ongoing and pipeline World Bank–nanced
projects in developing countries. Operational
support activities are most commonly oered
as follow-up support for TDD participants.
027 TDLC PROGRAM HIGHLIGHTS
RESEARCH AND PUBLICATIONS
TDLC conducts research on urban and frontier topics
to distill knowledge that guides and supports its core
activities, such as TDDs and operational support.
TDLC’s research also informs World Bank projects
in developing countries directly or contributes to the
World Bank’s global studies and research initiatives.
TDLC’s publications touch on a wide range of topics;
these are broadly categorized under three themes:
urban policy and governance, infrastructure and
services, and frontier topics and technology.
COLLABORATIONS
The City Partnership Program draws on TDLC’s
close connections with several Japanese cities
and is a critical component of our overall program
that is leveraged across all TDLC activities. TDLC
currently collaborates with six Japanese cities—
Fukuoka, Kitakyushu, Kobe, Kyoto, Toyama, and
Yokohama—to leverage the basis of their global
leadership in the development sector and their
knowledge of and expertise in relevant urban
development topics. TDLC also collaborates with
other major Japanese cities, such as Tokyo, Sendai,
and Kanagawa based on the demand of the program.
TDLC has expanded its network of excellence
and collaboration by developing a Community of
Experts comprising urban practitioners and other
experts across various industry verticals and
academic disciplines within Japan and worldwide.
TDLC has successfully developed CoE as a live
knowledge ecosystem that actively consumes
and co-creates knowledge solutions.
TDLC ANNUAL REPORT FY22 028
URBAN
TRANSPORT
Climate-smart,
sustainable, and green urban
transport infrastructure,
including transit-oriented
development (TOD),
urban mobility planning,
universally accessible public
transport systems
URBAN UTILITIES
AND PUBLIC SERVICES
Solid waste management,
water supply management,
street lighting
URBAN
DEVELOPMENT
Compact city planning,
infrastructure and
services, public spaces
and placemaking, city
management and governance,
nance, land and geospace,
territorial and regional
development, housing,
community development
SOCIAL
DEVELOPMENT
Universal accessibility,
aging population, inclusion,
citizen engagement
DISASTER RISK
MANAGEMENT
Resilient urban
infrastructure, emergency
preparedness and response,
urban ooding
TECHNOLOGY
AND INNOVATION
Smart cities, including
articial intelligence, robotics,
use of big data
LAND
Geospatial technology
and other innovations
in land development
and management, land
management tools such
as land pooling, territorial
and regional development
ENVIRONMENT
Blue economy
(focused on marine plastic
and ocean litter), circular
economy, climate change,
green infrastructure, parks
and open spaces
CITY
COMPETITIVENESS
Creative and competitive
cities, startup ecosystems,
value chains, local
economic development
TDLC KEY TOPICS
TDLC focuses on an array of key urban development topics that best support
the World Bank’s operations in developing countries. Supported by Global
Leads, Practice Managers, and Program Leaders from GPURL and other
Global Practices, TDLC chooses the focus of each year’s program based
on developing countries’ demands and internal World Bank priorities
for maximizing urban development impact.
Current key topics with sample subtopics include the following:
Collaboration
(CPP, CoE,
others) + TDLC
Ecosystem’s
Expertise
World Bank
Collects
Demand Needs
from developing
countries
Frontier Topic
TDD
Operational Support
Application and
Testing of Frontier
Topic Approaches in
Developing countries
TDLC
Frontier Topic
Insights
TDLC
“How-to”
Insights
Frontier Topic
Applied in
World Bank
Operations
in developing
countries
World Bank Flagship New Development Area
029 TDLC PROGRAM HIGHLIGHTS
TDLC FRONTIER TOPICS
AND CROSS-CUTTING THEMES
TDLC FRONTIER TOPICS
To foster innovation and push the urban development agenda forward,
TDLC explores and develops at least one new frontier topic every year.
Frontier topics are chosen based on various factors, including new and evolving
demand from client countries and task teams at the World Bank, the potential
development impact, and availability of research and case studies. Priority is
given to new topics that have higher client demand and that leverage Japanese
knowledge and competitive advantage. Figure 4 shows how TDLC catalyzes
frontier topics to support World Bank operations.
FIGURE 4
DEVELOPMENT AND APPLICATION OF FRONTIER TOPICS
Source: World Bank TDLC.
TDLC ANNUAL REPORT FY22 030
The FY22 frontier topic was low-carbon initiative
for cities, and the TDLC team incorporated this topic
in various activities and events. TDLC undertook
relevant research and developed case examples
and solutions from Japan and globally in association
with other task teams of the World Bank.
TDLC also organized a virtual knowledge-sharing series,
Low Carbon Cities, in collaboration with various global
practices (GPs) of the World Bank, including GPURL and the
Environment, Natural Resources and Blue Economy Global
Practice. The knowledge series aimed to address the key
challenges of carbon emissions and nd practical solutions.
A total of six virtual events on different topics pertinent
to low-carbon cities were organized in this scal year.
Another important event on the topic was a ve-day TDD,
Low Carbon Climate-Smart Cities, which was organized
in collaboration with the World Bank’s Sustainable City
Infrastructure and Services Global Solutions Group (GSG),
the Climate-Smart Cities Community of Practice (CoP),
the Global Platform for Sustainable Cities (GPSC), and
the City Climate Finance Gap Fund (Gap Fund). The TDD
provided an opportunity for delegations to develop a deeper
understanding of how cities can transition to low-carbon
development and climate-smart urbanization pathways.
(L) Thematic Presentation on Paris Agreement and Glasgow Outcomes delivered by Jacob Werksman
(R) Thematic Presentation on Japan’s Approach for a Decarbonized Society delivered by Kentaro Takahashi
031 TDLC PROGRAM HIGHLIGHTS
BOX 1 G20 QII PRINCIPLES
CROSS-CUTTING THEMES
Besides the frontier topics, TDLC develops
overarching themes that cut across all the activities
of the TDLC programs. These cross-cutting themes
are priorities of the Japanese government and the
World Bank that are applicable to dierent sectors
and areas of work that TDLC engages in. In FY22,
quality infrastructure investment (QII; see box 1)
continued as a cross-cutting theme; the new cross-
cutting theme was climate-smart (low-carbon) and
green growth. These topics represent the needs of
clients given current states of development, and they
were predominant across all components of TDLC.
Quality infrastructure investment
TDLC continuously endeavors to mainstream and
operationalize G20 QII principles as a cross-cutting
theme across all its program activities. Through
TDD technical sessions and site visits, TDLC allows
delegates to see at rst hand the important role
that high-quality infrastructure plays in achieving
balanced growth and development. In FY22, TDDs
included information on how Japanese urban
development integrates QII in its planning and
operation. The delegates learned how solid waste
management, low-carbon initiatives, and inclusive
cities integrate G20 QII principles. During TDDs,
the World Bank task teams and clients prepare
action plans based on the key lessons that emerge,
including operationalizing of QII in World Bank–
nanced projects. Action plans are presented to
the TDLC team and other experts, and support
is sought on implementing the plans, including
QII principles. In FY22, operational support for
Tanzania and Liberia incorporated the technical
know-how that is part of G20 QII principles.
Climate-smart and green growth
The protracted COVID-19 pandemic has exacerbated
the impacts of climate change and carbon emissions.
In June 2021, the World Bank announced its new
Climate Change Action Plan 2021–2025. This plan
identies City System Transition as one of ve key
transitions that will have the greatest impact on
emissions and climate change. In line with the World
Bank’s strengthened commitment to climate change,
TDLC has incorporated climate-smart and green
growth strategies and solutions in its activities and
projects and has made this a cross-cutting theme for
FY22. TDLC collaborated with other GPs, Knowledge
Silo Breakers (KSBs), and CoPs, such as Sustainable
City Infrastructure and Services GSG and the
Climate-Smart Cities CoP, to develop insights
and apply this knowledge.
In FY22, the Low Carbon Cities Knowledge-
Sharing Series was organized to promote insights
and lessons from Japan and other countries.
This was followed by the TDD on the same topic
to disseminate more in-depth knowledge to the
delegations from the client countries. TDLC has been
developing knowledge on this topic by leveraging the
expertise and experience of its network, including
city partners and CoE. In FY22, climate-smart and
green infrastructure solutions were also applied
to the operational support projects in Tanzania
and Liberia. This is a wide topic, which inuences
several aspects of urban development, including
urban transport, buildings, and energy. This theme
may continue as a cross-cutting theme beyond
this scal year.
The six G20 principles for QII include:
1. Maximizing the positive impact
of infrastructure to achieve sustainable
growth and development;
2. Raising economic eciency
in view of life-cycle costs;
3. Integrating environmental considerations
in infrastructure investments;
4. Building resilience against
natural disasters and other risks;
5. Integrating social considerations
in infrastructure investment;
6. Strengthening infrastructure governance.
TDLC ANNUAL REPORT FY22 032
NEW INITIATIVES OF TDLC IN FY22
MULTIMEDIA KNOWLEDGE DEVELOPMENT
Although the COVID-19 pandemic prevented people from traveling and
gathering in person, the importance of and need for knowledge sharing on
urban development topics did not change. In response to continued COVID-19
restrictions, TDLC developed curated knowledge content, which was shared
through various media formats, including print, audio, video, and graphics.
Some of the new initiatives in FY22 under this scope are as below:
•Knowledge videos: Research by the TDLC team is no longer published
only as text but is now disseminated digitally. In addition to sharing the
analysis and recommendations through published documents, TDLC now
publishes related digital content in compact, analytical, and easily digestible
bites. For example, case studies on the Futako-Tamagawa and Shibuya
neighborhoods of Tokyo, which demonstrate the urban development
challenges and solutions adopted in Japan, are available as videos.
•Expert interviews: TDLC has interviewed many experts this year to learn
from their experiences and expertise in urban development, both in Japan
and abroad. These interviews have been documented and shared with
dierent audiences, including practitioners, clients, and World Bank teams,
who can apply the knowledge they gain from them to their projects. Most
of these experts are part of TDLC’s CoE, and they can be contacted if further
information is needed beyond what is found in their short interviews.
•YouTube channel: Videos are developed under dierent categories and for
multiple purposes to showcase the case studies and experiences from Japan.
Examples include videos of technical site visits and the “My City” video
series, where TDLC team members show and discuss their neighborhood,
focusing on development aspects. These videos are disseminated through
TDLC’s website and played during the TDDs as well as non-TDD events.
As virtual events continued to dominate the activities of the TDLC program,
they were recorded and shared as tailored content to meet the needs of projects
and teams, or featured as customized content for other events.
COMMUNITY OF EXPERTS AND ALUMNI NETWORK
TDLC built the CoE to enhance proprietary knowledge and develop frontier
urban intelligence. In FY22, CoE’s urban practitioners and other key experts were
mapped to projects and events, and the CoE concept came to fruition as planned.
While the core principle of CoE is to strengthen TDLC’s position as a platform
for knowledge creation and exchange, CoE has essentially developed into a
live knowledge ecosystem that actively consumes and co-creates knowledge
solutions. TDLC clients are beneting from the knowledge and experiences—
drawn from many dierent avenues—that the CoE practice is bringing together.
Acting on the idea that values are created through collaborations, TDLC through
CoE is shaping an ecosystem where knowledge is consumed, disseminated, and
repackaged to inspire new perceptions, catalyze breakthroughs, and explore the
known unknowns. CoE fosters a sustained interactive community and attracts
experts who subscribe to the CoE principle of open collaboration and co-creation.
In addition, TDLC is also developing a TDD alumni network, comprising
over 1,400 participants engaged through more than 30 TDDs, to disseminate
knowledge with past participants on a continuous basis. This will allow for
further peer learning and cross-knowledge support of TDD participants
both during and after the TDD.
033 TDLC PROGRAM HIGHLIGHTS
LOW CARBON CITIES KNOWLEDGE SERIES
In line with the World Bank’s Green, Resilient and Inclusive Development
(GRID) approach and 2025 Targets to Step Up Climate Action, TDLC launched
the Low Carbon Cities Knowledge Series to share good and emerging practices
and solutions for attaining low-carbon emissions and green growth in cities. This
knowledge series is organized jointly by the Urban, Disaster Risk Management,
Resilience and Land Global Practice and the Environment, Natural Resources,
and Blue Economy Global Practice. The objective is to raise awareness among
practitioners, policy makers, and industries of cutting-edge solutions and good
practices to achieve low-carbon emissions and green growth in cities. The series
also aims at catalyzing the development of World Bank engagements and city
policy programs with the same goals.
CREATIVE CITIES EVENT SERIES
Creative industries have been among the hardest hit by the COVID-19 pandemic,
which has limited tourism, emptied theaters, closed museums, and canceled
live events. But at the same time, the pandemic has inspired cities to undertake
the most creative makeovers in recent decades, with new approaches applied
to public spaces, mobility, oce buildings, and housing. In parallel, creative
industries have also become increasingly technological and digitalized as the
world moves toward the intangible economy. Against this backdrop, TDLC in
collaboration with the City of Kyoto and UNESCO organized the Creative Cities
Event Series on this frontier approach to urban development. The series explored
how both tangible and intangible creative assets and cultural heritage can lead the
post-pandemic recovery and be a new source of city competitiveness. The series
provided a window into Japanese and international experiences in becoming
creative cities, fostering creative communities, and catalyzing urban development
and transformation. It also explored the foundational enabling conditions for
designing creative cities.
Details of all TDLC’s new initiatives in FY22, and their place within with
the TDLC program, are presented in the subsequent chapters of this report.
TECHNICAL
DEEP DIVES
&EVENTS
TDLC ANNUAL REPORT FY22 036
OVERVIEW
HE TECHNICAL DEEP DIVE (TDD) is TDLC’s instrumental one-week cohort-
based knowledge acceleration program that brings together groups of World
Bank clients and task teams who are primarily responsible for implementing
World Bank projects in developing countries. The TDD is uniquely positioned
as an eective tool to synthesize, package, and deliver key global and Japanese
best-practice knowledge to World Bank teams and clients working on operations
on the ground (box 2). Until the COVID-19 pandemic led to travel restrictions
that impeded face-to-face events, TDLC had successfully implemented 28 TDDs
over six years, convening World Bank task teams and client countries for week-
long face-to-face knowledge-exchange programs in Japan to address urban
development challenges. In FY20, TDLC made a quick pivot to a virtual TDD
in response to COVID-19 travel restrictions, and since then has continued
to engage with clients in support of their knowledge needs.
The TDD program is comprehensive in its sectoral coverage, emphasizing
areas of urban development and resilience where Japan has strong comparative
advantage, and it oers broad regional coverage as well. TDDs also closely link
to two other programs supported by Japanese government, the Global Facility
for Disaster Reduction and Recovery (GFDRR) Hub Tokyo and the Quality
Infrastructure Investment (QII) Partnership; the goal is to ensure consistency
and to maximize impact and synergies, particularly in commonly addressed
topics. Thus the TDDs serve as a platform to provide leads on actionable and
high-quality projects for support by the GFDRR Hub Tokyo and QII Partnership,
among other related programs. Since adopting the virtual TDD model in FY20,
the TDLC team has ensured that the TDD principles—such as peer engagement,
action-oriented knowledge exchange, and action planning—all remain a part
of the TDD.
In FY22, TDLC successfully organized four TDDs, convening 121 client
representatives from 32 cities in 21 countries, as well as 53 Task Team Leaders
(TTLs), representing US$5.98 billion in World Bank operations; the objectives,
content, and format continue to be in line with the pre-COVID-19 face-to-
face TDD programs. The TDDs organized in FY22 addressed (1) solid waste
management (SWM) and circular economy; (2) disaster risk management
and resilient infrastructure; (3) low-carbon and climate-smart cities;
and (4) inclusive cities and jobs.
TECHNICAL
DEEP DIVE
2.1
037 TECHNICAL DEEP DIVES AND EVENTS
KEY MESSAGES IN FY22
Every year, the TDDs leave a message or takeaway based
on their themes, sectors, and activities. In FY22, the following
key messages dene the overall outcome of the TDDs.
KEY MESSAGE 1
Virtual TDD Model Tested and Proven
The onset of the COVID-19 pandemic in FY20 and the resulting travel
restrictions rendered the face-to-face TDD model impossible and presented
TDLC with an unprecedented challenge: to rapidly deploy an alternative
knowledge dissemination solution that responded to the growing knowledge
needs of the World Bank task teams and clients. As international travel
came to a halt, so did World Bank project missions, severely limiting
client engagement for World Bank task teams.
Under these circumstances, TDLC made a quick pivot to develop a new
model in which clients could engage virtually to address urban challenges and
seek solutions. The virtual TDD model has undergone several iterations since
its pilot launch in October 2020. Now in its second full year of implementation,
the virtual TDD model has become an established, tested, and proven model
that sets an example for other teams to emulate. The virtual TDD has been
successful in reecting the same core principles as the face-to-face program,
such as encouraging action-oriented and solution-based knowledge and learning.
Task teams and clients continue to engage virtually to prepare Shift and Share
and Action Plan presentations (see box 2) ensuring that the knowledge gained
during the TDD directly supports operations on the ground.
The virtual TDD model continues to evolve to make the program more
inclusive. As travel is not required, the virtual TDD is able to accommodate
larger delegations than the in-person TDD. The virtual TDD also oers
translation support for languages other than English, eliminating language
as a barrier to participate. The virtual TDD has become a model program for
TDLC stakeholders and other knowledge providers. TDLC has been contacted
by international ministries and programs, including the Japan International
Cooperation Agency (JICA) and German Agency for International Cooperation
(GIZ), asking to participate in a TDD as observers to learn more about TDLC’s
virtual TDD model.
KEY MESSAGE 2
Deeper Linkages between Knowledge
and Operations Establishing a Continuum of Activities
The Technical Deep Dives are the centerpiece of the TDLC ecosystem. In each
TDD, the shared knowledge, the action plans, and the peer discussions are like
seeds that are planted. Over time, these seeds sprout and grow into operational
support, publications, or other knowledge activities. The TDLC program is unique
in that the knowledge directly feeds into existing or upcoming World Bank
operations. An example of this continuum of activities is TDLC’s work on creative
cities. TDLC’s engagement in this topic started with the TDD in January 2020.
This gave rise to an operational support project in Sri Lanka, as well as a TDLC-
led publication, “Kyoto: A Creative City,” which further expands on the knowledge
presented at the TDD. TDLC has also planned and implemented a knowledge-
sharing series on creative cities, continuing to deepen the knowledge on this topic.
In this way, the TDD provides a strong platform for either starting or supporting
the continuum of activities across the dierent components of the TDLC program.
For more details, please see the spotlight stories from pages 16-23.
TDLC ANNUAL REPORT FY22 038
BENEFITS OF TDD FOR DELEGATIONS
The Technical Deep Dives, TDLC’s instrumental program, oer a dynamic
knowledge solution that caters to the operational needs of World Bank projects.
•Cutting-edge policy thinking and technical
knowledge are delivered through engaging sessions.
•Peer learning and engagement oer the
opportunity to learn from the experiences of global peers.
•Curated Japanese and global cases illustrate good and
emerging practices in urban development and urban service delivery
by municipalities, ministries, the private sector, and academia, allowing
clients to explore innovative solutions to their development challenges.
•Access to follow-up operational support through TDLC’s
operational support component assists clients in the successful
application of knowledge gained through the TDD.
TDD’S UNIQUE CHARACTERISTICS
The TDDs have historically been delivered in person, bringing together
participants from across the globe. The TDDs are unique and dier from
other knowledge-sharing programs in the following ways:
•DEMAND DRIVEN
TDD topics are selected annually based on demand
and on implementation needs from developing countries.
•DIRECTLY CONNECTED TO OPERATIONS
In order to maximize development impact, participants
are identied and selected in connection with an existing
World Bank operation in the design or implementation phase.
•ACTION ORIENTED
The ve-day program culminates in participating teams’ presentation
of an implementable action plan responding to development challenges.
•FOLLOW‑UP SUPPORT
TDDs are coupled with an option for follow-up operational support, which
includes various instruments of engagement, such as technical assistance,
expert consultations, and dispatch of Japanese experts to client nations.
•PEER‑LEARNING AND ENGAGEMENT
Cohort-based groupings provide unique peer-to-peer learning and help
develop strong Communities of Practice among participants and practitioners.
•DIVERSE KNOWLEDGE SOLUTIONS
TDDs apply a diverse range of learning instruments, including site
visits, peer exchange, and e-learning, to ensure maximum knowledge
absorption and customization of knowledge to meet participants’ needs.
•GLOBAL COMMUNITY
The program connects participants with TDLC’s network of experts
and practitioners and provides linkages with existing or new Communities
of Practice to develop case studies and best-practice lessons.
BOX 2 WHY TDD?
039 TECHNICAL DEEP DIVES AND EVENTS
Maitreyi Bordia Das (World Bank) and city ocials from Fukuoka
discuss a city’s role in creating jobs for the elderly and disabled.
VIRTUAL TDD
The virtual TDD still shares the same core principles and values
of the face-to-face TDD, but adds a new set of unique characteristics:
•VIRTUAL PLATFORM AND ENGAGEMENT
The virtual TDD is hosted on a number of dierent virtual platforms, including
Zoom and Hopin; the latter is a comprehensive virtual event platform that
includes a stage area, tools for networking with global peers, and an expo area
comprising “virtual booths”. The virtual platforms are selected based on user-
friendliness and ease of engagement. In addition to the host platform, the TDD
integrates other apps/solutions such as Crowd Compass, an app that stores
the TDD agenda, participant proles, TDD recordings, presentations, etc.
•VIRTUAL CONTENT AND EXPERIENTIAL VIDEOS
TDLC has curated and produced video and multimedia content to support
the experiential learning process in a virtual context. Virtual site visits,
virtual walking tours, and videos allow the participants to learn about
Japanese and international cases from the user’s perspective.
•FLAVOR OF JAPAN
TDLC produces “social videos” to present during the coee breaks to provide
the participants with a avor of Japanese culture. These social videos include
a casual walking tour of neighborhoods in Tokyo or a cooking video of favorite
Japanese recipes, and their intention is to provide a connection with TDLC’s
home base (Tokyo) and a unique virtual experience for participants.
TDLC ANNUAL REPORT FY22 040
KEY COMPONENTS OF THE TDD
The structure of the virtual TDD
is a condensed version of the face-
to-face TDD model comprising one
three-hour session per day over the
course of ve days. The condensed
sessions allow for participation from
a global audience, ranging from the
Americas, where participants join in
the early morning, to Asia, where they
join in the late evening, and covering
all other regions in between1.
The virtual TDD operates according to the same
values and principles as the face-to-face TDD in that
it remains a cohort-based, action-oriented program.
Some key features of the virtual TDD are as follows:
•PEER LEARNING
Peer learning and exchange continue
to drive the success of the virtual TDD model.
On the rst day of the TDD, participants
engage in a virtual peer-exchange exercise
(Shift and Share) in which delegations present
the current challenges and initiatives for their
country. The peer exchange modality allows
for participants to draw parallels and learn from
the experiences and lessons of their global peers.
•ACTION‑ORIENTED METHODOLOGY
The knowledge gained over the course of the
TDD culminates in the action plan on the last
day, when each country team presents actionable
next steps for addressing its current challenges
and bottlenecks. This approach ensures a direct
link between the learnings from the TDD and
operationalization of solutions on the ground.
The participants have access to World Bank
and international and Japanese experts, who
provide guidance and advice to the country
delegations as they formulate their next steps.
1 The only area of the world where the schedule is not friendly
is the Pacic Islands. Unfortunately, there is no schedule that
can accommodate all regions of the world simultaneously, and
TDLC had to choose the one that could accommodate a larger
majority of regions. In order to ensure that knowledge generated
by the TDLC program is universally available, TDLC records the
virtual sessions and makes them available on demand for clients
and World Bank sta located in any region, including the Pacic
Islands. TDLC’s other knowledge series and events, such as the
Low Carbon Cities Knowledge Series, are conducted with
a schedule friendly to dierent regions, covering Europe,
Africa, and the Pacic, including the Pacic Islands.
•VIRTUAL CONTENT AND EXPERIENTIAL VIDEOS
One of the hardest aspects of the face-to-face
TDD to replicate is the experiential learning.
TDLC has curated and produced video and
multimedia content to support this experiential
learning process. Virtual site visits, introduced
via virtual walking tours, allow the participants
to learn about Japanese and international
cases from the user’s perspective.
•DIVERSIFIED AVENUES TO OPERATIONALIZATION
TDLC introduce TDD participants to other
support tools and World Bank trust fund
programs nanced by the Government of
Japan that could oer technical or nancial
assistance to their projects. These include
TDLC operational support, the QII Partnership,
and the Japan–World Bank Program for
Mainstreaming Disaster Risk Management in
Developing Countries. In FY22, TDLC expanded
these avenues to include other World Bank
teams and resources, such as the City Climate
Finance Gap Fund, Knowledge Silo Breakers
(KSBs), and Global Solutions Group (GSGs).
•CURATED CONTENT & DISCUSSION
The knowledge content is the core of the
TDD. From Day 2 to Day 4, Japanese and
international good practices are presented
through presentations, virtual site visits,
and group discussions. Each day is organized
around a particular theme and showcases
both Japanese and global cases that align
with the theme (see Table 1). The Japanese
cases draw on knowledge from our City
Partnership Program (CPP) cities and other
Japanese stakeholders. At the end of each day,
country teams and their task teams discuss
what they have learned; this material serves
as inputs for their action plan presentations.
•ASK ME ANYTHING
The Ask Me Anything session is an opportunity
for the TDD participants to ask questions to the
speakers, reect on the learnings of the day, and
share their comments and feedback on the TDD
discussions. The Ask Me Anything session is
unlike a Q&A session at the end of each technical
session because it oers an opportunity to ask
questions to a panel of speakers. This is a time
when questions from the previous sessions
can be addressed, but also when participants
can reect aloud on the knowledge they have
gained. By reecting on all of the sessions
collectively, participants are able to think
beyond each session and make connections
that might otherwise not have occurred to them.
DAY PROGRAM
Solid Waste
Management/
Circular Economy
Disaster Risk
Management/
Resilient Infra
Low
Carbon
Cities
Inclusive
Cities
and Jobs
1Intro + Shift & Share 3 hrs
2Theme 1
3 hrs
Planning
and Financing
Solid Waste
Management
Practices
Promoting
Resilience
Step 1: Policy
Making, Concepts
and Case Studies
The Role of Cities
in Achieving
Ambitious
Mitigation Targets
Promoting
Competitive Cities:
Cities’ Role in
Local Economic
Development
and Jobs
+ Ask me Anything session
3Theme 2
3 hrs
Waste Processes
and Treatment
Promoting
Resilience
Step 2: Planning
into Practice:
Successful Cases to
Promote Resilient
Infrastructure
Investments
Planning for
Climate Action
in Cities
Supporting Jobs
and Livelihoods
of the Poor and
Informal Workers
+ Ask me Anything session
4Theme 3
3 hrs
Circular Economy Promoting
Resilience Step 3:
The Resilient
Infrastructure
Approach
Developing and
Financing Low
Carbon City
Investments
Empowering
Vulnerable Groups
to Access Better
and Quality Jobs
+ Ask me Anything session
5ACTION PLAN
041 TECHNICAL DEEP DIVES AND EVENTS
•ENGAGEMENT TOOLS ON VIRTUAL PLATFORM
In FY22 the virtual TDD was hosted on
two dierent online platforms, Zoom and
Hopin. Zoom has emerged as the platform of
choice due to its user-friendliness. The Solid
Waste Management and Circular Economy
TDD was hosted on Hopin, a comprehensive
virtual event platform that includes tools for
networking with global peers, as well as an
expo area comprising virtual booths where
participants can navigate through supplementary
information and knowledge. These platforms
allow participants to continue to engage with
the content throughout the course of the week.
•FLAVOR OF JAPAN
TDLC produces “social videos” to present during
the coee breaks to provide the participants with
a avor of Japanese culture. These social videos
include a casual walking tour of neighborhoods
in Tokyo or a cooking video of our favorite
Japanese recipes, and their intention is to
provide a connection with TDLC’s home base
(Tokyo) and a unique virtual experience.
The structure of the TDDs organized in FY22 can
be seen in table 1. The details for each virtual TDD
can be found in the section entitled “Technical
Deep Dive Digest” later in this chapter.
TABLE 1
STRUCTURE OF THE TDDS
25
Brazil
Ecuador
Uganda
South Africa
Morocco
Nigeria
Rwanda
Kenya
Ethiopia
Maldives
Mongolia
Bangladesh
Nepal
Vietnam
Laos PDR
China
Egypt
Arab. Rep.
Tunisia
Azerbaijan
Jordan
Serbia
TDLC ANNUAL REPORT FY22 042
TDDs aim to inform and support clients in connection with project investments
at every stage of the World Bank’s project cycle—identication, preparation,
appraisal, negotiation/approval, implementation, and completion/validation
and evaluation. In FY22, TDDs informed projects amounting to US$5.97 billion
in operations and US$5.71 million in technical advisory. Out of the total lending
projects supported, almost 58 percent were at the implementation and support
stage, 26 percent were at the completion and evaluation stage, and the
remaining 18 percent were at identication, assessment, and appraisal stages
of the project life cycle. For Advisory Services and Analytics (ASA), 67 percent
of projects supported were at the implementation and support stage, and the
remaining 33 percent were at the identication, assessment, and appraisal
stages (see gure 6, Table 2).
FIGURE 5
FY22 TDD PARTICIPANTS BY REGION AND COUNTRY
In FY22, there was active participation in
the TDDs from different regions and countries.
The highest participation was from the Middle
East and North Africa, with 46 participants,
followed by Africa, with 41 participants. The
East Asia and Pacic and South Asia regions
had 32 and 24 participants, respectively;
Latin America and the Caribbean had 21
and Europe and Central Asia had 10 (gure 5).
The TDDs ensured participation from
developing countries in all regions, which
was supported by the virtual mode of delivery.
IMPACT
OF VIRTUAL TDDS IN FY22
1,095
3,435
1,444
2. Preparation
2. Preparation
1. Identication
1. Identication
4. Implementation
and Support
4. Implementation
and Support
3. Negotiation and
Board Approval
3. Negotiation and
Board Approval
5. Completion
and Evaluation
5. Completion
and Evaluation
LENDING
(IPF/P4R/DPL) US$ million
1.87
0.09
3.84
ADVISORY SERVICES & ANALYTICS
US$ million
PROJECT STAGES
1‑3
Identication,
preparation,
appraisal &
approval
4
Implementation
& support
5
Completion
& evaluation
TOTAL
PROJECTS
VALUE
(US$ million)
LENDING 1,094.76 3,434.73 1,444.3 5,973.79
ADVISORY
SERVICES
& ANALYTICS
1.87 3.84 5.71
043 TECHNICAL DEEP DIVES AND EVENTS
FIGURE 6
PROJECT CYCLE STAGES OF INVESTMENTS LEVERAGED BY TDDS
Note: IPF = Investment Project Financing;
P4R = Program-for-Results;
DPL = Development Policy Loan.
TABLE 2
INVESTMENTS LEVERAGED BY TDDS
AT DIFFERENT STAGES OF THE PROJECT CYCLE
Source: World Bank TDLC.
2,763 (46%)
1,431 (24%)
677 (11%)
476 (8%) 397 (7%)
230 (4%)
Middle East
& North Africa
Africa South Asia East Asia
& Pacic
Latin America
& Caribbean
Europe
& Central Asia
TOTAL LENDING
(IPF/P4R/DPL)
1.64 (29%)
1.42 (25%)
0.00
2.65 (46%)
0.00 0.00
Middle East
& North Africa
Africa South Asia East Asia
& Pacic
Latin America
& Caribbean
Europe
& Central Asia
TOTAL ADVISORY
(ASA)
TDLC ANNUAL REPORT FY22 044
FIGURE 7
REGIONAL DISTRIBUTION OF WORLD BANK
INVESTMENTS LEVERAGED BY TDDS IN FY22
BY PORTFOLIO TYPE (US$ MILLION)
Source: World Bank TDLC.Note: ASA = Advisory Services and Analytics; DPL = Development Policy Loan;
IPF = Investment Project Financing; P4R = Program-for-Results.
As seen in gure 5, TDDs in FY22 invited clients and TTLs from around the
world. The diverse representation allowed the TDDs to leverage and support
investments across the regions. A plurality of the US$5.97 billion in leveraged
investments related to investments in Africa, at 46 percent; projects in the Middle
East and North Africa represented 24 percent; South Asia represented 11 percent;
East Asia and Pacic 8 percent; Latin American and the Caribbean 7 percent; and
Europe and Central Asia 4 percent. Regional distribution of ASA projects was
mostly across the East Asia and Pacic region at nearly 46 percent, followed by
Africa at 29 percent and the Middle East and North Africa at 25 percent (gure 7).
27.3%72.7% Solid Waste Management
39.1%59.3% Total
Very satisfied Very dissatisfied
5.9%35.3%58.8% Disaster Risk Managemen
t
50%50% Low Carbon Cities
57.1%42.9% Inclusive Cities
Neutral
045 TECHNICAL DEEP DIVES AND EVENTS
FIGURE 8
PARTICIPANTS’ SATISFACTION WITH TDDS
Source: World Bank TDLC.
The results of surveys completed following the TDD have served as a key indicator
to gauge participants’ experience and to continuously improve the virtual delivery
of the TDDs. The survey is introduced on the nal day of the TDD and includes a
series of key parameters, such as program satisfaction, key components of the TDD
contributing to overall satisfaction, engagement, and quality of the presentations
delivered in Japanese.
KEY INSIGHTS FROM
THE SURVEY RESULTS
Virtual events have not been just an alternative to traditional in-person events
during the pandemic but have become a new way to reach participants and shape
engagement. Without the constraints of location or barriers to participation from
visa/travel restrictions, the virtual TDD has facilitated a greater reach and has
diversied the prole of the participants. Compared to in-person TDDs, the virtual
modality has accommodated bigger country delegations; it has also seen increased
participation from external observers from Japanese and global line ministries
interested in learning more about TDLC’s virtual TDD model. The virtual
modality of the TDD also allows TDLC to open select sessions for viewing
by the general public.
The overall program satisfaction remained consistently high across all four TDDs.
On average, 98 percent of the participants reported being “very satised”
or “satised” with the overall quality of the virtual TDDs (gure 8).
46%
35%
33%
33%
20%
Presentations by World Bank
and International Experts
Presentations
by Japanese Experts
Client Challenge
(Shift & Share) Presentations
Action Plan Presentations
Virtual Site Visits
(My City videos, virtual tours, etc)
% of respondent giving components
as
primary, secondary or tertiary choice 100%
TDLC ANNUAL REPORT FY22 046
FIGURE 9
% OF RESPONDENTS FINDING THE LEARNING
FROM THE COMPONENTS SATISFACTORY
Source: World Bank TDLC.
Thematic content remains the key driver of TDD satisfaction. Participants
cited thematic presentations by World Bank sta and international and Japanese
experts as the top highlights of the program, followed by the Shift and Share
presentations (gure 9).
Participants have always ranked sessions that present Japanese expertise and
learning as among the top three TDD components. With improved knowledge
curation through strengthened relationships with CPP and Community
of Experts (CoE), these sessions have become even more pertinent.
6.3%
4.5%
5.9%
5.6%
14.
3%
4.7%
11.1%
14.3%
89.1%
95.5%
94.1%
83.3%
71.4%
Total
Solid Waste Management
D
isaster Risk Management
Low Carbon Cities
Inclusive Cities
Easy Neutral Difficult
Ease to follow and understand:
047 TECHNICAL DEEP DIVES AND EVENTS
FIGURE 10
CLARITY OF EXPERT PRESENTATIONS DELIVERED IN JAPANESE
As was the case with the in-person TDD, these themes are especially relevant
for continued operationalization of TDD knowledge. The virtual TDD employs
a guiding tool in the form of an action plan that converts curated knowledge from
the TDD into practical actionable steps so that any lessons learned can be easily
integrated into participants’ projects. Throughout the TDD week, World Bank
task teams meet with their clients virtually to discuss the key learnings from
the TDD and package the next steps into an action plan.
TDLC is not only committed to identifying and curating Japanese knowledge
but also seeks to ensure that knowledge is easily understood and absorbed
by the participants. The survey for FY22 shows that on an average, 89 percent
of the participants found the content delivered in Japanese “easy to follow and
understand” (gure 10).
In response to the increased participation from country delegations, TDLC
provided additional interpretation support beyond the standard translation
of Japanese to English. Specically, TDLC added relay interpretation support
for Chinese, French, Portuguese, and Spanish. This allowed for more inclusive
participation in the TDD, where participants were able to learn, interact, and
engage in their native language.
11.8%47.1%41.2%
22.2%72.2%5.6%
15.9%55.6%28.6%
Total
Solid Waste Management
Disaster Risk Management
28.6%57.1%14.3%
Inclusive Cities
9.5%47.6%42.9%
Low Carbon Cities
Very engaging Engaging Somewhat engaging
TDLC ANNUAL REPORT FY22 048
TDD EXPERIENCE
On average, across four TDDs, 84 percent of respondents found the overall
TDD experience to be “very engaging” or “engaging” (gure 11). The engagement
indicator improved incrementally throughout the course of FY22 as TDLC
modied the structure of the interaction sessions to provide greater opportunities
for clients to verbally communicate their questions, comments, and reections
to the technical team. To kick o each thematic day, TDLC also made use of
energizer questions to ag key discussion topics from the previous day’s content.
The virtual TDD continues to directly connect participants’ projects to several
World Bank support tools and programs that can help participants realize their
next steps. TDLC’s operational support, QII Partnership Program, Japan–World
Bank Program for Mainstreaming Disaster Risk Management in Developing
Countries, and the World Bank City Climate Gap Fund were introduced
during the TDDs, thereby reaching 121 clients and 53 World Bank Task
Team Leaders in FY22.
FIGURE 11
PARTICIPANTS’ RATING OF TDD EXPERIENCE
049 TECHNICAL DEEP DIVES AND EVENTS
“It was a very rich experience. We shared experiences
and challenges with other cities, and learned a lot
about carbon- neutral strategies from Japanese
cities. The sessions overall were very informative and
comprehensive. Thank you for giving us the chance to
share our ideas and concerns with experts in this eld.”
Client from Low Carbon Cities TDD
“It was very fascinating to learn how Japan values DRM
and resilient infrastructure development at the highest level
possible. The very diverse presentations done across various
infrastructure sectors were very helpful in learning other
initiatives in other sectors as well as their interlinkages.”
Client from Disaster Risk Management TDD
“The TDD was a very good experience with good selection
of topics and excellent pool of experts. The most valuable
lessons for me were the international comparisons on waste
management indicators that were made by the experts.”
Client from Solid Waste Management and Circular Economy TDD
86% Inclusive Cities
95% Solid Waste Management
96% Low Carbon Cities
100% Disaster Risk Managemen
t
TDLC ANNUAL REPORT FY22 050
KEY TOPICS
AND OPERATIONALIZATION OF CROSS‑CUTTING THEMES
The topics for TDDs are identied through demand surveys and are prioritized
based on Japan’s comparative advantage, comprehensive sectoral coverage, and
the regional or global focus of the subject. Thematic topics are selected through
direct engagements with World Bank Global Leads and Practice Managers.
Once the topics are identied, programs are developed in direct collaboration
with World Bank Technical Leads and the thematic Communities of Practice
(to focus on specic client objectives and development challenges).
In FY22, TDLC organized a TDD on low-carbon and climate-smart cities, a new
frontier topic, with the potential to develop an additional line of operations for
the World Bank based on global and Japanese best practices and expertise. This
frontier topic TDD was also in line with the World Bank’s new approach called
Green, Resilient and Inclusive Development (GRID), which seeks to address
the challenges of climate change, COVID-19, and inequality.
Operationalizing quality infrastructure investment continued to be
an important cross-cutting theme in FY22, and TDLC held a session on
“QII Principles in Action” to showcase infrastructure projects supported by the
QII Partnership Program. The QII Partnership Program and the Japan–World
Bank Program for Mainstreaming Disaster Risk Management in Developing
Countries were introduced in all TDDs to show how these trust funds can
be integrated in and leveraged for participants’ action plans.
FIGURE 12
PARTICIPANTS REPORTING
INCREASED UNDERSTANDING
OF QII PRINCIPLES
Source: World Bank TDLC
051 TECHNICAL DEEP DIVES AND EVENTS
SYNERGETIC IMPACT
TDD AND OPERATIONAL SUPPORT
The TDD methodology and structure is designed to incorporate global and
Japanese best practices in a concise learning package for dissemination to client
country delegations. As an output of the TDDs, participants draw on key TDD
takeaways to prepare action plans for their ongoing or pipeline World Bank
projects and then seek TDLC’s knowledge support to operationalize those plans.
TDDs thus become a gateway allowing emerging economies and World Bank
operations alike to benet from TDLC’s Japanese and global experience and
expertise, especially on cross-cutting themes, such as QII.
TDD AND CPP
TDDs are closely tied to the City Partnership Program; the goal is to maximize
development impact by linking Japanese cities’ knowledge and expertise to
developing countries in connection with World Bank projects. The CPP cities
are critical sources of knowledge for identifying and documenting cases and
deriving solutions from Japanese experiences. Best practices derived from
the CPP are packaged and delivered at the TDDs through presentations
and speeches by local city ocials and other experts.
TDLC also works closely with advisors from various Japanese national
government entities, including Ministry of Land, Infrastructure, Transport
and Tourism (MLIT), Ministry of the Environment (MoE), JICA, the Ministry
of Foreign Aairs, and the Cabinet Oce, as well as local governments. TDLC
works with these entities to identify the Japanese experts best suited to deliver
tailored content to the TDD participants.
TDD, CoE, AND TDD ALUMNI NETWORK
TDLC has been strengthening its Community of Experts, and TDDs are one of
the primary beneciaries of this growth. CoE has developed into a live ecosystem
of knowledge that consumes and co-creates knowledge solutions, with TDDs
at the center of this system. In FY22, CoE members actively participated
and provided technical knowledge for TDDs and other events, which helped
in developing the knowledge repository and provided leads for operational
support engagement. TDD participants benet from the range of knowledge
and experiences that CoE practice is bringing together. For instance, CoE helped
clients nd practical solutions for their own projects and develop action plans.
They also helped clients better understand their project needs so they could
proactively prepare for future technical assistance support.
TDLC is also continuing to build its TDD alumni network, which further helps
in curating the knowledge for future TDDs and disseminating those insights
to a larger audience. This network, which includes over 1,900 participants
engaged through more than 36 TDDs, disseminates knowledge on an ongoing
basis and allows for further peer learning and cross-knowledge support
of TDD participants during and after the TDD.
TDLC ANNUAL REPORT FY22 052
TECHNICAL DEEP DIVE ON
SOLID
WASTE MANAGEMENT
& CIRCULAR ECONOMY
OVERVIEW
MUNICIPAL SOLID WASTE MANAGEMENT is a signicant issue for cities
across the world and one of the most expensive budget items on the
balance sheets of many cities. While cities commit signicant nances
towards waste management, they struggle to prevent open dumping, keep their
cities clean, and promote resource circulation. COVID-19 has further stretched
the nancial and technical capacities of the local authorities to manage their
waste eciently. Since waste is projected to increase by 70 percent globally by
2050 as urbanization progresses, it is crucial to address SWM challenges now
to reduce health and safety risks and promote resilient and productive cities.
The TDD on Solid Waste Management and Circular Economy aimed to foster
a technical knowledge exchange among government ocials, policy makers, and
waste management practitioners through peer-to-peer discussions and knowledge
dissemination by industry experts. While the TDD covered issues and challenges
of the entire SWM value chain, emphasis was placed on policies, regulations,
and incentives relating to circular economy.
Due to the travel restrictions and quarantine measures in place because of
COVID-19, this TDD was delivered virtually and brought together delegates from
eight countries: Bangladesh, Jordan, Lao People’s Democratic Republic, Nepal,
Mongolia, Morocco, Serbia, and Vietnam.
KEY HIGHLIGHTS
OF THE TDD
Following an opening presentation outlining global SWM trends and a client
challenge presentation, three core themes were discussed during this virtual
TDD: (1) ways to create an enabling environment, institutional framework,
and nancial mechanisms for managing solid waste, (2) approaches to
promoting segregation of waste at the source and implementing energy
recovery technologies, and (3) pathways to achieve the objectives of the
circular economy. Speakers indicated that eorts to create a circular economy
are still being explored even in developed countries, but that it is an important
concept for building a society that can cope with climate change. Speakers
also asserted that the dissemination of the “polluter pays” principle, including
extended producer responsibility, could be a concrete rst step toward realizing
a circular economy.
053 TDD DIGEST
KEY CLIENT CHALLENGES
At the beginning of the TDD, each country team
was given an opportunity to share its challenges
with other participants. The top-three key challenges
in implementing sound SWM policies and programs
were as follows:
1. Rapid urban growth
without adequate landll sites
2. Insucient budget for
managing municipal solid waste
3. Absence of a legal framework to plan
and implement SWM programs in
collaboration with local stakeholders
Some country teams also shared struggles
involving the lack of participation of the private
sector and citizens in SWM initiatives. With a lack
of environmental awareness among stakeholders and
citizens at large, some country teams nd it dicult
to promote waste segregation at source and monitor
their waste treatment processes.
KEY THEMATIC PRESENTATIONS
Planning and Financing SWM Practices
Expenditures on waste management vary widely
and include costs related to waste collection, waste
transport, processing and recycling, and nal
disposal. In low- and middle-income countries,
where funds are scarce, it is dicult to raise funds
for such a wide range of waste management costs.
In this regard, speakers in this session suggested
participants develop a plan for waste administration,
carefully considering their resources and legal and
nancial constraints. They also recommended
that cities need to collect fees from citizens and
businesses (i.e., from waste generators) to cover
the cost of waste collection and disposal and
to promote waste reduction. It was emphasized
that in order to apply all these solutions, cities must
disseminate information on waste administration
and create educational opportunities for citizens.
Waste Processing and Treatment
Open dumping is still widely practiced in many
developing countries, but as land scarcity and
environmental pollution have become more
apparent, an increasing number of countries
and cities have started incineration, pyrolysis,
composting, and anaerobic digestion methods.
Some countries also collaborate with the private
sector to promote recycling.
Speakers emphasized the importance of moving
from open dumping to proper waste management,
but also reminded participants to consider costs,
expected benets, and potential side eects of
implementing new waste processing technologies
and recycling eorts. Some projects that appear to
be eective on paper may be abandoned for a variety
of reasons and may even have a negative impact on
the local environment. They encouraged cities to
collect and analyze data to determine the quantities
and compositions of the local wastes, verify the
demand for recovered materials, and dene the
policy objectives of waste treatment and recycling
before making SWM plans.
Some presentations highlighted the role of informal
waste pickers who contribute a great deal to waste
management in some counties by collecting,
sorting, recycling, and trading waste material. Cases
in Senegal and India illustrate that governments
can reduce SWM-associated costs, foster social
inclusion, and promote recycling by integrating the
informal sector in the local solid waste management
system. The government should acknowledge
the contribution of the informal sector and
facilitate its formalization.
Circular Economy
A circular economy can be dened as
an economic system that fosters reducing,
reusing, recycling, and recovering materials
to accomplish sustainable development.
According to the expert speakers for this session,
managing landll issues is the rst step for local
governments seeking to develop the circular
economy. Unless they put operation controls
(e.g., landll tax and landll bans) in place
and protect public health, the path to a circular
economy will remain closed. As a next step,
local governments should implement policies
to promote the 3Rs (reduce, reuse, and recycle)
to cultivate a social climate for building a circular
economy. They asserted the importance of setting
waste reduction targets and incentives as well as
promoting community and private sector initiatives.
Finally, speakers pointed to waste prevention and
minimization measures as the critical step to bring
about social change for a circular economy. This
includes promoting green public procurement and
product eco-design, as well as levying product taxes
and implementing product bans. They argued that
a good combination of incentives and regulations
can induce a decoupling of economic growth
from waste generation.
TDLC ANNUAL REPORT FY22 054
CASE STUDIES FROM JAPAN
Mr. Shiko Hayashi, Programme Director of Kitakyushu Urban Centre at the
Institute for Global Environmental Strategies (IGES), explained the legal and
nancial framework for municipal solid waste management in Japan and Japan’s
eort to promote a circular economy. Mr. Hayashi explained that the Japanese
government introduced several recycling-related laws around 2000, including
the Containers and Packaging Recycling Law and Home Appliance Recycling
Law, which have contributed to the decoupling of waste generation and economic
growth since the early 2000s. He also pointed out that smaller municipalities
in Japan tend to have more source separation categories than larger cities, but
regardless of the size of municipalities, most municipal governments in Japan
achieve a nearly 100 percent collection rate. This TDD introduced two case
studies from TDLC’s partner cities—Kitakyushu and Yokohama—to showcase
how these cities have addressed solid waste management challenges and made
eorts to promote a circular economy.
Case of Kitakyushu
Mr. Yuji Aoyagi, Executive Director of the
Kitakyushu Environment Bureau, discussed two key
factors associated with the city’s successful waste
management model: (1) the commitment and civic
pride of citizens seeking to build an environmentally
friendly city (which he called the “environmental
strength” of residents), and (2) a strong funding
base to support waste management programs. As
waste management is expensive, especially when the
waste proposal is not made properly, a city needs to
educate and work with its citizens to control costs. At
the same time, the city needs to provide citizens with
transparent information so they understand SWM
activities and their expenditures.
Case of Yokohama
Mr. Yoshiyuki Sekiguchi, Manager for the
Yokohama Co-Governance and Creation Division,
introduced Yokohama City’s approach to circular
economy development, called Yokohama’s Circular
Economy Plus. Under this approach, the city aims
to promote the transition from a traditional linear
economic system to a circular economy, which
minimizes climate change, biodiversity loss, and
other environmental impacts by reducing waste
and regenerating resources. He emphasized the
importance of civic engagement and collaboration
with local private companies in identifying and
sharing local challenges and creating activities
to foster the local circular economy.
ACTION PLANS
Based on the learnings from the TDD, participants presented concrete
action plans to implement SWM policies and programs that would lead
to the development of the circular economy. The plan of the Mongolia
delegation, for example, included implementing a doorstep collection system
in target areas, articulating each stakeholder’s agreed roles and responsibilities
in legal documents related to solid waste management, and organizing workshops
for decision-makers.
Yuji Aoyagi presents on the waste management
practices and policies in the City of Kitakyushu
055 TDD DIGEST
KEY TAKEAWAYS
Most of the experts emphasized the importance of adopting a step-by-step
approach to designing and implementing SWM policies and programs.
•As each city faces dierent environmental and nancial challenges,
municipal governments need to identify local assets and initiatives
and mobilize local resources to address local SWM challenges.
•As the Japanese cases show, local governments must focus
on disseminating information and provide opportunities for
environmental education to foster citizen engagement in SWM.
•It is critical to reconsider approaches to product design,
material usage, and waste reduction processes to reduce
the environmental burden and build a circular economy.
“In order to make the project
sustainable, it is important to
share appropriate responsibilities
between the public and private
sectors under the PPP [public-
private partnership] scheme.”
Shiko Hayashi
Programme Director, Kitakyushu Urban Centre,
Institute for Global Environmental Strategies
“It was a good experience,
and one of the most important
things I learned was the deep
and detailed meaning of
the circular economy.”
Client from Jordan
FEEDBACK
FROM PARTICIPANTS
Overall, participants appreciated the virtual Solid Waste Management TDD,
the rst TDD of FY22, and considered it an eective knowledge-sharing program.
Of 17 survey participants, 47 percent were “very satised” with the virtual TDD
program, and 53 percent were “satised” with the program. The responses
show that the virtual TDD was an eective opportunity for learning about
SWM practices from peer practitioners and experts. Overall, the TDLC team
was successful in delivering this TDD and brought new insights to World Bank
project teams in the eld.
TDLC ANNUAL REPORT FY22 056
TECHNICAL DEEP DIVE ON
DISASTER
RISK MANAGEMENT
& RESILIENT INFRASTRUCTURE
OVERVIEW
NATURAL HAZARDS coupled with poor
maintenance and mismanagement are the
main causes of infrastructure disruptions that
cost households and rms at least US$390 billion
a year in low- and middle-income countries. High-
quality infrastructure systems are crucial to meet
people’s most basic needs, and also a key driver in
enabling economic development. The lack of reliable,
ecient, and high-quality baseline services is
challenged by accelerated urbanization in cities.
The Technical Deep Dive on Disaster Risk
Management and Resilient Infrastructure aimed
to respond to the growing need for knowledge about
mainstreaming of DRM management principles
and practices in infrastructure investments. The
impacts of climate change make infrastructure
increasingly vulnerable to natural hazards,
and it is imperative for developing countries
to improve infrastructure design, construction,
and operation and maintenance, while at the
same time upgrading existing assets. The TDD
also looked at compounding risks imposed by
the pandemic as well as the physical disruptions
and chain eects that can occur from cyberattacks
on critical infrastructure systems.
Due to COVID-19-related travel restrictions and
quarantine measures, this TDD was delivered
fully online. It brought together practitioners
and technical experts from seven countries—
Azerbaijan, China, Jordan, Maldives, Nigeria,
Rwanda, and Tunisia—to learn about issues
in DRM policy making, institutional structure,
and regulatory frameworks that have direct
impacts on decision-making at both the
national and local levels of government.
In addition to expert presentations, group
discussions, and action planning presentations,
participants joined a video tour of Tokyo to see
how the Shibuya Redevelopment Project has made
one of the city’s most densely traveled neighborhood
more resilient. Participants also learned about
the experiences of Kobe City and Sendai City in
building back better after the powerful earthquakes
of 1995 and 2011.
KEY HIGHLIGHTS
OF THE TDD
Given Japan’s strong competitive advantage
in DRM, this TDD provided an opportunity for
participants to learn from Japan’s experience.
Presentations focused on (1) the Japanese National
Resilience Strategy, (2) key lessons learned from
mega-disasters and Japan’s quest to promote
multi-hazard DRM, (3) a case study of building
back better in Kobe City, (4) a case study of planning
for multi-hazard DRM in Sendai City, ( 5) DRM for
roads in Japan, (6) the Regional Resilience Plan
of Fukuoka City, (7) a virtual tour of Shibuya’s
redevelopment, and (8) cybersecurity policies in
Japan. Notably, this was the rst TDD to introduce
the topic of cybersecurity and its relation to critical
infrastructure as the operation and maintenance
of physical infrastructure becomes digitalized.
KEY CLIENT CHALLENGES
Clients identied several key challenges
related to disaster risk management
and resilient infrastructure:
1. Underdeveloped policies and regulations
regarding post-disaster coordination
2. Lack of contingency planning process
3. Lack of comprehensive early warning systems
and low awareness of emergency management
Other countries also shared DRM challenges
stemming from more frequent and severe weather
events, such as ash oods and droughts, which
incur economic losses and increase the number
of people impacted by such events. These climate
impacts are highlighting the urgency of designing
risk management systems in a holistic way that
integrates climate risks beyond natural disasters.
057 TDD DIGEST
KEY THEMATIC PRESENTATIONS
The Resilience Gap: Policy or Engineering?
Building resilience requires investments in both
hard and soft infrastructure. Governments need
to invest in strengthening the resilience of physical
infrastructure by applying improved designs
and standards, robust specications, and strong
materials. At the same time, these hard infrastructure
investments need to be complemented by sound
policies and institutional mechanisms, including
eective operation and maintenance, contingency
planning, and post-disaster response coordination.
Resilience of Water Infrastructure
In the aftermath of natural disasters, water
supplies and sanitation systems are frequently
disrupted. These disruptions disconnect the
locals from safe drinking water and safe disposal
of wastewater. A roadmap for policy makers can
help ensure adequate water supply and sanitation
services under the uncertainty of the post-disaster
period. The roadmap should include a decision
tree framework that maps out the critical elements
involved in the water infrastructure system,
stress-testing of vulnerabilities, and protocols to
make decisions that reduce vulnerability. Climate
change acts as an amplier of disaster risks, so it is
important to involve planners, operators, designers,
utility managers, and users in developing robust
action-oriented plans.
Cybersecurity and Resilient Infrastructure
A circular economy can be dened as the world
has become increasingly digitalized, and this trend
has been accelerated by the pandemic. Digitalized
operation and maintenance of critical infrastructures
allows real-time monitoring and control, but it also
heightens the vulnerability to cyberattacks. Critical
infrastructure has become a prime target for man-
made disruptions and securing this infrastructure
from cyberattacks will be indispensable in the
near future. Mr. Atsushi Umino, Director of the
Oce of the Director-General for Cybersecurity,
Ministry of Internal Aairs and Communications,
introduced Japan’s comprehensive policy networks
and systems for responding to cyber incidents. He
also shared Japan’s experience in recovery and
maintenance of telecommunications networks
and connectivity in the wake of large-scale disasters.
In closing, he provided some recommendations for
cities that are in the early phase of designing and
planning for cybersecurity policies and legislation,
such as use of crowdsourced technology solutions
that leverage citizen participation via open
challenges and hackathons.
Exterior of Arahama Elementary School after 2011 Tsunami.
TDLC ANNUAL REPORT FY22 058
CASE STUDIES FROM JAPAN
This TDD introduced three case studies—on Kobe, Sendai, and Fukuoka—
to showcase how each city prepares for, responds to, and builds back better
from natural disaster.
Case of Kobe in Building Back Better
after the Great Hanshin-Awaji Earthquake
Mr. Koji Deguchi, Director of International Business
Relations at Kobe City Government, described the
devastating impact of the Great Hanshin-Awaji
Earthquake of 1995 and the subsequent upgrading
and revision of Kobe City’s disaster risk management
plans. Mr. Deguchi stressed the importance of
community resilience, as public response will be
severely limited right after a large-scale disaster.
In Kobe, 77 percent of the post-disaster rescue
and recovery was led by local community members
and volunteer groups. Mr. Deguchi was also one
of the volunteers at the time of the disaster. The
key takeaway is that while disaster risk cannot
be entirely eliminated, correct planning and design
of soft infrastructure—educating the public, getting
their active participation, and improving the
coordination with other regional governments—
can signicantly bring down the risk and
improve disaster recovery.
Case of Sendai in Building Back Better
after the 2011 Great East Japan Earthquake
Mr. Shoichi Tawaki, Senior Director of the Disaster
Prevention and Disaster Risk Reduction Department
of Sendai City, described Sendai’s eorts to rebuild
after the Great East Japan Earthquake and how
these eorts were informed by the experience after
the Hanshin-Awaji earthquake. While Sendai City
already had a DRM plan in place, the combination
of the massive earthquake and tsunami led to
changes in the overall design of its disaster risk
policies and its approach to hard infrastructure.
One of the changes involved eorts to mitigate and
manage storm surge and oods that can occur from
tsunamis. The city constructed additional evacuation
towers and evacuation roads and relocated residents
from lower-terrain regions that were susceptible
to tsunami ooding. It also constructed coastal
seawalls and river embankments to initially absorb
the strength of incoming tsunamis. Recognizing how
multi-hazard disasters can overwhelm emergency
evacuation centers, Sendai City designated local
primary schools to be temporary evacuation shelters
in emergencies. The city frequently carries out
evacuation drills and disseminates information
about disasters to local residents to heighten
their awareness of disaster risks.
Case of Fukuoka and its
Regional Resilience Plan
Mr. Teruki Yonekura, Director of the Disaster
Prevention Planning Section of Fukuoka City
Government, described Fukuoka City’s Plan
for Regional Resilience and how it aligns with
the national-level plans for resilience. Compared
to other cities covered in the TDD, Fukuoka is prone
to heavy rainfalls and ash oods. To address these
challenges, Fukuoka has improved monitoring of its
river systems with surveillance cameras and water
gauges, which serve as early warning systems for
local authorities. With these early detection and
warning systems, the city can issue evacuation
orders early and streamline the evacuation process
while minimizing losses. The city has also developed
additional drainage canals and stormwater storage
facilities in the Hakata area to capture rainfall and
pump it out to Hakata Bay. Other ongoing initiatives
in the city include seismic retrotting of public
buildings and road management and maintenance
plans in the near term.
ACTION PLANS
Taking into account the many insights and lessons learned over the
week, participants presented their actionable next steps. These included
the use of smart-technology solutions to capture data and implement early
warning systems, investment in retrotting infrastructure and human
resource capabilities, and establishment of a separate department dedicated
to cybersecurity issues and work in conjunction with the disaster management
and response units. Country delegates from Tunisia proposed conducting ood
risk studies to properly develop ood risk mapping, installing early warning
systems in remote areas, and setting up systems to collect hydrologicaldata
in real time. Similarly, the delegates from Rwanda decided to upgrade
the ood risk management plans by integrating aerial light detection
and ranging (lidar) surveys.
059 TDD DIGEST
KEY TAKEAWAYS
•Investment in hard infrastructure is a big part of building up resilience. This
includes investments to identify and upgrade vulnerable existing assets and
to construct new assets designed for resilience. However, hard infrastructure
can still succumb to the powerful forces of natural disasters. Hence the need
for investment in soft infrastructure, such as strengthening community
action and self-help as well as coordinating with local partner cities and
institutions that can quickly provide resources in times of emergency.
•Resilience is an iterative process. Local governments must continuously
adapt to the evolving risk environment associated with climate change
but must also adapt to the increasing vulnerability to cyberattacks.
Public awareness of these issues should be periodically raised.
“After the Great Hanshin-Awaji
Earthquake, Kobe City established
a business continuity plan in
case of disasters, including ways
to receive external support. This
allows us to protect residents even
if the city’s functions are impaired.”
Kogi Deguchi
Director, International Business Relations,
Kobe City Government
“The diverse presentations done
across various infrastructure
sectors were very helpful
in learning other initiatives
taken in other sectors as
well as the cross-linkages.”
Client from Rwanda
FEEDBACK
FROM PARTICIPANTS
The rst TDD to incorporate resilience was very well received by the participants.
Of 17 participants, 94 percent reported being satised with the virtual TDD
program, and 47 percent found the virtual TDD experience “very engaging.”
Participants learned from Japan’s diverse yet comprehensive experience
in developing DRM plans and resilience across many infrastructure sectors.
The content curated for the TDD was exceptional in proving that eective
DRM can be done in the face of destructive natural hazards.
TDLC ANNUAL REPORT FY22 060
TECHNICAL DEEP DIVE ON
LOW
CARBON
CLIMATE-SMART CITIES
OVERVIEW
HOME TO MORE THAN HALF OF THE WORLD’S POPULATION, cities
generate three-quarters of greenhouse gas (GHG) emissions globally.
Cities, countries, and regions around the world have explored various
initiatives to achieve net-zero emissions by 2050. However, there is still much
to be done in the global eort to break organizational silos and harness cross-
sectoral and cross-governmental collaboration to accelerate the development
of low-carbon cities.
Cities can and do play a pivotal role in promoting low-carbon and resilient
urban development, but they share a common challenge: the need to create
an approach that reects their city’s unique circumstances and characteristics.
Cities need to determine what a low-carbon society means to them, learn about
global best practices in mitigating and adapting to climate change, and formulate
and implement tailored plans and policies.
The TDD on Low Carbon Climate-Smart Cities was an opportunity for clients
and World Bank sta to understand more deeply how cities can transition
to low-carbon development and climate-smart urbanization pathways.
It explored key challenges and opportunities related to urban mitigation
strategies and tools, as well as the planning and nancing of low-carbon
and sustainable urban development.
This TDD was delivered fully online and brought together practitioners
and technical experts from seven countries—China, Ecuador, the Arab
Republic of Egypt, Jordan, Kenya, Nepal, and South Africa—to share
dierent perspectives on the challenges around advancing low-carbon
and climate-smart urban development.
In addition to expert presentations, group discussions, and action planning
presentations, participants learned from the experiences of cities around the
globe, including Kyoto and Yokohama in Japan, in applying cutting-edge
policies and practices to mitigate and adapt to climate change.
061 TDD DIGEST
KEY HIGHLIGHTS
OF THE TDD
Since 1997, when the Kyoto Protocol was adopted,
many governments and municipalities in Japan and
abroad have undertaken various measures to combat
global warming and promote decarbonization. This
TDD showcased some of those leading policies and
practices, which could help client countries work on
climate change issues at city level. In particular, the
TDD discussed (1) determining the role of cities in
achieving ambitious mitigation targets, (2) planning
for climate action in cities, and (3) developing and
nancing low-carbon city investments.
KEY CLIENT CHALLENGES
During the client challenge presentations, country
teams identied the key challenges for implementing
policies and programs designed to achieve GHG
mitigation targets and facilitate low-carbon city
development, including these:
1. Poor public transportation
leading to high use of private cars
2. Insucient funding for climate-related
initiatives at the city level
3. Lack of technical capacity and high-quality
information to plan and implement
climate change countermeasures
4. Lack of sound institutional mechanism
and limited capacity of stakeholders
KEY THEMATIC PRESENTATIONS
The Role of Cities in Achieving
Ambitious Mitigation Targets
Cities can play a critical role in limiting global
warming and achieving net-zero carbon emissions.
Presenters at this session encouraged cities to
develop an integrated climate action plan for guiding
city planning and priority setting; take a more
comprehensive approach to sustainable mobility;
mainstream nature-based solutions in building
resilience; and put equity and inclusion at the center
of a city’s service delivery. They also recommended
that cities set a clear vision related to the climate
action plan and involve citizens and the private
sector to increase public awareness about climate
change and give them incentives to take mitigation
actions at the grassroots level.
Planning for Climate Action in Cities
This presentation indicated that in preparing climate
action plans, cities should leverage existing urban
planning resources to understand their current
condition and engage in brainstorming with key local
stakeholders. A speaker from C40 introduced C40’s
Climate Action Planning Framework, which makes
it possible to assess current climate risks, dene
goals and emissions targets, and develop concrete
implementation and assessment plans to reduce
city GHG emissions.
Speakers from the International Finance Corporation
(IFC) introduced IFC’s investment planning app,
called APEX, which helps cities estimate their
environmental footprint across sectors and make
the most impactful actions in cities to reduce GHG
emissions, increase use of public transportation,
and improve energy eciency, waste management,
and water security. They described a project in
Ekurhuleni where IFC collaborated with the city
to identify green investment pipelines (e.g., solar
program) using APEX. When leveraging these urban
planning tools and resources, cities need to involve
the relevant stakeholders at an early stage of the
project and share data and information to spark
discussions and make informed decisions.
Developing and Financing
Low Carbon City Investments
Cities often lack institutional arrangements and face
challenges in making mid- to long-term plans. Their
project pipeline preparation is often poor and does
not allocate or expense a budget to maximize the
development impact. Hence it is critical for cities
to integrate low-carbon capital investment plans into
comprehensive urban development plans and review
the capital investment plan from three perspectives:
strategy, medium-term planning, and operation.
For example, cities need to consider how a
capital investment plan ts with overall strategic
and spatial plans; how the plan will align with
demand expectations, life-cycle expectations, and
revenue plans; and how the plan is consistent with
operational data and key performance indicators.
TDLC ANNUAL REPORT FY22 062
CASE STUDIES FROM JAPAN
Mr. Kentaro Takahashi, Deputy Director of Climate and Energy Area at
Institute for Global Environmental Strategies (IGES), explained that in Japan,
the roles and responsibilities for designing and implementing climate change
policies and programs are distributed among the key players (e.g., national
and municipal governments). Nearly 600 local governments in the country are
committed to implementing global warming countermeasures at city level and
promoting energy conservation, renewable energy sources, and decarbonized
city development. These cities also actively disseminate information related to
global warming and reach out to local stakeholders (private rms, civil society
organizations, and citizens) to foster a recycling-oriented society. Mr. Takahashi
also acknowledged that Japanese cities need to consider the characteristics
of respective communities, nd ways to capture and disseminate technical
knowledge, enhance the expertise of city ocials, and involve citizens to
facilitate a decarbonized lifestyle. Japan’s eorts to address climate change
were further showcased through two case studies from TDLC’s partner cities,
Kyoto and Yokohama.
Case of Kyoto
Mr. Hirofumi Yano, who works on the
“DO YOU KYOTO?” Project (as part of Kyoto’s
Global Environment Policy Oce, Environmental
Policy Bureau), presented on eorts following
the Kyoto Protocol to be carbon neutral by 2050.
According to Mr. Yano, the city has implemented
98 concrete measures to combat global warming,
including oering environmental education
programs for primary school students, supporting
eorts by local private companies and universities
to produce energy-ecient products, encouraging
local communities to undertake eco-friendly
activities, and accrediting and promoting
eco-friendly products.
Mr. Yano emphasized that the city is now
committed to achieving carbon neutrality by
2050 and a prosperous Kyoto for a better future.
To achieve these twin goals, the city convened the
Kyoto Creation Meeting to discuss new lifestyles with
residents, businesses, academics, and young people.
The city also implemented an energy consumption
reporting system and made it mandatory for local
medium-size businesses. The city now collaborates
with the Kyoto prefectural government and
municipalities inside and outside Kyoto Prefecture,
as well as research institutions and global networks,
to collect and disseminate knowledge related
to climate change. Mr. Yano emphasized the
importance of transforming lifestyles, businesses,
energy, and mobility, all of which rely on the daily
eorts of individuals.
Case of Yokohama
Mr. Shuhei Okuno, Deputy Director-General,
Climate Change Policy Headquarters, discussed
Yokohama City’s Zero Carbon Strategy. He
emphasized the importance of collaboration
with various stakeholders (i.e., other governments,
other cities, residents, private rms, etc.) to learn
new policies and programs, expand networks,
and accumulate know-how and new nancial
resources. In particular, he noted the importance
of the public-private partnership to leverage
public facilities and create a new business
market that attracts investment.
ACTION PLANS
Based on the learnings from the TDD, on Day 5 participants presented
concrete action plans for their projects and shared their next steps. Some of the
actionable solutions included use of modeling, inventories, and other data tools
to assess the climate contributions of urban planning practices; development
of comprehensive strategies, including city planning, green building, and energy
transition; and collaboration with citizens and the private sector to encourage
recycling and low-carbon lifestyles.
063 TDD DIGEST
KEY TAKEAWAYS
Most speakers emphasized the importance of developing a comprehensive
plan that is based on a rigorous city planning framework and data, and that
involves key stakeholders from the early stage of the planning. Collaboration
is the backbone of building the funding base, creating dierent program
options for low-carbon city development, and encouraging citizens
to rethink and transform their lifestyles.
“To become carbon neutral by 2050,
all people need to act voluntarily
and proactively. Instead of appealing
to their good will, we need to shift
their assumptions so that choosing
decarbonized products/services
becomes the norm in everyday life.”
Hirofumi Yano
Director, “DO YOU KYOTO?” Project Promotion, Global
Environment Policy Oce, Environment Policy Bureau
“Enlightening training session
revealing the deep framework
mechanisms for particular doable
actions for a successful outcome.
The city development tools such as
Climate Investment Program (CIP),
the urban planning tools, and the
stakeholder engagement were key
highlights from the training session.”
Client from Jordan
FEEDBACK
FROM PARTICIPANTS
Participants highly appreciated the rst virtual TDD on Low Carbon Climate-
Smart Cities and considered it an eective knowledge-sharing program. Out of
22 survey respondents, 73 percent reported being “very satised” with the virtual
TDD program, and 27 percent reported being “satised.” Many participants
mentioned that the program helped them in tackling climate change issues using
key frameworks and tools to develop their strategy to initiate low-carbon city
development. Some also wished to organize an in-person or region-specic TDD
to get more in-depth insights on certain aspects of their projects, which could
further help them in operationalizing the solutions.
TDLC ANNUAL REPORT FY22 064
OVERVIEW
CITIES CONGREGATE PEOPLE,
INFRASTRUCTURE, AND RESOURCES. The
density of cities facilitates the ecient and
productive interaction among people that generates
new ideas and opportunities for businesses, leading
to the creation of rms and industries. Yet many
cities in developing countries struggle to fully unlock
their economic potential due to ineciencies in
the institutional and regulatory environments that
increase the costs of doing business. Infrastructure
and services are often insucient and prohibit
access to good-quality jobs.
The TDD on Inclusive Cities and Jobs aimed
to facilitate local economic development and
job creation by shedding light on the following
key enablers: (1) institutions and regulations;
(2) infrastructure, services, and land; (3) support
to rms; and (4) support to workers. The
TDD introduced various approaches that city
governments can take to facilitate local economic
development: improving institutional and
regulatory environments; investing directly
in public spaces, markets, and tourist sites;
and supporting public-private dialogue. It also
highlighted context-specic approaches to
empowering vulnerable groups—women, youth,
elderly, and displaced people—and including
them in the development of cities.
This TDD was delivered fully online and brought
together practitioners and technical experts from
four countries—Brazil, Ethiopia, South Africa, and
Uganda—to learn about key issues in inclusive
and competitive city making.
KEY HIGHLIGHTS
OF THE TDD
Having gone through the cycle of rapid
industrialization, Japan oers many lessons to
cities on similar development trajectories, including
the importance of building inclusion not only into
institutions and policies, but also into public spaces,
transport, and infrastructure. This TDD included
presentations on the roles of cities in (1) promoting
local economic development and jobs; (2) supporting
livelihoods of the poor and informal workers;
and (3) empowering vulnerable groups to access
better-quality jobs.
KEY THEMATIC PRESENTATIONS
Designing Projects to Increase Jobs
and Economic Transformation Impacts
Local economic development is a concept that
goes beyond pure economic growth and includes
cross-sectoral collaboration among public, private,
and nongovernmental organizations to create
communities that promote skills and help people
connect to economic opportunities. Urban upgrading
is an integrated approach to improve quality of
life for residents of informal settlements and
other marginalized areas. These projects package
various interventions, such as aordable housing,
better connectivity, access to social services, and
property rights, to promote not only jobs but
also social inclusion.
Supporting Urban Informal Livelihoods:
Public Goods & Participatory Planning
Most self-employed informal workers cannot
work their way out of poverty in large part due
to the exclusionary policies and practices within
cities. For cities to be more inclusive and equitable,
policies and regulations must better protect and
enhance informal workers’ livelihoods. Informal
workers want to be legally recognized and want
their work to be accepted. They want to be free
form harassment, stigmatization, evictions,
and the conscation of their goods.
TECHNICAL DEEP DIVE ON
INCLUSIVE
CITIES AND JOBS
065 TDD DIGEST
Informal settlement at the outskirts of Johannesburg.
TDLC ANNUAL REPORT FY22 066
CASE STUDIES FROM JAPAN
This TDD introduced case studies from Kobe and Fukuoka.
KEY TAKEAWAYS
•Inclusive development interventions are multi-layered and should
focus on more than economic growth. Inclusive development
must be viewed as a process that encourages conversation among
various stakeholders, provides essential training and legal
recognition, and ultimately creates an inclusive community.
•There is well-documented evidence that economic inclusion programs
work to increase employment outcomes and earnings of informal
workers. Economic inclusion programs help informal workers save more,
increase household resilience to economic shocks, and support women’s
participation in the labor force while allowing them to care for children.
Case of Building Back Better—
Kobe’s Biomedical Innovation Cluster
Mr. Masayuki Fujiwara, Director General
of Biomedical Innovation Cluster and Business
Promotion Headquarters at Kobe City Government,
described how Kobe City pursued a strategy of
biomedical cluster development to build back
better after the Great Hanshin-Awaji Earthquake
of 1995. Kobe City capitalized on its existing
strength in medical universities and research
institutions to form a biomedical cluster that
culminated in the Kobe Biomedical Innovation
Cluster (KBIC), which currently houses more than
370 pharmaceutical and health care companies
employing about 11,900 people. The establishment
of the Kobe Biomedical Innovation Cluster highlights
the role of the city, which is to become a competitive
city, and also shows how coordination and planning
are vital for cluster development and for attracting
outside companies to relocate to this
special economic zone.
Case of Fukuoka City in the Support
to Elderly and Persons with Disabilities
Mr. Takeshi Nakamura, Director of the Elderly
Welfare Service Section in Fukuoka City, presented
the city’s various initiatives to support senior
employment. The presentation focused on provision
of employment opportunities to seniors who are
looking for work, as well as technology and other
training programs. The city also works closely with
companies to promote hiring of elderly workers,
given their wealth of knowledge in particular
subjects and wide networks.
Mr. Masahiro Nishiyori, Director of the Disability
Aairs & Planning Section, introduced Fukuoka’s
initiatives to assist persons with disabilities in
nding employment opportunities and create
policies to increase the participation of persons with
disabilities in the formal economy. Mr. Nishiyori
touched upon the increasing use of technology and
the increase in remote work due to the COVID-19
pandemic, both of which have led to additional
economic opportunities for those with disabilities.
ACTION PLANS
After absorbing all the knowledge shared during the week, participants presented
their actionable next steps. These included some form of regulatory reform and
improved access to nancing for informal workers. On the regulatory side, many
of the country delegates wanted to increase legal recognition of informal workers
and undertake urban upgrading by building the theory of change into policies
of urban development. On the nancing side, the delegation from Brazil was
inspired by the example of microcredit usage in India, where informal workers
were engaged early in the setup of new micro businesses.
067 TDD DIGEST
“It’s not enough to have safety nets
that provide livelihood protection
to people in need, but we need
a trampoline that would enable
them to bounce back to society
and be independent. That leads
to a more inclusive society.”
Yasushi Aoyama
Former Vice-Governor
of Tokyo Metropolitan Government
Panel discussion with Professor Aoyama and Maitreyi Bordia Das, Practice Manager,
World Bank on the Approaches to Inclusive Development Programs in Japan.
NO. EVENT DATE PARTICIPANTS
1Energy-Ecient Buildings Apr. 28, 2021
(FY21) 70
2Green and Inclusive Solid Waste Management Jul. 14, 2021 54
3Low Carbon Urban Transport Sept. 29, 2021 61
4Climate-Smart Urban Form
(13th Asian-Pacic City Summit Side Event)
Oct. 27, 2021 157
5Cap-and-Trade Nov. 12, 2021 100
6Perspective of Carbon Credit Markets in Japan Feb. 3, 2022 100
TDLC ANNUAL REPORT FY22 068
TDLC HOSTED/CO-HOSTED EVENTS
AND SPEAKER ENGAGEMENTS
In FY22, TDLC organized and participated in over 25 knowledge-exchange
events attracting over 3,362 participants from the public sector, private sector,
academia, and development organizations. These events were organized and
attended both in virtual and in hybrid modalities.
While some events aimed to share the World Bank–TDLC approach to urban
development and knowledge exchange with Japanese stakeholders, others
focused on bringing Japanese experience with and knowledge about development
topics to a wider global audience. Key topics included low-carbon cities, smart
city development, and creative cities.
This section summarizes TDLC’s FY22 events and outreach activities.
For more detail, see annex III.
TABLE 3
LOW CARBON AND CLIMATE‑SMART CITIES KNOWLEDGE
SHARING EVENTS ORGANIZED BY TDLC
VIRTUAL KNOWLEDGE SHARING SERIES
Introduction
Although the spread of COVID-19 has made it more
dicult to conduct face-to-face events, the need for
knowledge sharing has never been so important.
In order to promote World Bank GRID priorities
and advance the sustainable development of cities
in developing countries, it is essential to have the
knowledge of both experts and practitioners
working on policies and programs under the
COVID-19 restrictions. It is also relevant to have
continued knowledge sharing on broader topics
through a series of sessions focusing on subtopics.
With that on mind, in FY22, TDLC continued
and strengthened two knowledge-sharing series,
on (1) low-carbon and climate-smart cities,
and (2) creative cities.
To ensure articulate and crisp knowledge
dissemination, each session’s duration is
under 1.5 hours. Featuring highlights from
case studies from Japan and abroad, these
events are a great platform for showcasing
TDLC’s publications and operational support
activities, given that each session is typically
attended by 70 to 100 participants representing
various interest groups.
Low Carbon and Climate-Smart
Cities Knowledge Sharing Series
The Knowledge Sharing Series on Low
Carbon and Climate-Smart Cities was organized
in collaboration with the World Bank Urban,
Disaster Risk Management, Resilience and Land
Global Practice (GPURL) and the Environment,
Natural Resources and Blue Economy Global
Practice. During these events, Japanese experts
shared experiences with neighborhood-level
collaboration and alignment with government
regulations as strategies for achieving scale
in low- or zero-carbon buildings. This event
series provided a new opportunity for TDLC
to be mainstreamed and engaged in World Bank
priority topics, and to introduce a wider audience
to Japanese decarbonization initiatives and
the QII principles embedded in them. In FY22,
ve sessions on various aspects of decarbonization
were organized by TDLC, in partnership with CPP
partners, the private sector, academia, and national
and subnational governments, along with the World
Bank teams (See Table 3).
43%
17%
15%
9%
7%
8%
1%
46%
17%
12%
10%
8%
6%
1%
Private Sector
Low Carbon Cities Creative Cities
Academia
Others
Public Sector
International Organization
N
GO/Not-for-Prot Organization
Media
NO. EVENT DATE PARTICIPANTS
1Launching Event for
“Cities, Culture, and Creativity” Report
Sept. 16, 2021 70
2Launching Event for
“Kyoto: A Creative City” Report
Nov. 9, 2021 72
3“Achieving Local Economic Development
Leveraging Art Festivals”
Mar. 2, 2022 142
069 TECHNICAL DEEP DIVES AND EVENTS
TABLE 4
CREATIVE CITIES KNOWLEDGE SHARING EVENTS ORGANIZED BY TDLC
FIGURE 13
AUDIENCE PROFILE FOR KNOWLEDGE SHARING EVENTS
Creative Cities
The Knowledge Sharing Series on Creative Cities is a continuation of TDLC’s
work on Creative Cities triggered by the Technical Deep Dive (January 2020),
operational support, and research and publications on this topic. This series,
which attracted a wide audience of Japanese practitioners, creative talents,
and urban designers, oered participants the opportunity to learn from
Japanese and international experiences on how dierent forms of creativity
can drive economic recovery, promote social inclusion, and improve cities’
livability. The series began with a general framework on creative cities and
unpacked the dierent enablers, which were featured in practice through the
example of Kyoto City and the use of art festivals as an instrument to drive
local economic development (see Table 4).
TDLC’s knowledge-sharing series attracts a diverse audience from the public
sector, private sector, academia, nonprot organizations, media, and others
(gure 13). This participation indicates that TDLC is reaching out to a broad
range of urban practitioners, not only in the public sector. For both knowledge-
sharing series, the largest audience group was the private sector. This
demonstrates private sector interest in World Bank expertise and Japanese
knowledge on implementable solutions for mitigating climate change impact
and promoting creative cities.
NO. EVENT TDLC’S ROLE DATE ORGANIZERS PARTICIPANTS
1Global Perspective
on Smart Cities
Speaker July 9,
2021
Smart City Institute
Japan (SCI-J) 43
22021 Special Lecture
I (Overseas Study),
Ritsumeikan University
Speaker July 26,
2021
Ritsumeikan University 20
3APEC Virtual Conference:
Promoting Smart
Cities through Quality
Infrastructure Investment
in Rapidly Urbanizing
APEC Region
Speaker Sept. 15,
2021
Ministry of Land,
Infrastructure,
Transport and Tourism,
Government of Japan
118
4Pilot Program
in Indonesia on Startup
Support—Fukuoka City
and Surabaya City
Speaker Oct. 6,
2021
JICA 105
510th Asia Smart City
Conference
Co-organizer Oct. 28,
2021
City of Yokohama; TDLC 569
6Sacred Heart University
Lecture
Speaker Nov. 4,
2021
Sacred Heart University 10
7Smart City Expo
World Congress 2021,
World Bank Session:
Reinventing the Future
of Cities Emerging from
the COVID-19 Pandemic
Co-organizer Nov. 16,
2021
Smart City Expo World
Congress; TDLC 214
8Cities, Culture and
Creativity: Virtual
Cross Learning from
the Republic of Korea
and Japan
Co-organizer Nov. 29–
Dec. 2,
2021
Korea Research Institute
for Human Settlements
(KRIHS); World Bank
Culture, Heritage and
Sustainable Tourism
KSB; TDLC
70
9Plug and Play Japan
Summit: Tokyo Startup
Ecosystem
Speaker Mar. 2,
2022
Plug and Play 300
TDLC ANNUAL REPORT FY22 070
TABLE 5
TDLC’S EVENTS AND OUTREACH ACTIVITIES IN FY22
OTHER NON-TDD EVENTS
In addition to the knowledge-sharing series, TDLC hosts, co-hosts, or participates
in a wide range of Japanese and international events. These include TDLC-hosted
online events covering topics of strategic interest for TDLC, such as urban design
and smart cities. TDLC is also invited by Japanese line ministries and Japanese
and international stakeholders to participate in their events. A list of such events
and activities in FY22 is in table 5.
Note: APEC = Asia-Pacic Economic Cooperation;
JICA = Japan International Cooperation Agency;
KSB = Knowledge Silo Breaker.
NO. EVENT TDLC’S ROLE DATE ORGANIZERS PARTICIPANTS
10 Next-Generation Smart
Community Based on a
Reference Architecture
Speaker Mar.
10–18,
2022
NTT Data Institute
of Management
Consulting, Inc
117
11 Asia Smart City
Conference Webinar
“ASEAN Smart Cities
Today Vol. 1”
Speaker Mar. 10,
2022
City of Yokohama 282
12 Zero Carbon City
International Forum 2022
Speaker Mar. 10,
2022
Ministry
of the Environment,
Government of Japan
and Oce of Special
Presidential Envoy
for Climate, United
States of America
266
13 Translating Community-
Led Vision into Practice—
Applying Yokohama
Urban Sketchbook
in Latin America
and Caribbean (LAC)
and Beyond
Organizer Apr. 21,
2022
TDLC 107
14 Experts’ Roundtable
Discussion—Tackling the
Zero Carbon Challenge
in Cities: Pathways to
Achieving Carbon-Neutral
and Climate-Smart Cities
Co-organizer Apr. 26,
2022
Smart City Institute
Japan; TDLC 75
15 Silver Hues—
Building Age-Ready Cities
Launch Event
Organizer May 30,
2022
TDLC 100
16 Overcoming Kyoto’s
Urban Tourism Challenge:
Pathways to Fostering
Sustainable Tourism
Organizer June 2,
2022
TDLC 12
17 Lecture at Kanda Institute
of Foreign Languages
Speaker June 14,
2022
PADECO Co., Ltd. 7
071 TECHNICAL DEEP DIVES AND EVENTS
TDLC ANNUAL REPORT FY22 072
BOX 3
HYBRID SETUP FOR SCI ROUNDTABLE DISCUSSION
TACKLING THE ZERO CARBON CHALLENGE IN CITIES
The SCI Roundtable Discussion event integrated the conference room
with Zoom Webinar and included a remote framing presentation from
Brussels, followed by a roundtable discussion in the conference room
with seven guests and an additional remote guest from Bangkok (seen
in a vertical monitor for enhanced interaction); the event also featured
20 observer guests in the conference room, a live graphic illustration of
the meeting coming in from Kyoto via the Miro platform, and Japanese/
English simultaneous interpretation both in the conference room and
for those participants watching on Zoom.
The SCI Roundtable event has laid the groundwork for future hybrid
TDDs and other events that allow speakers and participants to join from the
conference room and online (in the case of international travel restrictions
relating to pandemic controls) while retaining full interactivity for knowledge
sharing and dissemination.
The virtual event environment remains somewhat unknown, and when
integrating hardware in the conference room with online solutions, TDLC has
sought to strengthen relationships with multimedia equipment rental houses
to eliminate unnecessary purchases while the market is still maturing.
The TDLC team takes additional measures to maintain the high quality of events
in order to ensure higher speaker/participant engagement; these include testing
of audio, video, and network connections with speakers to reduce technical issues
during an event.
Each event organized by TDLC, whether a public seminar or a TDD, is recorded,
and the content is edited and repackaged for further dissemination in reports,
publications, or on-demand video services.
During FY22, technology support was mostly extended to the events organized
by TDLC and not as much to the public seminars organized internally by other
World Bank Group units or external partners, or other online events supported
by the TDLC technical team.
EVENT PLATFORM AND TECHNOLOGY
The use of virtual platforms continued in FY22. Technical Deep Dives were held
on the Hopin Virtual Event platform and Zoom Meetings, while shorter public
seminars, such as the Creative Cities Series and the Low Carbon and Climate-
Smart Cities Series, were held on Zoom Webinar. Some other interactive events
where organized through Zoom Meetings as well.
With the easing of the state of emergency in Tokyo, technical operations
resumed in the conference rooms. A hybrid approach was adopted that integrated
the physical conference room space into the virtual environment of Hopin and
Zoom to moderate online events.
TDLC was organizing hybrid events during Phases 2 and 3 of the program, before
the COVID-19 pandemic changed the modality to completely virtual. However,
in FY22, TDLC resumed a partially hybrid approach that was interactive and had
evolved over time, paving the way for future hybrid events. The rst hybrid event
was the Smart City Institute (SCI) Roundtable Discussion—Tackling the Zero
Carbon Challenge in Cities, held on April 26, 2022 (box 3).
073 TECHNICAL DEEP DIVES AND EVENTS
In addition to the TDDs and non-TDD events mentioned above,
TDLC provided technology and event management support to the following events:
Operational support
•Workshop for the Dar es Salaam Metropolitan
Development Project II (DMDP2)—
Msimbazi River Basin: Climate-Smart Urban
Infrastructure #1, February 22, 2022
•Workshop for the Dar es Salaam Metropolitan
Development Project II (DMDP2)—
Msimbazi River Basin: Climate-Smart
Urban Infrastructure #2, March 1, 2022
•Workshop for the Dar es Salaam Metropolitan
Development Project II (DMDP2)—
Msimbazi River Basin: Climate-Smart
Urban Infrastructure #3, March 8, 2022
•Workshop for the Cheesemanburg Regional
Landll Project (Liberia): Training on
Development & Closure of Municipal Solid Waste
Landll and Transfer Station, March 11–12, 2022
The TDLC operational support team organized
two virtual workshops via Zoom Meetings that
connected Japanese and international speakers
to participants joining from Africa. All technical
support was provided in house by the TDLC team.
Support to World Bank Group External
and Corporate Relations, Japan [ECRJP]
•World Bank Tokyo Oce, Annual Meetings
Press Brieng, October 6, 2021
•World Bank Tokyo Oce, Spring Meetings
Press Brieng, April 15, 2022
TDLC successfully supported ECRJP with the
Annual Meetings Press Briengs (2021) and Spring
Meetings Press Brieng (2022) from the TDLC
conference room, with members of local and
international press joining in person or virtually.
Joanna Masaic, Lead Urban Specialist, World Bank making a presentation at SCI Roundtable event.
OPERATIONAL
SUPPORT
TDLC ANNUAL REPORT FY22 076
OPERATIONAL
SUPPORT
2.2
OVERVIEW
HROUGH ITS OPERATIONAL SUPPORT COMPONENT, TDLC supports
and facilitates the delivery of tailored knowledge, capacity building, and
advisory services to developing countries, in connection with World Bank
operational projects. Operational support connects Japanese and global
knowledge, experiences, and expertise to countries facing urban development
challenges. Requests for operational support from project TTLs and clients
typically emanate from the TDDs organized by TDLC on a thematic topic. The
World Bank leverages TDLC’s operational linkages both at the upstream stage,
using TDDs and operational support to help identify new support opportunities
for client countries, and at the project implementation stage, to inform
decision-making and support project activities. In FY22, TDLC supported
three operational projects informing World Bank operations amounting to
US$446.8 million in committed lending: (1) Tanzania Cities Transforming
Infrastructure and Competitiveness Project (TACTIC); (2) Dar es Salaam
Metropolitan Development Project, Msimbazi Basin Development, Tanzania;
and (3) Cheesemanburg Landll and Urban Sanitation Project, Liberia (please
see annex IV for details). TDLC received requests for two additional operational
support project this scal year, but they were not realized due to changes in the
operational environment in the countries.
TDLC’s operational support is provided on demand through
the following operating model.
OPERATING MODEL
TDLC’s operational support to developing country clients ranges across
dierent topics of urban development where Japan has demonstrated know-how
and technical advantage. The duration of project assistance ranges from short
to long-term depending on dierent factors, such as the project stage at which
the assistance is required—i.e., design and preparation, implementation, or
supervision. While the requests for project assistance stem from TDDs, there is
a cycle of deliberation and consultation before the content and extent of support
is nalized. Through this model, the TDLC team engages closely with the task
teams to design technical assistance in collaboration with Japanese experts
on dierent thematic topics. This technical assistance generally encompasses
dierent activities that can come at dierent stages of the World Bank project
cycle. Some examples of the type of support oered include (but are not
limited to) the following:
•Technical advisory: Oers technical and policy advisory
and analytical review of project documents and baseline
materials. It usually involves the organization of missions
or remote analytical work in preparing knowledge-based outputs.
•Capacity building: Enhances capacity of clients and task teams working on
projects. The delivery modality usually involves targeted seminars with select
urban development consultants, academics, and practitioners from Japan.
•Ad hoc rapid support: Connects expandable Japanese urban
development knowledge introduced through TDDs to World Bank projects.
Tanzania
(Urban Development Project)
Transit-Oriented Development
Tanzania
(Msimbazi Basin Project)
Green Infrastructure
Liberia
Solid Waste Management
300.0
0
120.00
26.80
077 OPERATIONAL SUPPORT
OPERATIONAL SUPPORT THROUGH
VIRTUAL MODALITY
Operational support activities typically include
traveling for missions, but in FY22, operational
support was provided remotely due to travel
restrictions imposed by the COVID-19 pandemic.
The TDLC operational support team applied
the tools for, and lessons learned from delivering
virtual TDDs to deliver remote technical advisory
and virtual training and in this way engage with
clients and World Bank teams on the ground.
Ramping up project management activities allowed
the team to work closely with local task teams in
understanding country-specic urban challenges
without the privilege of a visit. TDLC also actively
used real-time interpretation to communicate
directly with clients about their specic needs
and to disseminate knowledge and solutions
in an understandable language.
Operational support demands focus on topics
where Japan has a competitive edge, including solid
waste management, urban regeneration, resilience,
public space management, and transit-oriented
development (TOD). In terms of the regions served,
the demand for TDLC operational support reects
the regional growth of the World Bank portfolio.
OPERATIONAL SUPPORT
IMPACT IN FY22
During FY22, TDLC operational support
informed three World Bank operations amounting to
US$446.8 million in committed lending (gure 14).
The three projects selected for operational support
were from Africa region; the decisions were based on
the technical expertise that TDLC can oer through
Japanese knowledge and on the strong leadership
of Regional Practice Managers and TTLs. In FY22,
TDLC’s operational support to client countries
in connection with World Bank lending projects
focused on dierent themes of urban development—
TOD, green infrastructure, and SWM. The FY22
operational support projects are described in
detail in the subsection titled “Operational
Support Impact Stories.”
This year, the operational support projects
were all Investment Project Financing (IPF)
and were requested through follow-ups of TDDs in
previous years. Operational support was requested
in Liberia after the SWM TDD in 2020, and the
two Tanzania operational support projects were
a result of the TOD Urbanscapes TDD in 2021.
Some pipeline requests are under review for
technical assistance support in the next scal year.
FIGURE 14
INVESTMENT AMOUNT OF WORLD BANK PROJECTS
SUPPORTED BY TDLC’S OPERATIONAL SUPPORT ACTIVITIES IN FY22
(US$, MILLIONS)
Source: World Bank TDLC.
TDLC ANNUAL REPORT FY22 078
OPERATIONAL SUPPORT ACTIVELY LEVERAGING
THE CPP AND CoE PARTNERSHIPS
In FY22, activities under the operational support component continued to
actively leverage TDLC’s City Partnership Program to inform projects in client
countries. With the increasing demands of clients and task teams for knowledge
on traditional and frontier topics of urban development (such as aordable
housing, transit-oriented development, SWM, and river basin management), the
operational support team closely collaborates with the city partners to learn from
their experience. In FY22, operational support tapped into the strengths of CPP
partner cities to share knowledge and expertise, as follows:
•The City of Fukuoka’s experiences with an
advancedlandllmethodology impacted project design
and implementation of US$26.8 million in IPF projects
with committed funding, including support in Liberia.
•The City of Yokohama’s experiences on integrated ood
management (Tsurumi River) and multipurpose retarding
basin (Shin-Yokohama Park) inuenced US$120 million in IPF
projects with committed funding, including support in Tanzania.
In selecting Japanese experts to match the need for operational support, TDLC
actively leverages its CoE scheme to connect with experienced and knowledgeable
academicians, practitioners, and professionals. For example, drawing on
the CoE pool, TDLC built a team of three university professors specializing
in dierent components of the Tanzania Msimbazi Basin project to deliver
a knowledge transfer workshop. TDLC also invited other urban practitioners
as guest speakers to share knowledge on thematic areas at the workshop, which
beneted the clients and broadened TDLC’s CoE network for future activities.
In operational support for Liberia, the engineering consultant partnered with
university professors to deliver knowledge sessions on landll construction
and management to the Liberian counterpart.
079 OPERATIONAL SUPPORT
FOCUS PRINCIPLES
1. Promote green, resilient infrastructure to integrate
environmental considerations in infrastructure (QII 3)
2. Strengthen resilience (QII 4)
3. Promote inclusive growth to create jobs
and tackle exclusion and inequality (QII 5)
When designing and implementing infrastructure projects, impacts
on biodiversity and climate should be considered in order to foster
and protect sustainable and balanced ecosystems. Use of green nancial
instruments for infrastructure projects can be encouraged by disclosing
environment-related information about the project.
The operational support to Dar es Salaam Metropolitan Development
Project – Msimbazi Basin Development (P169425) aimed to ensure
a greener and more resilient Msimbazi basin by drawing on Japanese
experience with river basin management. The project also aimed to
ensure that the social and economic benets of infrastructure reach
all people, including vulnerable and excluded groups. Safety, gender,
and open access to infrastructure services were among the considerations
for developing infrastructure as part of the project. The goal is for a
regenerated Msimbazi basin to enhance livability for and livelihoods
of local citizens, while reducing urban ooding risk throughout the year.
BOX 4 OPERATIONALIZING QII IN TANZANIA
OPERATIONALIZATION OF
QUALITY INFRASTRUCTURE
INVESTMENT
Under the operational support component, TDLC endeavors to support the
practical implementation and operationalization of G20 QII principles. It does
so not just through top-down approaches and guidelines, but also through a
bottom-up approach for projects focusing on urban development and service
delivery, local economic development, and municipal nancing as a means to
become more green, resilient, and inclusive. Box 4 highlights instances in which
TDLC supported operationalization of G20 QII principles for active development
challenges in client countries in connection with World Bank projects in FY22.
TDLC ANNUAL REPORT FY22 080
IMPACT STORIES
TANZANIA
REVIVING TOURISM AND ACHIEVING
LOCAL ECONOMIC DEVELOMENT
THROUGH CREATIVE CITY
FACED WITH A SET OF CHALLENGES IN URBAN DEVELOPMENT
derived mainly from high population growth (in cities with more
than 250,000 inhabitants), Tanzania needs to create urban jobs
and improve resilience against increased risk of climate-related hazards
inurbanareas(e.g.,ashoodsinDaresSalaamandMwanza;landslides
inArusha,Mbeya,andMwanza;andpotentialcoastalerosionandloss
of land in Tanga and Kigoma). Poor urban planning may partly explain
why urbanization in Tanzania is not generating the expected productivity
gains seen in other developing countries. Congestion and the deterioration
ofurbaninfrastructureinrst-andsecond-tiercitiesarepreventingthe
realizationofthepotentialeconomicbenetsstemmingfromexpanded
urbanization and the emergence of agglomeration economies.
081 OPERATIONAL SUPPORT IMPACT STORIES
Urban scape of Dar Es Salaam
Photo Credit Shutterstock royalty-free image
TDLC ANNUAL REPORT FY22 082
TDLC’S SUPPORT
TO THE WORLD BANK WORK PROGRAM IN TANZANIA
The World Bank Group engagement in Tanzania aims to support
the Tanzanian government in addressing these issues by upgrading
the institutional capabilities that will allow local authorities to
identify and implement urban development priorities. One project
in particular, the Tanzania Cities Transforming Infrastructure and
Competitiveness Project (TACTIC), is designed to provide local
authorities across the country with tools and capabilities to meet
threespecicTODgoals:
•Improve the strategic planning of transport infrastructure
tofacilitateincreasedecienciesinurbaneconomies.
•Upgrade implementation capabilities to plan
and enforce sustainable urban strategies.
•Review land registration systems to improve registration rates
(Tanzania’s rate is less than 10 percent, one of the lowest in Africa).
InMarch2021,TDLChostedtheTechnicalDeepDiveonVitalizing
Urban Neighborhoods and Space through Transit-Oriented
Development.AfterattendingthesessionsonJapaneseexperience
withTOD,thetaskteamandTanzaniandelegationworkingon
TACTICexpressedinterestinapplyingJapaneseknow-howonTOD
to inform project preparation and implementation. The World Bank
TDLCandtheTACTICtaskteamthenagreedonanoperational
supportprogramtohelplocalurbanplannersandpolicy-levelsta
fromDaresSalaam,Mwanza,Arusha,Dodoma,Morogoro,and
Mbeya prepare for the implementation of TACTIC through training
inTODconceptsandthebenchmarkingofJapanesepracticesand
policylessonsintheeld.
RELEVANCE OF JAPANESE EXPERIENCE
IN ZONING AND LAND POLICIES FOR TANZANIAN CITIES
TDLCplannedtovirtuallydeployaseasonedJapaneseexpert
andusein-houseknowledgeanddatafromJapantoprovide
deeperinsightsforthisengagement.Drawingonhisextensive
trackrecordwithTODprojectsinternationallyandinJapan,
Mr. Hiroshi Nishimaki designed a training program with
four two-hour workshops to be delivered on a weekly basis. All
workshops were highly participatory, and contents were adjusted
to focus on areas in which participants showed interest the week
before.EachworkshopincludedalecturecoveringkeyTODelements
throughthelensofJapanesecasestudies,followedbya30-minute
panel discussion moderated by Prof. Ally Namangaya, Associate
ProfessorinLandUsePlanning,ArdhiUniversity.
KeysuccessfactorsforTODwereintroducedduringthe
sessions. Some seemed especially relevant to participants’
day-to-daychallenges:
•Zoning plans and land use control (including the importance
of transit nodes) and their synchronization with the
phased development of public transit networks
•Landassemblyaroundtransporthubs
•Landvaluecaptureandtheimportanceofcredibleandtransparent
land registry systems to legitimize land title transactions
“Thank you, TDLC, for a nice
series of trainings which
were very useful in the
right time especially to us,
because we have ongoing
assignments directly linked
to what was presented
during the trainings...
We are also happy to use
the knowledge acquired
in this important training!”
Workshop participant
083 OPERATIONAL SUPPORT IMPACT STORIES
The lectures emphasized the regulatory and institutional frameworks
associated with urban planning, infrastructure development, and
land use, as well as their evolution over time. For instance, the land
readjustment scheme has evolved in Japan over the last 100 years
as an innovative mechanism for urban land assembly that does not
require resettlement. This scheme can avoid social confrontations
in land transactions due to its consensus-based methodology.
The selection of case studies was based on their relevance
to Tanzanian participants.
•The Sanda City case showed the limitations of land use
inducement and the importance of sound policies related to
job and housing proximity. This triggered a group discussion
around the need to link upstream planning to implementation,
from master planning down to capital investment and budgeting.
Discussions also touched upon informal housing settlements
and the impact of urban boundaries on aordable housing.
•The Yokohama North New Town case showed
collaborative eorts between the local government and
landowners leading to success. This case was assessed against
the Chiba New Town initiative, which followed a dierent
approach that resulted in less encouraging outcomes.
•The Tsukuba Science City and Tsukuba Express case
illustrated the concept of new town development. Tsukuba
Science City was a social experiment to create an economically
self-contained town and the only new town project that the
central government initiated in Japan. Japanese city planners
inspired by the garden city movement of Ebenezer Howard also
admired London’s Green Belt and the UK new town movement.
OUTCOMES AND NEXT STEPS
The training workshops were highly welcomed by participants
because of their timing, contents, and format. The sessions not only
provided exposure to conceptual lessons and international case
studies, but they also served as a platform for local stakeholders,
Japanese experts, and implementation teams to engage in forward-
looking discussions associated with TACTIC. The delivery of the TDD
and the delivery of operational support were well aligned with the
schedule for TACTIC preparation and implementation.
During the panel discussions, participants identied potential
follow-up activities in key areas:
•Considering the poor level of land ownership regulation
in Tanzania, the Japanese land readjustment scheme could
inspire a land registry program adapted to the local context.
•The tools available to local governments to facilitate market
access in Tanzanian cities (e.g., networking and information
platforms, placemaking policies, shared infrastructure) are
an integral part of TACTIC and could be further explored.
TDLC ANNUAL REPORT FY22 084
BACKGROUND
TANZANIA’S URBAN POPULATION IS GROWING RAPIDLY, and urban
areas are critical to Tanzania’s national economic growth and poverty
reduction. The share of the total population located in urban areas
increased from 27.4 percent to 34.5 percent between 2009 and 2019, and half
the population is expected to live in cities by 2050. Tanzanian cities already
account for the majority of the country’s physical, nancial, and technological
capital; economic activities in urban areas contribute approximately half
of Tanzania’s gross domestic product.
Despite its rapid pace, urbanization in Tanzania is not generating productivity
gains due to weak management of the urbanization process. In addition,
Tanzanian cities are increasingly vulnerable to disasters and climate-related
hazards. Urban areas have witnessed widespread ooding in recent decades.
Dar es Salaam (the largest city in the country, accounting for 40 percent
of urban population) is especially impacted by river oods.
As part of the World Bank’s Tanzania urban portfolio (valued at over
US$1 billion), the World Bank Urban team has engaged with the Tanzanian
President’s Oce of Regional and Local Governments (PO-RALG) through
the Dar es Salaam Metropolitan Development Project – Msimbazi Basin
Development (P169425). The Msimbazi basin covers nearly one-fth of the city’s
land area; it is home to an estimated 1.6 million inhabitants (27 percent of the
city’s total population) and is adjacent to the central business district. Severe
and recurrent ooding puts the residents and critical infrastructure at risk
and can lead to extreme economic losses with high reconstruction costs. The
complex nature of the ooding challenge in the Msimbazi basin necessitates
an integrated solution under a regional governance approach that includes
a combination of urban planning and engineering measures; this will address
downstream ooding and its impacts and help create an enabling environment
for economic development and job creation in this area.
IMPACT STORIES
MSIMBAZI
SHAPING THE FUTURE OF MSIMBAZI RIVER
THROUGH SHARING THE JAPANESE EXPERIENCE
ON CLIMATE‑SMART URBAN INFRASTRUCTURE
085 OPERATIONAL SUPPORT IMPACT STORIES
Msimbazi Basin
Development future vision
Photo credit: World Bank
TDLC’S ENGAGEMENT
The Task Team Leader and Tanzanian delegations attended TDLC’s
TDD on Vitalizing Urban Neighborhoods and Space through Transit-
Oriented Development, organized in March 2021. As a result of the
TDD discussions, TDLC received a request for operational support for
a set of activities within the Dar es Salaam Metropolitan Development
Project – Msimbazi Basin Development.
The focus of this consulting assignment was to support task teams and local
stakeholders in Tanzania by sharing Japanese experiences and know-how
in climate-smart urban infrastructure, related in particular to urban ood
management and the design and redevelopment of public urban parks. These
two topics are central to the project objectives, namely reducing vulnerability
to ooding in Dar es Salaam and providing the right design and management
framework for integrated urban planning in the Msimbazi area.
TDLC ANNUAL REPORT FY22 086
RELEVANCE OF
JAPANESE EXPERIENCE
IN RIVER BASIN MANAGEMENT
FOR TANZANIAN CITIES
Japan has a long history of climate-smart river
management, in which risk-prone areas are
transformed to increase livability, sustainability,
and economic activities for citizens. For the Tanzania
assignment, TDLC identied a team of experts—
three university professors in Tokyo, namely
Prof. Tetsuo Kidokoro from the University of Tokyo,
Prof. Noriko Akita from Chiba University, and Assoc.
Prof. Norihisa Shima from Toyo University—who
specialize in river and urban planning, design, and
management. An urban consultant, Mr. Koichiro
Tamura, joined the team as a coordinator.
To appropriately tailor the content of the sessions to
the project’s Msimbazi Valley context, the consulting
team took stock of existing materials and reports,
held conversations with the task team to conrm the
needs of the Tanzanian clients, and then prepared
and oered three-day virtual workshop from late
February to March 2022. The workshops—listed
below—were structured with a main lecture followed
by a detailed case study presentation by urban
practitioners in the relevant eld; each provided
rich contents to the participants to deepen their
understanding of the topic.
Workshop 1
River Basin Management Case of Japan
The main lecture, presented by Prof. Kidokoro,
introduced the overall framework for scenario-
based planning in disaster preparedness and
multi-perspective river basin management,
with several cases at dierent geographic scales.
Mr. Kenji Kushihara from MLIT then presented
a detailed case study of ood management in the
Tsurumi basin, which is one of the rst cases of
integrated river management in Japan.
Workshop 2
Strategic Approach to Develop
Parks and Green Infrastructure
The main lecture, presented by Prof. Akita,
introduced the concept of green infrastructure and
park development in a river basin. It emphasized
the strategic approach to park development based
on experience in Japan. The lecture was followed
by two detailed case study presentations: Prof. Yuji
Hoshino of Kumamoto University described
the holistic approach to ood prevention on
the Kuma River in Kumamoto, and Mr. Kosuke
Sezaki described the recovery of HASSENBA
(boat ticket oce cum regional tourism hub)
after the deadly Kuma River ood and its role
as a driver of economic growth in the region.
Workshop 3
Green Infrastructure & Urban Development
Lessons from Leading Projects in Tokyo: The main
lecture, by Prof. Shima, argued for integrating
urban planning and green infrastructure in the
planning stage, managing infrastructure to keep
it functional, and creating values after urban
development; examples focused on leading
projects in Tokyo. Mr. Tamura presented the
case of Futako-Tamagawa redevelopment as
an example of collaborative and participatory
area management by multiple stakeholders.
Mr. Isao Tsunakawa then presented the case
of the Tsurumi River multipurpose park that
also serves as a retarding basin able to keep the
site’s stadium operational even after ooding.
OUTCOMES AND NEXT STEPS
The audience for these sessions was the World Bank
Group task team and the Tanzanian delegation,
comprising government ocials, engineers, and
planners associated with the Msimbazi Basin
Development project. It was well attended, with
an average of 30–40 participants engaged in active
Q&A sessions, followed by a panel moderated by
Tanzanian university professors to discuss
applicability of these cases to Tanzania.
TDLC conducted the post-workshop survey for the
participants. All the respondents—100 percent—
indicated that they were satised with the workshop
and had a better understanding of climate-smart
infrastructure following the workshop. In both
the panel discussion and the survey, Tanzanian
participants indicated several areas they wished
to explore further:
•Early warning systems
•Environmental conservation and ood control
•Multi-sectoral engagement of dierent
stakeholders in river basin management
•Role of private organizations in developing
parks and green infrastructure
•Community participation
in river basin management
•Operation and management of parks and green
infrastructure in river basin; generation of income
to meet operation of parks/green infrastructure
•Land readjustment and maximization of
land value; clarication of challenges that
may be encountered during the process
•Sustainability and cost-eectiveness
of the multipurpose ood mitigation system
•Management of park reservoir
087 OPERATIONAL SUPPORT IMPACT STORIES
“In this uncertain world, we need to prepare for
the alternative future by scenario-based planning.
River basin management planning needs to be
smart, proactive, adaptive, and strategic. It also
needs to be decentralized and collaborative.”
Professor Tetsuo Kidokoro of the University of Tokyo
In response to this interest, the experts put together
a recommendation to the project related to these specic
topics. Some of the main takeaways and recommendations
from the experts include the following:
RECOMMENDATIONS
FOR RIVER BASIN MANAGEMENT
•River policies need to be changed from the conventional ood
control approach to the river basin management approach
to adapt to increasing ooding due to climate change.
•Consensus among government sectors, developers,
landowners, residents, and water users is key
to implementing river basin management.
•An early-warning system for ooding should be established.
•The river basin master plan should be formulated
based on the consensus and smooth coordination
among all stakeholders, including the river agency, local
governments, the voluntary sector, and the private sector.
RECOMMENDATIONS FOR PARKS
AND GREEN INFRASTRUCTURE DESIGN
•Combine green and blue spaces to enhance
the functionality of green infrastructure.
•Ensure that public parks serve a multifaceted
function as community hubs.
•Encourage community participation, which is
an essential element of the park’s review process.
•Consider park locations from a land use management perspective.
RECOMMENDATIONS FOR CLIMATE‑SMART
INFRASTRUCTURE MANAGEMENT
•Integrate at various stages: policy level and land use.
•Recognize the importance of collaboration among stakeholders.
TDLC ANNUAL REPORT FY22 088
KNOWLEDGE TRANSFER ON DEVELOPMENT
AND CLOSURE OF LANDFILL AND TRANSFER
STATION IN LIBERIA: BACKGROUND
THE GREATER MONROVIA AREA IN LIBERIA (Monrovia, Paynesville,
and surrounding townships) hosts 1.4 million people and generates over
240 million kilograms of waste annually. But waste management services
in Greater Monrovia are critically underfunded and sporadic. About 70 percent
of the population of Greater Monrovia lives in slums where aordable and
adequate housing, basic services, critical infrastructure, and secure land tenure
are all lacking. More than half of the population—especially poor households,
female-headed households, elderly persons, and youth and children—lives
in communities with few to no waste collection systems or in areas near waste
management sites. The only sanitary landll site in this area is reaching its full
capacity, so there is urgent need to construct a new landll and improve the
municipality’s capacity to provide eective SWM services in the long term.
The Cheesemanburg Landll and Urban Sanitation Project (CLUS) was
designed and approved by the World Bank in 2017 to support Liberia in building
the fundamentals of a solid waste management system in Greater Monrovia. The
specic objective of the project is to support increased access to SWM services
in Greater Monrovia through (1) the construction of the Cheesemanburg landll;
(2) the closure of the Whein Town landll; and (3) improvement to existing
transfer stations. The project is also designed to sustain existing employment
associated with solid waste collection, transportation, and disposal, as well
as support capacity-building activities for municipal sta of Monrovia
and surrounding townships.
To meet the nancing gaps and cope with additional challenges brought by
COVID-19, this engagement was approved for additional nancing in June 2020.
TDLC’S ENGAGEMENT
The clients and the project task team joined the TDD on Solid Waste Management
organized by TDLC in October 2020. After the TDD, TDLC received a request
for operational support to build the capacity of relevant agencies and to provide
advisory support for the construction of the Cheesemanburg Regional Landll
and adjacent facilities, under the overall guidance of the World Bank Liberia
Urban Task Team.
IMPACT STORIES
LIBERIA
BUILDING CAPACITY FOR CREATING
BETTER SOLID WASTE MANAGEMENT
FACILITIES IN LIBERIA
089 OPERATIONAL SUPPORT IMPACT STORIES
WheinTownLandll
which is to be closed
Photo credit: World Bank
TDLC ANNUAL REPORT FY22 090
RELEVANCE OF JAPANESE EXPERIENCE
IN LANDFILL TECHNOLOGY TO LIBERIAN LANDFILL PROJECT
Japan has extensive experience in landll design and management,
including development of technology in this eld. TDLC identied
an engineering consultancy company, Eight-Japan Engineering
Consultants (EJEC), to share its experience and knowledge with the
Liberia task team. TDLC also invited Prof. Takayuki Shimaoka, who
is aliated with Kyushu University and has extensive SWM expertise,
to work with EJEC. Given the travel restrictions, these technical
missions happened virtually.
The expert team started by assessing the capacity gaps and
training needs of the concerned agencies based on desk review of
the relevant documents and discussions with the World Bank Liberia
Task Team, particularly to identify some of the key topics of interest
in the Liberian context and the project stage. The expert team then
developed a training and knowledge-sharing activity, which was
delivered through two-day virtual workshops. This activity provided
targeted training to relevant government ocials and engineers—
some of them from the Project Implementation Unit at the Monrovia
City Corporation—who had been pre-identied and suggested
by the task team.
The training agenda and broad content were as follows:
Day 1 Workshop
Development of a new landll
Session 1: Planning of waste management master
plan for local government: Introduces the contents
and importance of the solid waste management
master plan, and how to set the capacity
of the landll.
Session 2: Introduction to Landll technology
in Japan: Explains the basic function of the landll
and dierent landll systems, with particular focus
on semi-aerobic landll (“Fukuoka method”) and
its structure, features, and benets.
Session 3: Development of new landll and its
operation & maintenance: Unpacks the procedure
for landll development (including the selection
of a suitable site), important issues on landll
construction and maintenance, and construction
nancing and maintenance costs.
Day 2 Workshop
Transfer station/landll
improvement and closure
Session 4: Waste transfer station: Presents the
roles, types, and examples of transfer stations and
considerations for construction of transfer stations.
Session 5: Improvement of existing landll:
Explains the necessity to improve landlls, the
improvement method, and some actual examples
of landll improvement.
Session 6: Closure of existing landll: Introduces
the necessity of closing landlls, closing method,
examples of landll closure, and possible land
use after the closure.
While Day 1 aimed mainly to inform the construction of the
Cheesemanburg landll, Day 2 addressed the issues related to closure
of the current Whein Town landll and several transfer stations in
Liberia. The experts also included some observations and comments
about the actual Whein Town landll site based on its photos, which
were relevant for participants and directly connected to their needs.
091 OPERATIONAL SUPPORT IMPACT STORIES
“I would like to thank the team and
organizers of this workshop, it was great.
All of the presentations were wonderful,
it was very important for me. I learned
about the importance of the Solid Waste
Management Master Plan, and I am very
interested in knowing more about it.”
Workshop participant
OUTCOMES AND NEXT STEPS
The workshops on design, operation, improvement, and closure
of landlls and transfer stations were well received by participants
in Liberia. More than 30 Liberian engineers and government ocials
actively participated in the sessions to learn the Japanese technology
and know-how.
Among participants who answered the post-workshop survey
(20 participants), 100 percent were satised (very satised/satised/
somewhat satised) with the workshop, and 100 percent agreed
(strongly agree/agree/somewhat agree) that they had a better
understanding of landll management following the workshop.
Some of the areas that the participants showed most interest in
during Q&A sessions, panel discussions, and the post-workshop
survey are summarized below:
•Solid waste management master plan: Why it is important,
how to develop it, how to set the capacity of the landll site, etc.
•Location of the landll site,
including its distance from the community
•Semi-aerobic landll: Further detail about this method
•Technology choices and management considerations for Liberia,
relating specically to high water conditions and the rainy season
•Proper management of the landll site
•Method for improving the landll and transfer
station (re breakout, scattering of waste, etc.)
•Advice on reuse of the landll site
Following the workshop and discussion with the task team,
the experts produced a workshop summary and technical note
to provide useful and practical support to the Cheesemanburg
Landll and Urban Sanitation Project. Some of the main takeaways
are that Japan has accumulated knowledge and technology
for landll management over the years; that the semi-aerobic
landll system (also known as the Fukuoka method) is among
the optimal options in any landll design; and that this method
oers the advantages of early stabilization, GHG reduction,
and low-cost materials acceptance.
To further support the project, the Japanese experts provided
virtual technical assistance to the Project Implementation Unit.
Japanese experts answered additional questions, reviewed the
current design documents, and oered guidance on modifying the
current anaerobic landll design with incorporation of semi-aerobic
landll technology. This request for technical assistance emerged
following the workshop; the project team wished to accept and reect
the learnings from the workshop tangibly, in the project design. This
example shows the relevance and eectiveness of the operational
support as part of a successful intervention.
RESEARCH &
PUBLICATIONS
TDLC ANNUAL REPORT FY22 094
RESEARCH
& PUBLICATIONS
2.3
OVERVIEW
DLC ANCHORS ITS KNOWLEDGE AND SUPPORT TO CLIENT COUNTRIES
IN ITS DOCUMENTED AND CURATED KNOWLEDGE. Drawing on the thematic
expertise of the World Bank Global Practices and the practical solutions
oered by Japanese and global experts, and in response to demand, TDLC
drives its own research activities or collaboratively works on World Bank research
initiatives to distill local/global experiences into new development insights. The
objective of TDLC’s research is to provide clients with experience, learning, and
solutions from Japan and the world for application to their projects.
TDLC produces knowledge via three complementary approaches:
1. TDLC leverages its strong partnerships with various Japanese and other
stakeholders to document and distill practical knowledge and experience.
This approach involves researching, documenting, and codifying tacit
practical knowledge from CPP partners and other experts, including CoE.
2. Through TDDs and operational support activities, TDLC
continuously uses new knowledge and implements practical
solutions in real settings, testing the operationalization of solutions
and approaches in developing country contexts. Through an iterative
implementation process, TDLC distills, codies, and packages
insightful “how-to” knowledge for the development context.
3. In close connection with the World Bank and based on demand
from developing countries, TDLC actively focuses on frontier topics
to produce new insights. The frontier topics explore approaches
and ideas together with emerging areas of operationalization to
tackle pressing development challenges. TDLC leverages operational
support activities to test and iterate the relevance and eectiveness
of these frontier topics in real settings on the ground.
TDLC’s knowledge is published in full-length reports—sometimes as part of a
World Bank global study or agship report—and in short notes, blogs, and videos.
In addition, TDLC also produces tailor-made reports and notes for World Bank
clients during follow-up operational support activities. TDLC utilizes various
platforms—publications, websites, social media, and videos—to disseminate its
knowledge as open and accessible to all urban experts and practitioners globally.
TDLC’s contribution to the World Bank’s global research provides curated
Japanese knowledge and expertise that is relevant to global themes and that
supports the overall mission of the World Bank.
TDLC has been very actively producing audiovisual content as an important
publication channel for better experience of clients and larger outreach to
an external audience. These videos are prerecorded virtual site visits, expert
interviews or sessions, virtual city tours guided by TDLC sta, and social videos
presenting local experiences and culture of Japan. They are typically presented
at the TDDs and other workshops.
Leveraging creativity
for city competitiveness and
inclusive urban transformation
A creative city
k
y
o
t
o
KYOTO
a creative city
095 RESEARCH & PUBLICATIONS
RESEARCH &
PUBLICATIONS IN FY22
During FY22, seven knowledge products and
research activities and 28 audiovisual products were
developed by TDLC in collaboration with Japanese
and global partners as well as relevant World Bank
Global Solutions Groups, Knowledge Silo Breakers,
and Global Practices. These products document
Japanese development approaches in specic
thematic areas with the goal of applying them
to World Bank operations in developing countries.
TDLC PUBLICATIONS
Kyoto–A Creative City
This report provides
practical lessons
and insights for policy
makers and practitioners
interested in applying
the concept of creative
cities eectively. Using
the case of Kyoto, the
report analyzes how
creative communities
and policy action can
be leveraged for urban transformation not only
at the neighborhood level but also citywide and
beyond. Kyoto’s experience in generating creative
communities and neighborhoods—both through
organic processes and prescriptive policies—
highlights important lessons that can help
shape urban development strategies and guide
practitioners in building creative cities. TDLC
undertook this research and developed a report
to contribute to the global study on the same topic.
Building on this detailed study, TDLC will prepare
a guidebook on how to operationalize some of the
strategies and policies for developing creative cities.
Tokyo Startup
Ecosystem
This research
was conducted
in collaboration
with Japan’s
Cabinet Oce,
which collected
the primary data through a survey of Tokyo’s
startups. City startup ecosystems have become
critical to the country’s innovation agenda and
city competitiveness. These ecosystems can enable
the transformation of existing businesses and the
creation of new industries. Tokyo is the largest
innovation hub in Japan and its most global city,
and it has the highest population and concentration
of rms, universities, and other assets that are key
to innovation. TDLC has developed this report to
provide insights for policy makers and practitioners
looking to nurture, grow, and leverage startups
to enhance city and country competitiveness.
Yokohama Urban Design Sketchbook:
Translating a Community-Led
Vision into Practice
Pioneered in
Yokohama City, Japan,
the Yokohama Urban
Design Sketchbook
(YUDS) is a citizen
engagement and
co-creation methodology
for urban design at the
neighborhood level. It
leverages cross-sectional
sketches and drawings to
translate citizens’ visions
and ideas of urban areas into concrete proposals
for urban design. Following the TDD on Urban
Regeneration, some World Bank TTLs expressed
interest in learning more about this approach,
which translates community-led urban visions
into actual urban design and public space to make
a city more creative, welcoming, and open. Taking
stock of the available visions and methodologies
prepared by City of Yokohama Design Bureau, TDLC
repackaged the methodology as a handy guidebook
for urban practitioners in developing countries.
This guidebook codies an approach to developing
a community-led vision with citizens and oers
a simple, practical “how-to” guide tailored to the
needs of urban practitioners globally. YUDS has
also generated interest among communities and
has enhanced community engagement in broader
urban planning and municipal processes. Based
on the experience of Yokohama City, the YUDS
methodology has been successfully piloted and
tested in two distinct urban contexts: in Panama
City, Panama, and in Barranquilla, Colombia. In
FY22, the report was strengthened and published.
Healthy Cities Kobe: Quality Urban Living
Leveraging a Rich Natural Environment
COVID-19 has created a new context for looking
at cities through a public health lens and revisiting
or envisioning city planning and design, and this
eort will continue to be relevant in the post-COVID
phase. With this background and in response to the
request of the global World Bank team working on
the issue of healthy cities, TDLC developed a case
study of Kobe City and its initiatives for keeping
the city and its residents healthy. The city planners
in Kobe support nature-based and health-focused
urban planning and city management for a more
livable, sustainable, and competitive city, and in turn
a healthy city. Kobe City aims to be a healthy city by
promoting coexistence with nature, even in its busy
urban center, thus fostering a livable environment
that encourages residents to lead well-balanced
and healthy lives. One of the initiatives is satoyama,
a lifestyle that includes proximity to nature and that
is reected in eorts to keep 70 percent of Kobe
City under forest cover and to ensure that nature
is reachable within 30 minutes from any urban area.
The study also looks at Kobe’s 2017 Healthy Creative
City Kobe initiative, which involves an integrated
health care data system for individuals.
TDLC ANNUAL REPORT FY22 096
CONTRIBUTION TO WORLD BANK’S
GLOBAL RESEARCH AND KNOWLEDGE
In addition to conducting and publishing research, TDLC also contributes
to global World Bank studies and papers based on knowledge from Japan
on pertinent topics. This curated knowledge from TDLC on current and
emerging topics is complemented by case studies from other parts of the
world to bring comprehensive insights to clients and internal World Bank
teams. The following are some of the key research and knowledge products
contributed by TDLC in FY22:
Silver Hues: Building Age-Ready Cities
TDLC contributed to an issues paper by a global World
Bank team, “Silver Hues: Building Age-Ready Cities”,
which addresses challenges faced by cities and towns
as they prepare for an older urban age. The paper helps
cities visualize age readiness, focusing primarily on the
built urban environment. While its main audience
is policy makers, city leaders, and implementing
agencies, it is also intended be useful to researchers,
nongovernmental organizations, the private sector,
and communities. The paper urges cities to take
action toward age readiness so that they become
adaptive, productive, and inclusive, with the understanding that these traits are
interconnected, and that interventions that advance one often have implications
for others. Each pillar is studied through several lenses: policy and regulatory
framework, institutional and capacity building, service delivery, and use of
technology and innovations. TDLC’s role was to draw lessons from various
countries, develop case studies, including Japanese case studies, and prepare
an array of interventions adapted for dierent stages of aging, urbanization,
and income levels.
Global Analytics on Healthy Cities
The COVID-19 pandemic has reinforced the widespread recognition of
cities as critical actors. TDLC contributed to the World Bank’s global study
and report “Taking Healthy Cities Forward: Cities as Engines for Human
and Environmental Health,” which develops a framework that facilitates the
mainstreaming of health perspectives into urban planning and development
processes. The report highlights real-world examples of city eorts to improve
human and environmental health and draws further on a wide range of case
examples from cities across geographies and income levels to tease out both
healthy city successes and challenges. While health care systems are an essential
feature of healthy cities, this report adopts an expanded denition of urban
health, focusing on the myriad urban features that shape human and ecosystem
health. TDLC shared the case from Kobe on nature-based solutions as well as
initial ndings from Fukuoka City on comprehensive healthy city development
featuring technology and innovation.
More Growth, Less Garbage
The report “More Growth, Less Garbage” presents an updated picture
of how waste generation can grow if the world continues along the current
trajectory, and it suggests ways to change that path in order to generate less
waste. Historically there has been a correlation between waste generation and
income per capita. This publication explores the possibility of decoupling waste
generation, and thus consumption, from economic growth. Five case studies of
waste reduction—either residual waste or total waste—are highlighted from cities
and countries across the world. TDLC team members contributed to this report
with cases from Japan, including the case of Kitakyushu City, which featured
ecient citizen participation, waste sorting, and treatment processes.
097 RESEARCH & PUBLICATIONS
AUDIOVISUAL CONTENT
As the impacts of COVID-19 changed the knowledge needs of client countries
and teams, TDLC adapted by updating the format of content delivery and
adding more audiovisual products showing rapid knowledge, practical lessons
from practitioners in the eld, and good practices curated through TDLC’s
components, including TDDs and events. These formats allow for a rapid
absorption and distribution of knowledge among client countries and teams,
and they serve to address ad hoc demands regardless of the schedule of TDDs
or other events. This year TDLC developed 28 videos; of these, 21 were posted
on its publicly accessible YouTube channel, under the following categories
(see also box 5 for some highlights):
•Virtual site visit videos: These videos contributed to the
experiential learning component of the TDDs. They allowed
participants to explore relevant facilities and sites relating to
the topic, and to visually interact with best practices in Japan.
•Expert presentation videos: Using prerecorded technical
content delivered as key content at the TDDs and other events,
these videos were often lmed in Japanese and then edited to include
English narration or subtitles. For example, in FY22, a presentation
by Mr. Takehiko Nagumo, Executive Managing Director, Smart
City Institute Japan, was prerecorded to be shown at a side event
of Smart City Expo World Congress 2021, co-organized by TDLC.
•Expert short interviews (post-TDD engagement videos):
To continue the conversation following the TDD, TDLC produced
short (three to four minute) expert interview videos as a recap of
the TDD content and to provide food for thought for the TDD alumni.
These videos are also shared on the TDLC website and social networking
service (SNS) to further engage with TDLC stakeholders.
•Virtual city tours and social videos: These videos were prepared
to be aired during the coee breaks of the TDD; they aim to introduce
Japanese neighborhoods and culture to participants as if they are in
Japan. The “My City” video series gives a rst-person introduction
to dierent neighborhoods in Japan in the form of a casual walking
tour. In FY22 the neighborhood chosen was Roppongi, where the
steps taken to address climate change were highlighted by elements
of multimodal transportation and energy conservation by the developer
Mori Building. In addition to the “My City” series, other social videos
present dierent aspects of Japanese society, such as cooking, waste
sorting at home, and so on. These videos are usually prepared by
TDLC team members and are casual, easily digestible, and relevant.
•Other content videos: For other events, both short and long videos
are developed by the TDLC team, either for screening at the event or for
post-event engagement and recap. These videos provide insights into certain
urban development topics, typically using a case study. At other times, full
recordings of the event are developed into information videos to be shared
with a wider audience. For instance, videos for the Asia Smart City Conference
(ASCC) and Smart City Live presented the gist of the knowledge and insights
shared by TDLC at these events, and were posted on SNS for a wider audience.
TDLC ANNUAL REPORT FY22 098
SHIBUYA REDEVELOPMENT PROJECT
Insights on Climate Change and Disaster Risk Management
Established 130 years ago, Shibuya in Tokyo is the world’s second largest
railway hub, involving nine dierent train lines and serving over 3 million
passengers each day. The Shibuya Redevelopment Project has not only increased
the livability of the area but has also made it a model of disaster resilience.
Shibuya is a neighborhood built in a valley and has historically been exposed
to ooding. The redevelopment project addressed this issue by integrating
additional rainwater storage. The railway station maintains a stockpile of
emergency supplies and foods to help local communities in the event of disasters
like earthquakes. The site visit video included an interview with the Shibuya
station manager to explain the various new features of Shibuya that make the
station area safer, more resilient, and more attractive in terms of its amenities.
The redevelopment fully embraced measures for climate adaptation and
mitigation via the integration of nature-based solutions. The redevelopment
reintroduced greenery and revitalized the river stream, which had previously
been used as the sewage system. Redeveloped areas included public spaces that
promote walkability and unobstructed natural wind ow. Beyond public spaces,
the surrounding high-rises were given a makeover with natural ventilation
systems, greater insulation, energy management systems, and green rooftops.
BOX 5 CASE STUDY: VIDEOS SPOTLIGHT
Shibuya Skyline
Shibuya Riverstream
099 RESEARCH & PUBLICATIONS
FUTAKO‑TAMAGAWA
Urban Regeneration
Futako-Tamagawa used to be an amusement park but has now been transformed
into a mixed-use space comprising oces, residential buildings, shopping centers,
and a city park. This area, located in the Setagaya Ward of Tokyo and including
the Futako-Tamagawa station, is an iconic example of urban regeneration and
land value capture through transit-oriented development. Many of the new high-
rise buildings boast energy management systems, green rooftop gardens, and
disaster-resilient zoning that reects citizen-centric livability and sustainability.
Futago
COLLABORATIONS
TDLC ANNUAL REPORT FY22 102
OVERVIEW
S A CRITICAL PILLAR OF ITS ECOSYSTEM, TDLC has developed
a close partnership with six Japanese cities through the City
Partnership Program. The rst CPP cities—Kitakyushu, Kobe,
Toyama, an Yokohama—were selected in July 2016 by a committee
of development professionals. Fukuoka and Kyoto were added as
CPP partners in 2018 based on their commitment and contribution
to international conferences and Technical Deep Dives. CPP cities were
selected based on the area of engagements and their comparative advantages—for
example, transit-oriented development in Fukuoka, solid waste management in
Kitakyushu, disaster risk management in Kobe, cultural heritage and sustainable
tourism in Kyoto, compact city development in Toyama, and comprehensive
urban regeneration in Yokohama. CPP is a critical, integral part of the TDLC
program, one that supports the production and sharing of knowledge with
practical know-how, insights, and operational expertise. Cities’ networks with
local private companies and academic institutions also contribute to identifying
speakers and locations for site visits related to TDDs and other events and help
develop TDLC’s Community of Experts.
To complement the CPP, TDLC has developed extended partnerships
and collaboration with other Japanese cities and prefectures, including
Tokyo, Osaka, Sendai, and Kanagawa as well as with cities in other countries.
TDLC codies and distills the experiences of the CPP cities and other
partner cities to provide technical support to client countries through TDDs
and operational support activities. The materials produced in conjunction with
the CPP cities and other city partners are used as the basis for TDLC learning
and knowledge-sharing activities, which take place both face to face and
virtually and include site visits to maximize the learning experience.
CPP cities are also a source for identifying and establishing the CoE knowledge
pool. A network of practitioners and experts is identied largely through the
CPP, based on the areas of practice in each city. The talents identied from
CPP are registered in the CoE database for participation in TDLC’s knowledge
capture and dissemination activities. The access to the CoE network has also
been instrumental for the eective identication of knowledge and expertise
for this year’s insights, publications, and technical assistance provided
by operational support.
CPP IMPACT IN FY22
In FY22, the CPP supported all other TDLC activities. Each of the TDDs partnered
with one or more CPP cities to present practical knowledge, methodologies, and
approaches to the TDD topic; the CPP cities also hosted eld visits and sessions
with technical experts and practitioners. Yokohama, Kitakyushu, Fukuoka, and
Kobe partnered with TDDs and shared their knowledge and expertise with clients
from 32 countries. Experts from Toyama and Kyoto shared their knowledge
through non-TDD events organized by TDLC.
COLLABORATIONS
2.3
103 COLLABORATIONS
FIGURE 15
CITY PARTNERSHIP
PROGRAM PARTNERS
TDLC ANNUAL REPORT FY22 104
GPURL Global Director
Sameh Wahba presents QII
report to Mayor Takashima.
CPP CITIES AND ACTIVITIES
FUKUOKA
Throughout history,
Fukuoka has served
as a nexus of people
and commerce for the
Asian region. The city
takes pride in having
one of Japan’s best
transportation system,
which includes Fukuoka
Airport, the Port of
Hakata, and Hakata
Station, and includes
many examples of transit-
oriented development.
The city’s share of youth
is much higher than the country average, partly due
to the concentration of universities in Fukuoka, and
it functions as a vibrant center of politics, culture,
fashion, and the economy for the Kyushu region.
The city has implemented innovative policies, such
as Fukuoka 100, a program that promotes health
and longevity to address an aging society’s challenges
proactively. The goals of this program overlap with
the city’s goal to be a healthy city.
Fukuoka City has made notable eorts in waste
management, such as working with the public
and private sectors to collect waste at night
and developing a semi-aerobic waste landll
technology (the Fukuoka method). In the area
of social inclusion, the city has been developing
employment support programs in cooperation with
private companies to promote employment for the
disabled and elderly. These and other projects can
serve as a reference for cities in developing countries.
Since Fukuoka became a partner city in TDLC’s
City Partnership Program in 2018, it has supported
TDLC in the delivery of Technical Deep Dives
and other events on topics such as transit-
oriented development, public spaces, solid
waste management, inclusive cities, and urban
management in cities with aging populations.
Fukuoka’s track record as a competitive city,
expertise in urban transportation development,
experience as a center of exchange with Asia, and
measures to attract young people have all drawn
the attention of urban development professionals
in developing countries.
AREAS OF ENGAGEMENT
1. Low carbon and climate-smart city
2. Disaster risk management and
resilient infrastructure
3. Inclusive city
4. Healthy city
5. Solid waste management
6. Age-ready city
7. Transit-oriented Development
FY22 COLLABORATIVE ACTIVITIES
WITH THE CITY OF FUKUOKA
•TDLC engaged ocials from Fukuoka City to
share knowledge and experiences at the World
Bank Knowledge Sharing Series on Low Carbon
and Climate-Smart Cities #4: Climate-Smart
Urban Form in October 2021. (This event was
organized as a side event for the 13th Asian-
Pacic City Summit Special Edition.)
•Upon the request of Fukuoka City, TDLC
dispatched Yuko Arai, Urban Specialist at the
World Bank, to moderate the parallel session
on “Innovation for Improving Citizens’ Living
Conditions to Leave No One Behind” during the
13th Asian-Pacic City Summit Special Edition.
|The City of Fukuoka’s experiences
with an advanced landll methodology
have impacted project design and
implementation of US$26.8 million
in IPF projects with committed funding,
including support in Liberia.
•TDLC invited a speaker from Fukuoka City
to share the city’s Regional Resilience Plan at
the Disaster Risk Management and Resilient
Infrastructure TDD in February 2022.
•TDLC invited two speakers to share the
experience of Fukuoka City in supporting
employment opportunities for the elderly
and persons with disabilities at the
Inclusive Cities TDD in May 2022.
Teruki Yonekura presenting on Fukuoka City’s
Regional Disaster Risk Management Plan.
105 CPP CITIES & ACTIVITIES
KITAKYUSHU
Kitakyushu City has received international
recognition for its eorts to overcome environmental
challenges while supporting economic growth. In
2011, the Organization for Economic Co-operation
and Development (OECD) selected Kitakyushu,
a modern industrial city, as a “Green Growth City”—
the rst in Asia—to be assessed under its Green
Growth Cities Program along with Paris, Chicago,
and Stockholm. In line with its vision of realizing a
circular economy, Kitakyushu actively collaborates
with international organizations such as the United
Nations Environment Programme (UNEP); it has
undertaken several supporting activities, including
projects addressing the problem of marine plastic
litter in Asian waters.
Kitakyushu became a partner city in the City
Partnership Program in 2017 and has been providing
its expertise and knowledge—predominantly on solid
waste management—through Technical Deep Dives
and other knowledge events. It has provided new
perspectives and approaches for urban development
practitioners and government ocials working
on solid waste management and environmental
issues in client countries. In addition, as part of
its operational support program, TDLC dispatches
representatives and experts from Kitakyushu
to client countries to assist with knowledge
exchange and application.
AREAS OF ENGAGEMENT
1. Solid waste management and circular economy
2. Blue economy and management of marine
litter/environmental management
3. Low-carbon and climate-smart cities
FY22 COLLABORATIVE ACTIVITIES
WITH KITAKYUSHU CITY
•TDLC engaged with a city ocial from Kitakyushu
in the Knowledge Sharing Series on Low
Carbon and Climate-Smart Cities #2: Green and
Inclusive SWM and in knowledge dissemination
on waste-to-energy solutions in July 2021.
•An ocial from the city was invited
to share experience with the smart city
low-carbon initiative at the 10th Asia Smart
City Conference, co-organized by the
World Bank TDLC with Yokohama City.
•TDLC engaged with Kitakyushu City
to present the nancing model for solid
waste management at the Technical Deep
Dive on Solid Waste Management and
Circular Economy in October 2021.
•TDLC had a roundtable discussion with
Kitakyushu City and its local stakeholders (JICA
Kyushu, Kitakyushu Water Service, and Beetle
Environment Management System) in May 2022.
Takanori Arima from the City of Kitakyushu presenting
on the Kitakyushu Smart Community Creation Project.
Koji Deguchi from Kobe City sharing his personal
experience as a volunteer during the 1995 Great Hanshin-
Awaji Earthquake that took place in Kobe City.
TDLC ANNUAL REPORT FY22 106
KOBE
In January 1995, Kobe was struck by the Great
Hanshin-Awaji Earthquake, one of the largest
urban disasters in history, which caused signicant
loss of human life and destroyed housing and
industrial plants. During the period of rebuilding,
Kobe launched a Biomedical Innovation Cluster
project, aimed at developing a center that would
excel in the research and development of advanced
medical technologies. The project began as part of
disaster recovery eorts and focused on attracting
companies in the medical sector in order to revitalize
the city’s economy and create a new growth industry.
Currently, Kobe boasts over 370 research facilities,
venture businesses, hospitals, and clinics, and it is
now one of the largest biomedical hubs in Japan.
During this scal year, Kobe City shared its
experience with and knowledge of the disaster
response and recovery process with World
Bank client countries through the Disaster Risk
Management and Resilient Infrastructure TDD and
Inclusive Cities and Jobs TDD. The city’s signicant
eorts in developing a crisis management system
have been a model for other cities in Japan.
With this track record, Kobe became a partner
city of TDLC’s City Partnership Program
in 2016. Through Technical Deep Dives and
other TDLC events, it now shares its experience
of reconstruction with practitioners and city
government ocials in developing countries.
With increasing attention being paid to disaster
preparedness and risk management in cities
around the world, Kobe’s insights are expected
to provide important perspectives for urban
planners in many other countries.
AREAS OF ENGAGEMENT
1. Disaster risk management
2. Inclusive and competitive city
3. Healthy city
4. Information and communication
technology (ICT)
FY22 COLLABORATIVE ACTIVITIES
WITH KOBE CITY
•For the Disaster Risk Management and Resilient
Infrastructure TDD in February 2022, TDLC
engaged an ocial from the city to share
knowledge and experience related to building
back better after the great earthquake.
•At the Inclusive Cities and Jobs TDD in
2022. TDLC involved a high-level ocial
to present Kobe’s role in developing—
and its progress after publication of—the
“Kobe: Creative Reconstruction” report.
•The TDLC team developed a case study
on the experience of Kobe “Healthy City
Kobe: Quality Urban Living—Leveraging
a Rich Natural Environment” that focuses
on nature-based solutions. This case from
Japan was developed to be a part of the
Healthy City Initiative global analytics.
Toshinori Tsuchihashi, Chief Tourism Ocer in Kyoto City
delivering opening remarks at the Creative Cities Event Series.
107 CPP CITIES & ACTIVITIES
KYOTO
Kyoto is known as a millennial capital that has
served as a center of knowledge, technological
innovation, and commodity trade since its founding
in 794. Throughout its history, Kyoto has attracted
innovative ideas and cutting-edge creative thinking,
which gave birth to magnicent arts and crafts. The
city’s rulers at any given time made a signicant
investment in urban planning and design. These
ancient assets remain as cultural heritage to this day
and contribute to the city’s appeal as one of Japan’s
leading tourist destinations. The city’s ancient and
beautiful urban planning and cultural heritage have
made it the most visited city in Japan.
This scal year saw the completion of the
“Kyoto: A Creative City” report and the delivery
of associated knowledge management events.
TDLC continued to collaborate with the city and has
further strengthened its relationship with catalyzers
of Kyoto’s creativity and innovation. For example,
TDLC involved Fab Cafe and Kyoto Makers Garage
in showcasing their eorts to build an arts and crafts
startup community in Kyoto and beyond.
TDLC also beneted from Kyoto’s contribution to
the Low Carbon Climate-Smart Cities TDD. Notably,
the city’s session received high marks in the post-
TDD satisfaction survey for its contribution to the
development of action plans. The evaluation of the
Japanese case studies as a whole also received high
marks, with 62 percent of respondents saying that
the content was very easy to understand.
The TDLC’s engagement with Kyoto dates
to 2017, when the TDLC signed a Memorandum of
Understanding with the City of Kyoto, welcoming
it as a participant in the City Partnership Program.
Since then, through Technical Deep Dives,
operational support activities, and publications,
the TDLC has been leveraging Kyoto’s
creativity and expertise in the tourism sector
to share Kyoto’s knowledge and experience
with developing countries.
AREAS OF ENGAGEMENT
1. Cultural heritage and sustainable tourism
2. Urban regeneration
3. Creative city
4. Low-carbon and climate-smart city
FY22 COLLABORATIVE ACTIVITIES
WITH KYOTO CITY
•TDLC collaborated with the city in delivering
the Creative Cities Event Series #2: Kyoto:
A Creative City Launch in November 2021.
•The TDLC team developed a short video on
the “Kyoto: A Creative City” report, highlighting
the role of enablers, catalyzers, ampliers, and
contributors in building Kyoto as a creative city.
•TDLC engaged the city to share knowledge and
experiences related to Kyoto’s decarbonization
initiatives at the Low Carbon Climate-Smart
Cities TDD in March 2022. Two cases presented
Kyoto’s progressive initiatives since COP3 and
the Kyoto Protocol, as well the city’s nancing
tools and mechanism for carbon neutrality.
•The TDLC team undertook missions to
Kyoto to meet with ocials from the Global
Environment Policy Oce, Environment Policy
Bureau, and Kyoto City Tourism and MICE
(Meetings, Incentive Tours, Conferences,
Exhibitions) Oce to discuss a strategic
engagement with the city on sustainable tourism
and low-carbon initiatives. This engagement
was strengthened for future TDLC activities,
including TDDs and knowledge curation.
•TDLC and the World Bank technical team
continued to strengthen the collaboration
with Kyoto on sustainable tourism. A technical
meeting between the World Bank’s experts,
TDLC team, other international organizations,
academic institutions, and Kyoto ocials was
held in June 2022 to discuss urban tourism
challenges and solutions for overcoming them.
Hirohisa Fujii, Mayor of Toyama, presenting
the compact city initiative at the G20 High-Level
Conference on Local Infrastructure Investment.
TDLC ANNUAL REPORT FY22 108
TOYAMA
The city has long thrived as a transportation
hub, is currently home to many high-tech
and pharmaceutical companies, and is a major
producer of hydroelectric power. In 2012, Toyama
was recognized by the OECD as one of ve cities
with advanced “compact city policies” (along with
Melbourne, Vancouver, Paris, and Portland). In
2014, it became the rst Japanese city to be invited
to join the Rockefeller 100 Resilient Cities initiative.
Its basic compact city development policy
incorporates transport nodes to create an age-ready
urban environment. This scal year, TDLC engaged
the Mayor of Toyama in presenting the compact
city initiative at the G20 High-Level Conference
on Local Infrastructure Investment. Toyama has also
developed its own regional disaster prevention plans
and adopted a range of hard and soft approaches
to disaster risk management, especially in the
area of ood control.
In 2016, Toyama became one of the rst partners
in TDLC’s City Partnership Program. Its sustainable
urban development policies have attracted the
attention of cities in developing countries where
the World Bank provides nancing. In collaboration
with Toyama, TDLC held a Technical Deep Dive
on compact cities and dispatched representatives
from Toyama to other countries, including Chile,
to conduct seminars on age-ready cities.
AREAS OF ENGAGEMENT
1. Compact city
2. Age-ready and accessible city
3. Disaster risk management,
including ood control
FY22 COLLABORATIVE ACTIVITIES
WITH THE CITY OF TOYAMA
•TDLC engaged with the Mayor of Toyama
in sharing good practices for compact cities
in the G20 High-Level Conference on Local
Infrastructure Investment in September 2021.
•An ocial from the city was invited to share
experiences with the compact city initiative
at the 10th Asia Smart City Conference,
jointly organized by the World Bank TDLC
and Yokohama City, in October 2021.
Victor Mulas, Senior Urban Specialist and Team Lead
at World Bank TDLC greeting with Takeharu Yamanaka,
Mayor of Yokohama at 10th Asia Smart City Conference.
109 CPP CITIES & ACTIVITIES
YOKOHAMA
In FY22, TDLC and Yokohama City
strengthened their partnership through many
collaborative opportunities. TDLC engaged the
city in six knowledge management activities,
including two TDDs—Solid Waste Management
and Circular Economy and Low Carbon Climate-
Smart Cities. TDLC contributed to the 10th Asia
Smart City Conference hosted by Yokohama City
by delivering the World Bank session. There are
two main reasons for the successful results of
the enhanced partnership. First, Yokohama’s
experience and development methodology
have inuenced World Bank–funded projects
in developing countries. The Yokohama Urban
Sketchbook was a three-year-long initiative to
document and compile a report on the community-
based participatory urban planning method, and
eventually disseminate the model to Latin American
and Japanese audiences through the webinar. It is
a great example of Japanese knowledge curation
applied to the client countries, as well as an
achievement that the Bank and CPP have been
working toward for many years. Second, Yokohama’s
curated knowledge is well learned by clients. In the
client satisfaction survey following the Low Carbon
Cities TDD, respondents ranked Yokohama’s
presentation highest among “sessions that
contributed to the development of the action plan.”
Since the launch of TDLC’s City Partnership
Program in 2016, Yokohama has been sharing
its knowledge and experience with cities in
developing countries that are implementing projects
nanced by the World Bank. It has participated
in Technical Deep Dives on urban design and
resilience, waste management and circular
economy, and the integration of ood control
and wastewater treatment. TDLC and Yokohama
also co-organize the annual Asia Smart City
Conference, one of the city’s major international
events; TDL arranges for city ocials and experts
to support projects in other countries under the
TDLC operational support program.
AREAS OF ENGAGEMENT
1. Comprehensive urban regeneration
2. Resilience and ood control measures
3. Competitive and smart cities
4. Low-carbon and climate-smart cities
5. Solid waste management and circular economy
6. Citizen engagement and urban design
FY22 COLLABORATIVE ACTIVITIES
WITH YOKOHAMA CITY:
•TDLC partnered with Yokohama and
co-organized the 10th Asia Smart City Conference,
held virtually in October 2021. During the main
ASCC event, TDLC delivered a World Bank
session and shared the progress and lessons
of the Global Smart City Partnership Program.
•TDLC engaged an ocial from the city
to share the knowledge and experiences
of Yokohama’s circular economy initiative
at the Solid Waste Management and
Circular Economy TDD in October 2021.
•A high-level ocial from the city participated
in the More Growth, Less Garbage webinar
and shared the city’s SWM strategy,
actions, and results in February 2022.
•TDLC engaged the city in sharing the
knowledge and good practices of Yokohama’s
decarbonization eorts at the Low Carbon
Climate-Smart Cities TDD in March 2022.
•TDLC collaborated with the city in disseminating
the key takeaways and lessons learned through
a key knowledge product, “Yokohama Urban
Design Sketchbook: Translating a Community-
Led Vision into Practice” in April 2022.
•The TDLC team developed a video
showcasing the implementation of the
ndings from the “Yokohama Urban Design
Sketchbook” in Barranquilla, as noted
during an operational support workshop.
•The City of Yokohama’s experiences with
river basin management (Tsurumi River)
and a retarding basin (Shin-Yokohama
Park) have inuenced US$120 million
in IPF projects with committed funding,
including support in Tanzania.
•Sameh Wahba, Global Director, GPURL,
during his mission to Japan in May 2022,
met with Toru Hashimoto, Director General
of International Aairs Bureau at the City of
Yokohama to strengthen the strategic partnership
and future engagements on urban development
knowledge curation and dissemination.
TDLC ANNUAL REPORT FY22 110
COLLABORATION
WITH NON-CPP CITIES
TOKYO
TDLC has collaborated with the Tokyo Metropolitan Government in several
knowledge exchange events, including TDDs, webinars, and operational
support projects. Having addressed many social challenges caused by
urbanization, including coordination among wards, solid waste management,
urban transportation, and low-carbon city development, the city has learned
many lessons that could be shared with World Bank client countries.
AREAS OF ENGAGEMENT
1. Solid waste management
2. Metropolitan governance
3. Urban resilience and regeneration
FY22 COLLABORATIVE ACTIVITIES
WITH TOKYO METROPOLITAN GOVERNMENT
An ocial from the Tokyo Metropolitan Government made a presentation
on Tokyo’s approach to cap and trade at the Knowledge Sharing Series
on Low Carbon and Climate-Smart Cities #5: Cap and Trade. TDLC invited
the former Deputy Governor of Tokyo Metropolitan Government to present
on social inclusion and job creation for vulnerable groups at the Inclusive
Cities and Jobs TDD in May 2022.
SENDAI
Through the GFDRR Hub Tokyo, TDLC has collaborated with the City
of Sendai on several TDDs. Having addressed challenges related to disaster
risk management, the city has documented key lessons that could be shared
with World Bank client countries.
FY22 COLLABORATIVE ACTIVITIES WITH THE CITY OF SENDAI
Shoichi Tawaki, Senior Director of the Disaster Prevention and Disaster Risk
Reduction Department of Sendai City, participated as a speaker in the DRM
and Resilient Infrastructure TDD in February 2022. He made a presentation on
the Sendai Framework for Disaster Risk Reduction and some hard infrastructure
initiatives headed by the city to prevent roads from ooding and increase the
accessibility to evacuation centers in the event of tsunamis.
KANAGAWA
TDLC collaborated with Kanagawa Prefecture in a webinar. The prefecture
implemented policies related to age-ready city development and documented
key lessons that could inform work by World Bank client countries and
urban development practitioners.
FY22 COLLABORATIVE ACTIVITIES WITH
KANAGAWA PREFECTURAL GOVERNMENT
Governor Yuji Kuroiwa made a presentation at the Silver Hues—
Building Age-Ready Cities launch event in May 2022.
In addition to CPP cities, TDLC also partners with other key cities in Japan
to deliver curated knowledge to client countries at TDDs. Below are examples
of TDLC’s strategic engagements with other Japanese cities not a part
of the City Partnership Program, but still very crucial for the program.
Knowledge
evangelist
Thematically
identified expert
Unidentified
expert
Commissioned
expert
Co-creation opportunities open
new possibilities into new and
frontier urban topics.
Engaging a wider network of
experts facilitates the
exploration of new urban
territories to research,
identify, and curate new and
innovative best practices.
CoE helps to increase the
areas of engagement by
allowing Operational
Support to work beyond
traditional urban topics.
CoE helps to enhance the
level of knowledge
exchanged through shaping
TDD content with a greater
depth and diversity of
insights and experiences
from urban practitioners.
COMMUNITY OF EXPERTS
COMMUNITY OF EXPERTS
111 COLLABORATIONS
CoE’s ORGANIC DEVELOPMENT
AS A LIVE KNOWLEDGE ECOSYSTEM
As cities undergo some of the biggest shifts seen in decades, TDLC is evolving
by strengthening its program to match the growing urban demands. TDLC’s eort
to conceptualize and put into practice the Community of Experts was one such
step in this direction. The CoE network is developing organically yet maturely
and has become an integral part of TDLC’s program and activities since its
inception in FY20. In FY22, CoE became critical in strengthening TDLC’s position
as a platform for knowledge creation and exchange. Working in coordination
with CPP, which is also instrumental in TDLC’s knowledge development and
dissemination, CoE’s role and impact is further reinforced. In the process of
bringing together lessons and experiences drawn from many dierent avenues,
CoE has developed into a live knowledge ecosystem that actively consumes
and co-creates knowledge solutions. Acting on the idea that values are created
through collaborations, TDLC through CoE has been shaped into a network
where knowledge is consumed, disseminated, and repackaged to inspire new
perceptions, catalyze breakthroughs, and explore the known unknowns. CoE
fosters a sustained interactive community and further attracts experts who
subscribe to the CoE principle of open collaboration and co-creation (gure 16).
FIGURE 16
TDLC Knowledge
Ecosystem with
Community of Experts
Source: World Bank TDLC.
The CoE is a live network of practitioners and experts with cross-cutting and diverse
expertise in traditional and frontier topics, who can strategically co-create solutions
with TDLC that prepare for the future of cities. CoE enhances proprietary knowledge
and develops frontier urban intelligence with TDLC, and it represents various industry
verticals and academic disciplines from Japan and worldwide.
BOX 6 COMMUNITY OF EXPERTS
TDLC ANNUAL REPORT FY22 112
In TDLC’s endeavor to grow CoE, several features
and ideologies were a focus in FY22:
Organic growth into a live knowledge ecosystem
TDLC worked on adding more experts and practitioners to its community
but not in a circumscribed or mechanical way. Experts were identied through
networks of team members and the existing roster of practitioners engaged in the
program. Tapping into the networks of newly identied experts was one means
of developing organically and adding diverse expertise to the community. This
approach has helped keep the system live and dynamic—a source of abundant
knowledge on topics and local and international case studies and learnings.
TDLC continued to map the needs and stock take the activities of the program
to understand how to leverage and strengthen the CoE network. This also meant
looking for some specic skills but doing so through TDLC’s own networks rst.
In short, TDLC is focusing on building this community organically, which gives
access to all experts to join, however the active participation is sieved through the
skills and experiences of the experts. Proles of a few CoE members are provided
in boxes 7, 8, and 9.
Application of CoE knowledge and sharing of in-house
World Bank knowledge through CoE networks
TDLC is cognizant that growth can never be a one-dimensional process. While
TDLC has focused on absorbing, curating, and customizing knowledge from
CoE, an equal emphasis has been laid on sharing the accumulated knowledge
and experience of the World Bank with CoE partners and their organizations for
further dissemination. TDLC team members participated as speakers in events
organized by the CoE community, or at the CoE’s invitation. This relationship
with external experts has been mutually benecial in terms of knowledge
exchange but has also been successful in attracting more CoE members.
Focus on future activities and leveraging the network
As TDLC regularly gets requests for knowledge sharing from its clients and
the World Bank teams and is continuously working toward meeting those
demands, the role of CoE in current and future activities becomes pertinent.
TDLC endeavors to add CoE members who may not be immediately required
but can support brainstorming of ideas and solutions, or who may be suitable
for potential future activities. This is also how the knowledge system remains
alive and dynamic. This was the case with creative cities and low-carbon cities
as a topic of research and knowledge exchange: TDLC anticipated the need
for expertise in these sectors and strengthened the community with relevant
experts ahead of time.
The CoE network is growing as a continuum attracting more practitioners.
In the inception stage of CoE, the TDLC team organized public seminars
to increase the visibility of proprietary knowledge and held public speaking
events to share opportunities for collaboration with TDLC. These events
anchored TDLC both as a growing knowledge hub where practitioners could
present their ideas and work, and as a place where new, highly diverse frontier
content at global scale could suggest new solutions. In FY22, while the growth
of the network continued (albeit more organically now), the role of CoE shifted:
it went from serving as a foundation to facilitating implementation. Events
like Smart City Live, hosted with Barcelona and high-level Japanese ocials,
provided a glimpse of TDLC’s institutional outreach, which could bring valuable
opportunities for many urban practitioners. Moreover, launch of the Knowledge
Sharing Series on Low-Carbon Cities and hosting of TDLC Expert’s Roundtable
Discussion—Tackling the Zero Carbon Challenge in Cities highlighted TDLC’s
capacity to bring together insights from the private and public sectors to derive
the latest trends in the eld and to push past the limitations on traditional ways
of addressing development challenges.
113 COLLABORATIONS
Prof. Takayuki Shimaoka is with Department
of Urban and Environmental Engineering,
Laboratory of Material Cycle and Waste
Management Engineering, in Kyushu University,
Japan. An authority in the eld of solid waste
management, where Japan has a long history
of technology advancement, he specializes
in research on appropriate and reasonable
technologies for waste treatment and disposal,
technical development of waste recycling, design
and assessment of socioeconomic systems,
and numerical simulation of environmental
fates of pollutants. In FY22, TDLC had the
privilege of working with him on the operational
support to Liberia for the landll development
project. Eight-Japan Engineering Consultants
partnered with a group of professors headed
by Prof. Shimaoka to give advisory to the Liberian
counterpart, deliver a knowledge-sharing workshop,
and share the optimal solution—the technology
and mechanism for a semi-aerobic landll, with
guidance on how to design and operate it. Liberian
project members, including government ocials
and engineers, listened to the lecture with high
enthusiasm, as it had direct impact on their
current landll development/closure project.
BOX 7 MEMBER OF CoE: PROF. TAKAYUKI SHIMAOKA
Prof. Yoh Sasaki is part of the Faculty
of Science and Engineering, Department of
Civil & Environmental Engineering, at Waseda
University, Japan. Her research areas include
landscape design, architectural planning and
city planning, and civil engineering infrastructure
design and planning.
Prof. Sasaki has engaged with TDLC as a senior
urban expert for over three years. Along with
a Yokohama city ocial and other academics,
she was part of an operational support team
applying the Yokohama Urban Design Sketchbook
(YUDS) methodology to Barranquilla, Columbia,
and Panama City, Panama. She was the senior
advisor on the project and was actively involved in
preparing the workshop—not only communicating
with other academic institutions regarding the
creation of the base sketches, but also serving as
a facilitator and lecturer at the workshops on site.
In this role she provided the team with insights
and guidance as they made the rst attempt
to apply this Japanese methodology to other
countries. Dr. Sasaki was later involved in reviewing
and giving advice on the resulting publication, and
in April 2022 she served as one of the panelists at
the webinar introducing the YUDS methodology
and discussing its application to Latin America
and Caribbean and other regions.
BOX 8 MEMBER OF CoE: PROF. YOH SASAKI
Photo credit: Prof. Yoh Sasaki
Photo credit: Prof. Takayuki Shimaoka
OBJECTIVES
GOALS IN SHORT
TO MEDIUM TERM
EXAMPLES OF
ACCOMPLISHMENTS IN FY22
Enhance the programmatic
activities of all TDLC
components
Identify and support
specic engagements
Operations support: Tanzania
Green Infrastructure, Liberia
SWM, Tanzania TOD
Seek advisory in shaping
TDD content and disseminating
knowledge as speakers
TDDs: DRM & Resilient
Infrastructure, Low
Carbon & Climate-Smart
Cities, Inclusive Cities
Increase potential and
knowledge to contribute
to research and publications
Events: LCC knowledge
series, Creative Cities
Build a network of experts
for continued support
and engagement
Grow COE in numbers and
increase its diversity of knowledge
From 12 experts, the
community has increased
to more than 65; more global
experts have been added.
CoE is supporting all TDLC
components and most topics with
its diverse and dynamic knowledge
Actively curate knowledge
in traditional and
frontier urban topics
From Japanese case studies,
develop insights and
digestible pieces of analysis
that are easily shareable
TDLC organized
seven brainstorming
sessions with CoE members
CoE and TDLC supported
one another on many frontier
topics, including creative
cities and low-carbon cities
Research included Global
Analytics for Healthy
Cities, and Cities, Culture,
Climate, and Creativity
Knowledge Sharing Series
TDLC ANNUAL REPORT FY22 114
CoE’S ROLE IN MAXIMIZING TDLC’S IMPACT
In this scal year, CoE both strengthened and was absorbed into the TDLC
program. As conceptualized, CoE is now interacting with all the components
of TDLC symbiotically. In FY22, CoE evolved to focus on knowledge application
while continuing to be the knowledge curator. TDLC leveraged CoE for all its
operational support activities, heightening the impact of its projects. Almost all
events relied on CoE’s knowledge and expertise for stronger content development
and sharing solid case examples from Japan and other countries. CoE’s growth,
with inclusion of more global and Japanese experts, has further reinforced
the knowledge ecosystem of TDLC. Examples of some of the accomplishments
of CoE against its objectives and goals are mapped in table 6. A detailed list
of CoE members is shared in annex V.
TABLE 6
OBJECTIVES AND ACCOMPLISHMENTS OF CoE (FY22)
Note: DRM = disaster risk management; LCC = low-carbon cities;
SWM = solid waste management; TOD = transit-oriented development.
115 COLLABORATIONS
In FY22, CoE’s impact was maximized, and objectives were met through
the following strategies and initiatives:
•Strengthening the CoE collaboration: By adding more experts from
Japan and other countries, TDLC strengthened the CoE and ensured that it
can provide knowledge on a variety of traditional and frontier topics. These
experts have knowledge of diverse urban development domains (e.g., solid
waste management and transit-oriented development), as well as cross-
cutting domains (e.g., quality infrastructure investment) and frontier topics
(low-carbon cities and creative cities). With this growing roster of expertise,
CoE is more strategically positioned to meet the diverse knowledge needs of
TDDs, other knowledge-sharing events, operational support, and research.
This partnership is well utilized for actionable engagements and does not
just remain on paper as a concept. Focusing on long-term relationships
with CoE members rather than relying on ad hoc or one-o collaborations
was also a strategic move of TDLC to strengthen the CoE network.
•Continuing the relationship of CoE members across TDLC’s
program activities: To enhance the impact of the CoE collaboration,
TDLC maintained the continuity of experts focusing on specic topics
across various activities of the program. This approach ensured that both
clients and CoE members were familiar with the projects and technical
assistance. For instance, it helped the clients participating in TDDs nd
practical solutions for their own projects and develop action plans with
assistance from these experts. At the same time, it allowed the experts
to interact with clients so as to better understand their project needs
and proactively prepare for future technical assistance support.
•Strengthening the connection with operational support
and TDDs/events: CoE members actively participated in and
provided technical knowledge for TDDs and other events, which helped
in developing a knowledge repository and provided leads for operational
support engagement. CoE members supported client countries with their
insights and experiences, in part by exploring new avenues of frontier
urban development such as low-carbon cities and green infrastructure
and engaging with practitioners working on nontraditional urban topics.
Mr. Ryosuke Toura, Executive Ocer of the
Future Design Lab & Lifestyle Service Business
Headquarters of Tokyu Corporation, has
been instrumental in many TDLC activities,
especially this scal year. Mr. Toura joined
Smart City Live in both 2020 and 2021, where
he shared his perspective on how cities can
change and adapt to the new urban reality after
COVID-19. Drawing on Tokyu Corporation’s
urban development project in Tokyo’s Shibuya
neighborhood, Mr. Toura has provided valuable
analysis of new Japanese trends in urban
planning, transportation, and city dynamics
as well as key priorities for urban planners
and practitioners when many of the norms have
changed in cities. Mr. Toura has also orchestrated
the participation of Mr. Kazuo Takahashi, CEO
of Tokyu Corporation, in the Expert’s Roundtable
Discussion—Tackling the Zero Carbon Challenge
in Cities: Pathways To Achieving Carbon-Neutral
and Climate-Smart Cities, which took place
in April 2022.
BOX 9 MEMBER OF CoE: MR. RYOSUKE TOURA
Photo credit: Mr. Ryosuke Toura
TDLC ANNUAL REPORT FY22 116
OTHER COLLABORATIONS
INTERNAL WORLD BANK PARTNERS
TDLC continues to play a critical role in supporting other World Bank programs
and activities, both in Japan and overseas, in an eort to enhance their knowledge
dissemination and reach.
•External and Corporate Relations Japan
(ECRJP): In FY22 TDLC supported ECRJP
in many activities, such as press conferences
and the Parliamentary Network of the World
Bank meeting in January 2022. At the request of
ECRJP, TDLC contributed to its newsletters and
spoke on the FM radio program Across the Sky
on J-Wave; the speaker introduced the activities
of the World Bank and the TDLC program
in particular, focusing on urban development
and the synergetic impact of the World Bank’s
relationship with the Japanese government.
•Quality Infrastructure Investment
Partnership and GFDRR Hub Tokyo:
TDLC’s Technical Deep Dives closely link
to the other two Japanese-supported World
Bank programs, the GFDRR Hub Tokyo and
QII Partnership, to ensure consistency and
maximize impact and synergies, particularly
in commonly addressed topics. TDDs serve
as a platform to provide actionable and high-
quality projects for GFDRR Hub Tokyo and
QII Partnership support. In FY22, TDLC
collaborated with the QII Partnership and
GFDRR Hub Tokyo on the following activities:
|TDLC developed MOOC (massive open
online course) videos on the evolution of QII
principles in Japan and a QII case study on
Fukuoka’s ecient water management system.
TDLC also co-organized the Disaster Risk
Management and Resilient Infrastructure TDD
with the GFDRR Hub Tokyo in February 2022
and invited speakers from the QII Partnership
team to discuss QII principles and some
QII case studies in developing countries.
|During each TDD, TDLC held a session on
“Introduction to QII Trust Fund and GFDRR
Hub Tokyo” and invited speakers from the
two trust funds to explain the QII principles,
the QII Partnership, and the Japan–World
Bank Program for Mainstreaming Disaster
Risk Management. The session aimed to
show participants how these technical and
nancial options could assist their projects.
•Global Smart City Partnership Program:
TDLC actively engages with the Global
Smart City Partnership Program (GSCP)
to advance its agenda on smart cities.
|In October 2021, TDLC co-organized
the 10th Asia Smart City Conference
in Yokohama, and invited GSCP to share
knowledge on the development of smart
cities leveraging disruptive technologies.
|In November 2021, TDLC co-organized
the Smart City Expo World Congress:
Reinventing the Future of Cities Emerging
from the COVID-19 Pandemic, where
GSCP was invited to discuss how cities
reinvented themselves to be more livable
and sustainable during the pandemic, and
to explore where urban transformation
is heading over the next decade.
|At the request of the NTT Data
Institute of Management Consulting,
TDLC collaborated with GSCP and in
March 2022 made a presentation on the
World Bank’s smart city development
initiatives in developing countries.
•Knowledge Silo Breakers and Global
Practices: These important partners
collaborate with TDLC on knowledge
development for TDDs and other events.
For example, TDLC collaborated with the
Environment, Natural Resources and Blue
Economy Global Practice and Solid Waste
Management KSB in organizing the Technical
Deep Dive on Solid Waste Management and
the Circular Economy and the Knowledge
Sharing Series on Low Carbon Cities. It
also collaborated with the Sustainable City
Infrastructure and Services Global Solutions
Group, the Climate-Smart Cities Community
of Practice, the Global Platform for Sustainable
Cities, and the City Climate Finance Gap Fund
in organizing the Technical Deep Dive on Low
Carbon Climate-Smart Cities. The Technical
Deep Dive on Inclusive Cities brought together
speakers, clients, and TTLs from the Inclusive
Cities KSB. TDLC also collaborated with the
World Bank’s Culture, Heritage and Sustainable
Tourism KSB to organize two events, Cities,
Cultural, Creativity: Virtual Cross Learning
from the Republic of Korea and Japan
(November-December 2021); and Overcoming
Kyoto’s Urban Tourism Challenge: Pathways
to Fostering Sustainable Tourism (June 2022).
PARTNERS AREA OF COLLABORATION
Art Front Gallery Collaborated to organize Creative Cities Event Series #3: Achieving
Local Economic Development Leveraging Art Festivals
Korea Research Institute for
Human Settlements (KRIHS)
Co-organized Cities, Cultural, Creativity: Virtual Cross Learning
from the Republic of Korea and Japan (Nov.–Dec. 2021).
Institute for Global
Environmental Strategies (IGES)
Participated in Technical Deep Dive on Solid Waste
Management and the Circular Economy (October 2021
and March 2022) as resource expert
Japan International
Cooperation Agency (JICA)
Collaborated on knowledge exchange and dissemination,
training programs, and city partnerships
Ministries of Japan:
MLIT and MoE
Collaborated on knowledge exchange,
knowledge dissemination, and training programs
Pacic Consultants
International Group KK
Collaborated on TDLC expert videos and knowledge-sharing events
Smart City Expo World Congress Collaborated on knowledge-sharing events on innovation
and smart city development, and co-organized overall meeting
Smart City Institute (SCI) Japan Co-organized Expert’s Roundtable Discussion (April 2022) and
collaborated on knowledge-sharing events on smart city development
Tokyu Corporation Participated in Knowledge-Sharing Series on Low Carbon
Climate-Smart Cities (September 2021) and Expert’s Roundtable
Discussion—Tackling the Zero Carbon Challenge in Cities: Pathways
to Achieving Carbon-Neutral and Climate-Smart Cities (April 2022)
UNESCO Collaborated to organize Creative Cities Event Series #1:
Launching Event for “Cities, Culture, and Creativity” report
117 COLLABORATIONS
EXTERNAL STAKEHOLDERS
TDLC works and has mutually reinforcing relationships with a wide range
of partners within Japan and globally. These partnerships have been pivotal
in delivering knowledge to client countries and developing solutions based
on best and emerging practices. TDLC’s partners represent the public sector,
private companies, the academia, multi-donor and UN agencies, and various
other institutions. TDLC collaborates with JICA to support its program through
trainings, knowledge sharing and dissemination, event organizing, and many
other activities. Additionally, various ministries of Japan, including the Ministry
of Land, Infrastructure, Transport and Tourism and Ministry of the Environment
have regularly partnered with TDLC to promote its agenda and support it in
achieving its objectives. JICA and MLIT are key partners of TDLC and participate
in its Steering Committee. Details of TDLC activities undertaken in collaboration
with JICA and MLIT in FY22 are described in detail in the next subsection.
TDLC has been strengthened by its collaboration with external partners,
which contribute important experience and expertise to TDLC activities. In FY22,
external stakeholders partnered with TDLC to deliver TDDs and other events, and
experts were deployed for World Bank operational projects. A summary of key
partners and their areas of engagement is in table 7.
TABLE 7
AREAS OF COLLABORATION FOR TDLC AND PARTNERS IN FY22
TDLC ANNUAL REPORT FY22 118
JICA AND TDLC COLLABORATION
JICA and the World Bank undertake an annual high-level dialogue to
identify issues of common interest and agree on areas of collaboration.
Several common interests emerged from the last dialogue. TDLC, JICA,
and the World Bank share a commitment to supporting the development
of sustainable cities as a priority goal in the post-2015 development agenda,
and they share a recognition of the importance of disaster and climate resilience
as an essential feature of sustainability. JICA and the World Bank are also
closely aligned in their commitment to QII as an important modality for
achieving the Sustainable Development Goals.
In FY22, JICA and TDLC collaborated on the following events and activities:
•TDLC presented the case of Fukuoka and Surabaya at JICA’s online workshop
for the development of the emerging startup ecosystem (October 2021).
•JICA is invited to participate as an observer in every Technical Deep Dive.
A total of 15 JICA sta participated as observers in the TDDs on Solid
Waste Management and the Circular Economy, Disaster Risk Management
and Resilient Infrastructure, and Low Carbon Climate-Smart Cities.
MLIT AND TDLC COLLABORATION
MLIT and the World Bank are closely aligned in their commitment to QII
as an important modality for achieving the Sustainable Development Goals.
In FY22, MLIT and TDLC collaborated on the following events and activities:
•At the invitation of MLIT, TDLC acted as moderator at the Asia
Pacic Economic Cooperation (APEC) Conference on Promoting
Smart Cities through Quality Infrastructure Investment in
Rapidly Urbanizing APEC Region in September 2021.
•Two MLIT sta participated as observers in the Technical Deep Dive
on Disaster Risk Management and Resilient Infrastructure.
MoE AND TDLC COLLABORATION
MoE and the World Bank are closely aligned in their commitment to climate
change mitigation and solid waste management as important topics for achieving
the Sustainable Development Goals.
In FY22, MoE and TDLC collaborated on the following events and activities:
•At the invitation of MoE, TDLC arranged for a World
Bank speaker to participate in the Second Zero Carbon
City International Forum in March 2022.
•Two MoE sta presented at TDLC’s Knowledge-Sharing Series on Low Carbon
and Climate-Smart Cities #6: Perspective of Carbon Credit Markets in Japan.
•A MoE ocial gave opening remarks at the Technical Deep Dive
on Low Carbon Climate-Smart Cities in March 2022.
RESEARCHER’S AFFILIATION AREA OF ACTIVITIES
Chiba University Professor at Chiba University gave a lecture on strategic
approach to develop parks and green infrastructure at TDLC
workshop for the Dar es Salaam Metropolitan Development
Project II (DMDP2)—Msimbazi River Basin.
Kanto Gakuin University Professor at Kanto Gakuin University made a presentation
at the Yokohama Urban Sketchbook Guide launch event.
Kumamoto University Associate Professor at Kumamoto University gave
a presentation on climate-smart infrastructure management
at TDLC workshop for the Dar es Salaam Metropolitan
Development Project II (DMDP2)—Msimbazi River Basin.
Kyushu University Professors at Kyushu University gave lectures
on landll technologies in Japan at TDLC workshop
for the Cheesemanburg Regional Landll Project, Liberia.
Ritsumeikan University TDLC gave a guest lecture to undergraduate and graduate students.
Sacred Heart University TDLC gave a guest lecture to undergraduate students.
Toyo University Professor at Toyo University gave a lecture on climate-smart
infrastructure management at TDLC workshop for the Dar es Salaam
Metropolitan Development Project II (DMDP2)—Msimbazi River Basin.
University of Tokyo Professor at the University of Tokyo gave a lecture on river basin
management in Japan at TDLC workshop for the Dar es Salaam
Metropolitan Development Project II (DMDP2)—Msimbazi River Basin.
Waseda University Professor at Waseda University made a presentation
at the Yokohama Urban Sketchbook Guide launch event.
119 COLLABORATIONS
SCI AND TDLC COLLABORATION
Smart City Institute and the World Bank are collaborating closely in their
commitment to smart city development as an important topic for achieving
economic growth and resilience.
In FY22, SCI and TDLC collaborated on the following events and activities:
•At the invitation of SCI, TDLC made a presentation at the
SCI Global Perspective on Smart Cities webinar in July 2021.
•TDLC invited SCI to the World Bank session of the Smart City Expo World
Congress 2021 in November 2021 to discuss emerging new trends within
cities during the pandemic and visions for the future of smart cities.
•TDLC and SCI jointly organized Expert’s Roundtable Discussion—
Tackling the Zero Carbon Challenge in Cities: Pathways to Achieving
Carbon-Neutral and Climate-Smart Cities, held in April 2022.
COLLABORATION WITH ACADEMICS
TDLC collaborates with a wide range of academics within Japan (table 8).
Some of them contribute to TDDs, operational support programs, and research
activities, while others invite TDLC to share insights on urban development
with students. TDLC’s collaboration with Japanese academics enriches TDLC’s
knowledge-sharing activities and contributes to the internationalization
of Japanese higher education.
TABLE 8
AREAS OF COLLABORATION FOR TDLC AND ACADEMICS IN FY22
PROGRAM
MANAGEMENT &
ADMINISTRATION
TDLC ANNUAL REPORT FY22 122
OVERVIEW
DLC’S DAY‑TO‑DAY ACTIVITIES are not limited to core activities
but include many supporting tasks, such as making administrative
arrangements, holding meetings, planning and executing work plans,
making budgets, and conducting nancial transactions and processing.
TDLC’s operations and other activities follow a set of carefully curated and
tested procedures to ensure high-quality delivery. This also includes organizing
Technical Deep Dives (TDDs) and other events, and TDLC undertakes various
management and administrative tasks to accomplish these goals.
The unprecedented nature of the COVID-19 crisis has led to unique
challenges for commuting and the oce environment. In order to ensure
business continuity of the TDLC program and safety of the sta during the
pandemic, TDLC quickly adopted a new COVID-19 oce safety management
plan (described in section 4.3) in addition to preparing the studio for TDD dry
runs (by arranging for multilingual language interpretation, codication of
operational manuals for Japanese and external stakeholders, and implementation
of event management technology). All these groundwork tasks prepare the
foundation for the implementation of TDDs and other TDLC events.
TDLC is conscious of the high standards it is expected to meet in delivering its
services, and it has developed a solid, well-functioning system that is revised and
improved in every new activity delivered. TDLC conducts after-activity quality
assessments for each of its TDDs and promptly reviews its other activities to
ensure quality control and improvement of performance over time. TDLC’s
methodologies and implementation (particularly related to TDDs) meet the
World Bank’s very highest standards.
Besides day-to-day program management and administration, TDLC proactively
engages in communication and outreach. TDLC’s social media and outreach
service—including the updated website in English and Japanese, along with
Twitter and Facebook accounts—help TDLC reach and disseminate knowledge
to a wide audience.
As part of its contribution to university outreach activities by the World Bank
Japan oce, TDLC engaged with local high school students and hired a graduate
student in FY22 as an urban development research intern. The research intern
was expected to contribute to review literature and data relevant to the program
with a strong emphasis on urban-related subjects. TDLC plans to rotate student
interns every year to continue providing practical work experience in the
World Bank program.
PROGRAM MANAGEMENT
& ADMINISTRATION
3.
123 PROGRAM MANAGEMENT ET ADMINISTRATION
EMERGENCY
AND EVACUATION PLAN
TDLC has upgraded its internal protocols for
managing natural disasters and emergency situations
for the safety of its team and participants in TDLC
events. These revised measures follow safety
requirements as prescribed by the local authorities
and include an evacuation plan, especially in case
of earthquake or re outbreak.
TDLC has also reviewed and revised its inventory
of emergency items as part of disaster preparedness.
Structurally, the control room, studios, and
equipment server room are fully compliant
with local construction, earthquake, and re
safety ordinances. They are regularly inspected
and certied by the Tokyo Fire Department
and the building management company.
COVID-19
AND PREVENTION PLAN
Since the World Health Organization (WHO)
declared Coronavirus Disease-2019 (COVID-19) a
Public Health Emergency of International Concern
(PHEIC) on January 31, 2020, TDLC has taken steps
to prepare the oce and ensure the health and safety
of sta and families.
In coordination with the Joint Bank Group/Fund
Health & Safety Directorate and guidelines from the
local authorities, TDLC designed and implemented
the following protocol for COVID-19 management.
The aim of these guidelines is to facilitate the sta’s
return to the oce as well as supporting a hybrid
work modality to accommodate the diverse needs
of the sta.
REINTRODUCTION OF FLEX WORK TOOLKIT
•Extensive surveys were conducted to gather
feedback regarding returning to the oce.
•Informative sessions on ex work toolkit
(remote work, exible work hours,
consideration on commuting during peak
hours, etc.) were delivered to sta.
COMMUNICATIONS
•Following the direction of the local
government and guidance of the World
Bank Regional Vice President and Head
of Oce, TDLC was given clear and detailed
information regarding oce reopening plans
and the tiers set by the World Bank.
OFFICE MANAGEMENT
•iodic professional cleaning,
disinfection, and antibacterial coating
are carried out in all oce areas.
•Proper air ventilation system maintenance
is assured with building management. TDLC
has also procured high-grade air lters
to cover the area of the TDLC oce.
•Acrylic partitions between desks and
high standing partitions for on-site events
in the TDLC studios have been procured.
•Automatic doors have been implemented
in main entrances, using touchless technology.
•Oce supplies (Wi-Fi portal during online
events, headsets, laptops, work phones, etc.) are
delivered to homes of sta, and mail is forwarded.
PERSONAL PROTECTIVE EQUIPMENT
(PPE) AND PROVISION OF ANTIGEN TESTS
•In addition to the PPE (masks, hand soap,
disposable gloves, trash bins, tissues,
cleaning supplies, laser thermometer,
etc.), the World Bank has started providing
government-approved antigen tests for
sta as more sta return to the oce.
PRIVACY POLICY
The Data Privacy Oce (DPO) is in charge
of overseeing processing of personal data by the
World Bank. In FY21, the DPO made it mandatory
for all Bank sta, consultants, and contractors to
comply with its policies. This provides sta with
the knowledge needed to adhere to the privacy
policy, increases sta understanding of their
responsibilities to manage and protect personal
data, and educates them about the risks associated
with the mishandling of such data. TDLC adjusted
to this policy and developed its own data privacy
policy and notice for data collection and processing
in TDLC activities. This policy informs sta about
the process through which data are collected,
the purpose of the data, and protective measures
to ensure data security.
The third-party information that TDLC may
collect and use for the purposes of events and
other knowledge-sharing activities and for the
wider TDLC mission—including information
published in the TDLC annual report, newsletter,
blog, website, and social media channels—complies
with the privacy policy of the World Bank. The
same policy is also applicable to stakeholders
participating in TDLC activities through digital
platforms, such as WhatsApp, Signal, Twitter,
Facebook, Instagram, LinkedIn, and Clubhouse.
In FY22, the adherence to the Bank’s DPO continues
and is updated periodically.
TDLC ANNUAL REPORT FY22 124
October 27, 2021
13TH ASIAN‑PACIFIC CITY
SUMMIT SIDE EVENT
World Bank Knowledge
Sharing Series on Low Carbon
and Climate-Smart Cities #4:
Climate-Smart Urban Form
https://twitter.com/TDLCen/
status/1453631087620485120
March 1, 2022
TDLC GREEN AND RESILIENT
INFRASTRUCTURE
WORKSHOP SERIES
Experiences from Japan
https://twitter.com/TDLCen/
status/1499291847243485185?s
December 10, 2021
ARTICLE PUBLISHED
IN MEZZANINE VOL.
5 (AUTUMN 2021)
”Towards Urban
Transformation That
Empowers Creativity”
https://www.facebook.com/
WBGTDLC/posts/13311511
70647140
https://www.linkedin.com/
feed/update/urn:li:activity:
6874949694825603072
COMMUNICATIONS
Communications are the backbone of the TDLC program, and they have
become even more important in the challenging circumstances around COVID-
19. The virtual dissemination of information is more relevant than ever to the
knowledge-sharing goals of TDLC. To respond to current needs, TDLC further
strengthened its external communications activities through strategic utilization
of the infrastructure and contents of owned media platforms, such as website,
social networking service (SNS), video channel, and print public relations tools.
In FY22, TDLC added more insightful content and information to established
platforms, such as its Facebook and Twitter accounts, and it also launched
new platforms, including YouTube and LinkedIn, which have been key areas
of success. In line with the World Bank’s branding guidelines and aligned key
messages across all information channels, TDLC’s strengthened communications
activities had a synergetic impact across core components. TDLC has succeeded
in expanding its reach to a wider audience and stakeholders, including the
Community of Experts (CoE) in Japan and across the world.
Key communications activities are summarized below.
TDLC WEBSITE AND SNS
Under the World Bank’s umbrella website, both of TDLC’s websites—one
in English and one in Japanese—are designed to act as a central information
hub for TDLC’s activities and publications, events, news, and stories. In FY22,
5,310 people visited TDLC’s website (unique visitors for English and Japanese
page). Beside the websites, SNS platforms have also been key drivers to promote
and recap those contents with short and crisp messages, intuitive visuals, and
relevant hashtags. In addition to Facebook and Twitter, which were launched
in FY21, LinkedIn has newly started serving as a powerful platform to connect
with TDLC’s most targeted stakeholders, including CoE members. A sample
of key SNS content posted is shown below.
125 PROGRAM MANAGEMENT ET ADMINISTRATION
TDLC website
•English
www.worldbank.org/en/programs/
tokyo-development-learning-center
•Japanese
www.worldbank.org/ja/programs/
tokyo-development-learning-center
TDLC Facebook
www.facebook.com/WBGTDLC/
TDLC Linkedin
www.linkedin.com/company/world-bank-
tokyo-development-learning-center-tdlc/
TDLC Twitter (@TDLCen)
twitter.com/TDLCen
TDLC YouTube
www.youtube.com/c/WorldBankTDLC/
VIDEO PLATFORMS AND KEY CLIPS
TDLC produces several thematic stories, interview
briefs, and videos to feature key insights, knowledge,
and experiences shared by World Bank urban
development specialists and experts from Japan and
other countries at dierent knowledge events. This
year, TDLC established an ocial video channel
on the YouTube platform, where TDLC teams and
individuals can easily amplify the knowledge to reach
a larger audience. The content posted on YouTube
features crisp and digestible urban insights from a
number of video series, such as recordings of TDD
and non-TDD events as well as short interview clips
of World Bank and external experts.
A newly established channel YouTube
November 9, 2021
CREATIVE CITIES EVENT SERIES #2: LAUNCHING EVENT
FOR “CITIES, CULTURE, AND CREATIVITY” REPORT
November 16, 2021
SMART CITY EXPO WORLD CONGRESS 2021 SIDE EVENT
TDLC ANNUAL REPORT FY22 126
TDLC ONLINE EVENT VIA PEATIX
TDLC leveraged the Japanese local event site Peatix to introduce Japanese
TDLC leverages the Japanese local event site Peatix (see box 10) to advertise
and promote its events that are open to the public. Peatix is a powerful tool
for amplifying event information to followers interested in specic topics,
including urban development, creative cities, disruptive technology, and more.
In March 2021, TDLC launched its Peatix account for its online events, which
have featured key knowledge, Japanese and global case studies, and new insights
on frontier topics (see the list of Peatix events below). During FY22, TDLC
organized 14 online events via Peatix, and TDLC’s Peatix account attracted
903 followers (301 percent increase from FY21).
TDLC’S PEATIX PAGE
tdlc.peatix.com
LIST OF PEATIX EVENTS ORGANIZED
(as of May 10, 2022)
•July 14, 2021
World Bank Knowledge Sharing Series
on Low Carbon and Climate-Smart Cities #2:
Green and Inclusive Solid Waste Management
•Sept. 16, 2021
Creative Cities Event Series #1: Launching
Event for “Cities, Culture, and Creativity” Report
•Sept. 29, 2021
World Bank Knowledge Sharing Series
on Low Carbon and Climate-Smart Cities
#3: Low Carbon Urban Transport
•Oct. 27, 2021
World Bank Knowledge Sharing Series
on Low Carbon and Climate-Smart Cities
#4: Climate-Smart Urban Form
•Nov. 9, 2021
Creative Cities Event Series #2: Launching
Event for “Kyoto: A Creative City” Report
•Nov. 12, 2021
World Bank Knowledge Sharing
Series on Low Carbon and Climate-
Smart Cities #5: Cap-and-Trade
•Feb. 3, 2022
World Bank Knowledge Sharing Series
on Low Carbon and Climate-Smart Cities #6:
Perspective of Carbon Credit Markets in Japan
•Mar. 2, 2022
Creative Cities Event Series #3: Achieving Local
Economic Development Leveraging Art Festivals
•Mar. 15, 2022
Virtual Technical Deep Dive:
Low Carbon Climate-Smart Cities
•Apr. 21, 2022
Translating Community-Led Vision
into Practice—Applying Yokohama Urban
Design Sketchbook in Latin America
and Caribbean (LAC) and Beyond
•May 24–25, 2022
Virtual Technical Deep Dive:
Inclusive Cities and Jobs
•May 30, 2022
Silver Hues—Building Age-Ready
Cities Launch Event
BOX 10 ABOUT PEATIX
Peatix is a global community-building and event-ticketing platform
launched in Japan in 2011. Peatix is one of Japan’s major event
management platforms and has provided management services for
more than 850,000 events as part of 50,000 interest groups across
27 countries. Peatix operates globally through its physical presence
in New York, Tokyo, Singapore, and Kuala Lumpur. For more
information go to https://peatix.com/.
127 PROGRAM MANAGEMENT ET ADMINISTRATION
MEDIA COVERAGE
Due to the COVID-19-related restrictions on face-to-face interaction with media,
TDLC’s media engagement activities remained low. For this reason, TDLC made
an additional eort to share some key TDD sessions with the public via the
World Bank event pages. To gain media coverage, TDLC also collaborated with
City Partnership Program (CPP) cities to reach out to local press clubs through
cities’ own media networks. A list of publications written by or mentioning
TDLC in FY22 is below.
•MEZZANINE, a Japanese-language magazine
that focuses on evolution of cities, published
an op-ed on October 27, 2021, entitled “Urban
Transformation That Inspires Creativity,”
co-written by TDLC Team Lead Victor
Mulas and Operations Ocer Haruka Miki-
Imoto. They summarized the implications
of the pandemic for urban management and
urban planning, noting the need to redene
“cities” from citizens’ perspectives and the
importance of social inclusion and city
development where no one is left behind.
•In its Across the Sky program on March 27, 2022,
FM radio station J-WAVE (81.3FM) urged
listeners to “learn about the World Bank,
one of the multilateral development banks,
that supports poverty reduction and growth
in developing countries around the world.” The
guest speaker, TDLC Operations Ocer Haruka
Miki-Imoto, introduced the work of the World
Bank and urban development and elaborated
on the close relationship between the World
Bank and the Japanese government. Across the
Sky is a weekly program that covers a variety of
events happening around the world and topics
related to the Sustainable Development Goals.
•Yokohama Keizai Shimbun, a local online
publication, posted an article entitled “World
Bank TDLC Published the Yokohama Urban
Design Sketchbook” on April 21, 2022.
The article introduced the guidebook
and the online event held by TDLC
on April 21 to launch the publication.
•New PPP Frontline, an online publication
of Nikkei BP Intelligence Group, posted
an article on May 27, 2022, entitled “Japan’s
Smart Cities Vol. 8: How Can We Develop Zero
Carbon Future Cities?” The article covers key
discussion points and experts’ comments from
the April 2021 Expert Roundtable Discussion
co-organized by TDLC and Smart City Institute
Japan (SCI-J) on urban transformation
in smart cities and approaches through
collaboration between various sectors.
•Nihon Keizai Shimbun, Japan’s biggest
nancial and business newspaper, posted
an article on March 21 entitled “The Barrier
to Reach 138 Unicorns—The Foundation for
Passing the Baton of Entrepreneurship is
Needed.” The article analyzes Japan’s startup
ecosystem and introduces the potential of
Japan’s unicorns and specialized actors that
supports the growth of startups, using the data
of this publication. The World Bank compiled
a publication titled “Tokyo Start-Up Ecosystem”
in September 2021, which is available in English.
•IDEAS FOR GOOD, an online magazine
focusing on global challenges including
climate crisis and plastic pollution, posted
an article on June 28 entitled “The Pathways
to Achieving Carbon-Neutral and Climate-
Smart Cities Discussed by Urban Development
Experts (World Bank×SCI-Japan).” The
article features the key comments from Expert
Roundtable Discussion co-organized by TDLC
and Smart City Institute Japan (SCI-J) in
April 2021 and reinforces the importance
of citizens’ ownership and commitments
in developing cities at an individual level.
FY21 FY22
Technical Deep Dives $1,487.37 $1,066.34
Collaborations $508.48 $951.52
Operational Support $436.42 $507.85
Research and Publications $279.27 $499.48
TDLC Oce Fixed Costs $744.64 $701.78
Program Management & Administration $202.69 $354.10
COVID-19 Adaptations $42.68
TOTAL $3,701.55 $4,081.07
BUDGET ENVELOPE FY22 $6,750.00
CARRYOVER AMOUNT $2,668.59
TDLC ANNUAL REPORT FY22 128
TABLE 9
TDLC EXPENDITURES FY21 AND FY22
US$ thousands
Note: These are interim gures as of June 6, 2022.
The nal gures will be available following
the closing of the nancial year.
BUDGET AND EXPENDITURES
FOR FY22 WORK PROGRAM
4.
TDLC’s FY22 budget and expenditures year to date are shown in table 9.
129 FINANCIALS
ANNEXES
ANNEX I: THE TDLC TEAM
ANNEX II: TECHNICAL DEEP DIVES
ANNEX III: KNOWLEDGE EVENTS
ANNEX IV: OPERATIONAL SUPPORT
ANNEX V: COMMUNITY OF EXPERTS
TDLC ANNUAL REPORT FY22 132
ANNEX I
THE TDLC TEAM
LEADERSHIP
SAMEH WAHBA is the Global Director of
the Urban, Disaster Risk Management, Resilience
and Land Global Practice (GPURL), based in
Washington, DC. The Global Practice, which also
covers territorial development, geospatial, and
results-based nancing issues, has a portfolio
of close to US$30 billion in commitments in
Investment Project Financing, Program-for-Results,
and Development Policy Financing projects and
about 450 sta.
He previously served as GPURL’s Director for
Urban and Territorial Development, Disaster Risk
Management, and Resilience, where he oversaw
the formulation of strategy, design, and delivery
of all lending, technical assistance, policy advisory
activities, and partnerships at the global level. He
also served as Practice Manager for the Urban and
Disaster Risk Management Unit in Africa and the
Global Urban and Resilience Unit, and as Acting
Director of Operations and Strategy for the Global
Practice. He worked as Sustainable Development
Sector Leader for Brazil, based in Brasilia, and as
an Urban Specialist focused on housing, land, local
economic development, and municipal management
and service delivery in the Latin America and
Caribbean region as well as the Middle East and
North Africa region. Prior to joining the Bank in
2004, he worked at the Institute of Housing and
Urban Development Studies in Rotterdam and at
the Harvard Center for Urban Development Studies.
He holds MA and PhD degrees in urban
planning from Harvard University, and a BSc
and MSc in architectural engineering from Cairo
University. He speaks Arabic, French, English,
and Portuguese. He co-authored the World Bank’s
agship publication The Hidden Wealth of Cities:
Creating, Financing and Managing Public Spaces, as
well as Regenerating Urban Land: A Practitioner’s
Guide to Leveraging Private Investment
and (jointly with UNESCO) Culture in City
Reconstruction and Recovery.
MAITREYI BORDIA DAS is Practice Manager
in the Urban, Resilience and Land Global Practice
of the World Bank. She oversees several agship
programs, including the Tokyo Development
Learning Center and the Global Partnership for
Results Based Approaches (formerly, GBOPA).
Based in Washington DC, she leads a talented
group of professionals who work globally on urban
development, infrastructure nance, resilience and
inclusion. Previously, Maitreyi was the World Bank’s
rst Global Lead on Social Inclusion.
Maitreyi has led and advised several research and
policy initiatives in urban development, resilience,
water security, health, social protection and social
development. Having started her career as a lecturer
in St Stephen’s College, University of Delhi, Maitreyi
has also been a MacArthur Fellow at the Harvard
Center of Population and Development Studies
and an advisor to the United Nations Development
Program. She has a PhD in Sociology (Demography)
from the University of Maryland.
STAFF
VICTOR MULAS is TDLC Team Lead. He
previously worked in the Markets and Technology
Unit at the Finance, Competitiveness and Innovation
Global Practice. He joined the World Bank
in 2010 and has since been involved in numerous
operations and technical assistance initiatives
at the intersection of technology, innovation,
startups, and cities, across regions. Victor has
also led Bank-wide programs to mainstream
innovation and technologies in operations,
including the Innovation Acceleration Program
from the Innovation Labs Unit and, most recently,
the Disruptive Technologies for Development
(DT4D) Program. Before joining the World Bank
Group, Victor worked in global consulting and for
legal rms, advising governments and multinational
companies on technology regulatory strategy.
He holds an MBA from the McDonough School
of Business at Georgetown University, an LLM
in telecommunications law from Universidad
de Comillas, and a law degree from Universidad
Autonoma de Madrid.
HARUKA MIKI‑IMOTO is an Operations
Ocer for the World Bank TDLC in the Urban,
Disaster Risk Management, Resilience and Land
Global Practice. Her core areas of work include
operational support, design and documentation
of case studies, and partnerships. Haruka works
on projects across regions, including fragile and
conict-aected situations (FCS) in francophone
countries in Africa. Previously, Haruka served as
the core member for delivery of Technical Deep
Dives. She has been active in bringing Japanese
perspectives to GPURL products such as What
a Waste 2.0, competitive cities case studies, and
the Cities, Culture, Creativity initiative as well
as and startup ecosystem analysis for innovative
districts. Before joining the World Bank, Haruka
worked at Morgan Stanley and the Institute for
Global Environmental Strategies in Japan, where
she focused on sustainable, resilient, competitive,
133 ANNEX I: THE TDLC TEAM
and inclusive urban development. Haruka holds
a dual MPA in Public Policy and Administration
from the London School of Economics and Political
Science and Sciences-Po Paris, and a BSc in Social
Sciences from Hitotsubashi University. Connect
with Haruka at https://www.linkedin.com/in/
haruka-miki-imoto-2587b0149. Follow her on
Twitter @HarukaImotoMiki.
SHOKO TAWARA is a Program Ocer
at the World Bank TDLC. Her core areas of
engagement include the design, development,
and implementation of knowledge activities
and partnerships. Prior to joining TDLC, Shoko
was Assistant Manager in project management
at an international consultancy rm, where she
oversaw budget/contract management and resource
mobilization for large-scale infrastructure projects.
Her project portfolio included consultancy for
design and construction supervision projects
in rail, bridge, and shipbuilding in India and the
Philippines. She also was a Sales Consultant for
a software as a service (SaaS) company providing
media and brand monitoring solutions to public
relations and marketing executives in Japan and
Korea. Shoko has a BA in political science from
Northwestern University and an MA in international
aairs from the Johns Hopkins School of Advanced
International Studies (SAIS).
SHIN TANABE is a Knowledge Management
Analyst at TDLC. He serves as functional lead of
TDDs and other knowledge exchange programs,
ensuring their design, development, and
implementation. Before joining the World
Bank, Shin worked with a Japanese nonprot
organization for human resource development
in developing countries, a global recruitment
rm, and a private university in Japan, focusing
on global talent acquisition and development. He
has also been active in learning design and program
evaluation and has developed, implemented, and
evaluated service-learning courses, internship
courses, and other knowledge-exchange programs
in collaboration with local and international
stakeholders. Shin holds a Master of Arts degree
in political science from the University of Toronto,
a master of evaluation degree from the University
of Melbourne, and two bachelor of arts degrees
in political science, one from Amherst College
and one from International Christian University.
JAMES LEE is a Knowledge Management
Analyst and supports the design and delivery
of Technical Deep Dives and other international
knowledge exchange programs with a thematic
focus on disruptive technologies and smart city
development. Previously, James worked as an
Investment Analyst at an emerging markets asset
management rm, where he extensively covered
energy, industrial, and technology companies. He
holds an MS in foreign service from Georgetown
University and a BA in international development
from the George Washington University.
IAIN MITCHELL joined the TDLC in August
2004 to support multimedia operations for a wide
range of World Bank Group events, including
distance learning seminars, public seminars,
high-level government roundtable meetings, and
Technical Deep Dives. In 2015, Iain was assigned
as Task Team Leader and System Architect for the
multimedia and conference room upgrade project,
which involved the redesign of the control room
and conference rooms to reect the latest trends
in presentation and communication technologies.
In his current position, Iain is responsible for
technical operations and facility maintenance
within the center, and he also shoots o-site events
and records interviews before editing the content
for distribution on the TDLC website and social
media networks. Prior to joining the World Bank
Group, Iain worked in live television news operations
for CNBC Financial Television in London, Reuters
Financial Television in Tokyo, and Bloomberg
Financial Television in Tokyo.
ASAMI OTSUKA is Program Assistant at the
World Bank TDLC. She interfaces and communicates
with individuals at all levels of the organization,
supporting the team with procurement, contract
processing, nance, and oce management. Prior
to joining the World Bank, she gained experience in
both the private sector and international diplomatic
organizations as an Executive Assistant in Edenred
Japan and at the Honduran Embassy in Japan.
Having lived 15 years in Latin America, Asami
is procient in Spanish as well as Japanese and
English. She holds a BA in English literature from
Aoyama Gakuin University.
CHIYUKI MIFUJI joined the TDLC in FY17
as Event Coordinator Consultant for the delivery
of Technical Deep Dives. Previously, she organized
seminars and study tours at Passive House Japan,
a research institute that teaches architectural
methods for energy-saving residences. She also
worked at the Institute for Global Environmental
Strategies as a Program Ocer, where she was
in charge of the city-to-city cooperation project
for low-carbon development in Asia and also
organized several international conferences mainly
focused on climate change. Since joining TDLC,
she has organized more than 30 TDDs as well as
some events related to smart cities and the G20,
among other areas.
YUMI SARUMARU joined the TDLC
in FY17 as an Event Coordinator Consultant.
Before this, Yumi worked for two airline companies
to pursue her passions for intercultural exchange
and meeting new people. She also worked for the
Institute for Global Environmental Strategies as
an Administrative Assistant and supported study
tours and international conferences for government
ocials from developing countries working in the
climate change eld.
TDLC ANNUAL REPORT FY22 134
EXTENDED TEAM
AKIKO ASAMI leads the TDLC
communications team. Throughout her career,
she has devoted herself to communications
consulting, primarily in the eld of corporate
communications over the past 10 years. Based
in Tokyo as a local consultant for one of the world’s
largest US public relations rms, she has worked
closely with private and public sector clients
in Japan and overseas. She is committed to
ensuring transparency in communication
activities and building internal mechanisms
that support multifaceted organizational needs.
Within her wide expertise, she focuses on a range
of areas: sustainability program development;
mission, vision, and values development; crisis
communications; speech writing; and employee
engagement. Akiko holds an MSc in media and
communications from the London School
of Economics and Political Science, and
a BA in education from Keio University.
TOMOKO UNAKI is Knowledge Management
Consultant for TDLC. She was previously with the
Japan International Cooperation Agency (JICA),
where she supported project implementation and
development of land administration projects
in Southern Africa and the Western Balkans.
Tomoko also acted as a focal point for the Global
Donor Working Group on Land and supported the
organization in building a network with other
donors. She played a leading role in designing
a capacity-building training program on inclusive
land administration for government ocials from
developing countries. Tomoko was based in Albania
and Serbia and covered all six Western Balkan
countries for seven years with JICA, the World Bank,
and UNDP. Tomoko holds an MSc in urbanization
and development from the London School
of Economics and Political Science.
ASAKO SATO is a Knowledge Management
Consultant at TDLC. She supports various events,
such as World Bank knowledge seminar series
and Technical Deep Dives delivered online and
via a hybrid format. She started her career at the
Asian Productivity Organization, where she helped
disseminate knowledge and provide technical
assistance to member countries in the Asia Pacic
region through study missions, technical expert
services, and e-learning programs. She joined the
Bank in 2010 as a Senior Knowledge Management
Assistant for TDLC and was responsible for
managing program delivery through blended
learning utilizing the distance learning platform
(e-learning, Global Development Learning Network,
and webinars). She also supported the team in
developing the Community of Practice platform,
event websites, and mobile apps, as well as data
management and knowledge research products.
VIBHU JAIN is an Urban Consultant with TDLC
and other programs of the World Bank. Vibhu holds
a master’s degree in urban regional planning and
public policy. She has worked at the World Bank
since 2012, rst on urban development projects in
the New Delhi oce and now supporting TDLC, the
GFDRR Hub Tokyo, and the Urban team of East Asia
and Pacic (EAP) in the Tokyo oce. Before joining
the Bank, she worked with PricewaterhouseCoopers
Ltd. and Deloitte Touche Tohmatsu. Much of her
work has been on infrastructure sector projects,
including solid waste management and transport,
with a focus on project design, transaction advisory
for public-private partnerships, and implementation
support. Currently, she co-leads the research and
publication component of TDLC and supports
knowledge and operational projects on urban issues.
MICHIKO KADONO is an Urban Consultant
who joined TDLC in FY20. She has been working
at the World Bank since FY19, rst on creative cities
research at the Singapore Hub and now supporting
TDLC. She has been involved in operational support
for Tanzania and Liberia and in knowledge products,
including Healthy City Japan cases. Before joining
the Bank, she worked for eight years at the Research
Institute of Architecture, an architectural design/
urban planning rm in Tokyo, where she was
involved in planning, consultation, and coordination
of many prominent urban development projects.
Michiko holds a BSc and MEng in urban landscape
and civic design from the University of Tokyo.
MIHO INAGAKI joined TDLC as a
Communications Consultant in January 2020.
Since joining the World Bank in 2009, she has
worked on multiple teams, mainly in the Social
Protection Global Practice. Prior to joining the
World Bank, she worked as a Front-End Web
Developer at a private website development
company in the United States, and as an Application
Engineer/Project Manager at a systems integrator
in Japan. She holds a BA from Sophia University.
TOMOMI KAWANO joined TDLC as a
Communication Consultant in October 2021. She
has over 15 years of experience as an IT consultant
to multiple companies. She has also worked as
a project manager for a market research company
in Japan and was a research member for corporate
communication projects. She has worked in three
cities—Tokyo, Los Angeles, and London. She holds
a BA in sociology from Kyushu University.
135 ANNEX I: THE TDLC TEAM
ADVISORS
KIYOSHI KODERA is a Senior Advisor to TDLC.
He served as TDLC’s Mid-Term Review reviewer in
2019. He has over 40 years of experience working
in international nance and development. He
also works as Senior Research Associate for the
Overseas Development Institute, UK; is currently
Chair of the Water Aid Japan Board of Trustees;
and is a Trustee of Save the Children Japan. Mr.
Kodera has served as Executive Secretary for the
joint World Bank–International Monetary Fund
Development Committee, World Bank Country
Director for Central Asia, Senior Vice President
of JICA, and Deputy Vice Minister for International
Aairs at Ministry of Finance, Japan. In 2022 he
was awarded the Decoration of the Order of the
Sacred Treasure for his long-standing contributions
to nance and development.
PHIL KARP is currently a Senior Advisor
to TDLC. Previously, he was a Lead Knowledge
Management Specialist in GPURL, and he served
as the TDLC Program Manager from 2008 until
his retirement from the World Bank in 2020. In
his current role he advises on TDLC’s programming,
including research and operational support activities.
In his previous role he provided technical oversight
to TDLC and helped link it to GPURL’s operational
program, knowledge communities, and partnerships.
He has more than 25 years of experience in the elds
of knowledge, learning, and advisory services, with
special emphasis on practitioner-to-practitioner
and South-South knowledge exchange. He holds
a master’s degree in public policy from the
University of California, Berkeley.
SOLID WASTE MANAGEMENT
AND CIRCULAR ECONOMY
REGION COUNTRY PROJECT TITLE
LENDING OR
(IPF/P4R/DPL)
NON‑LENDING
(ASA)
COMMITTED
FUNDING
(US$ million)
SOUTH ASIA Bangladesh Municipal Governance
and Services Project
IPF 410.00
Dhaka City Neighborhood
Upgrading Project
IPF 100.50
Nepal Nepal Urban Governance
and Infrastructure Project
IPF 150.00
MIDDLE EAST &
NORTH AFRICA
Morocco MA–Solid Waste Sector DPL2 DPL 138.60
Solid Waste Sector DPL1 DPL 132.70
Solid Waste Sector DPL3 DPL 130.00
MA–Solid Waste Sector DPL4 DPL 130.00
Jordan Jordan-Municipal Services
and Social Resilience
IPF 50.00
EAST ASIA
& PACIFIC
Mongolia Urban Competitiveness
and Regeneration Project
IPF 100.00
Lao DPR Lao Environmental and
Waste Management Project
IPF 43.00
Vietnam Enhancing Environmental
Sustainability and
Resilience in Vietnam
ASA 1.78
EUROPE &
CENTRAL ASIA
Serbia Green, Livable, and Resilient Cities
in Serbia: Strengthening Sustainable
and Resilient Urban Development
ASA 0.00
TDLC ANNUAL REPORT FY22 136
ANNEX II
WORLD BANK PROJECTS SUPPORTED BY
TECHNICAL DEEP DIVES
IN FY22
Note: ASA = Advisory Services and Analytics; DPL = Development Policy Loan;
IPF = Investment Project Financing; P4R= Program-for-Results.
DISASTER RISK MANAGEMENT
AND RESILIENT INFRASTRUCTURE
REGION COUNTRY PROJECT TITLE
LENDING OR
(IPF/P4R/DPL)
NON‑LENDING
(ASA)
COMMITTED
FUNDING
(US$ million)
AFRICA Rwanda Second Rwanda Urban
Development project
IPF 150.00
Rwanda Urban Mobility Project IPF 100.00
Rwanda Urban Development Project IPF 95.00
Capacity Enhancement
and Performance in Rwanda
ASA 0.09
AF for the Second Rwanda
Urban Development Project
IPF 0.00
Nigeria Lagos Platform for Development ASA 0.09
MIDDLE EAST &
NORTH AFRICA
Tunisia Tunisia Urban Development
and Local Governance Program
P4R 300.00
Tunisia Integrated
Disaster Resilience Program
P4R 50.00
Jordan Strengthening Jordan’s
Capacity on DRM
ASA 1.41
EUROPE &
CENTRAL ASIA
Azerbaijan National Water Supply
and Sanitation Project
IPF 230.00
SOUTH ASIA Maldives Maldives Urban Development
and Resilience Project
IPF 16.50
EAST ASIA
& PACIFIC
China Programmatic Advisory Services
and Analytics of the China Urban
Resilience and Land Program
ASA 0.87
137 ANNEX II: TECHINCAL DEEP DIVES
Note: ASA = Advisory Services and Analytics; DPL = Development Policy Loan;
IPF = Investment Project Financing; P4R= Program-for-Results.
LOW CARBON CLIMATE-SMART CITIES
REGION COUNTRY PROJECT TITLE
LENDING OR
(IPF/P4R/DPL)
NON‑LENDING
(ASA)
COMMITTED
FUNDING
(US$ million)
MIDDLE EAST &
NORTH AFRICA
Egypt,
Arab Rep.
Upper Egypt Local
Development Program
P4R 500.00
Jordan Jordan Sustainable Cities ASA 0.01
EAST ASIA
& PACIFIC
China China Low Carbon Cities Project P4R 300.00
GEF China Sustainable Cities
Integrated Approach Pilot
IPF 32.73
Nepal Nepal Urban Governance
and Infrastructure Project
IPF 150.00
LATIN AMERICA
& CARIBBEAN
Ecuador Quito Metro Line One IPF 205.00
Quito Metro Line 1 Extension IPF 100.00
AFRICA Kenya Kenya Urban Support Program P4R 300.00
South Africa Urban MDTF for South Africa ASA 0.92
Resilient Capital Investment Project:
Johannesburg Land Remediation
and Renewable Energy
ASA 0.17
TDLC ANNUAL REPORT FY22 138
Note: ASA = Advisory Services and Analytics; DPL = Development Policy Loan;
IPF = Investment Project Financing; P4R= Program-for-Results.
INCLUSIVE CITIES AND JOBS
REGION COUNTRY PROJECT TITLE
LENDING OR
(IPF/P4R/DPL)
NON‑LENDING
(ASA)
COMMITTED
FUNDING
(US$ million)
AFRICA Ethiopia Ethiopia Urban Institutional and
Infrastructure Development Program
P4R 600.00
Ethiopia Urban Local Government
Development Program II
P4R 380.00
Urban Local Government
Development Project
IPF 208.00
Uganda Greater Kampala Metropolitan Area
Urban Development Program
P4R 460.00
Second Kampala Institutional and
Infrastructure Development Project
IPF 175.00
Uganda Support to Municipal
Infrastructure Development Program
P4R 150.00
Uganda: Albertine Region
Sustainable Development Project
IPF 145.00
South Africa South Africa RAS for Infrastructure
Investment and Integrated
Urban Development
ASA 0.37
LATIN AMERICA
& CARIBBEAN
Brazil Green, Resilient and Inclusive
Regeneration of the Central
Area of Porto Alegre
IPF 91.76
139 ANNEX III: KNOWLEDGE EVENTS
Note: ASA = Advisory Services and Analytics; DPL = Development Policy Loan;
IPF = Investment Project Financing; P4R= Program-for-Results.
TDLC ANNUAL REPORT FY22 140
ANNEX III
KNOWLEDGE EVENTS
IN FY22
KNOWLEDGE SHARING SERIES ON
LOW CARBON CLIMATE-SMART CITIES
The Tokyo Development Learning Center, in collaboration with the World
Bank Urban, Disaster Risk Management, Resilience and Land Global Practice
(GPURL) and the Environment, Natural Resources and Blue Economy Global
Practice (ENB), organized the virtual Knowledge Sharing Series on Low Carbon
Climate-Cities with an aim to address the key challenges of carbon emissions and
to nd practical solutions for them. The objectives of the series are to (1) share
practical experiences and emerging trends from Japan and other countries in the
development of low-carbon cities, including the use of smart technology to foster
sustainable urban growth through energy-ecient structures, transportation,
municipal infrastructure, and public services; and (2) connect stakeholders—
city, provincial, and national ocials; public and private sector climate nance
experts; and others—across regions and departments to mainstream the low-
carbon cities agenda in World Bank operations.
A total of six virtual events on topics pertinent to low-carbon climate- cities have
been organized so far:
SERIES #1
ENERGY-EFFICIENT
BUILDINGS
April 28, 2021
Key Speakers/Organizations
•Mariko Murata
Urban Planning and
Development Division,
Project Planning Department
Environmental Promotion
Unit & Town Management
Division, Park Management
Unit, Mori Building Co., Ltd.
•Shuhei Okuno
Deputy Director General,
Climate Change Policy
Headquarters, City
of Yokohama
Participants
70
Event Summary
The rst virtual event of the knowledge series
was based on the theme of energy-ecient
buildings and shared Japanese experience and
knowledge in planning, operating, and evaluating
energy-ecient buildings when working toward
zero-carbon cities. The sessions included
presentations by Japanese representatives
from both the public and private sector who
discussed city-level strategies and regulations
for developing and retrotting buildings
to promote energy eciency, scaling up of
building-level solutions to the neighborhood
level, and collaborations and institutional
organization required for such scale-ups.
SERIES #2
GREEN AND INCLUSIVE
SOLID WASTE MANAGEMENT
July 14, 2021
Key Speakers/Organizations
•Takanori Arima
Executive Director, Overseas
Environmental Project
Department/Kitakyushu
Asian Center for Low Carbon
Society, Environment
Bureau, City of Kitakyushu
|Uri Raich
Senior Urban Specialist,
World Bank
Participants
54
Event Summary
The second event of the series explored good
and emerging practices in green and inclusive
solid waste management that could support eorts
to meet carbon reduction targets. A case study of
Kitakyushu in Japan focused on its development
into a sound material-cycle society and the
comprehensive policies being implemented
to lower carbon emissions. The case of Kerala,
India, focused on the key considerations and
lessons learned from adopting an integrated
approach to the management of solid waste.
This session also discussed the mitigation
and adaptation measures in the solid waste
management sector that developing countries
can adopt to promote low-carbon development.
141 ANNEX III: KNOWLEDGE EVENTS
SERIES #3
LOW CARBON
URBAN TRANSPORT
September 29, 2021
Key Speakers/Organizations
|Nupur Gupta
Senior Urban Transport
Specialist, World Bank
|Jin Wang
Transport Specialist,
World Bank
•Masafumi Ota
Fellow, Senior Researcher,
Tokyu Research Institute, Inc.
Participants
61
Event Summary
This event shared experiences of climate-smart
and sustainable urban transport initiatives from
cities in Indonesia and China, focusing on policy
measures and institutional frameworks. The event
also shared low-carbon urban transport strategies
and solutions using the case of railway development
by a private rail company, Tokyu Corporation
in Japan. Overall, the sessions highlighted the
challenges, success factors, and nancial measures
adopted in rolling out the various initiatives.
SERIES #4
CLIMATE-SMART
URBAN FORM
October 27, 2021
Key Speakers/Organizations
•Leslie Mabon
School of Engineering
and Innovation, Open
University, UK
•Junya Nakamura
Director, Greenery
City Planning Section,
Flower & Greenery City
Department, Housing & Urban
Planning Bureau, Fukuoka
City Government
•Yasushi Fukuizumi
Senior Executive Fellow,
Vice President, Power Systems,
Mitsubishi Heavy Industries
Participants
157
Event Summary
This event was organized as a side-event
of Fukuoka City of Japan’s 13th Asia-Pacic City
Summit (APCS) special edition under the theme
“Potential of Cities in the Face of Crisis.” The event
focused on sustainable and resilient urban form
sharing the experiences, lessons, and solutions
from Japan and other countries. The sessions
shared practices and policy initiatives of climate-
smart urban forms from Japan, particularly
highlighting the urban and green space planning
model of Fukuoka City that leverages city-university
partnerships. The event also shared the case of
Sydney that demonstrates the active role of the
private sector in shaping urban form to mitigate
climate change impacts.
TDLC ANNUAL REPORT FY22 142
SERIES #5
CAP-AND-TRADE
November 12, 2021
Participants
100
Key Speakers/Organizations
•Tomotaka Aoki
Emission Cap and Trade Section, Climate Change
& Energy Division, Bureau of Environment,
Tokyo Metropolitan Government
|Joseph Dixon Callisto Pryor
Senior Climate Change Specialist, World Bank
•Pathom Chaiyapruksaton
Carbon Market Manager, Thailand Greenhouse
Gas Management Organization (TGO)
|Harikumar Gadde
Senior Climate Change Specialist, World Bank
•Koichiro Gunda
Senior General Manager, Data Center
Service Group, Canon IT Solutions Inc.
|Tuyen D. Nguyen
Principal Operations Ocer,
International Finance Corporation (IFC)
Event Summary
Drawing on the experiences, lessons, and solutions
from Tokyo and Thailand, this online event not
only brought forward insights from developed
and developing countries but also shared the
role of the private sector in the emissions trading
scheme. Sessions focused on Tokyo’s experiences,
including policy initiatives, innovative ideas and
concepts, implementation framework, private sector
engagement and response, and lessons learned for
reducing carbon emissions through its Cap-and-
Trade Program. In addition, a session included
Thailand’s policies and perspective on how the
emissions trading scheme can be considered
as a greenhouse gas (GHG) emission mitigation
policy to accelerate the clean energy transition.
143 ANNEX III: KNOWLEDGE EVENTS
SERIES #6
PERSPECTIVE OF CARBON CREDIT MARKETS IN JAPAN
February 3, 2022
Participants
100
Key Speakers/Organizations
•Naomi Inoue
Deputy Director for International
Strategy on Climate Change, Global
Environment Bureau, Ministry of the
Environment, Government of Japan
|Harikumar Gadde
Senior Climate Change Specialist, World Bank
•Noriko Tamiya-Hase
Deputy Director, Oce of Market Mechanisms,
and Oce of Director for International Strategy
on Climate Change, Climate Change Division,
Global Environment Bureau, Ministry of
the Environment, Government of Japan
•Huy Luong Quang
Head, Division of GHG Emission Reduction
and Ozone Layer Protection, Department
of Climate Change, Ministry of Natural
Resources and Environment, Vietnam
•Hiroshi Tomita
Director, PwC Advisory LLC
|Angela Naneu Churie Kallhauge
Senior Climate Change Specialist, World Bank
Event Summary
The event focused on Japanese experiences
with, and vision for, achieving carbon neutrality
by 2050 through dierent initiatives, including
carbon trading systems such as the Joint Crediting
Mechanism (JCM). Under this scheme, Japan’s
contribution to greenhouse gas emission reduction
and absorption is quantied, and this step is utilized
to achieve Japan’s emission reduction targets.
Sessions at the event emphasized the lessons
learned and business opportunities of Japan’s JCM
and shared the Japanese private sector’s perspective
and interests in carbon credits. Insights were also
shared on the JCM Global Partnership, launched in
July 2020, with the aim of facilitating multilateral
partnerships among the JCM partner countries
and stakeholders in the JCM implementation
or interested in market mechanisms under
the Paris Agreement.
TDLC ANNUAL REPORT FY22 144
KNOWLEDGE SHARING SERIES ON
CREATIVE CITIES
In response to prolonged COVID-19-related restrictions on the movement of
people, cities have reinvented themselves by nding new uses for existing public
spaces and assets, and have sought to become greener and more livable, resilient,
and inclusive. TDLC organized the Creative Cities Event Series in collaboration
with the City of Kyoto and UNESCO to serve as a forum for sharing and
discussing how cities can leverage dierent forms of creativity to drive economic
growth, social inclusion, and urban transformation. The series also served to
connect a wide audience of practitioners and government ocials with two World
Bank publications, “Cities, Culture, Creativity: Leveraging Culture and Creativity
for Sustainable Urban Development and Inclusive Growth” (published jointly
with UNESCO) and the “Kyoto: A Creative City—Leveraging Creativity for City
Competitiveness and Inclusive Urban Development.”
SERIES #1
LAUNCHING EVENT
FOR “CITIES, CULTURE,
AND CREATIVITY” REPORT
September 16, 2021
Key Speakers/Organizations
|Ahmed Eiweida
Global Coordinator for
Cultural Heritage and
Sustainable Tourism,
World Bank
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
|Ayah Mahgoub
Senior Urban Development
Specialist, Latin America and
Caribbean Region, World Bank
|Dmitry Sivaev
Urban Specialist, Europe
and Central Asia, World Bank
•Reiko Yoshida
Head of the Programmes and
Stakeholders Unit, UNESCO
Participants
70
Event Summary
The launch event kicked o the Creative Cities Event
Series organized by TDLC. The event built upon the
World Bank–UNESCO publication “Cities, Culture,
Creativity: Leveraging Culture and Creativity for
Sustainable Urban Development and Inclusive
Growth.” It introduced the role of creative assets,
spaces, and local creators in producing enabling
environments for urban transformation and
increased economic activity. It included a panel
discussion with specialists from the World Bank
and UNESCO on how creative industries can become
catalyzing agents and forces to lead post-pandemic
economic development and social inclusion.
SERIES #2
LAUNCHING EVENT FOR
“KYOTO: A CREATIVE
CITY” REPORT
November 9, 2021
Key Speakers/Organizations
•Toshinori Tsuchihashi
Chief Tourism Ocer,
City of Kyoto
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
|Haruka Miki-Imoto
Operations Ocer,
World Bank
•Mitsuhiro Suwa
Co-Founder and
President, Loftwork
•Narimasa Makino
Co-Founder and CEO,
Monozukuri Ventures
Participants
72
Event Summary
The webinar focused on the role of local creators
and creative communities as catalysts in harnessing
local culture and heritage to drive economic growth
and social inclusion. This second event convened
the founders of Loftwork and Monozukuri Ventures,
which have been very active as part of a local creative
hub in Kyoto. This event also built upon the launch
of the “Kyoto: A Creative City” publication, which
explored the history of Kyoto City in becoming
a UNESCO-designated Creative City.
145 ANNEX III: KNOWLEDGE EVENTS
SERIES #3
ACHIEVING LOCAL ECONOMIC
DEVELOPMENT LEVERAGING
ART FESTIVALS
March 2, 2022
Key Speakers/Organizations
•Siri Hettarachchi
Secretary, Ministry
of Tourism, Sri Lanka
•Fram Kitagawa
Chairman, Art Front Gallery
|Yarissa Lyngdoh Sommer
Senior Urban Specialist,
World Bank
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
Participants
142
Event Summary
The event introduced a unique Japanese art
festival methodology that has proved successful
in revitalizing regions and generating local economic
development. This methodology was rst developed
through the Echigo-Tsumari Art Triennale under the
direction of a renowned art director, Fram Kitagawa.
The methodology harnesses local history and culture
through art and revitalizes existing spaces through
adaptative reuse of local assets to bring out an area’s
uniqueness and diversity. The session began with
an overview of the art festival methodology from
Fram Kitagawa, who has been developing and
pioneering art-led regional revitalization for over
20 years. The presentation followed a discussion
of the World Bank’s use of this approach in a Local
Development Support Project in Sri Lanka.
TDLC ANNUAL REPORT FY22 146
NON-TDD
KNOWLEDGE EVENTS IN FY22
1. GLOBAL PERSPECTIVE
ON SMART CITIES
Virtual, July 9, 2021
Organizer
Smart City Institute Japan
Speaker
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
Participants
43
Event Summary
TDLC was invited to speak at the Global Perspective
on Smart Cities event organized by the Smart Cities
Institute of Japan. TDLC discussed the future of
cities, sharing lessons learned and the new hopes
that are surfacing as cities come out of the pandemic.
The pandemic has changed the way we live, work,
and interact. A renewed sense of appreciation for
nature and connection with green spaces will drive
cities to make public spaces that are greener, more
inclusive, and more accessible. Some cities are
already piloting compact cities in various forms,
such as the 15-minute city, and these trends will
increase micro-mobility options as people opt
to travel shorter distances. The session concluded
with a vision of future cities that are more livable,
competitive, and focused on human-scale design.
2. 2021 SPECIAL LECTURE I
(OVERSEAS STUDY)
Virtual, July 26, 2021
Organizer
Ritsumeikan University
Speakers
•Yoko Hattori
Japan International
Cooperation Agency (JICA)
|Haruka Miki-Imoto
Operations Ocer,
World Bank
•Shunichi Honda
UN Environment
Programme (UNEP)
•Takahiro Kamishita
Nippon Koei Co., Ltd.
Participants
20
Event Summary
Haruka Miki-Imoto gave a lecture at the
2021 Special Lecture I (Overseas Study) for
the 20 students from the Department of Civil and
Environmental Engineering and the Department
of Architecture and Urban Design, College of
Science and Engineering, Ritsumeikan University.
The overseas study program has been oered for
about 10 years to undergraduate and graduate
students of architecture, environment, and
urban engineering to broaden their international
perspective and their understanding of cultural
dierences. The lecturer introduced TDLC’s four
core activities and the challenges associated with
rapid urbanization. She also explained that, for the
World Bank, it is becoming increasingly essential
to focus on labor-intensive public employment and
to engage in discussions with experts on social issues
and initiatives that are inclusive of low-income
citizens and local communities.
147 ANNEX III: KNOWLEDGE EVENTS
3. APEC VIRTUAL CONFERENCE
PROMOTING SMART CITIES THROUGH
QUALITY INFRASTRUCTURE INVESTMENT
IN RAPIDLY URBANIZING APEC REGION
Virtual, September 15, 2021
Organizer
Ministry of Land, Infrastructure,
Transport and Tourism (MLIT),
Government of Japan
Speakers
•Masafumi Yokota
Deputy Minister for
International Projects,
Ministry of Land,
Infrastructure, Transport
and Tourism (MLIT),
Government of Japan
•Javier
Garduño Arredondo
Head of Planning and
Institutional Development,
Ministry of Agrarian,
Land and Urban
Development (SEDATU),
Government of Mexico
•Helen Santiago Fink
Program Manager,
US-ASEAN Smart Cities
Partnership (USASCP)
•Supakorn Siddhichai
Director of Smart City
Promotion Department, DEPA
|Victor Mulas (Moderator)
Senior Urban Specialist and
TDLC Team Lead, World Bank
Participants
118
Event Summary
At the request of MLIT, Victor Mulas (Senior Urban
Specialist and Team Lead of TDLC) participated
in the Asia-Pacic Economic Cooperation (APEC)
Tokyo Conference on Promoting Smart Cities
through Quality of Infrastructure Investment in
Rapidly Urbanizing APEC Region. He moderated
a session titled “Sharing the Concept of Smart Cities
through QII in Each Economy,” and with speakers
from Japan, United States, Mexico, and Thailand
discussed the denition of smart city and some
key approaches to fostering quality infrastructure
investment in the context of smart city development.
4. ONLINE STARTUP EVENT
WITH FUKUOKA CITY
AND SURABAYA CITY
Virtual, October 6, 2021
Organizer
Japan International Cooperation
Agency (JICA)
Speakers
•Hironobu Murakami
Japan International
Cooperation Agency (JICA)
•Tetsuaki Miura
Fukuoka City Government
•Keiko Ide
Fukuoka Growth Next (FGN)
•Akiko Nakagawa
GSC
•Tania Mirella
dopang
•Jefry
Surabaya City and KORIDOR
•Alex Lin
Legend Logistics Group
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
•Masafumi Yatabe
Deloitte
Participants
105
Event Summary
JICA hosted an online workshop discussing eorts
to support startup development in Fukuoka City,
which is one of the fastest-growing startup hubs
in Japan, and in Surabaya City. Implemented
in collaboration with the World Bank oce in
Indonesia, this event leveraged TDLC’s “Japan
Startup Ecosystem Report.” Notably, the event
included engagement with the City Partnership
Program (CPP) (the City of Fukuoka was a
knowledge provider), collaboration with JICA,
and linkage of operational support with World
Bank operations. As an operationalization of
a TDLC knowledge product (“Japan Startup
Ecosystem Report”), it demonstrated the
relevance of such knowledge products.
TDLC ANNUAL REPORT FY22 148
5. 10TH ASIA SMART CITY CONFERENCE
Virtual, October 28, 2021
Organizers
City of Yokohama, Asian Development
Bank Institute (ADBI) and TDLC
Participants
569 (opening/closing) 170 (World Bank session)
Speakers
Opening Ceremony
•Takeharu Yamanaka
Mayor of the City of Yokohama
•Masafumi Yokota
Deputy Minister for International Projects,
Ministry of Land, Infrastructure, Transport
and Tourism (MLIT), Government of Japan
•Bruno Carrasco
Director General, Sustainable Development
and Climate Change Department,
Asian Development Bank
|Sameh Wahba
Global Director of Urban, Disaster
Risk Management, Resilience and
Land Global Practice, World Bank
Closing Ceremony
•Takeharu Yamanaka
Mayor of the City of Yokohama
•Toru Hashimoto
Director General, International
Aairs Bureau, City of Yokohama
•Tetsushi Sonobe
Dean/CEO, Asian Development Bank Institute
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
•Takehiko Nagumo
Executive Managing Director,
Smart City Institute Japan
•Nobuharu Suzuki
Professor, Yokohama City University
•Atsushi Koresawa
Regional Representative for
Asia and the Pacic, UN-Habitat
•Bindu Rohani
Special Advisor, Y-PORT Center
World Bank Session
|Victor Mulas (Moderator)
Senior Urban Specialist and
TDLC Team Lead, World Bank
|Narae Choi
Senior Urban Development
Specialist, World Bank
•Takanori Arima
Executive Director, Overseas
Environmental Project Department,
Kitakyushu Asian Center for Low Carbon Society,
Environment Bureau, City of Kitakyushu
•Tetsuya Aoyama
General Manager, Oce of Strategic
Planning and Resilience, City of Toyama
•Shuji Okazaki, Director of Project
Promotion Division, Climate Change
Policy Headquarters, City of Yokohama
Event Summary
The 10th Asia Smart City Conference (ASCC)
focused on the theme of “Building Smart Cities
Aiming for Carbon Neutrality through City-to-City
Collaboration” and convened government agencies,
private companies, international organizations,
and academia to exchange knowledge and discuss
the path toward zero-carbon cities. The World
Bank session was hosted by TDLC; it featured
insights from the World Bank’s Global Smart City
Partnership Program (GSCP) on fostering smart
city development, coupled with an overview of the
global demand and supply of smart city initiatives.
The World Bank session also curated the experience
of Kitakyushu, Yokohama, and Toyama in designing
and promoting low-carbon solutions.
Joined by the distinguished conference speakers
and Mayor Yamanaka, TDLC also participated in
the ASCC’s closing ceremony and shared a vision of
the future under the World Bank’s Green, Resilient,
and Inclusive Development Framework.
149 ANNEX III: KNOWLEDGE EVENTS
6. SACRED HEART
UNIVERSITY LECTURE
Virtual, November 4, 2021
Organizer
Sacred Heart University
Speaker
|Haruka Miki-Imoto
Operations Ocer,
World Bank
Participants
10
Event Summary
At the request of Dr. Junko Okahashi of Sacred
Heart University, Haruka Miki-Imoto delivered a
lecture in an undergraduate course on international
policies for cultural sustainability; this was her
third year contributing to the lecture series at the
university. The students were exposed to World Bank
operational frameworks and case studies illustrating
how Japanese knowledge and expertise are
leveraged to achieve better development outcomes
in developing countries. Four topics were covered
in the span of the two lectures: (1) an overview
of the TDLC program; (2) a case study of Kyoto,
Shimokitazawa, Futako-Tamagawa, Kobe, and
Yamato City; (3) transit-oriented development,
public spaces, and urban regeneration in Shibuya;
and (4) an account of how Haruka Miki-Imoto
came to work at the World Bank.
7. SMART CITY EXPO
WORLD CONGRESS 2021
WORLD BANK SESSION
REINVENTING THE FUTURE
OF CITIES EMERGING FROM
THE COVID‑19 PANDEMIC
Virtual, November 16, 2021
Organizers
Smart City Expo World Congress
and TDLC
Speakers
|Victor Mulas (Moderator)
Senior Urban Specialist and
TDLC Team Lead, World Bank
|Narae Choi (Moderator)
Senior Urban Development
Specialist, World Bank
•Takehiko Nagumo
Executive Managing Director,
Smart City Institute Japan
•Youngki Hong
Investment Ocer, IFC
|Jessica Carolina
Grisanti Bravo
Urban Specialist, World Bank
Participants
214
Event Summary
The Smart City Expo World Congress marked
its 10th anniversary in 2021. TDLC organized
a side event focused on cities’ reinvention of
themselves during the pandemic to be more livable
and sustainable, and on the direction of urban
transformation over the next decade. The session
was developed in collaboration with the Smart City
Institute of Japan, Global Smart Cities Partnership
Program, and the IFC. The session introduced
project initiatives undertaken by GSCP and IFC
to help cities respond to both the challenges of
COVID-19 and sustainable urban development.
TDLC ANNUAL REPORT FY22 150
8. CITIES, CULTURE AND CREATIVITY
VIRTUAL CROSS LEARNING FROM THE REPUBLIC OF KOREA AND JAPAN
Virtual, November 29–December 2, 2021
Organizers
Korea Research Institute for Human Settlements
(KRIHS), World Bank Culture, Heritage and
Sustainable Tourism Knowledge Silo Breaker (KSB),
and TDLC
Participants
70
Speakers
|Sameh Wahba
Global Director of Urban, Disaster
Risk Management, Resilience and
Land Global Practice, World Bank
•Sang Keon Lee
Senior Research Fellow and Director of Global
Development Partnership Center, Korea Research
Institute for Human Settlements (KRIHS)
|Ahmed Eiweida
Global Coordinator for Cultural Heritage and
Sustainable Tourism/Sector Leader, Vietnam
Sustainable Development, World Bank
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
|Ayah Mahgoub
Senior Urban Development
Specialist, World Bank
•Reiko Yoshida
Head of the Programmes and Stakeholders
Outreach Unit of the Diversity of Cultural
Expressions Entity, Culture Sector, UNESCO
|Dmitry Sivaev
Urban Specialist, World Bank
•Se Hoon Park
Senior Research Fellow, Korea Research
Institute for Human Settlements (KRIHS)
•Youn Hee Jeong
Associate Research Fellow, Global Development
Partnership Center, Korea Research Institute
for Human Settlements (KRIHS)
•Masayuki Sasaki
Emeritus Professor, Osaka City
University/Educational Director
INAOKI Educational Institution
•Yu-Min Joo
Associate Professor, KDI School
of Public Policy and Management
|Haruka Miki-Imoto
Operations Ocer, World Bank
•HaeRan Shin
Professor, Department of Geography,
Seoul National University
|Maitreyi Bordia Das
Practice Manager, Urban, Disaster
Risk Management, Resilience and
Land Global Practice, World Bank
Event Summary
A virtual cross learning on cities, culture, and creativity was
co-organized with the World Bank’s Culture, Heritage, and
Sustainable Tourism KSB, the Tokyo Development Learning
Center, and the Korea Research Institute for Human Settlements.
The workshop was targeted at senior government ocials of client
countries and task teams from departments of urban planning, urban
design, tourism, and economy. The workshop consisted of four days
of presentations and case studies drawing from the experiences of
Japan and Korea in engaging the dierent creative city enablers that
help unlock the potential of cultural and creative industries and deliver
the triple benets across the economic, social, and spatial dimensions.
The presentations included guiding principles, policies and legislative
frameworks at national and local levels, and best practices from
Korea and Japan. The participants learned from the experience of
Kyoto in fostering creative communities (leveraging local heritage),
and the experience of Kobe in building back better after the Great
Hanshin-Awaji Earthquake (leveraging local culture and creativity).
151 ANNEX III: KNOWLEDGE EVENTS
9. PLUG AND PLAY JAPAN SUMMIT
WINTER/SPRING 2022,
TOKYO AND KYOTO
Hybrid, March 2, 2022
Organizer
Plug and Play Japan
Speakers
•Philip Seiji
Managing Partner,
Plug and Play Japan
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
Participants
100
Event Summary
TDLC was invited to present the Tokyo Startup
Ecosystem report at the Plug and Play Winter/
Spring 2022 Summit in an introductory session.
Plug and Play Japan is a startup accelerator and
hub that operates in Shibuya City (Tokyo area)
and Kyoto City. The summit hosted 60 selected
startups and a network of stakeholders in the
Tokyo and Kyoto startup ecosystem.
10. NEXT-GENERATION SMART
COMMUNITY BASED ON A
REFERENCE ARCHITECTURE
On-demand broadcasting,
March 10–18, 2022
Organizer
NTT Data Institute of Management Consulting, Inc.
Speakers
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
Participants
(viewership March 10–18, 2022)
117
Event Summary
At the request of the NTT Data Institute
of Management Consulting, Victor Mulas
made an on-demand video presentation on the
World Bank’s smart city development initiatives
in developing countries. About 110 people
watched the video presentation during the
event period and learned about key enabling
factors for smart city development initiatives
in low- and middle-income countries.
11. ASIA SMART CITY
CONFERENCE WEBINAR
“ASEAN SMART CITIES
TODAY VOL. 1”
Virtual, March 10, 2022
Organizer
City of Yokohama
Speakers
•Yasuhiro Yamaguchi
(Moderator), Advisor,
YOKOHAMA
URBAN SOLUTION
ALLIANCE (YUSA)
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
•Kuniomi Hirano
General Manager of Urban
Development Department,
Nippon Koei Co., Ltd.
•Hidetoshi Inatsu
Manager, Project Management
Group, International Business
Strategy Headquarters,
Tokyu Corporation
Participants
282
Event Summary
This event followed up on the ASCC held by
the City of Yokohama in fall 2021. Victor Mulas
spoke about TDLC’s ability to disseminate Japan’s
knowledge to the world, especially by leveraging
the unique CPP partnership.
TDLC ANNUAL REPORT FY22 152
12. ZERO CARBON CITY INTERNATIONAL FORUM 2022
March 10, 2022
Organizers
Ministry of the Environment,
Government of Japan and Oce
of Special Presidential Envoy for
Climate, United States of America
Speaker
|Joanna Masic
Lead Urban Specialist,
World Bank
Participants
266
Event Summary
TDLC dispatched the lead urban specialist from the World Bank team
to speak at the session on “Zero Carbon Urban Development” at this
roundtable event organized jointly by agencies from governments of
Japan and the United States. The objective of the forum was to share
leading subnational climate policies and actions, encourage city-
to-city collaboration for expanding the “decarbonization domino
eect,” and discuss how multi-level governance can facilitate local
and national climate actions.
13. TRANSLATING COMMUNITY-LED VISION INTO PRACTICE
APPLYING YOKOHAMA URBAN SKETCHBOOK IN LATIN
AMERICA AND CARIBBEAN (LAC) AND BEYOND
Virtual, April 21, 2022
Organizers
City of Yokohama and TDLC
Participants
107
Speakers
|Maitreyi Bordia Das
Practice Manager, Urban, Disaster
Risk Management, Resilience and
Land Global Practice, World Bank
|Michiko Kadono (Master of Ceremonies)
Urban Consultant, World Bank
•Kazuhiro Hotta
Director General, Urban Development Bureau,
City of Yokohama
|Haruka Miki-Imoto
Operations Ocer, World Bank
•Tsuneo Noda
Architect/Representative Director, AND150, Inc.
•Hideyuki Nakatsu
Associate Professor, College of Architecture and
Environmental Design, Kanto Gakuin University
•Manuel Trute
Secretary General, School of Architecture
andDesign of Latin America and the Caribbean
•Ricardo Vives Guerra
President, Puerta de Oro
•Yoh Sasaki
Professor, Department of Civil and
Environmental Engineering, Waseda University
|Haris E. Sanahuja
Senior Disaster Risk
Management Specialist, World Bank
|Yuko Arai
Urban Specialist, World Bank
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
Event Summary
The World Bank TDLC and Yokohama City co-organized this event,
which aimed to discuss the importance of citizen-led urban design in
promoting visionary and inclusive urban development, and to introduce
a cross-sectional sketch—a simple yet powerful tool that may overcome
communication barriers and build consensus among participants
regardless of their language, age, or social position. Looking back on
the history of urban development in Yokohama over the past 50 years
with urban design as the focus, the event discussed the achievements
and signicance of participatory urban design as illustrated by the
Yokohama Urban Design Sketchbook, as well as the applicability
of the sketchbook in developing countries.
153 ANNEX III: KNOWLEDGE EVENTS
14. EXPERT’S ROUNDTABLE DISCUSSION
TACKLING THE ZERO CARBON CHALLENGE IN CITIES: PATHWAYS
TO ACHIEVING CARBON‑NEUTRAL AND CLIMATE‑SMART CITIES
Hybrid, April 26, 2022
Organizers
Smart City Institute Japan and TDLC
Participants
75
Speakers
|Victor Mulas (Moderator)
Senior Urban Specialist and
TDLC Team Lead, World Bank
•Takehiko Nagumo (Moderator)
Executive Managing Director,
Smart City Institute Japan
|Yasuaki Yoneyama
Special Representative, Japan, World Bank
|Joanna Masic
Lead Urban Specialist, World Bank
•Noriko Ishizaka
CEO, Ishizaka Inc.
•DarkoRadović
Architect/Emeritus Professor, Keio University
•Mitsuhiro Suwa
CEO, Loftwork Inc.
•Kazuo Takahashi
CEO, Tokyu Corporation
•Sumiko Takeuchi
Director and Chief Researcher, International
Environment and Energy Institute (IEEI)
•Mari Yoshitaka
Principal Sustainability Strategist,
Mitsubishi UFJ Research & Consulting
Event Summary
TDLC piloted a new type of event in the form of a multidisciplinary
expert discussion on pathways to nd, pilot, and scale up low-carbon
solutions in cities. In collaboration with the Smart City Institute of
Japan, this session convened a small group of top-level experts and
Japanese thought leaders from various elds (private developers,
creative agencies, nongovernmental organizations, etc.) to discuss
trajectories toward a low-carbon and resilient future for cities. This
session explored where Japan stands in the global eort to address
climate change and how Japanese experiences and new ideas can
inspire and support developing countries in their path toward
green growth and reduced carbon emissions.
TDLC ANNUAL REPORT FY22 154
15. SILVER HUES—BUILDING AGE-READY CITIES LAUNCH EVENT
Hybrid, May 30, 2022
Organizer
TDLC
Participants
100
Speakers
|Victor Mulas
Senior Urban Specialist and TDLC
Team Lead, World Bank
|Yasuaki Yoneyama
Special Representative, Japan, World Bank
•Yuji Kuroiwa
Governor, Kanagawa Prefecture
|Maitreyi Bordia Das
Practice Manager, Urban, Disaster
Risk Management, Resilience and
Land Global Practice, World Bank
|Yuko Arai
Urban Specialist, World Bank
•Yasuko Arase
Deputy Mayor, Fukuoka City
Event Summary
The World Bank TDLC organized this event, which aimed to discuss
how building an age-ready city has universal economic and social
benets and promotes better livability for all age groups. The keynote
presentation, by Maitreyi Bordia Das, summarized the global report
and was followed by a panel discussion. The panelists—the Governor
of Kanagawa Prefecture, the Deputy Mayor Fukuoka City, and a
senior ocer from MLIT—explained their key policies and programs
to promote age-ready inclusive city development and emphasized
the importance of citizen engagement.
155 ANNEX III: KNOWLEDGE EVENTS
16. OVERCOMING KYOTO’S URBAN TOURISM CHALLENGE
PATHWAYS TO FOSTERING SUSTAINABLE TOURISM
Virtual, June 2, 2022
Organizer
TDLC
Participants
12
Speakers
|Victor Mulas
Senior Urban Specialist and
TDLC Team Lead, World Bank
|Ahmed A. R. Eiweida
Global Coordinator for Cultural Heritage
and Sustainable Tourism, World Bank
•Sandra Carvao
Chief of Tourism Market Intelligence
and Competitiveness, World Tourism
Organization (UNWTO)
•Kenji Kitagawa
Executive Director, Department of
Tourism Strategy, City of Kyoto
•Kumiko Yoshioka
Director, Department of Tourism
Strategy, City of Kyoto
•Rieko Nishimae
Director, Tourism Omotenashi, City of Kyoto
•Shingo Sugibayashi
Deputy Director, Department
of Tourism Strategy, City of Kyoto
•Shaun Mann
Senior Tourism Management Specialist,
World Bank
•Peter Debrine
Senior Cultural Tourism Specialist, UNESCO
•Joseph Cheer
Professor, Center for Tourism
Research, Wakayama University
|Tomoko Unaki (Master of Ceremonies)
Urban Develpoment Consultant, World Bank
Event Summary
TDLC organized an informal discussion with Kyoto City to discuss
pathways to nd, pilot, and integrate the concept of sustainable tourism
into urban management. The session convened highly experienced,
global experts from World Bank, UN agencies and academia as well
as practitioners from Kyoto city government to engage in an open
discussion on solutions and trajectories towards sustainable tourism.
The session explored where Kyoto stands in the global eorts toward
addressing over-tourism and how the global expertise and new ideas
can inspire and support Kyoto City in their path to achieving sustainable
tourism. Synergies born from convening experts from the World Bank
and various international organizations are expected to drive creative
and innovative solutions to over-tourism.
17. LECTURE AT KANDA INSTITUTE OF FOREIGN LANGUAGES
June 14, 2022
Organizer
PADECO Co., Ltd.
Participants
7
Speaker
|Shoko Tawara
Program Ocer, TDLC, World Bank
Event Summary
At the request of Kanda Institute of Foreign Languages, the World
Bank TDLC gave a lecture to a group of undergraduate students in
the international cooperation program about the TDLC program and
activities. The international cooperation program is a public-private
collaboration between PADECO Co., Ltd. and the Kanda Institute
of Foreign Languages. Shoko Tawara, Program Ocer of TDLC
gave a lecture which focused on how the TDLC program supports
World Bank projects, and provided a case example on creative city
development in Kyoto.
REGION COUNTRY PROJECT
LENDING
(IPF/P4R/
DPF)
OR ASA EXPERT
TDD THAT
PARTICIPATED
between FY16 to FY21
AFRICA Tanzania Tanzania Cities Transforming
Infrastructure and
Competitiveness Project
(P171189) (TACTIC)
IPF Hiroshi
Nishimaki
TOD Urbanscapes
2021
Dar es Salaam Metropolitan
Development Project,
Msimbazi Basin
Development (P169425)
IPF Dr. Tetsuo
Kidokoro,
Dr. Noriko Akita,
Dr. Norihiko
Shima,
Koichiro Tamura
(coordinator)
Liberia Cheesemanburg Landll
and Urban Sanitation Project
(P159961 & P173261)
IPF Eight-Japan
Engineering
Consultants,
Dr. Takayuki
Shimaoka, and
Dr. Hirofumi
Nakayama
SWM 2020
TDLC ANNUAL REPORT FY22 156
ANNEX IV
OPERATIONAL SUPPORT
IN FY22
Note: ASA = Advisory Services and Analytics; DPF = Development Policy Financing;
IPF = Investment Project Financing; P4R= Program-for-Results; SWM = Solid Waste Management.
COMPLETED OPERATIONAL SUPPORT FY22
DETAILS
OF COMPLETED OPERATIONAL SUPPORT FY22
TANZANIA CITIES TRANSFORMING INFRASTRUCTURE
AND COMPETITIVENESS PROJECT IPF
(P171189)
TDLC ENGAGEMENT
•Tanzania’s urban population is growing rapidly, but this growth is not
generating productivity gains due to weak management of the urbanization
process. The local institutions in Tanzania don’t develop sucient capacities
and systems to improve the management of related infrastructure in
rapidly urbanizing contexts. The World Bank Urban team has engaged
with the Tanzanian President’s Oce of Regional and Local Governments
(PO-RALG) through the Tanzania Cities Transforming Infrastructure and
Competitiveness Project (P171189) (TACTIC) with the objective to deliver
improved basic infrastructure and services and enhance institutional capacity
and the enabling environment for economic development and job creation.
•TDLC received a request for a set of activities within TACTIC for
several purposes: to build transit-oriented development (TOD)-related
capacity of local authorities, share relevant Japanese good practices,
and inform project preparation, implementation, and operational
support through knowledge-exchange training modules, with
a focus on nancing instruments in urban infrastructure.
In FY22, TDLC supported lending and advisory projects
were only in Africa (Tanzania and Liberia).
REGION COUNTRY PROJECT
LENDING
(IPF/P4R/
DPF)
OR ASA EXPERT
TDD THAT
PARTICIPATED
between FY16 to FY21
EUROPE &
CENTRAL
ASIA
Romania Justice Quarter Development
Project (P157654)
IPF —Urban
Regeneration 2019
MIDDLE
EAST &
NORTH
AFRICA
West
Bank
and Gaza
Gaza Solid Waste
Management Project
AF (P171328)
IPF — SWM 2020
Integrated Urban
Flood Risk
Management 2016
REGION COUNTRY PROJECT
LENDING
(IPF/P4R/
DPF)
OR ASA EXPERT
TDD THAT
PARTICIPATED
between FY16 to FY21
EAST ASIA
& PACIFIC
Indonesia Indonesia Urban
Regeneration Project
IPF To be conrmed
MIDDLE
EAST &
NORTH
AFRICA
Jordan Gaza Solid Waste
Management Project
AF (P171328)
ASA To be conrmed Low Carbon
Cities 2021
157 ANNEX IV: OPERATIONAL SUPPORT
DAR ES SALAAM
METROPOLITAN DEVELOPMENT PROJECT,
MSIMBAZI BASIN DEVELOPMENT
(P169425)
TDLC ENGAGEMENT
•Tanzania’s urban population is growing rapidly
but this growth is not generating productivity
gains due to weak management of the
urbanization process. The local institutions in
Tanzania don’t develop sucient capacities and
systems to improve the management of related
infrastructure in rapidly urbanizing contexts.
In addition, Tanzanian cities are increasingly
vulnerable to disasters and climate-related
hazards. Urban areas have witnessed widespread
ooding in recent decades. Dar es Salaam
(the largest city in the country, accounting
for 40 percent of the urban population)
is especially impacted by river oods.
•TDLC supports the Msimbazi Basin Development
task teams and local stakeholders in Tanzania
by sharing Japanese experiences and know-
how in climate-smart urban infrastructure,
with a focus on urban ood management and
the design and redevelopment of public urban
parks. These two topics are central to the project
objectives, namely reducing vulnerability to
ooding in Dar es Salaam and providing the
right design and management framework for
integrated urban planning in the Msimbazi area.
THE CHEESEMANBURG
LANDFILL AND URBAN SANITATION
PROJECT, LIBERIA
(P159961 & P173261)
TDLC ENGAGEMENT
•The Cheesemanburg Landll and Urban
Sanitation Project (CLUS) was designed and
approved by the World Bank in 2017 to support
Liberia in building the fundamentals of a solid
waste management system in the Greater
Monrovia area. The specic objective of the
project is to support increased access to solid
waste management (SWM) services in Greater
Monrovia through (1) the construction of the
Cheesemanburg landll; (2) the closure of the
Whein Town landll; and (3) improvement
to existing transfer stations. The project is
also designed to sustain existing employment
associated with solid waste collection,
transportation, and disposal, as well as support
capacity-building activities for municipal sta
of Monrovia and surrounding townships.
•To meet the nancing gaps and cope with
additional challenges brought by COVID-
19, this engagement received additional
nancing (Cheesemanburg Landll and Urban
Sanitation Project - AF1 - P173261), which
was approved in June 2020. The clients and
the task team joined the Technical Deep
Dive (TDD) on SWM organized by TDLC in
October 2020. TDLC received a request for
operational support as post-TDD follow-up.
Note: ASA = Advisory Services and Analytics; DPF = Development Policy Financing;
IPF = Investment Project Financing; P4R= Program-for-Results;
SWM = Solid Waste Management.
DROPPED
PIPELINE
EXPERT Type ofExpert
Supported
activities
Technical
Deep Dive
Other
event
Japan
cases
Operational
Support
DarkoRadović
Architect/Emeritus
Professor, Keio University
Thematically
dened
Brainstorming
session
Kazuo Takahashi
CEO, Tokyu Corporation
Thematically
dened
Brainstorming
session
Mari Yoshitaka
Principal Sustainability
Strategist, Mitsubishi UFJ
Research & Consulting
Thematically
dened
Brainstorming
session
Mitsuhiro Suwa
Co-founder and CEO,
Loftwork
Thematically
dened
Brainstorming
session
Knowledge
evangelist
Creative Cities
Event #2
Noriko Ishizaka
CEO, Ishizaka Inc.
Thematically
dened
Brainstorming
session
Sumiko Takeuchi
Director and Chief
Researcher, International
Environment and Energy
Institute (IEEI)
Thematically
dened
Brainstorming
session
Narimasa Makino
Co-founder and CEO,
Monozukuri Ventures
Knowledge
evangelist
Creative Cities
Event #2
Fram Kitagawa
Chairman, Art Front Gallery
Thematically
dened
Creative Cities
Event #3
Local
Economic
Development
Japan Case
Study
Josh Silver
Urban Planner
Thematically
dened
Local
Economic
Development
Japan Case
Study
Knowledge
evangelist
Keiko Nakamura
Professor, School of
Tokyo Medical and Dental
University / Director, WHO
Center for Health City and
Urban Policy Research
Thematically
dened
Healthy City
Japan Case
Study
Mitsu Yamazaki
Senior Urban
Development Specialist
Thematically
dened
Healthy City
Japan Case
Study
Knowledge
evangelist
TDLC ANNUAL REPORT FY22 158
ANNEX V
COMMUNITY
OF EXPERTS MEMBERS
INVOLVED IN TDLC ACTIVITIES
EXPERT Type ofExpert
Supported
activities
Technical
Deep Dive
Other
event
Japan
cases
Operational
Support
Isao Tsunakawa
Yokohama
Sports Association
(Nissan Stadium)
Thematically
dened
Tanzania
Green
Infrastructure
operational
support
Kenji Kushihara
Program ocer, Kanto
Regional Development
Bureau, Ministry of Land,
Infrastructure, Transport
and Tourism (MLIT),
Government of Japan
Thematically
dened
Tanzania
Green
Infrastructure
operational
support
Koichiro Tamura
Urban Public Space
Consultant
Commissioned Tanzania
Green
Infrastructure
operational
support
Kosuke Sezaki
CEO Kumagawa Rafting Co.
Thematically
dened
Tanzania
Green
Infrastructure
operational
support
Noriko Akita
Professor, Graduate
School of Horticulture,
Chiba University
Thematically
dened
Tanzania
Green
Infrastructure
operational
support
Commissioned
Norihisa Shima
Department of Regional
Development Studies,
Toyo University
Thematically
dened
Tanzania
Green
Infrastructure
operational
support
Commissioned
Tetsuo Kidokoro
Professor,
School of Engineering,
University of Tokyo
Thematically
dened
Tanzania
Green
Infrastructure
operational
support
Commissioned
Yuji Hoshino
Associate Professor, Center
for Water Cycle, Marine
Environment and Disaster
Mitigation (CWMD),
Kumamoto University
Thematically
dened
Tanzania
Green
Infrastructure
operational
support
Hiroshi Nishimaki
Senior Urban Consultant
and Urban Planner
Thematically
dened
Tanzania TOD
operational
support
Commissioned QII MOOC
159 ANNEX V COMMUNITY OF EXPERTS
Note: TOD = transit-oriented development;
QII = quality infrastructure investment;
MOOC = massive open online course.
EXPERT Type ofExpert
Supported
activities
Technical
Deep Dive
Other
event
Japan
cases
Operational
Support
Hirofumi
Nakayama
Associate Professor,
Laboratory of material cycle
and waste management
engineering, Department
of Urban and Environmental
Engineering, Faculty of
Engineering, Kyushu
University1
Thematically
dened
Liberia
Solid Waste
Management
operational
support
Knowledge
evangelist
Taisuke Odera
Manager, Business
Promotion Division,
International Department,
Eight-Japan Engineering
Consultants Inc.
Thematically
dened
Liberia
Solid Waste
Management
operational
support
Commissioned
Takayuki
Shimaoka
Professor, Laboratory
of Material Cycle and Waste
Management Engineering,
Department of Urban and
Environmental Engineering,
Faculty of Engineering,
Kyushu University
Thematically
dened
Liberia
Solid Waste
Management
operational
support
Knowledge
evangelist
Takuya Koketsu
General Manager, Waste
Management Division,
International Department,
Eight-Japan Engineering
Consultants Inc.
Thematically
dened
Liberia
Solid Waste
Management
operational
support
Commissioned
Shiko Hayashi
Programme Director,
Kitakyushu Urban Centre,
Institute for Global
Environmental Strategies
Knowledge
evangelist
Solid Waste
Management
TDD
Yuji Aoyagi
Executive Director,
Environment Bureau,
City of Kitakyushu
Thematically
dened (city)
Solid Waste
Management
TDD
Yuki Kawahara
President, Taiyo Jyuken
Corporation
Thematically
dened (city)
Solid Waste
Management
TDD
Yoshiyuki
Sekiguchi
Manager, Co-Governance
and Creation Division,
Policy Bureau, City
of Yokohama
Thematically
dened (city)
Solid Waste
Management
TDD
Takanori Arima
Executive Director, Overseas
Environmental Project
Department, Kitakyushu
Asian Center for Low Carbon
Society, Environment
Bureau, City of Kitakyushu
Thematically
dened (city)
Solid Waste
Management
TDD,
Low Carbon
Cities #2
Tetsuya Aoyama
General Manager,
Oce of Strategic
Planning and Resilience,
City of Toyama
Thematically
dened (city)
Asia
Smart City
Conference
Shuji Okazaki
Director of Project
Promotion Division, Climate
Change Policy Headquarters,
City of Yokohama
Thematically
dened (city)
Asia
Smart City
Conference
1 Engagement from prior scal year continuing in current scal year.
TDLC ANNUAL REPORT FY22 160
Note: TDD = Technical Deep Dive.
EXPERT Type ofExpert
Supported
activities
Technical
Deep Dive
Other
event
Japan
cases
Operational
Support
Hirofumi Yano
Director of “DO YOU
KYOTO?” Project
Promotion, Global
Environment Policy Oce,
Environment Policy Bureau,
City of Kyoto
Thematically
dened (city)
Low Carbon
Cities TDD
Keita Nakagawa
Director of Global
Environment Policy, Global
Environment Policy Oce,
Environment Policy Bureau,
City of Kyoto
Thematically
dened (city)
Low Carbon
Cities TDD
Kentaro Takahashi
Deputy Director, Climate
and Energy Area, Institute
for Global Environmental
Strategies
Knowledge
evangelist
Low Carbon
Cities TDD
Shuhei Okuno
Deputy Director General,
Climate Change Policy
Headquarters, City
of Yokohama
Thematically
dened (city)
Low Carbon
Cities TDD
Masafumi Ota
Senior Researcher,
Tokyu Research
Institute Inc.
Thematically
dened
Low Carbon
Cities #3
Leslie Mabon
Lecturer, School of
Engineering and Innovation,
Open University, UK
Thematically
dened
Low Carbon
Cities #4
Yasushi Fukuizumi
Senior Executive Fellow,
Vice President, Power
Systems, Mitsubishi
Heavy Industries
Knowledge
evangelist
Low Carbon
Cities #4
Koichiro Gunda
Senior General Manager,
Data Center Service Group,
Canon IT Solutions Inc
Knowledge
evangelist
Low Carbon
Cities #5
Tomotaka Aoki
Emission Cap and Trade
Section, Climate Change &
Energy Division, Bureau
of Environment, Tokyo
Metropolitan Government
City ocial
(practitioner)
Low Carbon
Cities #5
Hiroshi Tomita
Director, PwC Advisory LLC
Thematically
dened
Low Carbon
Cities #6
Naomi Inoue
Deputy Director for
International Strategy
on Climate Change,
Global Environment
Bureau, Ministry
of the Environment,
Government of Japan
Thematically
dened
Low Carbon
Cities #6
Noriko
Tamiya-Hase
Deputy Director, Oce
of Market Mechanisms,
and Oce of Director for
International Strategy
on Climate Change,
Climate Change Division,
Global Environment
Bureau, Ministry
of the Environment,
Government of Japan
Thematically
dened
Low Carbon
Cities #6
161 ANNEX V COMMUNITY OF EXPERTS
Note: TDD = Technical Deep Dive.
EXPERT Type ofExpert
Supported
activities
Technical
Deep Dive
Other
event
Japan
cases
Operational
Support
Atsushi Nakagome
Counsellor of National
Resilience Promotion Oce,
Cabinet Secretariat
Thematically
dened
(government)
Disaster Risk
Management
and Resilient
Infrastructure
TDD
Atsushi Umino
Director, the Oce of
the Director-General for
Cybersecurity, the Ministry
of Internal Aairs and
Communications
Thematically
dened
(government)
Disaster Risk
Management
and Resilient
Infrastructure
TDD
Hitoshi Fukumoto
Director of the Fukuoka
National Highway
Oce, Kyushu Regional
Development Bureau,
Ministry of Land,
Infrastructure, Transport
and Tourism (MLIT),
Government of Japan
Thematically
dened
(government)
Disaster Risk
Management
and Resilient
Infrastructure
TDD
Koji Deguchi
Director for International
Business Relations,
International Department,
Oce of the Mayor, Kobe
City Government
Thematically
dened (city)
Disaster Risk
Management
and Resilient
Infrastructure
TDD
Setsuko Saya
Senior Director, Japan
Overseas Infrastructure
Investment Corporation
for Transport and Urban
Development (JOIN)
Thematically
dened
(government)
Disaster Risk
Management
and Resilient
Infrastructure
TDD
Shoichi Tawaki
Senior Director of the
Disaster Prevention and
Disaster Risk Reduction
Department for Sendai City
Thematically
dened (city)
Disaster Risk
Management
and Resilient
Infrastructure
TDD
Teruki Yonekura
Director, Disaster
Prevention Planning
Section, Disaster & Crisis
Management Department,
Civic Aairs Bureau,
Fukuoka City Government
Thematically
dened (city)
Disaster Risk
Management
and Resilient
Infrastructure
TDD
TDLC ANNUAL REPORT FY22 162
Note: TDD = Technical Deep Dive.
EXPERT Type ofExpert
Supported
activities
Technical
Deep Dive
Other
event
Japan
cases
Operational
Support
Masayuki Fujiwara
Director General,
Biomedical Innovation
Cluster and Business
Promotion Headquarters,
Kobe City Government
Thematically
dened (city)
Inclusive
Cities TDD
Toru Hashimoto
Director General,
International Aairs Bureau,
City of Yokohama
Thematically
dened (city)
Inclusive
Cities TDD,
Solid Waste
Management
event
Yasushi Aoyama
Emeritus Professor,
Meiji University/former
Vice Governor of Tokyo
Metropolitan Government
Knowledge
evangelist
Inclusive
Cities TDD
Hideyuki Nakatsu
Associate Professor,
College of Architecture
and Environmental Design,
Kanto Gakuin University
Thematically
dened
Yokohama
Urban
Sketchbook
Manuel Trute
Secretary General, School
of Architecture and Design
of Latin America and the
Caribbean (Former Panama
City ocial)
Thematically
dened
Yokohama
Urban
Sketchbook
Ricardo
Vives Guerra
President, Puerta de Oro
Thematically
dened
Yokohama
Urban
Sketchbook
Tsuneo Noda
Architect/Representative
Director of AND150 Inc.
Thematically
dened
Yokohama
Urban
Sketchbook
Yoh Sasaki
Professor, Department
of Civil and Environmental
Engineering,
Waseda University
Thematically
dened
Yokohama
Urban
Sketchbook
Yumi Kajiyama
Manager of Urban
Design Division,
Urban Development
Bureau, City of Yokohama
Thematically
dened
Yokohama
Urban
Sketchbook
163 ANNEX V COMMUNITY OF EXPERTS
Note: TDD = Technical Deep Dive.
